Below is a copy of a letter that was sent to Georgia's Senators and Legislators by Lodge 102.
Georgia State Corrections Lodge 102
Fraternal Order of Police
P. O. Box 203
Waycross,
Georgia 31502-0203
Dear Legislator
In 1990, twenty thousand one hundred twenty four (20,124) inmates were supervised by four thousand four hundred and eighty one (4,481) Georgia correctional officers, a 4to 1 ratio. In 1994, twenty nine thousand five hundred twenty six (29,526) inmates were supervised by nine thousand four hundred thirty nine (9,439) officers, a 3 to 1 ratio. Today fifty four thousand nine hundred thirty one (54,931) inmates are supervised by only 7800 officers, a 7 to 1 ratio. Georgia’s prisons are populated at 104% of inmate capacity. In 1994, the ratio of male to female correctional officers was 80% male to 20% female; now the ratio is 54% male to 46% female. As of June 2007 Georgia State Prisons which house Georgia’s most dangerous inmates employed 63% female officers.
Georgia already has the fifth largest inmate population in America and the
population continues to escalate. In fact, Georgia’s inmate population is the
third fastest growing inmate population in America. At the same time, Georgia is
failing to retain and recruit correctional officers.
Why? The average years of service for
Georgia’s correctional officers are less than five years of service. The
turnover rate for Georgia’s correctional officers is 28%. In June 2007 the
turnover rate at Georgia’s four most dangerous prisons was a staggering 40%.
Georgia tax payers are now paying 8.2 million dollars a year to replace and
train new officers. The extremely low retention rate is drastically influenced
by low salaries, pay compression and failure to recognize sacrifices made by
veteran officers who remained with the department during Georgia’s lean years.
The cost of living in all geographical areas in Georgia has far exceeded Georgia
Department of Corrections’ Correctional Officers’ salaries.
Because of lower salaries and the shrinking candidate pool, Georgia is attracting more officers with petty criminal histories, more problem employees and younger less experienced correctional officers. Presently because of the high turnover rate, Georgia Department of Corrections is required to maintain 200 persons in Basic Correctional Officer class to replace departing officers. Keep in mind that these replacement officers are newly trained and have little or no experience working with inmates. A large number of these officers are reporting for duty in prisons designated as close or maximum security prisons which house Georgia’s most dangerous inmates.
Georgia Department of Corrections number one unbending mission is to protect the safety of the public. Have we reached the breaking point where public and staff safety is compromised? Based on the high turnover rate, which leads to high numbers of inexperienced staff, has staff safety been compromised? Will Georgia have to wait until public and staff safety is completely compromised before Georgia’s high correctional officer turnover rate is addressed? Clearly, the high turnover rate is affecting officers’ safety.
Based on a Georgia House of Representatives’ pay study conducted by our
legislature problems which exist with officers’ low pay were recognized. The
committee conducting the study, also, recommended that problems with Georgia’s
Department of Correction‘s pay be addressed in 2010. During the period between
2004 and June 2007, Georgia’s correctional officer turnover rate sky rocketed
from 18% to 28%. How high will the turnover rate be in 2010?
What the pay study did not address was low officer moral which can not be accurately measured without frank and honest dialogue with veteran correctional officers who have daily contact with inmates. Correctional officer’s moral is being affected by low pay, long hours, job stress, and dangerous work environment. While officers have no control over these factors, other than leaving the department, the governor and legislature do.
Several Factors Affecting Officer Retention and High Turnovers
With the exception of 2007, 0-2% pay increases since 2003 and no adjustment in the pay structure since 2002.
The special law enforcement pay received by officers in 2007 rewarded officers with fewer years of service at a higher percentage rate than senior officers, lowering moral among veteran officers. As a result senior officer with years of experience left corrections.
In 2006 in an attempt to recruit applicants with military service, applicants received 2.5% extra pay incentive for each year of service up to four years service. Applicants with four years of military service earned as much as officers with years of service to the department. Officers with military service who were presently employed with the department were not included. Officers with years of service to the department were not included. While attracting quality applicants, the measure added to low officer moral among serving officers. More turnovers created.
In June 2007 the turnover rate at Georgia’s four most dangerous prisons was a staggering 40%. Based on staff vacancies created by the high turnover rate officers at those prisons received an additional 10% pay. While vacancies were filled at those prisons, officers working at prisons not receiving the additional pay suffered yet one more blow to already low moral.
Health care cost for officers, along with all state workers was raised without raising officers’ pay. Take home pay went down and health care cost went up. (2007 was the exception)
Overtime pay is not consistent. Some prisons pay overtime some do not. At those prisons which do not pay overtime flex time is given in return which adds to staff shortage when flex time is taken. All Georgia prisons should offer overtime pay for additional hours worked.
Georgia Correctional Officers’ pay is at a historic low compared to local law enforcement as documented by Georgia House of Representatives’ Pay Study.
High turnover rates are creating stressful and unsafe working conditions for all staff.
More and more officers are seeking part time jobs in order to make ends meet.
Low salaries along with work hazards, added workload and job stress are adding to high officer turnover.
The Commissioner of Corrections should be applauded for including a salary increase for new hires and veteran officers in his 2009 budget request, but the Governor’s budget for 2009 failed to include any additional funding for veteran officers. If veteran officers are not fairly included and pay compression is not addressed, Georgia Department of Corrections exceptionally high turnover rate will continue to accelerate.
The situation as seen by correctional officers has been clearly outlined for you. This year you, our elected officials, have the opportunity and resources to make a difference. Correctional officers need your help now. Band Aid fixes as outlined above will not solve the problem. Our problems need to be dealt with in this session and changes made this year instead of 2010. Georgia can not afford to ignore this problem. Please help now.
Clearly in a year which started with 1.2 billion dollars in reserve funds, Georgia’s public deserves better, Georgia’s Correctional Officers deserve better, and even Georgia’s inmate population deserves better.
I encourage you, and our other our elected officials, to address and correct
these issues now.
Sincerely,
Charles Long
Vice President
Georgia State Corrections Lodge #102,
Fraternal Order of Police
www.georgiastatecorrectionslodge102.org