We developed a five-year strategic plan and twelvemonth operational plans to keep DCS on mission
and working towards making our vision a reality,
and we established 114 measures encompassing
every department and level of our agency to ensure
we continue to perform at our best.
HOLDING US ACCOUNTABLE. PLANNING TO SUCCEED.
UNIFYING OUR OPERATIONS. INITIATING A NEW SUPERVISION MODEL.
This past year in the field has been a time of great changes, and great strides forward. We’ve overlayed the former Parole
Districts with Judicial Circuits, appointed DCS Coord inating Chiefs using a groundbreaking community-based hiring
process, and changed the fundamental organization of caseloads so that our officers work in a geographic area—helping
embed them in the communities they serve and improving their quality of life while on the job. Every officer now works
on a unified, combined caseload, providing consistent services to parolees and probationers.
MORE SERVICES AND RESOURCES. MORE ACCESSIBLE.
This year we established a Community Counseling Services Unit, charged with building and coordinating resources with
service providers. And as of July 1, 2016, we formally welcomed the Reentry Services Unit (formerly the Governor’s Office
of Transition, Support and Reentry) into our organization. This will enable better coordination of reentry resources and
help make them more readily accessible to those we serve.
OPERATIONS
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