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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 www. doc. state. nc. us 3 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 4 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 www. doc. state. nc. us 5 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 6 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 www. doc. state. nc. us 7 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 8 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 www. doc. state. nc. us 9 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
Object Description
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Title | Annual report of the North Carolina Department of Correction |
Other Title | Report to the Governor : annual report of the North Carolina Department of Correction |
Date | 2003 |
Description | 2003 |
Digital Characteristics-A | 717 KB; 23 p. |
Digital Format |
application/pdf |
Pres File Name-M | pubs_serial_arncdepartmentcorrection2003.pdf |
Pres Local File Path-M | \Preservation_content\StatePubs\pubs_borndigital\images_master\ |
Full Text | 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 www. doc. state. nc. us 3 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 4 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 www. doc. state. nc. us 5 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 6 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 www. doc. state. nc. us 7 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 8 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 www. doc. state. nc. us 9 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 |
OCLC number | 18541669 |