Price, assistant professor of public policy and administration at Rutgers University and author of a book on the private prison industry, said Hawai'i has reason to be concerned about the incidents at Tallahatchie and Red Rock. Private prison operators make money by holding down costs, which is often accomplished by reducing labor costs, said Price.
The companies tend to rely heavily on technology as a way to keep the officer-to-inmate ratios down, Price said. Private prison staff members are typically inexperienced, he added. Corrections Yearbook statistics show the staff turnover at private prisons averages 52 percent a year, while the turnover at public prisons is about 16 percent, he said. I would expect that with their experience, they should be able to minimize any problems," he said of CCA.
When the cell doors opened in Mississippi, prisoners attacked Lonoaea. His attackers tore or cut off his lips and broke bones in his face, said Honolulu lawyer Michael Green, who is suing CCA and the Hawai'i prison system on behalf of Lonoaea's family. The lawsuit alleges Hawai'i prison officials were negligent for failing to properly oversee the prison, and alleges CCA failed to properly train or supervise TCCF staff.
Inmates at Red Rock who were interviewed by The Advertiser complain that multiple cell doors there have repeatedly opened without warning at times when prisoners are supposed to be locked down, leaving protective custody inmates open to danger. Officials at the privately owned Red Rock facility have disarmed the fuses in the electrical systems that operate the doors to some cells in the facility since the June 26 incident, and corrections officers at Red Rock have been manually opening the doors with keys, said McCoy of the Hawai'i Department of Public Safety.
In a written response to questions, McCoy confirmed inmate accounts of the attack in Echo-Delta pod, a housing unit where inmates are supposed to remain separated from each other at all times. After the doors opened, Kupa and a year-old inmate allegedly attacked Sidney Tafokitau, During the fight that followed, Tafokitau allegedly stabbed Kupa with a homemade knife.
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Tafokitau said in a telephone interview this is the second time his cell door at Red Rock has opened without warning. Tafokitau said he acted in self-defense on June 26 and said he obtained the homemade knife by seizing it from one of his attackers during the fight. Tafokitau also alleged that corrections officers initially fled from the fight instead of intervening to break it up and only returned later with pepper spray after Tafokitau's attackers had thrown him to the ground and were beating him.
I telling you right now, somebody gonna get killed, brah. Tafokitau said he was in the pod because he was involuntarily placed in protective custody after he clashed with a prison gang. Hawai'i inmates at Red Rock claim multiple cell doors have opened simultaneously and unexpectedly before. For children below 16 years of age, a legal guardian must be accompanied. Refer the map below to find the driving directions. Other Prison Types. County Jail. City Jail. Police Department Jail.
Regional Facility. State Prison. County Jail Administration. State Prison Administration. Otherwise desirable locations may be in or near populated areas and, therefore, may generate legal action or other forms of opposition from residents in areas surrounding a proposed site. Failure to comply with unique and increased governmental regulation could result in material penalties or non-renewal or termination of our contracts to manage correctional and detention facilities.
Our facilities are also subject to operational and financial audits by the governmental agencies with whom we have contracts. We may not always successfully comply with these regulations, and failure to comply can result in material penalties or non-renewal or termination of facility management contracts. In addition, private prison managers are increasingly subject to government legislation and regulation attempting to restrict the ability of private prison managers to house certain types of inmates, such as inmates from other jurisdictions or inmates at medium or higher security levels.
Such legislation may have an adverse effect on us. Our inmate transportation subsidiary, TransCor, is subject to regulations stipulated by the Departments of Transportation and Justice. TransCor must also comply with the Interstate Transportation of Dangerous Criminals Act of , which covers operational aspects of transporting prisoners, including, but not limited to, background checks and drug testing of employees; employee training; employee hours; staff-to-inmate ratios; prisoner restraints; communication with local law enforcement; and standards to help ensure the safety of prisoners during transport.
We are subject to changes in such regulations, which could result in an increase in the cost of our transportation operations. Moreover, the Federal Communications Commission, or the FCC, has published for comment a petition for rulemaking, filed on behalf of an inmate family, which would prevent private prison managers from collecting commissions from the operations of inmate telephone systems.
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We believe that there are sound reasons for the collection of such commissions by all operators of prisons, whether public or private. The FCC has traditionally deferred from rulemaking in this area; however, there is. Such an outcome could have a material adverse effect on our results of operations.
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Government agencies may investigate and audit our contracts and, if any improprieties are found, we may be required to refund revenues we have received, to forego anticipated revenues, and we may be subject to penalties and sanctions, including prohibitions on our bidding in response to RFPs. Certain of the governmental agencies with which we contract have the authority to audit and investigate our contracts with them.
As part of that process, government agencies may review our performance of the contract, our pricing practices, our cost structure and our compliance with applicable laws, regulations and standards. For contracts that actually or effectively provide for certain reimbursement of expenses, if an agency determines that we have improperly allocated costs to a specific contract, we may not be reimbursed for those costs, and we could be required to refund the amount of any such costs that have been reimbursed.
If a government audit asserts improper or illegal activities by us, we may be subject to civil and criminal penalties and administrative sanctions, including termination of contracts, forfeitures of profits, suspension of payments, fines and suspension or disqualification from doing business with certain government entities. Any adverse determination could adversely impact our ability to bid in response to RFPs in one or more jurisdictions. We may face community opposition to facility location, which may adversely affect our ability to obtain new contracts.
Some locations may be in or near populous areas and, therefore, may generate legal action or other forms of opposition from residents in areas surrounding a proposed site.
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When we select the intended project site, we attempt to conduct business in communities where local leaders and residents generally support the establishment of a privatized correctional or detention facility. Future efforts to find suitable host communities may not be successful. In many cases, the site selection is made by the contracting governmental entity. We depend on a limited number of governmental customers for a significant portion of our revenues. We currently derive, and expect to continue to derive, a significant portion of our revenues from a limited number of governmental agencies.
We expect to continue to depend upon the federal agencies and a relatively small group of other governmental customers for a significant percentage of our revenues. A decrease in occupancy levels could cause a decrease in revenues and profitability.
While a substantial portion of our cost structure is generally fixed, a significant portion of our revenues are generated under facility management contracts which provide for per diem payments based upon daily occupancy. We are dependent upon the governmental agencies with which we have contracts to provide inmates for our managed facilities.
UPDATE: May 20, 12222
We cannot control occupancy levels at our managed facilities. Under a per diem rate structure, a decrease in our occupancy rates could cause a decrease in revenues and profitability. When combined with relatively fixed costs for operating each facility, regardless of the occupancy level, a decrease in occupancy levels could have a material adverse effect on our profitability. We are dependent upon our senior management and our ability to attract and retain sufficient qualified personnel. We are dependent upon the continued service of each member of our senior management team, including John D.
Ferguson, our President and Chief Executive Officer. The unexpected loss of any of these persons could materially adversely affect our business and operations. In addition, the services we provide are labor-intensive. When we are awarded a facility management contract or open a new facility, we must hire operating management, correctional officers, and other personnel. The success of our business requires that we attract, develop, and retain these personnel. Our inability to hire sufficient qualified personnel on a timely basis or the loss of significant numbers of personnel at existing facilities could adversely affect our business and operations.
We are subject to necessary insurance costs.
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Unanticipated additional insurance costs could adversely impact our results of operations and cash flows, and the failure to obtain or maintain any necessary insurance coverage could have a material adverse effect on us. We may be adversely affected by inflation. Many of our facility management contracts provide for fixed management fees or fees that increase by only small amounts during their terms.