We are in the business of helping people to be better by safely providing effective incarceration, supervision, and evidence-based re-entry services to inmates and supervisees.

A premier correctional organization where all individuals achieve their full potential

 Citizenship, Commitment, Communication, Ethics, Honesty, Learning, Safety, and Support

The Virginia Department of Corrections operates secure facilities and Probation and Parole offices to provide care and supervision to approximately 94,000 individuals, including almost 27,000 inmates in custody in VADOC facilities; over 63,000 supervised in the community by Probation and Parole staff; and approximately 3,300 state responsible inmates housed in local and regional jails.*  At 22.3 percent, Virginia has the second-lowest three-year reincarceration recidivism rate among the 42 states that report this rate for State Responsible (SR) releases. The use of evidence-based re-entry programming and treatment during an individual’s incarceration and supervision in the community after release from custody directly impacts Virginia’s recidivism rate.

* State Responsible (SR) inmates are those who have been convicted of at least one felony and are sentenced to one year or more.  Preliminary SR populations as of June 30, 2022 are derived from headcounts in DOC facilities and under Community Supervision, while the SR estimate in jails is reported by the State Compensation Board.

Safety: VADOC develops and implements safety and health programs designed to protect employees and inmate workers and promotes and supports a positive safety and health culture within all divisions.

Vacancies/Staff Salaries: At the end of December 2020, the vacancy rate for correctional officers and senior correctional officers was 18%.  VADOC leadership is working to fill vacancies by increasing staff salaries by 25%.

COVID-19 Pandemic: VADOC is responding to the COVID-19 pandemic through several initiatives designed to protect both inmates and staff in correctional facilities, including Personal Protective Equipment, testing and screening, and vaccination.

Opioids & Cocaine: VADOC piloted the Buprenorphine Pilot Program, expanding the Medication Assisted Treatment Re-entry Initiative (MATRI) to provide additional treatment for supervisees with an opioid use disorder.

Mental Health: VADOC increased the number of Mental Health Clinicians working in the P&P districts, to address higher recidivism rates for individuals on probation and those releasing from jail with mental health impairments.

Care of Geriatric Inmates: In FY2018, the VADOC spent more than $72 million in off-site medical expenditures, with inmates ages 50 and older accounting for 61.2% of the off-site expenditures while only accounting for 22.8% of the State Responsible (SR) confined population.

Recidivism: At 22.3 percent, Virginia has the second lowest three-year reincarceration rate among the states that report this rate for SR inmates. 

The Information Technology Unit (ITU) of the Virginia Department of Corrections (VADOC) currently employs 115 full-time team members to support more than 12,000 agency staff across the Commonwealth. Current staffing levels are not sustainable to handle the growing technical needs of the Department.

Below are updates across ITU’s teams.

VirginiaCORIS

In March 2006, the VADOC initiated the first phase of a major project, VirginiaCORIS, to replace a multitude of legacy applications with a single, integrated, and modern technology application. Today, institutions, community corrections, and the Virginia Parole Board use VirginiaCORIS as their primary tool for managing offenders. Jails also use this tool for reporting to the State Compensation Board (SCB).

Since 2011, when the initial project was completed, the system has undergone hundreds of enhancements, including the addition of modules for tracking incidents, lockdowns, facility discipline, programs, facility visitors, education, inmate pay, and gangs. VirginiaCORIS now includes a robust app for the iPhone, a dashboard for probation and parole officers, and automated integration with dozens of agencies and systems, including Virginia State Police (VSP), Department of Social Services, Virginia Employment Commission, Veterans Affairs, commissary services, LiveScan (fingerprinting), voice recognition monitoring, and drug testing.

VirginiaCORIS has three major releases per year.  In 2022, we implemented legislated mandated sentence calculation changes in the system.  This was a major initiative as the sentence calculation engine had not been refactored since its inception in 2006.  Also in 2022, we are updating the TABE (Test of Adult Basic Education) in our Division of Education module to version 11 & 12.  This new version reduces the amount of overall tests from 7 to 3 and will introduce new scoring results.  The new scale scores will allow proper placement in academic and CTE programs.  Future releases of VirginiaCORIS include a PREA module, Food Service Module for inmate meal management, and a CCAP (Community Corrections Alternative Program) Referral and Tracking module for all CCAP locations.

VirginiaCORIS supports more than 12,000 VADOC staff and hundreds of other system users from the SCB, jails, VSP, Office of the Attorney General, and various local and federal law enforcement agencies. It requires an infrastructure of 16 application and database servers, eleven dedicated support and change management staff, as well as numerous other engineering, reporting, and business analysis staff who support VirginiaCORIS as part of the VADOC’s technology portfolio.

Field Technology

The VADOC’s Field Technology Services team manages the installation, maintenance, and support of Field Technology at more than 48 locations across Virginia.

Field Technology supports key initiatives for Inmate Education, Programs, Re-entry Programming, Inmate Tablets and VADOC operations that directly support the Agency's key mission of public safety.

The team portfolio includes Technology for

1. Education - Academic, Career & Technical Education and Testing


2. Programs & Re-Entry Initiatives


3. DOC Operations
   
   
   
   1. Law Library
   
   
   
   


4. Field Technology has expanded the portfolio to support the below new areas
   
   
   
   1. Inmate Tablets
   
   
   2. Electronic Security Unit (ESU)
   
   
   
   


5. In addition the team has also evolved to pilot and deliver rapid agency wide roll outs for new technology, the latest being the enterprise wide messaging transition for VADOC from G Suite to Microsoft 365

The team continues to expand on internet based services and testing for Inmates and identify and support underserved areas at VADOC.

Current Projects Include

1. CDA Centralized Management Roll out for ESU - Centralized Dissemination Appliance Management for all ESU endpoints


2. Inmate Tablet Refresh - Statewide Tablet refresh for 20,000 plus tablets


3. Statewide Online Testing roll outs for --> Certiport, DMV testing, Nccer testing


4. Statewide Alexandria Roll Out for Inmate Library


5. Pilots for GED Academy, Aztec, and Campus Behind Walls 


6. Job Management Portals pilot for Programs and Re-Entry


7. iPad Pilot for Educations , & Programs and Reentry


8. Ongoing Support for break fix items


9. Future Enterprise pilots and roll outs of new technologies emerging out of VITA / MSI

Application Development and Support

The Application Development and Support (ADS) Unit is composed of four teams: Application Development, Data Management, Release Management, and User Experience & Content Strategy.

These groups work collaboratively and independently to achieve our objective of supporting the Department and our product owners in a secure manner. The ADS unit provides the VADOC with many services which include:

1. Architecture & Design Consultation


2. Data Analytics & Reporting


3. Data Integration & Exchanges


4. Development & Support


5. Host Management & Support


6. Intranet Website Management & Support


7. Public Website Management & Support


8. Social Media Enterprise Platform Management & Support


9. Vendor Consultation

Application Development: the Application Development team is the technical point of contact for application requests. They work closely with the Business Systems Analysis team to examine all aspects of an application or architecture, gathering requirements and confirming alignment with other resources. They create application code that delivers both on the requirements of the solution and on the quality and architecture requirements set forth by the unit and Commonwealth, testing the validity of software applications to ensure successful implementation. They also improve and monitor applications in the production environment, while providing support and administration, to certify the reliability and usability of applications.

Data Management: The Data Management team is responsible for the development, execution, and supervision of standards, policies, and practices that deliver and enhance the value of data and information assets. They specialize in three main areas: Data Integration: develop and support data exchanges between the VADOC and external agencies, public, and private sector companies; Reporting: develop and support CORIS custom reports and provide ad hoc requests from all data sources to support the business as needed; and the Data Warehouse: integrate current and historical data across all VADOC sources, making them accessible in one location for reporting, analytical processing and data mining.

Release Management: The Release Management team is responsible for the deployment, configuration management, and production support of all ADS developed and supported web applications and databases. This includes the installation, configuration, and management of web servers and database management systems. The team is also responsible for maintaining the software deployment environments and coordinates change management events with the VADOC's enterprise storage and server infrastructure provider.

User Experience and Content Strategy (UX-CS): The User Experience and Content Strategy team is an interdisciplinary digital strategy, design, and development group that sits at the intersection of business unit special initiatives, communications, and technology. UX-CS promotes the critical value of design, development, and content practices aimed at improving the user experience of our audiences.

Information Security

The VADOC's Information Security team, though only comprised of eight staff members, represent over 30 combined years of experience in 7 different COV agencies.  The team has over 20 years of combined years in IT Leadership, 25 combined years of DOC commitment with 11 combined nationally recognized IT certifications.  This small team manages agency security and Virginia Code IT security compliance by performing the following duties:

1. compliance to all nine COV security standards including over 822 security requirements (per system), in addition to agency wide IT security program security compliance; 


2. managing 12,000 COV network account access (10,000 ticket requests annually consume over 3,400 hours annually);


3. managing over 200 external VirginiaCORIS system account access including those within the Virginia State Police, FBI and Homeland Security; 


4. implementation and management of all governance security policies and procedures;


5. implementation and management of all security training (SAT, Incident Response, Business Continuity/Disaster Recovery, business ownership and vendor system security roles);


6. IT vendor/third party secure partnerships including crafting/management of all data access agreements and Memorandums of Understanding, and Enterprise Cloud Oversight Service (ECOS) vendor support;


7. implementation and management of incident response (including supporting IT security investigations, Freedom of Information Act (FOIA) requests, and supporting special investigations stemming from suspicious acts of potential fraud, waste and abuse) and


8. support and coordinate IT response to all internal, external, third party and Office of Attorney General (OAG) audit and investigation requests that include IT-centric scope.  Investigations consume a minimum of 1,300 hours annually.

The bullets listed above include ongoing management and support of the agency IT Security initiatives.  In addition to these items, the following are current goals:

1. Increased efficiencies in account management through the implementation of and staffing for an IT Help Desk System to alleviate bottlenecks


2. Further enhancing security efforts through implementation of an agency wide security training tool


3. Migrating sensitive system access to a COV approved cloud portal (OKTA)


4. Increase efforts to reduce audit points, threats and mitigate risk through expanded risk assessments


5. Continue to efficiently leverage agency wide procedures for onboarding new systems


6. Security and oversight for over 20 new systems/vendor systems including medical systems, body camera system, surveillance and GPS tracking, pharmacy, and MS Access database conversations to compliant platforms to name a few


7. Implementing COV/VITA based dashboard tools to identify threats faster and mitigate them more effectively

Delivery Services

The Delivery Services group is a centralized, service organization to provide strategic support and services to ensure the agency’s highest priority initiatives are successfully identified, coordinated, and executed.  Delivery Services provides expertise in business systems analysis, process improvement, project controls, project management, portfolio management, quality improvement, resource, management, communications, and reporting.

Delivery Services focuses on 3 main areas:

1. Business Systems Analysis


2. Project Management


3. Portfolio Management

Delivery Services is currently working on bringing the following large initiatives to the agency:

1. Cardinal/ HR Reporting - implementation of Cardinal system and HR reporting system upgrade


2. Virtual Library - update to the current Virtual Library to a SharePoint solution


3. EHR - implementation of the electronic health record system


4. Background Investigation – implementation of case management system


5. ITU Help Desk – implementation of agency ITU help desk


6. Tool/Fleet/Fixed Asset Management – implementation of system to track specific assets agency-wide


7. Food Services – implementation of systems to allow Food Services to track demand (inmate diet needs) and supply (facility/agency wide inventory, menu management, nutrition management, etc)


8. Agency Intranet Upgrade – working with ADS team to upgrade the agency intranet and business processes

Administration & Operations

The Administration & Operations Unit is composed of six teams: Video Operations, IT Infrastructure & Support, Network & Telecommunications, IT Operations, VCE and IT Financials.

These groups work collaboratively with the IT Partnership, Business Units, vendors and independently to achieve the Agency goals and objectives, while adhering to the Commonwealth policies and procedures.  The A&O unit has the following initiatives currently in process: 

1. Inmate facing Polycom Upgrades – this video conferencing equipment provides a safe, secure communication for inmates with individuals outside the agency including Law Enforcement, Judicial, legal, visitation, telemedical, and parole services. 


2. Telehealth – expansion of the telehealth program which utilize the ZOOMGOV and Polycom platforms, continue to enhance and support the healthcare needs of the DOC inmates.  Additionally partnering with our healthcare providers to supply services remotely to minimize transport, increase public safety and allow employees to focus on the DOC mission.  


3. Axon Body Camera and Evidence.com - advances the agency towards the next level, supporting our vision of a premier correctional organization through transparency and accountability for inmates and staff.   


4. DEXIS Camera Rollout – Dexis provides dentists an efficient, secure means to collaborate and determine the best healthcare steps for inmates, allowing for quicker and better diagnoses.  


5. Syteline Cloud Upgrade – will provide the ability for the Virginia Correctional Enterprises to manage capacity, streamline inventory, and increase efficiencies, security and productivity,  


6. Asset Panda integration with DocuSign – provide the improvement of workflows.  


7. Virtual Desktop Infrastructure (VDI) – a solution for that will allow and/or require employees to use their own device.  Implementation of virtual desktops will provide the agency with improved mobility for staff, ease of access, flexibility an enhanced security. 


8. MasterPass/Inmate Movement- This initiative provides the agency a more efficient way to provide movement through facilities. It provides enhanced safety for inmates and officers, efficient communication and provides support for business processes for staff. 


9. Secure WAPs for the medical units for all the facilities – to provide a better response for communication and diagnoses for the DOC Healthcare providers and inmates. 


10. Bandwidth Circuit Upgrades - This initiative provides the much-needed infrastructure upgrades to meet the ever-increasing demands of being a premier correctional organization.  Increased capacity of bandwidth supports every aspect of all the agency’s business needs. 

There are several major workforce challenges for the Department of Corrections in the next five years.  The first is the compensation for staff, specifically those on the front line, security staff in our facilities and probation staff in our districts.  Continued improved long term public safety requires a stable and skilled workforce; the retention of these staff who have been trained in Evidenced Based Practices (EBP) is paramount.  Additionally, salaries must be raised to be able to attract applicants with the critical skill sets to learn and apply the EBP concepts with offenders.

The second workforce challenge is to be able to hire and retain highly skilled and qualified staff in the many specialty areas utilized by the Department.  Whether it is in IT, trades, mental health, medical, or other specialized area, the Department must be able to compete in an “employees’ market” and have adequate staffing to provide services.

A third workforce challenge is to continue our accelerated development of staff, particularly middle and senior management staff, to have candidates qualified and ready to replace vacancies caused by the potential retirements of the “baby boomers” in senior and executive management positions (specifically Wardens, Superintendents, and P&P Chiefs) and the Executive Team.

The Department has purposefully pursued moving to be a true learning organization.  It strives to provide training and staff development programs in a manner that best meets the needs of the Department and its employees as we implement EBP and other initiatives to reduce recidivism.  The emphasis on training not only improves the delivery of services but also increases employee engagement.  Additional resources are needed to deliver and implement training on a Department-wide basis.

The Department of Corrections’ facility portfolio includes twenty-eight major institutions, eight field units, four work centers, two secure hospital units, and six department-owned community corrections facilities. These facilities include more than 1,600 buildings and over 11 million square feet. The Department stewards over 19,000 acres associated with these facilities, much of which is cultivated by the Department's Agribusiness program. The Agribusiness Farmer's Market and the Agribusiness Distribution Center in Jarratt are all housed in capital leased space. Other activities such as probation and parole offices are housed in operating lease space. It is becoming more difficult to acquire probation and parole office space due to the public hearing requirement and the public's concern about these facilities being located in their communities.

Most of the Department’s active capital and maintenance reserve appropriations is committed to critical maintenance needs and to meeting regulatory requirements.

Obtaining adequate capital and maintenance reserve funding to allow the Department to continue to provide the current, exceptional level of security, staff safety, and public safety is a challenge that must be addressed. Also, the Department must obtain long-range support for replacing aging facilities. There is a growing need for major renovation of a generation of facilities more than 20 years old.

The Department’s capital investment program addresses the highest priority needs within available funding. These investments align with Virginia's long-term objective to protect the public’s safety and security.

COVID-19 Pandemic- VADOC is responding to the COVID-19 pandemic through several initiatives designed to protect both inmates and staff in correctional facilities, including Personal Protective Equipment, testing and screening, and vaccination.

Vacancies/Staff Salaries- At the end of July 2022, the vacancy rate for Correctional Officers and Senior Correctional Officers was 31%.  During the 2022 Special Session I, the Virginia General Assembly funded a 19.8% increase to the starting salary of new Corrections Officers. VADOC leadership is working to fill the Corrections Officer vacancies and continues to advocate for additional funding to increase staff salaries and enhance career progression programs.

Medical Services-Cost increases are anticipated due to continued inflation of medical costs as well as higher expenses anticipated from privately-managed contract renewals at eight DOC locations.  There are also anticipated cost increases from Medicaid/Medicare changes.  The Department currently has an emergency contract for medical services in place as we pursue a RFP for a long term contract.

Limited programming resources. DOC is not always able to address all offender needs due to staffing limitations and finite resources. Efforts are made to prioritize offenders based on their recidivism risks and proximity to release but due to limited funding not all needs can be addressed.

Gang and Security Threat Group Funding- DOC recognized the need to identify and track offenders affiliated with threat groups. Other State and Local agencies received financial assistance, yet the DOC continues to absorb costs associated with playing a pivotal role in coordinating gang management initiatives statewide while taking a leadership role in initiating the control of gang threat activity.  The Department has numerous manual processes still in place at a time when quick decision making is critical. Funding for the use of technology to build applications to support this transition is essential.



The Prison Rape Elimination Act (PREA)- PREA is a complex and comprehensive bill passed by Congress in 2003. The Act is broad and spans all areas of the Department that relate to detection, prevention, reduction and punishment of prison rape. Federal standards released in June 2012 place a significant cost burden on all institutions including training, video monitoring, and staffing requirements necessary to come into compliance with the standards. This is an unfunded federal mandate with which the Department must comply.

Increased Maintenance and Replacement Costs- Many facilities within the Department are old, and some are exceeding their useful lives. Assessments indicate replacement rather than repair in some cases. Funding and the need for bed space limit the Department’s ability to implement replacement plans.

Facility Operational Costs- DOC’s annual cost of operations rises for a wide variety of mandated line items (utilities, fuel, rent, etc.) yet the Department receives no additional funding to relieve these growing liabilities. This creates a situation where the Department is forced to maintain position vacancies in other areas, primarily in security (which are the majority of DOC positions) which could cause a potential negative impact in order to fund these responsibilities.

The majority of the Department of Corrections' funding comes from general fund dollars (approximately 94%) and special funding (approximately 6%) created primarily from revenue generated from Virginia Correctional Enterprises' sale of products and services. Source document Chapter 806 (Appropriations Act).

The Bureau of Justice Assistance administers the State Criminal Alien Assistance Program, and provides federal payments to states and localities that incur correctional officer salary costs for incarcerating undocumented criminal aliens with at least one felony or two misdemeanor convictions for violations of state or local law, and incarcerated for at least four consecutive days during the reporting period.  The award amount received in FY2023 was $1,629,415.

PLEASE NOTE:  THESE FUND AMOUNTS VARY EACH YEAR AND ARE SUBJECT TO CHANGE BASED ON AVAILABLE FUNDING AND THE NUMBER OF ENTITIES REQUESTING REIMBURSEMENT FOR COSTS INCURRED.

The Virginia Department of Corrections operates secure facilities and Probation and Parole offices to provide care and supervision to approximately 94,000 individuals, including almost 27,000 inmates in custody in VADOC facilities; over 63,000 supervised in the community by Probation and Parole staff; and approximately 3,300 state responsible inmates housed in local and regional jails.*  At 22.3 percent, Virginia has the second-lowest three-year reincarceration recidivism rate among the 42 states that report this rate for State Responsible (SR) releases. The use of evidence-based re-entry programming and treatment during an individual’s incarceration and supervision in the community after release from custody directly impacts Virginia’s recidivism rate.

* State Responsible (SR) inmates are those who have been convicted of at least one felony and are sentenced to one year or more.  Preliminary SR populations as of June 30, 2022 are derived from headcounts in DOC facilities and under Community Supervision, while the SR estimate in jails is reported by the State Compensation Board.

No data

Re-entry preparation begins at the inmate or supervisee’s first contact with VADOC, whether in prison or on probation, and continues throughout the course of custody/supervision.  While the Department does not control who is sentenced to its supervision, the VADOC works to ensure the success of each inmate or supervisee in order to reduce costs of incarceration, reduce recidivism and increase long term public safety.

Building upon the agency’s re-entry successes, VADOC continues to increase its operational fidelity with evidence- based practices to further improve its outcomes.  Research shows that recidivism is reduced when the key drivers of each individual’s criminality are addressed through targeted programs and services.   Inmates and supervisees under VADOC supervision have multiple needs.  Crucial factors that must be addressed are criminal thinking, criminal associates, family/peer relationships, education, employment, substance abuse, and mental health.  Also positive supports to meet the offender’s basic needs, including solid home plans and transportation, are important for successful adjustment after release from prison or during probation supervision.  Building upon each individual’s strengths is also important.

Effective re-entry emphasizes the importance of connecting inmates/supervisees with interventions that provide skills and reinforcements that allow individuals to practice newly acquired thinking and behaviors in a learning environment. Due to the complexity and array of issues that inmates face upon release, researchers and experts emphasize the importance of providing a continuity of care throughout each stage of the re-entry process.  The Department follows research and an evidence based practices (EBP) model proven to achieve recidivism reduction.  This model includes the following:   conducting an actuarial risk and needs assessment instrument to determine treatment needs and intensity of service needed;  developing an individualized case plan to drive supervision and participation in programs while incarcerated; using communication techniques to engage and motivate the offender to change; ensuring services are based on cognitive behavioral models that include opportunities to practice new skills; and establishing effective, positive professional relationships by correctional staff.  As resources allow, the Department continually evaluates in key programs to determine success or follows external research. Services are modified as necessary for the Department to stay current and offer the programs that offer the most potential for success.

Research shows that resources and interventions should be focused on inmates and supervisees who are at a higher risk to recidivate, as those assessed as being low risk for recidivism will usually self-correct and can be made worse with unnecessary intensive correctional interventions.  Therefore, the VADOC places a major emphasis on using an actuarial risk and needs assessment instrument (COMPAS) to determine each individual’s supervision level and program participation plan.  Associated with this, the Department has been successful in expanding the use of probation/parole supervision through technology, including use of an automated self-reporting system for low risk supervisees. This supervision method allows the Department to target staff and program resources for higher risk probationers/parolees while still having supervision of low risk supervisees who are demonstrating positive lifestyles in the community.

Implementing EBP within prison and Community Corrections Alternative Programs (CCAP) facilities creates special training requirements for staff and inmates/supervisees. The culture of the facility must support positive change through every aspect of its operations and programs. Each interaction between inmates/supervisees and staff creates an opportunity for role modeling and teaching. EBP has also been implemented in all Probation and Parole Districts.  Effective Practices in Correctional Setting (EPICSII) is a structured intervention that has been implemented in all Probation and Parole districts and CCAPs.   EPICS II offers a concrete and structured method for correctional staff to help a supervisees identify a problem and present steps to develop solutions for the problem.  EPICS II is in the process of being implemented at pilot prison facilities too.

A full range of education services is available for incarcerated individuals including basic education through GED, career and technical education (CTE) programs and apprenticeship programs.   A number of secondary education courses are available based on grants or inmate self-pay.  Pell grants have been re-authorized at the federal levels beginning in 2023, and as these expanded grants are provided to colleges and universities the Department is seeing its partnerships with institutions of higher education expanding.  The Department is working with the University of Virginia and the non-profit organization Resilience to provide inmates college credit for an entrepreneurial program. VADOC has been successful in having five of its career and technical education programs certified through the American Council on Education to receive college credit at many educational institutions in the community for offenders after release. Innovative ideas and partnerships are growing across the state and offer incarcerated inmates, VADOC and institutions of higher learning the opportunity for expanded collaborations.  Recent evaluation has demonstrated that VADOC’s CTE programs reduce recidivism as low as 14.4 % and academic programming as low as 19.1%.

Research on VADOC’s recidivists demonstrates that offenders with mental health issues, particularly those who are released from local jails without benefit of VADOC’s services, recidivate more frequently and more quickly than offenders who came into VADOC prisons.  The VADOC provides correctional state of the art programming for offenders with mental health issues.  Services are provided as resources are available by mental health professionals at most facilities.   These services include assessment, monitoring, individual and group treatment, medication and crisis management.  A cadre of correctional officers at VADOC’s higher security prisons have been trained in Correctional Crisis Intervention Training (CCIT).   The training, similar to that provided to law enforcement officers, equips VADOC security officers with skills to intervene and deescalate crisis situations related to offenders with mental health issues.  The Agency has six specialized treatment programs licensed by the Department of Behavioral Health and Developmental Services for seriously mentally ill and sex offenders. Marion Correctional Treatment Center (MCTC) is an accredited, licensed psychiatric hospital for male offenders who meet commitment criteria. The Department recently established 20 District Mental Health Professionals in probation and parole districts to support offender treatment referrals, stabilization and crisis management in probation and parole districts.

For inmates and supervisees with substance use disorder issues, VADOC operates intensive programming including a Therapeutic Community that treats substance use disorder as well as the criminal behavior and thinking that accompanies these issues.  In response to the opiate crisis, over the past two years the VADOC has added intensive treatment with a medically assisted treatment option.  In addition to prison treatment, probationers needing intensive opiate treatment may be sentenced to VADOC’s diversionary Community Corrections Alternative Programs for both intensive treatment and medically assisted treatment at the point of return to the community. Through a partnership with the Department of Behavioral Health and Developmental Services, medication-assisted treatment continues post-release through local Community Services Boards.

VADOC also has services focused on a variety other specialized needs such as veterans, medically infirm, and geriatric persons.  These inmates/supervisees are identified and placed in specialized housing or programming, or referred to community resources if on probation.

To help prepare individuals for successful crime free lives, the Department works with community partners in local Re-entry councils to address homelessness, jobs, education and programs needed for those released from incarceration and/or under community supervision.

The Agency has been nationally recognized for its innovative, evidence based programming across the correctional spectrum.  This includes helping inmates transition from high-security housing to the general prison populations through programming through the continuum through completion of community supervision.  The Department makes every effort to create safe environments where inmates and supervisees can focus on self-improvement and positive change.

Golden Eagle Award and the Lucy Webb Hayes Award

The American Correctional Association (ACA) presented VADOC with the Golden Eagle Award and the Lucy Webb Hayes Award in recognition of VADOC’s commitment to excellence, public safety, and the well-being of inmates. These are two of the highest honors available to correctional agencies. The Golden Eagle Award is presented to correctional agencies in recognition of achieving accreditation of all aspects of their operations. VADOC has achieved accreditation for all of its facilities, as well as Headquarters Administration, Probation and Parole Field Services, Virginia Correctional Enterprises Administration, and the VADOC Academy for Staff Devel­opment. Only 24 of the more than 1,500 correctional agencies in the nation have been previously recognized with this award. The Lucy Webb Hayes Award, named after the wife of President Rutherford B. Hayes, recognizes agencies or programs that have achieved both full ACA accreditation and full compliance with the federal Pris­on Rape Elimination Act (PREA) for every component of their operations. This level of excellence has only been achieved by 11 previous correctional agencies.

Removal of restrictive housing

On January 6, 2020, the VADOC embarked on a progressive revision of its restrictive housing program by offering a minimum of four hours of out-of-cell time for inmates assigned to those areas. The Department has main­tained this practice for the past 20 months thanks to the tremendous efforts and creativity of line staff, counsel­ors, unit managers, administrators and many others in the field. By offering a minimum of four hours of out-of-cell time each day to all inmates in these programs, the Department no longer operates anything that meets the American Correctional Association definition of restrictive housing.

State Transformation in Action Recognition (STAR)

In July of 2021, the Council of State Governments’ Southern Legislative Conference awarded VADOC the 2021 State Transformation in Action Recognition (STAR) award for the Department’s Secure Diversionary Treatment Program for inmates with a serious mental illness. VADOC’s Secure Diversionary Treatment Program allows in­mates with a serious mental illness to enter a program where their unique needs are met and supported instead of into a restrictive housing setting. Staff now provides treatment opportunities for these inmates so they can eventually thrive in the general population of the correctional facility or in the community upon release.

VADOC Expands Medication Assisted Treatment (MAT) Reentry Program

The MAT program has begun the use of Buprenorphine in select Community Corrections Alternative Programs (CCAPs). The Buprenorphine Pilot Program expands the department’s Medication Assisted Treatment Re-entry Initiative (MATRI) to provide additional treatment for probationers with an opioid use disorder. This pilot pro­gram allows male probationers at Stafford and Brunswick CCAPs and female probationers at Chesterfield CCAP to continue the use of Buprenorphine products in CCAPs.

The Governor’s Honor Award for Heroism

A Red Onion State Prison Officer received the Governor’s Honor Award for Heroism from Governor Ralph Northam following his intervention in a potentially fatal inmate attack on a fellow correctional officer in late 2018. Officer Tyler Thornsberry’s quick response likely saved the life of his co-worker.

National Association of Blacks in Criminal Justice Awards

Virginian members of the NABCJ recently received three of seven major awards given annually by the organi­zation. Two of these awards were received by employees of the Virginia Department of Corrections. Alfreda Shinns, Chief Probation and Parole Officer for District 36 Alexandria, received the Owens-Bell Award. This award is given to an individual with outstanding contribution to their chapter, including developing chapter activities and chapter recruitment. Eddie L. Pearson, retired as Lead Warden at Greensville Correctional Center, received the Chairman Emeritus Award. This award is given to an individual who emphasizes minorities as policy makers and developers of criminal justice programs through their dedication to the advancement and goals of the NAB­CJ.

Governor’s Honor Award for Diversification of Energy Sources

The VADOC was awarded the Governor’s Honor Award for Diversification of Energy Sources in September of 2019. This award was received for the planning and building of a solar farm at Haynesville Correctional Center. This five-acre solar farm hosts an 852.72 kW solar photovoltaic system with an array of 2,508 photovoltaic mod­ules. This farm will provide about 16 percent of the Haynesville, Virginia facility’s electricity needs, and save the facility an estimated $120,000 annually. Not only have the solar panels reduced both the facility’s energy con­sumption and its reliance on non-renewable energy resources; it has also given inmate workers the opportunity to maintain solar operations and gain job skills in solar panel management.

2019 Excellence in Government Award for Public-Private Partnerships

Through collaborations with Johnson Controls and the Thoroughbred Retirement Foundation, the VADOC re­ceived the 2019 Excellence in Government Award from the Virginia Commonwealth University L. Douglas Wilder School of Government and Public Affairs. These collaborations have brought both the Green Heating Ventilation Air Conditioning (HVAC) program at Indian Creek Correctional Center in Chesapeake, and the State Farm Work Center for retired thoroughbreds. The Green HVAC program helps inmates gain technical skills in a classroom and in an energy conservation lab from a partnership with industry leader Johnson Controls. The State Farm Work Center has retired thoroughbreds cared after by inmates, training inmates for the equine industry and farrier sciences. These programs are helping incarcerated individuals return successfully to society with useful job skills.

• Promote VADOC as an employer of choice

• Use a range of recruitment strategies to increase the number of viable applicants.

• Identify and remove barriers to diversity, opportunity, and inclusion (DOI).

• Implement creative recognition programs and provide commensurate compensation to acknowledge employee value.

• Support flexible environments when appropriate.

• Support staff with the appropriate tools and skills needed to achieve their career goals.

• Provide staff training to maintain safe, healthy, and secure environments

• Provide appropriate resources to support staff.

• Ensure inmates and supervisees are appropriately classified and assessed.

• House and supervise inmates and supervisees in a safe, healthy, and secure environment.

• House and supervise inmates effectively.

• House and supervise CCAP supervisees effectively.

• Effectively supervise those individuals under supervision by Probation and Parole Districts and the Voice Verification Biometrics Unit (VVBU).

• Support staff in negotiating work-life demands to engage and retain employees.

• Encourage and support employee participation in health and wellness activities.

• Research and implement best practices based on evolving health and wellness needs.

• Provide access to evidence-based and evidence-informed programs to improve quality of life and outcomes for individuals with both short-term and long-term sentences.

• Provide appropriate evidence-based reentry opportunities.

• Provide appropriate referrals, support, and evidence-based programs and interventions for community-based supervisees.

• Promote individual accountability and responsibility.

• Provide sufficient resources to sustain a healthy inmate population.

• Effective internal and external communication

• Develop and utilize technology to support business practices.

• Reinforce data-driven decisions and best practices to enhance exceptional organizational performance.

• Promote fidelity in our programs, activities, and services to ensure the desired outcome.

• Safeguard and manage fiscal resources.

• Safeguard and manage natural resources.

• Provide, develop, and support effective use of technology.

• Protect and build our data information resources.

• Provide opportunities for organizational growth and development.

• Acknowledge successes.

• Leverage VADOC business practices to effectively make diversity, opportunity, and inclusion systemic to our work environment.

• Provide effective cultural training and development opportunities.

• Create a supportive environment.

• Enhance staff knowledge, skills, and abilities.

• Explore and investigate progressive correctional practices.

• Maximize opportunities to collaborate internally to enhance our quality of work.

• Maximize opportunities to collaborate with external stakeholders to enhance our quality of work.

In accordance with the Executive Reorganization Plan submitted by the Governor, the adult education function of the Department of Correctional Education (DCE) has merged into the Department of Corrections. This service area provides instruction to adults in Career and Technical Education, Apprenticeship Training, Transition Services, Productive Citizenship Program, Cognitive Intervention Program, Parenting, Postsecondary Education, and WorkKeys Career Readiness Certificate Assessment as addressed below:



• Career and Technical Education -offers training in 36 different trade areas to adult inmates assigned to the state’s adult correctional facilities (to include Correctional Field Units, Diversion Centers, and Detention Centers) Each program is designed to provide the student with the required job tasks and employability skills that will allow them to obtain and maintain employment when released from the facilities.



• Apprenticeship Program provide an opportunity for students to advance their basic trade skills by working in a job setting under the supervision of a skilled tradesman. Students also receive related theory and academic instruction to further their knowledge as it applies to a specific trade area. All apprentices are registered with the Department of Labor and must comply with all state and federal regulations.



• Productive Citizenship Program provides critical transition education to offenders preparing for their release from incarceration, affording them the skills and knowledge that will enhance their chances of making a successful transition to their communities.



• Cognitive Programs teach skills in thinking, decision-making, social interaction, and problem-solving designed to enable offenders to function more effectively and make better life choices while incarcerated as well as in the community post-release.



• Parenting Education Programs teach skills in parenting to offenders at six Adult Institutions. The Parenting Education curriculum, Dads, Inc. and Moms, Inc. was written and is taught by a formerly incarcerated parent who is now a DCE employee.



• Postsecondary Educational Programs are funded through a federal grant and scholarships from private foundations.



• WorkKeys Career Readiness Certificate provides a credential to demonstrate certain work readiness skills that Virginia employers have identified as most critical in the job market.

This service area directly aligns with DOC's mission of enhancing public safety by providing career and technical programs to sentenced offenders in a humane, cost efficient manner consistent with sound correctional principles and constitutional standards.

Products and services will include the provision of comprehensive Career and Technical Education programs, comprehensive Cognitive Skills Intervention programs, Industry-Based Certification programs, Postsecondary education programs and WorkKeys Career Readiness Awareness Instruction.  

The Department of Correctional Education no longer exists as a separate agency and its adult services have been merged into the Department of Corrections.  Funding for this particular function consists of $12,290,875 in FY2023 and $12,399,700 in FY2024 made up of both state general funds and federal funds.

In accordance with the Executive Reorganization Plan submitted by the Governor, the adult education function of the Department of Correctional Education (DCE) has merged into the Department of Corrections.  DCE no longer exists as a separate agency. 

This service area provides instruction to adults in six adult basic education levels as defined by the National Reporting System (NRS). In addition, the service area provides special education services; General Educational Development (GED); and a Spanish adult literacy program, Plaza Communitaria, which has been implemented in eleven adult correctional facilities.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards

• Academic assessment through TABE and CASAS at receiving centers and on a quarterly basis in the schools.


• Adult Basic Education program to meet the needs of students and comply with state mandates.


• GED testing for students that meet the criteria.


• Special education services to students with disabilities incarcerated in adult correctional facilities.


• Library services to all adult offenders.


• Professional development training for all school librarians and instructional staff.


• ProLiteracy Worldwide/ LVA training for all inmate tutors.


• Technical assistance to all school staff, for example, instructional strategies, observations, and professional development.


• Current educational technology, software and curriculum materials.


• Workforce readiness assessment through the WorkKeys assessment, which may result in the issuance of a Career Readiness Certificate (CRC) for those who meet certain levels of workforce readiness.


• Adult literacy services in Spanish to Hispanic adult offenders, with detainer orders, in eleven facilities.


• English for Speakers of Other Languages (ESOL) instruction to adult offenders with limited services available at all facilities

The Department of Correctional Education no longer exists as a separate agency and its adult services have been merged into the Department of Corrections. Funding for this particular function consists of $13,256,651 in FY2023 and $13,256,651 in FY2024 made up of both state general funds and federal funds.

In accordance with the Executive Reorganization Plan submitted by the Governor, the adult education function of the Department of Correctional Education (DCE) has merged into the Department of Corrections.  DCE no longer exists as a separate agency.  Funding for this particular function consists of $7,038,260 in state general funds.

This service area provides instructional leadership, support staff services, and maintenance and operations

monies for adult detention centers, diversion centers, all major institutions, correctional field units and community

correction sites.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards

The provision of leadership, administration and program support that meet the needs of adult learners in the correctional setting.

The Department of Correctional Education no longer exists as a separate agency and its adult services have been merged into the Department of Corrections. Funding for this particular function consists of $6,485,655 in both FY2023 and FY2024 made up of state general funds.

This activity enables the Department of Corrections (DOC) to investigate and supervise sentenced felons and multi-misdemeanants. Through Probation and Parole Services, the Division of Community Corrections provides professional supervision of the offender in the community under conditions of Probation, Post-Release or Parole, and special conditions as set by the Court or the Parole Board. Parole was abolished for felonies committed on or after January 1, 1995, but over 75% of the “no parole” offenders have supervised probation following incarceration. Utilization of evidence based practices will enhance officers’ ability to perform their duties while providing offenders with strategies which will increase the likelihood of successful re-entry. Duties include: case supervision, surveillance, assuring safety and security of staff, providing transitional services to offenders returning to communities, home visits, investigations and other work in support of the Courts, arrest record checks, urinalysis, referral to or direct provision of treatment services, maximizing the use of technology, and support for transfer of supervision to other localities or states. The objectives of these services are to assure that an offender does not pose a threat to the community, to offer offenders opportunities to modify behavior and attitudes, and to effect positive changes in offenders through intervention and supervision.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Implementation of Judicial Orders and Parole Board decisions; Supervision of state responsible probationers and parolees.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. Approximately $2.7 million in non-general funds provided for supplemental salary appropriation for localities and funding for Certified Substance Abuse Counselor operations as well as approximately $400 thousand for correctional activities supported with federal funds.

The Department of Corrections (DOC) has created the Community Adult Residential Care Program (CRP) to focus on structured life skills, employment, referrals for education, and vocational needs of offenders. The offenders in this program may lack a stable residence, need transition from incarceration, or require 24/7 supervision. At this writing, the Department uses contractual bed spaces in six facilities. The length of stay in a residential care bed is up to 90 days with extensions for cause. Services within this program option include food and shelter, urinalysis, basic life skills training, substance abuse education, individual and group counseling and job placement.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Implementation of Judicial Orders and Parole Board decisions. Supervision of state responsible probationers and parolees.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

This activity within the Department of Corrections (DOC) involves Community Corrections Administration. The services provided include: planning, management and direction of the Division at the central office and three (3) administrative regions, staff support to the Parole Board, tracking absconders, contract preparation and monitoring, policy and procedure development, budget management and processing parole violations

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Administration of Public Safety services, Internal and external integration of agency and stakeholders, Management and Coordination of services for the Judiciary, the Community and the Parole Board.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), Community Corrections Alternative Programs (CCAP) house non-violent felon offenders and provide a range of evidence based programs to serve these offenders, who are referred to specific centers by the Courts. Services require that offenders meet eligibility criteria, be mentally and physically able to do activities of daily living, have CCAP assignments as a condition of probation in lieu of incarceration, and be suitable for a minimum-security environment. Program services include remedial education, substance abuse education, life skills (e.g. job readiness), parenting and other special topic groups, support for employment in the private sector, community service, and urinalysis to detect drug abuse. The stay of a successful offender in a CCAP ranges from four to six months.  Facility management involves planning, management and direction, staffing, food service, medical care, housing, clothing, transportation, building and grounds maintenance, compliance with Board of Corrections’ standards and fiscal management.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Administration of Public Safety Services, Internal and external integration of agency and stakeholders, Management and coordination of services for the Judiciary, the Community and the Parole Board.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

This activity within the Department of Corrections (DOC) provides a safe and controlled environment for the probate population and staff within community facilities and for the citizens of the Commonwealth. Duties within this activity include in-service training for officers (Corrections Officer through Corrections Major), rotation of officers through posts within the community program and on the perimeter, supervision, transportation and surveillance of the probate population, employee and visitor searches, installation and maintenance of security equipment, uniform weaponry use, key control, tool control, participant counts, and constant communication. Other supporting tasks include maintenance and enforcement of guidelines and procedures, treatment program support, providing adequate supplies, materials and equipment to implement the activity, providing probates pay for hours worked, providing security audits to assure compliance with guidelines, and maintenance of post audits to assure proper assignment of security personnel.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Implementation of Judicial Orders and Parole Board decisions, Supervision of state responsible probationers and parolees.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. $1.7 million in non-general funds is provided for insurance recoveries for Community Corrections and appropriation for probationer to reimburse Diversion Centers for operating costs.

Within the Department of Corrections (DOC), Community Corrections Alternative Programs (CCAP) house non-violent felon offenders and provide a range of evidence based programs to serve these supervisees, who are referred to specific centers by the Courts or Parole Board. Services require that supervisees meet eligibility criteria, be mentally and physically able to do activities of daily living, and be suitable for a minimum-security environment. Services include remedial education, substance abuse education, life skills (e.g. job readiness), parenting and other special topic groups, support for employment in the private sector, community service, and urinalysis to detect drug abuse. The stay of a successful offender in a CCAP ranges from four to six months.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Implementation of Judicial Orders and Parole Board decisions. Supervision of state responsible probationers and parolees.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), medical treatment activity provides all inmates in DOC-operated prisons with medical treatment through Department or outside health care providers, including contract psychiatric services. The efforts include use of supplies and equipment directly associated with health services. Some of the tasks within this activity include ambulatory care, skilled level of care, inpatient acute care and emergency care. Medical services are available 24 hours per day, seven days per week. The Department’s dental treatment activity provides a range of dental services designed to maintain or improve the offender's oral health. These efforts include staff, supplies and equipment directly associated with dental services. Routine and emergency dental care is provided and includes preventive and hygiene services, restorative services, oral surgery, endodontics (root canals), and prosthetic (denture) services. Each offender is provided a mandatory dental examination and dental classification at the Department’s reception centers. Staff is on call twenty-four hours per day, seven days per week for emergency service if needed. Finally, each offender is charged a medical co-payment of five dollars per medical condition to help ensure the offender does not abuse the availability of medical services.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Medical and Dental Services.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), nutritionally balanced and wholesome meals contribute to the health and wellbeing of all individuals served. Cost control methods are used to provide a food service program consistent with Department of Corrections’ standards. Due to institutional needs, some kitchens operate up to 24 hours each day. Duties within this activity include:
• preparation of twenty one meals per week for a population of over 30,000 individuals
• acquisition and proper storage of food and other supplies
• management of adequate and trained food service staff
• maintenance of food service equipment which meets Departmental standards
• providing guidance and training in food and dietary services
• evaluating meal preparation and services at correctional institutions
• establishing a uniform system of food preparation through cycle menus and standardized recipes
• establishing job details for inmate food service personnel
• providing guidance to various procurement agencies and units regarding the needs of the department
• providing emergency equipment for food preparation and services monitoring food usage at each institution to evaluate efficiencies and limit waste
• maintaining a food inventory control system with monthly reviews of operational costs.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Food Services follow a statewide, 28-day menu cycle which is reviewed every six months and is approved by a Registered Dietitian. The Department provides job training for offenders as cooks, bakers, vegetable preparers and many other related jobs. Food Services is the largest employer of inmates within DOC.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

As of June 2011, the Department of Corrections provides a safe, secure and constitutionally adequate environment for the supervision and custody of 95,711 state responsible offenders, as well as a workplace for approximately13,000 DOC employees. The Department’s oldest correctional facilities were constructed prior to the 1950’s, and require extensive maintenance efforts to extend useful life. Activities which provide an appropriate physical environment also provide daily jobs and training for many inmates and keep these offenders occupied constructively. Duties and tasks within this activity include: providing coordination and maintenance services for the Department’s facilities according to required local, state and federal standards; providing electricity and other contractual services necessary to operate the physical plant, planning, scheduling and operation of all major maintenance projects in accord with a system of regular inspections; procurement of supplies, material, equipment and services; and provision and training of staff with appropriate technical skills. The Department can not afford to shut down a facility or compromise public safety due to inadequate maintenance.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Providing coordination and maintenance services for facilities according to required local, state and federal standards.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), medical treatment activity provides all inmates in DOC-operated prisons with medical treatment through Department or outside health care providers, including contract psychiatric services.  This program covers the DOC-operated prisons have which been contracted out with an external party to provide comprehensive medical care.  This contract includes all medical care provided by DOC medically-run facilities, including, the use of supplies and equipment directly associated with health services. Some of the tasks within this activity include ambulatory care, skilled level of care, inpatient acute care and emergency care. Medical services are available 24 hours per day, seven days per week. Staff is on call twenty-four hours per day, seven days per week for emergency service if needed.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

  Contracted Comprehensive Medical services.

Within the Department of Corrections (DOC), medical treatment activity provides all inmates in DOC-operated prisons with medical treatment through Department or outside health care providers, including contract psychiatric services.  This program area covers community based medical specialists providing medical care to DOC inmates as part of the standard medical care given.  This includes medical care at hospitals, off-site clinics, and telemedicine visits with off-site providers.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Community Specialist Medical Care

 Within the Department of Corrections (DOC), the pharmacy program provides pharmaceutical medications to all inmates for treatment of all conditions.  This covers the pharmacy program for DOC facilities medically managed by DOC personnel.  Activities include all over the counter medication dispensing, prescription dispensing, hepatitis C treatment, HIV treatment, and other specialty medications.  Includes provision of medication through the primary pharmacy contract, in addition to pharmacy provided by VCU Health System through the 340B program for high-cost specialty medications.

 This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Pharmacy Services.

Within the Department of Corrections (DOC), medical treatment activity provides all inmates in DOC-operated prisons with medical treatment through Department or outside health care providers, including contract psychiatric services. The efforts include use of supplies and equipment directly associated with health services. Some of the tasks within this program include ambulatory care, skilled level of care, inpatient acute care and emergency care. Medical services are available 24 hours per day, seven days per week. The Department’s dental treatment activity provides a range of dental services designed to maintain or improve the offender's oral health. These efforts include staff, supplies and equipment directly associated with dental services. Routine and emergency dental care is provided and includes preventive and hygiene services, restorative services, oral surgery, endodontics (root canals), and prosthetic (denture) services. Each offender is provided a mandatory dental examination and dental classification at the Department’s reception centers. Staff is on call twenty-four hours per day, seven days per week for emergency service if needed. 

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Comprehensive provision of medical, dental and psychiatric services.

This activity within the Department of Corrections (DOC) provides a safe and controlled environment for the inmate population and staff within all adult correctional facilities and for the citizens of the Commonwealth. Duties within this activity include in-service training for officers (Corrections Officer through Corrections Major), rotation of officers through posts within the institution and on the perimeter, supervision and surveillance of the inmate population, employee and visitor searches, installation and maintenance of security equipment, uniform weaponry use, key control, tool control, and constant communication. Other supporting tasks include maintenance and enforcement of division and institutional guidelines and procedures, providing adequate supplies, materials and equipment to implement the activity, providing inmate pay for hours worked, providing security audits to assure compliance with guidelines, and maintenance of post audits to assure proper assignment of security personnel

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Through this activity, the Department of Corrections provides a safe and controlled environment for inmates, staff of the Department, and citizens of the Commonwealth.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. Approximately $1M is provided in non-general funds supported by Virginia Correctional Enterprise revenue.

The Department of Corrections (DOC) maintains evidence based prison programs which provide offenders with opportunities to learn coping skills and change criminal behavior, while supporting the security mission of DOC by constructively occupying otherwise idle time. A range of programs are offered to meet various offender needs, including but not limited to substance abuse, anger management, cognitive-behavioral curricula, life skills, re-entry preparation, and sex offender treatment. Offender Case-management services are also provided. Additionally, included in this service area is the Office of Health Services’ Sex Offender Residential Treatment (SORT) Program which is dedicated to providing comprehensive assessment and treatment services to inmates who have been identified as being at moderate to high risk for sexual reoffending. The SORT Program utilizes techniques which have been shown to have the greatest likelihood of reducing reoffending behavior. Although the program recognizes that there is no cure for sex offending behavior, the goal of the program is to enhance the safety of the citizens of the Commonwealth by teaching skills to identified sex offenders in an effort to prevent relapse. Because the Department is dedicated to providing services of the highest quality, evaluation and monitoring of the program will be on-going with changes made as necessary to ensure state-of-the-art programming.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Offender programming.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. Approximately $2 million in non-general funds is provided for clinical social workers to support reentry efforts, the Department's Culinary Arts Program, Assisting Families of Inmates, Faith-Based Services and the Pen Pals Program.

This activity within the Department of Corrections (DOC) includes the administrative management and direction for the institutions at three levels: centrally, regionally and in the institutions themselves. Central direction includes such items as overall security planning and statewide re-entry planning and evidence based program implementation. The Department has three regions with each having a regional office set-up that interprets and implements central policy. At the institution level, the Wardens’ Office and the business office are considered administrative support, along with human resource functions and the Ombudsman. This function additionally includes linen and laundry services which provide clean linen and serves the fundamental purpose of personal hygiene and clean sleeping areas while providing work opportunities for the inmates. Lastly, the Department provides recreational opportunities at all facilities which house inmates. Gymnasiums, sports equipment, inside recreational space and, in some cases, structured recreational programs, are key resources for this program.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Employees are provided with policy and program implementation guidance. Employees in the each region have access to human resource information and the inmates in the facilities have access to information regarding their inmate pay accounts and the support of the facility Ombudsman. Overall security planning; creation and enforcement of established Department procedures; policy interpretation and implementation; planning and statewide program preparation; budgeting; cash projections; monitoring inmate pay accounts; financial analysis; human resources; ombudsman; management of daily activities and functions.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), nutritionally balanced and wholesome meals contribute to the health and wellbeing of all individuals served. Cost control methods are used to provide a food service program consistent with Department of Corrections’ standards. Due to institutional needs, some kitchens operate up to 24 hours each day. Duties within this activity include:

• preparation of nineteen meals per week for a population of over 30,000 individuals

• acquisition and proper storage of food and other supplies

• management of adequate and trained food service staff

• maintenance of food service equipment which meets Departmental standards

• providing guidance and training in food and dietary services

• evaluating meal preparation and services at correctional institutions

• establishing a uniform system of food preparation through cycle menus and standardized recipes

• establishing job details for inmate food service personnel

• providing guidance to various procurement agencies and units regarding the needs of the department

• providing emergency equipment for food preparation and services

• monitoring food usage at each institution to evaluate efficiencies and limit waste

• maintaining a food inventory control system with monthly reviews of operational costs.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

The Food Services Unit serves approximately 94,600 meals per day and approximately 34,500,000 meals a year. Food Services follow a statewide, 28-day menu cycle which is reviewed every six months and is approved by a Registered Dietitian. The Department provides job training for offenders as cooks, bakers, vegetable preparers and many other related jobs. Food Services is the largest employer of inmates within the Department of Corrections.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.

Within the Department of Corrections (DOC), medical treatment activity provides all inmates in DOC-operated prisons with medical treatment through Department or outside health care providers, including contract psychiatric services. The efforts include use of supplies and equipment directly associated with health services. Some of the tasks within this activity include ambulatory care, skilled level of care, inpatient acute care and emergency care. Medical services are available 24 hours per day, seven days per week. The Department’s dental treatment activity provides a range of dental services designed to maintain or improve the offender oral health. These efforts include staff, supplies and equipment directly associated with dental services. Routine and emergency dental care is provided and includes preventive and hygiene services, restorative services, oral surgery, endodontics (root canals), and prosthetic (denture) services. Each offender is provided a mandatory dental examination and dental classification at the Department’s reception centers. Staff is on call twenty-four hours per day, seven days per week for emergency service if needed. Finally, each offender is charged a medical co-payment of five dollars per medical condition to help ensure the offender does not abuse the availability of medical services.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Medical and Dental Services.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. $1.1 million in appropriation is provided through the State Criminal Alien assistance Program (SCAAP) and directed to offset a portion of Medical and Clinical Services costs.

This activity within the Department of Corrections (DOC) incorporates the functions of dairy operations, meat processing, hydroponics, fruit and vegetable farming, fish processing, farmers market (produce distribution center), sawmills and a freeze plant. Additionally, activities support the staff, supplies and equipment directly associated with operating agricultural programs at select major institutions, field units and work centers. By diversifying, the Department avoids the higher cost of purchasing food totally on the open market. Inmates are also provided with work opportunities and associated skills.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

o The livestock (beef) function is operating at Augusta, Bland, Botetourt, Brunswick, Buckingham, Coffeewood, Dinwiddie, James River, Marion, Nottoway, Pamunkey Farm, Southampton, Pulaski Unit #1, Baskerville Unit #4, White Post Unit #7, Chatham Unit # 15, Halifax Unit #23, Patrick Henry Unit #28 and Tazewell Unit #31. Dairy milk production operates at Bland and James River. Fruit and vegetable operations are located at Bland, Brunswick, Nottoway, Pamunkey, Southampton, Baskerville, Cold Springs, Halifax, Dinwiddie, Yarden Farm, Pulaski, White Post and Wise. These sites harvest hydroponic tomatoes, potatoes, greens, melons and apples. There are also orchards at Nottoway and Wise Unit #18. The Farmers Market (produce distribution center) handles and distributes all produce used by the Department of Corrections’ Food Service. Produce grown by the Departments’ farms include butternut squash, sweet potatoes, asparagus and strawberries, etc. The produce freeze plant operates year round.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. $50 thousand in non-general funds is provided to support the Greener Pastures Program.

The Department of Corrections (DOC) created Virginia Correctional Enterprises (VCE) which functions similarly to a private business yet operates under the controls and constraints of a government agency. VCE is responsible for producing products and services in three major areas. First, VCE reduces inmate idleness via prison employment in Virginia’s prisons. VCE’s inmate employment program is a critical component of inmate management. Second, VCE reduces offender re-offense risks via job skills and job programs for offenders. VCE has formed a partnership with the Department of Correctional Education to support formal training through VCE production programs. Third, VCE produces finished goods for sale to the Commonwealth of Virginia. Twenty-eight operations at fourteen DOC institutions employ approximately 1,300 inmates who produce products and services enumerated below. Participation in VCE programming reduces inmate idleness which increases safety for staff and inmates within Virginia prisons, reduces risk of recidivism through job experience and training, and provides finished goods for sale to the Commonwealth.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Office furniture, dormitory furniture, modular office systems, seating products, metal furniture, institutional clothing, work boots, dental laboratory services, record retention, signs and name tags, printing, vehicle license tags, laundry and vinyl binders.

This Service Area is completely funded through the non-general fund revenue created from Virginia Correctional Enterprises’ sale of products and services.

As of June 2011, the Department of Corrections provides a safe, secure and constitutionally adequate environment for the supervision and custody of 95,711 state responsible offenders, as well as a workplace for approximately13,000 DOC employees. The Department’s oldest correctional facilities were constructed prior to the 1950’s, and require extensive maintenance efforts to extend useful life. Activities which provide an appropriate physical environment also provide daily jobs and training for many inmates and keep these offenders occupied constructively. Duties and tasks within this activity include: providing coordination and maintenance services for the Department’s facilities according to required local, state and federal standards; providing electricity and other contractual services necessary to operate the physical plant, planning, scheduling and operation of all major maintenance projects in accord with a system of regular inspections; procurement of supplies, material, equipment and services; and provision and training of staff with appropriate technical skills. The Department can not afford to shut down a facility or compromise public safety due to inadequate maintenance.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Providing coordination and maintenance services for facilities according to required local, state and federal standards.

The majority of the Department of Corrections’ and this Service Area’s funding is provided through general funds. This initiative has approximately $400 thousand in appropriation provided from recyclable materials, surplus supplies and equipment as well as insurance recoveries.

Provides General Management and Direction for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Information Technology Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Accounting and Budgeting Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Architecture and Engineering Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Jail Regulation, Inspections, and Investigations for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Human Resources Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Planning and Evaluation Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides Procurement and Distribution Services for the Department of Corrections.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Provides staff training according to required state and federal standards.

This service area directly aligns with DOC’s mission of enhancing public safety by providing effective programming and supervising sentenced offenders in a humane, cost-efficient manner, consistent with sound correctional principles and constitutional standards.

Overall State-wide management and direction for all functions of the Agency to include offender classification and time computation.

The majority of the Department of Corrections’ and all of this Service Area’s funding is provided through general funds.