RCCI cost review: keeping inmate crews remains slightly cheaper than hiring staff or contracting; commissioners asked for more data on alternatives

Administrator Allen and Warden Wharton Joseph presented an updated fiscal review of the Richmond County Correctional Institution (RCCI) and a crew‑by‑crew cost‑benefit analysis during the fiscal 2026 budget hearing.

What the review found The RCCI operating budget for 2026 was presented at just over $5.9 million. Using a 230‑inmate contract baseline, the department calculated a full average daily cost of about $70.46 per inmate. The state per‑diem for housed state prisoners rose from $24 to $30 this year; the change, combined with reimbursements from GDOT and the Board of Education for detail officers, reduces Augusta’s net general‑fund exposure to an estimated roughly $3.3 million for 2026 after adjustments.

Staffing and crew usage RCCI is budgeted for 27 inmate work crews but, according to the presentation, persistent vacancies and medical/training restrictions mean the facility typically deploys a maximum of about 15 crews on any given day. Administrators said eight detail officer positions are vacant and several officers are in training or medically restricted, which limits the number of crews available and reduces the value Augusta receives from the inmate‑labor model.

Proposed 2026 reductions and revenue adjustments Warden Joseph proposed eliminating seven positions (five currently vacant) and reassigning some duties, with an estimated personnel savings just under $374,000. Finance staff recommended adding the full projected state per‑diem revenue for 220 inmates (+$309,000) into the 2026 projection to reflect the improved per‑diem rate and expected population; the combined changes were described as reducing the net deficit offset to about $682,650 compared with earlier estimates.

Modeling alternatives: in‑house staff and contractors Using detailed 2024 crew logs (the most complete data available), analysts estimated the inmate crews’ total time and then modeled two replacement scenarios: hiring equivalent in‑house labor or contracting the services. They estimate about 63 in‑house laborers would be required to replicate RCCI crew output; salaries and benefits for those positions were estimated at about $2.9 million. Contractor estimates were higher—roughly $4.8 million in this modeling—though staff cautioned contractor pricing is harder to predict without a formal bid. The updated 2026 net cost to Augusta for RCCI, after proposed cuts and revenue adjustments, was presented at about $2.98 million, placing in‑house staffing and RCCI near parity on operating cost alone (excluding capital).

Capital decision remains separate Administrators stressed the capital conversation is separate from operating comparisons. Building a new facility was estimated in earlier work to cost about $25 million, with roughly $11 million remaining from prior SPLOST allocation that could offset new money needed. Officials noted that if the city pursued a new, smaller facility while also reducing inmate population, fixed and operating costs would change and the cost‑benefit calculus would differ.

Operational constraints and recruitment Warden Joseph and administrators said recruitment and retention of certified detail officers is the immediate operational bottleneck: without adequate officers the city cannot deploy the budgeted number of crews. Commissioners asked for more aggressive recruitment and for the administration to return specific operational SOPs and staffing proposals. Administrator Allen said staff will develop procurement scope for cemetery maintenance to obtain true contractor bids for apples‑to‑apples comparison and suggested exploring the state Department of Corrections’ “mobile construction crew” option as a way to reduce capital costs if the city chooses to build or renovate a facility.

What was not decided No formal decision to close, maintain, downsize or build a new facility was made. The presentation was framed as information for the governing body: staff recommended the commission deliberate policy direction on RCCI—retain and attempt to fill vacancies and maximize crew deployment, contract out some services after soliciting bids (starting with cemetery maintenance), or pursue construction for a new facility with further study of population profiles and possible state assistance for labor (materials would still be a local cost).

Sources: Administrator Allen and Warden Wharton Joseph’s presentations and commissioner Q&A during the commission’s fiscal 2026 budget hearing.

Ending note: With RCCI operating costs tied closely to crew deployment, staffing levels (eight vacant detail positions cited) and the capital‑versus‑operating cost tradeoff for any new facility, the governing body must weigh short‑term operations and recruitment options alongside a long‑term capital decision.