JAIL SPACE PROGRAMMING REPORT Burleigh & Morton … · 2016. 10. 27. · Burleigh-Morton County...

July 25, 2008 K

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ADULT DETENTION • LAW ENFORCEMENT • JUVENILE DETENTION • COURT FACILITIES

510 S. Staley Road, Suite C • Champaign, IL 61822 • (217) 351-7036 • www.kimmeassociates.com

JAIL SPACE PROGRAMMING REPORT For a new Burleigh & Morton Counties Combined Jail

May 31, 2013

ACKNOWLEDGMENTS

The Consultants would like to thank the Burleigh and Morton County Commissioners and Sheriff's Departments for their support and involvement during this study. It has been a good and deliberate process that has resulted in a space program that reflects the needs of Burleigh and Morton Counties

for a combined, two-county jail facility.

BURLEIGH COUNTY COMMISSIONERS MORTON COUNTY COMMISSIONERS Chairman Jerry Woodcox Chairman Bruce Strinden Vice Chairman Jim Peluso Vice Chairman Andy Zachmeier Mark Armstrong Jim Boehm Brian Bitner Ron Leingang Doug Schonert Cody Schulz BURLEIGH COUNTY SHERIFF'S DEPT. MORTON COUNTY SHERIFF'S DEPT. Sheriff Pat Heinert Sheriff Dave Shipman Captain Lisa Wicks Captain Dave Psyck Lt. Greg Bohrer Sgt. Eric Glasser Sgt. Casey Kapp Jennifer Rewald Tara Canright Kevin Quinn BISMARCK POLICE MANDAN POLICE Chief Dan Donlin Chief Dennis Bullinger Deputy Chief Randy Ziegler Deputy Chief Paul Leingang Deputy Tom Schroeder Brandon Rask

KIMME & ASSOCIATES, INC. Dennis A. Kimme, NCARB, President

Gary M. Bowker, Staff/Operations Planner Sue Van Matre, Technical Assistant

May 31, 2013

TABLE OF CONTENTS I. Introduction .................................................................................................................1 A. Background ...........................................................................................................1 B. Planning and Programming Process .......................................................................1 C. Mission Statement..................................................................................................2 D. Responsibilities to Inmates.....................................................................................2 E. Responsibilities to Staff ..........................................................................................3 F. Jail Standards ........................................................................................................3 G. Original Combined Burleigh and Morton County Projections....................................4 H. Revised Initial and Expansion Bed Capacity............................................................6 II. Major Design Considerations ........................................................................................7 A. Security Design Principles ......................................................................................7 B. Accommodating all Users .......................................................................................9 C. Movement Principles ............................................................................................10 D. Inmate Classification – Separation .......................................................................11 E. Supervision – Surveillance....................................................................................15 F. Housing Worksheets ............................................................................................17 G. Functions at Housing Per Classification.................................................................23 H. The "Dry Cell" Concept ........................................................................................24 I. Parking ................................................................................................................30 J. The Site and Future Facilities ...............................................................................30 K. Design Priorities ...................................................................................................31 III. Space Program...........................................................................................................32 A. Reading the Space Lists .......................................................................................32 B. Existing Spaces for Comparison............................................................................34 C. Diagrams .............................................................................................................35 D. Varied Expansion Approaches ..............................................................................35 E. Space Lists & Diagrams........................................................................................37 IV. Facility Staffing ..........................................................................................................86 A. Importance and Purpose of a Staffing Plan ..........................................................86 B. Integrating Staff Estimates and Other Planning/Design Tasks ..............................86 C. Staffing Issues .....................................................................................................87 D. Burleigh-Morton Intake-Booking Workload Survey................................................88 E. Shift Relief Factor ................................................................................................98 F. Position/Post Descriptions .................................................................................. 100 G. Staffing Levels – At Opening and at Full Occupancy ........................................... 102 Appendix – Alternate Housing Pods .......................................................................... 105

BURLEIGH-MORTON Counties, ND JAIL PROGRAM KIMME & Associates

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I. INTRODUCTION

A. BACKGROUND This document is the programming report for the new Burleigh-Morton combined two-county Jail. Preceding this report was a Burleigh and Morton Counties "Jail, Planning Report" completed by this consultant in August of 2012. That report provides the foundation for the programming by establishing the nature and scope of the project. The 2012 report accomplished a number of things:

1. it projected long-term bed capacity needs, 2. it analyzed the nature of the jail populations based on available existing data, 3. it evaluated the existing facilities and the potential of them and their sites for expansion, 4. it surveyed the potential for reducing jail populations through system changes, 5. it assessed initial space needs in gross terms, 6. it assessed facility options, 7. it projected preliminary, comparative facility construction, staffing, and operational costs, 8. it evaluated the pros and cons of combining the efforts of the two counties versus

keeping them separate. It is strongly encouraged that the architects and engineers obtain a copy of this report and review it to develop a deeper understanding of the issues behind the project. This program report builds upon the space and option conclusions of the first study to develop detail information which architects can use to design the new jail facilities according to the specific needs, preferences and philosophies of both clients.

B. PLANNING AND PROGRAMMING PROCESS The process of putting together the information for this document was collaborative. The consultant heavily involved jail staff in the detail planning. The programming process involved four sets of programming meetings with a team of jail staff led by Sheriffs Pat Heinert (Burleigh Co) and Dave Shipman (Morton Co), and Captains Lisa Wicks (Burleigh) and Dave Psyck (Morton), both administrators of their respective jails. Draft project products were produced and provided to staff for their review throughout the course of the effort, with their comments and requested changes integrated into this final report. Many significant and impactful ideas were generated as a consequence of team interactions and team observations of how other facilities were designed and operated. It is hoped that all of this effort has created for Burleigh and Morton Counties a unique space program that is specifically responsive to both County's philosophies of operation as well as modern correctional practice.


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C. MISSION STATEMENT Burleigh County has created a mission statement for the agency which was applied to the jail planning for the combined facility. The information, which is available on the Sheriff's website, is as follows:

OUR MISSION We are committed to providing a safe and secure environment to live, work, and recreate while we justly enforce the laws of our state. OUR VALUES We believe in a positive work environment which encourages teamwork, loyalty, integrity, innovation, and professionalism. We believe in treating all with respect. We believe in being adaptive to meet community and societal challenges. We believe in providing quality, professional and innovative law enforcement services. JOIN OUR TEAM We believe it is our fundamental duty to safeguard lives and property. We believe in being responsive to community concerns. We believe in integrating the best aspects of policing philosophies to protect our citizens. We believe in taking responsibility for our actions and understanding that our behavior earns the support and trust of the public.

D. RESPONSIBILITIES TO INMATES As an extension of the mission the programming team identified what it believed was its main responsibilities to inmates. The designers should take these into account as they develop the facility layout and establish the building's character. • The objective is not just lock inmates up but: - Provide opportunities for inmates to address problems underlying crime. - Help inmates re-enter and make the transition back into the community. - Make it easy to participate in programming. - Assist with post-release follow-up. • Create an environment of trust, and enhance staff-inmate communication. Be able to listen to inmates in all settings within the jail. • Treat inmates fairly. • Manage inmates safely; provide consequences and rewards to reinforce safety and compliance.


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E. RESPONSIBILITIES TO STAFF As an extension of the mission the programming team also identified what it believed was its main responsibilities to its own staff. This idea of identifying these responsibilities was prioritized because the team realized that while the average inmate may stay in jail for around 10-15 days, staff work in the facility roughly 200 days per year. Further, the two counties have a strong interest in creating an environment that attracts, and helps to retain, quality personnel. The designers should take the following responsibilities into account as they develop the facility layout and establish the building's character. • Staff need to have comfort and freedom to open doors - so people can interact. • Professional environment. • Healthy environment. • Less stressful environment.

- Get out of jail environment periodically during the shift for stress relief. A great deal of emphasis during discussions was placed on having ample natural light throughout the facility, and to mitigate the institutional effects of long corridors to the greatest degree possible through changes in lighting, detailing, color, texture, and so forth.

F. JAIL STANDARDS The programming of this facility was guided by the North Dakota Jail standards and the American Correctional Association (ACA) Standards. The North Dakota jail standards are prepared by the North Dakota Department of Corrections and Rehabilitation (NDDOCR) and are referred to as the NORTH DAKOTA CORRECTIONAL FACILITY RULES . They can be found on-line at the following web site: http://www.nd.gov/docr/county/inspections.html.

Chapter 12-44.1 of the state statutes also has information that can prove useful.

The North Dakota jail rules make direct reference to the standards of the American Correctional Association generally encouraging that they be followed in the design of new facilities. There are, however, some differences between the two sets of standards of which the designer should become aware. These should be discussed with the client for final determination regarding the degree of adherence to ACA standards particularly where they exceed North Dakota rules.


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G. ORIGINAL COMBINED BURLEIGH AND MORTON COUNTY PROJECTIONS

The original bed capacity projections for Burleigh-Morton Counties combined jail from the 2012 report are re-printed below for client and designer reference. 1. ADP AND CAPACITY BACKGROUND The total past average daily population (ADP) for a hypothetical combined Burleigh and Morton County jail is shown below. It is derived from adding the annual adjusted ADPs of the two counties together. The purpose of combining the numbers is specifically to see what the combined need would be and to see if fewer beds are needed when combining the two county totals. Fewer beds often result from such combinations because daily count peak factors tend to flatten out. This is because when one county is having a peak day the other county typically is not. Indeed, they might be having a low day. The combined ADP is up 50.9% during a time when the counties together had a decade growth rate of 14.8% (94,719 in 2000, 108,779 in 2010). Below is a chart that documents the rise in the combined ADP trend. The red line documents the annual average population.

With a total combined bed capacity of 176 (the orange area on the chart) and a combined functional capacity of 147 (the green area on the chart) the counties together would still have suffered both functional and overcrowding for much of the past 10 years. The chart on the next page re-documents the actual deviations that combined daily counts recorded against annual averages that were presented in an earlier chapter. The annual averages are shown with the Blue line, and the monthly averages are shown with the Red lines. The block of yellow in the background represents the jails' existing combined 176 bed capacity.


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2. "BASE" BED CAPACITY PROJECTIONS – BURLEIGH AND MORTON COUNTIES

COMBINED Applying peaking and classification factors to the projected ADP results in a BASE projection of 390 beds by the year 2035. This is 27 beds, and 6.6%, fewer than the 417 beds needed by the counties with separate facilities. See the chart below for the projection numbers.


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3. "OIL BOOM" BED CAPACITY PROJECTIONS – BURLEIGH AND MORTON COUNTIES COMBINED

Applying peaking factors to the projected combined two county ADP results in a BOOM projection of 468 beds by the year 2035. This is 30 beds, and 6.0%, fewer than the 498 beds needed by the counties with separate facilities. See the chart below for the projection numbers.

H. REVISED INITIAL AND EXPANSION BED CAPACITY 1. INITIAL BED CAPACITY Based upon continuing upward pressure, particularly at the Burleigh County jail, the client requested during the current programming phase that the initial bed capacity of the combined Burleigh-Morton County Jail be increased. The request was for an initial bed capacity of between 450 and 475 beds. It is important to note that this capacity figure does not include any of the occupancies found in the booking-intake area. Those capabilities are considered temporary capabilities not relevant to the bed capacity number. 2. EXPANSION BED CAPACITY TARGET Establishing a reasonable expansion capacity target is critical to the development of a site master plan and for the sizing of internal and external infrastructure. The client requested that the expansion bed capacity of the new combined jail be 650-700 beds. The consultant has used the 700 bed figure in sizing such things as the kitchen, laundry and property storage areas, among many other things. The architectural and engineering design team should use that target figure as well in any of their infrastructure, system and design planning. Also, reference should be made to a later section of the report in the Space Lists chapter that addresses the expansion concepts assumed for each component of the facility.


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II. MAJOR DESIGN CONSIDERATIONS

A. SECURITY DESIGN PRINCIPLES There are a number of basic principles regarding security that should be incorporated into the design of the Jail facility. 1. The Jail Security Perimeter shall be a clearly defined, highly penetration-resistant,

three-dimensional building envelope. It shall include all components of the Jail portion of the facility except for the Public Lobby. Access to public lobbies will generally be free during normal business hours. At night, free access will be restricted to a night lobby/vestibule that will operate on a 24/7/365 basis. The public will be able to make contact with jail staff from within the night lobby/vestibule at all times.

Portions of the exterior of the Jail component of the facility that serve as the

security perimeter (walls, roof/ceilings, floors) should be uniformly secure in construction, materials, and hardware, regardless of the security level of the inmate or the activity immediately behind any portion of the security perimeter. All necessary penetrations (exits, mechanicals, etc.) shall be secured at an equal level.

2. The security perimeter should, if possible, include a fenced or walled emergency

refuge area consistent with the capabilities of the site, the aesthetic needs of the site, and the sensitivities of neighbors.

3. Consistent with the client’s desire for view as well as natural light to/from inmate-

occupied areas like cells and dayrooms, view screening to prevent view conflicts between the inmates and the public, and between different inmate areas, must be created. Walls or fencing that keep the public away from the windows, particularly first floor windows, should be considered, as it should for the entire security perimeter of the jail per client request.

4. There will be a single Master Control Center within the Jail perimeter that will control

all Jail security. It will be as penetration-resistant and self-contained as possible to insure the continuous maintenance of facility security and the continuous control of inmate activities. Entry access will be through an interlocked security vestibule (see the Master Control space list for more details).

Broadly speaking, Master Control will control all Jail perimeter accesses and monitoring

systems, and control or at least monitor all internal Jail movement within the facility. Master Control will also monitor/control all major building alarm and response systems

and be able to maintain constant communications with all staff posts and staff working throughout the facility. Master Control will also have a backup/override capacity over all local Jail housing control positions in the event of an emergency and will maintain a link to all records and data systems relevant to the processing and management of the inmate population.

Master Control will also control all entries and exits from housing pods. A secure means

must be provided to access the Master Control post in the event that its occupants become incapacitated while power to all systems is still available.


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5. Master Control will have no control interface or overlap with E-911 Communications. Nor will it have responsibility for any other security facilities within the county, including court security.

6. Master Control will not control or monitor any points of access to existing sheriff’s law

enforcement space, and will not provide camera monitoring of any of those areas. The security of a future new sheriff’s addition to the new site will not be monitored by Jail master Control either.

7. All access into the Jail security perimeter shall be through at least two doors that are

interlocked. All interlocking systems will have an electronic override that can be activated by staff in emergency situations.

8. All pass-through penetrations between the Jail security perimeter and public areas will be

security grade pass-throughs. 9. Penetration of the Jail security perimeter by official, outside service providers

(lawyers, doctors, counselors, educators, etc.) will be as direct and efficient as possible. Security will be provided in such spaces by being monitorable directly from a nearby staff post, by CCTV, and/or by audio monitoring, consistent with the privacy needs of the functions and the program.

10. Law Enforcement interview needs will be met at a single point accessed by a single

point of entry, and will be disassociated from inmate occupied areas to prevent other inmates from knowing of the interview event. Interviews should be able to be audio and video recorded, except for attorney conversations.

11. All visitor and service providers entering the Jail security perimeter of the Jail will pass

through metal detection and will be subject to search. Staff will not be required to pass through metal detection.

12. Surveillance by direct staff view or contact is to be attained where practical and staff

efficient over reliance upon electronic surveillance equipment (CCTV), except in the case of exterior perimeters, egress stairs, outside grounds, and central facility corridors where unescorted movement can be facilitated.

13. There will be a series of constantly staffed control positions in housing and in other

areas of the Jail portion of the facility that will have control over all doors and security systems in their immediate areas or zones. These can be overridden and shut down by Master Control.

14. Each Jail housing block with its associated functions will be developed as a discrete

security zone, as will each housing unit sub-division within a block. 15. Restraint equipment, tasers, and cell extraction equipment will be maintained within the

perimeter. 16. Sets of facility keys will be maintained within Master Control, the Jail administrative area

(in a secure space and cabinet) and in a third location outside of the Jail perimeter accessible only to Sheriff's Office command staff. The sheriff's office location will be in a secure area that can be accessed 24 hours per day, 7 days per week. An electronic “key watcher” type system is desired in order to electronically track the distribution and use of keys.


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17. All windows in rooms which inmates occupy, or to which they have access, will be non-

operable, and will preclude view conflicts with the public. 18. All electronic jail security systems will be on emergency back-up power systems which

includes an uninterrupted power supply (UPS).

B. ACCOMMODATING ALL USERS The programming team identified a large and diverse set of jail facility users. The facility designer must identify in his/her design how all of these users are to be accommodated. 1. 24/7 participants – public lobby – (at NEW jail?) 8am - 9am; 8pm - 9pm, 365 days/year. - Perhaps at a public entrance. - At new jail, or at sheriff's office? If test "hot" have to go to jail. - Some people walk, ride bikes here. - 3 to 5 fail every week, are booked. 2. Attorneys - typically 8am - 5pm; Monday-Friday. 3. Bail Bondsman - 24/7/365. 4. Clergy 5. Law Enforcement investigators (for interviews) 24/7/365. 6. Law Enforcement arrestee transport/exchanges - BCDC. - This includes transfers between counties - example: Cass to Minot – i.e., become a

transfer center. 7. Sex Offender Registry - No – Sheriff' office only. 8. Public: - Family/friend Visitors. - Public posting bond money. - Drop-off money, meds. - Pick-up property (including for those going to state prison). - Coming to see administration. 9. Maintenance Staff 10. Deliveries: - Food (semi-trailer ! 40') - 1/week. - Milk and bread (Groceries) - Linens - Canteen/Commissary - vendor 2/week; delivery by Speedy Delivery. - Fed Ex (phones) replacing damaged ones (2/month). - Office supplies 11. Mail / Fed Ex / UPS 12. Social Services - State - 8am - 5pm, M-F. 13. Probation and Parole 24/7/365 - Contact visits. 14. Professional Visits - Go outside for G.E.D. (S. Central High - inmates go on their own). - Civilian volunteers 15. Medical staff 16. Contract Food Service staff - Currently do not use inmate workers - only because kitchen is outside of perimeter. 17. Arrestees/Arresting Officers


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18. Staff 19. Ambulance; 1/month. 20. Check-ins (walk-in sentenced). 21. Weekenders 22. Work Release/Education release/re-entry program (find a job). 23. Tours (no juveniles). 24. Transfer vans/buses - drivers and inmates.

C. MOVEMENT PRINCIPLES There are a number of basic principles regarding movement in and around the Jail facility that should be applied in design. The objectives of these principles are to increase staff efficiency and facility security. 1. Inmate movement should be minimized to the greatest degree possible. 2. To minimize inmate movement as many activities as practical should occur at the

Housing Blocks and Units such as food services, exercise, video visitation, etc. 3. To increase staff efficiency the design should facilitate unescorted movement of

appropriately classified (low security) inmates. 4. Transports to Court and medical facilities are the main movement activity outside of

the facility. Transports should either be done vehicle sally port to vehicle sally port. 5. All building movement, and movement from the perimeter should be monitored and

controlled by Master Control. 6. Movement by outside parties into the perimeter such as that by family visitors,

professional visitors, service providers, product deliverers and law enforcement personnel should be precluded or limited to the greatest degree possible. It should also be focused on a single point of entry, or as few as entry points as possible if a single point is not achievable.

7. Outside party Contact with inmates during movement should be precluded. Contact

should be restricted to that occurring within a functional space or room when that contact is part of a planned program or activity.


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D. INMATE CLASSIFICATION – SEPARATION Contrary to conventional wisdom among the public at large, not all inmates are alike in a detention-corrections facility. Inmates come in a wide variety of conditions and statuses and have a wide variety of needs just like the general population of any community. Within the specialized confines of a detention-corrections facility (and given its special mission and challenge to provide for the fundamental safety and security of inmates) it is essential for the successful operation of any facility to recognize the different types, or classifications, of inmates present and to take appropriate measures to manage those differences. In programming a facility one of the key ways in which different inmate classifications are recognized is by determining how they must be separated in the most important area of any facility, the housing areas. Different professionals and different states have different requirements for separating the inmate population into different housing units per their classification type. In the best planned facilities, however, the degree to which different classes must be separated is principally a function of the sex, behavior, condition, and security risk presented by different individuals coupled with a clear concept of how the inmate population will be managed. The Burleigh-Morton Combined facility staff will implement an "Objective Classification" system in the new facility. The system will be based on the core criteria recommended by the National Institute of Corrections (NIC). The system will include both a pre or "Initial Custody Assessment" at admission that assesses immediate safety and security issues i.e., escape risk, threat to the public, severity of offense, potential self-destructive tendencies, special needs as well as safety concerns for other inmates and staff. During 0-72 hour holding a formal assessment of inmate risk and need will be conducted by a classification officer as a "Custody Assessment" to determine housing assignment and legibility for program participation. Objective criteria utilized in this process will include severity of current convictions, alcohol/drug abuse and other stability factors such as age, employment, time at residence, etc. Special management concerns regarding mental health, tendencies towards self destructive behavior, mental health issues, mental impairment issues, gang issues, etc. may serve as cause to override the objective custody scale. This process is consistent with the overall classification flow, framework and scheme proposed by the Burleigh-Morton staff for the new facility as depicted in the graphic below.


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The following are the separate inmate classifications determined by Burleigh-Morton Counties Jail staff to be necessary for a properly and safely managed jail. Each classification implies the creation of separate housing pods or units (subdivisions) within pods. All categories apply to both males and females though the small numbers of females in the jail will make it difficult to practically implement the system in terms of separate units for each female classification. 1. SHORT-TERM OR 0-72 HOUR CLASSIFICATION This group of inmates is distinguished by their status as new arrestees who have yet to appear in court for the first time. They are waiting for bond, are pre-court appearance, and are detainees for other counties. The pre-appearance classification status will be short-term because stays will be limited to 72 hours, and frequently much less. It is anticipated that this classification will be housed very near the booking area. 2. INTOXICATION/DETOX This classification is for inmates who enter the facility intoxicated either on a "detox" status or other incapacitation from alcohol or drugs. It will not include people who test higher, individuals who are unconscious, or individuals who cannot move about under their own power. This group is one that needs a period of time, generally thought to be from 0 to 24 hours, to safely attain sobriety. This group is considered to be “drunk” or “high”. It is anticipated that this classification will be housed in the booking area until sober. 3. SUICIDE RISK This group of inmates includes people who have previously attempted suicide, and/or are clear and known risks for a suicide attempt. The condition is determined by staff through a screening process, by observation, and/or by medical or mental health staff assessment. It is anticipated that this classification will be associated with a constantly staffed post near the booking area or in Special Needs. 4. BEHAVIORALLY UNSTABLE This group is, unfortunately, increasing in number at the jail because of a lack of community resources that can provide alternate and appropriate housing. They are inmates who have been determined by the courts to be mentally unfit, those who display bizarre and unusual behaviors, and inmates who are on psychotropic drugs to manage their behaviors. Generally speaking, this group cannot function well with other classifications of inmates. It is anticipated that this classification will be associated with a constantly staffed post and be housed in Special Needs. 5. MEDICAL ISOLATION This classification consists first and foremost of individuals who must be separated from the rest of the jail population because they can transmit an infectious disease (active TB, AIDS, flu, hepatitis C, open sores/MRSA, etc.) to others, or are especially vulnerable to transmittable conditions. For this group negative air flow cells with appropriate air filtration are required.


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6. MEDICAL OBSERVATION It is anticipated that this classification will be associated with a constantly staffed post and near health care facilities in Special Needs Housing. They are separated from others because they have the flu or some other mild sickness, or require special and frequent medical attention such as post-surgical inmates who need frequent dressing changes. 7. PROTECTIVE CUSTODY This is a group of inmates with a variety of characteristics but have a common bond, namely that they are at risk of being victimized or assaulted by others. The classification includes witnesses against other inmates in the jail, co-defendants, high profile offenders, and inmates who generally do not want to be around others for legitimate fear for their physical well being. They will be housed in a Special Needs pod. 8. DISCIPLINARY DETENTION This group consists of individuals who have violated facility rules. They are separated from other inmates for a specific period of time, generally in the 0-14 day timeframe, as punishment. This classification has very restricted privileges as part of their punishment and limited time outside of their cells. They will be held in Maximum Security in dedicated housing. 9. MAXIMUM CUSTODY This classification includes inmates who are escape risks, are charged with particularly violent crimes, are individuals with serious criminal histories, demonstrate violent behavior during their arrest or when entering the facility, and who recurringly start arguments and disputes with other inmates and staff. This classification of inmates are troublesome inmates who cannot function around others and are likely to start fights or disturbances, especially in large groups. They must be separated in housing for the well being of themselves and others whom they might victimize, even though they may not have yet initiated a physical encounter. They will be held in a special section of Maximum Security. 10. MEDIUM CUSTODY This classification of inmates includes those who do not meet the criteria for general population and/or have exhibited noncompliant or disruptive behavior in direct supervision housing and require more restrictive confinement. They tend to be felons who have been involved in more serious person to person offenses. This classification tends to engage in behaviors that are often manifested in minor rule infractions and inmate/inmate and inmate/staff conflicts. To maintain staff control this group requires separation and management in smaller more restricted housing units. 11. MINIMUM CUSTODY This classification of inmates constitutes the bulk of the jail population. This is a compliant population that generally follows rules and takes instructions. They tend to not be disruptive or create any particular problems within the jail environment.


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This group also includes inmates charged with civil rather than criminal offenses. These include such offenses as not paying civil fines or not paying child support. 12. INMATE WORKERS Trustees are generally low risk individuals who provide person-power to assist in kitchen, laundry and interior cleaning operations. Thus, they reduce the need for paid, professional staff. It is not expected that they will provide grounds services outside of the jail. Nor is it expected that they will become involved in providing such additional services as washing patrol cars, as is done in many jurisdictions. This group must be kept separate from others because a.) they have access to potential contraband items that other inmates would coerce them to provide, and b.) they deserve housing area rewards that compensate them for their efforts and serve as an inducement to provide what is essentially a volunteer service. 13. WORK RELEASEES/WEEKENDERS This classification consists of individuals who come and go from the facility on a regular basis. They are considered a low security group. Because of their routine access to contraband on the outside they must be kept separate from other inmates as a fundamental safety and security matter. This is especially true of trustees who provide a direct pathway from the outside to traditionally confined inmates with whom they may come in contact through routine cleaning, food delivery, and laundry delivery activities. 14. OTHER INMATE CATEGORIES There are a number of inmate categories for which separate classifications were not created. One such group of inmates are gang members. It is counter-productive to create units which tend to result in gang-run areas and which lead to victimization of whatever non-gang members happen to be in those blocks with them. Another group for which a specific classification was not created were child molesters. This group of inmates is frequently the object of assaults from other inmates based on the nature of their offense. However, it is thought that with a new facility where monitoring of housing areas is constant rather than intermittent these individuals can be safely distributed among classifications. If there are particular problems with a given individual that individual will be placed in a protective custody or administrative custody block. Inmates with disabilities will not be housed together in what might be considered a disabilities or ADA unit. The American with Disabilities Act (ADA), as it has been interpreted, specifically precludes disability-based assignment. Consequently, it was decided that multiple housing areas will be able to accommodate ADA inmates such that their behavior, condition, or risk level is the housing assignment determinant, not disability. The counties may wish to revisit conclusions on the advent of design.


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E. SUPERVISION – SURVEILLANCE The methods of surveillance and supervision chosen for all housing units are critical to the safety and security of staff and inmates and have a fundamental impact on staffing requirements. Before presenting the choices made in Burleigh-Morton County the following are definitions for surveillance and supervision terms used throughout the document:

Direct Supervision A concept where an officer supervises or manages the activities of inmates by being in the same space as the inmates, i.e., not being separated from them by a physical barrier. The officer's presence is provided on a constant or near constant basis. Indirect (Podular Remote) Constant Surveillance A concept where an officer is constantly in a position to observe inmates through a secure physical barrier unassisted by CCTV. Intermittent Surveillance A traditional form of security whereby officers make periodic checks on the well-being of inmates. These checks generally occur once every 30 minutes per state standards. Inmates are essentially on their own to manage their affairs between officer rounds, though some people try to mitigate the problems which can result from this approach by providing CCTV or audio back-up. In this mode inmates essentially run their own housing units.

The current Burleigh County Jail facility with few exceptions uses the intermittent surveillance approach to monitor housing units. This is one of its greatest weaknesses and liabilities. After extensive discussion, jail staff decided that the new facility would feature constant forms of inmate surveillance-supervision. It will therefore utilize both Direct Supervision and Indirect Surveillance (podular remote) housing pods. On the next page is an illustration of the basic methods of inmate surveillance and supervision in housing and their architectural implications.


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F. HOUSING WORKSHEETS Based upon the classification system developed by Burleigh-Morton County and the forecast breakdown of the population based upon those classifications, the forecast 2020 need for approximately 230 beds was broken down into logical housing block and unit groupings. The client referred to a primary housing cluster as a "block" consistent with how it currently designates housing. Generally speaking, in today's general correctional terminology this would be the same as a "pod". The sub-groupings within a block are referred to as "units". 1. ADP BROKEN DOWN BY CLASSIFICATION Using the classifications defined by the jail staff, the planning team identified the proportions of the current population that would fit into the categories created. Below is a worksheet that shows how the male and female population would be distributed among the various classifications. Also identified on this worksheet are low and high counts experienced in each classification. This provides guidance as to the extent of flexibility needed in housing design. Also, illustrated is the surveillance approach, the occupancy type, and the maximum unit or block size recommended for each classification. This data forms the basis for the basic housing capacity breakdown pursued and design developed.

HOUSING WORKSHEET #2 Current Preferred Population/Housing BreakdownPREFERRED Classifications/Distribution based on Current Jail/Huber Population 6/19/12BURLEIGH-MORTONJOINT JAIL Current ADP = 171 ADP 249 Beds 1.45 P.F.

Male = 82.8% 142.0Female = 17.2% 29.4

SUPERVISION - MAXIMUM MIN. NUMBER OCCUPANCYCLASSIFICATION - AVG PEAK BED SURVEILLANCE DENSITY per of UNITS or TYPESEPARATION GROUPS Low % AVG High FACTOR NEED APPROACH UNIT or POD PODS (single, double, dorm)

MALE ADP:0-72 hr classification/intake 3 8.5% 12.1 20 1.66 indirect 12 DORMIntoxicated 2 4.8% 6.8 17 2.49 indirect 6 Single

Medical Isolation 0 0.7% 1.0 4 4.00 indirect Single

Medical Observation 2 2.1% 3.0 10 3.33 indirect 4 Double

Behaviorally Unstable 2 2.8% 4.0 8 2.00 indirect 4 SingleSuicide 2 2.1% 3.0 6 2.00 indirect 2 SingleMaximum Custody 12 11.7% 16.6 24 1.44 indirect 16 SingleMedium Custody 12 10.6% 15.0 25 1.67 Indirect 16 Single

Minimum 40 44.3% 62.8 90 1.43 DIRECT 48 Dry Cell or Double

Administrative Confinement 0 2.6% 3.6 9 2.48 indirect 4 Single

Inmate Worker 5 5.8% 8.2 11 1.34 indirect 48 Dry Cell or Double

Work release 2 4.1% 5.8 10 1.72 indirect 48 Dry Cell or Double

Male Total = 79 100.0% 142.0 234 0 0

Work Release Total = 4.1% 5.8 10


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HOUSING WORKSHEET #2 Current Preferred Population/Housing BreakdownPREFERRED Classifications/Distribution based on Current Jail/Huber Population 6/19/12

BURLEIGH-MORTONJOINT JAIL

SUPERVISION - MAXIMUM MIN. NUMBER OCCUPANCYCLASSIFICATION - AVG PEAK BED SURVEILLANCE DENSITY per of UNITS or TYPESEPARATION GROUPS Low % AVG High FACTOR NEED APPROACH UNIT or POD PODS (single, double, dorm)

FEMALE ADP:0-72 hr classification/intake 8.5% 2.5 0.00 indirect 12 indirectIntoxicated 4.8% 1.4 0.00 indirect 6 indirectMedical Isolation 0.7% 0.2 0.00 indirect 0 indirectMedical/suicide/behavior 7.0% 2.0 0.00 indirect 4 indirect

Maximum Custody 11.7% 21.7 0.00 indirect 16 indirect

Minimum 54.8% 0.0 DIRECT 48 DIRECTAdministrative Confinement 2.6% 29.4 0.00 indirect 4 indirectInmate Worker/WR 9.9% 2.9 0.00 indirect 48 indirect

Female Total = 100.0% 57.7 0

Work Release Total = 9.9% 2.9

The breakdowns extrapolated forward to the 2025 projected BOOM, or 2035 BASE population are expressed by the following table. Please note that the percentages for the mental health inmates has increased. It is the judgment of the jail staff that these groups will grow as a proportion of the jail population in future years. Their figures are highlighted in red.

HOUSING WORKSHEET #2a 2025 BreakdownClassifications/Distribution based on Future ADP 6/19/12BURLEIGH-MORTON Med. Observation and Behaviorally Unstable % raised by 25% from current percentage; increase removed from Minimum.

JOINT JAIL Future ADP = 319 ADP 390 beds 1.22 P.F. USING "OIL BOOM" Adjusted ADPMale = 80.4% 256.5

Female = 17.1% 54.5CURRENT SUPERVISION - MAXIMUM MIN. NUMBER OCCUPANCY

CLASSIFICATION - Current2025

Breakdown PEAK BED SURVEILLANCE DENSITY per of UNITS or TYPESEPARATION GROUPS % AVG.% AVG High FACTOR NEED APPROACH UNIT or POD PODS (single, double, dorm)

MALE ADP:0-72 hr classification/intake 8.5% 21.8 36 1.66 indirect 12 DORMIntoxicated 4.8% 12.3 31 2.49 indirect 6 Single

Medical Isolation 0.7% 1.8 7 4.00 indirect Single

Medical Observation 2.6% 6.8 23 3.33 indirect 4 Double

Behaviorally Unstable 3.5% 9.0 18 2.00 indirect 4 SingleSuicide 2.1% 5.4 11 2.00 indirect 2 SingleMaximum Custody 11.7% 30.1 43 1.44 indirect 2 SingleMedium Custody 10.6% 27.1 45 1.67 Indirect 16 Single

Minimum 43.0% 110.4 158 1.43 DIRECT 48 Dry Cell or Double

Administrative Confinement 2.6% 6.6 16 2.48 indirect 4 Single

Inmate Worker 5.8% 14.9 20 1.34 indirect 48 Dry Cell or Double

Work release 4.1% 10.5 18 1.72 indirect 48 Dry Cell or Double

Male Total = 100% 256.7 426



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HOUSING WORKSHEET #2a 2025 BreakdownClassifications/Distribution based on Future ADPBURLEIGH-MORTONJOINT JAIL

SUPERVISION - MAXIMUM MIN. NUMBER OCCUPANCYCLASSIFICATION - 2025 Breakdown PEAK BED SURVEILLANCE DENSITY per of UNITS or TYPESEPARATION GROUPS Low AVG.% AVG High FACTOR NEED APPROACH UNIT or POD PODS (single, double, dorm)

FEMALE ADP:0-72 hr classification/intake 8.5% 4.6 indirect 12 DORMIntoxicated 4.8% 2.6 indirect 6 SingleMedical Isolation 0.7% 0.4 indirect SingleMedical/suicide/behavior 7.0% 3.8 indirect 4 Double

Maximum Custody 11.7% 6.4 indirect 2 Single

Minimum 54.8% 29.9 DIRECT 48 Dry Cell or Double

Administrative Confinement 2.6% 1.4 indirect 4 Single

Inmate Worker/WR 9.9% 5.4 indirect 48 Dry Cell or Double

Female Total = 100% 54.5


2. HOUSING BREAKDOWN - INITIAL BEDS On the next two pages is a breakdown of housing pods that assumes all new construction, and staff-to-inmate ratios that are acceptable to the client as both staff-efficient and safe for the populations involved. The client set targets for different custody levels as such: Maximum custody, 10%-15%; medium custody, 25%; and minimum custody 60%-65%. These were exclusive of special populations. The minimum custody group includes work releasees, inmate workers, and 0-72 hour/classification inmates. The maximum custody group includes administrative confinement inmates. The breakdown attains 463 beds which is within the range set by the client. It assumes that work release housing will be set up in a security zone separate from the main jail housing.


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BED DISTRIBUTION AMONG HOUSING PODS 5/1/13

BURLEIGH-MORTON COUNTIES COMBINED JAIL2025 "Boom" Scenario Capacity; 2035 Base Projection Capacity

NEW Housing

POD A - O-72 HR CLASSIFICATION SURVEILLANCE-SUPERVISION

BEDS OCCUPANCY TYPE

Unit 1 - Male Unit DIRECT 48 WET Double Occupancy CELL

48POD B - MALE SPECIAL NEEDS SURVEILLANCE-

SUPERVISIONBEDS OCCUPANCY TYPE

Unit 1 - Intoxicated (additional in Booking) Indirect 8 Single, WetUnit 2 - Medical Isolation Indirect 2 Single, WetUnit 3 - Medical Observation Indirect 8 Single, WetUnit 4 - Medical Observation Indirect 8 Single, WetUnit 5 - Behaviorally Unstable Indirect 8 Single, WetUnit 6 - Behaviorally Unstable Indirect 4 Single, WetUnit 7 - Suicide Indirect 8 Single, Wet

46POD C - MALE MINIMUM SECURITY SURVEILLANCE-


Minimum Security DIRECT 48 DRY CELL

48POD D - MALE MINIMUM SECURITY SURVEILLANCE-



48POD E - MALE MEDIUM CUSTODY / INMATE WORKERS

SURVEILLANCE-SUPERVISION

BEDS OCCUPANCY TYPE

Unit 1 - Inmate Worker Indirect 16 Single, WetUnit 2 - Medium Indirect 16 Single, WetUnit 3 - Medium Indirect 8 Single, WetUnit 4 - Medium Indirect 8 Single, Wet

48POD F - MALE MEDIUM CUSTODY SURVEILLANCE-


Unit 1 - Medium Indirect 16 Single, WetUnit 2 - Medium Indirect 16 Single, WetUnit 3 - Medium Indirect 8 Single, WetUnit 4 - Medium Indirect 8 Single, Wet

48


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POD G - MALE MAXIMUM CUSTODY SURVEILLANCE-SUPERVISION

BEDS OCCUPANCY TYPE

Unit 1 - Maximum Indirect 16 Single, WetUnit 2 - Maximum Indirect 16 Single, WetUnit 3 - Maximum Indirect 8 Single, WetUnit 4 - Administrative Confinement Indirect 8 Single, Wet

48POD H - FEMALE MINIMUM SECURITY SURVEILLANCE-



48POD I - FEMALE SPECIAL HOUSING SURVEILLANCE-


Unit 1 - 0-72 hr classification Indirect 8 Single, WetUnit 2 - Maximum Custody Indirect 8 Single, WetUnit 3 - Medium Custody Indirect 16 Double, WetUnit 4 - Medical Isolation Indirect 1 Single, WetUnit 5 - Medical/Suicide/Behaviorally Unstable Indirect 4 Single, WetUnit 6 - Administrative Confinement Indirect 4 Single, WetUnit 7 - Inmate Worker Indirect 8 Single, Wet

49WORK RELEASE AREA:

POD J - MALE WORK RELEASE SURVEILLANCE-SUPERVISION

BEDS OCCUPANCY TYPE

Unit 1 - MALE Work Release Indirect 24 DORM

24

POD K - FEMALE WORK RELEASE SURVEILLANCE-SUPERVISION

BEDS OCCUPANCY TYPE

Unit 1 - FEMALE Work Release Indirect 8 DORM

8

Total Bed Capacity = 463


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Below is a breakdown of bed distribution.

POD SUMMARY:DIRECT SUPERVISION 4 36.4%INDIRECT SURVEILLANCE (POD REMOTE) 7 63.6%INTERMITTENT 0 0.0%TOTAL: 11 100.0%

TOTAL SEPARATE PODS/UNITS: 34

BEDS PER OCCUPANCY TYPE:Single Occupancy, Dry (non-plumbed) 144 31.1%Single Occupancy, Wet (plumbed) 223 48.2%Double Occupancy, Wet 64 13.8%Dormitory 32 6.9%TOTAL: 463 100.0%

TOTAL BED DISTRIBUTION SUMMARY:

Classification (target %): Beds % of Total % of Max-Med-Min

MAXIMUM (10-15%) 56 12.1% 13.7%MEDIUM (25%) 96 20.7% 23.5%

MINIMUM (60-65%)* 256 55.3% 62.7%408 100.0%

SPECIAL 55 11.9%TOTAL: 463 100.0%

* includes work release, inmate worker, and classification

MALE BED DISTRIBUTION SUMMARY:

Classification (target %): Beds % of Total % of MALE Max-Med-Min

MAXIMUM (10-15%) 48 10.4% 15.4%MEDIUM (25%) 80 17.3% 25.6%

MINIMUM (60-65%)* 184 39.7% 59.0%312 100.0%

% of Male Total

SPECIAL 46 9.9% 12.8%SUB-TOTAL MALE: 358 77.3%

FEMALE BED DISTRIBUTION SUMMARY:

Classification (target %): Beds % of Total % of FEMALE Max-Med-Min

MAXIMUM (10-15%) 8 1.7% 8.3%MEDIUM (25%) 16 3.5% 16.7%

MINIMUM (60-65%)* 72 15.6% 75.0%96 100.0%

% of Female Total

SPECIAL 9 1.9% 8.6%SUB-TOTAL FEMALE: 105 22.7%


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G. FUNCTIONS AT HOUSING PER CLASSIFICATION Modern housing pods often have more associated with them than just cells, dayrooms and shower areas. The following tables identify the kinds of functions the client wishes to have associated with the housing areas of each inmate classification.

HOUSING WORKSHEET PAGE 1FUNCTIONS TO BE LOCATED AT HOUSING PER CLASSIFICATIONBURLEIGH-MORTON COUNTIES JAIL4/25/13 !

Functions/Features included as part of Housing Unit or PodVideo VIDEO VIDEO On Pod

Orienta- Indoor Outdoor Personal Atty Prob. Sick Inter VIDEO Disc/Sick InfoClassification/Unit Type: tion Exer. Exer. Visits Visits Hearing Call Cnslng Appear Vending Cell Kiosk

0-72 hr classification/intake ! ! ! ! ! ! ! !Intoxicated ! ! ! ! !Medical Isolation ! ! ! ! ! ! !Medical Observation ! ! ! ! ! ! !Behaviorally Unstable ! ! ! ! ! ! !Suicide ! ! ! ! ! ! !Maximum Custody ! ! ! ! ! ! !Medium Custody ! ! ! ! ! ! ! !Minimum ! ! ! ! ! ! ! ! ! !Administrative Confinement ! ! ! ! ! ! !Inmate Worker ! ! ! ! ! ! ! ! !Work release ! ! ! ! ! ! ! ! !

© KIMME & Associates, Inc.

HOUSING WORKSHEET PAGE 2FUNCTIONS TO BE LOCATED AT HOUSING PER CLASSIFICATIONBURLEIGH-MORTON COUNTIES JAIL4/25/13 !

Functions/Features included as part of Housing Unit or Pod

Multi- Class. Janitor Linen Seg HOSP SUNDRIES Intake 2nd tier MatressClassification/Unit Type: Purp. Laundry Office Closet Closet Cells BED Storage Items J.C. Stor

0-72 hr classification/intake No ! ! ! ! ! !Intoxicated No ! ! ! ! !Medical Isolation No ! ! ! ! !Medical Observation No ! ! ! ! !Behaviorally Unstable No ! ! ! ! !Suicide No ! ! ! ! !Maximum Custody No ! ! ! ! !Medium Custody No ! ! ! ! !Minimum No ! ! ! ! !Administrative Confinement No ! ! ! ! !Inmate Worker No ! ! ! ! !Work release No ! ! ! ! !


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H. THE "DRY CELL" CONCEPT 1. BACKGROUND The dry cell concept has been proposed for minimum custody housing in the new jail. The concept is motivated by the desire to take maximum advantage of the direct supervision concept and the lower security inmates confined at the jail. It allows us to create a more normalized and secure environment than would plumbed cells or multiple occupancy settings (up to and including open dormitories). It also allows us the opportunity to significantly reduce the construction costs normally associated with single occupancy cells by reducing or eliminating the following items:

- Cell chase construction - Cell chase square footage - Cell square footage - Chase doors, frames and hardware - Toilet fixtures - Lavatory and drinking fountain fixtures - Hot and cold water lines - Drain lines and vent stacks

On the down side construction-wise the designer loses the chase as a place in which to install HVAC ductwork and smoke detectors. These will undoubtedly have to occur from overhead and/or from the face of cells through plenums at 2nd tier walkways. The dry cell concept also poses operational questions that must be addressed, most prominently that of how one guarantees the 24-hour access to toilet and lavatory facilities required by North Dakota rules. The following discussion documents the thinking of the client and the consultant on these matters. 2. DRY CELL CONCEPT DEVELOPMENT a. CONCEPT: The provision of single occupancy detention rooms that are not plumbed with toilet or sink facilities. b. REASON: The dry-cell concept allows the counties to retain the privacy and security benefits of single occupancy for inmate groups who might otherwise be housed in dormitories while not bearing the full construction costs of single occupancy that might otherwise preclude extensive use of the one inmate - one cell concept preferred by virtually all corrections professionals. c. INMATE USERS: The dry-cell concept is suitable for minimum custody inmates who have no special behavioral, security, medical, or mental problems. This group fits into the broad category of offenders that most jail administrators refer to as those who cause no special problems even in existing sub-standards jail settings.


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d. SUPERVISION STYLE: Critical to this idea is the notion of a direct supervision operation where a pod security officer is always in the housing unit with the inmates. Direct supervision provides constant interaction and supervision by an officer not separated from the inmate population by any physical barriers. In this sort of setting it is quite reasonable that an officer can manage the simple activities of cell checks and inmate use of common toilet facilities during the sleeping period, when by contrast that pod officer successfully manages far more activities during the day and evening shifts. During day and evening periods direct supervision officers not only check cells and monitor common toilet areas but also monitor food services, laundry exchange, commissary delivery, mail receipt/delivery, housekeeping, intakes, releases, transports to court, sick call, and even indoor and/or outdoor exercise activities affiliated with the pod. It is therefore very logical to assume that adequate supervision of movement to a common toilet(s) can be provided during sleeping hours. It is also prudent to do so when the client has already made the commitment to staff each pod around-the-clock to insure high degrees of safety through thorough and frequent cell checks. e. SCENARIO: Direct supervision housing officers will monitor inmate movement between cells and toilet facilities from 10:00pm to 6:00am or whenever the inmates are expected to be sleeping in their cells. In this situation, the officer's cell check scenario would be like any other housing pod. That is, the officer will make periodic rounds where he moves across the face of each cell (56 per pod) and makes a direct visual check of the cell to ascertain the whereabouts and condition of the inmate. The inmate can leave his or here cell at will much as they could leave their bunk in an open dormitory at will to go to central toilet facilities or obtain a drink of water. To provide the officer with some notion that an inmate might be leaving his or her cell -- and therefore to protect other inmates from unauthorized entry – the design will include an audible tone and a door light over the door when the inmate leaves his cell to use the facilities. Additionally, each inmate will be issued his or her key so that they can let themselves out and into their cells but cannot enter in an unauthorized fashion the cell of another inmate. f. EXCEPTIONS: Two (2) cells per pod will be plumbed to allow for on-pod discipline and to accommodate inmates who have minor illnesses which facilitate more frequent and ready access to toilet facilities. g. ANALYSIS OF SPECIFIC ISSUES Standards Compliance Dry Cell Issues/Concerns ACA/CAC Standards for Local Adult Detention Facilities, requires each room or cell to have a toilet which is available for use without staff assistance 24 hours a day ("Essential" not "Mandatory" standard).


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Response/Resolution Develop physical plant design and hardware in direct supervision units which respond to the intended benefit of the requirement for access to toilet (and drinking water). Develop operational policies which implement the intended benefit of North Dakota and ACA Standards. Seek concurrence from the State. Support the request for concurrence with detailed information regarding physical plant design and operational policies which make dry-cell concept entirely feasible (Note; a variation on this piece was sent to North Dakota officials for their consideration. At the time of this writing no response from the state has yet been received). Nocturnal Supervision Dry-Cell Issues/Concerns Direct supervision officers will be making regular rounds during scheduled sleeping hours. They will have unrestricted view of cell fronts from the unit work station and most other locations in housing area. A problem could arise with observing inmate exiting cell directly under an officer when the officer is making rounds on mezzanine level. Response/Resolution

• Rules require inmates to remain in cells during scheduled sleep period unless going to toilet or water fountain.

• Provide key lighting of the toilet entry and interior area. • Overall living unit design maximizes views to cell fronts from all locations. • Toilets and drinking fountains centrally located to require inmate movement across

dayroom so as to alert officer to movement. • Nightlight and audible tone at each cell door to signal exit from cell. Light on a timer to

permit officer to verify opening of one or more cell doors.

Diarrhea/Illness Dry-Cell Issues/Concerns Inmates in dry-cell units may occasionally experience symptoms requiring frequent use of toilet. Response/Resolution

• Provide 2 plumbed single cells in housing unit to allow on-pod capabilities. • Move inmates with prolonged illness to other general population units that are plumbed

or to health care housing. • Inmates able to open own cell doors from inside to exit and use personal key to return to

cell. House ill inmates nearest toilets.


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Disciplinary Lockdown in Housing Unit Dry-Cell Issues/Concerns Direct supervision principles require that officers have the ability to exercise control and discipline through restriction to the cell for brief periods (few hours or couple days). Response/Resolution

• Two cells per housing unit plumbed to provide access to toilet and drinking water without

leaving the cell.

Unauthorized Movement Between Cells Dry-Cell Issues/Concerns Though cell doors are locked from the outside, inmates could open their own doors to allow an inmate to "visit." Officers needs to be alerted to such movement. Response/Resolution

• Practically speaking, this problem exists for any jail during day time movement. Rules,

regulations and good supervision are required whether plumbed or dry-cells are in place. • Staff will exercise control through swift and substantial discipline of those who violate

rules. Remove rule violators immediately to another unit. • Nightlight/tone as described in Nocturnal Supervision above.

Undetected Movement to Toilet/Fountain Response/Resolution

• Use of nightlight/tone, key lighting and toilet location as described in Nocturnal

Supervision above.

Inmates Gathering in Toilets Response/Resolution

• This same concern exists for all jails during day use of common toilets when inmates are

out in the dayroom for extended periods. • Layout provides officers with view into toilet area. Key lighting of toilet areas to enhance

observation. • As with day use, strict rules govern use of toilet (prohibit excessive congregation,

"horseplay," etc.).


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Inmates Hiding in Toilet Response/Resolution

• This same concern exists for common dayroom toilets in all jails whether single cell or

dormitory. There is inherently no greater risk with dry-cell option. • The nightlight and tone described in Nocturnal Supervision above will alert officer to

excessive numbers of movements and allow tracking of the number of occupants/level of usage.

Harassment of Officer Dry-Cell Issues/Concerns Inmates may conspire to harass unit officers by conceiving a pre-determined time to use the toilet en masse or open and shut doors to simulate unauthorized movement from cell to another. This might present a particular problem when the officer is on the mezzanine walkway and such activity occurs in floor level cells. Response/Resolution

• Direct supervision officer in total control of unit - a fundamental principle. Manipulation

will not be tolerated. • Exercise discipline for offenses. • Nightlight and tone identify rule violators by cell location. Light/tone activity can be

recorded.

Disturbances Dry-Cell Issues/Concerns With dry-cells it is impossible to execute nightly cell lockdowns or lockdowns during periods of anticipated or actual disturbances. Inmates could conceive a mass exit at pre-determined time. Response/Resolution

• Risk of disturbances exists in all jails during the day when inmates have relatively

unfettered access to dayroom. No greater risk is necessarily posed at night. • Minimum custody prisoners in dry-cell units pose less of a disturbance threat than would

medium or maximum custody inmates who pose a greater threat/risk level. • Housing Unit Officer and Master Control can place cells in lockdown status in cases of

extreme emergency. It is standard procedure during such emergencies to "freeze" movement until the threat can be assessed. These exigent circumstances will occur very infrequently.

• The same threat is present in dormitory setting. Dormitory management procedures

usually just require inmates to be on their bunks in cases of disturbances.


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• Direct supervision officers attain a high level of interaction with inmates, and problems

and grievances leading to disturbances are dealt with routinely. Potential for group misbehavior is minimized.

No Convertibility to Wet-Cell at Later Date Response/Resolution

• The dry-cell concept fits well into overall facility master plan of large jail and multiple

facility plan such as that anticipated witnessed in Mecklenburg County, NC where a large percentage of cells are dry cells. Availability of numerous plumbed "wet-cell" units reduces need for convertibility. Also, future cell construction be "wet cell" construction.

Hygiene Needs Restricted During Routine Lockdown for Counts Dry-Cell Issues/Concerns Jail procedures often call for routine lockdown counts where inmates must remain in cells for short periods and during these periods they would not have access to the toilet. Response/Resolution

• Routine counts are scheduled and inmates can anticipate the need to use the toilet prior

to entering lockdown status.

Constant Officer Presence in Unit at Night Dry-Cell Issues/Concerns The Housing Unit Officer must be in the unit during nocturnal hours to monitor movement and observe any manipulation or rule violations. Response/Resolution

• Direct supervision concept requires constant officer presence regardless of time of day. • Officers are relieved by other officers for personal breaks requiring any extended

absence.

Summary Dry-Cell Issues/Concerns The dry-cell concept poses unreasonable security risks and management challenges. Response/Resolution

• Dry-cell concept is merely an extension and improvement of the dormitory management

concept with enhanced personal safety for individual inmates who can secure themselves in their own individual cells.


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• There is considerable precedent for successful dry-cell operations in other large jurisdictions, and it is a concept particularly suited to large, direct supervision facilities.

State DOCR Opinion of Dry Cells The programming team approached the state about dry cells to see if they were allowable under North Dakota Rules. DOCR representative Steve Engen rendered the following opinion of Dry Cells in a 5/16/13 e-mail to the consultant:

"I have researched this concept with other states and studied the concept next to our code and standards. I think this is a concept that can work in the proposed facility. However, I do have some serious concern about the implementation of such a concept. Below is an incomplete list.

1. This would take a complete remodel of current correctional philosophy in the proposed jurisdiction. The idea of true direct supervisor is by definition “eyes on”. If the jurisdiction was to commit to policy/procedure development, training and implementation of such a philosophy I believe it can fit within ND Correctional Standards.

2. The DOCR would closely monitor such practice to ensure that proper inmates are placed within the proposed area. This would require a classification system based on actually assessing inmate risk, need and compatibility. The DOCR will assist this jurisdiction in developing such system. In addition the DOCR will monitor the requirement of 24 hours access to above ground toilet facilities and hot and cold running water without staff assistance. This could not be restricted unless actual exigent circumstances were present. Such circumstances would be listed in an emergency response manual and available for review.

At this point I see no reason that this concept cannot move forward with the above concerns in mind."

I. PARKING Parking for the initial facility is recommended to be as follows:

• Public/Official Visitor parking: 40 cars • Staff parking: 72 cars (geared toward shift-change parking needs) • Work Release parking: 16 cars.

All parking lots should be expandable. Power for engine block heaters should be available in the staff and work release parking lots. Staff parking areas should be protected and be completely separate from public and work releasee parking. J. THE SITE AND FUTURE FACILITIES The county will identify a new site for the jail project. It will be a large parcel that allows a single level development of the initial facility and its expansion if so desired. The parcel may also someday accommodate a new Burleigh County sheriff's law enforcement facility. While the sheriff's facility, if it comes, may or may not someday be physically attached to the jail, there has been no programming completed for the sheriff's facility at this time. Thus it is not known how large it will be nor what site features will be part of the design (parking, shooting ranges, antennas, gas pumps, outdoor training operations, etc.). Thus the consultants can offer no guidance as to how to position the jail nor its internal components relative to sheriff's facility development. That will have to be determined with the Burleigh County sheriff at the point of design.


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For the purposes of this jail program it is assumed that none of the spaces within the jail will be shared by law enforcement personnel. That is, all space needs are determined for jail staff and jail operations only. However, there may be spaces in the sheriff's facility that might be used by jail staff, the most likely of them being training and physical fitness facilities. Indeed physical fitness facilities were struck from this program at the direction of the sheriff in deference to future facilities at a sheriff's facility. And, of course, there is also the possibility of sharing the public lobby, something typically shared with jail operations by sheriff's operations. No other entity other than the sheriff's law enforcement operations has been identified as a future occupant of the site that needs to be accommodated by a site master plan. Again, this will need to be verified with the Burleigh County sheriff at the point of design.

K. DESIGN PRIORITIES The client identified several characteristics of the jail design that were important to them: 1. NATURAL LIGHT Staff place a very high priority on creating a facility that has high amounts of natural light in housing areas, corridors and general operational spaces throughout the facility. The benefits of natural light on staff and inmates alike is undeniable and should be a key feature of the design. It is assumed in the space program that all inmate cells will have a window introducing natural light into the cell even if through a perimeter service corridor. 2. EMERGENCY ACCESS Since the staffing at the jail is limited because of efficiency and scale considerations, the staff made it clear that the facility needs to be zoned to provide internal levels of movement and control when an emergency arises. That is, it is critical to create internal safe zones that allow the staff to respond to emergencies by moving inmates to safe areas without releasing them from the building. Additionally, the staff expressed a need for external fenced refuge areas as a last resort, particularly since they were to be remote from the sheriff's office, and sheriff's staff back-up, for some period of time. 3. CONTRASTING HOUSING ENVIRONMENTS The staff want the housing areas to have distinctly different characters so that the architecture and the space and equipment amenities that go with it create incentives for good behavior, and disincentives for bad behavior. Consistent with this notion the staff liked the idea of creating "dry cells" for minimum custody inmates so that they could have the privacy, security, and safety benefits of single cells without the abnormal and space-eating intrusion of toilets and sinks. The dayrooms for this area would also be more spacious and more "comfortable", and more privileges would be allowed the inmates of this area. By contrast disciplinary detention and maximum custody housing was expected to be harder, less desirable space. 4. STAFF RECRUITMENT & RETENTION The programming team wanted to insure that the environment and spaces for staff were sufficiently attractive and safe so that the job of correctional officer would be more desirable. Such accommodations would help them attract staff and retain them, which improves staff performance, reduces training needs and expenses and provides continuity.


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III. SPACE PROGRAM A. READING THE SPACE LISTS The space lists for each building component appear in this chapter of the report. These are preceded by a space summary. The summary tallies the net and gross square feet total for each component. It then multiplies the sum of the component gross square foot totals by a building wide gross factor to provide a "bottom-line" tally of space need. The building gross factor accounts for all mechanical space, corridors, elevators, stairways, and miscellaneous elements un-attributable to any particular component but necessary to the functioning of the building. The difference between "net" and "gross" square footage is important. "Net" square footage (nsf) refers to actual useable space within the walls of a room or area. For example, a 10' x 10' office has 100 net square feet. However, that net figure does not account for the floor area built beneath the office walls nor the square feet of corridor required to get to the office. "Gross" square feet (gsf) accounts for those other floor area considerations. It equals net square feet plus the actual built square footage covered by walls and taken up by general corridors, stairways, elevators and miscellaneous mechanical chases not identified in the program. "Gross Factors" (GF) are normally applied to the net square feet total of a component to get the estimated gross square feet that must actually be built. See the illustration below.


33

Please note that there is a hierarchy to how spaces are listed. If there is a name indented under another room name with a Capital letter it means that the indented item is a distinct, enclosed room that opens into the space it is listed under, as opposed to opening into a corridor or circulation area. Example:

Communications Room

Staff Toilet If there is a name under a room and that name is preceded by a hyphen ("-") and is not capitalized then it is an area or section within a larger space or room, not a room itself. Example: Records Room

- open office work stations - reception counter

In this case, the square footage of the area is noted parenthetically (#) in a column preceding the column denoting the number of spaces. The example space list below might be helpful. In it, the "Staff Toilet" listed under the "Communications Room" is an enclosed room that opens only into the Communications Room. The "open office work stations" area listed under the "Records Room" space is actually part of the Records Room square footage, not another room. Of the 455 nsf listed for the Records Room, 256 nsf of it is estimated to be for the work station portion of the room as noted by the parenthetical (256). Totaling all the areas noted parenthetically results in the room size.

SPACE/AREA NAME: AREA NUMBER NET S.F. TOTALS.F. OF SPACES OF EACH NET S.F.

Communications Room 1 800 800Staff Toilet 1 50 50Radio Equipment Room 1 200 200Supervisor's Office 1 120 120Closet 1 12 12

Records Room 1 455 455 - open office work stations (256) - reception counter area (36) - public waiting area (72) - circulation (91)

Conference Room 1 240 240Offices 4 120 480Supplies Storage 1 54 54

Many spaces and/or areas have additional information recorded in the "Remarks" section of each space list. This is to conveniently provide key, but not necessarily all, data regarding features and characteristics of the space or area.

Rooms that open into the

Communications Room


34

B. EXISTING SPACES FOR COMPARISON To make it easier for the client to judge the adequacy of proposed square footages, the consultants compiled a list of existing spaces in both the Burleigh and Morton County jails. It was hoped that staff could compare proposed spaces against those with which they were familiar, and thus provide better feedback as to space sufficiency. Below is a list of selected existing Burleigh County jail spaces and their net square footages (nsf). Basement Kitchen 471 nsf Vehicle Sally Port 439 nsf Conference/Training 520 nsf 1st Floor Sheriffs' Office 316 nsf Conference/Meeting Room 181 nsf Video Visiting 350 nsf 2nd Floor Master Control 142 nsf Property 245 nsf Arresting Officer Area 100 nsf (next to elevator) Dayroom - Cellblock #1 341 nsf (68 nsf/cell) Cell - Cellblock #1 77 nsf Exercise 477 nsf 3rd Floor Dorm #5 370 nsf Laundry 148 nsf Dayroom - Segregation 1 93 nsf 4th Floor Library - Video Visiting 160 nsf Supply Room 230 nsf Dorm 8 519 nsf Dayroom - Block 7 384 nsf Exercise 1,973 nsf


35

Below is a list of selected existing Morton County spaces. Dayroom - A block 410 nsf (80 nsf/cell) Cell - A block 75 nsf Dayroom - B block 178 nsf (59 nsf/cell) Cell – B Block 77 nsf (54 nsf unencumbered) Dorm - Work Release 853 nsf Multi-Purpose 505 nsf Dispatch - Master Control 598 nsf Kitchen 153 nsf Laundry 54 nsf Outdoor Exercise 775 nsf Vehicle Sally Port 286 nsf C. DIAGRAMS Some of the space lists are followed by diagrams that are either meant to show how certain spaces got their size and how they should be configured, or show conceptual relationship diagrams of partial or complete components. These were done selectively and as needed, and were prepared for every component.

D. VARIED EXPANSION APPROACHES Different expansion approaches were taken with the sizing of different components based upon either their nature or their anticipated location within the building. The table on the next page documents the expansion approaches assumed for the various components in creating their square footages. The letter-number designation in the left column of the expansion list matches their space list letter-number designation. Once the architects begin the design process, they may find ways to create more physical expandability and thus reduce the initial size of some components, and thus the initial cost of the facility. They are strongly encouraged to design with that thought in mind.


36

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37

E. SPACE LISTS & DIAGRAMS The following space lists identify the spaces programmed for the initial construction of a new Burleigh-Morton combined two-county Jail. Generally, each space list represents a discrete grouping of spaces that are meant to function together in one area. There is one exception to this, the Miscellaneous Support space list (A17). It is an accounting of a disparate set of spaces that are distributed throughout the facility. Also intermingled with the space lists are selected relationship and space diagrams. These are meant to illustrate key relationships or specific space design concepts that led to space square footage estimates. Also, please note that critical component space relationships are described at the top of the space lists.


38


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86

IV. FACILITY STAFFING

A. IMPORTANCE AND PURPOSE OF A STAFFING PLAN

The staffing of a new jail facility has a tremendous impact on the facilities operating cost. Personnel costs in jail facilities across the country often represent 80-90% of total operational, life cycle and capital construction costs calculated over the long-term (i.e. 20-30 years). Facility design can affect the number of staff required to operate the new building and therefore impact long term operating costs. A short-term savings in construction may be quickly lost if more staff are required. As Kimme & Associates (K&A) and Burleigh-Morton County staff collaborated on development of the functional/ architectural program, the importance of developing staff-efficient concepts was always an important consideration. Wherever possible, steps were taken to facilitate staffing efficiency. The purposes of the staffing plan are:

• Assess the functional program in terms of staff impact. • Generate preliminary staff estimates to serve as the basis for facility transition planning

tasks related to future deployment of existing staff and recruitment, selection and training of additional staff.

• Most importantly, provide the basis for estimating future personnel costs at the earliest stages of the project.

K&A facilitated a discussion with the Programming Team to develop the initial staffing estimates in this section. The staffing plan must be regarded as a working document. Over the course of the project it will be constantly evaluated and refined. This is entirely consistent with the recognition that prior to and during design, construction and actual occupancy, there will be more detailed information available, which will provide better insight into staffing requirements. Thus, adjustments will be required.

B. INTEGRATING STAFF ESTIMATES AND OTHER

PLANNING/DESIGN TASKS Decentralized program concepts have been generated which seek to minimize inmate movement where practical and not in conflict with specific program delivery requirements. For example, video visitation is programmed for location directly on housing units, and space is programmed at each housing pod for indoor/outdoor recreation. The program has been developed in a manner, which should allow for unescorted inmate movement. Inmates whose classification risk and behavior meets certain guidelines (such as minimum security) should be able to move unescorted via inmate circulation routes which are either directly observable from staff posts or remotely viewed using a minimum number of CCTV cameras and monitors at Master Control. It must be stressed that the number of staff required to effectively operate a new jail facility can not be precisely predicted based upon a program alone. Design implementation of this complex program may necessarily result in revisions to some staff sensitive areas as they have been programmed. Therefore, as the design of the jail unfolds, staffing projections must remain somewhat preliminary and flexible. It is recommended that estimated staffing levels be revisited during each design phase from development of early schematic concepts through completion of final construction documents and during the transition (facility


87

activation) phase of the project. Staffing estimates would also be refined based upon a detailed post-occupancy review by the user/operator. C. STAFFING ISSUES Establishing the appropriate staffing level requires the analysis of the unique interaction between the facility design, the type of inmate population, the mission of the facility, management and operational decisions, budget considerations, and North Dakota Correctional Facility Rules (standards). When any of these things change, it impacts staffing. Thus, the staffing plan must be adjusted or modified to reflect these occurrences. In developing the staffing requirements for a jail facility, several staffing issues must be examined:

• Perimeter Security. Perimeter security is maintained by establishing security vestibules

at every access to the secure portion of the building. The vestibules have “interlocking” doors to prevent both vestibule doors from being opened at the same time thereby allowing a prisoner to run out anytime someone enters or leaves the facility. These doors are controlled from a secure control room (master control) that must be staffed at all times, and should be designed with an interlock override for emergency scenarios. Maintaining a secure perimeter is essential for staff safety and allows greater flexibility in supervision of inmates and inmate movement. If inmates see no means of escaping through the secure perimeter, they are far less likely to attempt an escape and possibly injure staff during an attempt. If there is a secure perimeter, inmates can be safely “sent” from one location to another in the facility thus reducing staffing requirements.

• Staff Backup. When staff have to respond to problems, critical incidents, or contingencies, assistance must be readily available. Staff must be able to respond without risking their safety because “backup” is not available. Staff must feel “safe” in order to do their jobs effectively. Backup is provided to staff assigned to security posts by Rover staff who are free to move throughout the facility. If additional help is needed, housing officers may lock inmates in their cells and respond to the emergency location. As many as four or five officers could respond at one time. However, when assisting with an emergency, housing officers could not remain away from their posts for more than 30 minutes.

• Inmate Supervision. To the extent possible, continuous inmate supervision should be provided to control inmate behavior. If only “checked” every 30 minutes, the inmates are actually unsupervised, except for the few moments while the officer is actually present doing the check. This often results in less than acceptable behavior, i.e., inmate-inmate assaults, suicides, and vandalism. North Dakota Correctional Facility Rules requires:

Rule 29 Each facility must have a written policy and procedure for inmate observation. Correctional staff shall observe each inmate during each hourly period on an irregular basis. Correctional staff or a responsible person the administrator may designate shall personally observe inmates who exhibit suicidal tendencies, emotional distress, or have specialized medical problems at more frequent intervals, as their condition requires.


88

Part of the supervision will be pursuant to the design, which allows staff at their workstations (Indirect Pods) to see into all inmate-housing areas. However, staff persons also must regularly go in to the inmate areas and supervise behaviors. There are also direct supervision pods, which allow staff to provide constant inmate supervision. Effective supervision requires good communication and considerable interaction between staff and inmates. In this way, staff can be pro-active in resolving problems, rather than reacting to crisis. In those facilities where effective inmate supervision is provided, inmate-inmate assaults, inmate-staff assaults, damage to property and liability is greatly reduced.

• Electronic Surveillance. Audio monitors and closed-circuit television will be used in the

new facility to supplement direct staff supervision-surveillance, not be a substitute for it. Electronic surveillance (CCTV and intercom) equipment will not be installed in lieu of staff. Electronic surveillance equipment does not have peripheral vision, nor can audio monitors detect the direction from which a sound is coming. Likewise, cameras do not automatically look toward sound, which is the normal human response. Nor can electronic surveillance equipment smell. There are NO substitutes for staff. Therefore, audio monitors and closed circuit television will be used where they are most effective. That is, in areas where there is suppose to be no sound or movement, i.e., emergency stairwell.

• Unescorted Inmate Movement. If a secure perimeter is provided in the design and

maintained in operations, inmates (such as minimum security) can be sent unescorted from one area of the jail to another, as long as the movement can be observed and controlled by the control room operator.

• Staff Supervision. Staff must be given clear direction (well written policies, procedures

and post orders) and they must be monitored to ensure directions are being followed. This requires supervisory staff on duty in the facility at all times and a reasonable span of control. That is, a supervisor should not be assigned more staff than can be adequately supervised.

D. BURLEIGH-MORTON INTAKE-BOOKING WORKLOAD SURVEY One of the more challenging components to assess future facility “workload” is the booking/intake component. The housing area is not as difficult as the housing pods that include “fixed” posts, each essentially requiring 24/7/365 staffing. Therefore, the consultants asked for and received sample-booking data from both jurisdictions. We have analyzed two weeks of booking/admissions data for the period April 1-14, 2013 involving 269 individual admissions. This data was provided to the “Programming” Team to assess the booking workload of the combined facilities and provide input on the estimated staffing needs for this component. The data will also prove helpful to both jurisdictions in assessing potential Morton County transport needs. As well, the “numbers” might be useful in the video arraignment or 1st Appearance debate in looking at workload issues. These policy issues are yet to be decided. The data may also prove helpful in the transition/activation phase, e.g., utilizing low volume booking times and or avoiding peak booking times in scheduling inmate programs and activities. The analysis that follows includes bookings by hour, by day of the week and by shift for each jurisdiction independently as well as the combined data if the jurisdictions were to merge.


89

Burleigh County

Burleigh County Detention Center Booking Trends

2007 – 2012

Year Male Female Total 2007 3517 1090 4607 2008 3416 1160 4576 2009 3233 1211 4444 2010 3459 1244 4703 2011 3636 1283 4919 2012 4238 1291 5529

! Overall Burleigh County Detention Center bookings increased by 20% during the 5 year

period 2007 – 2012. ! Male bookings increased by 21% and females by 18% during the same time period.

BCDC Bookings by Hour & Day of Week

A total of 183 arrestees were booked at the BCDC during the two-week period of April 1 – 14, 2013. The graphic below represents bookings by hour and day of week and reveals the following:

Burleigh County Detention Center Sample Survey: Bookings by Hour & Day of the Week

April 1, 2013 –April 14, 2013 N = 183

Time Monday Tuesday Wednesday Thursday Friday Saturday Sunday TOTAL 0000-0059

1 0 1 0 1 2 1 6

0100-0159

1 0 0 2 0 6 2 11

0200-0259

0 2 0 0 0 1 2 5

0300-0359

0 0 1 1 1 0 2 5

0400-0459

1 0 0 0 0 1 2 4

0500-0559

0 0 0 0 0 1 0 1

0600-0659

0 0 0 0 1 1 0 2

0700-0759

1 1 0 0 1 0 0 3

0800-0859

2 2 0 1 1 0 0 6

0900- 1 4 1 3 1 0 0 10


90

0959 1000-1059

1 1 1 1 0 0 0 4

1100-1159

0 1 1 2 2 0 1 7

1200-1259

1 1 2 2 0 0 0 6

1300-1359

1 2 5 2 1 2 0 13

1400-1459

3 1 1 0 2 1 1 9

1500-1559

0 3 4 0 1 0 2 10

1600-1659

3 1 1 0 1 0 1 7

1700-1759

1 2 1 2 3 0 2 11

1800-1859

1 2 0 4 2 1 1 11

1900-1959

1 3 0 0 1 2 0 7

2000-2059

0 1 4 3 3 4 2 17

2100-2159

2 0 1 1 3 2 0 9

2200-2259

2 1 2 1 1 2 2 11

2300-2359

0 0 2 1 2 2 1 8

TOTAL 23 28 28 26 28 28 22 183

! During the survey period the BCDC booked an average of 92 inmates per week or 13 inmates per day or slightly more than one every two hours.

! The overall peak booking time for a single hour over the two-week survey period occurred during the 8pm - 9pm time-period (10% of all weekly bookings) followed by the 1pm-2pm time period.

! Bookings by day ranged from an average low of 11.5 per day on Monday to highs of 14 per day on Tuesday, Wednesday, Friday and Saturday. Overall, the bookings by day confirm staff comments in “Programming” meetings that there is "no real pattern” as to when bookings occur “ anymore, they come at about any time of the day or week”.

! The 2am – 9am time-period represents the lowest booking volume with only 20 total bookings over the 14 days in the two 6 hour time frames.

! The six hour time period from 8pm Friday to 2am Saturday (averaging 1.5 bookings per hour) and the 10-hour period from 7pm Saturday to 5am Sunday morning (averaging just over 1 per hour) represent the absolute peak booking periods during the 14 day survey.

! Burleigh County does not experience major fluctuations in bookings by time of day or day of week.


91

Burleigh County Detention Center Sample Survey

Inmates Admitted By Day of Week April 1 to April 14, 2013

N = 183

23

28

22

2826

28 28

0

5

10

15

20

25

30

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Wed

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ay

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Sund

ay

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Bookings by Shift ! Bookings by shift were nearly evenly split with the day shift admitting 53% and the

evening shift 47%. ! The day shift experienced peaks during the middle of the week with Tuesdays

representing the peak day at just under one booking per hour. Day shift bookings were minimal on Saturday and Sunday.

! The evening shift peak days were Friday, Saturday and Sunday with the majority occurring between 8pm Saturday evening and 5am Sunday morning at about one per hour. These admissions typically represent the intoxicated and potentially more combative arrestee such as DUI’s, Domestic Violence, Detox., holds, etc.

Burleigh County Detention Center Sample Survey

Inmates Admitted By Shift April 1-14, 2013

N = 183

15 15

488 9

13

24

14

21 17 17

117

05

1015202530

Mon

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Sund

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Sh

ift Day (7a-7p)

Evening (7p-7a)


92

Morton County Morton County booked 2,624 inmates in 2012 and 2,534 in 2011 or a slight 3% increase.

Morton – Bookings by Hour & Day of Week A total of 86 admissions to the Morton County Jail occurred during the two-week survey period. The table and graphic on the following pages represents bookings by hour and day of week and reveal the following:


93

Morton County Detention Center Sample Survey

Bookings by Hour & Day of the Week April 1, 2013 –April 14, 2013

N = 86 Time Monday Tuesday Wednesday Thursday Friday Saturday Sunday TOTAL 0000-0059

1 0 0 1 0 2 1 5

0100-0159

2 1 1 1 0 1 3 9

0200-0259

0 1 0 0 1 1 1 4

0300-0359

0 0 0 0 0 1 3 4

0400-0459

0 0 0 0 0 1 0 1

0500-0559

0 0 0 0 0 1 0 1

0600-0659

0 0 0 0 0 0 0 0

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0 0 0 0 1 0 0 1

0800-0859

0 0 1 0 1 2 0 4

0900-0959

0 2 1 0 3 1 0 7

1000-1059

0 0 2 0 0 0 0 2

1100-1159

1 0 0 0 0 0 0 1

1200-1259

1 2 0 2 4 0 0 9

1300-1359

0 0 0 1 0 0 0 1

1400-1459

2 1 0 1 0 1 1 6

1500-1559

0 2 0 0 5 0 0 7

1600-1659

1 2 1 0 3 0 0 7

1700-1759

0 1 0 0 1 0 0 2

1800-1859

0 0 0 0 2 1 0 3

1900-1959

0 0 2 0 0 0 0 2

2000-2059

0 0 1 1 0 1 0 3

2100-2159

0 0 0 1 0 0 1 2

2200-2259

0 0 0 0 0 1 1 2

2300-2359

1 0 1 1 0 0 0 3

TOTAL 9 12 10 9 21 14 11 86


94

! Morton County booked an average of 6 inmates per day or an average of about one

every 4 hours over each 24-hour period. ! Bookings by day ranged from an average high of 11 on Fridays to a low of 5 on

Mondays and Thursdays. ! Friday and Saturday bookings in Morton County represented 41% of all admissions

with a peak four-hour period between 3pm – 7pm on Fridays (approximately 1.5 bookings per hour) and Sunday mornings from midnight to 4am at an average of one booking per hour. With the exception of Monday through Fridays from noon to 1pm, all other bookings were evenly distributed.

Morton County Jail Sample Survey

Inmates Admitted By Day of Week April 1 - 14, 2013

N = 86

9 10 9

1411

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12

0

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10

15

20

25

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Tuesday

Wednesd

ay

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Friday

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# I

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Bookings by Shift

! Day shift bookings accounted for 60% of all admissions and the evening shift 40%. ! As illustrated in the graphic below, the Friday day shift accounted for 23% of all

Morton County admissions. With the exception of Tuesdays (13%, and the Friday data cited above), other day shift bookings ranged from 1 to 2 per shift.

! Evening shift bookings on Saturday and Sunday were twice the volume for any other day of the week.

Morton County Jail Sample Survey

Inmates Admitted By Shift April 1 to April 14, 2013

N = 86

5 4 51

4 59 911

20

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0

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95

Combined Morton & Burleigh Bookings A total of 269 combined Burleigh/Morton arrestees were admitted to the respective facilities during the 2-week survey period or an average of 19 per day. See the chart data on the next page.


96

Burleigh County Detention Center & Morton County Jail

Sample Survey Combined Bookings by Hour & Day of the Week

April 1, 2013 –April 14, 2013 N = 269

Time Monday Tuesday Wednesday Thursday Friday Saturday Sunday TOTAL 0000-0059

2 0 1 1 1 4 2 11

0100-0159

3 1 1 3 0 7 5 20

0200-0259

0 3 0 0 1 2 3 9

0300-0359

0 0 1 1 1 1 5 9

0400-0459

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0900-0959

1 6 2 3 4 1 0 17

1000-1059

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1100-1159

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1200-1259

2 3 2 4 4 0 0 15

1300-1359

1 2 5 3 1 2 0 14

1400-1459

5 2 1 1 2 2 2 15

1500-1559

0 5 4 0 6 0 2 17

1600-1659

4 3 2 0 4 0 1 14

1700-1759

1 3 1 2 4 0 2 13

1800-1859

1 2 0 4 4 2 1 14

1900-1959

1 3 2 0 1 2 0 9

2000-2059

0 1 5 4 3 5 2 20

2100-2159

2 0 1 1 3 3 1 11

2200-2259

2 1 2 1 1 3 3 13

2300-2359

1 0 3 2 2 2 1 11

TOTAL 32 39 38 38 50 42 34 269


97

Combined Bookings by Day of Week

! With the exception of Fridays and Saturdays, bookings were relatively evenly distributed during the week ranging from a low of 32 on Mondays to a high of 49 on Fridays. Fridays and Saturdays accounted for 34% of all admissions.

Combined Morton Co. & Burleigh Co. Detention Center Combined Inmates Admitted By Day of Week

April 1-14, 2013 N = 269

32

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! 55% of all admissions occurred on the day shift and 45% on the evening shift. ! Peak day shift bookings occurred on Tuesdays and Fridays representing 46% of all

day shift bookings and 25% of all bookings, regardless of shift. ! Peak evening shift bookings occurred on Saturdays and Sundays, primarily

represented by the 8-hour period 8pm Saturday to 4am Sunday averaging about 2 per hour.


98

E. SHIFT RELIEF FACTOR The Shift Relief Factor is the figure used to determine the number of personnel necessary to staff a 24-hour-a-day position. It is essential that those reviewing and approving the budget for the jail staffing know and understand the full implications of the Shift Relief Factor. All too often, there is concern for the fact that the total number of personnel is very large in comparison to the inmate average daily population. It must be remembered that an inmate is in jail 24 hours a day, seven days a week. To staff a single post or position in the new facility for 24 hours each day, seven days a week, will require more than 5 staff. The Shift Relief Factor (SRF) is a factor which is applied to each post and position in the facility to compensate for around-the-clock operation, days off, vacation days, holidays, sick days, mandatory training and other unavailable days related to funerals, military service, etc.

The worksheet on the following page shows the calculation of the shift relief factor for Burleigh County Detention staff:


99

Shift Relief FactorBurleigh County DETENTION

5/12/13

Steps: Calculations

a. Number of days per year that the Agency is CLOSED; i.e. no services are offered: 0

b. Number of Agency work days per year (365 - a): 365.00

c.Number of REGULAR DAYS OFF per employee per year; (usually 52 weeks/year X 2 days off per week (104 days) for Burleigh & Morton counties, the calculation in based on 12 hour shifts (2 on, 2 off, 3 on, 2 off, 2 on, 3 off):

182.00

d. Average Number of VACATION days off per employee per year: 8.00

e.Number of HOLIDAY days off per employee per year (actual granted versus paid). BCDC staff who are scheduled to work a holiday get holiday pay. Those scheduled off on a holiday receive 8 hours extra pay.

0.00

f.Number of SICK days off per employee per year includes personal illness, illness of children & other healthcare issues (actual average):

9.00

g.Number of OTHER days off per year (military leave, funeral leave, disciplinary time off, Workman's Comp., FMLA, unexcused absences, & other approved leave:

4.00

h. Number of TRAINING days per employee per year (average of pre-service and in-service): 5.00

i. Average number of Staff Days per person lost to fill VACANCIES (from date of termination to date of hire): NA

j. TOTAL # of days off per employee (c + d + e + f + g + h + i): 208.00

k. Number of ACTUAL WORK DAYS per year per employee (365 - j.): 157.00

l. BREAK TIME FACTOR (breaktime (in hrs.)/workday hrs. x k.) 0.00

m. TOTAL # OF DAYS WORKED PER YEAR PER STAFF (k. - l.) 157.00

Shift Relief Factor (b./m.) = 2.32Kimme & Associates

2012 Personnel Data


100

Based on the worksheets it requires 4.6 Detention officers to fill posts that require staffing 7 days per week, 24 hours per day, 365 days per year. These include master control, housing, booking, rovers, etc. Because the factors impacting the Shift Relief Factor (use of sick leave, training days, military leave, FMLA, etc.) vary over time, the Shift Relief Factor should be re-calculated each time the staffing plan is updated - no less than annually. F. POSITION/POST DESCRIPTIONS The following key position/post descriptions are general (Master Control, Housing, Rover & Booking Officers) and do not rise to the level of detailed job descriptions or post orders or imply specific policies and procedures which the Sheriff’s Office may develop relative to the operation of the jail. They are intended to state the general duties and location of key staff required to operate the facility. In addition to the security staff post examples that follow, position/post descriptions must be developed for all staff assignments. Master Control This position is the “nerve center” of the jail. It is responsible for life safety systems, the security perimeter, door control, and key control and monitoring of high-risk security areas. Master Control must be staffed at all times and the control room operator cannot leave the post without being relieved. As the new facility reaches capacity and expands, it is possible that a second person will be required in Master Control during the busiest times of the day/week. Typical Duties

• Operating control panels. • Acting as the central communications center. • Receiving inmate counts. • Issuing and accounting for security keys. • Controlling perimeter security doors. • Controlling key interior security doors. • Controlling inmate movement within the facility. • Monitor CCTV. • Carrying out emergency procedures and/or summoning emergency services as needed. • Maintaining activity log.


101

Booking Officer This position has responsibility for the booking and release of all inmates and the supervision of inmates while they are in the intake area.

Typical Duties

• Inventorying inmate money, property and valuables. • Booking new intakes. • Conducting medical screening. • Conducting suicide screening. • Making temporary inmate file. • Greeting transporting officers and inmates. Reviewing all committing papers. • Searching incoming inmates. • Fingerprinting inmates. • Photographing inmates. • Placement of inmates in appropriate waiting/housing areas. • Supervision of all persons in open waiting and secure holding. • Conducting welfare check every 15 minutes on inmates in holding cells (or more

frequently as required by procedures) • Responding to emergency situations typical to the booking and release area (medical

problems, suicide attempts, violent behavior, etc.) • Changing new intakes into facility clothing. • Verifying release authorization. • Changing inmates into their own clothing. • Returning inmate money, property and valuables. • Completing release paper work.

Housing Officers Housing officers have the primary responsibility for the safety of inmates and facility security. In addition, they are responsible for controlling inmate behavior, which requires active constant supervision of the inmates. It requires frequent in-person contact with the inmates during rounds through each of the housing units. Typical Duties

• Searching inmates entering and leaving the housing unit. • Providing cleaning supplies to inmates and supervising cleanup. • Inspecting cells daily for cleanliness and damage. • Doing frequent, thorough cell searches. • Issuing inmate hygiene items as needed. • Providing pencils, paper, and envelopes for letter writing. • Conducting thorough weekly security inspections. • Responding to inmates’ questions and complaints. • Exchanging clothing and linen twice weekly. • Supervising day room activities. • Supervising indoor recreation. • Coaching, correcting inmate behavior. • Responding to violent inmate behavior.


102

• Initiating inmate disciplinary actions. • Conducting inmate counts. • Collecting outgoing mail and delivering incoming mail. • Supervising meals and after-meal cleanup. • Conducting safety and security checks of the housing unit every shift. • Conducting welfare checks (cell checks) every 30 minutes. • Responding to emergencies such as emergency medical problems, suicide attempts, etc. • Maintaining an accurate and complete activity log. • Writing reports. • Responding to inmate grievances.

Rover Rovers are officers that are not assigned to a housing unit but provide assistance to the housing units/booking officers as needed. In addition, Rovers provide passive supervision of the work release, and inmate worker housing areas, food service, laundry, and program space and provide break and meal service relief for officers at fixed posts such as housing. They also escort inmates that cannot be sent unescorted from place to place and supervise the movement of meals to the housing units. Typical Duties

• Escorting inmates who cannot be moved unescorted. • Supervising the movement of meals to the housing units. • Passive supervision of central program space. • Passive supervision of laundry and kitchen inmate workers. • Assisting housing officers with serving meals, morning cleanup, etc. • Assisting housing officers with laundry exchange. • Assisting housing officers with cell searches. • Delivery incoming mail to the housing units and collecting outgoing mail. • Searching of non-housing areas accessible to inmates. • Assisting the booking officer during busy times. • Searching inmates. • Providing backup to housing officers and the booking officer. • Supervising inmate workers daily cleaning of hallways and non-housing unit areas.

G. STAFFING LEVELS – AT OPENING & AT FULL OCCUPANCY The following tables contain the anticipated staffing for the new facility at opening (2017) and at full occupancy. Since the new facility is being built to accommodate the future needs of Burleigh and Morton Counties, not all of the new facility will be needed when the building opens in 2017. A total of 94 staff is recommended at “opening” with a projected ADP of 240-262 and peaks ranging from 302-330. Only 9 of the 11 housing pods will be opened. One hundred twenty one (121) staff are recommended by the "Programming Team" at full occupancy with an ADP of 358-367 and peaks of 430-440. The new facility has a total capacity (beds) of 463 inmates if every bed could be filled. Since the configuration of the jail population varies from day-to-day, it is unlikely that all 463 beds could be used at one time. For example, there may be a vacant bunk in the female section of the jail but it could not be used for a male inmate. To maintain the integrity of the inmate classification plan, the optimum operating level is somewhere around 85%-90% of capacity.


103

BURLEIGH-MORTON COMBINED NEW JAILProgramming Phase Staffing Estimate FIRST YEAR - 2017

5/15/13

240-262 ADP estimated; Bed Need with Peaks, 302-330.

Shifts Total Relief TotalStaff Posts/Postions 1st 2nd Posts Factor FTE*

1 ADMINISTRATION2 Jail Captain 1.00 1.00 1.00 1.003 Lieutenant 1.00 1.00 2.00 1.00 2.004 Account Tech. 1.00 1.00 1.00 1.005 Admin Asst/Accountant 1.00 1.00 1.00 1.006 Public Service Tech (Reception-Visiting) 1.00 0.50 1.50 1.00 1.507 Admin Sgt (work rel, ESR, EHD, supplies) 1.00 1.00 1.00 1.008910 SECURITY11 Shift Supervisors (Sergeants) 1.00 1.00 2.00 2.00 4.0012 Shift Corporals 2.00 2.00 4.00 2.00 8.0013 Intake-Release-Property Officers 3.00 3.00 6.00 2.32 13.9214 Master Control 2.00 1.00 3.00 2.32 6.9615 Rovers (correctional officers) 4.00 3.00 7.00 2.32 16.2416 Rovers (Flex) 8 hr shift, Mon-Fri 1.00 1.00 2.00 1.00 2.0017 Transport (Sheriff's deputies)** 1.201819 HOUSING POD OFFICERS20 Beds

Open:21 48 Pod A - 0-72 Hr. Classification 1.00 1.00 2.00 2.32 4.6422 46 Pod B - Male Special Needs 1.00 1.00 2.00 2.32 4.6423 - Pod C - Male Minimum (not open) - -24 48 Pod D - Male Minimum 1.00 1.00 2.00 2.32 4.6425 48 Pod E - Male Medium/Inmate Worker 1.00 1.00 2.00 2.32 4.6426 - Pod F - Male Medium (not open) - -27 48 Pod G - Male Maximum-Disciplinary 1.00 1.00 2.00 2.32 4.6428 48 Pod H - Female Minimum 1.00 1.00 2.00 2.32 4.6429 49 Pod I - Female Special Needs 1.00 1.00 2.00 2.32 4.6430 24 Pod J - Male Work release (rover-managed)31 8 Pod K - Female Work release (rover-managed)32 367 Beds Open3334 PROGRAM/SUPPORT35 1.0036 Chaplain (volunteer) 1.0037 Programs 1.00 1.00 1.00 1.0038 Classification (Corporal) 2.00 2.00 1.00 2.0039 Training Officer 1.0040 Nurse (contract - 8a-10p, Mon-Fri) 1.0041 Maintenance (county) *** 1.0042 Food Service (contract) 1.0043 I.T. (Sheriff's Staff) 1.00444546 * FTE = Full time equivalent

TOTAL F.T.E. 29.00 19.50 48.50 94.10

** accounted for in sheriff's budget; an estimated three (3) additonal staff are needed.*** Maintenance staff at 1.0 FTE


104

BURLEIGH-MORTON COMBINED NEW JAILProgramming Phase Staffing Estimate FULL OCCUPANCY - 2025/2035

5/15/13

240-262 ADP estimated; Bed Need with Peaks, 302-330. 358-367 ADP estimated; Bed Need with Peaks, 430-440.

Total Relief TotalStaff Posts/Postions 1st 2nd Posts Factor FTE*

1 ADMINISTRATION2 Jail Captain 1.00 1.00 1.00 1.003 Lieutenant 1.00 1.00 2.00 1.00 2.004 Account Tech. 1.00 1.00 1.00 1.005 Admin Asst/Accountant 1.00 1.00 1.00 1.006 Public Service Tech (Reception-Visiting) 1.00 1.00 2.00 1.00 2.007 Admin Sgt (work rel, ESR, EHD, supplies) 1.00 1.00 1.00 1.008910 SECURITY11 Shift Supervisors (Sergeants) 1.00 1.00 2.00 2.00 4.0012 Shift Corporals 2.00 2.00 4.00 2.00 8.0013 Intake-Release-Property Officers 4.00 4.00 8.00 2.32 18.5614 Master Control 2.00 2.00 4.00 2.32 9.2815 Rovers (correctional officers) 6.00 4.00 10.00 2.32 23.2016 Rovers (Flex) 8 hr shift, Mon-Fri 2.00 1.00 3.00 1.00 3.0017 Transport (Sheriff's deputies)** 1.201819 HOUSING POD OFFICERS20 Beds

Open:21 48 Pod A - 0-72 Hr. Classification 1.00 1.00 2.00 2.32 4.6422 46 Pod B - Male Special Needs 1.00 1.00 2.00 2.32 4.6423 48 Pod C - Male Minimum 1.00 1.00 2.00 2.32 4.6424 48 Pod D - Male Minimum 1.00 1.00 2.00 2.32 4.6425 48 Pod E - Male Medium/Inmate Worker 1.00 1.00 2.00 2.32 4.6426 48 Pod F - Male Medium 1.00 1.00 2.00 2.32 4.6427 48 Pod G - Male Maximum-Disciplinary 1.00 1.00 2.00 2.32 4.6428 48 Pod H - Female Minimum 1.00 1.00 2.00 2.32 4.6429 49 Pod I - Female Special Needs 1.00 1.00 2.00 2.32 4.6430 24 Pod J - Male Work release (rover-managed)31 8 Pod K - Female Work release (rover-managed)32 463 Beds Open3334 PROGRAM/SUPPORT35 1.0036 Chaplain (volunteer) 1.0037 Programs 2.00 2.00 1.00 2.0038 Classification (Corporal) 2.00 2.00 1.00 2.0039 Training Officer 1.00 1.00 1.00 1.0040 Nurse (contract - 8a-10p, Mon-Fri) 1.0041 Maintenance (county) *** 1.0042 Food Service (contract) 1.0043 I.T. (Sheriff's Staff) 1.00444546 * FTE = Full time equivalent

TOTAL F.T.E. 37.00 25.00 62.00 120.80

** accounted for in sheriff's budget; an estimated three (3) additonal staff are needed.*** Maintenance FTE = 2.0

Shifts


105

APPENDIX - ALTERNATE HOUSING PODS The following space lists are alternate housing space lists. If used, they would replace six (6) space lists; A3a, A3b, A3e, A3f, A3g, and A3i. They differ from the ones in the lists documented earlier only in the fact that they lack the Perimeter Service Corridor. While the client desires the service corridor from a maintenance standpoint there was some uncertainty regarding its affordability since it does represent considerably more square footage than pods without such corridors. Additionally, the programming team realized that the quality of natural light in the cells was significantly diminished when introduced through a perimeter corridor. As noted in an earlier chapter, ample natural light is a key design criteria for the facility.


106

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JAIL SPACE PROGRAMMING REPORT Burleigh & Morton … · 2016. 10. 27. · Burleigh-Morton County...

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Transcript of JAIL SPACE PROGRAMMING REPORT Burleigh & Morton … · 2016. 10. 27. · Burleigh-Morton County...