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Correctional Services Units Correctional Services Additional Resources

The Correctional Services Division is responsible for carrying out the Department of Corrections' mission to reduce the risk of future criminal conduct in those offenders incarcerated in prison. The Division impacts 14,200 inmates in state prisons. This division includes the operation of intake, correctional case management, population management, inmate work programs, inmate services including visiting, inmate mail and legal libraries, religious services, sentence computation, offender records, victim services, and institution programs such as: workforce development, education, cognitive programs, and addictions treatment programs.


The Inmate Services Unit is responsible for a variety of services for institution staff, adults in custody and their families in support of the Oregon Accountability Model and Correctional Case Management.
Offender intake and assessment for the Oregon Department of Corrections (ODOC) takes place at the Coffee Creek Correctional Facility located in Wilsonville, Oregon. All offenders sentenced to serve time with ODOC enter through this facility except when determined to be inappropriate for safety and security reasons. The intake and assessment process usually requires about three to four weeks to complete. During this time offenders take part in a number of assessments and information gathering activities. These activities are designed to identify security, medical, mental health, substance abuse, educational, and cognitive risks.
The Offender Information and Sentence Computation (OISC) unit is responsible for the development and maintenance of offender records and the sentence calculation of inmates incarcerated under the authority of the Oregon Department of Corrections (DOC) at all of the state operated prisons.
In 2006, the Office of Population Management, under the auspices of the Director’s Office, was created to provide strategic planning, oversight, and communication to processes. A systems approach was needed to create well-planned, efficient, collaborative processes and procedures for activities related to movement and housing of inmates, and projection of future housing needs statewide as inmate populations expand. The mission and scope of business activities expanded to address the need for a more global system-wide view. OPM expanded to include capacity management of general and special housing beds, which includes inmate classification, work crew eligibility, unfenced housing, and with redesigning, managing, and auditing all systems related to inmate classification and work eligibility and high-risk inmate management. The unit also manages the inmate conflict system, Interstate Compact, Interstate Agreements of Detainer, International Transfers, case management of Oregon Youth Authority inmates, and management of all inmates housed in county beds or out of state.
Religious Services, the oldest correctional program, provides a wide continuum of worship services, study programs, music programs, serious illness/death notifications, and pastoral counseling opportunities to meet the mandates of the U.S. Constitution, Oregon Constitution and judicial decisions.
With the passage of the Prison Reform and Inmate Work Act of 1994 (Ballot Measure 17), Oregon voters overwhelmingly launched the State of Oregon and the Department of Corrections in an unprecedented direction: they mandated, through a constitutional amendment, that all inmates should work or be engaged in a combination of work and workforce development activities, i.e., education and treatment, 40 hours per week. ​

Correctional Case Management (CCM)

This Department strategic initiative is in its third phase of implementation, during the 2009-11 biennium. Correctional Case Management is the next logical step in implementation of the Oregon Accountability Model – the adopted business strategy for accomplishing the Department's public safety mission. A major component of this undertaking is to reduce the risk of future criminal behavior. 
To do so, the Department targets resources to those inmates who are most likely to recidivate. The deliverables for this initiative go well beyond counselors who programmatically manage the offender population, and include all employees as key players in a multi-disciplinary case management approach. In 2009-11, the Department will take the following actions:  
  •  • Create a systematic approach for any development of all divisions' future business practices that impact CCM.
  •  • Refine institution profiles/mission statements to better manage inmate placement and transition.
  •  • Develop and implement case management strategies that can be used by all DOC staff.
  •  • Evaluate and approve inmate transfers from one institution to another, based on a holistic correctional programming approach that facilitates each individual’s rehabilitation.
Current Topics
Information for Inmates Families


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