State of Wisconsin Department of Corrections Agency Budget Request 2019 – 2021 Biennium September 17, 2018 Table of Contents Cover Letter .................................................................................................................................................. 3 Description .................................................................................................................................................... 4 Mission .......................................................................................................................................................... 5 Goals ............................................................................................................................................................. 6 Performance Measures ................................................................................................................................. 7 Organization Chart ...................................................................................................................................... 12 Agency Total by Fund Source ..................................................................................................................... 13 Agency Total by Program............................................................................................................................ 14 Agency Total by Decision Item (DIN) .......................................................................................................... 22 General Purpose Revenue (GPR) - Earned ............................................................................................... 24 Program Revenue and Balances Statement............................................................................................... 26 Decision Items ............................................................................................................................................. 78 Statutory Language ................................................................................................................................... 250 Reports ...................................................................................................................................................... 252 Page 2 of 261 SFORWIQRDE II. Wisconsin Department of Corrections Governor Scott Walker Secretary Cathy A. Jess I - I Ellen Nowak, Secretary Department of Administration 101 East Wilson Street Madison, WI 53707?7864 September 17, 2018 Dear Secretary Nowak: I am pleased to submit the Department of Corrections? 2019-21 biennial budget request. The Department?s request takes a cost-to-continue approach, which re?ects the funding required to operate and maintain our correctional institutions, supervise offenders in the community, proposals to operate newly constructed or remodeled facilities at our institutions, and responds to the directives in 2017 Wisconsin Act 185. This Department?s proposal recognizes the Governor?s continued emphasis on development of the state?s workforce. New or remodeled facilities that will be completed in the next biennium will provide improved programming space and medical services to prepare inmates for gain?il employment upon release to the community. Finally, the Department?s submittal includes the operating costs for a juvenile facility as identi?ed in 2017 Wisconsin Act 185 and for converting Lincoln Hills/Copper Lake to an adult facility. I look forward to working with you and your staff as you develop the Governor?s 2019 - 2021 biennial budget. Sincerely, Cathy A. less, Secretary Department of Corrections 3099 E. Washington Ave. PO Box 7925 Madison, WI 53707 Phone: (608) 240-5000 doc.wi.gov AGENCY DESCRIPTION The department is headed by a secretary who is appointed by the Governor with the advice and consent of the Senate. The department's programs are administered by the following four divisions: Adult Institutions, Community Corrections, Juvenile Corrections and Management Services. In addition, the Parole Commission is a statutory commission created in the department that is responsible for granting parole for prisoners who have committed felonies. The department manages 18 correctional institutions, 1 holds facility and 16 correctional centers for adults, and 2 schools for juveniles. The department provides health services, education, employment training and other offender programming for incarcerated offenders; administers the probation, parole and extended supervision program; assigns inmate security levels; directs the placement and movement of offenders throughout the system; administers the State of Wisconsin's Sex Offender Registry program; operates an electronic monitoring center for adults, juveniles and counties; and provides victim advocacy services. The department also administers juvenile community supervision, which offers a wide range of social, educational and employment assistance; and the Grow Academy, which provides delinquent male youth educational, developmental and restorative justice support through an agricultural science-based curriculum. Page 4 of 261 MISSION The department's mission is to: • Protect the public, department staff and those in the department's charge. • Provide opportunities for positive change and success. • Promote, inform and educate others about department programs and successes. • Partner and collaborate with community service providers and other criminal justice entities. Page 5 of 261 DEPARTMENTAL GOALS Program 1: Adult Correctional Services Program 3: Juvenile Correctional Services Goal: Promote community safety through effective, humane custody and supervision of offenders. Goal: Provide for a continuous investment in quality leadership. Goal: Provide opportunities for successful offender participation and completion in programming and work, to promote positive lifestyle changes and law-abiding behaviors. Goal: Develop meaningful evaluation and accountability processes for effective management of resources. Goal: Assist in the recovery of victims of crime by providing information and opportunities to participate in the correctional system. Goal: Build, maintain and empower a diverse, competent and professional workforce. Goal: Promote department relationships, credibility, understanding and involvement with the community. Goal: Research, develop and utilize technological innovations to ensure effective and efficient decision making by the department. Goal: Build a mutually-supported criminal justice relationship among federal, state, county and community law enforcement and corrections agencies. Goal: Provide accountability to taxpayers through efficient, effective and innovative management of resources. Goal: Promote the use of evidence-based practices through the completion of risk and needs assessments for all inmates. Page 6 of 261 PERFORMANCE MEASURES 2017 and 2018 Goals Prog. No. Performance Measure Reduce recidivism. Goal 2017 Actual 2017 Decrease The 2012 the percent recidivism rate is of recidivists. 33.4% for the 3year follow-up period. Goal 2018 Actual 2018 Decrease The 2013 the percent recidivism rate is of recidivists. 33.8% for the 3year follow-up period. 1. (The 2011 recidivism rate is 31.3% for the 3year follow-up period.) 1. 1. 1. 1. Maintain or increase the percentage of restitution collected on adjusted restitution obligations ordered in cases closed in that year (sole restitution accounts only). Establish a baseline, accounting for recent changes in data systems. $5,413,909.95 paid by offenders whose commitments discharged in FY17. This amount is 88.2% of the total (adjusted) obligations owed. Increase or maintain percentage from previous year. $5,526,316.69 paid by offenders whose commitments discharged in FY18. This amount is 61.8% of the total (adjusted) obligations owed. Maintain or increase the percentage of eligible offenders that have completed requirements and received an early discharge from supervision. Maintain or increase from previous year. 655 offenders received an early discharge in FY17. This is 0.9922% of the average FY17 monthly DCC population and is a 0.15% increase over FY16. Maintain or increase from previous year. 662 offenders received an early discharge in FY18. This is 1.0043% of the average FY18 monthly DCC population and is a 1.07% increase over FY17. Increase accountability in service provider contracts. Complete 8 Corrections Program Checklist (CPC) audits. 14 completed Complete 8 Corrections Program Checklist (CPC) audits. 13 completed Increase the number of primary program completions (Primary programs include: Alcohol and Other Drug Abuse; Cognitive Group Increase the number of primary programs completed. 7,992 completions Increase the 8,905 completions percentage (7,079 completed of primary programs in FY16) completed. Page 7 of 261 Prog. No. Performance Measure Goal 2017 Actual 2017 Goal 2018 Actual 2018 Intervention Program; Domestic Violence; Anger Management; and Sex Offender Treatment). 1. 1. Increase the number of High School Equivalency Diplomas (HSED) and General Education Diplomas (GED) issued to inmates while incarcerated. Increase 378 HSEDs number from issued previous year. (In 172 GEDs issued FY16 there were 427 HSEDs issued and 123 GEDs issued) Increase 367 HSEDs issued number from previous 130 GEDs issued year. Increase the amount of money generated by institution fundraisers that is donated to nonprofits (charity organizations). Increase $95,739.63 amount from previous year. (In FY16 the amount donated was $95,301.70) Increase $138,060.57 amount from previous year. Maintain or increase the number of youth who demonstrate progress in math and reading levels as measured by standardized tests. Maintain or increase from previous year. Maintain or increase from previous year. LHS: Reading – 69%, Math – 69% Increase from 2014 average of 1.75 0.67 credits 3 LHS: Reading – 79%, Math – 70% CLS: Reading – 60%, Math – 86% CLS: Reading – 80%, Math – 83% FY16 actual: LHS: Reading – 64%, Math – 55% CLS: Reading – 78%, Math – 55% Maintain at least 2 school credits earned per youth.* Increase from 2014 average of 1.75 0.80 credits 3 Page 8 of 261 Prog. No. Performance Measure Goal 2017 Increase accountability in service provider contacts. Complete audits of 20% of service providers. Provide increased reporting available to county partners. Work to implement a new offender management system to provide countyspecific information. 3 Actual 2017 7% *Note the position who audits the contracts was vacant for part of the fiscal year. J-Tracker is DJC’s new youth offender management system. J-Tracker Phase 1 went live in FY17 which includes two modules; incident and conduct reporting. The new system is DJC’s record for electronic incident and conduct reports. 3 Goal 2018 Complete audits of 20% of service providers. Work to implement a new offender management system to provide countyspecific information. Actual 2018 15% Phase 2 of the project started in FY18. Youth information currently stored in the legacy system will be moved to JTracker. This includes information such as: commitments, movements between DJC facilities, internal movements, visits, youth contacts, youth accounts, housing and billing, and some Office of Juvenile Offender Review (OJOR) business processes. The data collected in J-Tracker will be DJC’s main source of information and is being used and will continue to be used to analyze youth under our supervision. Page 9 of 261 2019, 2020 and 2021 Goals Prog. No. Goal 2019 Performance Measure Goal 2020 Goal 2021 1. Reduce recidivism. Decrease the percent of recidivists. Decrease the percent of recidivists. Decrease the percent of recidivists. 1. Maintain or increase the percentage of restitution collected on adjusted restitution obligations ordered in cases closed in that year (sole restitution accounts only). Establish a baseline, accounting for recent changes in data systems. Establish a baseline, accounting for recent changes in data systems. Establish a baseline, accounting for recent changes in data systems. 1. Maintain or increase the percentage of eligible offenders that have completed requirements and received an early discharge from supervision. Maintain or increase from previous year. Maintain or increase from previous year. Maintain or increase from previous year. 1. Increase accountability in service provider contracts. Complete 8 Corrections Program Checklist (CPC) audits. Complete 8 Corrections Program Checklist (CPC) audits. Complete 8 Corrections Program Checklist (CPC) audits. 1. Increase the percentage of primary program completion (Primary programs include: Alcohol and Other Drug Abuse; Cognitive Group Intervention Program; Domestic Violence; Anger Management; and Sex Offender Treatment). Increase the percentage of primary programs completed. Increase the percentage of primary programs completed. Increase the percentage of primary programs completed. 1. Increase the number of High School Equivalency Diplomas (HSED) and General Education Diplomas (GED) issued to inmates while incarcerated. Increase number from previous year. Increase number from previous year. Increase number from previous year. 1. Increase the amount of money generated by institution fundraisers that is donated to non-profits (charity organizations). Increase amount from previous year. Increase amount from previous year. Increase amount from previous year. 3. Maintain or increase the number of youth who demonstrate progress in math and reading levels as measured by standardized tests. Maintain or increase from previous year. Maintain or increase from previous year. Maintain or increase from previous year. 3. Maintain at least 2 school credits earned per youth. Increase from 2014 average of 1.75 Increase from 2014 average of 1.75 Increase from 2014 average of 1.75 3. Increase accountability in service provider contacts. Complete audits of 20% of service providers. Complete audits of 20% of service providers. Complete audits of 20% of service providers. Page 10 of 261 Prog. No. 3. Performance Measure Provide increased reporting available to county partners. Goal 2019 Goal 2020 Goal 2021 Work to implement a new offender management system to provide county-specific information. Work to implement a new offender management system to provide county-specific information. Work to implement a new offender management system to provide county-specific information. Page 11 of 261 of 3 Department of Corrections - Secretary?s Office - tf??g . September 2018 5% i Secretary Cathy Jess Executive Staff Asst. Executive Staff Assistant Teri Nelson Diane Bergeman Deputy Secretary Stephanie Hove Division of Adult Institutions Jim Schwochert Ad'n i ni st rate Division of Juvenile Corrections John Paquin Administrator Division of Management Services Patrick Hughes Adm i ni st rato Division of Comm unity Corredions Lance Wiersma Administrator Inmate Appeal Examiner Emily Davidson Of?ce of Legal Counsel Winn Collins Chief Legal Counsel Assistant Deputy Secretary Karley Downing Of?ce of Public Affairs Tristan Cook Director Legislative Affairs Inmate Appeal Examiner Bradley Hompe Program Assistant - Conf Matt Greenwood Corrections Complaint Examiner Team Don Friske Director Megan Jones Reentry Unit Silvia Jackson Director Research Policy Unit Director PREA Office Leig ha Weber Director Of?ce of Victim Services Prog. Chrissy Preston Director Of?ce of Detention Facilities Kristi Dietz Director, Tribal Liaison Page 12 of 261 Agency Total by Fund Source Department of Corrections 19-21 Biennial Budget ANNUAL SUMMARY Source of Funds Prior Year Total Adjusted Base 1st Year Total BIENNIAL SUMMARY 2nd Year Total 1st Year FTE 2nd Year Base Year FTE Doubled (BYD) Biennial Request Change From (BYD) Change From BYD % GPR A $31,488,363 $31,388,000 $31,388,000 $31,388,000 0.00 0.00 $62,776,000 $62,776,000 $0 0.0% GPR L $4,884,370 $4,885,700 $4,885,700 $4,885,700 0.00 0.00 $9,771,400 $9,771,400 $0 0.0% GPR S $1,085,788,443 $1,124,126,500 $1,180,309,800 $1,217,339,900 9,619.37 9,891.62 $2,248,253,000 $2,397,649,700 $149,396,700 6.6% $1,122,161,176 $1,160,400,200 $1,216,583,500 $1,253,613,600 9,619.37 9,891.62 $2,320,800,400 $2,470,197,100 $149,396,700 6.4% Total PR A $4,313,012 $9,241,100 $6,077,300 $6,329,800 0.00 0.00 $18,482,200 $12,407,100 PR S $92,361,319 $103,951,300 $109,837,700 $111,091,500 544.30 544.30 $207,902,600 $220,929,200 $13,026,600 6.3% $96,674,331 $113,192,400 $115,915,000 $117,421,300 544.30 544.30 $226,384,800 $233,336,300 $6,951,500 3.1% $293,210 $2,638,100 $2,701,200 $2,641,600 1.00 1.00 $5,276,200 $5,342,800 $66,600 1.3% $293,210 $2,638,100 $2,701,200 $2,641,600 1.00 1.00 $5,276,200 $5,342,800 $66,600 1.3% $1,373,676,500 10,164.67 10,436.92 $2,552,461,400 $2,708,876,200 $156,414,800 6.1% Total PR Federal Total Grand Total S $1,219,128,717 $1,276,230,700 $1,335,199,700 Page 13 of 261 ($6,075,100) -32.9% Agency Total by Program 410 Corrections, Department of 19-21 Biennial Budget ANNUAL SUMMARY Source of Funds Prior Year Actual Adjusted Base 1st Year Total 2nd Year Total BIENNIAL SUMMARY 1st Year FTE 2nd Year FTE Base Year Doubled (BYD) Biennial Request Change From (BYD) Change From BYD % 01 ADULT CORRECTIONAL SERVICES Non Federal GPR $1,098,755,787 $1,132,612,100 $1,191,462,800 $1,226,945,000 9,582.67 9,854.92 $2,265,224,200 $2,418,407,800 $153,183,600 6.76% A $31,488,363 $31,388,000 $31,388,000 $31,388,000 0.00 0.00 $62,776,000 $62,776,000 $0 0.00% L $4,884,370 $4,885,700 $4,885,700 $4,885,700 0.00 0.00 $9,771,400 $9,771,400 $0 0.00% S $1,062,383,054 $1,096,338,400 $1,155,189,100 $1,190,671,300 9,582.67 9,854.92 $2,192,676,800 $2,345,860,400 $153,183,600 6.99% PR $61,449,344 $67,668,900 $72,468,700 $73,490,400 180.90 180.90 $135,337,800 $145,959,100 $10,621,300 7.85% A $1,105,433 $1,477,700 $1,477,700 $1,477,700 0.00 0.00 $2,955,400 $2,955,400 $0 0.00% S $60,343,911 $66,191,200 $70,991,000 $72,012,700 180.90 180.90 $132,382,400 $143,003,700 $10,621,300 8.02% $1,200,281,000 $1,263,931,500 $1,300,435,400 9,763.57 10,035.82 $2,400,562,000 $2,564,366,900 $163,804,900 6.82% Total - Non Federal $1,160,205,131 A $32,593,796 $32,865,700 $32,865,700 $32,865,700 0.00 0.00 $65,731,400 $65,731,400 $0 0.00% L $4,884,370 $4,885,700 $4,885,700 $4,885,700 0.00 0.00 $9,771,400 $9,771,400 $0 0.00% S $1,122,726,965 $1,162,529,600 $1,226,180,100 $1,262,684,000 9,763.57 10,035.82 $2,325,059,200 $2,488,864,100 $163,804,900 7.05% Page 14 of 261 Agency Total by Program 410 Corrections, Department of 19-21 Biennial Budget Federal PR $275,610 $2,559,900 $2,619,500 $2,559,900 0.00 0.00 $5,119,800 $5,179,400 $59,600 1.16% S $275,610 $2,559,900 $2,619,500 $2,559,900 0.00 0.00 $5,119,800 $5,179,400 $59,600 1.16% Total - Federal $275,610 $2,559,900 $2,619,500 $2,559,900 0.00 0.00 $5,119,800 $5,179,400 $59,600 1.16% S $275,610 $2,559,900 $2,619,500 $2,559,900 0.00 0.00 $5,119,800 $5,179,400 $59,600 1.16% PGM 01 Total $1,160,480,741 $1,202,840,900 $1,266,551,000 $1,302,995,300 9,763.57 10,035.82 $2,405,681,800 $2,569,546,300 $163,864,500 6.81% GPR $1,098,755,787 $1,132,612,100 $1,191,462,800 $1,226,945,000 9,582.67 9,854.92 $2,265,224,200 $2,418,407,800 $153,183,600 6.76% A $31,488,363 $31,388,000 $31,388,000 $31,388,000 0.00 0.00 $62,776,000 $62,776,000 $0 0.00% L $4,884,370 $4,885,700 $4,885,700 $4,885,700 0.00 0.00 $9,771,400 $9,771,400 $0 0.00% S $1,062,383,054 $1,096,338,400 $1,155,189,100 $1,190,671,300 9,582.67 9,854.92 $2,192,676,800 $2,345,860,400 $153,183,600 6.99% PR $61,724,954 $70,228,800 $75,088,200 $76,050,300 180.90 180.90 $140,457,600 $151,138,500 $10,680,900 7.60% A $1,105,433 $1,477,700 $1,477,700 $1,477,700 0.00 0.00 $2,955,400 $2,955,400 $0 0.00% S $60,619,521 $68,751,100 $73,610,500 $74,572,600 180.90 180.90 $137,502,200 $148,183,100 $10,680,900 7.77% Page 15 of 261 Agency Total by Program 410 Corrections, Department of TOTAL 01 $1,160,480,741 19-21 Biennial Budget $1,202,840,900 $1,266,551,000 $1,302,995,300 9,763.57 10,035.82 $2,405,681,800 $2,569,546,300 $163,864,500 6.81% A $32,593,796 $32,865,700 $32,865,700 $32,865,700 0.00 0.00 $65,731,400 $65,731,400 $0 0.00% L $4,884,370 $4,885,700 $4,885,700 $4,885,700 0.00 0.00 $9,771,400 $9,771,400 $0 0.00% S $1,123,002,575 $1,165,089,500 $1,228,799,600 $1,265,243,900 9,763.57 10,035.82 $2,330,179,000 $2,494,043,500 $163,864,500 7.03% Page 16 of 261 Agency Total by Program 410 Corrections, Department of 19-21 Biennial Budget ANNUAL SUMMARY Source of Funds Prior Year Actual Adjusted Base 1st Year Total 2nd Year Total BIENNIAL SUMMARY 1st Year FTE 2nd Year FTE Base Year Doubled (BYD) Biennial Request Change From Change From (BYD) BYD % 02 PAROLE COMMISSION Non Federal GPR $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% PGM 02 Total $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% GPR $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% S Total - Non Federal S S Page 17 of 261 Agency Total by Program 410 Corrections, Department of TOTAL 02 S 19-21 Biennial Budget $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% $748,577 $772,300 $669,200 $669,200 6.00 6.00 $1,544,600 $1,338,400 ($206,200) -13.35% Page 18 of 261 Agency Total by Program 410 Corrections, Department of 19-21 Biennial Budget ANNUAL SUMMARY Source of Funds Prior Year Actual Adjusted Base 1st Year Total BIENNIAL SUMMARY 2nd Year Total 1st Year FTE 2nd Year FTE Base Year Doubled (BYD) Biennial Request Change From (BYD) Change From BYD % 03 JUVENILE CORRECTIONAL SERVICES Non Federal GPR $22,656,812 $27,015,800 $24,451,500 $25,999,400 30.70 30.70 $54,031,600 $50,450,900 ($3,580,700) -6.63% $22,656,812 $27,015,800 $24,451,500 $25,999,400 30.70 30.70 $54,031,600 $50,450,900 ($3,580,700) -6.63% $35,224,987 $45,523,500 $43,446,300 $43,930,900 363.40 363.40 $91,047,000 $87,377,200 ($3,669,800) -4.03% A $3,207,579 $7,763,400 $4,599,600 $4,852,100 0.00 0.00 $15,526,800 $9,451,700 ($6,075,100) -39.13% S $32,017,408 $37,760,100 $38,846,700 $39,078,800 363.40 363.40 $75,520,200 $77,925,500 $2,405,300 3.18% $57,881,799 $72,539,300 $67,897,800 $69,930,300 394.10 394.10 $145,078,600 $137,828,100 ($7,250,500) -5.00% A $3,207,579 $7,763,400 $4,599,600 $4,852,100 0.00 0.00 $15,526,800 $9,451,700 ($6,075,100) -39.13% S $54,674,220 $64,775,900 $63,298,200 $65,078,200 394.10 394.10 $129,551,800 $128,376,400 ($1,175,400) -0.91% $17,600 $78,200 $81,700 $81,700 1.00 1.00 $156,400 $163,400 $7,000 4.48% $17,600 $78,200 $81,700 $81,700 1.00 1.00 $156,400 $163,400 $7,000 4.48% S PR Total - Non Federal Federal PR S Page 19 of 261 Agency Total by Program 410 Corrections, Department of 19-21 Biennial Budget Total - Federal $17,600 $78,200 $81,700 $81,700 1.00 1.00 $156,400 $163,400 $7,000 4.48% S $17,600 $78,200 $81,700 $81,700 1.00 1.00 $156,400 $163,400 $7,000 4.48% PGM 03 Total $57,899,399 $72,617,500 $67,979,500 $70,012,000 395.10 395.10 $145,235,000 $137,991,500 ($7,243,500) -4.99% GPR $22,656,812 $27,015,800 $24,451,500 $25,999,400 30.70 30.70 $54,031,600 $50,450,900 ($3,580,700) -6.63% $22,656,812 $27,015,800 $24,451,500 $25,999,400 30.70 30.70 $54,031,600 $50,450,900 ($3,580,700) -6.63% $35,242,587 $45,601,700 $43,528,000 $44,012,600 364.40 364.40 $91,203,400 $87,540,600 ($3,662,800) -4.02% A $3,207,579 $7,763,400 $4,599,600 $4,852,100 0.00 0.00 $15,526,800 $9,451,700 ($6,075,100) -39.13% S $32,035,008 $37,838,300 $38,928,400 $39,160,500 364.40 364.40 $75,676,600 $78,088,900 $2,412,300 3.19% $57,899,399 $72,617,500 $67,979,500 $70,012,000 395.10 395.10 $145,235,000 $137,991,500 ($7,243,500) -4.99% A $3,207,579 $7,763,400 $4,599,600 $4,852,100 0.00 0.00 $15,526,800 $9,451,700 ($6,075,100) -39.13% S $54,691,820 $64,854,100 $63,379,900 $65,159,900 395.10 395.10 $129,708,200 $128,539,800 ($1,168,400) -0.90% S PR TOTAL 03 Page 20 of 261 Agency Total by Program 410 Corrections, Department of Agency Total $1,219,128,717 19-21 Biennial Budget $1,276,230,700 $1,335,199,700 $1,373,676,500 10,164.67 Page 21 of 261 10,436.92 $2,552,461,400 $2,708,876,200 $156,414,800 6.13% Agency Total by Decision Item Department of Corrections 19-21 Biennial Budget Decision Item 1st Year Total 2000 Adjusted Base Funding Level 2nd Year Total $1,276,230,700 $1,276,230,700 3001 Turnover Reduction 1st Year FTE 2nd Year FTE 10,127.97 10,127.97 ($11,940,500) ($11,940,500) 0.00 0.00 ($178,700) ($238,300) (2.00) (2.00) ($46,769,300) ($46,769,300) 0.00 0.00 $64,679,700 $64,679,700 0.00 0.00 $8,775,900 $8,775,900 0.00 0.00 $0 $0 0.00 0.00 4502 Food $598,300 $1,221,400 0.00 0.00 4503 Rent ($36,200) $590,700 0.00 0.00 $3,271,500 $3,322,900 0.00 0.00 4513 Variable Non-Food Health $28,270,900 $38,044,600 0.00 0.00 4514 Full Funding Contract Beds $8,425,300 $16,403,100 0.00 0.00 $37,600 $37,600 0.00 0.00 3002 Removal of Noncontinuing Elements from the Base 3003 Full Funding of Continuing Position Salaries and Fringe Benefits 3007 Overtime 3008 Night and Weekend Differential Pay 3011 Minor Transfers Within the Same Alpha Appropriation 4510 Variable Non-Food 4520 Full Funding Columbia Correctional Institution Health Services Unit Expansion Page 22 of 261 Agency Total by Decision Item Department of Corrections 19-21 Biennial Budget 4521 Full Funding Oshkosh Correctional Institution Health Services Unit Expansion $94,600 $94,600 0.00 0.00 $163,000 $163,000 0.00 0.00 $3,535,900 $3,535,900 0.00 0.00 4532 Repair and Maintenance for Institutions $357,200 $546,800 0.00 0.00 4533 New Employees Policy - Fingerprinting $125,800 $13,600 0.00 0.00 5000 Program Revenue Re-Estimates $595,600 $1,855,800 0.00 0.00 5100 Realignment - Department-wide $0 $0 0.00 0.00 $1,045,300 $2,824,400 26.95 26.95 $0 $410,400 0.00 11.25 $489,800 $600,300 11.75 11.75 $0 $14,224,200 0.00 261.00 $325,100 $399,100 0.00 0.00 ($2,897,800) ($1,350,100) 0.00 0.00 $1,335,199,700 $1,373,676,500 10,164.67 10,436.92 4522 Full Funding GPS Tracking Re-Estimate 4531 Risk Management Premium Re-Estimate 5701 RCI HSU Expansion 5702 WSPF Programming Expansion 5703 CCI Restrictive Housing and HSU Staffing 5704 Lincoln County Correctional Institution (Adult) 5901 Mendota Juvenile Treatment Center 5902 Serious Juvenile Offender Re-Estimate TOTAL Page 23 of 261 GPR Earned 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services DATE September 12, 2018 Revenue Opening Balance Telephone Revenue Miscellaneous Revenue Prior year GPR Refuns/Other Misc. Total Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 $2,519,900 $2,550,000 $2,550,000 $2,550,000 $98,400 $50,000 $50,000 $50,000 $462,800 $200,000 $200,000 $200,000 $3,081,100 $2,800,000 $2,800,000 $2,800,000 Page 24 of 261 GPR Earned 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services DATE September 11, 2018 Revenue Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 $600 $0 $0 $0 Milk Program $257,400 $200,000 $200,000 $200,000 Total $258,000 $200,000 $200,000 $200,000 Prior Year GPR Refunds/Misc. Page 25 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 20 Victim notification SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $682,300 $682,300 $682,300 $682,300 Total Revenue $682,300 $682,300 $682,300 $682,300 Expenditures $682,300 $682,300 $0 $0 $0 $0 $682,300 $682,300 $682,300 $682,300 $682,300 $682,300 $0 $0 $0 $0 2000 Adjusted Base Funding Level Total Expenditures Closing Balance Page 26 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 22 Waupun central warehouse SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $150,100 $536,200 $535,100 $325,300 Revenue Collected $7,390,100 $7,600,000 $7,800,000 $8,000,000 Total Revenue $7,540,200 $8,136,200 $8,335,100 $8,325,300 Expenditures $7,004,000 $7,601,100 $0 $0 Compensation Reserve $0 $0 $10,300 $20,800 Health Insurance Reserves $0 $0 $3,200 $9,600 Municipal Services Reserve $0 $0 $3,600 $3,600 5000 Program Revenue Re-Estimates $0 $0 $500,000 $700,000 4503 Rent $0 $0 $100 $300 5100 Realignment - Department-wide $0 $0 ($231,300) ($231,300) Page 27 of 261 3007 Overtime $0 $0 $18,200 $18,200 3008 Night and Weekend Differential Pay $0 $0 $300 $300 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $54,300 $54,300 2000 Adjusted Base Funding Level $0 $0 $7,651,100 $7,651,100 $7,004,000 $7,601,100 $8,009,800 $8,226,900 $536,200 $535,100 $325,300 $98,400 Total Expenditures Closing Balance Page 28 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 23 American Indian reintegration SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $50,000 $50,000 $50,000 $50,000 Total Revenue $50,000 $50,000 $50,000 $50,000 Expenditures $50,000 $50,000 $0 $0 $0 $0 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $0 $0 $0 $0 2000 Adjusted Base Funding Level Total Expenditures Closing Balance Page 29 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 24 Home detention services; supv SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $157,100 $123,600 $123,800 $191,300 Program Revenue Collected $148,700 $220,000 $220,000 $220,000 Total Revenue $305,800 $343,600 $343,800 $411,300 Expenditures $182,200 $219,800 $0 $0 2000 Adjusted Base Funding Level $0 $0 $154,800 $154,800 Health Insurance Reserves $0 $0 $200 $500 Compensation Reserve $0 $0 $1,900 $3,800 5100 Realignment - Department-wide $0 $0 $0 $0 4503 Rent $0 $0 $400 $800 3008 Night and Weekend Differential Pay $0 $0 $700 $700 Page 30 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 ($5,500) ($5,500) Total Expenditures $182,200 $219,800 $152,500 $155,100 Closing Balance $123,600 $123,800 $191,300 $256,200 Page 31 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 27 GPS devices-restraining orders SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $53,200 $62,200 $62,200 $62,200 Program Revenue Collected $10,400 $15,000 $15,000 $15,000 Total Revenue $63,600 $77,200 $77,200 $77,200 Expenditures $1,400 $15,000 $0 $0 2000 Adjusted Base Funding Level $0 $0 $139,400 $139,400 Appropriation Adjustment $0 $0 ($124,400) ($124,400) $1,400 $15,000 $15,000 $15,000 $62,200 $62,200 $62,200 $62,200 Total Expenditures Closing Balance Page 32 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 29 Prison industries principal repayment, interest and rebates SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $0 $0 $0 $0 Revenue Collected $95,600 $90,000 $93,500 $93,500 Total Revenue $95,600 $90,000 $93,500 $93,500 Expenditures $95,600 $90,000 $0 $0 $0 $0 $93,500 $93,500 $95,600 $90,000 $93,500 $93,500 $0 $0 $0 $0 2000 Adjusted Base Funding Level Total Expenditures Closing Balance Page 33 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 30 Canteen operations SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $8,600 $372,800 $537,100 $300,100 Revenue Collected $364,200 $500,000 $750,000 $750,000 Total Revenue $372,800 $872,800 $1,287,100 $1,050,100 Expenditures $0 $335,700 $0 $0 Health Insurance Reserves $0 $0 $3,300 $10,000 Compensation Reserve $0 $0 $6,000 $12,000 5000 Program Revenue Re-Estimates $0 $0 $600,000 $600,000 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $3,600 $3,600 2000 Adjusted Base Funding Level $0 $0 $374,100 $374,100 Page 34 of 261 Total Expenditures Closing Balance $0 $335,700 $987,000 $999,700 $372,800 $537,100 $300,100 $50,400 Page 35 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 31 Correctional farms SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $6,714,600 $6,897,000 $5,398,700 $3,374,300 Revenue Collected $5,366,800 $4,000,000 $5,000,000 $5,000,000 Total Revenue $12,081,400 $10,897,000 $10,398,700 $8,374,300 Expenditures $5,184,400 $5,498,300 $0 $0 Compensation Reserve $0 $0 $13,700 $27,600 Health Insurance Reserves $0 $0 $7,900 $24,200 Municipal Services Reserve $0 $0 $3,200 $3,200 5100 Realignment - Department-wide $0 $0 $673,400 $673,400 4503 Rent $0 $0 $1,900 $2,500 3007 Overtime $0 $0 $19,600 $19,600 Page 36 of 261 3011 Minor Transfers Within the Same Alpha Appropriation $0 $0 $0 $0 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $37,800 $37,800 3008 Night and Weekend Differential Pay $0 $0 $7,100 $7,100 2000 Adjusted Base Funding Level $0 $0 $6,259,800 $6,259,800 Total Expenditures $5,184,400 $5,498,300 $7,024,400 $7,055,200 Closing Balance $6,897,000 $5,398,700 $3,374,300 $1,319,100 Page 37 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 32 Operations and maintenance SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $24,600 $11,300 Program Revenue Collected $508,800 $534,600 $534,600 $534,600 Total Revenue $508,800 $534,600 $559,200 $545,900 Expenditures $508,800 $510,000 $0 $0 Appropriation Adjustment $0 $0 $0 ($15,700) 4503 Rent $0 $0 $13,300 $27,000 2000 Adjusted Base Funding Level $0 $0 $534,600 $534,600 $508,800 $510,000 $547,900 $545,900 $0 $24,600 $11,300 $0 Total Expenditures Closing Balance Page 38 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 33 Gifts and grants SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $47,100 $37,600 $33,300 $22,600 Revenue Collected $2,400 $7,700 $7,700 $7,700 Total Revenue $49,500 $45,300 $41,000 $30,300 Expenditures $11,900 $12,000 $0 $0 Appropriation Adjustment $0 $0 ($15,000) ($15,000) 2000 Adjusted Base Funding Level $0 $0 $33,400 $33,400 Total Expenditures $11,900 $12,000 $18,400 $18,400 Closing Balance $37,600 $33,300 $22,600 $11,900 Page 39 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 34 Prison industries SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance ($2,661,100) ($2,508,700) ($2,268,900) ($2,130,400) Revenue Collected $18,333,300 $19,000,000 $20,000,000 $20,500,000 Total Revenue $15,672,200 $16,491,300 $17,731,100 $18,369,600 Expenditures $18,180,900 $18,760,200 $0 $0 Compensation Reserve $0 $0 $81,000 $163,800 Health Insurance Reserves $0 $0 $25,200 $25,200 Municipal Services Reserve $0 $0 $24,400 $24,400 3001 Turnover Reduction $0 $0 ($103,000) ($103,000) 4503 Rent $0 $0 $5,800 $11,600 5000 Program Revenue Re-Estimates $0 $0 ($2,750,000) ($2,250,000) Page 40 of 261 5100 Realignment - Department-wide $0 $0 ($442,100) ($442,100) 3007 Overtime $0 $0 $113,100 $113,100 3008 Night and Weekend Differential Pay $0 $0 $7,100 $7,100 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $191,200 $191,200 2000 Adjusted Base Funding Level $0 $0 $22,708,800 $22,708,800 Total Expenditures $18,180,900 $18,760,200 $19,861,500 $20,450,100 Closing Balance ($2,508,700) ($2,268,900) ($2,130,400) ($2,080,500) Page 41 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 35 Central generating plant SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $2,633,100 $3,089,000 $2,332,600 $1,402,900 Revenue Collected $3,959,300 $4,000,000 $4,000,000 $4,000,000 Total Revenue $6,592,400 $7,089,000 $6,332,600 $5,402,900 Expenditures $3,503,400 $4,756,400 $0 $0 Municipal Services Reserve $0 $0 $1,600 $1,600 Health Insurance Reserves $0 $0 $6,300 $19,300 Compensation Reserve $0 $0 $20,800 $42,100 3008 Night and Weekend Differential Pay $0 $0 $16,300 $16,300 3007 Overtime $0 $0 $65,000 $65,000 Page 42 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $6,900 $6,900 2000 Adjusted Base Funding Level $0 $0 $4,812,800 $4,812,800 Total Expenditures $3,503,400 $4,756,400 $4,929,700 $4,964,000 Closing Balance $3,089,000 $2,332,600 $1,402,900 $438,900 Page 43 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 39 Administration of restitution SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $79,100 $20,800 $0 $0 Program Revenue Collected $584,900 $600,000 $600,000 $600,000 Total Revenue $664,000 $620,800 $600,000 $600,000 Expenditures $643,200 $620,800 $0 $0 2000 Adjusted Base Funding Level $0 $0 $871,200 $871,200 Appropriation Adjustment $0 $0 ($327,400) ($345,300) Health Insurance Reserves $0 $0 $2,500 $7,700 Compensation Reserve $0 $0 $11,300 $23,000 4503 Rent $0 $0 $1,000 $2,000 Page 44 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits Total Expenditures Closing Balance $0 $0 $41,400 $41,400 $643,200 $620,800 $600,000 $600,000 $20,800 $0 $0 $0 Page 45 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 43 Interstate compact adult offnd SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $5,100 $22,700 $22,700 $6,800 Program Revenue Collected $293,800 $300,000 $300,000 $300,000 Total Revenue $298,900 $322,700 $322,700 $306,800 Expenditures $276,200 $300,000 $0 $0 2000 Adjusted Base Funding Level $0 $0 $375,900 $375,900 Appropriation Adjustment $0 $0 ($60,000) ($69,100) $276,200 $300,000 $315,900 $306,800 $22,700 $22,700 $6,800 $0 Total Expenditures Closing Balance Page 46 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 66 Correctional institution enterprises; inmate activities and employment SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $4,562,900 $7,641,600 $5,502,200 $3,708,700 Revenue Collected $3,095,100 $3,095,100 $3,500,000 $3,500,000 Total Revenue $7,658,000 $10,736,700 $9,002,200 $7,208,700 $16,400 $5,234,500 $0 $0 Municipal Services Reserve $0 $0 $200 $200 Appropriation Adjustment $0 $0 $2,500,000 $3,500,000 Compensation Reserve $0 $0 $2,200 $4,400 Health Insurance Reserves $0 $0 $1,100 $3,300 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $10,100 $10,100 Expenditures Page 47 of 261 2000 Adjusted Base Funding Level Total Expenditures Closing Balance $0 $0 $2,779,900 $2,779,900 $16,400 $5,234,500 $5,293,500 $6,297,900 $7,641,600 $5,502,200 $3,708,700 $910,800 Page 48 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 67 Interagency and intra-agency programs SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $7,860,800 $10,000,700 $7,724,100 $6,846,500 Program Revenue Collected $17,346,200 $14,500,000 $14,500,000 $14,500,000 Total Revenue $25,207,000 $24,500,700 $22,224,100 $21,346,500 Expenditures $15,206,300 $16,776,600 $0 $0 Health Insurance Reserves $0 $0 $10,400 $31,700 Appropriation Adjustment $0 $0 $13,000,000 $12,000,000 Compensation Reserve $0 $0 $28,500 $57,700 4531 Risk Management Premium Re-Estimate $0 $0 $400 $400 Municipal Services Reserve $0 $0 $1,100 $1,100 Page 49 of 261 3011 Minor Transfers Within the Same Alpha Appropriation $0 $0 $0 $0 3007 Overtime $0 $0 $2,100 $2,100 3008 Night and Weekend Differential Pay $0 $0 $4,100 $4,100 2000 Adjusted Base Funding Level $0 $0 $2,283,700 $2,283,700 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $47,300 $47,300 Total Expenditures $15,206,300 $16,776,600 $15,377,600 $14,428,100 Closing Balance $10,000,700 $7,724,100 $6,846,500 $6,918,400 Page 50 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 80 Correctional officer training SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $51,500 $0 Program Revenue Collected $2,468,100 $2,468,100 $2,468,100 $2,468,100 Total Revenue $2,468,100 $2,468,100 $2,519,600 $2,468,100 Expenditures $2,468,100 $2,416,600 $0 $0 Appropriation Adjustment $0 $0 ($134,400) ($230,200) Health Insurance Reserves $0 $0 $1,600 $5,000 Compensation Reserve $0 $0 $39,900 $80,800 4503 Rent $0 $0 ($2,300) ($2,300) 3007 Overtime $0 $0 $6,200 $6,200 3008 Night and Weekend Differential Pay $0 $0 $100 $100 Page 51 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $65,500 $65,500 2000 Adjusted Base Funding Level $0 $0 $2,543,000 $2,543,000 $2,468,100 $2,416,600 $2,519,600 $2,468,100 $0 $51,500 $0 $0 Total Expenditures Closing Balance Page 52 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 81 Victim services and programs SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $218,500 $218,500 $218,500 $218,500 Total Revenue $218,500 $218,500 $218,500 $218,500 Expenditures $218,500 $218,500 $0 $0 Health Insurance Reserves $0 $0 $1,300 $4,000 4531 Risk Management Premium Re-Estimate $0 $0 $1,000 $1,000 Compensation Reserve $0 $0 $4,200 $8,500 Appropriation Adjustment $0 $0 ($105,600) ($112,600) 3007 Overtime $0 $0 $30,100 $30,100 3008 Night and Weekend Differential Pay $0 $0 $1,800 $1,800 Page 53 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $60,700 $60,700 2000 Adjusted Base Funding Level $0 $0 $225,000 $225,000 $218,500 $218,500 $218,500 $218,500 $0 $0 $0 $0 Total Expenditures Closing Balance Page 54 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 82 Sex offender management SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $181,100 $265,700 $345,700 $231,600 Program Revenue Collected $993,700 $995,000 $995,000 $995,000 $1,174,800 $1,260,700 $1,340,700 $1,226,600 $909,100 $915,000 $0 $0 2000 Adjusted Base Funding Level $0 $0 $909,100 $909,100 5000 Program Revenue Re-Estimates $0 $0 $200,000 $200,000 5100 Realignment - Department-wide $0 $0 $0 $0 Total Expenditures $909,100 $915,000 $1,109,100 $1,109,100 Closing Balance $265,700 $345,700 $231,600 $117,500 Total Revenue Expenditures Page 55 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 84 Telephone company commissions SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $871,800 $2,108,800 $2,279,200 $1,149,600 Revenue Collected $1,271,200 $1,275,000 $1,275,000 $1,275,000 Total Revenue $2,143,000 $3,383,800 $3,554,200 $2,424,600 $34,200 $1,104,600 $0 $0 5000 Program Revenue Re-Estimates $0 $0 $1,000,000 $1,000,000 2000 Adjusted Base Funding Level $0 $0 $1,404,600 $1,404,600 $34,200 $1,104,600 $2,404,600 $2,404,600 $2,108,800 $2,279,200 $1,149,600 $20,000 Expenditures Total Expenditures Closing Balance Page 56 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 85 General operations SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $3,103,300 $6,955,000 $6,453,800 $3,383,200 Revenue Collected $3,863,800 $3,900,000 $3,900,000 $3,900,000 Total Revenue $6,967,100 $10,855,000 $10,353,800 $7,283,200 $12,100 $4,401,200 $0 $0 Compensation Reserve $0 $0 $3,400 $6,900 Municipal Services Reserve $0 $0 $7,700 $7,700 4503 Rent $0 $0 $100 $100 5000 Program Revenue Re-Estimates $0 $0 $1,500,000 $1,800,000 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $13,500 $13,500 Expenditures Page 57 of 261 2000 Adjusted Base Funding Level Total Expenditures Closing Balance $0 $0 $5,445,900 $5,445,900 $12,100 $4,401,200 $6,970,600 $7,274,100 $6,955,000 $6,453,800 $3,383,200 $9,100 Page 58 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 87 Probation, parole and extended supervision SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $1,819,600 $5,050,500 $3,546,200 $3,553,100 Program Revenue Collected $8,013,600 $8,300,000 $8,300,000 $8,300,000 Total Revenue $9,833,200 $13,350,500 $11,846,200 $11,853,100 Expenditures $4,782,700 $9,804,300 $0 $0 2000 Adjusted Base Funding Level $0 $0 $5,286,000 $5,286,000 Health Insurance Reserves $0 $0 $400 $1,200 Compensation Reserve $0 $0 $1,900 $3,800 4531 Risk Management Premium Re-Estimate $0 $0 $400 $400 5000 Program Revenue Re-Estimates $0 $0 $3,000,000 $3,000,000 Page 59 of 261 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 $4,400 $4,400 Total Expenditures $4,782,700 $9,804,300 $8,293,100 $8,295,800 Closing Balance $5,050,500 $3,546,200 $3,553,100 $3,557,300 Page 60 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 88 Sex offender honesty testing SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $9,600 $5,000 $4,000 $2,200 Program Revenue Collected $167,700 $175,000 $175,000 $175,000 Total Revenue $177,300 $180,000 $179,000 $177,200 Expenditures $172,300 $176,000 $0 $0 Appropriation Adjustment $0 $0 ($164,000) ($164,000) 2000 Adjusted Base Funding Level $0 $0 $340,800 $340,800 $172,300 $176,000 $176,800 $176,800 $5,000 $4,000 $2,200 $400 Total Expenditures Closing Balance Page 61 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 01 Adult correctional services 91 GPS devices-sex offenders SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $26,600 $5,000 $5,000 $0 Program Revenue Collected $228,500 $230,000 $230,000 $230,000 Total Revenue $255,100 $235,000 $235,000 $230,000 Expenditures $250,100 $230,000 $0 $0 Appropriation Adjustment $0 $0 ($54,200) ($68,000) 5100 Realignment - Department-wide $0 $0 $0 $0 4522 Full Funding GPS Tracking Re-Estimate $0 $0 $7,700 $7,700 2000 Adjusted Base Funding Level $0 $0 $281,500 $281,500 $250,100 $230,000 $235,000 $221,200 $5,000 $5,000 $0 $8,800 Total Expenditures Closing Balance Page 62 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 20 Secure detention services SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 ($4,200) ($3,700) $0 Program Revenue Collected $27,400 $28,000 $28,000 $28,000 Total Revenue $27,400 $23,800 $24,300 $28,000 Expenditures $31,600 $27,500 $0 $0 Appropriation Adjustment $0 $0 ($175,700) ($172,000) 2000 Adjusted Base Funding Level $0 $0 $200,000 $200,000 Total Expenditures $31,600 $27,500 $24,300 $28,000 Closing Balance ($4,200) ($3,700) $0 $0 Page 63 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 21 Purchase of services-community SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $52,800 $55,000 $55,000 $55,000 Total Revenue $52,800 $55,000 $55,000 $55,000 Expenditures $52,800 $55,000 $0 $0 2000 Adjusted Base Funding Level $0 $0 $299,000 $299,000 Appropriation Adjustment $0 $0 ($244,000) ($244,000) $52,800 $55,000 $55,000 $55,000 $0 $0 $0 $0 Total Expenditures Closing Balance Page 64 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 23 Juvenile operations SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance ($5,204,900) ($7,037,000) ($8,348,100) ($7,891,300) Program Revenue Collected $25,178,500 $25,700,000 $32,570,700 $33,375,400 Total Revenue $19,973,600 $18,663,000 $24,222,600 $25,484,100 Expenditures $27,010,600 $27,011,100 $0 $0 Compensation Reserve $0 $0 $339,500 $686,900 Municipal Services Reserve $0 $0 $15,000 $15,000 4510 Variable Non-Food $0 $0 ($52,000) ($52,000) 4513 Variable Non-Food Health $0 $0 $219,700 $355,300 4531 Risk Management Premium Re-Estimate $0 $0 $463,600 $463,600 3001 Turnover Reduction $0 $0 ($330,900) ($330,900) Page 65 of 261 5000 Program Revenue Re-Estimates $0 $0 ($263,000) ($263,000) 3007 Overtime $0 $0 $2,153,200 $2,153,200 5901 Mendota Juvenile Treatment Center $0 $0 $325,100 $399,100 3008 Night and Weekend Differential Pay $0 $0 $235,900 $235,900 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 ($1,425,900) ($1,425,900) 4503 Rent $0 $0 $3,200 $4,300 4502 Food $0 $0 ($113,400) ($107,000) 2000 Adjusted Base Funding Level $0 $0 $30,426,200 $30,426,200 Health Insurance Reserves $0 $0 $117,700 $359,000 Total Expenditures $27,010,600 $27,011,100 $32,113,900 $32,919,700 Closing Balance ($7,037,000) ($8,348,100) ($7,891,300) ($7,435,600) Page 66 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 24 Juvenile alt care services SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $143,000 $0 ($825,000) $0 Program Revenue Collected $3,064,600 $2,375,000 $5,424,600 $4,852,100 Total Revenue $3,207,600 $2,375,000 $4,599,600 $4,852,100 Expenditures $3,207,600 $3,200,000 $0 $0 5000 Program Revenue Re-Estimates $0 $0 ($3,163,800) ($2,911,300) 2000 Adjusted Base Funding Level $0 $0 $7,763,400 $7,763,400 $3,207,600 $3,200,000 $4,599,600 $4,852,100 $0 ($825,000) $0 $0 Total Expenditures Closing Balance Page 67 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 25 Juvenile purchased services SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $0 $0 $0 $0 Program Revenue Collected $0 $0 $59,300 $59,300 Total Revenue $0 $0 $59,300 $59,300 Expenditures $0 $0 $0 $0 2000 Adjusted Base Funding Level $0 $0 $59,300 $59,300 Total Expenditures $0 $0 $59,300 $59,300 Closing Balance $0 $0 $0 $0 Page 68 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 26 Juvenile utilities and heating SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $326,200 $325,000 $340,300 $348,000 Total Revenue $326,200 $325,000 $340,300 $348,000 Expenditures $326,200 $325,000 $0 $0 5000 Program Revenue Re-Estimates $0 $0 ($27,600) ($19,900) 2000 Adjusted Base Funding Level $0 $0 $367,900 $367,900 $326,200 $325,000 $340,300 $348,000 $0 $0 $0 $0 Total Expenditures Closing Balance Page 69 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 27 Juvenile institutional repair and maintenance SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $0 $0 $0 $0 Program Revenue Collected $151,200 $152,000 $316,900 $316,900 Total Revenue $151,200 $152,000 $316,900 $316,900 Expenditures $151,200 $152,000 $0 $0 $0 $0 $316,900 $316,900 $151,200 $152,000 $316,900 $316,900 $0 $0 $0 $0 2000 Adjusted Base Funding Level Total Expenditures Closing Balance Page 70 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 29 Juvenile community supervision SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance ($129,500) ($22,000) $28,200 $0 Program Revenue Collected $3,842,000 $3,925,000 $4,705,700 $4,705,700 Total Revenue $3,712,500 $3,903,000 $4,733,900 $4,705,700 Expenditures $3,734,500 $3,874,800 $0 $0 Compensation Reserve $0 $0 $61,500 $124,400 Appropriation Adjustment $0 $0 ($460,200) ($598,400) Health Insurance Reserves $0 $0 $19,400 $59,200 4531 Risk Management Premium Re-Estimate $0 $0 $26,600 $26,600 4503 Rent $0 $0 ($15,300) ($8,000) 3008 Night and Weekend Differential Pay $0 $0 $6,600 $6,600 Page 71 of 261 3007 Overtime $0 $0 $30,800 $30,800 2000 Adjusted Base Funding Level $0 $0 $5,071,700 $5,071,700 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 ($7,200) ($7,200) $3,734,500 $3,874,800 $4,733,900 $4,705,700 ($22,000) $28,200 $0 $0 Total Expenditures Closing Balance Page 72 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 30 Canteen operations SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate Opening Balance $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 Expenditures $0 $0 $0 $0 Appropriation Adjustment $0 $0 ($2,300) ($2,300) 2000 Adjusted Base Funding Level $0 $0 $2,300 $2,300 Total Expenditures $0 $0 $0 $0 Closing Balance $0 $0 $0 $0 Page 73 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 32 Activity therapy SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $34,600 $35,700 $34,700 $0 $8,100 $8,000 $8,000 $8,000 Total Revenue $42,700 $43,700 $42,700 $8,000 Expenditures $7,000 $9,000 $0 $0 Appropriation Adjustment $0 $0 ($135,100) ($169,800) 2000 Adjusted Base Funding Level $0 $0 $177,800 $177,800 $7,000 $9,000 $42,700 $8,000 $35,700 $34,700 $0 $0 Program Revenue Collected Total Expenditures Closing Balance Page 74 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 33 Gifts and grants SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate $33,300 $33,500 $30,200 $0 $200 $200 $200 $200 $33,500 $33,700 $30,400 $200 Expenditures $0 $3,500 $0 $0 Appropriation Adjustment $0 $0 $22,700 ($7,500) 2000 Adjusted Base Funding Level $0 $0 $7,700 $7,700 Total Expenditures $0 $3,500 $30,400 $200 $33,500 $30,200 $0 $0 Program Revenue Collected Total Revenue Closing Balance Page 75 of 261 Program Revenue 19-21 Biennial Budget CODES TITLES DEPARTMENT 410 Department of Corrections PROGRAM 03 Juvenile correctional services 67 Interagency and intra-agency programs SUBPROGRAM NUMERIC APPROPRIATION Revenue and Expenditures Opening Balance Prior Year Actuals Base Year Estimate 1st Year Estimate 2nd Year Estimate ($503,600) ($492,400) ($489,400) ($473,800) Program Revenue Collected $714,600 $715,000 $715,000 $715,000 Total Revenue $211,000 $222,600 $225,600 $241,200 Expenditures $703,400 $712,000 $0 $0 Compensation Reserve $0 $0 $8,200 $16,600 Appropriation Adjustment $0 $0 $0 ($472,000) Health Insurance Reserves $0 $0 $2,700 $8,100 3003 Full Funding of Continuing Position Salaries and Fringe Benefits $0 $0 ($142,800) ($142,800) 2000 Adjusted Base Funding Level $0 $0 $831,300 $831,300 Page 76 of 261 Total Expenditures Closing Balance $703,400 $712,000 $699,400 $241,200 ($492,400) ($489,400) ($473,800) $0 Page 77 of 261 Decision Item (DIN) - 2000 Decision Item (DIN) Title - Adjusted Base Funding Level NARRATIVE Adjusted Base Funding Level Page 78 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 2000 19-21 Biennial Budget TITLES Adjusted Base Funding Level Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $540,017,300 $540,017,300 02 Turnover $0 $0 03 Project Position Salaries $0 $0 $10,576,500 $10,576,500 05 Fringe Benefits $247,550,400 $247,550,400 06 Supplies and Services $201,617,300 $201,617,300 $3,812,300 $3,812,300 $640,200 $640,200 $40,928,100 $40,928,100 $4,923,700 $4,923,700 $0 $0 12 Debt Service $67,737,700 $67,737,700 13 Food 3000 $30,806,600 $30,806,600 $103,927,400 $103,927,400 $3,805,700 $3,805,700 $19,887,500 $19,887,500 $1,276,230,700 $1,276,230,700 04 LTE/Misc. Salaries 07 Permanent Property 08 Unalloted Reserve 09 Aids to Individuals Organizations 10 Local Assistance 11 One-time Financing 14 Variable non-food 3000 15 Internal services 3000 16 Rent (lease and state owned) 3000 17 Total Cost Page 79 of 261 18 Project Positions Authorized 19 Classified Positions Authorized 20 Unclassified Positions Authorized Page 80 of 261 2.00 2.00 10,109.97 10,109.97 16.00 16.00 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2000 01 2nd Year Total 1st Year FTE 2nd Year FTE Adjusted Base Funding Level Adult correctional services 01 General program operations $804,118,600 $804,118,600 7,671.59 7,671.59 02 Services for community corrections $159,272,700 $159,272,700 1,844.38 1,844.38 $4,934,500 $4,934,500 27.00 27.00 04 Reimbursement claims of counties containing state prisons $41,000 $41,000 0.00 0.00 05 Pharmacological treatment for certain child sex offenders $58,900 $58,900 0.00 0.00 06 Energy costs; energy-related assessments $25,438,700 $25,438,700 0.00 0.00 07 Principal repayment and interest $64,571,300 $64,571,300 0.00 0.00 $4,333,800 $4,333,800 0.00 0.00 11 Purchased services for offenders $31,190,000 $31,190,000 0.00 0.00 12 Becky Young community corrections; recidivism reduction community services $11,510,000 $11,510,000 9.00 9.00 13 Electric energy derived from r $560,800 $560,800 0.00 0.00 $21,498,100 $21,498,100 0.00 0.00 16 Reimbursing counties for probation, extended supervision and parole holds $4,885,700 $4,885,700 0.00 0.00 19 Mother-young child care program $198,000 $198,000 0.00 0.00 03 Services for drunken driving offenders 10 Institutional repair and maintenance 14 Corrections contracts and agreements Page 81 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections 20 Victim notification $682,300 $682,300 0.00 0.00 $7,651,100 $7,651,100 9.00 9.00 $50,000 $50,000 0.00 0.00 24 Home detention services; supv $154,800 $154,800 2.20 2.20 27 GPS devices-restraining orders $139,400 $139,400 0.00 0.00 $93,500 $93,500 0.00 0.00 $374,100 $374,100 7.70 7.70 $6,259,800 $6,259,800 11.65 11.65 $534,600 $534,600 0.00 0.00 $33,400 $33,400 0.00 0.00 $22,708,800 $22,708,800 77.85 77.85 $4,812,800 $4,812,800 19.00 19.00 $871,200 $871,200 9.50 9.50 $2,473,100 $2,473,100 2.00 2.00 $86,800 $86,800 0.00 0.00 43 Interstate compact adult offnd $375,900 $375,900 0.00 0.00 66 Correctional institution enterprises; inmate activities and employment $2,779,900 $2,779,900 2.00 2.00 67 Interagency and intra-agency programs $2,283,700 $2,283,700 24.50 24.50 68 Interagency and intra-agency aids $1,427,700 $1,427,700 0.00 0.00 80 Correctional officer training $2,543,000 $2,543,000 4.00 4.00 22 Waupun central warehouse 23 American Indian reintegration 29 Prison industries principal repayment, interest and rebates 30 Canteen operations 31 Correctional farms 32 Operations and maintenance 33 Gifts and grants 34 Prison industries 35 Central generating plant 39 Administration of restitution 41 Federal project operations 42 Federal program operations Page 82 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections 81 Victim services and programs $225,000 $225,000 3.00 3.00 82 Sex offender management $909,100 $909,100 0.00 0.00 84 Telephone company commissions $1,404,600 $1,404,600 0.00 0.00 85 General operations $5,445,900 $5,445,900 0.50 0.50 87 Probation, parole and extended supervision $5,286,000 $5,286,000 2.00 2.00 88 Sex offender honesty testing $340,800 $340,800 0.00 0.00 91 GPS devices-sex offenders $281,500 $281,500 0.00 0.00 $1,202,840,900 $1,202,840,900 9,726.87 9,726.87 $772,300 $772,300 6.00 6.00 $772,300 $772,300 6.00 6.00 $3,462,400 $3,462,400 30.70 30.70 04 Serious juvenile offenders $19,077,000 $19,077,000 0.00 0.00 05 Mendota juvenile treatment center $1,365,500 $1,365,500 0.00 0.00 07 Principal repayment and interest $3,072,900 $3,072,900 0.00 0.00 $38,000 $38,000 0.00 0.00 20 Secure detention services $200,000 $200,000 0.00 0.00 21 Purchase of services-community $299,000 $299,000 0.00 0.00 $0 $0 0.00 0.00 Adult correctional services SubTotal 02 Parole commission 01 General program operations Parole commission SubTotal 03 Juvenile correctional services 01 General program operations 08 Reimbursement claims of counties containing juvenile corr facilities 22 Juvenile aftercare Page 83 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections 23 Juvenile operations $30,426,200 $30,426,200 307.30 307.30 $7,763,400 $7,763,400 0.00 0.00 25 Juvenile purchased services $59,300 $59,300 0.00 0.00 26 Juvenile utilities and heating $367,900 $367,900 0.00 0.00 27 Juvenile institutional repair and maintenance $316,900 $316,900 0.00 0.00 $5,071,700 $5,071,700 48.05 48.05 $2,300 $2,300 0.00 0.00 32 Activity therapy $177,800 $177,800 0.00 0.00 33 Gifts and grants $7,700 $7,700 0.00 0.00 41 Federal project operations $48,200 $48,200 1.00 1.00 42 Federal program operations $30,000 $30,000 0.00 0.00 $831,300 $831,300 8.05 8.05 Juvenile correctional services SubTotal $72,617,500 $72,617,500 395.10 395.10 Adjusted Base Funding Level SubTotal $1,276,230,700 $1,276,230,700 10,127.97 10,127.97 Agency Total $1,276,230,700 $1,276,230,700 10,127.97 10,127.97 24 Juvenile alt care services 29 Juvenile community supervision 30 Canteen operations 67 Interagency and intra-agency programs Page 84 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 2000 2nd Year Total 1st Year FTE 2nd Year FTE Adjusted Base Funding Level GPR A $31,388,000 $31,388,000 0.00 0.00 GPR L $4,885,700 $4,885,700 0.00 0.00 GPR S $1,124,126,500 $1,124,126,500 PR A $9,241,100 $9,241,100 0.00 0.00 PR S $103,951,300 $103,951,300 536.30 536.30 PR Federal S $2,638,100 $2,638,100 3.00 3.00 $1,276,230,700 $1,276,230,700 10,127.97 10,127.97 $1,276,230,700 $1,276,230,700 10,127.97 10,127.97 Total Agency Total 1st Year Total Page 85 of 261 9,588.67 9,588.67 Decision Item (DIN) - 3001 Decision Item (DIN) Title - Turnover Reduction NARRATIVE Standard Budget Adjustment - Turnover Reduction Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 3001 19-21 Biennial Budget TITLES Turnover Reduction Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $0 $0 ($11,940,500) ($11,940,500) 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 ($11,940,500) ($11,940,500) 02 Turnover 17 Total Cost Page 87 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 88 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 3001 01 1st Year 2nd Year FTE FTE Turnover Reduction Adult correctional services 01 General program operations ($8,817,400) ($8,817,400) 0.00 0.00 02 Services for community corrections ($2,689,200) ($2,689,200) 0.00 0.00 ($103,000) ($103,000) 0.00 0.00 ($11,609,600) ($11,609,600) 0.00 0.00 ($330,900) ($330,900) 0.00 0.00 Juvenile correctional services SubTotal ($330,900) ($330,900) 0.00 0.00 Turnover Reduction SubTotal ($11,940,500) ($11,940,500) 0.00 0.00 Agency Total ($11,940,500) ($11,940,500) 0.00 0.00 34 Prison industries Adult correctional services SubTotal 03 2nd Year Total Juvenile correctional services 23 Juvenile operations Page 89 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3001 2nd Year Total 2nd Year FTE Turnover Reduction GPR S ($11,506,600) ($11,506,600) 0.00 0.00 PR S ($433,900) ($433,900) 0.00 0.00 ($11,940,500) ($11,940,500) 0.00 0.00 ($11,940,500) ($11,940,500) 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 90 of 261 Decision Item (DIN) - 3002 Decision Item (DIN) Title - Removal of Noncontinuing Elements from the Base NARRATIVE Standard Budget Adjustment - Removal of Noncontinuing Elements from the Base Page 91 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 3002 19-21 Biennial Budget TITLES Removal of Noncontinuing Elements from the Base Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 ($120,400) ($160,500) $0 $0 ($58,300) ($77,800) 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 ($178,700) ($238,300) 03 Project Position Salaries 04 LTE/Misc. Salaries 05 Fringe Benefits 17 Total Cost Page 92 of 261 18 Project Positions Authorized -2.00 -2.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 93 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total 3002 01 1st Year 2nd Year FTE FTE Removal of Noncontinuing Elements from the Base Adult correctional services 41 Federal project operations ($178,700) ($238,300) (2.00) (2.00) Adult correctional services SubTotal ($178,700) ($238,300) (2.00) (2.00) Removal of Noncontinuing Elements from the Base SubTotal ($178,700) ($238,300) (2.00) (2.00) Agency Total ($178,700) ($238,300) (2.00) (2.00) Page 94 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3002 Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Removal of Noncontinuing Elements from the Base PR Federal S ($178,700) ($238,300) (2.00) (2.00) Total ($178,700) ($238,300) (2.00) (2.00) ($178,700) ($238,300) (2.00) (2.00) Page 95 of 261 Decision Item (DIN) - 3003 Decision Item (DIN) Title - Full Funding of Continuing Position Salaries and Fringe Benefits NARRATIVE Standard Budget Adjustment - Full Funding of Continuing Position Salaries and Fringe Benefits Page 96 of 261 Decision Item by Line CODES DEPARTMENT 410 19-21 Biennial Budget TITLES Department of Corrections CODES TITLES 3003 Full Funding of Continuing Position Salaries and Fringe Benefits DECISION ITEM Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost ($50,031,500) ($50,031,500) $0 $0 $160,500 $160,500 $0 $0 $3,101,700 $3,101,700 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 02 Turnover 03 Project Position Salaries 04 LTE/Misc. Salaries 05 Fringe Benefits Page 97 of 261 17 Total Cost ($46,769,300) ($46,769,300) 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 98 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 1st Year 2nd Year FTE FTE Full Funding of Continuing Position Salaries and Fringe Benefits 3003 01 2nd Year Total Adult correctional services 01 General program operations ($47,743,500) ($47,743,500) 0.00 0.00 $1,529,800 $1,529,800 0.00 0.00 ($79,200) ($79,200) 0.00 0.00 12 Becky Young community corrections; recidivism reduction community services $79,200 $79,200 0.00 0.00 22 Waupun central warehouse $54,300 $54,300 0.00 0.00 24 Home detention services; supv ($5,500) ($5,500) 0.00 0.00 30 Canteen operations $3,600 $3,600 0.00 0.00 31 Correctional farms $37,800 $37,800 0.00 0.00 $191,200 $191,200 0.00 0.00 $6,900 $6,900 0.00 0.00 39 Administration of restitution $41,400 $41,400 0.00 0.00 41 Federal project operations $238,300 $238,300 0.00 0.00 66 Correctional institution enterprises; inmate activities and employment $10,100 $10,100 0.00 0.00 67 Interagency and intra-agency programs $47,300 $47,300 0.00 0.00 80 Correctional officer training $65,500 $65,500 0.00 0.00 81 Victim services and programs $60,700 $60,700 0.00 0.00 02 Services for community corrections 03 Services for drunken driving offenders 34 Prison industries 35 Central generating plant Page 99 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections 85 General operations $13,500 $13,500 0.00 0.00 $4,400 $4,400 0.00 0.00 ($45,444,200) ($45,444,200) 0.00 0.00 ($23,800) ($23,800) 0.00 0.00 ($23,800) ($23,800) 0.00 0.00 $271,100 $271,100 0.00 0.00 ($1,425,900) ($1,425,900) 0.00 0.00 ($7,200) ($7,200) 0.00 0.00 $3,500 $3,500 0.00 0.00 ($142,800) ($142,800) 0.00 0.00 Juvenile correctional services SubTotal ($1,301,300) ($1,301,300) 0.00 0.00 Full Funding of Continuing Position Salaries and Fringe Benefits SubTotal ($46,769,300) ($46,769,300) 0.00 0.00 Agency Total ($46,769,300) ($46,769,300) 0.00 0.00 87 Probation, parole and extended supervision Adult correctional services SubTotal 02 Parole commission 01 General program operations Parole commission SubTotal 03 Juvenile correctional services 01 General program operations 23 Juvenile operations 29 Juvenile community supervision 41 Federal project operations 67 Interagency and intra-agency programs Page 100 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3003 2nd Year Total 2nd Year FTE Full Funding of Continuing Position Salaries and Fringe Benefits GPR S ($45,966,400) ($45,966,400) 0.00 0.00 PR S ($1,044,700) ($1,044,700) 0.00 0.00 PR Federal S $241,800 $241,800 0.00 0.00 ($46,769,300) ($46,769,300) 0.00 0.00 ($46,769,300) ($46,769,300) 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 101 of 261 Decision Item (DIN) - 3007 Decision Item (DIN) Title - Overtime NARRATIVE Standard Budget Adjustment - Overtime Page 102 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 3007 19-21 Biennial Budget TITLES Overtime Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $54,316,500 $54,316,500 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 $10,363,200 $10,363,200 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $64,679,700 $64,679,700 05 Fringe Benefits 17 Total Cost Page 103 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 104 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 3007 01 1st Year 2nd Year FTE FTE Overtime Adult correctional services 01 General program operations $61,271,400 $61,271,400 0.00 0.00 $893,700 $893,700 0.00 0.00 03 Services for drunken driving offenders $32,300 $32,300 0.00 0.00 22 Waupun central warehouse $18,200 $18,200 0.00 0.00 31 Correctional farms $19,600 $19,600 0.00 0.00 $113,100 $113,100 0.00 0.00 $65,000 $65,000 0.00 0.00 67 Interagency and intra-agency programs $2,100 $2,100 0.00 0.00 80 Correctional officer training $6,200 $6,200 0.00 0.00 $30,100 $30,100 0.00 0.00 $62,451,700 $62,451,700 0.00 0.00 $44,000 $44,000 0.00 0.00 $2,153,200 $2,153,200 0.00 0.00 $30,800 $30,800 0.00 0.00 Juvenile correctional services SubTotal $2,228,000 $2,228,000 0.00 0.00 Overtime SubTotal $64,679,700 $64,679,700 0.00 0.00 02 Services for community corrections 34 Prison industries 35 Central generating plant 81 Victim services and programs Adult correctional services SubTotal 03 2nd Year Total Juvenile correctional services 01 General program operations 23 Juvenile operations 29 Juvenile community supervision Page 105 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Agency Total $64,679,700 Page 106 of 261 $64,679,700 0.00 0.00 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3007 2nd Year Total 2nd Year FTE Overtime GPR S $62,241,400 $62,241,400 0.00 0.00 PR S $2,438,300 $2,438,300 0.00 0.00 $64,679,700 $64,679,700 0.00 0.00 $64,679,700 $64,679,700 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 107 of 261 Decision Item (DIN) - 3008 Decision Item (DIN) Title - Night and Weekend Differential Pay NARRATIVE Standard Budget Adjustment - Night and Weekend Differential Pay Page 108 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 3008 19-21 Biennial Budget TITLES Night and Weekend Differential Pay Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $7,379,300 $7,379,300 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 $1,396,600 $1,396,600 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $8,775,900 $8,775,900 05 Fringe Benefits 17 Total Cost Page 109 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 110 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 3008 01 Adult correctional services $8,216,300 $8,216,300 0.00 0.00 $232,600 $232,600 0.00 0.00 $23,300 $23,300 0.00 0.00 $1,600 $1,600 0.00 0.00 22 Waupun central warehouse $300 $300 0.00 0.00 24 Home detention services; supv $700 $700 0.00 0.00 31 Correctional farms $7,100 $7,100 0.00 0.00 34 Prison industries $7,100 $7,100 0.00 0.00 $16,300 $16,300 0.00 0.00 $4,100 $4,100 0.00 0.00 $100 $100 0.00 0.00 $1,800 $1,800 0.00 0.00 $8,511,300 $8,511,300 0.00 0.00 $3,000 $3,000 0.00 0.00 $3,000 $3,000 0.00 0.00 $19,100 $19,100 0.00 0.00 02 Services for community corrections 03 Services for drunken driving offenders 12 Becky Young community corrections; recidivism reduction community services 35 Central generating plant 67 Interagency and intra-agency programs 80 Correctional officer training 81 Victim services and programs Adult correctional services SubTotal Parole commission 01 General program operations Parole commission SubTotal 03 1st Year 2nd Year FTE FTE Night and Weekend Differential Pay 01 General program operations 02 2nd Year Total Juvenile correctional services 01 General program operations Page 111 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections 23 Juvenile operations $235,900 $235,900 0.00 0.00 $6,600 $6,600 0.00 0.00 $261,600 $261,600 0.00 0.00 Night and Weekend Differential Pay SubTotal $8,775,900 $8,775,900 0.00 0.00 Agency Total $8,775,900 $8,775,900 0.00 0.00 29 Juvenile community supervision Juvenile correctional services SubTotal Page 112 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3008 2nd Year Total 2nd Year FTE Night and Weekend Differential Pay GPR S $8,495,900 $8,495,900 0.00 0.00 PR S $280,000 $280,000 0.00 0.00 $8,775,900 $8,775,900 0.00 0.00 $8,775,900 $8,775,900 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 113 of 261 Decision Item (DIN) - 3011 Decision Item (DIN) Title - Minor Transfers Within the Same Alpha Appropriation NARRATIVE Standard Budget Adjustment - Minor Transfers Within the Same Alpha Appropriation Page 114 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 3011 19-21 Biennial Budget TITLES Minor Transfers Within the Same Alpha Appropriation Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 17 Total Cost $0 $0 Page 115 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 116 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total Adult correctional services 01 General program operations $0 $0 0.00 0.00 02 Services for community corrections $0 $0 0.00 0.00 31 Correctional farms $0 $0 0.00 0.00 67 Interagency and intra-agency programs $0 $0 0.00 0.00 $0 $0 0.00 0.00 $0 $0 0.00 0.00 Juvenile correctional services SubTotal $0 $0 0.00 0.00 Minor Transfers Within the Same Alpha Appropriation SubTotal $0 $0 0.00 0.00 Agency Total $0 $0 0.00 0.00 Adult correctional services SubTotal 03 1st Year 2nd Year FTE FTE Minor Transfers Within the Same Alpha Appropriation 3011 01 2nd Year Total Juvenile correctional services 01 General program operations Page 117 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 3011 2nd Year Total 2nd Year FTE Minor Transfers Within the Same Alpha Appropriation GPR S $0 $0 0.00 0.00 PR S $0 $0 0.00 0.00 $0 $0 0.00 0.00 $0 $0 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 118 of 261 Decision Item (DIN) - 4502 Decision Item (DIN) Title - Food NARRATIVE The Department of Corrections requests $711,700 GPR and ($113,400) PR in FY20 and $1,328,400 GPR and ($107,000) PR in FY21 for food costs associated with adult and juvenile correctional facilities. The ADP used in calculating food costs is 23,397 in FY20 and 23,446 in FY21 for adults and 152 in FY20 and 152 in FY21 for juveniles. Page 119 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4502 19-21 Biennial Budget TITLES Food Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 $598,300 $1,221,400 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $598,300 $1,221,400 13 Food 3000 17 Total Cost Page 120 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 121 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4502 01 1st Year 2nd Year FTE FTE Food Adult correctional services 01 General program operations $711,700 $1,328,400 0.00 0.00 $711,700 $1,328,400 0.00 0.00 ($113,400) ($107,000) 0.00 0.00 ($113,400) ($107,000) 0.00 0.00 Food SubTotal $598,300 $1,221,400 0.00 0.00 Agency Total $598,300 $1,221,400 0.00 0.00 Adult correctional services SubTotal 03 2nd Year Total Juvenile correctional services 23 Juvenile operations Juvenile correctional services SubTotal Page 122 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4502 2nd Year Total 2nd Year FTE Food GPR S $711,700 $1,328,400 0.00 0.00 PR S ($113,400) ($107,000) 0.00 0.00 $598,300 $1,221,400 0.00 0.00 $598,300 $1,221,400 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 123 of 261 Decision Item (DIN) - 4503 Decision Item (DIN) Title - Rent NARRATIVE The Department of Corrections requests ($44,400) GPR and $8,200 PR in FY20 and $552,400 GPR and $38,300 PR in FY21 for rent expenses and related supplies and services expenses. Page 124 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4503 19-21 Biennial Budget TITLES Rent Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $392,000 $415,000 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 ($428,200) $175,700 ($36,200) $590,700 06 Supplies and Services 16 Rent (lease and state owned) 3000 17 Total Cost Page 125 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 126 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4503 01 Adult correctional services $842,500 $989,400 0.00 0.00 ($803,700) ($354,000) 0.00 0.00 22 Waupun central warehouse $100 $300 0.00 0.00 24 Home detention services; supv $400 $800 0.00 0.00 $1,900 $2,500 0.00 0.00 $13,300 $27,000 0.00 0.00 34 Prison industries $5,800 $11,600 0.00 0.00 39 Administration of restitution $1,000 $2,000 0.00 0.00 80 Correctional officer training ($2,300) ($2,300) 0.00 0.00 $100 $100 0.00 0.00 $59,100 $677,400 0.00 0.00 ($82,300) ($82,300) 0.00 0.00 ($82,300) ($82,300) 0.00 0.00 01 General program operations ($900) ($700) 0.00 0.00 23 Juvenile operations $3,200 $4,300 0.00 0.00 ($15,300) ($8,000) 0.00 0.00 ($13,000) ($4,400) 0.00 0.00 02 Services for community corrections 31 Correctional farms 32 Operations and maintenance 85 General operations Adult correctional services SubTotal Parole commission 01 General program operations Parole commission SubTotal 03 1st Year 2nd Year FTE FTE Rent 01 General program operations 02 2nd Year Total Juvenile correctional services 29 Juvenile community supervision Juvenile correctional services SubTotal Page 127 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Rent SubTotal ($36,200) $590,700 0.00 0.00 Agency Total ($36,200) $590,700 0.00 0.00 Page 128 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4503 2nd Year Total 2nd Year FTE Rent GPR S ($44,400) $552,400 0.00 0.00 PR S $8,200 $38,300 0.00 0.00 ($36,200) $590,700 0.00 0.00 ($36,200) $590,700 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 129 of 261 Decision Item (DIN) - 4510 Decision Item (DIN) Title - Variable Non-Food NARRATIVE The Department of Corrections requests $3,323,500 GPR and ($52,000) PR in FY20 and $3,374,900 GPR and ($52,000) PR in FY21 for variable non-food costs for DOC adult and juvenile correctional facilities. Variable non-food expenditures were calculated using a per capita rate of $1,055 per adult. Variable nonfood expenditures were calculated using a per capita rate of $736 or $1,600 per juvenile, depending on location. Variable non-food funding is utilized for items such as inmate wages, bedding, kitchen utensils, and clothing. Page 130 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4510 19-21 Biennial Budget TITLES Variable Non-Food Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 $3,271,500 $3,322,900 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $3,271,500 $3,322,900 14 Variable non-food 3000 17 Total Cost Page 131 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 132 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4510 01 1st Year 2nd Year FTE FTE Variable Non-Food Adult correctional services 01 General program operations $3,323,500 $3,374,900 0.00 0.00 $3,323,500 $3,374,900 0.00 0.00 ($52,000) ($52,000) 0.00 0.00 ($52,000) ($52,000) 0.00 0.00 Variable Non-Food SubTotal $3,271,500 $3,322,900 0.00 0.00 Agency Total $3,271,500 $3,322,900 0.00 0.00 Adult correctional services SubTotal 03 2nd Year Total Juvenile correctional services 23 Juvenile operations Juvenile correctional services SubTotal Page 133 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4510 2nd Year Total 2nd Year FTE Variable Non-Food GPR S $3,323,500 $3,374,900 0.00 0.00 PR S ($52,000) ($52,000) 0.00 0.00 $3,271,500 $3,322,900 0.00 0.00 $3,271,500 $3,322,900 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 134 of 261 Decision Item (DIN) - 4513 Decision Item (DIN) Title - Variable Non-Food Health NARRATIVE The Department of Corrections requests $28,051,200 GPR and $219,700 PR in FY20 and $37,689,300 GPR and $355,300 PR in FY21 for adult and juvenile variable non-food health services. The adult amounts were calculated using an annual per capita cost of $4,651 in FY20 and $5,053 in FY21. The juvenile amounts for routine health care costs were calculated using an annual per capita cost of $3,893 in FY20 and $4,786 in FY21. Page 135 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4513 19-21 Biennial Budget TITLES Variable Non-Food Health Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 $28,270,900 $38,044,600 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $28,270,900 $38,044,600 14 Variable non-food 3000 17 Total Cost Page 136 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 137 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4513 01 03 2nd Year Total 1st Year 2nd Year FTE FTE Variable Non-Food Health Adult correctional services 01 General program operations $28,051,200 $37,689,300 0.00 0.00 Adult correctional services SubTotal $28,051,200 $37,689,300 0.00 0.00 $219,700 $355,300 0.00 0.00 $219,700 $355,300 0.00 0.00 Variable Non-Food Health SubTotal $28,270,900 $38,044,600 0.00 0.00 Agency Total $28,270,900 $38,044,600 0.00 0.00 Juvenile correctional services 23 Juvenile operations Juvenile correctional services SubTotal Page 138 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4513 2nd Year Total 2nd Year FTE Variable Non-Food Health GPR S $28,051,200 $37,689,300 0.00 0.00 PR S $219,700 $355,300 0.00 0.00 $28,270,900 $38,044,600 0.00 0.00 $28,270,900 $38,044,600 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 139 of 261 Decision Item (DIN) - 4514 Decision Item (DIN) Title - Full Funding Contract Beds NARRATIVE The Department of Corrections requests $8,425,300 GPR in FY20 and $16,403,100 GPR in FY21 to fully fund contract beds for adult offenders. The Department is projecting a need for 834 contract inmate beds and 500 Extended Supervision (ES) sanction beds per day in FY20 and 1,257 contract inmate beds and 500 ES Sanction Beds per day in FY21. The Department is also requesting funding for Federal beds, temporary lockup of center system inmates at local county jails, and inmates with adult commitments who are placed in secured juvenile institutions. Page 140 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4514 19-21 Biennial Budget TITLES Full Funding Contract Beds Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $8,425,300 $16,403,100 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $8,425,300 $16,403,100 06 Supplies and Services 17 Total Cost Page 141 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 142 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4514 01 2nd Year Total 1st Year 2nd Year FTE FTE Full Funding Contract Beds Adult correctional services 14 Corrections contracts and agreements $8,425,300 $16,403,100 0.00 0.00 Adult correctional services SubTotal $8,425,300 $16,403,100 0.00 0.00 Full Funding Contract Beds SubTotal $8,425,300 $16,403,100 0.00 0.00 Agency Total $8,425,300 $16,403,100 0.00 0.00 Page 143 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4514 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Full Funding Contract Beds S $8,425,300 $16,403,100 0.00 0.00 $8,425,300 $16,403,100 0.00 0.00 $8,425,300 $16,403,100 0.00 0.00 Page 144 of 261 Decision Item (DIN) - 4520 Decision Item (DIN) Title - Full Funding Columbia Correctional Institution Health Services Unit Expansion NARRATIVE The Department of Corrections requests $37,600 GPR in FY20 and $37,600 GPR in FY21 to fully fund nonsalary costs associated with the expanded health services unit at Columbia Correctional Institution, authorized in 2017 Wisconsin Act 59. Page 145 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4520 19-21 Biennial Budget TITLES Full Funding Columbia Correctional Institution Health Services Unit Expansion Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $36,500 $36,500 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 $1,100 $1,100 $0 $0 06 Supplies and Services 15 Internal services 3000 16 Rent (lease and state owned) 3000 Page 146 of 261 17 Total Cost $37,600 $37,600 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 147 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total Full Funding Columbia Correctional Institution Health Services Unit Expansion 4520 01 1st Year 2nd Year FTE FTE Adult correctional services 01 General program operations $12,600 $12,600 0.00 0.00 06 Energy costs; energy-related assessments $20,800 $20,800 0.00 0.00 $4,200 $4,200 0.00 0.00 Adult correctional services SubTotal $37,600 $37,600 0.00 0.00 Full Funding Columbia Correctional Institution Health Services Unit Expansion SubTotal $37,600 $37,600 0.00 0.00 Agency Total $37,600 $37,600 0.00 0.00 10 Institutional repair and maintenance Page 148 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4520 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Full Funding Columbia Correctional Institution Health Services Unit Expansion S $37,600 $37,600 0.00 0.00 $37,600 $37,600 0.00 0.00 $37,600 $37,600 0.00 0.00 Page 149 of 261 Decision Item (DIN) - 4521 Decision Item (DIN) Title - Full Funding Oshkosh Correctional Institution Health Services Unit Expansion NARRATIVE The Department of Corrections requests $94,600 GPR in FY20 and $94,600 GPR in FY21 to fully fund nonsalary costs associated with the expanded health services unit at Oshkosh Correctional Institution, authorized in 2017 Wisconsin Act 59. Page 150 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4521 19-21 Biennial Budget TITLES Full Funding Oshkosh Correctional Institution Health Services Unit Expansion Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $85,100 $85,100 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 $9,500 $9,500 $0 $0 06 Supplies and Services 15 Internal services 3000 16 Rent (lease and state owned) 3000 Page 151 of 261 17 Total Cost $94,600 $94,600 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 152 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total Full Funding Oshkosh Correctional Institution Health Services Unit Expansion 4521 01 1st Year 2nd Year FTE FTE Adult correctional services 01 General program operations $94,600 $94,600 0.00 0.00 Adult correctional services SubTotal $94,600 $94,600 0.00 0.00 Full Funding Oshkosh Correctional Institution Health Services Unit Expansion SubTotal $94,600 $94,600 0.00 0.00 Agency Total $94,600 $94,600 0.00 0.00 Page 153 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4521 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Full Funding Oshkosh Correctional Institution Health Services Unit Expansion S $94,600 $94,600 0.00 0.00 $94,600 $94,600 0.00 0.00 $94,600 $94,600 0.00 0.00 Page 154 of 261 Decision Item (DIN) - 4522 Decision Item (DIN) Title - Full Funding GPS Tracking Re-Estimate NARRATIVE The Department of Corrections requests $155,300 GPR and $7,700 PR in FY20 and $155,300 GPR and $7,700 PR in FY21 to fully fund non-salary costs associated with GPS tracking, authorized in 2017 Wisconsin Act 59. Page 155 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4522 19-21 Biennial Budget TITLES Full Funding GPS Tracking Re-Estimate Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $162,300 $162,300 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 $700 $700 $0 $0 $163,000 $163,000 06 Supplies and Services 15 Internal services 3000 16 Rent (lease and state owned) 3000 17 Total Cost Page 156 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 157 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total 4522 01 1st Year 2nd Year FTE FTE Full Funding GPS Tracking Re-Estimate Adult correctional services 01 General program operations $700 $700 0.00 0.00 $154,600 $154,600 0.00 0.00 $7,700 $7,700 0.00 0.00 Adult correctional services SubTotal $163,000 $163,000 0.00 0.00 Full Funding GPS Tracking ReEstimate SubTotal $163,000 $163,000 0.00 0.00 Agency Total $163,000 $163,000 0.00 0.00 02 Services for community corrections 91 GPS devices-sex offenders Page 158 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4522 2nd Year Total 2nd Year FTE Full Funding GPS Tracking Re-Estimate GPR S $155,300 $155,300 0.00 0.00 PR S $7,700 $7,700 0.00 0.00 $163,000 $163,000 0.00 0.00 $163,000 $163,000 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 159 of 261 Decision Item (DIN) - 4531 Decision Item (DIN) Title - Risk Management Premium Re-Estimate NARRATIVE The Department of Corrections requests $3,043,900 GPR and $492,000 PR in FY20 and $3,043,900 GPR and $492,000 PR in FY21 for re-estimating risk management premium costs associated with liability, property, and workers compensation programs for the Department. Page 160 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4531 19-21 Biennial Budget TITLES Risk Management Premium Re-Estimate Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $3,535,900 $3,535,900 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $3,535,900 $3,535,900 06 Supplies and Services 17 Total Cost Page 161 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 162 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 4531 01 1st Year 2nd Year FTE FTE Risk Management Premium Re-Estimate Adult correctional services 01 General program operations $2,855,000 $2,855,000 0.00 0.00 $186,600 $186,600 0.00 0.00 $2,100 $2,100 0.00 0.00 67 Interagency and intra-agency programs $400 $400 0.00 0.00 81 Victim services and programs $1,000 $1,000 0.00 0.00 $400 $400 0.00 0.00 $3,045,500 $3,045,500 0.00 0.00 $200 $200 0.00 0.00 $463,600 $463,600 0.00 0.00 $26,600 $26,600 0.00 0.00 $490,400 $490,400 0.00 0.00 Risk Management Premium ReEstimate SubTotal $3,535,900 $3,535,900 0.00 0.00 Agency Total $3,535,900 $3,535,900 0.00 0.00 02 Services for community corrections 03 Services for drunken driving offenders 87 Probation, parole and extended supervision Adult correctional services SubTotal 03 2nd Year Total Juvenile correctional services 01 General program operations 23 Juvenile operations 29 Juvenile community supervision Juvenile correctional services SubTotal Page 163 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4531 2nd Year Total 2nd Year FTE Risk Management Premium Re-Estimate GPR S $3,043,900 $3,043,900 0.00 0.00 PR S $492,000 $492,000 0.00 0.00 $3,535,900 $3,535,900 0.00 0.00 $3,535,900 $3,535,900 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 164 of 261 Decision Item (DIN) - 4532 Decision Item (DIN) Title - Repair and Maintenance for Institutions NARRATIVE The Department of Corrections requests $357,200 GPR in FY20 and $546,800 GPR in FY21 for repair and maintenance costs associated with services, materials, and parts to keep adult facilities operational. Page 165 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4532 19-21 Biennial Budget TITLES Repair and Maintenance for Institutions Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $357,200 $546,800 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $357,200 $546,800 06 Supplies and Services 17 Total Cost Page 166 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 167 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total 4532 01 1st Year 2nd Year FTE FTE Repair and Maintenance for Institutions Adult correctional services 10 Institutional repair and maintenance $357,200 $546,800 0.00 0.00 Adult correctional services SubTotal $357,200 $546,800 0.00 0.00 Repair and Maintenance for Institutions SubTotal $357,200 $546,800 0.00 0.00 Agency Total $357,200 $546,800 0.00 0.00 Page 168 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4532 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Repair and Maintenance for Institutions S $357,200 $546,800 0.00 0.00 $357,200 $546,800 0.00 0.00 $357,200 $546,800 0.00 0.00 Page 169 of 261 Decision Item (DIN) - 4533 Decision Item (DIN) Title - New Employees Policy - Fingerprinting NARRATIVE The Department of Corrections requests $125,800 GPR in FY20 and $13,600 GPR in FY21 for the replacement of current fingerprint scanner machines and the purchase of additional fingerprint scanner machines necessary for federal security requirements. Page 170 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 4533 19-21 Biennial Budget TITLES New Employees Policy - Fingerprinting Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $125,800 $13,600 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $125,800 $13,600 06 Supplies and Services 17 Total Cost Page 171 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 172 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 2nd Year Total 4533 01 1st Year 2nd Year FTE FTE New Employees Policy - Fingerprinting Adult correctional services 01 General program operations $125,800 $13,600 0.00 0.00 Adult correctional services SubTotal $125,800 $13,600 0.00 0.00 New Employees Policy Fingerprinting SubTotal $125,800 $13,600 0.00 0.00 Agency Total $125,800 $13,600 0.00 0.00 Page 173 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 4533 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE New Employees Policy - Fingerprinting S $125,800 $13,600 0.00 0.00 $125,800 $13,600 0.00 0.00 $125,800 $13,600 0.00 0.00 Page 174 of 261 Decision Item (DIN) - 5000 Decision Item (DIN) Title - Program Revenue Re-Estimates NARRATIVE The Department of Corrections requests modifications in the following program revenue appropriations to match projected revenues: $500,000 PR in FY20 and $700,000 PR in FY21 associated with the re-estimation of appropriation 122, Waupun Central Warehouse. $600,000 PR in FY20 and $600,000 PR in FY21 associated with the re-estimation of appropriation 130, Canteen Operations. ($2,750,000) PR in FY20 and ($2,250,000) PR in FY21 associated with the re-estimation of appropriation 134, Prison Industries. $200,000 PR in FY20 and $200,000 PR in FY21 associated with the re-estimation of appropriation 182, Sex Offender Management. $1,000,000 PR in FY20 and $1,000,000 PR in FY21 associated with the re-estimation of appropriation 184, Telephone Company Commissions. $1,500,000 PR in FY20 and $1,800,000 PR in FY21 associated with the re-estimation of appropriation 185, General Operations. $3,000,000 PR in FY20 and $3,000,000 PR in FY21 associated with the re-estimation of appropriation 187, Probation, Parole, and Extended Supervision. ($263,000) PR in FY20 and ($263,000) PR in FY21 associated with the re-estimation of appropriation 323, Juvenile Operations. ($3,163,800) PR in FY20 and ($2,911,300) PR in FY21 associated with the re-estimation of appropriation 324, Juvenile Alternate Care Services. ($27,600) PR in FY20 and ($19,900) PR in FY21 associated with the re-estimation of appropriation 326, Juvenile Utilities and Heating. Page 175 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5000 19-21 Biennial Budget TITLES Program Revenue Re-Estimates Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost ($179,500) ($179,500) $3,500 $3,500 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 ($87,000) ($87,000) $4,022,400 $5,030,100 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 ($3,163,800) ($2,911,300) 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 $595,600 $1,855,800 02 Turnover 05 Fringe Benefits 06 Supplies and Services 09 Aids to Individuals Organizations 17 Total Cost Page 176 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 177 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 5000 01 1st Year 2nd Year FTE FTE Program Revenue Re-Estimates Adult correctional services 22 Waupun central warehouse $500,000 $700,000 0.00 0.00 30 Canteen operations $600,000 $600,000 0.00 0.00 ($2,750,000) ($2,250,000) 0.00 0.00 $200,000 $200,000 0.00 0.00 84 Telephone company commissions $1,000,000 $1,000,000 0.00 0.00 85 General operations $1,500,000 $1,800,000 0.00 0.00 87 Probation, parole and extended supervision $3,000,000 $3,000,000 0.00 0.00 Adult correctional services SubTotal $4,050,000 $5,050,000 0.00 0.00 ($263,000) ($263,000) 0.00 0.00 ($3,163,800) ($2,911,300) 0.00 0.00 ($27,600) ($19,900) 0.00 0.00 ($3,454,400) ($3,194,200) 0.00 0.00 Program Revenue Re-Estimates SubTotal $595,600 $1,855,800 0.00 0.00 Agency Total $595,600 $1,855,800 0.00 0.00 34 Prison industries 82 Sex offender management 03 2nd Year Total Juvenile correctional services 23 Juvenile operations 24 Juvenile alt care services 26 Juvenile utilities and heating Juvenile correctional services SubTotal Page 178 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 5000 2nd Year Total 2nd Year FTE Program Revenue Re-Estimates PR A ($3,163,800) ($2,911,300) 0.00 0.00 PR S $3,759,400 $4,767,100 0.00 0.00 $595,600 $1,855,800 0.00 0.00 $595,600 $1,855,800 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 179 of 261 Decision Item (DIN) - 5100 Decision Item (DIN) Title - Realignment - Department-wide NARRATIVE The Department of Corrections requests the reallocation of funds and positions in FY20 and FY21 to more accurately reflect the needs of the Department. Page 180 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5100 19-21 Biennial Budget TITLES Realignment - Department-wide Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 06 Supplies and Services $0 $0 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 17 Total Cost $0 $0 Page 181 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 182 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program 01 Decision Item/Numeric 1st Year Total 2nd Year Total 5100 Realignment - Department-wide 1st Year 2nd Year FTE FTE Adult correctional services 01 General program operations ($198,700) ($198,700) (10.00) (10.00) $198,700 $198,700 2.00 2.00 $0 $0 0.00 0.00 ($231,300) ($231,300) (2.00) (2.00) $0 $0 0.00 0.00 $673,400 $673,400 15.00 15.00 ($442,100) ($442,100) (5.00) (5.00) 82 Sex offender management $0 $0 0.00 0.00 91 GPS devices-sex offenders $0 $0 0.00 0.00 Adult correctional services SubTotal $0 $0 0.00 0.00 Realignment - Department-wide SubTotal $0 $0 0.00 0.00 Agency Total $0 $0 0.00 0.00 02 Services for community corrections 14 Corrections contracts and agreements 22 Waupun central warehouse 24 Home detention services; supv 31 Correctional farms 34 Prison industries Page 183 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 5100 2nd Year Total 2nd Year FTE Realignment - Department-wide GPR S $0 $0 (8.00) (8.00) PR S $0 $0 8.00 8.00 $0 $0 0.00 0.00 $0 $0 0.00 0.00 Total Agency Total 1st Year Total 1st Year FTE Page 184 of 261 Decision Item (DIN) - 5701 Decision Item (DIN) Title - RCI HSU Expansion NARRATIVE The Department of Corrections requests $1,045,300 GPR and 26.95 GPR FTE in FY20 and $2,824,400 GPR and 26.95 GPR FTE in FY21 to staff and operate the new Health Services Unit at Racine Correctional Institution after it opens in April, 2020. Page 185 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Issue Paper Topic: DIN 5701 - Racine Correctional Institution (RCI) Health Services Unit (HSU) Expansion Request The Department of Corrections (DOC) requests $1,045,300 GPR and 26.95 GPR FTE in FY20 and $2,824,400 GPR and 26.95 GPR FTE in FY21 to staff and operate the new RCI HSU after it opens in April, 2020. Problem Description DOC is constructing a new 19,282 square foot HSU to provide the medical care needed for the current population, and is requesting additional staff to fully utilize the new space. Background Capital Budget 2015 Act 55 (the 2015-17 Biennial Budget) enumerated $7,922,000 of General Fund Supported Borrowing (GFSB) for the construction of a new HSU at RCI. DOC estimates the building will add 19,282 square feet to RCI and construction is expected to be completed in April, 2020. Additionally, the old HSU will be utilized for programming space, which is currently very limited at RCI. Need for a new RCI HSU The new HSU building will triple the size of the HSU and allow DOC to better meet the medical, dental, therapeutic, and mental health needs of the RCI inmate population by providing sufficient workspace for all medical disciplines. As of 5/31/18, 41.6% of RCI’s inmates had a mental health condition and 7.7% of inmates had a severe mental illness (See Appendix 1 for mental health information for all Division of Adult Institutions (DAI) Institutions). Additionally, the DOC believes that the inmate population will continue to age going forward, which will further increase the need for expanded health services to inmates. Table 1, on the next page, illustrates that since FY00 the percentage of inmates age 50 or older has increased significantly. Page 186 of 261 Table 1. Inmate Aging Population FY 50-54 55-59 60-64 65(+) Total 50+ 1990 1.90% 1.20% 0.80% 0.60% 4.50% 1995 2.20% 1.30% 0.60% 0.60% 4.70% 2000 3.30% 1.50% 0.90% 0.70% 6.40% 2005 5.00% 2.30% 1.20% 1.00% 9.50% 2010 7.10% 3.70% 1.80% 1.00% 13.60% 2015 2016 8.40% 8.00% 5.40% 5.50% 2.60% 2.80% 2.30% 2.40% 18.70% 18.70% 2017 7.90% 5.60% 3.00% 2.50% 19.00% Note: These percentages are based on snapshots taken on June 30th of each year. Healthcare Costs Over the years, DOC has been able to provide efficient healthcare services to inmates and has kept healthcare costs per inmate well below the national average cost per capita. The DOC spent $5,899 per inmate on healthcare in FY16 compared to a national average for the general public of $9,994, according to the Centers for Medicare and Medicaid Services. (See Appendix 2 for further information). DOC has been able to keep its costs below the national average even with a population that is unhealthier than the general public. Approximately 16% of all inmates have the Hepatitis C Virus (HCV) compared to 1-2% in the general public. The Centers for Disease Control and Prevention (CDC) also estimates the rate of Human Immunodeficiency Virus (HIV) among incarcerated individuals to be five times greater than the general public. Mental illness is also more prevalent in inmates than the general public as 9.1% of inmates, as of May 2018, have a serious mental illness (SMI) compared to an estimated 4.2% of the general public. Analysis Current Staffing RCI currently is authorized the medical FTE staffing indicated in Table 2, on the next page. This table excludes medical staff assigned to the Sturtevant Transitional Facility (STF). Page 187 of 261 Table 2. RCI Staffing Job Title ADV PRACTICE NURSE-PRESCRIB DENTAL ASSISTANT DENTAL HYGIENIST DENTIST LICENSED PRACTICAL NURSE MEDICAL PROGRAM ASST-ASSOC NURSE CLINICIAN 2 NURSING SUPERVISOR PHYSICIAN FTE 1.00 1.00 0.80 1.00 1.00 1.50 8.00 2.00 0.60 Grand Total 16.90 RCI also utilizes LTE (part-time) and contracted employees. In CY2017, RCI used 1,547 hours of work from LTE medical positions, which is equivalent to a little under 1.00 FTE. RCI as of June, 2018, had 17 contracted staff that worked an estimated average of 312 hours per week; equivalent to an additional 8.45 FTE (assuming an FTE works 1,920 hours per year). Finally, it should be noted that STF, which housed 147 minimum security inmates as of 6/29/18, is on the same grounds as RCI but is separated by a fence. Until FY16, STF housed up to 300 minimum security or holds inmates but in FY16, 150 beds were converted to medium security and placed under RCI. The remaining 150 beds continue to be used as a minimum security work-release facility. STF has its own HSU and staff that will continue to operate as it does currently. RCI will also continue to provide back-up support for STF inmate medical care when needed. Staffing Request Table 3. Staffing Requested for new RCI HSU AM M-F POSITION CLASSIFICATION Correctional Officer Nurse Clinician 2 Nurse Clinician 2 Weekend LPN Medical Program Assistant Associate Physical Therapist (LTE)* Physical Therapy Assistant Dentist Dental Hygienist Dental Assistant AM PM PM NT NT TOTAL WKD M-F WKD M-F WKD FTE 1 1 1 1 1 1 5.25 2 1 1 0.6 1 0.6 0.2 0.6 2 2 1 2 1 7.10 2 2 2 1 1 2 1 2.80 6.60 2.80 0.00 1.00 0.60 0.20 0.60 26.95 *No position authority requested, only LTE funding Page 188 of 261 Correctional Officers: The RCI HSU will be triple the size of the old HSU and will need additional security coverage due to the increased size. If RCI does not receive Correctional Officer positions, it would be forced to operate security of the HSU on overtime. Health Staff (Nurse Clinician 2, Nurse Clinician 2 Weekend, and Licensed Practical Nurses): These positions would work to provide health treatment for inmates in the HSU. Nursing staff would be responsible for working directly with inmate patients and providing treatments and medications. Staff would treat inmates’ routine and complex treatment needs. Physical Therapy (Physical Therapist LTE and Physical Therapy Assistant): These positions would provide additional physical therapy at RCI, which would potentially allow inmates to be released from the hospital sooner and allow inmates to receive needed physical therapy onsite instead of at hospitals. Medical Program Assistant Associate (MPAA): This position would perform administrative support for medical professionals. Utilizing MPAAs allows medical professionals to focus on patient care activities. Dental Staff (Dentist, Dental Hygienist, Dental Assistant): These positions would work to provide all aspects of dental treatment. Benefits of Opening the RCI HSU The new RCI HSU staff would allow for better preventative care for inmates, which should allow DAI to reduce future medical cost increases as DAI’s inmate population continues to age. Inmates’ chronic conditions, such as HIV, diabetes, and hypertension, would be less likely to worsen while they are incarcerated and less likely to result in expensive hospital visits. Due to staffing levels at RCI, they currently struggle to consistently monitor chronic conditions. RCI has approximately 7-10 offsite medical visits daily, with approximately 1 of these per day to the Emergency Room. These offsite treatments not only have greater medical costs but also require at least one security staff member to accompany inmates on trips out of the institution. Security staff should have less offsite visits to hospitals on overtime because the new HSU would be open 24/7, compared to the current HSU which closes for third shift. The additional MPAA staff should reduce the amount of time that the professional medical staff spend on administrative tasks. Additionally, these positions would reduce the delays that RCI currently experiences in off-site scheduling of doctor visits. The additional nurse positions would allow RCI to expand its nurse intern program for the many Colleges in the area. The nurse intern program is currently limited due to the small number of FTE nurses to provide oversight of nurse interns. The nurse intern program benefits RCI because of the work the interns provide and because it provides an excellent opportunity for the DOC to recruit the nurses once they graduate. Page 189 of 261 Finally, the additional dental staff should rectify the inadequate dental care that inmates receive as a result of long delays in treating inmates’ dental needs. As of July, 2018, RCI had 23 inmate patients who have waited more than 40 weeks to see a dentist. There was a wait list of over 400 inmates for dental services at RCI, with 57 of those inmates waiting for “essential” services and 41 inmates awaiting a denture request. Effect of Not Receiving Staff If the DOC does not receive staff for the opening of the HSU addition, it would be forced to utilize additional health contracted staff and LTEs. DOC is unlikely to be able to fill all the needed positions unless they receive additional FTE, as contracted and LTE positions are harder to recruit and have higher turnover than FTE. The utilization of contracted and LTE staff would also reduce the benefits of opening the HSU, as contracted and LTE staff provide less continuity of care to patients due to their high turnover and they are often less experienced than FTE staff. Summary: GPR TOTAL FY20 Funding FTE $1,045,300 26.95 $1,045,300 26.95 FY21 Funding FTE $2,824,400 26.95 $2,824,400 26.95 Prepared by: Jake Jokisch, Budget & Policy Analyst - Advanced 240-5415 Page 190 of 261 Appendix 1. Mental Health Codes by Institution 05/31/2018 Supervising Facility Black River Correctional Center Unclassified - MH-0 125 1 Columbia Correctional Institution Dodge Correctional Institution Chippewa Valley Treatment Facility Drug Abuse Correctional Center Felmers O. Chaney Correctional Center Flambeau Correctional Center MH-2A - MH-2B - 352 128 21 1 3 408 312 89 16 71 979 675 89 271 15 - - 4 - - - - 1 - Fox Lake Correctional Institution Gordon Correctional Center 7 - 2 - MH-1 92 100 - 823 432 93 90 - - 2 488 476 103 Jackson Correctional Institution 1 668 298 30 John C. Burke Correctional Center 1 189 56 4 Kenosha Correctional Center 2 Marshall E. Sherrer Correctional Center - McNaughton Correctional Center - Milwaukee Secure Detention Facility 65 111 8 725 366 86 55 2 1 112 - 161 200 5 - Green Bay Correctional Institution Kettle Moraine Correctional Institution 2 - 13 2 - - 3 - 38 7 Milwaukee Women's Correctional Center - 76 33 2 New Lisbon Correctional Institution - 707 286 43 1 555 138 32 110 8 Oshkosh Correctional Institution 2 1,064 673 Prairie Du Chien Correctional Institution 2 380 122 - Racine Correctional Institution 5 952 557 117 Racine Youthful Offender Correctional Facility 1 287 168 3 Redgranite Correctional Institution 3 651 262 107 2 294 70 6 Oakhill Correctional Institution Oregon Correctional Center - Robert E. Ellsworth Correctional Center - 112 Sanger B. Powers Correctional Center - 113 St. Croix Correctional Center - 105 9 - - 18 9 - - - - - 2 1,098 429 47 Sturtevant Transitional Facility 1 124 24 3 Taycheedah Correctional Institution 17 84 496 278 - 5 - 269 Stanley Correctional Institution Thompson Correctional Center - 4 48 123 6 1 Waupun Correctional Institution 3 599 496 148 Winnebago Correctional Center 1 251 13 1 1 Wisconsin Resource Center (Treatment) 5 2 80 276 18 239 245 335 13,719 74 7,392 Wisconsin Secure Program Facility - Jail Contracts 8 200 Monthly Subtotals - 1,948 13 - 173 *Excludes Temporary DCC Holds **Unclassified designation is for inmates that have yet to receive psych evaluation or that their data is unavailable in the tracking system Page 191 of 261 Appendix 2. Per Capita DOC Healthcare Spending Over Time Compared to General Public Per Capita Spending Inmate FY 2001 $ 3,031 2002 $ 3,030 2003 $ 3,413 2004 $ 3,786 2005 $ 4,073 2006 $ 4,083 2007 $ 4,923 2008 $ 4,829 2009 $ 5,260 2010 $ 5,161 2011 $ 5,421 2012 $ 5,454 2013 $ 5,356 2014 $ 5,595 2015 $ 5,720 2016 $ 5,899 2017 $ 6,404 Per Capita General Public Spending $ 5,220 $ 5,668 $ 6,099 $ 6,481 $ 6,856 $ 7,235 $ 7,630 $ 7,909 $ 8,147 $ 8,402 $ 8,666 $ 8,927 $ 9,115 $ 9,523 $ 9,994 $ 10,348 NOTE: Inmates cost includes all DOC health care expenditures including: salary, fringe benefits, and supplies and services *2014 and 2015 Inmates costs include a reduction from Medicaid starting to cover inpatient hospital admissions. Source: https://www.cms.gov/research-statistics-data-and-systems/statistics-trends-andreports/nationalhealthexpenddata/nhe-fact-sheet.html Page 192 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5701 19-21 Biennial Budget TITLES RCI HSU Expansion Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $406,000 $1,525,500 02 Turnover $0 $0 03 Project Position Salaries $0 $0 $18,700 $74,900 05 Fringe Benefits $184,900 $687,900 06 Supplies and Services $199,100 $496,700 $4,800 $19,200 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 $226,800 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 $5,000 $20,200 $0 $0 $1,045,300 $2,824,400 04 LTE/Misc. Salaries 07 Permanent Property 11 One-time Financing 15 Internal services 3000 16 Rent (lease and state owned) 3000 17 Total Cost Page 193 of 261 18 Project Positions Authorized 19 Classified Positions Authorized 20 Unclassified Positions Authorized Page 194 of 261 0.00 0.00 26.95 26.95 0.00 0.00 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program Decision Item/Numeric 1st Year Total 5701 01 2nd Year Total 1st Year 2nd Year FTE FTE RCI HSU Expansion Adult correctional services 01 General program operations $1,009,700 $2,674,800 26.95 26.95 06 Energy costs; energy-related assessments $29,600 $124,800 0.00 0.00 $6,000 $24,800 0.00 0.00 Adult correctional services SubTotal $1,045,300 $2,824,400 26.95 26.95 RCI HSU Expansion SubTotal $1,045,300 $2,824,400 26.95 26.95 Agency Total $1,045,300 $2,824,400 26.95 26.95 10 Institutional repair and maintenance Page 195 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 5701 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE RCI HSU Expansion S $1,045,300 $2,824,400 26.95 26.95 $1,045,300 $2,824,400 26.95 26.95 $1,045,300 $2,824,400 26.95 26.95 Page 196 of 261 Decision Item (DIN) - 5702 Decision Item (DIN) Title - WSPF Programming Expansion NARRATIVE The Department of Corrections requests $410,400 GPR and 11.25 GPR FTE in FY21 to provide staffing for the new Inmate Programs Building at the Wisconsin Secure Program Facility that will be completed in April, 2021. Page 197 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Issue Paper Topic: DIN 5702 - Wisconsin Secure Program Facility (WSPF) Programing Expansion Request The Department of Corrections (DOC) requests $410,400 GPR and 11.25 GPR FTE in FY21 to provide staffing for the new WSPF Inmate Programs Building that will be completed in April, 2021. Problem Description In April, 2021, DAI will be opening a new Inmate Programs Building at WSPF. Additional positions and funding will be needed to staff this new building so that it can be fully utilized. Background Capital Budget 2017 Act 59 (the 2017-19 biennial budget) enumerated $8,870,000 of General Fund Supported Borrowing (GFSB) for the construction of a new inmate programs building at WSPF. The DOC estimates the building will add 19,650 square feet to WSPF and construction is expected to be completed in April, 2021. The WSPF Programs Building will be attached to two (of the five) housing units. The projected layout (changes are still likely to be made to the layout during the construction process) of the new building is shown in Appendix 1. WSPF DOC originally opened WSPF in Boscobel in FY00 as a site for only inmates in Restrictive Housing ((RH), previously referred to as segregation or solitary confinement). As a result of a settlement with the American Civil Liberties Union (ACLU), the DOC has repurposed WSPF to house a mix of RH inmates and General Population (GP) inmates. The first GP inmates arrived in 2007 and DOC has continued to convert WSPF to where it now houses primarily General Population (GP) inmates. The population of WSPF, in terms of GP vs. RH, is now similar to all other maximum security institutions. However, since the site was designed for only RH inmates, it has no day room areas in housing units, almost no space for programming, education, nor religious services, no gymnasium, and minimal outdoor space. The new Programs Building will provide WSPF space for programming, education, and religious services, as well as a gymnasium so that it can operate similarly to all other DAI maximum security prisons. Page 198 of 261 Analysis Staffing WSPF plans to utilize the Programs Building for approximately sixteen hours per day, seven days per week. The gym will be open for recreation or other activities for almost this entire period. The gym hours are greater than most other institutions because WSPF has minimal space for any out of cell activities including minimal outdoor recreation; thus, the gym will be the primary option for inmate recreation. The rest of the Programs Building, which will contain space for programming, education, religious services, and hobbies, will be operated for approximately eight hours per day, five days per week. 1. Security Staff (3.50 FTE Sergeants and 4.75 FTE Officers) Table 1, below, shows the staff that is needed in order to provide adequate security staffing to operate the new Programs Building. Table 1. Security Staffing Schedule POSITION CLASSIFICATION Correctional Sergeant Correctional Officer (Gym) Correctional Officer (Program Area) AM M-F AM WKD 1 1 1 PM M-F 1 1 PM WKD 1 1 TOTAL FTE 1 3.5 1 3.5 1.25 If the DOC does not receive additional security positions, the DOC could operate the Programs Building on overtime, but it would result in an increase in overtime hours of approximately 13,768 hours per year. While WSPF does have a lower vacancy rate than most other DAI institutions, the increased mandatory overtime may result in more security staff burnout and turnover as a result of the overtime. Additionally, if WSPF is forced to operate the Programs Building on overtime, it is likely that there will be at least some instances where it is forced to shut down the Programs Building due to lack of security staff. 2. Teacher (1.00 FTE) DOC is also requesting a teacher for vocational education for inmates. WSPF has not yet identified which vocational program, but is working with nearby Wisconsin Technical Colleges to identify possible programs based on in-demand skills within Wisconsin. Additionally, the type of vocational education offered will also depend on the areas of expertise that applicants have who apply for the position. Further, WSPF has a need for additional teachers as it has the fewest teachers of any maximum security institution as shown in Table 2. Page 199 of 261 Table 2. Teachers at Male Maximum Institutions Teachers Inmates* CCI GBCI WCI WSPF Teachers per Inmate 850 85 1090 55 1262 126 479 160 10 20 10 3 *population as of 6/29/18 3. Recreation Leaders (2.00 FTE) WSPF has 1.00 FTE Recreation Leader currently and would add 2.00 FTE as part of its staffing plan for the Programs Building. The additional staffing would mean that WSPF would have the same number of Recreation Leaders as the other maximum security prisons. WSPF does have a smaller population than other sites, however, DOC believes that the staff is justified because there is very minimal outdoor space so the gym would be utilized much more than other institutions. The Recreation Leaders would provide structured activities in the gymnasium that would minimize altercations between maximum security inmates and between maximum security inmates and staff. Table 3. Recreation Leaders at Male Maximum Institutions Rec Leaders CCI GBCI WCI WSPF Inmates* 3 3 3 1 Rec Leaders per Inmate 850 283 1090 363 1262 421 479 479 *population as of 6/29/18 Benefits of Opening the WSPF Programs Building The opening of the WSPF Programs Building and the additional staff would allow WSPF to operate like all of the other maximum security institutions by providing more out of cell time for inmates, more inmate physical activities, increased programming, and increased vocational education. All of these changes should result in increased safety at WSPF, as inmates have an outlet for their physical energy and would receive more evidence-based programming such as alcohol and drug treatment, anger management, and conflict resolution. Additionally, the increased programming and vocational education should help to reduce recidivism of inmates once they are released back into the community. The opening of the Programs Building would also have a positive effect on the operations of other parts of WSPF. The current religious activities at WSPF are primarily done in the visitation room which limits the hours of visitation. Once the Programs Building is opened, WSPF plans to move religious activities there and increase visitation hours from four hours per day on Monday through Friday to eight hours per day Monday through Friday (weekend hours will continue to be 12 hours per day). Studies have shown that stronger bonds to family and friends help to reduce recidivism and thus increased visitation hours at WSPF should help inmates maintain these important social connections. Additionally, the expanded programming and educational offerings would allow Page 200 of 261 WSPF to house inmates with greater education and programming needs which would provide greater flexibility in placement of inmates to all maximum security institutions. Finally, WSPF would be able to increase their efficiency in providing programming and education. The rooms that WSPF currently uses for education and programming are limited to 8-12 inmates based on the size of the rooms. The new Programs Building will allow staff to have larger classrooms than they do currently and expand the number of inmates in each programming and education class. Summary: GPR TOTAL FY20 Funding FTE $0 0.00 $0 0.00 FY21 Funding FTE $410,400 11.25 $410,400 11.25 Prepared by: Jake Jokisch, Budget & Policy Analyst - Advanced 240-5415 Page 201 of 261 Page 202 of 261 Program Room . Class Room 0 Janitor Closet Inmate Bathroom 0 Stalf Bathroom 0 Of?cer Station 0 Closet 0 Weight Room Music Room 0 Of?ce 0 Chapel Maint ll Appendix 1. WSPF Programs Building Design 2] Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5702 19-21 Biennial Budget TITLES WSPF Programming Expansion Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $160,100 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $74,700 06 Supplies and Services $0 $107,200 07 Permanent Property $0 $13,000 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $53,300 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $2,100 16 Rent (lease and state owned) 3000 $0 $0 17 Total Cost $0 $410,400 Page 203 of 261 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 11.25 20 Unclassified Positions Authorized 0.00 0.00 Page 204 of 261 19-21 Biennial Budget Decision Item by Numeric Department of Corrections Program 01 Decision Item/Numeric 1st Year Total 2nd Year Total 5702 WSPF Programming Expansion 1st Year 2nd Year FTE FTE Adult correctional services 01 General program operations $0 $372,300 0.00 11.25 06 Energy costs; energy-related assessments $0 $31,800 0.00 0.00 10 Institutional repair and maintenance $0 $6,300 0.00 0.00 Adult correctional services SubTotal $0 $410,400 0.00 11.25 WSPF Programming Expansion SubTotal $0 $410,400 0.00 11.25 Agency Total $0 $410,400 0.00 11.25 Page 205 of 261 19-21 Biennial Budget Decision Item by Fund Source Department of Corrections Source of Funds Decision Item 5702 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE WSPF Programming Expansion S $0 $410,400 0.00 11.25 $0 $410,400 0.00 11.25 $0 $410,400 0.00 11.25 Page 206 of 261 Decision Item (DIN) - 5703 Decision Item (DIN) Title - CCI Restrictive Housing and HSU Staffing NARRATIVE The Department of Corrections requests $489,800 GPR and 11.75 GPR FTE in FY20 and $600,300 GPR and 11.75 GPR FTE in FY21 to provide additional staff to operate the new Restrictive Housing Program Building and the expanded Health Services Unit at Columbia Correctional Institution. Page 207 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Issue Paper Topic: DIN 5703 - Columbia Correctional Institution (CCI) Restrictive Housing and Health Services Unit Staffing Request The Department of Corrections (DOC) requests $489,800 GPR and 11.75 GPR FTE in FY20 and $600,300 GPR and 11.75 GPR FTE in FY21 to add staff to CCI’s newly constructed restrictive housing (RH) programs building and to staff Correctional Officer posts in the expanded CCI health services unit (HSU). Problem Description CCI’s current HSU is located in the Administration building and was constructed in 1985 to serve 450 adult male offenders. There are currently 850 inmates housed at CCI.1 There are a significant number of inmate patients housed at CCI that have complex health needs. There are a high proportion of chronically ill inmates, mentally ill inmates, and a large number of inmates in restrictive housing that create scheduling challenges and complicate health services at the institution. Once the expansion is complete, CCI would like to operate 24 hours per day/7 days per week. In order to operate around the clock, CCI is requesting Correctional Officer FTE to meet security needs in the HSU. A new programs building has also been constructed at CCI that is connected to the RH unit, and a secure outdoor recreation area was added as well, both of which were constructed to address the treatment and programming needs of inmates in RH. A Social Worker and 1.75 FTE Correctional Officers are needed to staff this building. Background CCI’s new HSU was enumerated in 2013 Act 20 (the 2013-15 Biennial Budget). The project expands CCI’s HSU capacity by building a new 14,000 square foot HSU to replace the original 4,300 square foot facility. The expansion includes a secure waiting area; examination rooms, offices for medical and psychiatry health care professionals, medical and clinical record storage areas; secure medication and supply rooms; a dental suite; multi-purpose therapy rooms; a radiology room; lab space; and an officer station. In 2017 Act 59 (the 2017-19 Biennial Budget), CCI was provided with enough medical staff to operate a 24/7 HSU, however CCI does not have enough security position authority to operate the reception area and perform patrols around the HSU on all shifts. While there is some existing 1 Friday Report 8/31/2018 Page 208 of 261 position authority – roughly 1.50 FTE from the old HSU – to staff the front desk five days a week on first shift there is not enough to staff the desk on second or third shift 7 days per week, or first shift on weekends. Finally, there is no existing position authority to staff a designated HSU patrol post. In order to provide resources for a patrol post, CCI received funding in Act 59 to staff one 24/7 security post (equivalent to 5.25 FTE) on overtime starting in FY19. DOC requests position authority and funding, instead of overtime funding, for that post and position authority for a second 24/7 security post. The RH program building was approved in 2013 Act 20 (the 2013-15 Biennial Budget) and the project included construction of a new 7,100 square foot building that is connected to the RH unit, as well as construction of a secure outdoor recreation area. The additional space was needed to address the treatment and programming needs for inmates in RH. Analysis Healthcare Challenges with CCI’s Population CCI’s inmate population is aging and has a variety of complex healthcare needs. Appendix 1 shows that from CY2010 to CY2017, CCI’s population over 50 years of age increased by 21.85% while the younger age groups generally decreased. Moreover, inmates at CCI have approximately 466 chronic illnesses that require medication, as shown in Table 1. Table 1: Chronic Illnesses Human Immunodeficiency Virus (HIV) Seizures Hypertension Dyslipidemia (high cholesterol) Asthma Diabetes Total 5 22 170 106 120 43 466 *Data as of 5/8/2018 Delivery of healthcare is complicated by mental health issues in RH and within the Special Management Unit (SMU). Of 820 inmates, 407 (50%) have been identified with a mental health code of MH-1 or higher. Table 2 shows a complete breakout of mental health codes by custody level as of February 28, 2018 and Appendix 2 shows a description of each mental health code.2 2 The medium security inmates have been reduced from maximum to medium security levels, and are awaiting transfer to beds at other DAI sites. Page 209 of 261 Table 2: Mental Health Codes at CCI by Custody Classification3 Unknown Minimum Community Minimum Medium Maximum MH-0 36 73 21 283 MH-1 10 25 9 262 MH-2A MH-2B 1 2 1 78 0 0 0 19 The combination of complex health and security needs at CCI has made it necessary to make the HSU a 24-hour operation. The ambulatory health services provided on site should reduce both the frequency and length of off-site medical trips. Furthermore, expanding HSU coverage at CCI brings the institution in line with HSUs in other maximum security institutions.4 Along with the additional HSU staff added in 2017 Act 20, CCI also received additional treatment staff to provide RH inmates with additional out of cell programming and recreation time. HSU Staffing Request DOC is requesting enough position authority to staff both security posts with FTE, rather than use a mixture of FTE from the old HSU and overtime staff. In total, 9.00 FTE Correctional Officer positions are needed to provide two 24/7 posts. Accounting for the 1.50 positions that are reallocated from the old HSU, a total of 10.50 FTE would be needed for HSU security. CCI would utilize the patrol staff to handle the movement and unit flow; verify the location of inmates; monitor appropriate inmate conduct during sick calls and appointments; and provide pat searches as warranted. Staff at the front entrance will monitor entry and exit of the HSU. If DOC’s request for security position authority is approved, the request would be offset by a reduction of approximately $301,100 annually in budgeted overtime salary and fringe that would be provided as a result of the current policy of providing one 24/7 post on overtime. RH Program Building Request DOC is requesting 1.75 FTE Correctional Officers to create a post on second shift, 7 days per week. This position would be responsible for providing security for the new programs building attached to the RH unit. Program escorts are utilized to transfer inmates in RH to their out of cell activities, which will now include transport to the new building and the recreation space. CCI currently has program escorts during first shift, but has no program escorts on second shift. DOC is also requesting 1.00 FTE Social Worker – Corrections that would be responsible for providing structured services to inmates in the new programming space. 3 Data from 2/28/2018 Waupun Correctional Institution has HSU services 24/7; Green Bay Correctional Institution provides 24 hour services Sunday – Thursday and on Friday and Saturday between 5:30 AM and 12:00 AM 4 Page 210 of 261 The new staff for the RH Program Building would help CCI work towards the nationally recognized “10/10” treatment model for inmates in RH. This treatment model provides 10 hours per week of out-of-cell, structured, and therapeutic programming (examples might be individual appointments with psychologists or psychiatrists, group therapy with psychologists, educational classes, a therapeutic work assignment, current events or social skill groups, or any of our cognitive-based programming) and another 10 hours per week of out-of-cell unstructured time (examples include dayroom time, meals, and recreation). Summary: GPR TOTAL FY20 Funding FTE $489,800 11.75 $489,800 11.75 FY21 Funding $600,300 $600,300 Prepared by: Peter James and Jake Jokisch, Budget and Policy Analysts 240-5422 240-5415 Page 211 of 261 FTE 11.75 11.75 Appendix 1: Age Distribution of CCI Inmates Age Group 19 or younger 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65 or older 12/31/2010 1.10% 8.40% 17.60% 15.60% 15.30% 14.60% 12.10% 8.20% 4.60% 1.50% 0.90% 12/31/2011 1.60% 11.10% 16.20% 16.80% 13.10% 14.30% 11.30% 8.00% 4.70% 1.70% 1.20% Age Distribution for CCI 12/31/2012 12/31/2013 12/31/2014 1.70% 1.40% 1.10% 11.70% 12.70% 15.00% 14.70% 15.20% 15.80% 14.20% 16.70% 17.00% 14.90% 13.20% 12.20% 12.50% 11.50% 11.20% 11.90% 11.40% 10.70% 9.20% 7.60% 7.20% 4.90% 4.90% 5.10% 2.80% 2.70% 2.60% 1.50% 2.70% 2.00% Page 212 of 261 12/31/2015 1.80% 16.00% 16.90% 17.20% 11.70% 10.70% 8.60% 7.60% 5.40% 2.60% 1.50% 12/31/2016 3.00% 16.10% 16.30% 15.10% 13.90% 11.30% 8.00% 6.50% 5.80% 2.00% 2.00% 12/31/2017 4.30% 15.70% 16.30% 15.70% 12.50% 10.30% 7.10% 8.30% 6.00% 2.30% 1.60% Appendix 2: Mental Health Codes MH-0 There is no current mental health need. An inmate does not need a scheduled follow-up visit with Psychological Services and is not seeing the Psychiatrist for any reason. MH-1 The inmate is receiving mental health services but does not suffer from a serious mental illness. This code is not appropriate for inmates who are receiving only program services, such as substance abuse or sex offender treatment, and have no other mental health needs. MH-2A Inmates with serious mental illness: A. Inmates with a current diagnosis of, or are in remission from, the following conditions: Schizophrenia (all sub types) Delusional disorder Schizophreniform disorder Schizoaffective disorder Psychosis NOS Major depressive disorders Bipolar disorder 1 & 2 B. Inmates with current or recent symptoms of the following conditions: Brief psychotic disorder Substance induced psychotic disorder C. Inmates with head injury or other neurologic impairments that result in behavioral or emotional dyscontrol. D. Inmates with chronic and persistent mood or anxiety disorders or other conditions that lead to significant functional disability. MH-2B Inmates with a primary personality disorder that is severe, accompanied by significant functional impairment, and subject to periodic decompensation; i.e., psychosis, depression, or suicidality. If an inmate has stable behavior for two years, the code may be reassessed. Excluded from MH-2B classification are inmates who have a primary diagnosis of Antisocial Personality Disorder and whose behavior is primarily the result of targeted goals rather than impairment from diagnosed mental illness. Note: Those who qualify for both MH-2A and MH-2B will be coded MH-2A. SPECIAL CLASSIFICATION CODES ID Intellectually Disabled. An IQ of approximately 70 or below with concurrent impairments in present adaptive functioning and age of onset before 18 years. Page 213 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5703 19-21 Biennial Budget TITLES CCI Restrictive Housing and HSU Staffing Expenditure items 1st Year Cost 01 Permanent Position Salaries 2nd Year Cost $212,000 $299,900 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 $159,300 $193,500 $89,500 $98,100 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 $22,400 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 $6,600 $8,800 $0 $0 $489,800 $600,300 05 Fringe Benefits 06 Supplies and Services 11 One-time Financing 15 Internal services 3000 16 Rent (lease and state owned) 3000 17 Total Cost Page 214 of 261 18 Project Positions Authorized 19 Classified Positions Authorized 20 Unclassified Positions Authorized Page 215 of 261 0.00 0.00 11.75 11.75 0.00 0.00 Program Decision Item/Numeric 1st Year Total 2nd Year Total 5703 01 1st Year 2nd Year FTE FTE CCI Restrictive Housing and HSU Staffing Adult correctional services 01 General program operations $489,800 $600,300 11.75 11.75 Adult correctional services SubTotal $489,800 $600,300 11.75 11.75 CCI Restrictive Housing and HSU Staffing SubTotal $489,800 $600,300 11.75 11.75 Agency Total $489,800 $600,300 11.75 11.75 Page 216 of 261 Source of Funds Decision Item 5703 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE CCI Restrictive Housing and HSU Staffing S $489,800 $600,300 11.75 11.75 $489,800 $600,300 11.75 11.75 $489,800 $600,300 11.75 11.75 Page 217 of 261 Decision Item (DIN) - 5704 Decision Item (DIN) Title - Lincoln County Correctional Institution (Adult) NARRATIVE The Department of Corrections requests $14,224,200 GPR and 261.00 GPR FTE in FY21 in order to convert Lincoln Hills and Copper Lake Schools into a minimum-security adult male facility, in accordance with 2017 Act 59. Page 218 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Issue Paper Topic: DIN 5704 – Lincoln County Correctional Institution (Adult) Request The Department of Corrections (DOC) requests $14,224,200 GPR and 261.00 GPR FTE in FY21 in order to convert Lincoln Hills and Copper Lake Schools (LHS/CLS) into a minimum-security adult male facility. Problem Description LHS/CLS, which is located in the town of Birch, Wisconsin, will be converted to an adult male facility on January 1, 2021, in accordance with 2017 Act 185. DOC does not currently have positions to operate the facility with adult inmates. Thus, DOC is requesting staff and funding to open and operate the facility starting January 1, 2021. Background Act 185 2017 Act 185 requires DOC to permanently close LHS/CLS and to transfer the juveniles held there to another Type 1 juvenile correctional facility or to a county-operated Secured Residential Care Centers for Children and Youth (SRCC). According to Act 185, the closure and transfer must occur no later than January 1, 2021. However, DOC may transfer juveniles in phases, as the SRCCs and the Type 1 juvenile facilities are ready to accept them. Further, Act 185 allows DOC to establish and operate an adult correctional institution at the location that was LHS/CLS5. DOC is requesting to open and operate a fenced minimum-security adult male facility starting January 1, 2021. DOC Inmate Bed Need As a fenced minimum-security male facility, Lincoln County Correctional Institution (LCCI) would have a capacity of 575 inmates. LCCI would have 10 units that house 50 inmates (25 double-bunked cells) and 2 units that are half single-celled Restrictive Housing (RH) and half double-bunked General Population (GP) cells that would house an additional 75 inmates. In its 2019-21 Capital Budget, DOC is requesting a new RH unit to replace the current old RH units, which would increase the capacity to 625 inmates (LCCI would maintain 25 RH beds with both options). DOC has a need for at least 575 additional inmate beds due to inmate population increases in recent years. The growth of adult inmate populations has varied somewhat in the last seven years, with 5 2017 Act 185, Section 40 Page 219 of 261 annual increases averaging around 1% (See Appendix 1 for endpoint populations over the past 15 fiscal years). At the end of FY18, the Department had a total of 23,621 adult inmates, including 22,035 males and 1,586 females, which was a 2.08% increase in total inmate populations from the end of FY17. As the inmate population has increased, DOC has had to increasingly rely on contract beds in order to accommodate the inmates in excess of its capacity. DOC’s contract bed population (including Federal contract beds) has increased from 30 inmates at the start of FY15 (7/3/15) to 480 inmates as of 7/6/18. The opening of LCCI would allow DOC to reduce its utilization of contract beds. Page 220 of 261 Chart 2. Contract Bed Population Over Time Analysis Staffing DOC is requesting 261.00 FTE in order to operate LCCI. The table below shows the breakdown of the staffing requested. Table 1. DOC Requested Staffing Prison Operations/Administration* Buildings and Grounds Supt. Buildings and Grounds Supervisor Corrections Food Service Leader 2 Corrections Food Service Leader 4 Corrections Sentencing Associate–Sr Corrections Security Director Deputy Warden Electronics Tech Security - Sen Electrician Facilities Maintenance Spec-Adv Facilities Repair Worker-Adv Food Service Administrator HVAC Refrigeration Spec-Adv Institution Complaint Examiner Offender Class Specialist-Sr Offender Records Associate Offender Records Supervisor Office Operations Associate Secretary Confidential Utility Plant Operator Warden Page 221 of 261 FTE 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 2.00 1.00 Business Office Corrections Mgmt Services Director Financial Program Supervisor Financial Specialist Inventory Control Coordinator FTE 1.00 1.00 3.00 2.00 Security** Correctional Officer Correctional Sergeant Supervising Officer 1 Supervising Officer 2 FTE 121.00 35.00 6.00 8.00 Health*** Advanced Practice Nurse Prescriber Dental Hygienist Dental Assistant Dentist Medical Program Assistant-Associate Licensed Practical Nurse Nurse Clinician 2 Nurse Supervisor Psychology Supervisor Psychological Associate Psychologist-Licensed FTE 1.00 0.60 0.60 0.60 1.00 6.60 6.60 1.00 1.00 1.00 1.00 Social Services Chaplain Corrections Unit Supervisor Corrections Program Supervisor Education Director Librarian Program Assistant Adv-Confidential Recreation Leader-Sen Social Worker-Corrections Teacher Treatment Specialist 2 FTE 1.00 2.00 1.00 1.00 1.00 1.00 2.00 7.00 11.00 3.00 TOTAL FTE 261 *3.00 FTE Human Resources positions not included, because they need to be added to DOA/DPM. DOC is requesting Supplies & Services funding to pay DOA for the HR (Shared Services) FTE. **See Appendix 2 for Security Schedule ***See Appendix 3 for HSU Schedule The staffing proposed would allow DOC to operate the facility in a safe and secure manner while providing rehabilitation services to minimum-security inmates that are primarily nearing their release dates from prison. DOC would provide education services, including vocational education, Page 222 of 261 as well as programming to inmates, including Substance Use Disorder (SUD, previously known as alcohol and other drug) treatment. DOC also plans to implement a work-release program for select inmates, which would allow these inmates to be better prepared financially for release from prison and would allow them to pay restitution to any victims at a much faster rate than they would if they were working in the prison. Transition In order to operate LHS/CLS as an adult facility as soon as possible, DOC is requesting two months of funding prior to January 1, 2021 for all staff. The funding would allow DOC to transition Division of Juvenile Corrections (DJC) staff into Division of Adult Institutions (DAI) staff once their service is no longer needed at DJC due to the reduction in the LHS/CLS juvenile population. This time would also be utilized to provide any needed training so that staff are familiar with DAI policies and procedures. DOC is also requesting funding for 8.00 FTE (primarily management staff) be provided an additional six months prior to the opening of LCCI. These staff would have primary responsibility for planning and coordinating the opening of LCCI by January 1, 2021. DOC plans to transfer 45 inmates per week to LCCI. DOC anticipates the institution would transfer its capacity of 575 inmates in 13 weeks, or by approximately the last week of March, 2021. This transfer schedule ensures that LCCI is filled as quickly as possible while still maintaining the capability to transport all of its other inmates throughout the prison system. Finally, LCCI would have an Average Daily Population for FY21 of 222 inmates, which would allow the Department to reduce its contract bed appropriation budget by (222) inmates. That cost reduction is incorporated into this request. Summary: GPR TOTAL FY20 Funding FTE $0 0.00 $0 0.00 FY21 Funding $14,224,200 $14,224,200 Prepared by: Jake Jokisch, Budget & Policy Analyst - Advanced 240-5415 Page 223 of 261 FTE 261.00 261.00 Appendix 1: Adult Inmate Endpoint Populations* Fiscal Year FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 Males 19,938 20,273 20,622 20,451 20,785 21,296 21,374 21,295 21,179 20,620 20,837 20,860 20,862 21,040 21,292 21,614 22,035 Change Over Previous Year 2.38% 1.68% 1.72% -0.83% 1.63% 2.46% 0.37% -0.37% -0.54% -2.64% 1.05% 0.11% 0.01% 0.85% 1.20% 1.51% 1.95% Females 1,323 1,342 1,355 1,269 1,335 1,433 1,398 1,321 1,238 1,172 1,208 1,223 1,267 1,428 1,408 1,526 1,586 Change Over Previous Year 4.75% 1.44% 0.97% -6.35% 5.20% 7.34% -2.44% -5.51% -6.28% -5.33% 3.07% 1.24% 3.60% 12.71% -1.40% 8.38% 3.93% *At the end of June of each fiscal year. Page 224 of 261 Totals 21,261 21,615 21,977 21,720 22,120 22,729 22,772 22,616 22,417 21,792 22,045 22,083 22,129 22,468 22,700 23,140 23,621 Change Over Previous Year 2.53% 1.67% 1.67% -1.17% 1.84% 2.75% 0.19% -0.69% -0.88% -2.79% 1.16% 0.17% 0.21% 1.53% 1.03% 1.94% 2.08% Appendix 2. Security (Officer and Sergeant) Schedule Location AM M-F Roosevelt Housing Unit Roosevelt 2 (RH) Krueger Housing Unit Krueger 2 (RH) King Housing Unit Joseph Housing Unit Hughes Housing Unit DuBois Housing Unit Miller Housing Unit Rogers Housing Unit Douglas Housing Unit Curtis Housing Unit Elk Housing Unit Addams Housing Unit Patrol 1 Patrol 2 Patrol 3 Health Services Unit Gate Food Service 1 Lobby Recreaction 1 Visitor 1 Visitor 2 Chapel Maintenance 1 Maintenance 2 Maintenance 3 School 1 Mail Room Mail/property 1 Transport 1 Transport 2 Transport 3 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Control RH Sergeant Group 1 Sergeant Group 2 Sergeant Group 3 Sergeant Group 4 Sergeant Maintenance Armory Laundry 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 AM Wknd PM M-F Officers 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 PM Wknd 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 NT M-F NT Wknd 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 Sergeants 1 1 1 1 1 1 Page 225 of 261 1 1 1 1 1 1 1 1 1 1 1 1 Appendix 3. Health Services Unit Schedule Position AP Nurse Prescriber Dental Hygienist Dental Assistant Dentist Medical Program Assistant-Assoc Lic Practical Nurse Nurse Clinician 2 Nurse Supervisor AM M-F AM Wknd PM M-F PM Wknd NT M-F NT Wknd FTE 1 0.6 0.6 0.6 1 0.6 0.6 0.6 1 2 2 1 1 6.6 6.6 1 2 2 1 1 Page 226 of 261 1 1 1 1 1 1 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5704 19-21 Biennial Budget TITLES Lincoln County Correctional Institution (Adult) Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $7,505,900 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $75,000 05 Fringe Benefits $0 $3,783,200 06 Supplies and Services $0 ($1,474,100) 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $2,555,700 12 Debt Service $0 $0 13 Food 3000 $0 $288,800 14 Variable non-food 3000 $0 $1,357,700 15 Internal services 3000 $0 $132,000 16 Rent (lease and state owned) 3000 $0 $0 Page 227 of 261 17 Total Cost $0 $14,224,200 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 261.00 20 Unclassified Positions Authorized 0.00 0.00 Page 228 of 261 Program Decision Item/Numeric 1st Year Total 2nd Year Total 5704 01 1st Year 2nd Year FTE FTE Lincoln County Correctional Institution (Adult) Adult correctional services 01 General program operations $0 $17,733,700 0.00 261.00 06 Energy costs; energy-related assessments $0 $359,200 0.00 0.00 10 Institutional repair and maintenance $0 $306,900 0.00 0.00 14 Corrections contracts and agreements $0 ($4,175,600) 0.00 0.00 Adult correctional services SubTotal $0 $14,224,200 0.00 261.00 Lincoln County Correctional Institution (Adult) SubTotal $0 $14,224,200 0.00 261.00 Agency Total $0 $14,224,200 0.00 261.00 Page 229 of 261 Source of Funds Decision Item 5704 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Lincoln County Correctional Institution (Adult) S $0 $14,224,200 0.00 261.00 $0 $14,224,200 0.00 261.00 $0 $14,224,200 0.00 261.00 Page 230 of 261 Decision Item (DIN) - 5901 Decision Item (DIN) Title - Mendota Juvenile Treatment Center NARRATIVE The Department of Corrections requests $325,100 PR in FY20 and $399,100 PR in FY21 to contract with the Department of Health Services for mental health beds for male juveniles at the Mendota Juvenile Treatment Center. Page 231 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5901 19-21 Biennial Budget TITLES Mendota Juvenile Treatment Center Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 $325,100 $399,100 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 06 Supplies and Services Page 232 of 261 17 Total Cost $325,100 $399,100 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 233 of 261 Program Decision Item/Numeric 1st Year Total 2nd Year Total 5901 03 1st Year 2nd Year FTE FTE Mendota Juvenile Treatment Center Juvenile correctional services 23 Juvenile operations $325,100 $399,100 0.00 0.00 Juvenile correctional services SubTotal $325,100 $399,100 0.00 0.00 Mendota Juvenile Treatment Center SubTotal $325,100 $399,100 0.00 0.00 Agency Total $325,100 $399,100 0.00 0.00 Page 234 of 261 Source of Funds Decision Item 5901 PR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Mendota Juvenile Treatment Center S $325,100 $399,100 0.00 0.00 $325,100 $399,100 0.00 0.00 $325,100 $399,100 0.00 0.00 Page 235 of 261 Decision Item (DIN) - 5902 Decision Item (DIN) Title - Serious Juvenile Offender Re-Estimate NARRATIVE The Department of Corrections requests ($2,897,800) GPR in FY20 and ($1,350,100) GPR in FY21 to provide juvenile institution care, alternate care, and community supervision for Serious Juvenile Offenders. Page 236 of 261 Decision Item by Line CODES DEPARTMENT 410 TITLES Department of Corrections CODES DECISION ITEM 5902 19-21 Biennial Budget TITLES Serious Juvenile Offender Re-Estimate Expenditure items 1st Year Cost 2nd Year Cost 01 Permanent Position Salaries $0 $0 02 Turnover $0 $0 03 Project Position Salaries $0 $0 04 LTE/Misc. Salaries $0 $0 05 Fringe Benefits $0 $0 ($2,897,800) ($1,350,100) 07 Permanent Property $0 $0 08 Unalloted Reserve $0 $0 09 Aids to Individuals Organizations $0 $0 10 Local Assistance $0 $0 11 One-time Financing $0 $0 12 Debt Service $0 $0 13 Food 3000 $0 $0 14 Variable non-food 3000 $0 $0 15 Internal services 3000 $0 $0 16 Rent (lease and state owned) 3000 $0 $0 06 Supplies and Services Page 237 of 261 17 Total Cost ($2,897,800) ($1,350,100) 18 Project Positions Authorized 0.00 0.00 19 Classified Positions Authorized 0.00 0.00 20 Unclassified Positions Authorized 0.00 0.00 Page 238 of 261 Program Decision Item/Numeric 1st Year Total 5902 03 2nd Year Total 1st Year 2nd Year FTE FTE Serious Juvenile Offender Re-Estimate Juvenile correctional services 04 Serious juvenile offenders ($2,897,800) ($1,350,100) 0.00 0.00 Juvenile correctional services SubTotal ($2,897,800) ($1,350,100) 0.00 0.00 Serious Juvenile Offender ReEstimate SubTotal ($2,897,800) ($1,350,100) 0.00 0.00 Agency Total ($2,897,800) ($1,350,100) 0.00 0.00 Page 239 of 261 Source of Funds Decision Item 5902 GPR Total Agency Total 1st Year Total 2nd Year Total 1st Year FTE 2nd Year FTE Serious Juvenile Offender Re-Estimate S ($2,897,800) ($1,350,100) 0.00 0.00 ($2,897,800) ($1,350,100) 0.00 0.00 ($2,897,800) ($1,350,100) 0.00 0.00 Page 240 of 261 Decision Item (DIN) - 5911 Decision Item (DIN) Title - Implementing Provisions of 2017 Act 185 NARRATIVE The Department of Corrections, in accordance with 2017 Wisconsin Act 185, submits the cost for staffing, operating, and maintaining the new Type 1 Juvenile Correctional Facilities constructed or established under the Act. Page 241 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Issue Paper Topic: Implementing Provisions of 2017 Act 185 Problem Description In accordance with 2017 Act 185 (the Act), “the Department of Corrections shall include in its 201921 biennial budget request…the cost for staffing, operating, and maintaining the new Type 1 facilities constructed or established under Wis. Stat. §301.16 (1w) of the statutes.”6 Wis. Stat. §301.16(1w) specifies that the Department establish one or more Type 1 Juvenile Correctional Facilities. Act 185 created committees to provide recommendations to the department regarding new juvenile facilities and programing. The output of those committees will be used to determine the size, number and location of the juvenile facilities. Background Since the late 1970s, the Division of Juvenile Corrections (DJC) has provided institutional and community supervision services on a rate-based model as a service to counties for youths adjudicated under a correctional order or, starting in the 1990s, a Serious Juvenile Offender (SJO) disposition.7 These programs are designed to be funded by a daily rate charged to counties and the state, depending on who is responsible for payment based on the particular delinquency order. The Act transferred juveniles adjudicated under a correctional placement disposition – unless certain conditions apply – to county operated Secure Residential Care Centers for Children and Youth (SRCC) and established Department of Corrections (DOC) operated Type 1 facilities for youth adjudicated under the SJO program or convicted as adults based on space, security needs, proximity to the populations of juveniles the facilities would serve, and best practices for holding juveniles in secure custody.8 In addition to changing the make-up of DOC’s juvenile population, 2017 Act 185 directed the Department to convert the existing Type 1 Juvenile Correctional Facilities (JCF) – the Lincoln Hills and Copper Lake Schools (LHS/CLS) in Irma, Wisconsin – to an adult correctional institution. The Act established the Juvenile Corrections Study Committee and charged it with developing recommendations for administrative rules governing the services and programming provided to juveniles in SRCCs and determining the locations for DOC-run Type 1 Juvenile Correctional Facilities based on a variety of factors. Recommendations for the locations of Type 1 Juvenile Correctional Facilities are due on November 1, 2018.9 6 2017 Act 185, Section 110(9)(b) Wis. Stat. §938.34(4m) and (4h) 8 2017 Act 185, Section 110(6)(c)2 9 2017 Act 185, Section 110(6)(c)(1) & (2) 7 Page 242 of 261 Analysis Staffing for one Type 1 Juvenile Correctional Facility The number of Type 1 Juvenile Correctional Facilities that DOC will operate is unknown at this time. More than one facility will likely be needed to provide care and supervision of DOC youth. Table 1 shows the proposed FTE staffing for one facility. In addition to FTE, the facility is provided with a budget to purchase contracted services based on needs that will be identified in the course of implementing the provisions of 2017 Act 185. Each position category is discussed in the following pages. A full listing of classifications can be found in Appendix A. Generally speaking, the proposed staffing level will provide for supervision of smaller groups of youth in each facility and higher levels of staff attention and instruction per youth; decreased opportunity for youth-youth or youth-staff conflict; and, improved interdisciplinary communication and collaboration on youth programming and services. Table 1. Facility Staffing Category FTE Education and Treatment 16.00 Facilities and Management 8.50 Health Services 4.50 Security 41.00 Total 70.00 Education, Treatment, and Psychological Services Staff Sufficient staffing is proposed to provide a full spectrum of services to youths in a new-design Type 1 JCF. Five teacher positions and a supervisor would provide education in math, English, social studies, and science, and special education. Additionally, a recreation leader would work with juveniles on structured physical activities in the gymnasium and outdoor areas of the facility. On-site social workers will provide case management and work with juveniles in treatment groups. Social workers are a critical part of the institution since they connect each juvenile with resources offered by DJC and help plan for re-entry. Psychological services will be provided by 4.00 FTE Psychologists and a supervisor. It is anticipated that psychological services will be provided for 13 hours per day during weekdays and 8 hours per day on weekends. Additionally, a psychologist will be on call for emergencies at times when there is not a psychologist on site. Psychological Services Unit (PSU) staff will provide individual therapy, group therapy, and other cognitive-based trauma-informed treatment. PSU staff will also collaborate with other staff in the facility to weave trauma-based services into every aspect of institutional operations. Page 243 of 261 Facilities and Management Staff The facility would be overseen by an 81-02 level Superintendent-type position. The facility manager would report to a centralized 81-01 System Superintendent. Additional staff are provided to operate food service, maintain the facility, and provide administrative support to all departments. Heath Services Staff There will be sufficient on-site nursing staff to administer medications and see patients for primary healthcare services. Some specialized medical staff will be centrally based or provided by contracted staff. Security Staff Staffing of the facility is done under the assumption that the facility operates at full capacity. Since the facility is relatively small, the marginal significance of each post is high compared to larger institutions. For instance, in a large facility posts can be temporarily collapsed if there are high vacancies or emergencies that require staff to go off-site. In a smaller facility, there are fewer staff to cover posts. Furthermore, security staffing was designed to be compliant with the Prison Rape Elimination Act (PREA), which includes ratios of staff to youth in its requirements. Each living unit has assigned staff and there are positions on patrol shifts to assist staff in living units and throughout the facility. Table 2 shows the proposed security staffing pattern. Each of the four living units would have a 1-10.5 staffing pattern (one staff on first shift, one staff on second shift, and two units would share one staff on third shift). Security staff will be supervised by Supervising Youth Counselors. Security operations system-wide will be overseen by a central Security Director. Table 2. Security Posts by Shift Area 1st Shift 2nd Shift 3rd Shift 4 Living Units (1x1x0.5) 4 4 2 (based on facility design) Communications/Control 1 1 1 Visiting Room/Lobby 1 1 0 Trip Unit (M-F) 2 0 0 Lead Worker/Patrol (YC–Adv) 1 1 2 Total Posts 9 7 5 FTE 17.50 5.50 3.50 2.50 7.00 36.00 Central Office Staff It is envisioned that an institution management structure similar to the Wisconsin Correctional Center System (WCCS) would be created. Under this structure, approximately 17.00 FTE would Page 244 of 261 support the needs of multiple Type 1 facilities (a full list of positions can be found in Appendix B). Many of the positions that would be created under this structure are not population driven or are positions that already exist in DJC but would move from institution-based positions to central officebased positions. These positions will work in concert with existing central office staff that support the entire division. Start Up The Department is requesting staggered start dates for three different groups of employees with position authority timeframes that allow for the recruitment and hiring process to occur. DOC anticipates three groups of employees starting in three different groups: - Group 1: The Group 1 positions are: System-wide Superintendent, Education Director, Security Director, Corrections Management Services Director, Food Service Administrator, Buildings and Grounds Superintendent, Program and Policy Analyst – Advanced, and Secretary – Confidential. Position authority for these positions would start on October 1, 2019. These positions would get a head start developing all aspects of system policies and operations. Additionally, these positions would work to hire Group 2 positions. - Group 2: The Group 2 positions are: Facility Manager, Corrections Unit Supervisor, Psychologist Supervisor, Nursing Supervisor, Teacher Supervisor, and support staff. Position authority for group 2 positions would begin on January 1, 2020. These positions would work on developing facility-specific policies and operations. Additionally, these positions would work to hire Group 3 positions. - Group 3: The Group 3 positions are all positions not included in Group 1 or 2. Position authority for this group would begin on July 1, 2020. Recruitment and hiring will happen immediately after position authority is established so that training for these positions would begin a few months before the opening of the facility. Cost Staffing for one Type 1 Juvenile Correctional Facility and supporting administration and shared services is estimated to cost $1,186,000 in FY20 and $10,544,800 in FY21. Existing DOC non-JCF staffing and costs are excluded from this estimate. Funding and Populations Served Under the Act, DJC will primarily serve juveniles sentenced under an SJO disposition – both in a secure facility setting or during a period of community supervision – and minors sentenced under an adult criminal penalty and placed at a JCF prior to transferring to an adult prison on or around their Page 245 of 261 18th birthday.10 There may be some juveniles transferred from an SRCC under change of placement provisions in statute.11 DJC also supervises certain juveniles adjudicated in another state that currently reside in Wisconsin under the Interstate Compact for Juveniles (ICJ). DOC proposes using existing staff resources to supervise all ICJ youth that reside in Wisconsin. Since the State of Wisconsin is responsible for the cost of care and supervision of SJOs, minors sentenced under an adult criminal penalty, and ICJ youth, a stable ongoing GPR funding source needs to be established. Staffing for the Office of Detention Facilities (ODF) In order to implement provisions of the Act, DOC’s ODF requires an additional 2.00 GPR FTE to accommodate the increased workload of monitoring county-run SRCCs. This request includes 1.00 FTE Detention Facilities Specialist and 1.00 FTE Operations Program Associate. 2017 Act 185 maintains ODFs authority to regulate, supervise, and inspect SRCCs and directs counties to establish SRCCs and there are currently no SRCCs in Wisconsin. ODF is also responsible for regulation, supervision, and inspection of county jails, court holding facilities, houses of correction, secure juvenile detention facilities, unlocked Huber facilities, and municipal lockups. ODF’s current workload is spread among 5.00 FTE regionally-based Detention Facilities Specialists, 1.00 FTE Director, and a 0.50 FTE Operations Program Associate. In total, ODF monitors 73 county jails, 1 tribal jail, 13 secure juvenile detention centers, and 50 municipal lockups in accordance with relevant laws and administrate rules.12 Each facility is inspected annually and Detention Facilities Specialists work closely with facility administrators to: - review facility policies and procedures and approve any subsequent revisions; address inmate and public complaints; provide technical assistance and training; participate on local and state committees; review and approve facility construction drawings and specifications (for both new and remodels); data collection; public records requests; and, review major incidents (suicides and other deaths, escapes, etc). As it relates to 2017 Act 185, in addition to the tasks above for SRCCs, ODF is tasked with working with local governments that are planning and constructing SRCCs. Historically, when substantial construction occurs at local facilities, ODF staff attend regularly scheduled meetings to provide 10 SJO costs paid by GPR appropriation Wis. Stat. §20.410(3)(cg); Costs for minors with adult sentences paid by GPR appropriation Wis. Stat. §20.410(1)(ab) 11 The change of placement process is outlined in Wis. Stat. §938.357(3)(b) 12 https://doc.wi.gov/Documents/AboutDOC/DetentionFacilities/DetentionFacilitiesMap.pdf Page 246 of 261 technical assistance to local governments and their architects to ensure that facility design and construction is done in accordance with administrative rule and state law. Additionally, ODF staff: - attend public hearings; approve all construction drawings and specifications; complete site visits during construction phases to assess progress and mitigate any issues; approve facility policy manuals; conduct the final preoccupancy inspection; and, issue all documentation to occupy and utilize the facility. This additional facility type will create significant additional responsibility for ODF, especially as local governments begin their design and construction phases at approximately the same time. This challenge is further compounded by the timelines in 2017 Act 185, which specifies that counties assume supervision of all juveniles under a correctional placement disposition by January 1, 2021.13 Since 1973, ODF has maintained its current level of field staffing and decreased its level of administrative support. ODF indicates that they would use the additional Detention Facilities Specialist position to add a sixth region and redistribute the regions based on where the new SRCCs are built and balance the workload related to the landscape in ODFs monitoring universe. The six regions would have a mix of all facility types. The amount of work generated by regulating and approving an entirely new facility type necessitate additional and on-going support – especially given the additional data reporting requirements in 2017 Act 185.14 ODF’s staffing need is estimated to cost $155,200 in FY20 and $145,400 in FY21. Prepared by: Peter James, Budget and Policy Analyst 240-5422 13 14 2017 Act 185 – Section 110(1) 2017 Act 185 – Section 110(5)(a) Page 247 of 261 Appendix A: Staffing for Type 1 Juvenile Correctional Facility System Proposed Staffing for a 32-bed Type 1 JCF Position 81-02 Facility Manager Recreation Leader Corrections Unit Supervisor Facilities Repair/Maintenance Food Service Leader Psychologist Supervisor Psychologist Social Workers Teacher Supervisor Nurse Clinician 2 Teacher Support Staff - All Depts Nursing Supervisor Youth Counselors Supervising Youth Counselor Grand Total Group Number Group 1 Group 2 Group 3 FTE 1.00 1.00 1.00 1.00 3.50 1.00 4.00 3.00 1.00 3.50 5.00 3.00 1.00 36.00 5.00 70.00 Group 2 3 2 3 3 2 3 3 2 3 3 2 2 3 3 Position Authority Begins October 2019 January 2020 July 2020 Page 248 of 261 Appendix B: Proposed Staff for System Administration and Shared Services Position System Superintendent Education Director Dental Assistant Dental Hygienist School Psychologist Corrections Security Director Corrections Management Services Director Financial Program Supervisor Financial Specialist Financial Specialist – Senior Food Service Administrator Institution Complaint Examiner Program and Policy Analyst – Advanced Secretary Confidential Office Operations Associate Buildings & Grounds Superintendent Grand Total Group FTE 1 1.00 1 1.00 3 1.00 3 1.00 3 1.00 1 1.00 1 1.00 3 1.00 3 2.00 3 1.00 3 1.00 3 1.00 1 1.00 1 1.00 3 1.00 1 1.00 17.00 *Note: Human resources staff would be allocated to DJC but position authority would reside with DOA. Funding is included as Supplies & Services. Group Number Group 1 Group 2 Group 3 Position Authority Begins October 2019 January 2020 July 2020 Page 249 of 261 DEPARTMENT OF CORRECTIONS 2019-21 Biennial Budget Statutory Language Request Topic: Division of Juvenile Corrections Daily Rates Current Language Current language in §301.26(4)(d) sets the statutory daily rates for juveniles in correctional facilities over the time period of the biennium. §301.26(4)(d)2. Beginning on July 1, 2017, and ending on June 30, 2018, the per person daily cost assessment to counties shall be $390 for care in a Type 1 juvenile correctional facility, as defined in s. 938.02 (19), $390 for care for juveniles transferred from a juvenile correctional institution under s. 51.35 (3). §301.26(4)(d)3. Beginning on July 1, 2018, and ending on June 30, 2019, the per person daily cost assessment to counties shall be $397 for care in a Type 1 juvenile correctional facility, as defined in s. 938.02 (19), $397 for care for juveniles transferred from a juvenile correctional institution under s. 51.35 (3). Proposed Change Update the statutory dates and the rates calculated for the biennium. §301.26(4)(d)2. Beginning on July 1, 2017 2019, and ending on June 30, 2018 2020, the per person daily cost assessment to counties shall be $390 $502 for care in a Type 1 juvenile correctional facility, as defined in s. 938.02 (19), $390 $502 for care for juveniles transferred from a juvenile correctional institution under s. 51.35 (3). §301.26(4)(d)3. Beginning on July 1, 2018 2020, and ending on June 30, 2019 2021, the per person daily cost assessment to counties shall be $397 $515 for care in a Type 1 juvenile correctional facility, as defined in s. 938.02 (19), $397 $515 for care for juveniles transferred from a juvenile correctional institution under s. 51.35 (3). Effect of the Change These changes will modify statutes to reflect requested juvenile correctional institution rates. Page 250 of 261 Rationale for the Change Rates reflecting the cost of care in juvenile correctional institutions are set in statute and updated each biennium. Desired Effective Date: Agency: Agency Contact: Phone: July 1, 2019 DOC Peter James 240-5422 Page 251 of 261 ACT 201 Proposal under s. 16.42(4)(b)2.: 0% change in each fiscal year FY: FY20 Agency: DOC - 410 Exclusions: Federal Debt Service Columns A-G were prepopulated for agencies to reflect state operations adjusted base and reductions agreed to by DOA and LFB. See Appendix H for instructions on how to complete these templates. Proposed $ and Proposed FTE columns reflect total agency proposed spending and positions for indicated fiscal year. These amounts should include standard budget adjustments (SBAs), any proposed reallocations or reductions to meet the target, and any other requests that the agency would want considered under this proposal. Appropriations with zero dollars and zero FTEs are not loaded into the template. If you have any questions, contact your SBO analyst. IF YOUR AGENCY PLANS TO TAKE THE SAME CUTS OVER BOTH YEARS, YOU SHOULD ONLY FILL OUT ONE GRID FOR 0% GROWTH AND ONE GRID FOR 5% REDUCTION, THEN CHANGE FY18 TO FY18 AND 19. Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Appropriation Alpha Numeric 1a 101 1b 102 1bd 103 1c 104 1bm 105 1f 106 1aa 110 1ds 112 1fm 113 1ab 114 1kd 120 1kk 122 1gr 124 1gL 127 1kk 130 1kf 131 1jz 132 1i 133 1km 134 1kk 135 1h 139 1gn 143 Fund Source GPR GPR GPR GPR GPR GPR GPR GPR GPR GPR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR PR Adjusted Base $ FTE 804,118,600 7671.59 159,272,700 1844.38 4,934,500 27 41,000 0 58,900 0 25,438,700 0 4,333,800 0 11,510,000 9 560,800 0 21,498,100 0 682,300 0 7,651,100 9 154,800 2.2 139,400 0 374,100 7.7 6,259,800 11.65 534,600 0 33,400 0 22,708,800 77.85 4,812,800 19 871,200 9.5 375,900 0 (See Note 1) 0% Change Target 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Proposed Budget 2019-20 Proposed $ Proposed FTE 817,887,900 7,671.59 158,435,900 1,844.38 4,910,900 27.00 41,000 0.00 58,900 0.00 25,438,700 0.00 4,333,800 0.00 11,590,800 9.00 560,800 0.00 21,498,100 0.00 682,300 0.00 7,724,000 9.00 150,400 2.20 139,400 0.00 377,700 7.70 6,326,200 11.65 547,900 0.00 33,400 0.00 22,923,000 77.85 4,901,000 19.00 913,600 9.50 375,900 0.00 Page 252 of 261 Item Ref. Change from Adj Base $ FTE 13,769,300 0.00 (836,800) 0.00 (23,600) 0.00 0 0.00 0 0.00 0 0.00 0 0.00 80,800 0.00 0 0.00 0 0.00 0 0.00 72,900 0.00 (4,400) 0.00 0 0.00 3,600 0.00 66,400 0.00 13,300 0.00 0 0.00 214,200 0.00 88,200 0.00 42,400 0.00 0 0.00 (See Note 2) Remove SBAs $ (13,769,300) 836,800 23,600 0 0 0 0 (80,800) 0 0 0 (72,900) 4,400 0 (3,600) (66,400) (13,300) 0 (214,200) (88,200) (42,400) 0 FTE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Totals Appropriation Alpha Numeric 1kc 166 1kx 167 1kp 180 1kh 181 1gd 182 1gt 184 1gi 185 1gf 187 1gc 188 1gk 191 2a 201 3a 301 3cg 304 3ba 305 3c 308 3jv 320 3hr 321 3hm 323 3hm 325 3hm 326 3hm 327 3hr 329 3jr 330 3jr 332 3i 333 3kx 367 Fund Source PR-S PR-S PR-S PR-S PR PR PR PR PR PR GPR GPR GPR GPR GPR PR PR PR PR PR PR PR PR PR PR PR-S Adjusted Base $ FTE 2,779,900 2 2,283,700 24.5 2,543,000 4 225,000 3 909,100 0 1,404,600 0 5,445,900 0.5 5,286,000 2 340,800 0 281,500 0 772,300 6 3,462,400 30.7 19,077,000 0 1,365,500 0 38,000 0 200,000 0 299,000 0 30,426,200 307.3 59,300 0 367,900 0 316,900 0 5,071,700 48.05 2,300 0 177,800 0 7,700 0 831,300 8.05 1,160,340,100 (See Note 1) 0% Change Target 10,124.97 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Proposed Budget 2019-20 Proposed $ Proposed FTE 2,790,000 2.00 2,337,200 24.50 2,612,500 4.00 317,600 3.00 909,100 0.00 1,404,600 0.00 5,459,500 0.50 5,290,400 2.00 340,800 0.00 281,500 0.00 669,200 6.00 3,795,700 30.70 19,077,000 0.00 1,365,500 0.00 38,000 0.00 200,000 0.00 299,000 0.00 31,061,700 307.30 59,300 0.00 367,900 0.00 316,900 0.00 5,086,600 48.05 2,300 0.00 177,800 0.00 7,700 0.00 688,500 8.05 0 1,174,807,900 Item Ref. 10,124.97 Note 1: Reduction target must be met within state operations appropriations, but may be allocated across those appropriations and fund sources. Note 2: Amounts should be SBAs (DINs 3001 - 3011) from agency request multiplied by -1. Items - Describe proposed changes (excl. SBAs) to reach target or other priorities of agency 1 2 3 Page 253 of 261 Change from Adj Base $ FTE 10,100 0.00 53,500 0.00 69,500 0.00 92,600 0.00 0 0.00 0 0.00 13,600 0.00 4,400 0.00 0 0.00 0 0.00 (103,100) 0.00 333,300 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 635,500 0.00 0 0.00 0 0.00 0 0.00 14,900 0.00 0 0.00 0 0.00 0 0.00 (142,800) 0.00 14,467,800 0.00 (See Note 2) Remove SBAs $ (10,100) (53,500) (69,500) (92,600) 0 0 (13,600) (4,400) 0 0 103,100 (333,300) 0 0 0 0 0 (635,500) 0 0 0 (14,900) 0 0 0 142,800 (14,467,800) FTE 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 Target Reduction = 0 Difference = Should equal $0 0 0.00 ACT 201 Proposal under s. 16.42(4)(b)2.: 0% change in each fiscal year FY: FY21 Agency: DOC - 410 IF YOUR AGENCY PLANS TO TAKE THE SAME CUTS OVER BOTH YEARS, YOU SHOULD ONLY FILL OUT ONE GRID FOR 0% GROWTH AND ONE GRID FOR 5% REDUCTION, THEN CHANGE FY20 TO FY20 AND 21. Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Appropriation Alpha Numeric 1a 101 1b 102 1bd 103 1c 104 1bm 105 1f 106 1aa 110 1ds 112 1fm 113 1ab 114 1kd 120 1kk 122 1gr 124 1gL 127 1kk 130 1kf 131 1jz 132 1i 133 1km 134 1kk 135 1h 139 1gn 143 1kc 166 1kx 167 1kp 180 1kh 181 1gd 182 1gt 184 1gi 185 1gf 187 1gc 188 1gk 191 2a 201 3a 301 Fund Source GPR GPR GPR GPR GPR GPR GPR GPR GPR GPR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR-S PR-S PR PR PR PR PR PR GPR GPR Adjusted Base $ FTE 804,118,600 7671.59 159,272,700 1844.38 4,934,500 27 41,000 0 58,900 0 25,438,700 0 4,333,800 0 11,510,000 9 560,800 0 21,498,100 0 682,300 0 7,651,100 9 154,800 2.2 139,400 0 374,100 7.7 6,259,800 11.65 534,600 0 33,400 0 22,708,800 77.85 4,812,800 19 871,200 9.5 375,900 0 2,779,900 2 2,283,700 24.5 2,543,000 4 225,000 3 909,100 0 1,404,600 0 5,445,900 0.5 5,286,000 2 340,800 0 281,500 0 772,300 6 3,462,400 30.7 (See Note 1) 0% Change Target 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Proposed Budget 2020-21 Proposed $ Proposed FTE 818,034,800 7,671.59 158,885,600 1,844.38 4,910,900 27.00 41,000 0.00 58,900 0.00 25,438,700 0.00 4,333,800 0.00 11,590,800 9.00 560,800 0.00 21,498,100 0.00 682,300 0.00 7,724,200 9.00 150,800 2.20 139,400 0.00 377,700 7.70 6,326,800 11.65 561,600 0.00 33,400 0.00 22,928,800 77.85 4,901,000 19.00 914,600 9.50 375,900 0.00 2,790,000 2.00 2,337,200 24.50 2,612,500 4.00 317,600 3.00 909,100 0.00 1,404,600 0.00 5,459,500 0.50 5,290,400 2.00 340,800 0.00 281,500 0.00 669,200 6.00 3,795,900 30.70 Item Ref. Page 254 of 261 Change from Adj Base $ FTE 13,916,200 (387,100) (23,600) 0 0 0 0 80,800 0 0 0 73,100 (4,000) 0 3,600 67,000 27,000 0 220,000 88,200 43,400 0 10,100 53,500 69,500 92,600 0 0 13,600 4,400 0 0 (103,100) 333,500 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 (See Note 2) Remove SBAs $ (13,916,200) 387,100 23,600 0 0 0 0 (80,800) 0 0 0 (73,100) 4,000 0 (3,600) (67,000) (27,000) 0 (220,000) (88,200) (43,400) 0 (10,100) (53,500) (69,500) (92,600) 0 0 (13,600) (4,400) 0 0 103,100 (333,500) FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Totals Appropriation Alpha Numeric 3cg 304 3ba 305 3c 308 3jv 320 3hr 321 3hm 323 3hm 325 3hm 326 3hm 327 3hr 329 3jr 330 3jr 332 3i 333 3kx 367 Fund Source GPR GPR GPR PR PR PR PR PR PR PR PR PR PR PR-S Adjusted Base $ FTE 19,077,000 0 1,365,500 0 38,000 0 200,000 0 299,000 0 30,426,200 307.3 59,300 0 367,900 0 316,900 0 5,071,700 48.05 2,300 0 177,800 0 7,700 0 831,300 8.05 1,160,340,100 10,124.97 (See Note 1) 0% Change Target 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Proposed Budget 2020-21 Proposed $ Proposed FTE 19,077,000 0.00 1,365,500 0.00 38,000 0.00 200,000 0.00 299,000 0.00 31,062,800 307.30 59,300 0.00 367,900 0.00 316,900 0.00 5,093,900 48.05 2,300 0.00 177,800 0.00 7,700 0.00 688,500 8.05 1,175,434,800 Item Ref. 10,124.97 Note 1: Reduction target must be met within state operations appropriations, but may be allocated across those appropriations and fund sources. Note 2: Amounts should be SBAs (DINs 3001 - 3011) from agency request multiplied by -1. Items - Describe proposed changes (excl. SBAs) to reach target or other priorities of agency 1 2 3 Page 255 of 261 Change from Adj Base $ FTE 0 0 0 0 0 636,600 0 0 0 22,200 0 0 0 (142,800) 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 15,094,700 0.00 (See Note 2) Remove SBAs $ 0 0 0 0 0 (636,600) 0 0 0 (22,200) 0 0 0 142,800 (15,094,700) FTE 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 Target Reduction = 0 Difference = Should equal $0 0 0.00 ACT 201 Proposal under s. 16.42(4)(b)1.: 5% change in each fiscal year FY: FY20 Agency: DOC - 410 Exclusions: Federal Debt Service Columns A-G were prepopulated for agencies to reflect state operations adjusted base and reductions agreed to by DOA and LFB. See Appendix H for instructions on how to complete these templates. Proposed $ and Proposed FTE columns reflect total agency proposed spending and positions for indicated fiscal year. These amounts should include standard budget adjustments (SBAs), any proposed reallocations or reductions to meet the target, and any other requests that the agency would want considered under this proposal. Appropriations with zero dollars and zero FTEs are not loaded into the template. If you have any questions, contact your SBO analyst. IF YOUR AGENCY PLANS TO TAKE THE SAME CUTS OVER BOTH YEARS, YOU SHOULD ONLY FILL OUT ONE GRID FOR 0% GROWTH AND ONE GRID FOR 5% REDUCTION, THEN CHANGE FY20 TO FY20 AND 21. Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Appropriation Alpha Numeric 1a 101 1b 102 1bd 103 1c 104 1bm 105 1f 106 1aa 110 1ds 112 1fm 113 1ab 114 1kd 120 1kk 122 1gr 124 1gL 127 1kk 130 1kf 131 1jz 132 1i 133 1km 134 1kk 135 1h 139 1gn 143 1kc 166 1kx 167 1kp 180 1kh 181 1gd 182 1gt 184 1gi 185 1gf 187 1gc 188 1gk 191 2a 201 3a 301 Fund Source GPR GPR GPR GPR GPR GPR GPR GPR GPR GPR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR-S PR-S PR PR PR PR PR PR GPR GPR Adjusted Base $ FTE 804,118,600 7671.59 159,272,700 1844.38 4,934,500 27 41,000 0 58,900 0 25,438,700 0 4,333,800 0 11,510,000 9 560,800 0 21,498,100 0 682,300 0 7,651,100 9 154,800 2.2 139,400 0 374,100 7.7 6,259,800 11.65 534,600 0 33,400 0 22,708,800 77.85 4,812,800 19 871,200 9.5 375,900 0 2,779,900 2 2,283,700 24.5 2,543,000 4 225,000 3 909,100 0 1,404,600 0 5,445,900 0.5 5,286,000 2 340,800 0 281,500 0 772,300 6 3,462,400 30.7 (See Note 1) 5% Reduction Target (58,017,100) Proposed Budget 2019-20 Proposed $ Proposed FTE 817,887,900 7,671.59 100,418,800 1,060.62 4,910,900 27.00 41,000 0.00 58,900 0.00 25,438,700 0.00 4,333,800 0.00 11,590,800 9.00 560,800 0.00 21,498,100 0.00 682,300 0.00 7,724,000 9.00 150,400 2.20 139,400 0.00 377,700 7.70 6,326,200 11.65 547,900 0.00 33,400 0.00 22,923,000 77.85 4,901,000 19.00 913,600 9.50 375,900 0.00 2,790,000 2.00 2,337,200 24.50 2,612,500 4.00 317,600 3.00 909,100 0.00 1,404,600 0.00 5,459,500 0.50 5,290,400 2.00 340,800 0.00 281,500 0.00 669,200 6.00 3,795,700 30.70 Page 256 of 261 Item Ref. 1 Change from Adj Base $ FTE 13,769,300 0.00 (58,853,900) (783.76) (23,600) 0.00 0 0.00 0 0.00 0 0.00 0 0.00 80,800 0.00 0 0.00 0 0.00 0 0.00 72,900 0.00 (4,400) 0.00 0 0.00 3,600 0.00 66,400 0.00 13,300 0.00 0 0.00 214,200 0.00 88,200 0.00 42,400 0.00 0 0.00 10,100 0.00 53,500 0.00 69,500 0.00 92,600 0.00 0 0.00 0 0.00 13,600 0.00 4,400 0.00 0 0.00 0 0.00 (103,100) 0.00 333,300 0.00 (See Note 2) Remove SBAs $ FTE (13,769,300) 0.00 836,800 0.00 23,600 0.00 0 0.00 0 0.00 0 0.00 0 0.00 (80,800) 0.00 0 0.00 0 0.00 0 0.00 (72,900) 0.00 4,400 0.00 0 0.00 (3,600) 0.00 (66,400) 0.00 (13,300) 0.00 0 0.00 (214,200) 0.00 (88,200) 0.00 (42,400) 0.00 0 0.00 (10,100) 0.00 (53,500) 0.00 (69,500) 0.00 (92,600) 0.00 0 0.00 0 0.00 (13,600) 0.00 (4,400) 0.00 0 0.00 0 0.00 103,100 0.00 (333,300) 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 (58,017,100) (783.76) 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Totals Appropriation Alpha Numeric 3cg 304 3ba 305 3c 308 3jv 320 3hr 321 3hm 323 3hm 325 3hm 326 3hm 327 3hr 329 3jr 330 3jr 332 3i 333 3kx 367 Fund Source GPR GPR GPR PR PR PR PR PR PR PR PR PR PR PR-S Adjusted Base $ FTE 19,077,000 0 1,365,500 0 38,000 0 200,000 0 299,000 0 30,426,200 307.3 59,300 0 367,900 0 316,900 0 5,071,700 48.05 2,300 0 177,800 0 7,700 0 831,300 8.05 1,160,340,100 10,124.97 (See Note 1) 5% Reduction Target (58,017,100) Proposed Budget 2019-20 Proposed $ Proposed FTE 19,077,000 0.00 1,365,500 0.00 38,000 0.00 200,000 0.00 299,000 0.00 31,061,700 307.30 59,300 0.00 367,900 0.00 316,900 0.00 5,086,600 48.05 2,300 0.00 177,800 0.00 7,700 0.00 688,500 8.05 1,116,790,800 9,341.21 Item Ref. Change from Adj Base $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 635,500 0.00 0 0.00 0 0.00 0 0.00 14,900 0.00 0 0.00 0 0.00 0 0.00 (142,800) 0.00 (43,549,300) Note 1: Reduction target must be met within state operations appropriations, but may be allocated across those appropriations and fund sources. Note 2: Amounts should be SBAs (DINs 3001 - 3011) from agency request multiplied by -1. Items - Describe proposed changes (excl. SBAs) to reach target or other priorities of agency 1 Anticipated that counties will utilize services for adult community supervision 2 3 4 5 Page 257 of 261 (See Note 2) Remove SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 (635,500) 0.00 0 0.00 0 0.00 0 0.00 (14,900) 0.00 0 0.00 0 0.00 0 0.00 142,800 0.00 (783.76) (14,467,800) 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 (58,017,100) Target Reduction = (58,017,100) Difference = Should equal $0 0 (783.76) ACT 201 Proposal under s. 16.42(4)(b)1.: 5% change in each fiscal year FY: FY21 Agency: DOC - 410 IF YOUR AGENCY PLANS TO TAKE THE SAME CUTS OVER BOTH YEARS, YOU SHOULD ONLY FILL OUT ONE GRID FOR 0% GROWTH AND ONE GRID FOR 5% REDUCTION, THEN CHANGE FY20 TO FY20 AND 21. Agency 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 410 Appropriation Alpha Numeric 1a 101 1b 102 1bd 103 1c 104 1bm 105 1f 106 1aa 110 1ds 112 1fm 113 1ab 114 1kd 120 1kk 122 1gr 124 1gL 127 1kk 130 1kf 131 1jz 132 1i 133 1km 134 1kk 135 1h 139 1gn 143 1kc 166 1kx 167 1kp 180 1kh 181 1gd 182 1gt 184 1gi 185 1gf 187 1gc 188 1gk 191 2a 201 3a 301 3cg 304 3ba 305 3c 308 3jv 320 3hr 321 3hm 323 3hm 325 3hm 326 3hm 327 3hr 329 Fund Source GPR GPR GPR GPR GPR GPR GPR GPR GPR GPR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR PR PR-S PR-S PR-S PR-S PR PR PR PR PR PR GPR GPR GPR GPR GPR PR PR PR PR PR PR PR Adjusted Base $ 804,118,600 159,272,700 4,934,500 41,000 58,900 25,438,700 4,333,800 11,510,000 560,800 21,498,100 682,300 7,651,100 154,800 139,400 374,100 6,259,800 534,600 33,400 22,708,800 4,812,800 871,200 375,900 2,779,900 2,283,700 2,543,000 225,000 909,100 1,404,600 5,445,900 5,286,000 340,800 281,500 772,300 3,462,400 19,077,000 1,365,500 38,000 200,000 299,000 30,426,200 59,300 367,900 316,900 5,071,700 FTE 7671.59 1844.38 27 0 0 0 0 9 0 0 0 9 2.2 0 7.7 11.65 0 0 77.85 19 9.5 0 2 24.5 4 3 0 0 0.5 2 0 0 6 30.7 0 0 0 0 0 307.3 0 0 0 48.05 (See Note 1) 5% Reduction Target (58,017,100) Proposed Budget 2020-21 Proposed $ Proposed FTE 818,034,800 7,671.59 100,868,500 1,060.62 4,910,900 27.00 41,000 0.00 58,900 0.00 25,438,700 0.00 4,333,800 0.00 11,590,800 9.00 560,800 0.00 21,498,100 0.00 682,300 0.00 7,724,200 9.00 150,800 2.20 139,400 0.00 377,700 7.70 6,326,800 11.65 561,600 0.00 33,400 0.00 22,928,800 77.85 4,901,000 19.00 914,600 9.50 375,900 0.00 2,790,000 2.00 2,337,200 24.50 2,612,500 4.00 317,600 3.00 909,100 0.00 1,404,600 0.00 5,459,500 0.50 5,290,400 2.00 340,800 0.00 281,500 0.00 669,200 6.00 3,795,900 30.70 19,077,000 0.00 1,365,500 0.00 38,000 0.00 200,000 0.00 299,000 0.00 31,062,800 307.30 59,300 0.00 367,900 0.00 316,900 0.00 5,093,900 48.05 Page 258 of 261 Item Ref. 1 Change from Adj Base $ FTE 13,916,200 0.00 (58,404,200) (783.76) (23,600) 0.00 0 0.00 0 0.00 0 0.00 0 0.00 80,800 0.00 0 0.00 0 0.00 0 0.00 73,100 0.00 (4,000) 0.00 0 0.00 3,600 0.00 67,000 0.00 27,000 0.00 0 0.00 220,000 0.00 88,200 0.00 43,400 0.00 0 0.00 10,100 0.00 53,500 0.00 69,500 0.00 92,600 0.00 0 0.00 0 0.00 13,600 0.00 4,400 0.00 0 0.00 0 0.00 (103,100) 0.00 333,500 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 636,600 0.00 0 0.00 0 0.00 0 0.00 22,200 0.00 (See Note 2) Remove SBAs $ FTE (13,916,200) 0.00 387,100 0.00 23,600 0.00 0 0.00 0 0.00 0 0.00 0 0.00 (80,800) 0.00 0 0.00 0 0.00 0 0.00 (73,100) 0.00 4,000 0.00 0 0.00 (3,600) 0.00 (67,000) 0.00 (27,000) 0.00 0 0.00 (220,000) 0.00 (88,200) 0.00 (43,400) 0.00 0 0.00 (10,100) 0.00 (53,500) 0.00 (69,500) 0.00 (92,600) 0.00 0 0.00 0 0.00 (13,600) 0.00 (4,400) 0.00 0 0.00 0 0.00 103,100 0.00 (333,500) 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 (636,600) 0.00 0 0.00 0 0.00 0 0.00 (22,200) 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 (58,017,100) (783.76) 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 0 0.00 Agency 410 410 410 410 Totals Appropriation Alpha Numeric 3jr 330 3jr 332 3i 333 3kx 367 Fund Source PR PR PR PR-S (See Note 1) 5% Reduction Target Adjusted Base $ FTE 2,300 177,800 7,700 831,300 1,160,340,100 0 0 0 8.05 10,124.97 (58,017,100) Proposed Budget 2020-21 Proposed $ Proposed FTE 2,300 0.00 177,800 0.00 7,700 0.00 688,500 8.05 1,117,417,700 Item Ref. 9,341.21 Note 1: Reduction target must be met within state operations appropriations, but may be allocated across those appropriations and fund sources. Note 2: Amounts should be SBAs (DINs 3001 - 3011) from agency request multiplied by -1. Change from Adj Base $ FTE 0 0.00 0 0.00 0 0.00 (142,800) 0.00 (42,922,400) (783.76) (See Note 2) Remove SBAs $ FTE 0 0.00 0 0.00 0 0.00 142,800 0.00 (15,094,700) Target Reduction = Difference = Should equal $0 Items - Describe proposed changes (excl. SBAs) to reach target or other priorities of agency 1 Anticipated that counties will utilize services for adult community supervision 2 3 4 5 Page 259 of 261 0.00 Change from Adjusted Base after Removal of SBAs $ FTE 0 0.00 0 0.00 0 0.00 0 0.00 (58,017,100) (58,017,100) 0 (783.76) BASE BUDGET REVIEW REPORTS BASE BUDGET REVIEW WORKSHEET Agency Number: 410 Agency Name: Department of Corrections Date of Report: 9/10/18 Fiscal Years Covered: FY19 Expenditures by quarter, including links to appropriation description and purpose, are found at the following URL [s. 16.423(3)(a) and (b)]: http://openbook.wi.gov/ExpenditureDetailReport.aspx Do all agency appropriations meet the mission of the agency and do their objectives justify their expenditures [s. 16.423 (3)(c)]? ☒ Yes ☐ No If No, please list the appropriations and a description why they do not meet the mission of the agency. Add rows to the table as needed. Chapter 20 Title Appropriation Description Do the objectives of all your agency appropriations justify their expenditures [s. 16.423(3)(c)]? ☒ Yes ☐ No If No, please list the appropriations and a description why they do not justify their expenditures. Add rows to the table as needed. Chapter 20 Title Appropriation Description Page 260 of 261 BASE BUDGET REVIEW REPORTS Please indicate any appropriation whose minimum level of funding to achieve objectives is less than the prior fiscal year's base funding [s. 16.423(3)(d)]. Add rows to the table as needed. Chapter 20 Appropriation Title Prior Fiscal Year Budget Prior Fiscal Year Expended Minimum Budget Needed The agency's mission and objectives can be found in the biennial budget submission at the following URL [s. 16.423(3)(e)]: https://doa.wi.gov/Pages/StateFinances/CurrentBiennialBudget.aspx. Please create an agency mission if your agency does not currently have a mission to include in its agency budget request. OPTIONAL ANALYSIS This section is available to agencies that want to describe why expenditures varied throughout fiscal quarters and/or years. Casey Newman, Director, Bureau of Budget and Facilities Management Signature, Title Page 261 of 261 09/13/18 Date