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Privatization

Privatization. An Ohio Perspective; by Gary C. Mohr. Ohio’s Condition in Entering 2011. State – 8 billion dollar deficit [dependence on stimulus dollars] Prisons - 132 % rated capacity Prison violence increased 376% in last four years

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Privatization

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  1. Privatization An Ohio Perspective; by Gary C. Mohr

  2. Ohio’s Condition in Entering 2011 • State – 8 billion dollar deficit [dependence on stimulus dollars] • Prisons - 132 % rated capacity • Prison violence increased 376% in last four years • Department of Rehabilitation and Correction reduced – 200 million over the biennium • 2 Ohio prisons under private operation • 3 months to develop a biennium budget

  3. The Original Plan – December 2010 • Close up to 6 prisons • Lay off 2400 staff • House 10,000-12,000 inmates in private facilities out of state

  4. Ohio’s 2011 Approach • Sell 5 facilities and offer operational contracts • 2 privately operated facilities • 1 recently closed juvenile facility; the newest state facility in Ohio • 2 currently operated state facilities • Pass sentencing reform to reduce short-term non- violent offenders from prison and prison density • Re-introduce unit management

  5. Expectations from Vendors • Staff from private facilities will train with state employees at the training academy • Ohio policies will be used in private facilities • Required to save at least 5% operationally • Facilities will service level 2 general population inmates that currently reside in those facilities • Consistent level of STG, mentally ill, and medically limited inmates that exist in other level 2 general population prisons • Consistent level of prison crowding

  6. Expectations from Vendors • Wardens to fully participate in wardens’ meetings • Facilities will open and operate with Ohio’s vision of unit management • Will be ACA accredited • Ohio will monitor operational effectiveness by: • Submitting all significant incidents through the Ohio reporting systems • Housing a full-time Ohio monitor • Being monitored by the Ohio internal auditing process

  7. What Are the Outcomes? • 1 prison sold and under a contract to be privately managed • Built in 2001 for 41 million; sold for 71.5 million • Operated with 7% operational savings • 2 facilities to be privately operated but remain owned by Ohio • Operated with 7% operational savings • 2 facilities to remain owned and operated by Ohio • A current private to be converted to state operation and made a camp of a state facility

  8. Expectations Moving Forward • One correctional system • Budget stabilized • Best practices shared including unit management and evidenced-based programs • Reduced prison density through sentencing reform and opening closed juvenile facility • Effective monitoring of public/private sector operations

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