Twenty-one years of service included a term with ISU and at Soledad
Warden Chance Andes’ first year at San Quentin showed all stakeholders — including residents — a glimpse of the future California Model.
After San Quentin’s previous warden Ron Broomfield left to accept a promotion to Director of Adult Institutions in 2023, Andes accepted an offer of interim warden by CDCR leadership. The job required a person who respected old values but had the capacity to finish the seismic shift to the California Model. In January, the CDCR handed the keys to Andes.
“We will make it at SQRC when we can stand together as peace officers and residents in a better environment for both,” said Andes.
Andes’ new assignment as SQRC’s warden came with a list of projects that he said he must complete to coordinate the cultural change envisioned by CDCR leadership. Andes’ project list included closing Death Row, finishing demolition of Building 38, and starting construction of the Learning Center.
“Soon, the Upper Yard will become more accessible, which will provide more recreational space, and more programs.”
Andes, a youthful 43-year-old, enjoyed a fast-track career within the CDCR. His 21 years of service include more than a decade in the trenches before he accepted greater responsibilities.
Andes’ career included working at Soledad, where he received a promotion to the rank of sergeant.
“It was there I learned aspects of mutual respect between staff and the incarcerated,” Andes said. “Old institutions like SQRC and Soledad had old values with different levels of respect. At Soledad, seasoned officers taught me to always respect the population and showed me a badge alone does not earn respect; we must earn respect of the incarcerated.”
Andes work at other prison yards gave him another level of insight that may have benefits for San Quentin’s transition to the California Model.
“[I was working at] a Level IV yard and I quickly realized staff and population both do terms; ‘Mine is 30 years,’” Andes said. “Upon reflection, I now see the similarities of traumas or remembrances that both the staff and the incarcerated endure. From the clanging of cell doors, to words like ‘get down’ and ‘man down,’ we all view the same things, so both communities are traumatized.”
“We all put on an exterior shell to protect ourselves, but the experiences can both be negative and positive. Either way, the feelings of both sides are so similar, and yet we experience results in different perspectives for the staff and residents. That is where the healing can happen for both sides,” Andes said.
The Warden said he hoped to improve the daily and long-term experience for everyone in the San Quentin community.
“Although we have two different lenses, the buy-in, which will come slow and steady, can be just amazing. That is why I want to improve the daily and long-term experiences for all,” Andes said.
Andes also absorbed personal growth while serving a term in ISU. “I got paid to stop things and never used force unless there was an imminent threat,” Andes said. “I’ve been doing this long enough… one prison at a time.”
“For 22 years I grew up with this staff and I connect with them and I see the benefits for all sides if we complete the change,” Andes said.
Andes’ empathy for rehabilitation came from his experience of having an incarcerated family member.
Andes said he started his job in January and quickly developed a strategic plan to ready the institution for the project estimated to cost the state $240 million.
“We need buy-in from all parties involved. Some things we start may not succeed right away, so I request patience and flexibility from the staff and the incarcerated,” Andes said.
“If we see the difference between programmers and non-programmers, we must see the differences in staff as well, because there are some incarcerated and staff resistant to change,” Andes said.
Andes said he believes that his officers must have certain characteristics in order for the transition to the California Model to be successful. The main characteristic is that officers would buy into the California Model, too. This idea involves building up trust and consistency while generating forward momentum while embracing the historical moment; and letting his style of leadership serve as a model.
While training staff to implement the California Model, he also challenged the residents to participate as stakeholders of their programming.
He said realistic change would happen in very small increments. “I do my best to not let the population make a mistake,” he said.
Andes said his philosophy regarding rehabilitation included foundational concepts for implementation on the inside, but of the kind that would help residents to transition to the outside.
Andes raised the bar for the next generation by saying, “When you understand healing will take a life-long commitment, you can then fall in place behind your higher power, your family, and community.
“Your life must be of service and amends. That’s why the state is investing in you; we want you whole when you return to society.”
Andes continued, “The good ol’ days are today, so embrace the moment, focus on your present, and get your project or rehabilitation where it needs to be,” Andes said. “Do incarceration the way you want to be seen; incorporate it and use it for a better life. Remember, 90% of you will go home.”
“Get your program where it needs to be,” Andes said. “Even though [rehabilitation] includes improving home, community, and becoming a stakeholder of safety and rehabilitation, you must first accept full responsibility for every wrong you have done.”
