I am pleased to present the annual review for the Texas Department of Criminal Justice (TDCJ) for Fiscal Year 2024 (FY24). This year presented unique challenges, but through our staff’s dedication, we made significant strides in our mission to provide public safety.
The fiscal year began with the agency taking immediate action to address a rise in dangerous contraband and drug-related homicides within our facilities. The agency implemented a statewide lockdown and comprehensive search of all correctional facilities within TDCJ. This resulted in the seizure of a substantial amount of contraband, including illegal drugs and weapons, enhancing the safety and security of our staff and inmates.
To further protect TDCJ inmates and staff, the agency implemented numerous additional safety measures. TDCJ completed the rollout of the digital mail program to halt contraband being sent through traditional mail. Now, all personal inmate mail is scanned and delivered through inmate tablets. Additionally, the agency revamped its de-escalation methods and purchased new individual protective gear for our correctional officers, including body-worn cameras for maximum security facilities.
Also in FY24, the implementation of the 2030 Plan continued to be a major focus. We made significant progress in several key areas, including inmate reentry, staff recruitment and retention, and technology integration. By investing in this plan, we hope to see a decline in recidivism, an improvement in staffing, and cost savings for the state.
This fiscal year was TDCJ’s year to be reviewed by the Sunset Commission. As part of this standard Sunset review process, agency personnel worked extensively with Sunset staff to provide a comprehensive overview of our operations and services. Thank you to all who participated in this review process. Your contributions were invaluable to the completion of this important work.
Finally, this report is a tribute to the men and women who serve the state with distinction as employees of the Texas Department of Criminal Justice. As we embark on the coming year, I am confident that our collective efforts will continue to transform lives and protect the public of our great state of Texas.
Bryan Collier
Executive Director
As Presiding Officer of the Texas Board of Criminal Justice, it is my honor to work with an organization dedicated to ensuring public safety in this great State, as well as to carry out its other statutory missions of promoting positive change in inmate behavior, reintegrating inmates transitioning out of Texas Department of Criminal Justice (TDCJ) facilities into society and assisting victims of crime.
Fiscal Year 2024 was a pivotal year for TDCJ. The fiscal year began with a systemwide lockdown, as part of an effort to reduce contraband and resulting acts of violence and self-harm in TDCJ facilities. Executive Director Bryan Collier and TDCJ staff acted swiftly and effectively in these efforts to protect staff and the inmate population.
I know I speak for our Board in confirming that we continue to be both impressed and encouraged by the caliber, character, and dedication of TDCJ staff, from the front lines of TDCJ’s prison units and parole supervision through agency operations staff and leadership.
TDCJ staff and leadership value and implement teamwork, not only internally to continuously improve agency operations but also collaboratively with private and public entities at the local, state, and federal levels.
FY24 also marked the start of the Sunset Review process for TDCJ, through the Texas Sunset Advisory Commission. This review allowed for additional perspective on TDCJ’s accomplishments and challenges and ongoing efforts and opportunities to continuously improve agency operations. We on the Board appreciate all who have contributed to this review process.
I look forward to another year of strong collaboration and agency growth, progress, and modernization as TDCJ continues to carry out its vital missions.
In the meantime, if our Board can provide any additional information about the Board or TDCJ, we remain ready to do so. We appreciate everything you do as public servants in service to the citizens of Texas.
Eric J.R. Nichols
Chairman, Texas Board of Criminal Justice
The mission of the Texas Department of Criminal Justice (TDCJ) is to provide public safety, promote positive change in offender behavior, reintegrate offenders into society and assist victims of crime.
The department will be open, ethical and accountable to fellow citizens and work cooperatively with other public and private entities. TDCJ will foster a quality working environment free of bias and respectful of each individual. Agency programs will provide a continuum of services consistent with contemporary standards to confine, supervise and treat offenders in an innovative, cost-effective and efficient manner. The agency’s goals are:
The executive director of TDCJ is responsible for the day-to-day administration and operation of the agency, which consists of overseeing the following divisions: Administrative Review and Risk Management; Business and Finance; Community Justice Assistance; Correctional Institutions; Facilities; General Counsel; Health Services; Human Resources; Information Technology; Manufacturing, Agribusiness and Logistics; Private Facility Contract Monitoring/Oversight; Parole; Reentry and Integration; Rehabilitation Programs; Training and Leader Development; and Victim Services.
The Texas Board of Criminal Justice is composed of nine non-salaried members appointed by the governor, with the advice and consent of the Senate, to serve staggered six-year terms. One member of the board is designated as chairman.
Charged with governing TDCJ, the board employs the agency’s executive director and develops and implements policies that guide agency operations. Members also serve as trustees of the board overseeing the Windham School District. The offices and divisions within TDCJ that report directly to the board include Internal Audit, Office of the Inspector General, Prison Rape Elimination Act Ombudsman, State Counsel for Offenders and Office of the Independent Ombudsman. The board meets, at a minimum, once each calendar quarter and more frequently as issues and circumstances dictate.
Comprising the board during the fiscal year were Chairman Eric J.R. Nichols of Austin; Vice-chair Faith Johnson of Dallas; Secretary Rodney Burrow of Pittsburg; and members Molly Francis of Dallas, Sichan Siv of San Antonio, Bill Welch of Austin, Nate Sprinkle of Rosenberg, Sydney Zuiker of Houston and Tom Fordyce of Huntsville.
Total Operating Budget = $4,409,626,329
Source: Agency Operating Budget 2024
Source: HB1 - Conference Committee Report (2024-2025 State Budget) (May 2023)
Figures are rounded and do not total 100%
The Internal Audit Division examines and evaluates the effectiveness of the agency’s system of internal controls and the quality of performance in carrying out assigned responsibilities. To accomplish this mission, the division conducts audits to evaluate and improve reliability and integrity of financial and operational information; increase effectiveness and efficiency of operations; safeguard assets; and ensure compliance with laws, regulations and contracts. The division also coordinates and conducts investigations into allegations of waste, fraud and abuse occurring in, or related to, the Texas Department of Criminal Justice (TDCJ), its staff and any contracted services.
In Fiscal Year 2024 (FY24), Internal Audit was proactive in adopting recently updated Global Auditing Standards promulgated by the Institute of Internal Auditors. These updated standards become mandatory in January 2025 and enhance the audit process, with specific focus on strengthening the relationship with the board.
Internal Audit also implemented an Agile Auditing model, which allows audit staff to focus on key risks while shortening the time of each project. This model will allow Internal Audit to conduct reviews into more areas of agency risk.
The Office of the Independent Ombudsman is committed to providing the public, state officials and inmates a confidential avenue for complaint resolution by reviewing, investigating and responding to inquiries regarding non-criminal matters within TDCJ.
By the end of FY24, the Office of the Independent Ombudsman completed 58 unit visits while conducting investigations, implementing interviews and providing training for the Ombudsman staff.
Staff also responded to a number of inquiries concerning:
The Office of the Inspector General (OIG) serves as the independent law enforcement and investigative entity for all matters related to TDCJ. The OIG investigates allegations of criminal activity and misconduct that have an impact on TDCJ programs, personnel and resources. The OIG also works cooperatively with various federal, state and local law enforcement agencies to focus on prison gangs, parole absconders and homeland security.
Led by the Inspector General, the OIG consists of the Criminal Investigations Division, Special Operations Division and the Support Services Division. All OIG investigators are certified Texas state peace officers and licensed by the Texas Commission on Law Enforcement.
The Prison Rape Elimination Act (PREA) Ombudsman Office is legislatively mandated to coordinate efforts to eliminate sexual abuse and sexual harassment of inmates in TDCJ correctional facilities. The office monitors and conducts administrative investigation of sexual abuse and sexual harassment allegations related to the PREA.
The PREA Ombudsman Office is responsible for inquiries received from legislators, inmate family and friends, and inmates. The PREA Ombudsman Office reviews inquiries investigated by TDCJ to ensure the inmate’s allegations were appropriately addressed according to PREA standards and TDCJ policy. The PREA Ombudsman Office also monitors compliance related to PREA standards on TDCJ facilities by conducting unit inspections and in-person investigations, reviewing PREA investigations and assisting during PREA audits.
The State Counsel for Offenders (SCFO) provides legal counsel and representation to indigent persons while they are incarcerated in TDCJ. The SCFO also provides legal representation to currently and formerly incarcerated clients facing civil commitment proceedings. There are four legal sections within SCFO: Criminal Defense, Civil Defense, Appellate and Legal Services. An Investigations section assists all legal sections as needed.
The Criminal Defense Section represents indigent clients who are indicted for felonies allegedly committed while incarcerated within TDCJ. The Civil Defense Section represents clients targeted for indefinite, involuntary civil commitment under Texas Health and Safety Code Chapter 841, commonly known as the Sexually Violent Predator statute. The Appellate Section assists indigent clients needing help with some habeas corpus writs. If a client represented by the Criminal Defense Section is convicted of a crime, attorneys in the Appellate Section may also pursue an appeal on behalf of the client. The Legal Services Section assists indigent incarcerated individuals with detainers and extradition matters, and provides limited assistance to indigent clients who are scheduled to appear before an immigration judge as part of a deportation proceeding.
The Community Justice Assistance Division (CJAD) administers community supervision, also known as adult probation, in Texas by partnering with community supervision and corrections departments (CSCD) to promote safer communities through rehabilitative services for probationers and protection of victims’ rights. The division’s services include tracking the performance, monitoring the budgets and programs, distributing state funding, enforcing standards and rules, and providing administrative and technical help to CSCDs. The division director seeks advice from the Judicial Advisory Council, a 12-member council of judges and citizens.
In collaboration with the Correctional Management Training Institute, CJAD hosted the 2024 Virtual SKILLS Conference for CSCDs and criminal justice professionals to promote evidence-based practices and information on effective community supervision. The conference theme, “Forging New Paths,” represents CJAD’s continued transition toward innovative ways of providing services to probationers. The conference provided a variety of sessions on specialized populations, staff development, program effectiveness and management topics. A total of 4,170 training certificates were issued to attendees.
To ensure high-risk areas of concern are addressed and resolved with the CSCDs, CJAD streamlined the CSCD Monitoring Plan to foster a collaborative approach across all sections. This gave sections the opportunity to tailor monitoring methods to their specific functions when addressing risk.
CJAD collaborated with the Tarrant County CSCDs, multiple TDCJ divisions and contracted vendors to create the Probation DWI Intervention Pilot Program to provide a two-track program with cognitive-based treatment. The program was implemented on September 1, 2024.
The Correctional Institutions Division (CID) is responsible for the confinement of adult felony inmates sentenced to incarceration in a secure correctional facility. Specifically, CID oversees state prisons, pre-release facilities, psychiatric facilities, the Developmental Disability Facility, medical facilities, state jails, geriatric facilities and substance abuse felony punishment facilities. CID works with other divisions and partners to improve public safety by providing effective interventions through a safe, secure and positive environment. The division is divided into six regions and eight departments.
The agency is committed to reducing the amount of dangerous contraband in our facilities. To combat dangerous narcotics entering our facilities through the mail, TDCJ launched a digital mail system. Effective September 2023, TDCJ directed incoming mail for all inmates to a digital mail processing center, where it is sorted, scanned and uploaded to the inmate’s secure tablet. These messages and photos are scanned in color and saved to the tablet to be permanently available for inmates to enjoy. Legal mail, books, magazines, packages and other subscriptions from verified publishers and nonprofit organizations continue to be sent to units. Additionally, CID, in coordination with other TDCJ divisions, installed a new mail scanning system that scans all incoming mail received at the units for dangerous contraband.
Using funds allocated by the 88th Texas Legislature, TDCJ enhanced the safety and security of prison facilities across the state. These funds provided for the installation of perimeter pulse fences, which are electrified and notify a controller or command center whenever an intruder is detected. This new technology bolstered the safety and security of TDCJ facilities while allowing picket staff to be reallocated throughout the unit to help with staffing levels.
TDCJ also used allocated funds to improve equipment for staff. All uniformed staff received a flashlight and heavy grade gloves to help perform their job more efficiently and safely. Body worn cameras were purchased for correctional staff at 23 maximum security units. TASERs are being distributed to lieutenants on the 23 units where body-worn cameras have been distributed. TASERs were placed in the control pickets of all units for use by a lieutenant and above, providing officers with additional avenues to safely de-escalate potentially dangerous situations.
CID also enhanced the experience of inmates entering and leaving the agency’s custody. CID, in coordination with many other TDCJ divisions, revised the Inmate Orientation Video, making the video more informative and user friendly. CID established 17 release sites and shifted all releases to sites closest to inmates’ legal county of residence.
As of April 30, 2024, there were 2,987 inmates housed in security detention, with approximately 40% based on Security Threat Group membership. In order to decrease the number of inmates in restrictive housing and provide opportunities for rehabilitation and reintegration, the agency began enrolling certain inmates in the Gang Renouncement and Disassociation program (GRAD) or the Cognitive Intervention Transition Program. Once the members successfully complete their respective program, they will return to G2* custody with G3 housing. Inactive members will need to complete GRAD if they want the G3 restrictions removed. CID also created 18 corresponding reason codes to track why inmates are placed in restrictive housing.
In order to expand our efforts to improve inmate behavior, TDCJ implemented an Earned Incentive Program (EIP). EIP is a voluntary program for inmates who meet strict criteria based on their demonstrated positive behavior while incarcerated. EIP provides inmates with resources and tools to build knowledge sets that will positively transform their lives and relationships with their families and communities. The program focuses on quality of life and life skills improvements, education, recreation, wellness opportunities and programs to help with their reintegration back into the community.
*General Population Level 2 (G2) custody refers to inmates who may live in dorms or cells inside the security fence. They may work outside the security fence under direct armed supervision. G3 refers to inmates who may live in dorms or cells inside the main building of the unit. G3 inmates are ineligible to live in dorms outside the main building of a unit, inside the security fence. They may work outside the security fence under direct armed supervision.
The Parole Division supervises inmates released on parole or mandatory supervision from TDCJ, county jails and other states to complete their sentences in Texas communities. The mission of the division is to provide public safety and promote positive change through effective supervision, programs and services. To improve staffing levels, the Parole Division successfully established a second Command Center in the Houston area. This new 24/7 facility enhanced Parole’s coordination and response capabilities, while serving as a central hub for operations. Additionally, the division relocated certain positions to the Huntsville area, which has increased staffing and streamlined critical processes, such as the discharge and pre-parole investigation desks.
In FY24, the Parole Division collaborated with the Reentry and Integration Division to secure home plans for inmates pending placement in residential reentry centers. As a result, they have significantly reduced the parole suspense waitlist.
With the award of the Virtual Reentry Center Grant’s additional technological assistance tool, the division in partnership with the Bureau of Justice Assistance (BJA), developed a dashboard to track and monitor client contacts. This will undoubtedly strengthen the field’s ability to closely monitor critical contacts when they are due.
The Private Facility Contract Monitoring/Oversight Division (PFCMOD) monitors contracts for privately-operated facilities as well as community-based facilities, which includes substance use treatment services. PFCMOD oversees the administration and operations of 62 contracts at 111 locations.
In FY24, the legislature allocated funds totaling $76.7 million for TDCJ to resume operating three facilities that were privately managed. PFCMOD collaborated with other TDCJ divisions to ensure a seamless transition for the Bell, Diboll and Estes Units.
PFCMOD implemented numerous new initiatives in FY24. PFCMOD created a daily matrix to improve tracking and accountability for daily site inspections by contract monitors and regional supervisors. The division created a Treatment Frequency Guideline Matrix for all Transitional Treatment Centers. PFCMOD developed and implemented a virtual treatment module for outpatient services. Additionally, the division established a robust drug interdiction program to track, monitor and eliminate illicit activity within our community centers while focusing on more programmatic activities to occupy the assigned clients.
(An asterisk (*) at the end of a unit name denotes a private facility)
| City | Facility |
|---|---|
| Cleveland | Bell Unit |
| Diboll | Diboll Unit |
| Diboll | Duncan Unit |
| Huntsville | Byrd Geriatric Facility |
| Huntsville | Ellis Unit |
| Huntsville | Estelle Unit |
| Huntsville | Goree Unit |
| Huntsville | Holliday Unit |
| Huntsville | Huntsville Unit |
| Huntsville | Wynne Unit |
| Jasper | Goodman Unit |
| Livingston | Polunsky Unit |
| Lovelady | Wainwright Unit |
| Midway | Ferguson Unit |
| Woodville | Lewis Unit |
| City | Facility |
|---|---|
| Bonham | Cole State Jail |
| Bonham | C. Moore Unit |
| Bridgeport | Bridgeport Unit* |
| Dallas | Hutchins State Jail |
| Henderson | East Texas Treatment Facility* |
| Jacksboro | Lindsey State Jail* |
| New Boston | Telford Unit |
| Overton | B. Moore Unit* |
| Palestine/Tennessee Colony | Beto Unit |
| Palestine/Tennessee Colony | Coffield Unit |
| Palestine/Tennessee Colony | Michael Unit |
| Palestine/Tennessee Colony | Powledge Unit |
| Rusk | Bradshaw* |
| Rusk | Hodge Unit |
| Rusk | Skyview Unit |
| Teague | Boyd Unit |
| Venus | Estes Unit |
| Winnsboro | Johnston Unit |
| City | Facility |
|---|---|
| Beaumont | Gist Unit |
| Beaumont | LeBlanc Unit |
| Beaumont | Stiles Unit |
| Brazoria | Clemens Unit |
| Dayton | Henley State Jail |
| Dayton | Hightower Unit |
| Dayton | Plane Unit |
| Dickinson | Young Medical Complex |
| Galveston | Hospital Galveston |
| Houston | Kegans ISF |
| Humble | Lychner Unit |
| Richmond | Jester III Unit |
| Richmond | Scott Psychiatric Unit |
| Rosharon | Memorial Unit |
| Rosharon | Vance Unit |
| Rosharon | Ramsey Unit |
| Rosharon | Stringfellow Unit |
| Rosharon | Terrell Unit |
| City | Facility |
|---|---|
| Beeville | Garza West Unit |
| Beeville | McConnell Unit |
| Cotulla | Cotulla Unit |
| Cuero | Stevenson Unit |
| Dilley | Briscoe Unit |
| Edinburg | Lopez State Jail |
| Edinburg | Segovia Unit |
| El Paso | Sanchez State Jail |
| Fort Stockton | Fort Stockton Unit |
| Fort Stockton | Lynaugh Unit |
| Hondo | Ney Unit |
| Hondo | Torres Unit |
| Kenedy | Connally Unit |
| Raymondville | Willacy County State Jail* |
| San Antonio | Dominguez State Jail |
| San Diego | Glossbrenner Unit |
| City | Facility |
|---|---|
| Amarillo | Clements Unit |
| Childress | Roach Unit |
| Colorado City | Wallace Unit |
| Dalhart | Dalhart Unit |
| Iowa Park | Allred Unit |
| Lamesa | Smith Unit |
| Lubbock | Montford Unit |
| Lubbock | Western Regional Medical Facility (Montford Unit) |
| Pampa | Jordan Unit |
| Plainview | Formby State Jail |
| Plainview | Wheeler Unit |
| Snyder | Daniel Unit |
| Tulia | Mechler Unit |
| City | Facility |
|---|---|
| Abilene | Middleton Unit |
| Abilene | Robertson Unit |
| Austin | Travis County State Jail |
| Breckenridge | Sayle Unit |
| Brownwood | Havins Unit |
| Bryan | Hamilton Unit |
| Burnet | Halbert Unit |
| Gatesville | Crain Unit |
| Gatesville | Hilltop Unit |
| Gatesville | Hughes Unit |
| Gatesville | Mountain View Unit |
| Gatesville | Murray Unit |
| Gatesville | Woodman State Jail |
| Kyle | Kyle Unit* |
| Lockhart | Coleman Unit* |
| Marlin | Hobby Unit |
| Marlin | Marlin Unit |
| Navasota | Luther Unit |
| Navasota | Pack Unit |
| San Saba | San Saba Unit |
The Reentry and Integration Division (RID) administers a comprehensive reentry and integration plan for inmates in TDCJ. The division provides a three-phased reentry program for releasing inmates through established partnerships and targeted state resources. In phase one, staff assist inmates in obtaining a replacement social security card, certified birth certificate and state identification card. In phase two, eligible inmates are assessed for criminogenic risk and reentry needs with individualized case planning available for those with a moderate to high risk of re-offending. In phase three, individualized case management and employment services are provided for eligible parole clients. RID also provides services focused on special populations including veterans, females, mental health and those wrongfully imprisoned.
In FY24, RID made progress in several areas that furthered their 2030 Vision goals. RID established a contract so inmates can access skills training, search for jobs and secure employment through their tablets prior to release.
To continue expanding and improving programming, six reentry dorms were established and multiple peer training programs were enhanced, such as Footprints, Veteran X and Veteran HOPE.
RID staff attended multiple community employer events, such as the Texas Restaurant Show, to demonstrate how TDCJ offers essential job skills development opportunities that contribute to the restaurant ecosystem. In addition, staff attended the national conference for the HOPES Pathways Grant Partnership, which involves cooperation with Windham School District (WSD), the Manufacturing, Agribusiness and Logistics (MAL) Division and key community partners.
RID was awarded two grants in FY24 to further increase their services. The first grant, Mapping the Future, provided enhanced employment-focused reentry services to inmates releasing from prison to parole based on the results of a reentry systems mapping project. The second grant, Deploying Services, provided inmates at moderate to high-risk recidivism who are veterans with additional support and case management services focused on special needs.
The Rehabilitation Programs Division (RPD) develops and provides evidence-based rehabilitation programs to facilitate positive change in the lives of inmates. The division is responsible for ensuring all TDCJ programs operate with consistency and quality with respect to planning, implementing and integrating the delivery of treatment programs across divisional lines. RPD offers programming in the following areas: substance use, specialized programs, postsecondary education, sex offender treatment programs, chaplaincy and volunteer services.
In FY24, RPD expanded programming opportunities. The Substance Use Education Program (SUEP) at the Estes Unit was established to provide services to qualified inmates identified as needing substance use education. The six-month program encompasses modified components of Therapeutic Community, where inmates who have similar needs live together and work toward a common goal of positive pro-social behavior through drug or alcohol education and peer support.
To assist in determining the appropriate track of programming, RPD collaborated with the agency’s Research & Development team to develop a screening tool that classifies program candidates. Those who are assessed as higher risk are placed into the more intensive therapeutic community substance use treatment programs.
Those assessed as lower risk are placed into the education program using modified therapeutic community components and education.
Additional Recovery Housing Opportunity Program (RHOP) housing areas were established at the Hobby, McConnell and Clements Units. RHOP offers a platform for change to inmates who want to live a life of recovery. Substance Use Recovery programs within RHOP are facilitated by peer recovery support coaches in a therapeutic community environment. The program is accountability-based and routine drug testing is administered to participants to ensure their success.
Effective April 2024, inmates began receiving their Individualized Treatment Plan (ITP) via the inmate tablets. The ITP is an automated management system that identifies a need for specific programming based on the inmate’s assessment scores, individual demographics and criminogenic risk scores. Additionally, the ITP tracks their program participation and progress. An ITP is prepared for and provided to each inmate during intake to the agency. Inmates also receive a copy of their ITP upon intake to a new facility and during annual reviews with the Unit Classification Committee.
RPD hosted eight ITP expositions during FY24 through a collaboration with other TDCJ divisions and volunteer organizations. This initiative is designed to motivate and encourage inmates to pursue program opportunities and achieve their ITP. The expositions resulted in a significant increase of program enrollments.
The Corrective Intervention Pre-Release Program – Returning Population (CIPP-RP) was established to target inmates in restrictive housing that have refused to return to the general population. The four-month curriculum includes cognitive intervention strategies and is delivered virtually.
The Religious Services Department hosted weeklong spiritual awakening events at the Coffield and Stiles Units as well as a two-day event at the Wainwright Unit. The events are a collaborative effort between the RPD, unit administration and Mike Barber Ministries. Special worship services, motivational speakers, one-on-one prayer and live music were provided. Additionally, an average of 300 baptisms took place at each event.
The Victim Services Division (VSD) provides a central mechanism for crime victims to participate in the criminal justice system. The division provides statutorily mandated services to crime victims, guardians of victims, close relatives of deceased victims, witnesses who testified against a defendant, concerned citizens, and criminal justice and victim services professionals. The services offered by the division include notifying victims about incarcerated and paroled offender status; operating the Texas Crime Victim
Clearinghouse for a central source of information; providing opportunities for victims or surviving family members of violent crime to meet with the individual responsible for their victimization; and assisting TDCJ employees with support services.
In FY24, the VSD launched the electronic Victim Impact Statement (eVIS) on the Integrated Victim Services System (IVSS) Portal. The eVIS provides Victim Assistance Coordinators (VACs) with an additional method to supply the statement to victims, potentially increasing the return rate by allowing the victim to complete the eVIS on any computer or mobile device. This convenient method of completion also creates a portal login and contact on IVSS which victims can use to access resources and services.
VSD also launched its Facebook page in March 2024. While TDCJ operates an agency Facebook page and several TDCJ Correctional Institutional Division (CID) units have their own pages, VSD is the only division within TDCJ to have its own Facebook page. From sharing victim-centered resources to advertising training opportunities, the VSD Facebook page provides valuable information with victims, concerned citizens, victim service professionals and allied criminal justice professionals.
In July 2024, the Texas Crime Victim Clearinghouse (TxCVC) hosted the ninth annual Texas Victim Assistance Training (TVAT) Academy in Georgetown with 42 attendees from across the state. This year’s TVAT Academy spanned four full days, totaling 32 hours of instruction. Attendees included criminal justice and victim services professionals in law enforcement, prosecution, the court system and non-profit organizations. Experienced victim services and criminal justice professionals served as faculty, providing module instruction and facilitating interactive group learning activities designed to ensure effective delivery of educational content.
In FY24, the time from the initial request for a Victim Offender Mediation Dialogue (VOMD) to the case being assigned a mediator decreased from three months to an average of one month. VOMD mediators facilitated in-person and virtual dialogues at multiple units and in district parole offices.
The Administrative Review and Risk Management (ARRM) Division promotes excellence in correctional practice by developing policies; monitoring and identifying areas of potential risk or liability; and facilitating action to maintain safety, accountability, efficiency and professionalism.
In FY24, ARRM significantly revised the Behavioral Intervention Plan (BIP) to focus on de-escalation methods throughout the plan. Additionally, ARRM reorganized the plan to improve readability.
ARRM also enhanced its virtual court program with the addition of a public-facing website for courts to schedule virtual hearings. This program alleviates the need for inmates to be transported for court hearings.
To ensure every reasonable effort is made to prevent injuries related to excessive heat temperatures in accordance with AD-10.64 “Excessive and Extreme Temperature Conditions in the TDCJ,” ARRM established and implemented Heat Strike Teams. These teams made unannounced visits to units to ensure compliance with the agency’s heat mitigation efforts.
Risk Management staff also completed an agency-wide inspection on every inmate transport vehicle to ensure the safe and secure transportation of inmates.
The Business and Finance Division supports the agency through sound fiscal management, provision of financial services and statistical information, purchasing and leasing services, fiduciary responsibility over inmate education and recreation funds, and fiscal responsibility through compliance with laws and court mandated requirements.
In FY24, the Business and Finance Division implemented a five percent salary increase for all TDCJ staff, with a minimum of $3,000, using funding allocated by the 88th Legislature. The legislature also provided $174.7 million in additional funding for major repair and renovation projects, as well as $35 million for a new training facility, $1.4 million for a multi-use facility and $20 million for repairs to Hospital Galveston. Additionally, the legislature allocated $23.9 million to support body-worn cameras for correctional officers, $93.3 million for equipment upgrades and $79.4 million for a pay raise of approximately five percent per year for nurses.
In FY24, TDCJ began the implementation of the Centralized Accounting and Payroll/Personnel System (CAPPS). CAPPS provides a single financials and human resources/payroll administration solution for Texas state agencies. CAPPS will allow TDCJ to replace its legacy financial and purchasing systems. Additionally, Commissary and Trust Fund completed an extensive eComm modernization project which included the migration to a new infrastructure with enhancements to capabilities, performance, user-friendly interface and an added feature of mobile accessibility.
TDCJ received a $36.9 million grant from the Texas Department of State Health Services. This grant opportunity allowed TDCJ to purchase and implement many tools to mitigate the spread of infectious diseases throughout correctional facilities. With this funding, the agency installed 78 wastewater samplers on correctional facilities across the state, allowing visibility into potential outbreaks. Mobile kitchens, toilets and showers were also purchased, which will assist in future instances when social distancing poses operational challenges.
Grant funds also allowed for the installation of digital signage throughout the agency to distribute updated protocols and information regarding mitigation and prevention of diseases. Networking equipment and cabling expanded the agency’s capacity for broadband, which enabled virtual inmate programming, video conferencing, telehealth and telework. TDCJ also purchased water bottle fillers, air purifiers, automatic light switches and personal protective equipment as an added effort to combat infectious diseases. Lastly, the purchase of a mobile response unit and upgraded command center puts the agency in a better position against possible future pandemics.
The Facilities Division plans, constructs and maintains functional facilities in accordance with agency goals and legislative requirements. The division is responsible for the design, construction, renovation and repair of prisons and supporting facilities for TDCJ, and provides oversight for energy performance, energy conservation programs and environmental compliance.
The division audits utility and energy bills monthly prior to payment submission. Through this process, the agency avoided a total cost of $1,997,861. This total includes $23,408 for electricity, $1,585 for natural gas, $1,968,204 for water/wastewater and $4,664 for sewer.
Audit findings are attributed to various factors to include provider billing errors and incorrect meter readings. Additionally, the division initiated 4,202 additional air conditioned beds at 17 locations, including 14,000 additional beds in design that will go into construction. The division also completed the first phase of the Security Fence Initiative which included construction of five monitored pulse fence detection systems and seven microwave intrusion detection fence systems.
The Facilities Division received approximately 1,119 major work request projects at a total estimated cost of $99 million; authorized 803 major work request projects at a total estimated cost of $151.1 million; financially closed 650 major work request projects at a total estimated cost of $88.3 million; initiated design work on approximately 107 projects at a total estimated cost of $104 million; and completed design work on approximately 66 projects at a total estimated cost of $42 million.
The Health Services Division (HSD) monitors access to timely, quality health care for TDCJ inmates. In FY24, TDCJ and the Correctional Managed Health Care Committee (CMHCC) monitored the provision of health care to all TDCJ inmates provided by the University of Texas Medical Branch (UTMB) at Galveston, the Texas Tech University Health Sciences Center (TTUHSC) at Lubbock and their subcontractors.
The universities also contract with community hospitals and health care vendors to provide inmate health care services. HSD monitors inmates’ access to the various health care disciplines, including medical, nursing, dental and behavioral health.
In FY24, HSD worked in conjunction with university partners to reduce offsite medical transports. To accomplish this, on-site regional specialty clinics, mobile clinics and telemedicine were established. Additionally, HSD and the universities established MRI diagnostic services at six units and coordinated with CID, RPD and RID to establish a Tattoo Removal Program at three sites: the Estelle Unit, the O’Daniel Unit and Hospital Galveston.
The Human Resources Division (HR) fosters and reinforces equitable and consistent application of the agency’s HR programs, policies and services to ensure compliance with federal and state laws. HR is also responsible for supporting agency employees by providing guidance in the areas of employment, benefits, standards of conduct and other areas of interest.
HR’s primary accomplishment in FY24 was the completion of its restructure that began in the previous fiscal year. This restructure involved Correctional Officer Staffing returning to the Human Resources Division as well as realigning functions to gain efficiencies and improve communication. HR also centralized selections by moving the area to HR headquarters. Centralizing selections improved the overall process of screening applications, conducting clearances and processing selections.
HR implemented an online workflow for their non-correctional officer hiring. HR also implemented the time scan system across all units, greatly reducing the reliance on paper for time reporting.
The Information Technology Division (ITD) provides computers, networks, data and telecommunications services to support the daily operations of TDCJ.
In FY24, ITD completed the Mainframe migration to Microfocus as part of the Corrections Information Technology System (CITS) Project. The Mainframe migration included the adoption of a cloud-based system as an alternative Mainframe platform. Although the Mainframe migration project ran longer than originally anticipated, the program is considered a success as it was delivered on budget and resulted in a reduction of operational costs.
Another system upgraded was TDCJ’s network infrastructure. This update replaced hardware such as switches, routers and wireless access points, enabling TDCJ to transition to a modern network design. Fifteen sites were upgraded to high-speed broadband services. ITD also successfully coordinated the procurement, installation and implementation of network services and equipment, laptops, digital signage and upgrades to the command center utilizing grant funding..
The division also started the radio interoperability project, moving the analog radio system to all digital to provide operational efficiencies for staff dependent on the radio systems. Operationalizing the mobile radio towers was part of this project and proved successful during Hurricane Beryl after the ITD’s radio team successfully deployed to the Jester III Unit when the hurricane damaged the unit’s radio tower.
The Manufacturing, Agribusiness and Logistics Division (MAL) manages the agency’s agribusiness, land and mineral operations; inmate transportation; warehousing operations; fleet and freight transportation services; and provides customers with quality manufactured products and services. The division maintains security while teaching inmates job skills they need to find post-release employment and successfully reenter society. MAL’s Texas Correctional Industries (TCI) manufactures goods and provides services for sale on a for-profit basis to city, county, state and federal agencies, public schools, public and private institutions of higher education, public hospitals and political subdivisions.
The Agribusiness, Land and Minerals (ALM) department improved breeding for livestock operations by implementing several measures, including embryo transfers in cattle operations, specifying horse lines to be used for equine breeding and introducing new commercial genetics into swine breeding operations. ALM also expanded the poultry capacity to better meet the demand of the growing inmate population. In FY24, ALM received the Texas Board of Criminal Justice (TBCJ) approval for the addition of two new chicken houses and renovated several existing houses.
During May 2024, MAL hosted the National Correctional Industries Association (NCIA) conference in Dallas, Texas. NCIA keeps TCI up to date on reentry strategies, emerging technologies and best practices. In conjunction with the NCIA conference, MAL hosted a Skills Demonstration and Career Expo at the Hutchins State Jail. Representatives from six companies and staff from 13 different state correctional industry operations observed over 40 releasing inmates perform live demonstrations in their skill areas.
The Office of the Chief of Staff provides oversight of Communications, Records Management, Executive Support and Governmental Affairs.
The Records Management Department provides research, insight and recommendations for achieving efficiencies and consolidation of inmate records. The department also provides governance, support and policy structure for all agency records; initiates and manages record keeping projects; conducts quality assurance reviews and audits; and provides training for all Records Management Coordinators in each division.
In FY24, the department progressed the agency’s goal of reducing paper consumption. Records Management completed the implementation of the TIMEScan Project, which significantly reduced the use of paper for roster counts. The Legacy Board File (LBF) Digitization Project continued to help reduce the cost of moving paper files around the state for the Board of Pardons and Paroles review process. For FY24, the LBF Digitization Project completed scanning and indexing 4,494 files comprised of 2,028,432 pages. The department also implemented a new process for records disposition logs, significantly reducing the need for printed paper logs. Logs received electronically are now assigned a number, keyed and stored in an electronic folder separate from those logs received by mail.
Executive Services provides technical support to TDCJ’s executive staff. Specifically, staff respond to inquiries regarding inmate demographics, coordinate survey responses, conduct statistical analyses and provide a variety of statistical information. Additionally, staff assist with the Texas Board of Criminal Justice meetings, coordinate revisions of rules and policies and receive open records requests under the Public Information Act.
In FY24, Executive Services provided 16 daily, 21 weekly, 160 monthly, 10 quarterly and 23 annual reports. Executive Services also certified 187 new Spanish Language interpreters and six Spanish Language testers throughout the agency. The department responded to 125 surveys, coordinated more than 16,500 open records requests and revised and published 42 directives.
The Emergency Action Center (EAC) is responsible for receiving reports of serious or unusual incidents, notifying appropriate entities and staff of incidents and maintaining incident records. The center serves as a link between the Texas Board of Criminal Justice, TDCJ managers and staff and other state officials regarding serious or unusual incidents occurring within the agency.
In FY24, EAC recorded 66 suicides and six executions. The department recorded 711 uses of Narcan. Additionally, EAC recorded 176 uses of TASERs. In total, there were 25,473 incident reports issued in FY24.
Governmental Affairs works in coordination with agency divisions and departments to track and implement all relevant legislation proposed and passed by the Texas Legislature. Governmental Affairs assists the Chief of Staff in the coordination of special projects and serves as a resource on inquiries about the agency to various legislative and executive branch offices.
The Communications Department serves as the internal and external communications arm of the agency. The department works with reporters and news agencies throughout the world to tell the stories of TDCJ and inform the public about the agency’s objectives. In FY24, the agency was mentioned in more than 26,900 news articles across the nation.
The department oversees the agency’s social media channels and uses the platforms to communicate directly with the public and other stakeholders. In FY24, Communications published 730 posts on Facebook, 519 posts on Instagram and uploaded 440 pieces of content to the inmate tablets. A record number of 160 videos were produced and posted to the agency’s social media platforms.
As part of the agency’s 2030 Vision, the department organized and hosted the first and second Citizens’ Academy. This program offers a unique opportunity for community members to gain an exclusive, behind-the-scenes look at one of the largest correctional agencies in the country.
The department also developed new tools and platforms to improve communications within the agency, including digital signage, employee mobile application and mass email system. Digital signage consists of 454 digital screens across all units, parole offices and most administrative offices. The Employee Mobile App will provide staff the ability to see their pay stubs, W2, card schedule and leave balances online, as well as receive agency notifications. This app will go live in FY25. Communications also established an agency-wide mass email system to allow multiple audiences to sign up to receive communication from various divisions and departments within the agency.
The Office of the General Counsel (OGC) provides legal services to TDCJ.
In FY24, OGC expanded its annual training conference for all OGC employees, including staff from the Office of the Attorney General. OGC received approval from the State Bar of Texas to ensure this conference contributed to each attorney’s continuing legal education credits, which is a significant cost savings for OGC and the Attorney General’s Office.
The Office of Emergency Management (OEM) is the central oversight authority for TDCJ emergency management preparedness and response. The office coordinates with groups throughout TDCJ to develop and update emergency response plans, continuity of operations plans and the Homeland Security Strategic Plan. OEM represents TDCJ on the Texas Division of Emergency Management State Emergency Council, serves as a liaison to the public emergency management sector and represents the agency on disaster district committees throughout the state.
Inclement weather and flooding during FY24 proved to be a challenge for TDCJ. In response to severe flooding in the spring and summer months, OEM pursued federal reimbursement through FEMA’s Public Assistance (PA) grant program. This involved conducting site visits across multiple flood-impacted units, with the goal of securing recovery funds to support affected areas and expedite restoration. In response to Hurricane Beryl, OEM submitted an application for FEMA PA grant funding to help offset recovery costs, supporting both immediate and long-term recovery efforts. To plan for future weather events, OEM developed and conducted its annual hurricane exercise. This event provided essential training for personnel, enabling refinement of response protocols and improving team coordination for real-world scenarios.
OEM also enhanced its capacity to respond to disasters in FY24. OEM launched an agencywide Incident Command System (ICS) training, engaging unit and agency leadership in this standardized emergency management approach. OEM coordinated efforts with ITD, Facilities, MAL and Executive Leadership to establish a fully equipped Command and Outreach Center. This facility will act as the central hub for coordinating response activities and resource allocation during critical incidents. OEM also deployed a Mobile Emergency Response Command unit, enhancing field response capabilities. Lastly, OEM successfully completed a comprehensive Continuity of Operations Plan to ensure the continuity of essential functions and services during disruptions. This plan significantly strengthened the agency’s resilience and preparedness for unforeseen events.
The Research and Development Department (R&D) conducts research, analysis and evaluations of critical agency programs and operations. Additionally, the R&D team helps identify promising correctional and supervision practices for consideration by the agency.
During FY24, R&D initiated new research investigating the underlying drivers relating to inmate violence; evaluated the supervision of parole clients through team-based approaches; updated internal population forecasts to assist in planning; carried out anonymous surveying of correctional officers; and launched a new risk assessment model for screening inmates into lower-risk versus higher-risk tracks for substance abuse programming. R&D also collaborated with two external academic research groups to improve R&D’s abilities to develop risk tools for inmate self-harm and general recidivism among parole clients.
The Training and Leader Development Division (TLDD) oversees the training, development and retention of employees.
In FY24, TLDD developed, redesigned and delivered many new correctional training initiatives. The Public Medical Transport Officer Training course provided more detailed instruction and guidelines specifically designed for public medical transports. The new Quick Response Training course provided intense training on behavioral intervention, response and cell extractions. In FY24, 28 tactical response team members graduated with over 240 hours of specialized tactical training. Lastly, correctional training initiated comprehensive training for all sergeants and above on Behavioral Intervention across facilities statewide.
In the areas of Community Supervision Training and Parole Officer Training, TLDD developed Supervisor Leadership and Senior Leader Courses, providing enhanced leader development training opportunities for adult supervision leaders.
TDCJ Online produced key training videos in FY24, including Equal Employment Opportunity, Tactical Response and Use of Force videos. TDCJ Online also developed an ongoing lieutenant’s course focusing on leadership competencies for correctional staff, bolstering a key position within the agency’s prison units.
Concerning Training & Support Operations, TLDD transitioned the Equipping Leaders with HR Fundamentals course to a monthly, fully online webinar to increase the opportunity for newly promoted supervisors to receive this training without incurring travel expenses. TLDD also continued developing online interactive modules for this required course, furthering the course’s transition to a fully online, self-paced training.
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