NCJ Number
151393
Date Published
1994
Length
11 pages
Annotation
This report profiles the cost-containment initiatives in the correctional agencies of Indiana, Nebraska, Oregon, Tennessee, Washington, and Canada, with emphasis on the impetus for the cost-containment effort, the agency's approach to designing and selecting specific measures, and methods of evaluating the impact of the measures.
Abstract
The analysis of these six agencies provided more details to follow a national survey conducted by the Prisons Division of the National Institute of Corrections in the fall of 1992. The cost-containment measures resulted from budget deficits, tax revenue shortfalls, and a ballot measure. In Indiana, the Department of Corrections asked managers to place 10 percent of operations appropriations in reserve, delay hiring as long as possible, and evaluate high-cost areas such as overtime and medical services to identify potential long-term savings. Nebraska's measures included a hiring freeze, understaffing, a reduction of inmate educational programs, and reduction of inmate drug treatment. Oregon's measures included reductions in supervisory and management positions, automation, centralization of some warehouse operations, and the establishment of a uniform menu to reduce food costs. Tennessee's actions included a cap in the per-diem rates for jail beds, changes in institution custody assignments, and changes in inmate industries. Washington's measures included lease-purchase of equipment, a reduction in salary increases, and delays in opening work/training release facilities. Canada reduced staff at the national and regional headquarters, conducted a regional review of economy measures, delayed facility construction, and improved management processes and systems. Lists of additional measures and their impacts