Attachment+#6+ND+DOCR+Functional+Areas.docx

Attachment 6 ND DOCR Functional Areas

1. Reception and Commitment The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently manages the reception and commitment process as the initial phase of a resident’s incarceration. This process is critical for verifying demographic information, processing legal documentation, and establishing the foundation for the resident’s treatment and supervision plan.

Upon arrival, residents undergo an intake assessment and interview, which serve as the first point of contact to identify immediate security, medical, and clinical needs. During this time, residents are oriented to institutional rules, regulations, available services, and program opportunities. Concurrently, sentencing and revocation documents are reviewed and processed to determine sentence length and the applicable time calculation components.

Following orientation and legal intake, residents proceed through a series of assessments that may include clinical evaluations, programmatic screenings, and behavioral or character-based testing. These assessments help determine the residents’ needs and inform the development of a case plan. Once this plan is established, the resident is classified, and an initial facility assignment is made based on custody level, programmatic requirements, and clinical considerations.

Facility placement is also influenced by system limitations, such as bed availability and program capacity. Residents may be temporarily housed at an intake facility before being transferred to a location that can meet their identified needs. For residents returning to custody from community supervision—such as parole, probation, furlough, escape status, or temporary custody in another jurisdiction—an abbreviated reception process may be used. The extent of this abbreviated process depends on the length of time the resident was out of custody and the status under which they were supervised.

The reception and commitment process is managed through a combination of manual documentation, internal systems, and coordination across intake, classification, medical, and program departments. While the process is structured, it requires significant staff coordination and is subject to variation based on facility resources and resident volume.

Strategic Objectives:

· Streamline the intake process to reduce the average length of time between resident admission and assignment to a mainline institution.

· Track the average length of time to complete each step in the intake process and use this data to optimize the assignment of staff resources.

· Coordinate and schedule intakes with county partners to balance the flow of new admissions and adjust intake staffing as needed.

· Ensure that information collected during intake supports downstream performance measures, including the identification and management of special populations (e.g., residents with mental or physical disabilities or those requiring special precautions).

2. Sentencing and Time Calculations The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently uses a combination of manual processes, policy interpretation, and legacy tools to record client commitments and calculate sentence dates. The purpose of this function is to ensure that residents are incarcerated for the exact amount of time prescribed by law. Sentence and time accounting begins with the initial calculation of a resident’s required length of incarceration, based on applicable statutes and case law, and includes the application of statutorily awarded good time.

Throughout the incarceration period, sentence calculations are recalculated as changes occur. These changes may include the awarding or revocation of earned time credits, amendments to original sentences, or other actions that affect the projected release date. Staff are responsible for manually updating these calculations and ensuring they remain accurate over time.

The process is complex and requires staff to interpret legal and policy guidance to determine how time should be applied. While some calculations are supported by existing systems, much of the work is performed manually, including the tracking of sentence adjustments and the reconciliation of changes across systems. There is no centralized audit trail or automated alert system to flag potential errors in sentence computation.

Eligibility for parole or STEP (Structured Transition and Evaluation Program) is determined by the Case Planning Committee, based on ND DOCR policy. The timing of Parole Board review is also guided by policy and is manually tracked. Staff must ensure that all sentencing components are accurately recorded and that projected release dates reflect the most current information available.

Coordination with external systems, such as courts and parole boards, is limited. Data exchange is often manual, requiring staff to verify and reconcile information across multiple platforms. This increases the administrative burden and introduces the potential for discrepancies in sentence tracking.

Strategic Objectives:

· Use projected release dates to forecast monthly releases, providing a key input into population projections and future demand for prison beds.

· Align treatment and reentry program participation with time-to-serve requirements, balancing program duration against remaining sentence length.

· Avoid erroneous releases and the associated risks to public safety and litigation.

· Leverage projected release dates as input into early release planning, particularly in response to judicial or legislative mandates.

· Support performance measures related to victim notification, restitution tracking, and time-served reporting.

· Ensure all sentence computations comply with North Dakota Century Code, court orders, and DOCR policies to prevent errors and mitigate risk.

3. Classification The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently conducts classification assessments to determine both internal and external custody levels for residents. Classification is a foundational component of correctional management and is used to guide housing assignments, work placements, and program eligibility. The process is designed to balance risk, security, and programmatic needs, though these priorities do not always align. In such cases, public safety considerations—particularly security and risk—take precedence.

ND DOCR uses an objective-based classification system that applies a consistent set of scoring factors to all residents at intake and at regular intervals thereafter, or as required by policy. Internal custody levels determine access to housing, work, and programs, while external custody levels correspond to the perimeter security of the facility. The classification process is used to sort residents into appropriate placements and may also limit access to certain privileges or services, such as visitation or commissary.

When the scored custody level is determined to be inappropriate, staff may request a variance through an override process. Overrides may be mandatory—based on policy or law—or discretionary, based on staff judgment and supported by correctional analysis. Mandatory overrides are typically tied to legal or policy restrictions that prohibit certain residents from being housed at specific custody levels or require placement in designated facilities. Discretionary overrides are used when staff identify aggravating or mitigating factors that justify a different custody level than what the scoring instrument recommends.

Discretionary overrides are tracked and reviewed to assess the overall validity of the classification system. A high rate of overrides may indicate that the scoring model is not accurately capturing resident risk and may require revision. The classification system is also used to support broader correctional management goals, including population distribution, housing reconfiguration, and program alignment.

Strategic Objectives:

· Assign residents to housing based on risk, security, and programmatic needs to support effective population management.

· Identify and manage mismatches between a resident’s approved custody level and the security level of the assigned bed.

· Prioritize resident placements when bed constraints exist, ensuring that higher-risk residents are placed appropriately and lower-risk residents are waitlisted if necessary.

· Enable facility reconfiguration by identifying trends in custody level needs and informing decisions about staffing and infrastructure adjustments.

· Monitor key performance indicators such as override rates, improperly housed residents, and residents in waitlist status to evaluate system effectiveness and identify areas for improvement.

4. Caseload Management At the North Dakota Department of Corrections and Rehabilitation, caseload management is performed by both institutional and community-based staff, including case managers and treatment providers. Caseloads are structured to reflect the risk levels and criminogenic needs of residents, and they serve as the foundation for supervision, treatment planning, and reentry preparation.

Treatment caseloads are focused on program participation and progress. Residents are expected to proactively engage in assigned treatment programs, and institutional staff conduct periodic progress assessments to evaluate engagement and outcomes. These assessments help establish benchmarks and guide adjustments to treatment plans. However, the process of managing treatment caseloads requires discretion and flexibility, as residents may progress at different rates or encounter barriers that affect participation.

Case management caseloads are broader in scope and include responsibilities such as supervision planning, coordination of services, documentation of resident progress, and preparation for reentry. Case managers serve as a central point of contact for residents and often collaborate with other departments to ensure continuity of care and alignment with institutional and individual goals.

Currently, caseloads in the institution are tracked using a combination of internal systems, spreadsheets, and manual documentation. There is no centralized tool that allows for dynamic balancing of caseloads across staff or for real-time tracking of aggregate demand for treatment programs. Staff rely on professional judgment and experience to manage workloads and adjust assignments as needed.

While performance metrics such as program completion rates and goal achievement are monitored, the process for capturing and analyzing these metrics is not standardized across facilities. This limits the ability to evaluate system-wide effectiveness or to reallocate resources based on real-time data.

Strategic Objectives:

· Track the aggregate demand for treatment programs to support the reallocation of limited resources to the programs and locations most needed by the resident population.

· Assist administrators in balancing counselor and case manager caseloads based on case complexity and staff expertise, enabling more equitable distribution of workload.

· Capture performance metrics, including the percentage of residents with defined program or case goals and the percentage achieving those goals within designated timeframes.

· Reduce staff frustration and administrative burden by improving visibility into caseload distribution and resident progress.

· Support both treatment and case management functions by recognizing their distinct roles and ensuring that caseload management reflects the full scope of resident needs.

5. Security The “Security” business function is a composite of processes oriented around management and operation of prisons, jails, and supervision activities. These functions include the custody and control of client/resident during their incarceration period, by enforcement of a defined secured perimeter, accountability of client/resident by conducting regularly scheduled and unscheduled counts, and processing client/resident into and out of facility control. Key control, searches, tool control, communications and other operational functions are regulated within the security program for each facility. Emergency planning is an integral part of this process, which includes escapes, hostage incidents, disturbances, fires, natural disasters, external breeches, employee, and resident strikes.

Strategic Objectives:

· Reducing time required to clear counts minimizes interruption to daily operations and reduces potential for miscounts, directly contributing to the mission of the agency.

· Information collected in “Security” processes arms investigators with intelligence to respond to incidents (for escape, escapes, lost key, or tool).

· Investigations of automated canteen and resident banking processes, track associations between residents, staff, visitors, family members and volunteers.

· Collects individualized and specific unit data relating to searches, urinalysis, UA, and follows the individual throughout the system.

6. Behavior Management The North Dakota Department of Corrections and Rehabilitation manages resident behavior in adult facilities through a structured discipline system that emphasizes both accountability and positive reinforcement. This system includes formal procedures for moderate to serious infractions and informal responses for minor misconduct. All actions—whether formal or informal—are thoroughly documented to support progressive discipline, ensure legal defensibility, and promote institutional safety and fairness.

The discipline process is administrative and operates independently from the legal system, although some incidents may also be referred for criminal prosecution. Accurate tracking and reporting are essential for operational transparency and for identifying high-risk individuals and potential security gaps.

A core component of the adult system is the use of a 4:1 ratio of reinforcement to corrective action, in alignment with core correctional practices and evidence-based approaches. This includes implementing effective reinforcement for prosocial behavior, effective disapproval for rule violations, and consistent follow-through to ensure accountability and behavioral change.

For residents exhibiting persistent noncompliant or illegal behaviors, staff establish a process for identifying and targeting specific behaviors for intervention. This includes conducting behavioral assessments, collaborating with case managers to define measurable goals, and applying tailored reinforcement and disapproval strategies to promote compliance and reduce risk. Documentation captures both positive and negative behaviors to inform data-driven decisions and support individualized interventions.

Behavioral and risk-related data are used to support housing moves and classification decisions. This includes consideration of positive behaviors, behavioral risk levels, and specific threats such as escape history or Security Threat Group (STG) affiliation. The goal is to ensure that housing placements and classification outcomes are informed by a comprehensive understanding of each resident’s behavior and risk profile. While this information is not yet automatically integrated into classification or bed management systems, staff currently cross-reference data manually to make informed decisions. The long-term objective is to create a more unified system where behavioral and risk data seamlessly inform housing, classification, and supervision strategies.

Strategic Objectives:

· Track compliance with agency policy and manage risk by identifying systemic security and policy compliance issues, including use of force, contraband, and escape incidents.

· Apply objective, consistent processes for charging residents with rule violations and assigning sanctions, particularly disciplinary detention.

· Document both positive and negative behaviors to support data-driven decisions, identify high-risk individuals, and address security gaps.

· Promote evidence-based practices by reinforcing prosocial behavior, applying effective disapproval for rule violations, and ensuring consistent follow-through to support behavioral change.

· Use behavioral data to inform housing decisions, including movement based on positive behavior, risk level, or security concerns, and ensure this information feeds into the classification system.

7. Bed Management and Movement The North Dakota Department of Corrections and Rehabilitation currently manages and tracks resident movement and bed assignments using a combination of internal systems and manual processes. Resident movement occurs at multiple levels: intra-facility movement (within a single facility or complex) and inter-facility movement (between distinct facilities under the same agency). These movements are essential for maintaining accountability and ensuring that residents are placed in appropriate housing based on classification, program needs, medical accommodations, and institutional capacity.

Resident placement decisions are guided by multiple factors, including custody level, risk assessment, behavioral history, medical needs, and program eligibility. However, the current system does not automatically filter or restrict bed options based on these criteria. Staff must manually verify that a bed is appropriate for a resident’s needs. For example, residents who use walkers or have mobility limitations must not be placed in upper bunks or on second floors. Similarly, if a resident is required to complete a core program that is only offered at certain facilities, staff must ensure that the resident is placed in a location where that program is available.

Behavioral data, including positive behavior reports, risk scores, and indicators such as escape risk or Security Threat Group (STG) affiliation, are considered during housing decisions. However, this information is not automatically integrated into the bed management process. Staff must cross-reference behavioral and classification data manually when making placement decisions.

Resident location is tracked to support accountability for official counts, housing assignments, program and work participation, visitation, food service, recreation, and external movement. While the current system allows for real-time verification of resident location, the process of scheduling and executing movements—particularly inter-facility transfers—requires coordination across multiple departments and is often managed through spreadsheets or email.

There is limited ability to analyze trends in bed utilization, overcrowding, or waitlisted movements. Staff rely on experience and manual reporting to identify capacity issues and to plan for transportation and housing adjustments.

Strategic Objectives:

· Enable overall resident population management in conjunction with the classification system.

· Provide an empirical measure of overcrowding by comparing design capacity with resident assignments by bed type and time range to identify trends in utilization.

· Support analysis of scheduled, planned, and waitlisted movements to optimize transportation and placement decisions.

· Ensure housing decisions are informed by behavioral data, risk scores, and security threats, and that this information integrates with classification.

· Limit bed assignment options based on program availability and medical accommodations to ensure appropriate placement and compliance with treatment and accessibility requirements.

8. Electronic Health Records The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently provides medical, mental health, and behavioral health services to residents in accordance with constitutional and legal standards. Under current case law, incarcerated individuals are entitled to receive basic healthcare services that meet the same quality standards as those available in the community. These services include sick call encounters, access to prescribed medications, emergency care, ambulatory and infirmary care, chronic disease management, and specialty referrals. Mental and behavioral health services are also provided, including psychiatric care, substance use treatment, and crisis intervention.

ND DOCR uses an Electronic Health Record (EHR) system to document and manage healthcare services. The EHR includes modules for medical, dental, psychiatric/behavioral health, medication management, and scheduling. However, the current EHR does not interface effectively with other ND DOCR software applications. As a result, data exchange between systems is limited, requiring duplicate entry and manual reconciliation across platforms. This lack of interoperability reduces efficiency and hinders the ability to view a complete picture of an individual’s health, program participation, and case management information.

Role-based access is used within the EHR to ensure that users—such as nurses, physicians, psychiatrists, licensed addiction counselors, social workers, and administrative staff—can only access information appropriate to their professional function. The system is designed to comply with HIPAA and 42 CFR Part 2 confidentiality requirements. However, the current structure still requires staff to manually verify and transfer information between systems, which increases administrative workload and the risk of communication gaps.

Behavioral health staff often spend significant time entering the same demographic or background information into multiple systems. This reduces the time available for direct clinical engagement with residents. Additionally, critical information such as suicide risk, medical conditions, or treatment recommendations may not be automatically visible to all authorized providers, increasing the risk of missed follow-up or fragmented care.

For youth in custody, mental and behavioral health services are provided in alignment with facility capabilities and staffing. Coordination between health services and case management is essential but currently relies on manual communication and documentation.

Strategic Objectives:

· Determine and document the extent to which ND DOCR is meeting the “standard of care” required by law.

· Reallocate healthcare and behavioral health services, treatment programs, and staffing to meet the identified needs of the resident population.

· Enhance behavioral health outcomes through integrated treatment documentation, program tracking, and outcome measurement.

· Ensure compliance with state and federal standards for medical, mental, and behavioral health care.

· Provide metrics for cost containment and inform outsourcing strategies.

· Provide public health data to identify and respond to outbreaks (e.g., COVID-19, TB, Hepatitis, Influenza) and to identify trends within the population.

· Support continuity of care during transfer, release, and reentry through improved coordination with community systems.

· Capture key performance measures related to response time to resident treatment requests, and the number of residents diagnosed with mental illness, substance use disorder, infectious disease, and chronic conditions.

Reduce administrative burden and improve care quality by minimizing duplicative data entry and ensuring critical health information is visible to authorized staff.

9. Prison Rape Elimination Act (PREA) The North Dakota Department of Corrections and Rehabilitation currently implements the Prison Rape Elimination Act (PREA) through a series of manual and semi-automated processes designed to protect residents from sexual abuse and harassment and to manage individuals identified as potential victims or aggressors. PREA-related activities are embedded across multiple operational areas, including intake, classification, housing, programming, incident tracking, investigation, and follow-up care.

At intake, residents are interviewed using a PREA Assessment Instrument to determine their risk of being sexually victimized or of being sexually abusive toward others. This information is used to inform housing placement, work and program assignments, and facility transfers. For residents identified as potential victims, staff aim to mitigate risk by placing them in housing units, wings, or floors that offer additional protection and by avoiding assignments that may increase exposure to potential aggressors. For residents identified as potential aggressors, placement decisions are made to reduce opportunities for victimization.

PREA risk data is considered during classification and housing decisions, but it is not fully integrated into the broader Client Management System (CMS). Staff must manually reference PREA assessments and cross-check them against other data sources when making placement decisions. Documentation of threats, incidents, and follow-up actions is maintained, but the process is fragmented across systems and paper-based forms.

Investigation management is handled using internal checklists and workflows that vary depending on the type and outcome of the incident. Notifications and follow-up actions are tracked manually. While there is interest in expanding investigation tracking capabilities, current tools are limited. Health and mental health care follow-up is provided for both adult and juvenile residents as appropriate, and documentation is maintained in the Electronic Health Record (EHR).

For youth in custody, the Sexual Victimization and Abusiveness Risk Assessment (SVARA) is used at the Youth Correctional Center (YCC) to determine placement in either Normal or Specialized Housing. Specialized Housing includes single-room and single-shower accommodation. YCC has two living units, one of which includes three pods that allow for separation. Youth are not assigned to work or programs based on SVARA results, but peer restrictions are implemented as the physical plant allows.

Strategic Objectives:

· Combine the major components of the PREA process with related CMS functionality to enable a seamless, integrated process.

· Enable automated reporting, time edits, and information updates to support compliance and operational efficiency.

· Track and document incidents of sexual abuse and harassment, including investigation workflows and required notifications.

· Ensure PREA risk assessments are integrated with classification, housing, and program assignment decisions to mitigate risk.

· Address both adult and juvenile PREA requirements, including SVARA assessments and specialized housing assignments at YCC.

· Integrate health and mental health care follow-up into the PREA process for both adult and juvenile populations.

10. Grievances The North Dakota Department of Corrections and Rehabilitation currently provides a formal grievance process that allows residents to communicate concerns and seek resolution. This process is a critical component of institutional accountability and resident rights. Residents may submit grievances related to a wide range of issues, including facility conditions, staff conduct, access to services, and disciplinary actions.

Grievances are submitted in writing and are reviewed by designated staff according to policy-defined timelines. The process includes multiple levels of review, and residents are afforded the opportunity to appeal decisions if they are dissatisfied with the outcome. Resolutions may result in corrective action, clarification of policy, or a determination that no action is warranted.

Emergency grievances and those involving special conditions are prioritized and routed for expedited review. Staff are expected to document all grievance activity, including the date of submission, the nature of the complaint, the response provided, and any follow-up actions taken. However, the current system for managing grievances varies across facilities and often relies on paper forms or siloed digital tools, which limits consistency and transparency.

There is no centralized system for tracking grievance trends or analyzing data across the department. As a result, it is difficult to identify patterns—such as a high volume of grievances at a particular facility or repeated complaints involving a specific issue or staff member. Performance metrics, such as response time compliance and resolution rates, are not consistently captured or reported.

While the grievance process is in place and functioning, the lack of integration and standardization across facilities presents challenges in monitoring effectiveness, ensuring timely responses, and using grievance data to inform operational improvements.

Strategic Objectives:

· Provide a transparent and accessible grievance process that ensures residents’ concerns are heard and addressed in a timely and appropriate manner.

· Analyze grievance data to identify potential operational issues, such as elevated grievance volumes at specific institutions, offices, or involving specific individuals.

· Capture key performance measures related to the number of grievances by type, location, and resident, and track compliance with response timelines as prescribed by policy.

· Improve consistency and accountability in grievance handling across all facilities.

· Use grievance trends to inform staff training, policy updates, and operational improvements.

11. Resident Programming The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently tracks and assigns residents to a variety of programs designed to support rehabilitation, skill development, and successful reentry. Programs serve as a core component of correctional operations and are intended to promote self-improvement, pro-social behavior, and public safety by reducing the risk of recidivism upon release.

ND DOCR offers a broad range of programs that address educational, vocational, behavioral health, life skills, and work readiness needs. The primary goal of these programs is to help residents acquire or improve the skills, attitudes, and behaviors necessary to make pro-social choices, reduce criminal behavior, and reintegrate successfully into the community. A secondary goal of program engagement is to educate residents on skill-based interventions that support more informed and effective behavioral decisions, while also serving as a management tool for staff to encourage compliance and structure within the facility.

Residents may be assessed for program eligibility based on behavioral health assessments, criminogenic needs evaluations, educational testing, vocational interviews, current offense, recidivism risk, and historical criminal records. These assessments help determine which programs are most appropriate for each individual.

Program assignments are made in consideration of the resident’s classification level, assessed needs, security and supervision requirements, and the eligibility criteria of the program or facility. Once assigned, resident participation and progress are monitored using defined performance measures. These may include attendance, engagement, skill acquisition, and behavioral change.

Program effectiveness is evaluated by tracking the number of residents who meet or exceed performance expectations and who complete the program within the designated timeframe. However, the current system for tracking program participation, dosage hours, and outcomes is fragmented. Data is often recorded manually or across multiple systems, limiting the ability to conduct comprehensive analysis or to adjust programming based on real-time needs.

Strategic Objectives:

· Analyze data related to program enrollments, participation, dosage hours, completion rates, and outcomes in relation to resident recidivism, rule violations, and clinical progress to assess the relative effectiveness of individual programs.

· Use data to determine the optimum duration, dosage, and sequencing of programming to maximize impact.

· Reallocate resources and staffing to programs that demonstrate higher effectiveness and measurable impact on behavioral and clinical outcomes.

· Support individualized case planning by aligning program assignments with assessed needs, risk levels, and facility capabilities.

· Improve operational efficiency and resident outcomes by identifying and addressing gaps in program availability, accessibility, and completion.

12. Scheduling The North Dakota Department of Corrections and Rehabilitation currently facilitates the scheduling of resident activities and appointments through a combination of manual coordination and facility-specific tools. Multiple staff must balance resident needs with institutional operations, staffing availability, and security protocols.

Staff must follow all applicable policies and regulations when assigning residents to activities within the correctional facility. These assignments are made with consideration for the resident’s classification, program eligibility, medical needs, and behavioral status, as well as the operational needs of the facility. Staff assigning programming review institutional priorities, room availability, and resources to create daily and weekly schedules that ensure activities—including education, treatment, work assignments, recreation, and visitation—are delivered in a manner that supports the mission of the department.

Scheduling is often performed using spreadsheets, whiteboards, or standalone systems that are not integrated with other resident management tools. As a result, staff must manually verify conflicts, availability, and eligibility. Communication of scheduled activities to custody staff is typically done through printed rosters or internal messaging systems, which can lead to inconsistencies or delays in resident movement.

For residents under community supervision, appointment scheduling is coordinated by field staff and may include treatment sessions, court appearances, or check-ins. Missed appointments are tracked manually, and reminders are typically provided verbally or through paper notices. There is limited ability to analyze trends in appointment attendance or to identify systemic issues such as staffing shortages or scheduling conflicts.

Strategic Objectives:

· Automate the scheduling function to help administrators identify appointment types, staffing needs, and locations with lower fulfillment rates and determine the reasons for missed appointments.

· Communicate appointments in a structured and consistent manner to correctional staff to support controlled resident movement and minimize disruptions to daily operations.

· Provide reminders to community-supervised residents to reduce missed appointments and potential violations of supervision conditions.

· Improve coordination between departments by aligning activity schedules with program availability, facility capacity, and resident eligibility.

· Support operational planning by tracking attendance, cancellations, and rescheduling trends across facilities and supervision regions.

13. Security Threats The North Dakota Department of Corrections and Rehabilitation (ND DOCR) currently identifies and manages groups that pose an elevated risk within correctional institutions through a structured Security Threat Group (STG) process. This process focuses on identifying, validating, and monitoring residents affiliated with gangs or other organized groups that engage in activities such as violence, drug trafficking, coordinated escapes, and other behaviors that threaten institutional safety and order.

The identification of STG-affiliated residents begins during the intake process and continues throughout incarceration. A designated STG Officer is responsible for screening, validating, and documenting suspected affiliations. This officer collects relevant information from interviews, incident reports, and intelligence sources, and maintains detailed records of resident affiliations and related activity. The STG Officer also conducts periodic reviews and disseminates validated information to appropriate staff to support security management decisions.

Information about STG involvement is considered sensitive and is stored with restricted access. In some cases, STG data is maintained in a separate database from the primary resident management system. Status indicators or flags are used to alert authorized users that a resident has a known or suspected gang affiliation, without exposing detailed intelligence to all system users.

The STG process supports both institutional safety and broader correctional management goals. Information gathered through this process is used to inform housing decisions, program eligibility, movement restrictions, and investigative efforts. While some jurisdictions operate formal gang disengagement programs, ND DOCR’s current focus is on accurate identification, secure documentation, and appropriate dissemination of STG-related information to mitigate risk.

Strategic Objectives:

· Aggregate STG data to support the development of policies and operational procedures that address risks associated with specific groups and facility locations.

· Adhere to FBI and national intelligence standards to enable secure information sharing with law enforcement agencies, enhancing institutional security and contributing to public safety.

· Support housing, classification, and movement decisions by providing timely and validated intelligence on resident affiliations.

· Maintain restricted access to sensitive STG data to protect the integrity of investigations and ensure appropriate use of intelligence.

14. Finance The North Dakota Department of Corrections and Rehabilitation (ND DOCR) is responsible for overseeing client and resident funds for individuals incarcerated under its jurisdiction. As legal custodians, ND DOCR acts as a trustee for these funds, accepting and managing monies upon intake and throughout incarceration. This fiduciary responsibility extends until the individual’s release.

The client/resident trust accounting system enables individuals to conduct authorized financial transactions both internally (within the facility) and externally, while ensuring correctional staff retain strict control over all financial exchanges. This level of control is critical to maintaining institutional security, enforcing facility regulations, and protecting both resident welfare and the integrity of the correctional environment.

These trust systems operate in a non-cash environment with significant restrictions on currency handling. This minimizes staff exposure to physical cash in accordance with industry best practices. Facility finance teams operate these systems in a manner analogous to a bank, but with correctional-specific controls for policy enforcement, statutory deductions, and transparency for both audits and resident access.

Client/resident account data supports a wide range of operational needs, including program withdrawals, legal payments, financial status disclosures, and processing of external obligations such as child support or court-ordered restitution. The finance team also manages resident payroll, including timekeeping and monthly payments for work completed within the facility. All deductions and fees are processed in accordance with agency and state policy.

Upon release, trust accounts are closed and remaining funds are disbursed to residents through approved methods such as checks, prepaid cards, or other secure disbursement options. While the current system supports these functions, many processes involve manual reconciliation and require coordination across multiple departments.

The following features are currently in use or required to support ND DOCR financial operations: Account Management, Deposits, Withdrawals & Disbursements, Controls & Compliance, Reporting & Oversight, Security & Integrity, Inmate Payroll, Release Processing. This system is critical for ensuring financial transparency, regulatory compliance, operational security, and effective resource management in the correctional environment.

Strategic Objectives:

· Aggregate and analyze data on resident deposits, withdrawals, and associated activity (such as visiting, communication, and staff interaction) to detect and address potential illegal activity or security threats.

· Improve performance metrics, especially regarding timely disbursement of funds to released residents and maximizing payment of court-ordered obligations such as restitution and fees.

15. Rough Rider Industries (RRI) Rough Rider Industries (RRI) is a division within ND DOCR responsible for managing sales, inventory, and manufacturing operations involving both offender and non-offender accounts. RRI is established as a self-funded business entity under ND DOCR. RRI oversees processes such as order fulfillment, inventory management, purchase orders, vendor relations, accounting, payroll, and reporting across multiple facilities.

Strategic Objectives:

· Develop and maintain program for commissary sales, inventory, pricing controls, incarcerated employee timekeeping, payroll, and financial transactions.

· Propose RRI’s methods for financial reconciliation, purchase order processing, and payroll processing.

· Recommend reporting structures that improve transparency, cost tracking, and audit readiness.

· Assess pricing controls, inventory levels, and transaction monitoring.

· Evaluate opportunities to reduce manual work and errors through automation.

· Review data flow between systems supporting offender and non-offender accounts.

· Propose standardized technology and workflows for consistent use across facilities.

16. Property ND DOCR currently inventories and tracks client and resident property throughout their time in custody. This includes the receipt, transfer, storage, maintenance, release, and disposal of personal property. Property may include items brought during arrival processing, items issued by the department, and items received from approved sources. State-issued clothing and footwear are also tracked and issued as part of this process.

Strategic Objectives:

· Property tracking supports investigative efforts by documenting articles sent and received through the mail room.

· Administrators are better equipped to respond to resident grievances related to lost or missing property.

· Transportation processes are streamlined by generating lists of articles that accompany residents during transfers.

· Property tracking supports enforcement of policies related to property limits and mail regulations.

17. Visitation ND DOCR currently manages the visitation program to promote family and supportive relationships that contribute to stability during and after incarceration. The program is structured to maintain facility security while ensuring consistency and uniformity in visitation processes.

Visitation involves the routine processing of civilians through secure points within the facility. Each visitor is identified and their relationship is verified. Security and legal restrictions are reviewed and recorded to prevent unauthorized contact, including restrictions for individuals under legal supervision or minors. The department may also limit a visitor’s ability to visit more than one individual without special approval.

The program includes visits from legal representatives, clergy, and other officially designated individuals. These visitors are also verified to ensure their official capacity. Visits are categorized as contact, non-contact, or legal. Contact visits occur under supervision in open areas with limited physical interaction. Non-contact visits take place in designated areas with barriers that prevent physical contact. Legal visits are business-related and conducted under rules that protect confidentiality while maintaining facility security.

Strategic Objectives:

· Correlating visitation data with contraband incidents and other events supports investigative efforts and policy enforcement.

· Visitation history contributes to the development of individualized reentry programs.

· Metrics are captured, including the percentage of residents who receive no visits.

18. Reentry, Release, and Discharge ND DOCR currently manages the release and discharge of individuals from custody through a range of processes that prioritize safety, legal compliance, and continuity of supervision. Individuals may be released to community supervision under various conditions, including assignments to community residential programs, levels of home detention, and reporting requirements. Legal release types include but are not limited to parole, probation, pretrial supervision, and expiration of sentence without supervision.

Individuals may be discharged directly from an institution, from a community placement program while still under ND DOCR custody, or from parole. Upon discharge, the individual is no longer in the custody of ND DOCR, though they may remain under legal obligations such as registration requirements based on statutory mandates.

Supervised status types are not mutually exclusive; individuals may simultaneously be under probation, parole, and/or pretrial supervision. Each status is governed by distinct legal authorities and conditions. Parole supervision for adults requires approval by the Parole Board and authorizes release into the community under specific terms and conditions, which may include residence in a private home or other approved setting. Probation and pretrial supervision are similarly governed by court orders and legal frameworks. Juvenile release into the community includes specific terms and conditions and may include a family home or other approved setting.

Release planning for adults is coordinated between institutional staff and Field Services. Field Services approval is required for many release plan types. The Case Planning Committee (CPC) and the Parole Board determine parole eligibility and scheduling. Institutional staff provide release documentation and prepare necessary materials for individuals prior to discharge. Any changes to release plans are communicated to the discharging staff, and sentence details are verified using the current CMS under the Legal Orders section. For example, receives a printout of upcoming releases from Bismarck, and administrative staff attach required documentation for each individual. Discharging staff use the current CMS to verify sentence details and ensure release dates are accurate.

At various stages of release, parole, and discharge, ND DOCR is responsible for notifying registered victims of upcoming events in accordance with legal requirements.

Parole Board Client Management The Parole Board process is specific to adults and is supported by a client management approach that tracks individuals eligible for parole consideration, monitors their status, and documents decisions and conditions imposed by the Board. Eligibility for parole is determined by the Case Planning Committee and formalized through Parole Board orders. Individuals are not referred for parole consideration; rather, their eligibility is reviewed based on statutory timelines and Board discretion.

For Parole Board review, an individual’s record must include criminal history, risk assessments, attitude and orientation, medical and mental health information, treatment history, institutional behavior, victim-related considerations, and a release plan that outlines proposed residence, employment, and transportation. This information must be available for Board review in advance of any decision.

The Parole Board has the authority to grant parole to individuals who are legally eligible. This includes setting a parole release date, approving a parole residence, and establishing parole conditions. Conditions may include standard supervision terms as well as additional requirements imposed by the Board for release or ongoing compliance while on parole.

Note on Terminology:

The terms “resident” and “client” are used in accordance with ND DOCR language policy. These terms are not legal designations and are not used in statutory or legal records. Legal terms such as “inmate,” “offender,” or “individual under supervision” are used where appropriate for legal clarity.

Strategic Objectives:

· Reduce the risk of erroneous release or premature termination of supervision through structured review processes.

· Identify data entry errors by correlating sentence and offense data with time served and release dates.

· Use ongoing release audits to detect process errors and support continuous improvement.

· Generate accurate and timely release notices, including changes in release type (e.g., parole, probation, pretrial, expiration), and reflect additional requirements ordered by the court, Parole Board, or statute (e.g., offender registration, STEP requirements).

· Ensure timely and accurate communication between institutional staff and Field Services to support post-release supervision.

19. Community Supervision ND DOCR currently manages the release, case planning, and supervision of adults under Community Corrections. Community Supervision encompasses several legal statuses, including probation supervision, which is imposed by the courts; parole supervision, which is granted by the Parole Board or by statute; and pretrial release, which is assigned by the courts in coordination with probation departments.

Supervision begins with a risk assessment and the development of a case plan by a supervising agent. This plan is designed to assist the individual in successfully navigating community supervision and, when possible, is developed collaboratively with the individual. The plan includes protocols for incentives that encourage compliance and sanctions that address non-compliant behavior. It also outlines housing, treatment, and employment needs, and identifies how those needs will be addressed through community-based services. Finally, it describes conditions of supervision with which the individual must comply.

ND DOCR supervision practices rely on continuity of information across incarceration and community supervision periods. Officers are assigned to individuals based on caseload management protocols, and user roles are clearly defined for officers, supervisors, and…