NORTH CAROLINA
DEPARTMENT OF CORRECTION
2003 ANNUAL REPORT
North Carolina Department of Correction
2
2003 Annual Report
Table of Contents
NORTH CAROLINA
DEPARTMENT OF CORRECTION
MISSION STATEMENT
TO PROMOTE PUBLIC SAFETY BY
THE ADMINISTRATION OF A FAIR
AND HUMANE SYSTEM WHICH
PROVIDES REASONABLE
OPPORTUNITIES FOR
ADJUDICATED OFFENDERS TO
DEVELOP PROGRESSIVELY
RESPONSIBLE BEHAVIOR.
About the
Department of Correction 3
Department officials 4
Division of Prisons 5
Division of
Community Corrections 8
Division of Alcoholism
and Chemical Dependency 11
Correction Enterprises 12
Administration 14
Controller
Engineering
Information Systems
Purchasing
Research & Planning
Safety
VictimServices
Awards and honors 19
History 21
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About the
DEPARTMENT OF CORRECTION
The Department of Correction
is comprised of four major divisions
interacting directly with offenders
and the public, as well as a large
number of administrative support
sections that operate directly under
the auspices of the management of
the Department of Correction. The
major divisions are the Division of
Prisons, the Division of Community
Corrections, Correction
Enterprises and the Division of
Alcoholism and Chemical
Dependency Programs.
The Division of Prisons has
responsibility for incarcerating more
than 34,000
inmates in
76 prison
f a c i l i t i e s
across the
state. The
division has
complete
responsibility for housing, food,
medical services and rehabilitative
programs for this large population,
as well as administering the state’s
death penalty.
The Division of Community
Corrections supervises offenders in
the community, either probationers
whose active
sentences
have been
suspended,
or parolees
and post-r
e l e a s e
offenders
who have
served a
prison sentence and are being
reintegrated into the community.
The division supervises
approximately 115,000
probationers and more than 3,000
parolees and post- release
offenders. More than 2,000 field
officers provide control, supervision
and treatment management to
offenders.
Correction Enterprises produces
goods and services, including office
furniture, road signs, paint and
laundry for state agencies and
nonprofit organizations. It provides
meaningful training and work
experiences to inmates while
offering quality goods and services
to tax- supported entities at a
saving to the taxpayers.
Correction Enterprises receives
no support from state budget
allocations and, like a business, is
totally supported through the
goods and services it produces
and sells.
The Division of Alcoholism and
Chemical Dependency Programs
provides treatment services to
inmates, DWI offenders,
probationers and parolees. The
majority of the division’s program
offerings are 35- day residential
programs based on the 12- Step
Recovery model.
In addition to the four major
divisions, the department has
auxiliary support sections that
serve all divisions of the
department. These sections
operate under the department’s
central administration.
The Department of Correction is charged with the supervision and rehabilitation of
convicted adult offenders. Its primary goals are to provide an appropriate level of
supervision to ensure public safety, to put inmates to work and to give offenders
the tools they need to become productive, law- abiding citizens.
North Carolina Department of Correction
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Boyd Bennett Robert Lee Guy
Lattie Baker Lynn Phillips
ASSISTANT
SECRETARIES
DIVISION
DIRECTORS
DEPARTMENT OF CORRECTION OFFICIALS
FISCAL YEAR 2002- 2003
Karen Brown
Secretary Theodis Beck
Fred Aikens Tracy Little
DEPUTY
SECRETARIES
Dan Stieneke
Theodis Beck, Secretary
Dan Stieneke, Chief Deputy Secretary
Fred Aikens, Deputy Secretary
Tracy Little, Deputy Secretary
Lattie Baker, Assistant Secretary
Lavee Hamer, Assistant Secretary/ General Counsel
Lynn Phillips, Assistant Secretary
Boyd Bennett, Director, Division of Prisons
Robert Lee Guy, Director, Division of Community Corrections
Karen Brown, Director, Correction Enterprises
Lavee Hamer
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Division of
The Division of Prisons is responsible for incarcerating more than 34,000 inmates in 76
state prisons. The division has total responsibility for housing, meals, medical services,
rehabilitative programs and the administration of the death penalty.
The primary goal for the Division
of Prisons ( DOP) this year was to
prepare for the opening of three
new 1,000 cell close security pris-ons
in Scotland, Anson
and Alexander counties.
While these prisons did
not receive inmates until
late 2003 and early
2004, staffing and
equipping these prisons
was a team effort involv-ing
every segment of the
Division of Prisons.
These prisons are the
first three of a total of six
or more necessary to
accommodate the rising
prison population projected to ex-ceed
41,000 over the next 10 years.
During the fiscal year, the aver-age
daily inmate population rose to
33,451. The closing of Sandhills
Youth Institution, Henderson Cor-rectional
Center, Blue Ridge Youth
Center and the diagnostic center at
Rowan Correctional Center im-pacted
efforts to efficiently manage
the rising population. Using posi-tions
from Sandhills Youth Center,
the division was able to reopen two
former IMPACT boot camp facili-ties
as minimum- security units at
Morrison and Foothills Correc-tional
Institutions. The South Cen-tral
Region Office relocated from
Fayetteville to the Sandhills Youth
Center campus, providing addi-tional
office and conference space,
improved parking and the end of
an office lease in Fayetteville.
The Division of Prisons reduced
or minimized increases in overall
operating costs where possible.
While the prison population in-creased
to more than 34,000 in-mates,
the division still managed to
reduce operating costs by $ 17.5
million. Reductions included a $ 3.4
million reduction in overtime pay-ments;
a reduction in food costs to
65 cents per meal for savings of
$ 455,456; and a 2.58 percent re-duction
in medical costs while serv-ing
more patients during a period
of critical staff shortages.
Health Services initi-ated
several projects
during the year that im-pacted
costs. These in-cluded
eliminating posi-tions;
consolidating
medical services of
neighboring prison units;
converting some contract
positions to full- time;
implementing a after-hours
nurse triage sys-tem;
placing medical
providers on call to de-crease
local emergency room trips
and pooling resources by creating
six chronic care facilities. Addition-ally,
Health Services made more
use of correctional health assistant
positions for administering medica-tions
and initiated a statewide per-formance
improvement plan.
Other efficiency efforts brought
indirect cost savings. Enhancements
to the inmate database system
( OPUS) give managers and staff
more information, while security
alert screens now identify inmates
who are a high risk for escape or
PRISONS
Boyd Bennett, Director
Secretary Theodis Beck joins local officials in cutting
the ribbon to open Scotland Correctional Institution in
Laurinburg, the first 1,000 cell close custody institution.
North Carolina Department of Correction
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assault. Memos from the director
are now distributed on the division’s
internal Web page and the Utility
Savings Initiative continues to show
reductions in electric, water, sewer
and other utility costs.
The Division of Prisons started
a security staffing study to establish
posting standards at each prison for
a more efficient use of custody per-sonnel.
This effort to determine
standards for staffing prisons will
identify facilities that are either over-staffed
or understaffed based on
actual needs and established stan-dards.
The audit was mandated by
the General Assembly during the
2002 session and the National In-stitute
of Corrections ( NIC) funded
a team to conduct the staffing au-dit.
In the 2003 session, the legis-lature
mandated that the department
implement many of the suggestions
contained in the NIC report.
During the fiscal year, the
Department of Correction joined
forces with the Department of
Transportation ( DOT) to more
effectively utilize inmate labor in
litter control. The collaborative
plan established 30 new minimum-custody
litter crews devoted to
roadside litter initiatives, for a total
of 60 litter squads and 110
medium- security road squads.
DOT identified more than 6,000
miles of highways for cleaning by
these crews, with
each crew
assigned specific
roads to clean at
a frequency of
four, six or 12
times per year.
These crews have
made a significant
impact on litter
reduction efforts in North Carolina.
Education Services continued to
provide academic and vocational
opportunities designed to help
inmates become jobholders and
responsible citizens upon their
release. Each day, more than 3,700
inmates attend full- time academic or
vocational schools. More than
1,200 inmates obtained General
Education Development ( GED)
diplomas and over 5,500 inmates
earned certificates, diplomas and
degrees during the year.
Security Threat Group ( STG)
intelligence officers at each facility
continue to receive updated
information on gang trends and
activity. A noticeable increase in
gang- related incidents was reported,
especially in the youth population.
Security managers toured a STG unit
in New Jersey where gang- affiliated
inmates were housed together in
a controlled environment and
required to participate in programs
designed to help them denounce
their gang ties in order to progress
through the prison system. DOP
began development of a similar
STG unit at Foothills Correctional
Institution.
As anticipated, a large number
of superintendents, administrators,
wardens and central office man-agers
retired during the year. The
Division of Prisons named twenty
new prison facility heads and three
new senior managers in the cen-tral
office. More than 350 divi-sion
employees who serve in the
National Guard and Reserves
were called to active duty this year.
Many of these deployments were
for six months or longer and sig-nificantly
impacted staffing levels
across the division.
DOP developed the Correc-tional
Supervisor Training Pro-gram
( CSTP) during the year to
provide leadership development
and supervisory training for front
line supervisors. The initial pilot
program ran from June to Decem-ber
2002 with 72 DOP supervi-sors
from 22 facilities completing
Community Work Program
1.65 million inmate hours worked
$ 8.7 million in public funds saved
5,811 projects
2002- 03 results
Cost per Inmate
Fiscal Year 2002- 03
Close custody $ 74.56 $ 27,214
Medium custody $ 60.54 $ 22,097
Minimum custody $ 46.23 $ 16,874
Average $ 57.92 $ 21,141
Daily Yearly
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the program. Participants included
food service, programs and custody
supervisors who attended an inten-sive
week- long classroom session
and, while on the job, completed 12
modules on topics including report
writing, emergency procedures, dis-ciplinary
and grievance procedures,
use of force, health, food service and
programs. Participants and man-agers
agreed that CSTP provided
much needed supervisory training
for correctional managers.
The division also worked closely
with Research and Planning in the
development of two new initiatives
to provide transition services for the
22,000 inmates who are released
from prison each year.
The “ Going Home Initiative,”
funded by a $ 1.3 million federal
grant over three years, promotes a
coordination between state and lo-cal
government agencies, commu-nity-
based organizations and com-munity-
based treatment providers
to deliver needed services to of-fenders
leaving prison and re- en-tering
the community.
Job Start II is a second of-fender-
reentry program funded by
a grant from the North Carolina
Governor’s Crime Commission.
This program prepares inmates for
successful employment after
prison. Inmates complete a pre-release
phase focused on securing
employment and performing suc-cessfully
in the workplace. The
program partners inmates with
mentors from their home commu-nities
for post- release support.
Finally, Correction Enterprises
and DOP established a written
“ partnership of understanding” in-tended
to foster the organizational
relationship between the two by
providing specific expectations for
employees in each division. Hon-oring
the expectations should en-hance
the relationship between the
two divisions. Expectations include
open communication and mutual
cooperation, safety training, tool,
key and lock control procedures,
audits, inspections and security
procedures.
NC Prison Facilities
Albemarle CI - Badin
Alexander CI - Taylorsville
Anson CC - Polkton
Avery/ Mitchell CI - Spruce Pine
Black Mountain CCW - Black Mtn
Bladen CC - Whiteville
Brown Creek CI - Polkton
Buncombe CC - Asheville
Cabarrus CC - Mt. Pleasant
Caldwell CC - Hudson
Caledonia CI - Tillery
Carteret CC - Newport
Caswell CC - Yanceyville
Catawba CC - Newton
Central Prison - Raleigh
Charlotte CC - Charlotte
Cleveland CC - Shelby
Columbus CI - Brunswick
Craggy CC - Asheville
Craven CI - Vanceboro
Dan River PWF - Yanceyville
Davidson CC - Lexington
Durham CC - Durham
Duplin CC - Kenansville
Eastern CI - Maury
Foothills CI - Morganton
Forsyth CC - Winston- Salem
Fountain CCW - Rocky Mount
Franklin CC - Bunn
Gaston CC - Dallas
Gates CC- Gatesville
Greene CI - Maury
Guilford CC - McLeansville
Harnett CI - Lillington
Haywood CC - Hazelwood
Hoke CI - McCain
Hyde CI - Swan Quarter
Johnston CI - Smithfield
Lanesboro CI - Polkton
Lincoln CC - Lincolnton
Lumberton CI - Lumberton
McCain CH - McCain
Marion CI - Marion
Morrison CI - Hoffman
Mountain View CI - Spruce Pine
North Carolina CIW - Raleigh
Nash CI - Nashville
Neuse CI - Goldsboro
New Hanover CC - Wilmington
North Piedmont CCW - Lexington
Odom CI - Jackson
Orange CC - Hillsborough
Pamlico CI - Bayboro
Pasquotank CI - Elizabeth City
Pender CI - Burgaw
Piedmont CI - Salisbury
Polk YI - Butner
Raleigh CCW - Raleigh
Randolph CC - Asheboro
Robeson CC - Lumberton
Rowan CC - Salisbury
Rutherford CC - Spindale
Sampson CI - Clinton
Sanford CC - Sanford
Scotland CI - Laurinburg
Southern CI - Troy
Tillery CC - Tillery
Tyrrell PWF - Coulmbia
Umstead CC - Butner
Union CC - Monroe
Wake CC - Raleigh
Warren CI - Manson
Wayne CC - Goldsboro
Western YI - Morganton
Wilkes CC - North Wilkesboro
Inmate Population
June 30, 2003
Total Population 33,583
GENDER
Male 31,389
Female 2,194
RACE
White 11,165
Black 20,463
Indian 621
Asian 99
Other 1,100
Unknown 135
AGE
under 20 1,130
20- 24 5,591
25- 29 5,903
30- 34 5,705
35- 39 5,147
40- 44 4,492
45- 49 2,767
50 and over 2,848
North Carolina Department of Correction
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Robert Lee Guy, Director
The Division of Community Corrections supervises offenders in the community, either proba-tioners
whose active sentences have been suspended or offenders who have served prison
time and are being reintegrated into the community. More than 2,000 field officers supervise
more than 115,000 probationers and more than 3,000 parolees and post- release offenders.
Division of
COMMUNITY
CORRECTIONS
Supervising an ever- changing
population in need of more
specialized and concentrated
supervision, the Division of
Community Corrections ( DCC)
strives to protect public safety.
That mission is the cornerstone of
a case management strategy that
focuses on holding the offender
accountable, ensuring compliance
with court judgments and directing
specialized treatment and
educational programs.
There are many tools and
programs designed to address the
non- compliant offender. The officer
can utilize curfews, electronic
monitoring and drug screening for
offenders in need of structure and
guidance. The Criminal Justice
Partnership Programs and
community treatment agencies are
well equipped to serve the
unemployed offender and substance
abuser. Non- compliant offenders
can be held to a higher level of
accountability with sanctions like
electronic house arrest, intensive
probation or a residential program.
FY 2002- 03 was a year of
progress, significant changes and
milestones in DCC programs.
Sex Offender Control
The Sex Offender Control ini-tiative
using the containment ap-proach
to manageing sex offenders
in the community continued steady
progress during the year.
As a result of the Urban Super-vision
Plan, four more judicial dis-tricts
joined the initiative.
Twelve other judicial districts con-tinue
to maintain specialized offic-ers
supervising sex offenders ac-cording
to the program guidelines.
During the fiscal year, 224 of-fenders
were admitted to the pro-gram
and 491 were supervised in
the initiative. This represented an
increase of 19 percent in admissions
and 31percent in offenders super-vised.
At fiscal year’s end, about
2,500 sex offenders were under su-pervision
across the state. A new pi-lot
program using global position-
Domestic Violence Control
During FY 2002- 03, DCC su-pervised
1,116 offenders as do-mestic
abuse cases— an increase
of 11 percent from the previous fis-cal
year. In order to handle these
offenders more effectively, several
judicial districts transitioned to work
assignments where officers handle
domestic violence cases within a
blended caseload, while most ur-ban
judicial districts established
specialized officers to handle this of-fender
population. Seven judicial
districts maintain several specialized
domestic violence officers. Pro-gram
staff also maintained contact
with the North Carolina Council of
Women/ Domestic Violence Com-ing
satellite technology ( GPS) is test-ing
new methods for supervision
of sex offenders.
Cost of community supervision
Daily
Regular probation / parole $ 1.75 $ 639
Intensive probation $ 10.06 $ 3,672
Electronic House Arrest $ 6.65 $ 2,427
Community service $ 1.29 $ 471
Yearly
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During FY 2002- 03, DCC su-pervised
812 offenders in drug
treatment courts, a collaborative ini-tiative
between DCC and the Ad-ministrative
Office of the Courts.
The initiative focuses on a 12-
month treatment and supervision
plan with frequent drug screenings
and bimonthly court progress re-views.
Eleven judicial districts operate
drug treatment courts. During the
fiscal year, DCC officers continued
to serve as key members of the lo-cal
drug treatment court team, along
with the presiding judge, district at-torney,
treatment provider and de-fense
attorney.
Drug Treatment Courts
DCC program staff assisted in
the department’s successful appli-cation
for a $ 1.3 million federal
grant to aid serious offenders re-turning
to the community after in-carceration.
During the year, an
executive committee of staff from
DCC, DOP and Research and
Planning joined with officials from
DHHS, Commerce, Labor, Com-munity
Colleges and Housing and
Urban Development to begin plan-ning
for the grant project. Imple-mentation
sites were selected and
local committees initiated to take
the project to the local level.
DCC serves as the lead for the
project using the Offender Man-agement
Model in a three- stage
process. In stage one, DCC staff
Going Home Initiative
The Substance Abuse Screen-ing
and Intervention Program
( SASIP) experienced a year of
transition and challenge. The name
of the program was changed from
the Substance Abuse Screening
Program.
Supervised offenders
in the community
Probation Parole
Total Population 115,187 3,527
GENDER
Male 89,062 3,298
Female 26,125 229
RACE
White 51,563 1,320
Black 53,688 2,042
Indian 1,925 57
Asian 314 11
Other 7,560 90
Unknown 137 7
AGE
under 20 9,283 35
20- 24 23,871 461
25- 29 20,204 566
30- 34 17,288 612
35- 39 15,084 523
40- 44 13,168 523
45- 49 8,430 354
50 and over 7,859 453
Substance Abuse
Screening
mission, which will conduct domes-tic
violence training for DCC of-ficers
during FY 2003- 04.
will lead a local team to
meeting with possible of-fenders
and DOP case
mangers approximately
12 months prior to re-lease
in order to deter-mine
what additional
prison programs could
assist the offender’s re-turn
to the community.
In stage two, DCC
supervises the offender in
a team approach along
with representatives of
treatment, Joblink career
centers, education assis-tance
and various other
local partners depending
on the needs of the of-fender.
The third stage
will focus on community
agencies providing a sup-portive
environment for
the offender and provid-ing
mentoring to sustain
and support for long term
change.
Five target areas encompassing
13 counties in rural and urban ar-eas
have been selected. At the end
of the fiscal year, the local commit-tees
are meeting to complete local
guidelines and review potential of-fenders.
During the first quarter of
the new fiscal year, the implemen-tation
of the project is scheduled to
begin.
SASIP will continue compre-hensive
statewide operations offer-ing
instrument- based drug screen-ing
and non- instrument ( handheld,
instant result) screening for both
drugs and alcohol. This year, the
program was expanded to include
prevention. The expansion will al-low
for an equal balance of control
and treatment for offenders.
There are six screening labora-tories
located across the state in
Greenville, Raleigh, Fayetteville,
Greensboro, Charlotte and
Asheville with two medical labora-tory
technicians working in each
lab. In an effort to alleviate con-tinuous
interruption in the labs, the
program continues to offer a hotline
for questions from field personnel.
The SASIP internal web page is
North Carolina Department of Correction
10
Established as a grant program
and later within the 1983 Safe
Roads Act, the Community Service
Work Program was transferred to
DCC through legislative action ef-fective
January 2002.
During the fiscal year, 130 co-ordinators
completed work site
placements for 65,753 offenders
and continued work with another
23,000 offenders that were in the
process of completing hours at the
start of the fiscal year. Offenders
completed over 1.9 million court
ordered community service hours
with an estimated value of over $
9.9 million to the agencies and lo-cal
community. In addition, $ 6.7
million in fees were collected for the
state’s General Fund.
The focus this year for commu-nity
service was to merge the pro-gram
into DCC operations.
A community service transition
committee was established to as-sist
with merger related issues, and
after completing initial assignments;
the committee changed focus to
work on larger community correc-tion
issues such as the Urban Su-pervision
Plan while continuing to
revise CSWP procedures and poli-cies.
The committee reviewed stat-utes
concerning community service
while also reviewing actual work
processes. Focus areas included
the court role of the community ser-vice
staff, the offender work site
placement process, monitoring of
compliance, noncompliance and
violations, development of place-ment
agency standards and differ-ences
in the job in urban and rural
areas. The committee completed
recommendations in several per-sonnel
related areas including: edu-cation
and experience require-ments,
job description duties and
essential job functions
The committee also provided
several recommendations in policy
and procedure. These included
ending the practices of “ substantial
compliance,” waiting lists for place-ments
and offenders making items
for CSWP offices. It also estab-lishing
case review guidelines and
revised placement agency docu-mentation
forms
A major accomplishment for the
program staff was the successful
application for grant funding to au-tomate
community service func-tions.
Beginning in January, program
staff, the committee and MIS
Community Service
Work Program
started work on this project. The
project focus is to automate intake,
work placement, progress monitor-ing,
violation reporting and caseload
management. At the close of the
fiscal year, the project team was in
the process of reviewing the use of
OPUS along with a web- based
application for placement agency
usage. A prototype system was in
the development stage, and plan-ning
for a survey of work site place-ment
agencies was also in process.
During the year the DCC
Victim Services initiative used 14
Victim Advocates/ Notification
Coordinators within a regional
concept to handle legislatively
mandated victim notifications and
provide services to crime victims.
For the year, caseload aver-ages
were approximately 350,
with an average of 140 notifica-tions
sent for each position.
The initiative struggled to meet
the notification demands due to
the state budget crisis and a
position vacancy rate that
reached 50% just after mid- year.
During the last quarter of the
fiscal year, program staff was
planning for a restructuring of this
initiative. The redesigned opera-tion
should enable DCC to meet
the notification demand while
maintaining a contact for victims.
Victim Services
also available to field personnel for
assistance in drug related education
information, program changes and
frequently asked questions.
SASIP provides drug scree ing
services to other agencies including
the Division of Prisons, the Division
of Alcohol and Chemical Depen-dency
Programs, Drug Treatment
Courts, the Department of Juvenile
Justice and Delinquency Prevention,
Durham County Criminal Justice
Resource Center, and the Social
Services departments in Guilford
and Alamance counties.
Reimbursements for drug screen-ing
provided to these outside agen-cies
totaled $ 410, 884 for the fiscal
year. This was an increase of
$ 16,313 over the previous year.
These receipts help offset the cost
of the reagents and other expenses
incurred by the program.
www. doc. state. nc. us
11
Lattie Baker, Assistant Secretary
The Division of Alcoholism and Chemical Dependency Programs provides treatment
services to prison inmates, DWI offenders, parolees and probationers. The division’s
mission is to help offenders overcome addiction to drugs and/ or alcohol.
Division of
ALCOHOLISM AND CHEMICAL
DEPENDENCY PROGRAMS
Substance Abuse Programs
DART ( Drug Alcohol Recovery Treatment) - an intensive five to
12- week residential program conducted in prison
SARGE ( State Alliance for Recovery and General Education of
Chemically Dependent Youthful Offenders) - a long- term, indi-vidualized
prison program for youth offenders
RSAT ( Residential Substance Abuse Treatment) - a federal
grant program, of long- term residential treatment for adults
DART Cherry - a treatment program for DWI offenders
Private Residential Treatment Center - a program for
offenders who require long- term intervention, pre- release or
community transition program involvement
The Division of Alcoholism and
Chemical Dependency Programs
( DACDP) provides a range of
treatment and recovery services to
prison inmates, DWI offenders,
parolees and a select number of pro-bationers.
During FY 2002- 03,
more than 14,000 offenders were
engaged in DACDP programs.
DACDP programs are based
on the Minnesota Model of chemi-cal
dependency and treatment, pro-viding
offenders with an initial op-portunity
to engage in treatment and
early recovery. Participants are in-volved
in extensive follow- up, in-cluding
Alcoholics Anonymous,
Narcotics Anonymous, community
resources and personal sponsor-ship.
Treatment programs make ex-tensive
use of inmates working in
the role of peer counselors and role
models or group leaders, in addi-tion
to building exemplary citizens
within the prison community.
DACDP operated 26 residen-tial
programs this year including five
RSAT programs and two private
residential treatment centers.
Among the estimated 1.8 million adults aged 18 or older on parole or
other supervised release from prison during the past year, 29.1 percent
were current illicit drug users compared with 7.7 percent among adults
not on parole or supervised release.
Among the estimated 4.8 million adults on probation at some time in
the past year, 28.7 percent reported current illicit drug use in 2002.
This compares with a rate of 7.4
percent among adults not on pro-bation
in 2002.
2002 National Survey on Drug Use and Health:
National Findings
-- Substance Abuse and Mental Health
Services Administration. ( 2003)
Daily
Treatment
Costs
DART In- Prison Program $ 14.39
DART Cherry - DWI Treatment $ 29.61
Private Treatment Centers $ 70.63
North Carolina Department of Correction
12
Correction Enterprises provides meaningful training and work experience to inmates, while
offering quality goods and services to tax- supported entities at a savings to the taxpayers.
Correction Enterprises supervises more than 2,000 inmates in a wide variety of industries.
An Overview
Correction Enterprises is a
prison industry program that re-duces
the cost of incarceration by
training inmates to perform con-structive
manufacturing activities
that are self- supporting and pro-duce
revenue for the state. Like a
private business, the division re-ceives
no state budget allocation,
and is supported only by the goods
and services it produces and sells.
Correction Enterprises aids in
the rehabilitation of inmates by
teaching them job skills that are eas-ily
transferable to the private sec-tor
upon release. The division,
which employs approximately 380
staff members and 2,100 inmates,
consists of 30 separate revenue-producing
operations located
throughout the state, administrative
offices in Raleigh and a central
warehouse in Apex.
During FY 2002- 03, Correction
Enterprises boasted total sales of
$ 69,411,900. From that amount,
the division contributed approxi-mately
$ 5 million to the state’s gen-eral
fund, gave $ 226,404 to the
Crime Victims’ Compensation
Fund and paid $ 2.18 million in in-mate
incentive wages.
New Products and Initiatives
In February 2002, the Correc-tion
Enterprises’ warehouse began
transporting textbooks for North
Carolina’s public schools. The
partnership was born when the De-partment
of Public Instruction re-alized
that Enterprises’ warehouse
trucks already were making regu-lar
deliveries to school bus garages
and local schools. This highly suc-cessful
partnership served both
DPI and Enterprises by reducing
the cost of delivering textbooks to
the state’s schools and by employ-ing
and training additional inmates
in warehousing skills.
In May 2002, Governor Easley
signed an executive directive for
Correction Enterprises to provide
temporary laundry services for
Womack Army Medical Center at
Ft. Bragg after the hospital’s laun-dry
contractor unexpectedly went
out of business. The laundry at
Sampson Correctional Institution
in Clinton handled the challenge
without missing a beat, providing
laundry services for hospital
scrubs, towels, sheets and pillow-cases.
Although the original direc-tive
was effective for a 21- day pe-riod,
the state extended the direc-tive
when no suitable replacement
for the contract services material-ized.
In February 2003, the North
Carolina Division of Purchase and
Contract awarded Correction En-terprises
a contract to provide pre-scription
safety eyewear to state
employees. By partnering with
Optometric Eye Care Centers to
provide fitting service for the em-ployees,
the Nash Optical Plant
saved state agencies approximately
Inmate Kenny Wilkerson loads
textbooks at Enterprises’ warehouse
for shipment to local school systems.
www. doc. state. nc. us
13
11.75 percent on safety eyewear
for employees.
Enterprises’ sales staff and the
Brown Creek Metal Products
plant worked with the North
Carolina State Parks Division to in-troduce
new products for the state
park system. The new line in-cluded
a picnic table with recycled
plastic seats and tops, barbecue
grills and fire rings.
Correction Enterprises’ opera-tions
continue to maintain a high
level of safety awareness. In 2002,
the North Carolina Department of
Labor recognized 90 percent of
Enterprises’ facilities for having
outstanding safety records.
Twenty- four out of the 30 plants
received a gold award, while three
plants received the silver award.
Sales and Marketing
The marketing section imple-mented
a new marketing tool—
a quarterly e- mail newsletter en-titled
“ iDeals” to publicize new
products, new programs and
sales opportuni-ties.
Meanwhile,
the sales section
focused its efforts
on expanding
quick copy and
metal products
sales, targeting
new state building
projects for cus-tom
casework and
food services lines.
The intensified
marketing efforts
resulted in a state
university purchase
of more than
$ 750,000 worth of
merchandise.
Products and Services
provided by
Correction Enterprises
Food Products
Janitorial Products
Laundry Services
Linens and Apparel
Manpower Services
Metal Products
Office Furnishings
Oils and Lubricants
Optical Manufacturing
( Proud contractor for
NC Medicaid)
Paints
Printing and
Duplicating Services
Roadway Markings
Safety Products
Signage
Vehicular Indentification
Correction Enterprises developed picnic tables with tops and benches made of a
durable recycled plastic lumber and frames of galvanized iron for NC State Parks.
Inmates at Correction Enterprises Nash Optical Plant
produce prescription safety eyewear for state employees
and eyewear for NC Medicaid recipients.
North Carolina Department of Correction
14
Several support sections handle various administrative and management
functions for the four major divisions within the Department of Correction.
Department of Correction
ADMINISTRATION
During FY 2002- 03, the Cen-tral
Engineering Division oversaw
the design and substantial comple-tion
of three of six 1000- cell, high-security
prisons in Alexander, Anson
and Scotland counties. The design
of these prisons will serve as the
prototype for prison expansion over
the next decade.
During the 2003 legislative ses-sion,
the North Carolina General
Assembly authorized the construc-tion
of three additional facilities to
be built in Greene, Bertie, and Co-lumbus
counties. Central Engineer-ing
completed site adaptation de-sign
for the Greene and Bertie pris-ons
and anticipates groundbreaking
in the fourth quarter of 2003, while
the design schedule for the Colum-bus
prison should allow construc-tion
to begin by the fourth quarter
of 2005. All three counties have
taken steps to acquire suitable con-struction
sites for transfer to state
ownership as a component of their
economic development strategy.
Each prison will bring more than
400 jobs to the host community.
The Inmate Construction Pro-gram
( ICP), managed by Central
Engineering, made significant
strides in completing a $ 21 million
addition to Warren Correctional In-stitution.
This multi- year construc-tion
project, which broke ground
in January 2001, adds 168 high- se-curity
cells, a programs support
building, additions to the adminis-trative
building and a new mainte-nance
building. While final project
completion is scheduled for June
2004, the program support and
maintenance buildings have been
completed and are now in use.
The ICP also undertook signifi-cant
work on behalf of Correction
Enterprises, beginning the site de-velopment
for an industrial build-ing
acquired in Warren County that
will produce janitorial products
and constructing a commodity stor-age
building and maintenance
building at Caledonia Farms.
The ICP employs approximately
200 inmates with more than 100
participating in a trades apprentice-ship
program offering certification
from the North Carolina Depart-ment
of Labor in journey- level
skills. The ICP allows the depart-ment
to leverage its capital dollars
for the greatest gain, and the ap-prenticeship
program has been
cited as a model initiative under the
Prison Construction
1,000 cell close custody units
Scotland Co. Opened 2003
Anson Co. Opening 2004
Alexander Co. Opening 2004
Greene Co. Opening 2006
Bertie Co. Opening 2007
Columbus Co. Opening 2008
Central Engineering
William Stovall, Director
www. doc. state. nc. us
15
department’s transition planning to
prepare inmates for successful re-integration
into society.
Central Engineering continued to
manage design efforts for state- of-the-
art medical facilities to serve the
evolving health care needs of the
Division of Prisons. Design services
are underway for replacement of
Central Prison’s antiquated hospi-tal
with a 120- bed acute care fa-cility
and enhancements to the
prison’s core infrastructure. These
design services also include provi-sion
for a separate 200- bed men-tal
health treatment facility.
At the same time, comparable
health care and mental health treat-ment
facilities are under design for
the North Carolina Correctional In-stitution
for Women in Raleigh. This
new facility will provide 150 beds
for medical and mental health care
services at the state’s flagship prison
for women.
Finally, Central Engineering con-tinues
to be a leader in the field of
energy conservation and the state-wide
Utilities Savings Initiative
( USI), working toward the
governor’s goal of reducing state
agency energy consumption by four
percent per year over the next five
years. In cooperation with the
State Energy Office, the depart-ment
agreed to pilot the launch of
a comprehensive statewide energy
consumption data management
program, an essential tool for ac-curately
measuring progress toward
achieving this goal. Central Engi-neering
also spearheads the
department’s own USI committee,
coordinating internal conservation
efforts and raising conservation
awareness.
Management Information
Systems
Bob Brinson, Director
During FY 2002- 03, Manage-ment
Information Systems focused
on three priorities: cost savings, ef-ficiency
and security.
The section realized cost savings
and efficiency within the network by
upgrading the infrastructure in prison
facilities throughout the state, in-cluding:
Polk Youth Institution,
Wilmington Residential Facility for
Women, Guilford Correctional
Center and Neuse, Eastern, Scot-land
and Craggy Correctional In-stitutions.
In most of those facili-ties,
MIS replaced old wiring and
hubs with fiber and switches and
converted non- LAN facilities to
fully functional LAN facilites.
These upgrades induced cost sav-ings
with the removal of control
units, expanded utilization of RPM
software for printing needs and re-duced
the number of servers
needed at facilities.
With the investment in two stor-age
area networks in Raleigh and
Lenoir, MIS helped the department
realize major cost savings by avoid-ing
server replacements and server
purchases for new facilities.
The networking staff also fought
vigilantly against computer hackers
and viruses on the network by en-suring
that up- to- date virus patches
were applied appropriately.
In the area of application devel-opment,
MIS realized cost savings
and efficiency by concentrating on
applications that are mandated by
policy or legislation, thereby pro-ducing
the largest savings and effi-ciencies
in work flow by helping re-duce
manual processes.
MIS leveraged the Offender
Population Unified System ( OPUS)
and the critical data it offers by pro-viding
newly automated processes
and products. Upgrades included
a complete rewrite of the offender
time computation program, high
profile and escape risk alerts, au-tomation
of the Nutraloaf program,
providing STG gang code descrip-tions
for law enforcement agencies,
Offender Case Management and
transition plan improvements and
work flow improvements in diag-nostic
center processing.
The new products include the
beginning of automation for the Di-vision
of Community Correction’s
community service program and the
Division of Prison’s cashless can-teen
system. Other system imple-mentations
not associated with
OPUS include the Maintenance
Management System, which en-ables
Engineering and Division of
Prisons to create work orders for
both preventive and corrective
maintenance.
MIS continued to improve its
ability to recover critical applica-tions
when disasters happen by
participating in two successful state-sponsored
mainframe disaster re-covery
exercises. These exercises
tested the ability to move OPUS to
a new computer outside North
Carolina and quickly become op-erational.
With more than 14,000 em-ployee
RACF security identifiers,
the Department of Correction has
more than 5,000 employees that
use OPUS daily. This amounts to
an average of over 770,000 OPUS
transactions per day and 170,000
offender profile searches per week.
North Carolina Department of Correction
16
Inmate Grievance
Resolution Board
Finesse Couch, Director
During FY 2002- 03, the Inmate
Grievance Resolution Board issued
10,371 disposition orders and 754
letters in response to inmate ap-peals
and letters.
Under the Administrative Rem-edy
Procedure, the section medi-ated
several noteworthy grievance
appeals with successful outcomes.
With the assistance of Division of
Prisons staff, the board resolved the
“ emergency care” discipline policy
issue. Inmates were restored their
privileges, rights and fines after re-visiting
and clarifying the disciplin-ary
policy. The board facilitated the
revision of the clothing policy to
allow male inmates to receive an
adequate number of undergarments
and socks; and reviewed and hu-manely
resolved grievances filed by
inmates in segregation units across
the state.
In other matters, the board fur-nished
requested data to the Attor-ney
General’s Office and prison
units for litigation purposes and or-ganized
and presented grievance
training to employees at the North
Carolina Correctional Institution for
Women.
Controller’s Office
Paul Gross, Controller
The Controller’s Office is re-sponsible
for the budgetary, finan-cial
and accounting management of
the Department of Correction’s fis-cal
resources. The section ensures
that the department is in full com-pliance
with generally accepted ac-counting
principles, North Carolina
General Statutes and policies and
procedures applicable to the
department’s financial operations.
Due to declining revenues dur-ing
FY 02- 03, the Department of
Correction faced mandatory bud-get
reversions in order to meet goals
set by the state budget office.
Through hiring freezes and restric-tions
on travel, the department re-verted
$ 18.5 million of the $ 874.2
million appropriated by the Gen-eral
Assembly.
The Medical Claims Manage-ment
Section processed 53,138
medical claims and recognized a
savings of $ 7.8 million. These sav-ings
were the result of identifying
and denying duplicate invoicing; re-jecting
invoices with unbundling
codes, detecting unacceptable bill-ing
practices and negotiating addi-tional
discounts with health care
providers.
The general accounting section
of the Controller’s Office pro-cessed
109,912 invoices during the
year and wrote 75,495 checks to
vendors. It also initiated a utilities
database for water, sewer, natural
gas and electricity. The database
not only interfaces with the state’s
accounting system for purposes of
facilitating utility payments to ven-dors,
but it also serves to report
key energy data to engineers and
maintenance staff, who use the data
for strategic energy planning related
to cost saving initiatives.
The Controller’s Office devel-oped
its first Webpage in 2001,
which includes important financial
and organizational information. The
Web site also contains the complete
fiscal policy manual, eliminating the
need to duplicate 800 copies each
time a policy change is made.
Purchasing & Services
Barbara Baker
Chief Procurement Officer
During FY 2002- 03, purchas-ing
agents continued use of
e- Procurement, the state’s
Internet- based purchasing system,
to issue purchase orders and con-tracts
totaling more than
$ 163,885,000. Although the
department’s budget for purchases
was quite stringent during the fiscal
year, open market competition for
purchases over $ 1,000 and Internet
posting of all purchasing opportu-nities
over $ 5,000 increased com-petition
and helped hold prices
down.
A key factor in dealing with the
budget deficit was Purchasing’s
ability to conduct intensive negotia-tion
with vendors whose contracts
contained renewal clauses, which
could have permitted a price in-crease
equal to the Consumer Price
Index ( CPI) change. In most cases,
Purchasing successfully obtained
annual renewal with no increase,
thereby saving the state a substan-tial
amount that would have been
required if the CPI increases had
been granted.
As in previous years, the depart-ment
led the way in the number of
contracts awarded to historically
underutilized businesses ( HUBs.)
Although the goal was 10 percent,
of all contract awards, the depart-ment
is proud to have exceeded this
goal during this fiscal year, award-ing
over 17.8 percent of all con-tracts
to HUBs.
During FY 2002- 03, Purchasing
completed the procurements for
the $ 20 million expansion of War-ren
Correctional Institution. To ac-
www. doc. state. nc. us
17
risen sharply.
To cut costs and achieve higher
fuel efficiency, the Division of Pris-ons
introduced security minivans.
The department also relocated
the vehicle repair shop from
Caledonia Correctional Institution
to the old Halifax prison unit, which
resulted in a threefold increase in
space and allowed the fabrication
and installation of security screens
in the vans.
The Radio Shop has been busy
reprogramming many units due to
changes in local law enforcement
requirements. As a cost- cutting
measure, the shop dispatched ra-dio
technicians to central locations
in each region so that nearby fa-cilities
could bring in vehicles for
radio repair and/ or reprogramming
instead of traveling to Raleigh.
Finally, the section completed a
comprehensive review of two- way
portable radio equipment for cor-rectional
facilities that resulted in the
selection of new dorm radios for
the Division of Prisons. The new
radio equipment, which exceeds
current equipment specifications,
reduced equipment costs by 30
percent.
Mail Services
Utilizing the state’s centralized
Mail Service Center, with its auto-mated
mail processing, has resulted
in greater efficiencies in mail deliv-ery.
Employees now address let-ters
using standardized formatting
so that delivery addresses can be
read electronically. This automated
process saves time and money
since the department gets a dis-count
on mail that can be sorted
using standardized formatting.
Research & Planning
Sandy Pearce, Director
The Office of Research and
Planning provides planning, deci-sion-
support, research and pro-gram
development services for
managers and staff throughout the
Department of Correction.
During FY 2002- 03, Research
and Planning spearheaded transi-tion/
re- entry initiatives for the de-partment.
Staff members facilitated
a planning meeting for over 60 de-partment
staff members that re-sulted
in a departmental Transition/
Re- entry Work Plan. Research and
Planning implemented two grant
projects directed at successful re-integration
into the community.
The Job Preparation for Offend-ers
Project, funded by the
Governor’s Crime Commission, se-lects
work- qualified inmates to re-ceive
information and training on
obtaining and successfully maintain-ing
a job upon release. Ten pris-ons
serve as pilot sites based on the
programs and services they provide
to inmates in preparing for reentry.
The Going Home Project, funded
by the U. S. Dept. of Justice in con-junction
with other federal agencies,
targets serious, violent and/ or
chronic offenders in prison and as-sists
them in successful transition to
the community. Community teams
in 13 counties work with the of-fender
to obtain a job, achieve edu-cational
goals, find a stable place
to live, stay off drugs, and address
mental health and family issues.
Teams include representatives of
the Division of Prisons, Community
Corrections, TASC, Joblink Cen-ters,
private non- profits organiza-complish
that task, Purchasing
worked very closely with Central
Engineering in specification devel-opment
and purchase of all neces-sary
equipment, materials and ser-vices.
Purchasing and the Facility Ser-vices
Telecommunication Section
played a major role in evaluating the
multiyear bid for all public and in-mate
payphones. This contract
brings in approximately $ 6 million
in yearly revenue, in the form of
commissions paid to the state by the
vendor.
Central Supply Warehouse
The Central Supply Warehouse
had a very busy fiscal year. In ad-dition
to storing and distributing all
the department’s uniforms and ma-terials,
the section operates a fleet
of long distant transport vehicles
that delivers to over 250 locations
statewide. The move to a larger
warehouse location in November
2001 allowed an increase in inven-tory
levels with a total inventory
value of $ 6,852,550. During FY
2002- 03, Central Warehouse re-ceived
products totaling
$ 28,960,052 from vendors.
Transportation and
Communication Shop
The Transportation/ Communica-tion
Shop operated part of the year
from a temporary location, while a
new shop is under construction.
The new location will provide ad-ditional
space for vehicle repairs and
bus security upgrades.
With fewer replacement vehicle
purchases in the tight fiscal climate,
the volume of vehicle repairs has
North Carolina Department of Correction
18
tions, housing organizations and
faith- based volunteers.
Research and Planning began
analyzing data from a newly- cre-ated
inmate custody population
simulation model, which is the only
model of its kind in the country. This
computer model projects future
prison populations by three groups
( adult males, youth males, and fe-males)
and by three custody levels
( close, medium, and minimum). In
conjunction with the Sentencing and
Policy Commission’s sentencing
projections, the model will be used
to develop plans to address the in-creasing
prison population.
Finally, Research and Planning
facilitated a strategic planning pro-cess
for the in- service section of the
Office of Staff Development and
Training. Staff also helped the Sub-stance
Abuse Advisory Council
recommend areas for improvement
of substance abuse programs in the
Department of Correction.
Safety Office
Joe Simpson, Director
The Safety Office conducted
comprehensive safety inspections at
224 facilities, including prison units,
Correction Enterprise plants, Com-munity
Corrections offices, labora-tories
and administrative locations.
The section conducted nine indus-trial
hygiene surveys regarding is-sues
such as noise level, air con-taminants
and lead- based paint de-bris.
The office dealt with 10
OSHA inspections and four OSHA
complaints during the year.
A serious accident investigation
was conducted in response to a fin-ger
amputation at a prison facility,
recommendations for corrective
action were implemented. The
safety office informed management
of the need for more fire hydrants
and improved water supply for fire
fighting at a prison facility.
Finally, the office conducted a
major study to develop a plan for
relocating the self- contained
breathing apparatus throughout the
Division of Prisons.
Victim Services
Sandy Dixon, Director
The Office of Victim Services
( OVS) advances the rights of vic-tims
through advocacy, information
and resources with a commitment
to providing assistance that exem-plifies
the respect and dignity vic-tims
deserve. During FY 2002- 03,
OVS saw a 27 percent increase in
the number of new victims regis-tered
for notification. A total of
21,738 people have registered since
the Nor th Carolina Victim’s Rights
legislation was enacted.
OVS continues to provide criti-cal
input and direction to the de-partment
regarding policy and pro-cedure
related to victims of crime.
The office consulted with the Divi-sion
of Community Corrections in
its victim services reorganization and
helped the Division of Prisons in
revising its visitation policy.
During 2002- 03, OVS increased
its outreach to the Hispanic com-munity
by translating resource ma-terials
into Spanish, networking
with Latino service providers and
distributing materials statewide.
Staff also attended El Pueblo Fo-rum
2002 and 2003 and the El Vin-culo
Festival, participated in a
CDN- TV Spanish talk show on
domestic violence, appeared on the
radio talk show “ La Charla” and
provided interviews with several
radio stations.
The office continued general
outreach to all victims of crime with
events such as the NBC17 Health
Fair, the North Carolina State Fair
and the annual Crime Victims’
Rights Month as an active mem-ber
of the Victim Services Inter-agency
Council. The OVS Direc-tor
sits on the North Carolina Vic-tim
Services Practitioner Certifica-tion
Committee, a statewide group
providing certification to victim ser-vice
professionals across the state.
OVS also works closely with
the Governor’s Crime Commis-sion
and the Administrative Office
of the Courts to provide oversight
of the Statewide Automated Vic-tim
Assistance and Notification
( SAVAN) System. SAVAN pro-vides
telephone notifications to
citizens for offenders in North
Carolina county jails, prison, on
probation or involved the court
system.
Finally, OVS continued to pro-vide
training, resources and sup-port
to victim information coordi-nators
in the Division of Prisons
and victim advocate and notfication
coordinators in the Division of
Community Corrections. These
empoyees work in the field and
provide victims with information
and opportunities for input into de-cisions
affecting their offender’s
status.
www. doc. state. nc. us
19
Prison Volunteer Recognition
Volunteer of the Year
Scottie Barnes
Caldwell CC
Scottie Barnes
Lynda Clifton
Earlie Collins Jr.
Toni Cullum
Tauheed Diaab
Stephanie Gerami
Rayborn Hall
Ruby Hall
Velma Hall
Revonda Keller
Rev. James McFarlin
Rev. Shirley McFarlin
Jerry McQueen
Robert Overla
Bessie Lee Simms
Dr. Michael Steen
Dr. Michael Taylor
Rev. Willie Williams
Christ Cathedral
Covenant Ministry
State Employee Awards of Excellence
Awards and Honors
Two Department of Correction employees were recepients of the State
Employes Award for Excellence this year. Connie Barton ( left) is an
administrative assistant at DART Cherry in Goldsboro. She was awarded
for her outstanding community service to the Boy Scouts of America in
Johnston County. Jenelle Killian ( left), a correctional officer at Morrison
Correctional Institution in Richmond County, was recognized for her
outstanding efforts in human relations.
( in alphabetical order)
North Carolina Department of Correction
20
Norman Cherry
Probation/ Parole Officer
Bertie County
Division 1
Joseph Mayo
Surveillance Officer
Cumberland County
Division 2
George Pettigrew
Chief Probation
Parole Officer
Iredell County
Divison 3
Cheryl Modlin
Chief Probation
Parole Officer
Polk County
Division 4
2003 Probation, Parole and Community Supervison
Officers of the Year
2003 Correctional Officers of the Year
Front row, left to right Back row, left to right
Sgt. Tawanda Stanley - Neuse CI
Barbara Drew - Tyrrell PWF
Ella Dawkins - Morrison CI
Lt. E. Kent Ryan - Albemarle CI
Randall Polechio - Mountain View CI
David Meeks - Durham CC
Alvin Newsome - Wake CC
Tim Webb - Western YI
Stanley Boyd - Umstead CC
Titus George - Columbus CI
Awards and Honors
www. doc. state. nc. us
21
North Carolina
adopted a new state
constitution that pro-vided
for the construction of a peni-tentiary.
Inmates began building
Central Prison in 1870 and moved
into the completed castle- like struc-ture
in December 1884.
The Good Roads
Policy initiated the
use of inmate labor
to build the state’s roads. Horse-drawn
prison cages that moved
from one work site to the next
housed the inmates.
The incentive wage
system began, with
inmates earning up
to 15 cents a day, paid upon re-lease.
The General Assem-bly
enacted a law
changing the state’s
prison from a corporation to a de-partment
of state government.
Prison industries,
today known as
C o r r e c t i o n
Enterprises, began. At a plant near
Central Prison, inmates made
concrete pipe for the State
Highway Commission. The plant
A History of the
Department of Correction
Milestones in Department of Correction History
1868
1910
1930s
1931
operated until federal highway
funding restrictions ended the use
of inmate labor for such operations
in 1936. Over the years, other
prison industries developed to meet
prison needs, like farming and
tailoring operations to provide food
and clothing.
The Conner Bill en-abled
the state to
take control of all
prisons and inmates. The condition
of prison facilities and the need for
inmate labor led the General As-sembly
to consolidate the State
Highway Commission and the
State Prison Department. In the
two years before consolidation, the
State Highway Commission had
spent $ 850,000 for permanent im-provements
in the road camps it
had taken over from the counties.
This renovation and construction
program continued after consolida-tion
of the two agencies.
Many road camps
were added in the
1930s, with a stan-dard
design and capacity for 100
inmates. Camps were located
throughout the state, primarily for
road building and repair. Many of
these camps are still in operation
today, although a number of them
were closed in the 1990s to im-prove
efficiency.
Female inmates
from Central Prison
moved to a south
Raleigh road camp, the site of
today’s North Carolina Correc-tional
Institution for Women.
The General As-sembly
separated
the state prison de-partment
from the State Highway
and Public Works Commission.
North Carolina also became the
first state to initiate a work release
program that allowed inmates to
work in private employment dur-ing
the day and return to confine-ment
at night.
1957
1901
1930
Central Prison, the state’s first prison.
1925
1935
North Carolina Department of Correction
22
1965
1958 The department re-placed
striped
prison clothing with
gray uniforms for close custody,
brown for medium and green for
minimum.
The department be-gan
to integrate its
prisons. In addition,
mental health services were estab-lished
in prisons, paving the way for
the first mental health wards at Cen-tral
Prison in 1973 and later the first
sex offender treatment program at
Harnett Correctional Institution in
1991.
The job titles for
custody officers are
changed from guard
or matron to correctional officer.
The Department of
Social Rehabilitation
and Control became
the Department of Correction with
two major subdivisions, the Divi-sion
of Prisons and the Division of
Adult Probation and Parole. In ad-dition,
the state Criminal Justice
Academy was founded and began
certification training for corrections
staff.
The department be-gan
a substance
abuse treatment pro-gram
that established the first Drug/
Alcohol Recovery Treatment pro-gram
at Wayne Correctional Cen-ter.
The state’s first boot
camp program for
male youth, opened
in Richmond County in October
1989.
Between 1986 and
1992, annual prison
admissions nearly
doubled from 17,500 to 30,800. In
the 1980s, a series of lawsuits filed
by inmates attacked conditions in
64 of the state’s smaller prisons. In
response, the General Assembly
capped the prison population, re-formed
state sentencing laws, pro-vided
for increased community su-pervision
and launched a major
prison construction program which
increased the prison capacity by 56
percent. From 1993 to 1999, 24
small prison facilities were closed
to streamline operations and im-prove
efficiency.
The General Assem-bly
enacted struc-tured
sentencing
laws governing all offenses commit-ted
on or after Oct. 1, 1994. More
serious, violent repeat offenders are
incarcerated, while less serious non-violent
offenders are sentenced to
intermediate or community- based
sanctions. Imprisoned offenders
serve at least 100 percent of the
minimum sentence imposed.
The state lifted the
prison cap in 1996.
The Department
added new dormitory space at
many existing prisons and built new
close- security prisons to accom-modate
the more violent, long- term
inmates entering the prison system
under the new sentencing laws.
Six new prisons
opened, including
the Dan River Prison
Work Farm. Dan River Prison
Work Farm’s housing unit was the
first major inmate construction
project since inmate labor was used
to build Central Prison in the 1890s.
The Division of
Adult Probation and
Parole changed its
name to the Division of Commu-nity
Corrections to reflect its com-munity-
oriented approach to super-vising
offenders. The General As-sembly
also eliminated lethal gas as
a method of execution.
On Oct. 1, a two-year
experiment
with privately- run
prisons ended as the state assumed
control of Pamlico Correctional
Institution and Mountain View
Correctional Institution, previously
operated by Corrections
Corporation of America.
The IMPACT boot
camps in Morganton
and Hoffman
graduated their final classes and
closed by August 15, as directed
1989 by the state legislature.
1990s
2000
1998
In 1958, striped prison uniforms
became a thing of the past.
1994
1996
1970
1974
2002
1987
1997
www. doc. state. nc. us
23
North Carolina Department of Correction
Office of Public Affairs
4202 Mail Service Center
Raleigh NC 27699- 4202
( 919) 716- 3700
info@ doc. state. nc. us