Less than two-and-a-half years ago, California’s Governor Gavin Newsom announced his idea for a reformed prison system. Now, residents said they feel the pendulum is already swinging back.

The state issued a 150-plus page report that contained the philosophical underpinnings and concrete ideas for implementing a new rehabilitative model for California prisons.

“I am still hopeful that they produce the atmosphere they claimed to at the beginning. The goals administration said they would implement. I see it, but I don’t see it,” resident Darryl Schilling said.

San Quentin’s Warden C. Andes met with residents on the Lower Yard to reassure that despite California’s budget crisis, the prison is in the midst of a paradigmatic shift from retribution to transformation and there are several avenues for positive change and reform.

Residents voiced concerns over long waitlists for self-help programs, lack of job opportunities for the incarcerated, quality of food, hobby craft, and medical response time. They also hope for healthier correctional and incarcerated interactions.

Resident Michael Beaudette said that since his arrival at SQ in 2015, there has been a dramatic culture shift from general population to a non-designated programming facility. “I believe there is room for improvement. I feel we have taken a step back when we lost the Resource Team.”

Beaudette said he appreciates the direction that the prison has moved toward, but said integration might not be for everybody. He said he believe residents need to do their part to eradicate their criminal mentality and hold each other accountable.

“Keeping people here, who don’t want to be part of a rehabilitative model, should be shipped out. Some sort of contract or binding agreement would be welcomed by most residents here,” Beaudette said.

Andes told residents that transparency is important and that the administration is working to create a mission statement and vision specific for San Quentin. He discussed administrative concerns over narcotics, laundry sweeps, correctional staff overtime, the future closure of more prisons, singe-cell status, and the budget crisis. He asked residents to work together and possibly mentor somebody.

“If we consider the model is about trying to change culture, I like it,” resident Robert Tyler said. 

A member of The People in Blue, Tyler said that as an aid to implementing a rehabilitative culture, the organization believes it is both cost efficient and critical to orientate new people upon arrival to the prison. “We should help them understand opportunities available and get them motivated into rehab and recovery,” Tyler said.

In March 2023, San Quentin, once one of California’s most notorious prisons, housed more than 600 condemned prisoners with an overall population of 4,000 residents. San Quentin’s programs include media, computer coding, community college courses, vocational training, and life-skills.

Fast forward: the current population is down to 2,605 general population, and all condemned residents who resided in East Block housing unit have been relocated to other prisons. A $240 million dollar education center is structurally completed, the Upper Yard is being repurposed for recreation instead of the East Block clinic, and new boilers are being installed, as well as several cosmetic upgrades.

In the 150-plus page rehabilitative state-issued report from 2023, administrators, individuals, organizations, and residents outlined a human-centered culture of healing, positive staff-resident communication, and improved living and working conditions. Several of the action items listed within cost little, are cost efficient, or are already in play by several peer-led groups within the prison.

The model centers on four foundational concepts; Dynamic Security, which is an approach to security that promotes professional relationships between staff and incarcerated people. Another concept is Normalization of Prison Life as close as possible to life outside. The most evident and effective has been Peer Mentorship, as shown by the more than 75-plus self-help in-building programs. Lastly, and probably the most costly, is a trauma-informed organization, which is accomplished by educating staff at various levels to recognize the impact of trauma on staff and the incarcerated.

Tyler said he believes there is evidence that some of the four concepts have been implemented but mentioned some concerns that cost nothing. “Ins and outs and building lock and unlocks are not normalization. This type of changed mind-set is hard and it could take several incarcerated and staff 10-plus years to see each other as human.”

Resident Schilling arrived at SQ in 2013 and said there has been a huge culture change: “The politics are no longer here. I see more inclusion. There is some violence but not like it was.” He said he believes part of rehabilitation is associating with diverse individuals.

“All it takes is one individual that comes in and jeopardizes our program. Also, we have to address the drug problem through treatment and peer support,” Schilling said.

“We have to be different here. We are in this together and if we work together there is an opportunity for a San Quentin model, a peaceful rehabilitative environment,” Andes said.

San Quentin has several programs that mentor individuals: Youth Offender, Offender Mentor Certification, Peer Support Specialist, Peer Literacy Mentor, Incarcerated Persons Advisory Council, The People in Blue, Offender Mentor Corrections Program, and several others that can help ensure every resident’s needs are met through orientations, annual or semi-annual check-ins, and pre-release preparation.

“I definitely feel impact of the model. There are many obvious proofs with the honor housing units and departure of East Block residents,” Rick Evans said. “But several staff have the same attitude and like to make a physical statement.”

 As a Prison Industry Authority worker, he said he is encouraged by the joint ventures and employment opportunities in the new building complex. He said the prison is moving from retribution to rehabilitation through education, programming, and transparency, as well as spiritual, physical and mental well-being.

Warden Andes acknowledged that a complete culture change will take some time but he has collaborated with CDCR’s headquarters in Sacramento to create a safer and healthier population in San Quentin. He reassured residents that the Resource Team would operate in a capacity to continue the momentum of the current culture changes.

“There is a lot of low-hanging fruit that can be rectified at no cost. It is more about attitude. Budgets come and go, but residents can demonstrate the right attitude,” Evans said.