Reduction/Closure Information

California Penal Code Section 2067 outlines the state’s commitment to reducing incarceration rates and investing in alternative programs aimed at rehabilitation and reintegration. The key elements of PC 2067 include: 

1. Population Trends: Decrease in the incarcerated population due to criminal justice reforms, such as AB 109, Proposition 47, and Proposition 57. Long term projections of incarcerated population changes. 
   
2. Operational Costs: Cost of maintaining and operating the facility, including staffing, utilities, and maintenance. Potential cost savings from closing the facility. 
   
3. Facility Condition: Age and physical condition of the prison. Need for significant repairs or upgrades to meet current standards. 
   
4. Geographic Considerations: Proximity to other prisons. Impact on regional prison capacity and distribution. 
   
5. Impact on Staff and Community: Availability of alternative employment opportunities for staff. Economic impact on the local community and potential for state support and investment in job creation and economic development. 
   
6. Program Availability: Availability of rehabilitation and reentry programs at the facility. Opportunities to transfer or expand programs to other facilities. 
   
7. Policy and Legislative Directives: Compliance with state laws and policies aimed at reducing reliance on incarceration, such as California Penal Code Section 2067. Alignment with broader criminal justice reform efforts and goals. 
   
8. Public Safety Considerations: Ensuring that closure does not compromise public safety. Ability to maintain effective supervision and support for incarcerated individuals relocated to other facilities. 

By considering these factors, the state can make informed decisions that balance fiscal responsibility, public safety, and support for affected staff and communities. 

Between 2009 and 2019, CDCR ended its contracts with out-of-state facilities, fulfilling a promise made by Governor Gavin Newsom in his 2019 inaugural address to reduce the state’s reliance on out-of-state and private prisons: 

• West Tennessee Detention Facility, TN (March 2009)
• North Lake Correctional Facility, MI (October 2011)
• Red Rock Correctional Center, AZ (October 2013)
• North Fork Correctional Facility, OK (November 2015)
• Florence Correctional Facility, AZ (February 2016)
• Tallahatchie County Correctional Facility, MS (July 2018)  
• La Palma Correctional Facility, AZ (June 2019) 

Additional in-state institution closure during this time include: 

• Northern California Women’s Facility (March 2003) 

Since 2019, the department has exited all for-profit contract prisons, an action in line with Governor Newsom’s commitment to phase out private prisons in the state. 

• Central Valley Modified Community Correctional Facility (September 2019) 
• Desert View Modified Community Correctional Facility (February 2020) 
• Golden State Modified Community Correctional Facility (March 2020) 
• Delano Modified Community Correctional Facility (August 2020) 
• McFarland Female Community Reentry Facility (September 2020) 

CDCR also exited two public-private contract facilities: 

• Shafter Modified Community Correctional Facility (October 2020)
• Taft Modified Community Correctional Facility (May 2021) 

In September 2020, Governor Newson signed Senate Bill 823 requiring state juvenile prisons to close by June 30, 2023, and transfer remaining youth back to their counties. On June 30, CDCR announced the last youths in the Division of Juvenile Justice (DJJ) were transferred to counties, completing juvenile justice realignment: 

• Division of Juvenile Justice (June 2023) 

Plans to close two prisons and multiple under-capacity conservation (fire) camps were outlined in Governor Newsom’s 2020-21 California Budget: 

• Deuel Vocational Institution (September 2021)
• California Correctional Center (June 2023)
• Chamberlain Creek Conservation Camp (#17) (Deactivated December 2020)
• Devil’s Garden Conservation Camp (#40) (Deactivated December 2020)
• High Rock Conservation Camp (#32) (Deactivated December 2020)
• Valley View Conservation Camp (#34) (Deactivated December 2020)
• Baseline Conservation Camp (#30) (Deactivated December 2020)
• McCain Valley Conservation Camp (#21) (Deactivated December 2020)
• Pilot Rock Conservation Camp (#15) (Deactivated December 2020)
• Rainbow Conservation Camp (#2) (Deactivated December 2020)
• Fourteen Conservation (Fire) Camps operated by the California Correctional Center (June 2023). Those fire camps will now be part of the Sierra Conservation Center in Jamestown and will continue supporting local, state, and federal agencies responding to fires, floods, and other natural or manmade disasters. 

In 2024, as outlined in the 2022-23 budget with an eye toward fiscal responsibility, the department closed Chuckawalla Valley State Prison and ceased operation of the California City Correction Facility under lease with CoreCivic. The department also deactivated some facilities

within six prisons as a part of this announcement.  

• California City Correction Facility (March 2024)
• Chuckawalla Valley State Prison (October 2024)
• Folsom Women’s Facility (January 2023)
• West Facility in California Men’s Colony (winter 2023)
• Facility C in Pelican Bay State Prison (winter 2023)
• Facility A in California Rehabilitation Center (spring 2023)
• Facility D in California Institution for Men (spring 2023)
• Facility D in California Correctional Institution (summer 2023)

As part of the 2025–26 State Budget, CDCR and CCHCS will close California Rehabilitation Center (CRC) by fall 2026, resulting in an estimated $150 million in annual General Fund savings.

CDCR works to limit the impact to employees and communities affected by closures and deactivations. This includes options for employees to transfer both within and outside of impacted counties, and identification of employees for redirection to neighboring worksites where there are existing identified vacancies. 

CDCR also engages with impacted employees who do not utilize these options, providing employees with State Restrictions of Appointment (SROA)/Surplus status, which affords them hiring preference for their impacted classifications as well as all other classifications for which they may have lateral transfer options throughout the state as well as for all state agencies. These efforts have been successful in prior closures and are subject to labor negotiation. 

The Newsom Administration, through the Labor & Workforce Development Agency, the Governor’s Office of Business and Economic Development (GO-Biz) and the Governor’s Office of Planning and Research (OPR), works directly with community stakeholders where closures take place to help support workers and foster a bottom-up economic resilience plan for the community impacted.

Institution closures do not result in early releases of incarcerated people. Transfers are made to other institutions that meet the housing needs of the population. CDCR works on a case-by-case basis to place each person in an appropriate institution to meet their rehabilitative and security needs and all credits earned for self-help, educational, and vocational programs at a closed institution will transfer with the individual. Transferred individuals have the opportunity to finish their courses in progress.

The “warm shutdown” process refers to the steps taken to maintain a state-owned property no longer in active use but has not yet been sold or repurposed. This process ensures that the property remains in a condition that prevents deterioration and allows for future reuse or sale. Here is an overview of the warm shutdown process for a State of California property:  

1. Initial Assessment and Planning: Conduct a thorough assessment of the property to identify necessary maintenance and security measures. Develop a warm shutdown plan outlining steps to secure, maintain, and monitor the property. 
   
2. Securing the Property: Secure all buildings and structures to prevent unauthorized access, vandalism, and theft. This may include boarding up windows, locking doors, and installing security systems. Implement fencing and signage to clearly mark the property as restricted and to deter trespassing. 
   
3. Maintenance Activities: Perform essential maintenance to prevent deterioration, including regular inspections, pest control, and upkeep of critical systems, for example, plumbing, electrical and HVAC). Ensure fire safety systems such as sprinklers and alarms, are operational and comply with safety regulations. 
   
4. Environmental and Safety Measures:  Address any environmental concerns, such as hazardous materials, and ensure compliance with environmental regulations. Conduct routine safety inspections to identify and mitigate potential hazards. 
   
5. Utilities Management: Disconnect or reduce nonessential utilities to minimize costs while ensuring that essential systems, such as security lighting and fire safety systems, remain operational. Monitor utility usage to detect any unusual activity that could indicate a problem. 
   
6. Documentation and Recordkeeping: Maintain detailed records of all maintenance and security activities, inspections, and any incidents on the property. Document the condition of the property and any changes over time. 
   
7. Regular Inspections and Monitoring: Conduct regular inspections of the property to identify and address any issues promptly. Implement remote monitoring systems, such as security cameras, to provide ongoing oversight. 
   
8. Communication and Reporting: Establish a communication plan to keep relevant stakeholders informed about the status and condition of the property. Provide regular reports to the Department of General Services (DGS) and other overseeing entities. 
   
9. Preparation for Future Use or Sale: Keep the property in a state that allows for quick preparation for sale, transfer, or repurposing. Update the warm shutdown plan as necessary to reflect any changes in the property’s status or future plans. 

The warm shutdown process ensures state properties are preserved and protected while they are not in active use, ultimately facilitating their future sale, transfer, or repurposing in a cost effective and efficient manner.