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Department of Corrections outlines recruitment push, lock-and-control upgrades and managed-access plan
Summary
The Georgia Department of Corrections told appropriators it is pursuing recruitment and retention initiatives and sought capital and operating funds for lock-and-control upgrades, managed‑access systems to block contraband cell phones and drones, and modular units to relieve operational strain.
The Georgia Department of Corrections (GDC) told the Senate Appropriations Committee it is pursuing an aggressive recruitment and retention push to lower its officer-to-inmate ratio while seeking sizable capital investments to harden facilities, control contraband and improve monitoring.
Recruitment and retention: GDC presented a goal to move from a 1‑to‑14 correctional-officer-to-inmate ratio toward a 1‑to‑11 ratio, citing comparative staffing levels in other states, and said it plans to add roughly 882 positions over 18–24 months. The agency reported a net increase of 296 correctional officers in the past year but said it still lists approximately 2,600 vacancies systemwide.
Security technology and locking controls: GDC asked for a portfolio of investments that includes managed-access systems to prevent contraband cell phones and drones, expanded digital-forensics capacity, off-site mail screening, body cameras and tasers for officers, and large-scale lock-and-control replacements. The department said it will add 14 managed-access units to reach 27 total (13 were funded earlier; five are operational; the remaining eight were expected to be completed by June 2025). The agency described managed access and drone detection as priorities because illicit cell phones and drone deliveries are the main routes for contraband.
Modular units and capital planning: The department asked for modular units (so-called MaxMods) to add bed capacity and provide flexible space while lock-control upgrades proceed. The house reduced an initial four‑unit request to two for the amended year; GDC told the committee that four would expedite repairs and provide longer-term operational flexibility. GDC also requested funds to design a new state prison model and a 10‑year facilities plan to address aging infrastructure, projected population changes and staffing requirements.
Maintenance and project management: GDC requested additional project-management resources and regional maintenance staff — including tiger teams to address locks and security electronics — and cited a backlog of maintenance need and roughly 103 vacant facility-maintenance positions that limit its ability to complete repairs timely.
Why it matters: Committee members repeatedly referenced officer safety, inmate assaults and the operational risk of failing lock controls. Appropriators signaled support for technology that can act as a force multiplier (analytics and remote monitoring) but asked for more detailed cost breakdowns, vendor schedules and project staffing estimates.
Ending: GDC said the requests are intended to stabilize operations and buy time for a longer-term facilities program; the committee asked for more granular procurement and staffing plans before committing larger sums.
