Why retention matters in North Carolina jails and prisons

Correctional officer retention is one of the most important public safety issues facing North Carolina in 2026. When jails and prisons cannot keep enough trained officers, the effects spread quickly: mandatory overtime rises, morale drops, training costs increase, and facilities struggle to maintain consistent operations. North Carolina's Department of Adult Correction has described retention as its greatest staffing challenge, and recent state materials show that shortages continue to affect filled positions, overtime spending, and the availability of beds and programs. In other words, retention is not just a human resources issue; it is an operational and safety issue for staff, incarcerated people, and the public. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

For North Carolina, the challenge is especially urgent because correctional work is demanding, physically risky, and emotionally taxing. Officers are expected to manage security, respond to conflict, support facility routines, and work in environments where staffing gaps can make every shift harder. That is why retention strategies need to be practical, local, and built around the realities of jail and prison work in the state. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

The current North Carolina staffing picture

State reporting indicates that North Carolina's correctional system still faces significant staffing pressure. A recent Department of Adult Correction presentation noted a 24% turnover rate among correctional officer positions in calendar year 2025, with retention described as the greatest challenge. The same material reported that the department hired 2,647 employees in 2025, including 1,530 correctional officers, yet ended the year with fewer filled correctional officer positions than the year before. It also linked staffing shortages to mandatory overtime, burnout, and more than $73 million in overtime payouts over a recent 12-month period. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

Those numbers matter because they show a cycle that many agencies know well: vacancies create overtime, overtime creates fatigue, fatigue drives more resignations, and the cycle repeats. In North Carolina, that cycle can also reduce access to programs and services that support rehabilitation and public safety. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

Retention strategy 1: Make pay and incentives competitive

Compensation is one of the most direct retention tools available. North Carolina policymakers have recently signaled that recruitment and retention for correctional officers should remain a priority. In March 2025, the Governor's Crime Commission identified programs that enhance the recruitment, training, and retention of correctional officers as a priority area. Separately, a 2025 legislative proposal included retention bonuses for officers with five and ten years of service, along with enhanced hazard pay for officers assigned to facilities operating below certain staffing levels. Even when proposals are still moving through the process, they show the direction of policy thinking in the state: long-term service and hard-to-staff posts should be rewarded. ([ncdps.gov](https://www.ncdps.gov/news/press-releases/2025/03/21/governor-shares-criminal-justice-priorities-crime-commission))

For jail administrators and county leaders, the lesson is clear. Retention improves when pay reflects the difficulty of the job, when experienced officers can see a path to higher earnings, and when incentives are targeted to the shifts, facilities, or assignments that are hardest to fill. A one-size-fits-all wage structure rarely solves a retention problem by itself. ([ncdps.gov](https://www.ncdps.gov/news/press-releases/2025/03/21/governor-shares-criminal-justice-priorities-crime-commission))

Retention strategy 2: Reduce burnout by fixing the overtime problem

Mandatory overtime is one of the fastest ways to lose good officers. North Carolina's own staffing materials connect shortages to lower morale, burnout, and a more dangerous prison environment. That means retention strategy should include workload management, not just hiring. Agencies can improve retention by limiting excessive overtime, rotating assignments more fairly, and using staffing analytics to identify facilities where vacancies are becoming chronic. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

In practical terms, this may mean building relief pools, cross-training staff for limited support roles, and using vacancy data to prevent a small number of officers from carrying an unsustainable share of the burden. If officers feel that every week is an emergency, they are less likely to stay. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

Retention strategy 3: Strengthen training before and after hire

North Carolina has already recognized that training affects retention. The state's correctional officer training materials show that basic training was expanded from four weeks to six weeks in the proposed 2019 curriculum, with added instruction in crisis intervention, conflict resolution, mental health, verbal de-escalation, team building, and correctional fatigue. The same materials emphasize employee wellness and mental health. That is an important clue: officers are more likely to remain in the field when they feel prepared for the job they are actually doing. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Retention does not end after academy graduation. New officers often leave early if they do not receive strong field coaching, realistic expectations, and supportive supervision. North Carolina agencies can improve retention by pairing new hires with experienced mentors, offering refresher training, and making sure supervisors are trained to coach rather than simply correct. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Retention strategy 4: Invest in leadership and supervision

People often leave managers before they leave jobs. In correctional settings, that is especially true. North Carolina's training materials describe supervisory programs such as First Steps, Peak Performance, and the Correctional Leadership Development Program, all aimed at building stronger leaders. That matters because supervisors shape daily culture: they influence whether officers feel respected, whether problems are addressed early, and whether staff believe the agency is serious about their safety and growth. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Good leadership retention strategies include consistent shift communication, fair discipline, recognition for strong performance, and clear promotion pathways. Officers are more likely to stay when they can imagine a future in the agency, not just a series of difficult shifts. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Retention strategy 5: Support mental health and wellness

Correctional work can expose staff to stress, trauma, and chronic fatigue. North Carolina's training materials explicitly added content on correctional fatigue and employee wellness, and recent legislative discussion has also referenced mental health services for public safety personnel. That is a sign that wellness is no longer a side issue. It is part of retention. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Effective wellness strategies include confidential counseling access, peer support, critical incident follow-up, and a workplace culture that does not punish officers for asking for help. Agencies should also pay attention to sleep disruption, shift length, and repeated exposure to high-stress incidents. If the job consistently drains people without support, turnover will remain high. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

Retention strategy 6: Build a realistic career path

Retention improves when officers can see a future beyond entry-level custody work. North Carolina can strengthen retention by connecting correctional officer roles to advancement opportunities in training, classification, supervision, investigations, and leadership. Career ladders help officers understand that staying with the agency can lead to better pay, more responsibility, and more professional respect. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))

That approach is especially important in a state where staffing shortages can make the work feel temporary and unstable. A clear career path turns correctional employment from a stopgap job into a profession. ([ncdps.gov](https://www.ncdps.gov/news/press-releases/2025/03/21/governor-shares-criminal-justice-priorities-crime-commission))

What North Carolina agencies should focus on next

• Use vacancy and turnover data to target the hardest-hit facilities first. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))
• Reward long service and difficult assignments with meaningful incentives. ([ncleg.gov](https://www.ncleg.gov/sessions/2025/bills/senate/html/s995v1.html))
• Reduce mandatory overtime by planning for relief staffing and better scheduling. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))
• Expand mentoring, supervision, and leadership development for new and mid-career officers. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))
• Keep wellness and mental health support visible, confidential, and easy to use. ([ncdps.gov](https://www.ncdps.gov/documents/files/correctional-officer-training-6-19-18/open))
• Make retention part of the public safety conversation, not just a personnel issue. ([ncdps.gov](https://www.ncdps.gov/news/press-releases/2025/03/21/governor-shares-criminal-justice-priorities-crime-commission))

Conclusion

Correctional officer retention in North Carolina is now a core public safety strategy. The state's recent data show that turnover, overtime, and staffing shortages continue to strain facilities, while policy discussions point toward better pay, targeted incentives, stronger training, and wellness support. The most effective retention plans will combine all of these pieces rather than relying on one fix. For North Carolina jails and prisons, keeping experienced officers is one of the best ways to improve safety, stabilize operations, and protect the long-term health of the correctional system. ([webservices.ncleg.gov](https://webservices.ncleg.gov/ViewDocSiteFile/105009))

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Information is sourced from publicaly available information and may be inaccurate