The analysis of these six agencies provided more details to follow a national survey conducted by the Prisons Division of the National Institute of Corrections in the fall of 1992. The cost-containment measures resulted from budget deficits, tax revenue shortfalls, and a ballot measure. In Indiana, the Department of Corrections asked managers to place 10 percent of operations appropriations in reserve, delay hiring as long as possible, and evaluate high-cost areas such as overtime and medical services to identify potential long-term savings. Nebraska's measures included a hiring freeze, understaffing, a reduction of inmate educational programs, and reduction of inmate drug treatment. Oregon's measures included reductions in supervisory and management positions, automation, centralization of some warehouse operations, and the establishment of a uniform menu to reduce food costs. Tennessee's actions included a cap in the per-diem rates for jail beds, changes in institution custody assignments, and changes in inmate industries. Washington's measures included lease-purchase of equipment, a reduction in salary increases, and delays in opening work/training release facilities. Canada reduced staff at the national and regional headquarters, conducted a regional review of economy measures, delayed facility construction, and improved management processes and systems. Lists of additional measures and their impacts