Conclusion
Fiscal Year 2025 marks the next bold step forward for DCS in our ongoing commitment to public safety and progress. By aligning our strategic initiatives around the core elements of our Person-Centered Supervision( PCS) Model— Time, Relationships, Dialogue, and Intersections— we continue to elevate the quality of supervision and service delivery across Georgia.
Through targeted investments in cutting-edge technology, comprehensive research, and proactive collaboration, we are addressing barriers head-on to unlock new opportunities for success. From increasing meaningful interactions between officers and supervisees to expanding access to critical reentry and mental health services, our initiatives aim to create lasting impacts that ripple through communities statewide.
As we look ahead, the foundation we ' ve built through strategic planning positions us to continually adapt, innovate, and lead. We embrace change as the driving force behind our mission— empowering individuals to achieve positive life transformations while ensuring safer, thriving communities. Our journey forward is defined by progress: purposeful, measurable, and meaningful. Together, our best achievements are still ahead.
For more information behind our strategic decisions:
BROWSE THE DCS RESEARCH & INNOVATION HUB
Explore a collection of our latest research projects, innovations, and evidencebased practices driving community supervision forward.
REVIEW OUR RESEARCH AGENDA
Review our Research Agenda, highlighting priorities and focus areas for studying the PCS model. Findings support strategic initiatives that address challenges and improve services.
EXPLORE OUR WEBSITE
Explore additional resources, agency updates, and insights into our ongoing efforts to improve community supervision at dcs. georgia. gov.
CONTACT + CONNECT
For questions or more information, reach out to our team via email at external. affairs @ dcs. ga. gov, or send us a message on our website.
Follow us on social media to stay up-to-date on agency news, success stories, and community events.
FY24- FY27 STRATEGIC PLAN PAGE 13