TABLE OF CONTENTS 
 
0 rgan- t.za ,.ton . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 
 
Board of Offender Rehabilitation ........... . 2 
Georgia Correctional Industries Administration ......................... . 4 
 
Executive Operations 
 
6 
 
Fact1Ittes oIVISIOn . . . . . . . . . . . . . . . . . . . . . . . . . . 8 
 
Gene~al Services & Support . . . . . . . . . . . . . . . . 14 
 
Internal Affairs & Assessment .............. 18 Probation Division .......................... 21 
T ec h nt. ca I S ervt. ces D.tvt. st. on . . . . . . . . . . . . . . . . 26 
 
Appendix .................................. 30 
 
 DAVID C. EVANS, COMMISSIONER 
 
 ORGANIZATION 
 
The Department of Offender Rehabilitation se1 ves R twofold purpose: 
To provide maximum protection to the community, staff and inmates. 
To provide resources to offenders which will enable them to b(come self-sufficient and law-abiding citizens. 
The commissioner of DOR is employed by the Stftte Board of Offender Rehabilitation and initiates the missions and goals of the department. 
DOR's central offices are located at Floyd Veterans Memorial Building, E;:ost Tower, Atlanta, Georgia 30334. 
 
The department encompasses six major divisions: Executive Operations, Facilities, General Services 
& Support, Internal Affairs & Assessment, Probation 
3.nd Technical Services. These divisions are directed by deputy commissioners and are headquartered in Atlanta. 
Although the State Board of Pardons and Paroles is a separate agency, DOR provides administrative support in the area of personnel and fiscal affairs. The board is comp~sed of five members appointed by the governor to serve on a full-time basis for staggered terms of seven years. The offices of the State Board of Pardons and Paroles are located at the Floyd Veterans Memoria 1 Building, Fifth Floor, East Tower, Atlanta, Georgia 30334. 
 
Governor Joe Frank Harris 
 
I 
Technical Services Robert Francis 
 
Board of Offender Rehabilitation 
 
--------~ 
 
Commissioner David C. Evans 
 
Executive Liaison Board of Offender 
Rehabilitation Diane Harper 
--------! 
 
---- Executive Operations 
 
Bobby Whitworth 
 
I 
 
i ____ 
 
Correctional Industries 
Jerry Busooe 
 
Court Services Fleet/Risk Mgt. Health Services Info & Legis. Services 
I 
Facilities WalterZant 
 
Gt~tneral Services &Support 
Winfred Ladd 
 
I 
Internal Affairs & Assessment William E. Baughman 
 
I 
Probation Vince Fallin 
 
Facilities/ Engineering Development Food/Farm 
Mental Health Programs 
 
Inmate Affairs Institutions County State Offender Admin. Transitional Ctrs. Women's Services 
 
Accounting Budget Personnel Planning Purch. & Admin. Support Recruitment 
Speci'!l Services Trammg 
 
Fiscal Audits Internal Investigations Inspector General Fire Marshal Operations 
Systems & Statistics Evaluations 
 
Diversion Centers Probation Operations 
Community Services 
 
 Current Board ~mbers are, left to right, seated : Charles D. Hudson (Secretary ) , James H. Caswell, Jr. (Chairman ), Bettye 0. Hutchings,(Vice Chairperson), standing: H. Lyle Jones; G. Robert Carter; Charles L. Gordon; James C. Harrison; James E. Autry ; Jerry F Nicholson; Victor B. Davis; John A. Dana; Claudia T. Hertl; William R. "Ronnie" Lance, Jr.; Not pictured: James E. Barnett; T. Joseph Campbell 
 
BOARD OF OFFENDER REHABILITATION 
 
The Board of Offender Rehabilitation was established under the 1972 Reorganization Act. In fiscal year 1982 the board was made up of nine members appointed by the governor for a term of four years. 
The Constitution of Georgia which became effective July 1, 1983, changed the Board of Offender Rehabilitation to a statutory board. The new board is composed of 15 members, one from each congressional district in the state and five additional members from the state at large. Members are appointed by the governor to five-year staggered terms. The board establishes general policy for the departlllent and is charged with the appointment of the comnissioner. 
As of July 1, 1983 the members of the Board of Offender Rehabilitation were Hr. James M. Caswell, 
Jr., chairman, Atlanta; Ms. Bettye o. Hutchings, 
vice-chairperson, Macon; Hr. Charles D. Hudson, secretary, LaGrange; Mr. James E. Autry, Jr., Camilla; Hr. James E. Barnett, Atlanta; Hr. Joseph I. Campbell, Calhoun; Hr. G. Robert Carter, Val- 
dosta; Mr. Victor B. Davis, Conyers; Mr. Charles L. 
Gordon, Savannah; Mr. James C. Harrison, Atlanta; Mr. William R. Lance, Jr., Gainesville; Ms. Claudia 
2 
 
I. Hertl, Morrow; Mr. Jerry F. Nicholson, Athens; Hr. Roy E. Parrish, Jr., LaFayette; and Mr. Roy D. Lee, Alma. 
The Board actively participates ir. current and future issues affecting Georgia's adult corrections, and is the ultimate approving authority for departmental rules, regulations and policies. As a newly organized board, an initial commitment was to become more knowledgeable about the department. This commitment is clearly evident from the list of facilities toured this year throughout the state. The tours began with Georgia State Prison, and 
continued with Rogers CI, Georgia Diagnostic & 
Classification Center, Georgia Correctional Industries facilities, Metro CI, Milledgeville Complex, including the Food Distribution Unit and several of the department's transitional centers. The establishment of five standing comittees has increased the board's involvement markedly. These committees and their chairmen are Personnel and Community Affairs, Bettye 0. Hutchings; Fiscal Operations and Administration, Hr. Charles D. Hudson; Institutional Operations and Transitional Centers, Mr. Jerry F. Nicholson; Diversion Programs and Probation, Mr. 
 
 James C. Harrison; and Correctional Industries, Mr. Victor B. Davis. 
A major accomplishment of the board during this fiscal year has been a total revision of the DOR Rules and Regulations The Fiscal Operations and Administration Committees devoted many hours' to this major project 
The Executive Liaison 
The executive 1iaison for the Board of Offender Rehabilitation is organizationally located with the commissioner's administrative offic~ and serves the commissioner as liaison to the board. This position was created in September 1980 to provide all administrative, logistical and daily support for the board, acting as the primary liaison between the board and the department. 
3 
 
 GEORGIA CORRECTIONAL INDUSTRIES ADMINISTRATION 
 
Georgia Correctional Industries Administration is a public corporation of the state established by a 1960 Act of the Georgia General Assembly. Although it exists legally as a separate entity, GCI functions as an integral part of the Department of Offender Rehabilitation with Commissioner David C. Evans serving as its chief executive officer and Jerry Busbee serving as the genera 1 manager. All operations of the administration are under the direction of the Georgia Correctional Industries Board, which is made up of the members of the Board of Offender Rehabili.tation. 
Operating 13 industrial plants at seven state institutions, it provides employment and relevant industrial training for adult offenders incarcerated within the state's prison system. Presently, GCI provides training and work for approximately 750 inmates on a statewide basis. 
Each industry within an institution is similar to a private enterprise in operation, and allows inmate employees to acquire good work habits and marketable job skills in the following areas of manufacturing: 
 
Indus t rial Road, Tucker, Georgia 30084. Its production office i.s housed at the Georgia State Prison, Star Route, Reidsville, Georgia 30499, GCI's management team consists of a general manager, who r eports directly to the commissioner, and four assistant general managers, each with a division under their control. 
 
* metal fabrication and refinishing * offset and screen printing * furniture manufacturing and refinishing * mixing and packaging of maintenance chemicals * garment cutting and sewing operations * upholstery and reupho1stery operations * concrete mixing and finishing * warehousing and distribution * marketing and clerical skills 
Within each of GCI's production facilities it is essential that an inmate produce quality goods and services while acquiring the proper training to successfully compete in the post-release world of work. To this end, CCI' s internal training section has designed, developed and implemented 28 industrial training courses and programs. All GCI training is certified through area vocational technical schools and junior colleges; additionally, C1 is registered with the Bureau of Apprenticeship and Training to offer a four-year apprenticeship program in its printing operations. Also, in conjunction with Brewton-Parker College in Mount Vernon, Georgia, the training taking place within Gel's Montgomery operations is awarded 41 quarter hours of college credit toward a terminal two-year associate of applied science degree. This degree program makes CCI the most fully educationally accredited prison industry organization within the nation. 
Operational management for the administration is located within i.ts central office at ?.171 Tucker 
4 
 
Administration and Human Resources 
This division's responsibilities includes the offset printing facility, inmate affairs, personnel, staff development, education and training, occupational and industrial safety, research and development (administrative) and the administrative functions of the organization. 
Finance and Ddta Services 
F and D provides computer assistance and services for the entire organization along with purchasing, accounts payable/accounts receivable and cash management. All financial involvement with the administration is handled through this division. 
 
 Manufacturing/Productio n 
 
In personnel and operational impact, this is the largest divi.sion of the administration. All manufacturing plants, with the exception of offset printing, and their operations are part of this division. To support the success of the manufacturing processes, M and P carries the responsibilities of quality control, warehousing operations, distribution and transportation, raw and finished goods inventories and GCI' s engineering and construction activities. 
For administration and operations, there are 77 free-world employees statewide working for GCI. 
 
Sales/ Marketing 
The sales section of this division is responsible for direct contact with customers; either through a field sales staff or through telemarketing. Along with the actual selling of products, the sales section also services accounts with design suggestions, product training and consul tat ion and problem-solving. 
The marketing section provides support to the sales force through order control, advertising and promotions, customer relation activities and direct mailings to clients and interested government officials. Products manufactured by GCI are marketed to government agencies at the state, county, local and municipal levels. With the passing of S.B. 565 in the 1984 sess:lon of the General Assembly, private colleges and universities were added to the market. 
 
Current Projects 
With the realignment and restructuring of the organization in May 1984, GCI has undertaken the tasks of revitalizing its marketing capability, transportation system, new product development and certification, sales efforts, production systems and quality control, security training and technical upgrading of staff and the overall improvement of GCI's image as a viable and professional organization. 
Long Term Projects 
Currently, GCI is conducting a feasibility study to determine the extent of need for a vehicle repair facility for Georgia, including its design and cost effectiveness. 
Working with the Department of Public Safety, GCI is designing and drafting plans for an internal printing facility for the new Georgia Public Safety Training Center in Forsvth. 
 
CURRENT OPERATIONS 
 
Institution 
 
Plant/Opeution 
 
Inmate Slots 
 
Tucker Facility 
 
Offset printing 
 
30 
 
Stone Mountain Cl 
 
Georgia Stale Prison License plates 
 
55 
 
Reidsvi lie, GA 
 
Metal products 
 
80 
 
Whse /Transportation 
 
5 
 
Colony Farm Facility Garments and textiles 
 
200 
 
Middle Georgia C.C. Inmate release items 
 
50 
 
Mattresses 
 
25 
 
Montgomery Cl MI. Vernon, GA 
 
Screen printing/signs 
 
85 
 
Upholstery /Reupholstery 
 
70 
 
Concrete products 
 
20 
 
Lowndes Cl Valdosta, GA 
Walker Cl Rock Spring, GA 
Dodge Cl Chester,GA 
TOTAL 
 
Chemical products 
 
20 
 
Metal products 
 
55 
 
Furniture/wood products 55 
 
750 I 
 
 EXECUTIVE OPERATIONS 
 
The Executive Operations Division is mad~ up of four units: Information and Legislative Services, Health Services, Rhk/Fleet Management and Courts Services. 
Information & 
Legislative Services 
The Information Unit serves the information needs of the general public, the news media, other state and national governmental agencies and high school and college criminal justice programs. The office also functions as an intradepartmental communications channel. 
The unit works to maintain a positive community perception of DOR's mission through: 
* news releases * speaking engagements * written and telephonic replies to 
requests for information 
* coordination of media visits 
to institutions 
* special events * coordination of major news conferences * publications * special surveys and research * volunteer programs * community services * 24-hour availability 
The Legislative Services Unit is responsible for developing and monitoring legislation critical to the operations of the department. By maintaining close working relationships with the General Assembly, the unit strives to present the department's interpretations and ramifications of proposed legislation. 
Through continuing work with the General Assembly and other criminal justice agencies, the unit seeks to ensure that DOR' s law enforcement efforts are coordinated and maintained throughout the system. 
Court Services 
 
any problems which need to be resolved in order to meet court requirements or to comply with advice given by the attorney general. 
 
A third and growing functional area concerns the 
 
maintenance of an administrative hearing component 
 
within the unit which provides a due process 
 
mechanism for inmates contesting transfer to 
 
psychiatric hospitals and for inmates who file 
 
administrative grievances generally concerning 
 
conditions of their confinement. This function not 
 
only attempts to assure that certain rights guaran- 
 
teed to inmates by the law are properly protected, 
 
but that legitimate inmate grievances are resolved 
 
without resort to legal action by the inmates. 
 
A fourth function of the unit is providing 
 
administrative support in real property acquisitions 
 
and construction of correctional facilities. In 
 
this capacity, the unit acts as the department's 
 
liaison with the attorney general's office and state 
 
authorities in obtaining construction and sales 
 
contracts, 
 
easements, 
 
utility 
 
licenses, 
 
certifications of title and boundary line surveys. 
 
Additionally, this unit provides assistance in the 
 
preparation of rental agreements for leased comu- 
 
nity-based facilities, and frequently represents the 
 
department in negotiations with landlords. 
 
INMATE HEALTH CARE 
 
t.S 
 
COST f'[ll INMATE f'EII YlAII 
 
t.z 
 
'' 'o. 
..: o.a 
~I<C 0.7 
o0~c o.e t::. 0.11 
 
0.4 
o.s o.z o.t 
 
0 fY'IIO 
 
FY'et 
 
rvez 
 
rves 
 
n 
 
YEAIIS 
 
The primary mission of the Courts Services Unit 
 
is to supervise and coordinate on a statewide basis 
 
the identification and collection of information and 
 
other resources needed by the Office of the Attorney General for the effective representation of the 
 
Health Services Section 
 
department's interests in diverse areas of the law. 
 
A second mission of the unit is to coordinate the 
 
The mission of the Health Services Section is to 
 
development by agency staff of plans, schedules, 
 
provide for the delivery of health care systemwide 
 
budget requests, and policies to implement court 
 
in a manner which meets contemporary standards of 
 
 ordered decrees, and to advise the comissioner of 
 
medical and dental practice  
 
 FY84 continued departmental efforts to achieve quality constitutional health care at reasonable 
costs. Central CI, Dodge CI, GII and GSP all received accreditation from the Medical Association of Georgia. GSP received accreditation from the American Medical Association as we 11. . These accreditations bring the number of accredited institutions to six. 
Access to consultation services and 24-hour chronic illness infirmary care services were significantly expanded with the operationalization of ACMI. There were an average of 27 specialty clinics held per month at ACMI seeing 245 inmates on an average per month. An average of 1294 patient days per month were accumulated in the infirmary care beds. The availability of these beds also improved the accessibility to care for those unstable chronically ill inmates and those chronically ill with conditions requiring 24-hour coverage and potential need for immediate access to a higher level of care than is available within the other institutions. 
Savings were achieved and continuity of care assured with the negotiation of a three-year contract for medical and dental personnel provision at ACMI, GII, GSP and MGCI. Not only does the contract save money, but it also provides for continuity of staff who are familiar with the institution and its policies and the needs of the inmates. Such continuity is essential for delivery of quality health care. 
The table below summarizes the level of activity of health services for FY 1984. Due to an unprecedented budget crunch, severe limitations were placed on service delivery in the final quarter of FY 1984. Therefore, the figures for Outside Referrals and Outside Hospital Inpatient Days and ultimately Cost Per Inmate were affected by other factors as well as by operationalization of ACMI. This decrease for budgetary reasons will most likely result in an increase in FY 1985. 
HEALTH CARE DELIVERY SYSTEM FY84 
 
Total staff & personnel Inmates served Total cost of health care Cost per inmate 
 
322 13,975 $16,512,326 $1,246 
 
Number outside referrals 
Outpatient services by DOR staff providers 
Outside hospital Inpatient days 
Cost per outside hospital Inpatient day 
 
8,635 447,841 
7,974 $310 
 
Risk/Fleet Management 
Section 
In FY84 the Risk/Fleet Management Section was organized to coordinate all employee and property insurance programs, handle claims against che agency, promote the agency safety program and manage the agency motor vehicle fleet. 
Fleet management accivities include budgeting, purchasing and surplusing of vehicles operated by the agency. There are 653 vehicles in the fleet as of 7/30/84 ranging in size from compact sedans to semitractors. The Motor Vehicle Operating Manual is maintained by this section to provide guidelines and operating policies for all divisions. In FY84, 55 vehicles costing $474,153 were purchased. 
Insurance-related matters include maintaining property registers on all buildings and contents at all facilities statewide. A vehicle inventory is submitted for liability coverage on all vehicles and collision coverage on certain high mileage, expensive vehicles. Special insurance policias, insurance claims for property damages, and vehicle accident claims are coordinated by Risk/Fleet Management with other state agencies and vendors. 
This section also processes all "Under 500" and "Over $500" claims against the agency. Such claims are investigated and reported to the Claims Advisory Board in the Secretary of State's office. In FY84, 115 "Under $500" claims were handled. 
In FY84, a formal departmental safety program was adopted to reduce accidents and injuries. The program is coordinated and promoted by this section. Fifteen safety bulletins were issued in FY84 on various subjects to encourage safety in all divisions. The program covers inspections and elimination of hazards and unsafe operations in buildings, vehicles and employee/inmate activities. Beginning in February 1984, safety messages were printed on all check stubs on various topics such as seatbelts and vehicle safety to reach every employee in the agency. A formal safety manual is in the planning stages. 
 The Department policy 
requires the use of 
seat belts 
in all State veh cles.' 
 
 FACILITIES DIVISION 
 
The Facilities Division includes state and county institution supervision, transitional center supervision, offender administration and women's services. 
During FY 1984 the primary emphasis of this division was the conversion from an "Earned Time" to a "Straight Time" inmate management system. This conversion required massive changes in records administration and institutional inmate management procedures. During this year the capacity of all facilities was increased by 520 beds from 14,891 to 15,411. Plans were also underway to implement additional capacity increases that were funded and scheduled to open early in FY 1985. The Facilities Division was also called on to carry out two court-ordered executions during this year. 
 
policies and regulations, resolving problems and ensuring that high standards of security, safety and sanitation are met. 
Transition Centers/ Women's Servic~s 
Beginning July 1, 1985, the administration of the Women's Correctional Institution and all transitional centers will be placed under one state supervisor. This supervisor will also act in an advisory capacity on special programming issues for female probationers. 
The transitional centers house men and women 
 
County and State 
 
serving the last four to six months of their sentence who qualify under the program's selection 
 
Institutions 
 
criteria. These community-based centers combine treatment with work release and provide counseling 
 
and guidance in consumer areas, life skills and 
 
There are 23 state and 28 county correctional 
 
community responsibility. Each resident is assist- 
 
institutions. One of these facilities is designed 
 
ed in gaining and maintaining employment. After 
 
for female offenders. The combined capacity of all 
 
residents are employed they are required to assume 
 
facilities is approximately 15,400 of which 560 are 
 
the cost of their room and board at the center. 
 
female. 
 
They become responsible individuals, contributing 
 
State and county correctional institutions for 
 
to their own upkeep, assisting their families, 
 
male offenders are directed and assisted by three 
 
paying taxes and in general becoming productive, 
 
state supervisors. The North Georgia supervisor is 
 
non-criminal citizens. A major change in June 1984 
 
responsible for 10 male institutions having a com- 
 
was the consolidation of Andromeda with the Atlanta 
 
bined official capacity of almost 6000 inmates. 
 
Advancement Center. This facility will be known as 
 
The South Georgia supervisor is responsible for 12 
 
"Atlanta Advancement Center, Unit I and Unit II" 
 
male institutions with a capacity of 5800 inmates. 
 
and operationally and programmatically will be 
 
The county supervisor is responsible for 28 insti- 
 
operated as one facility. 
 
tutions with a combined capacity of 2500 inmates. 
 
The capacity for all transitional centers is 463 
 
These personnel work closely with institution 
 
residents, 212 of which are women. The financial 
 
superintendents, issuing and implementing new 
 
impact of resident employment for FY84 is summa- 
 
8 
 
 rized below for the five Georgia transitional centers: 
TRANSITIONAL CENTERS 
 
Resident Earnings Taxes Paid 
Room & Board Paid Back to State 
 
$1,557,646 $ 272,789 
$ 388,416 
 
Over the last few years, there has been a significant shift towards COIIIIIUDity-based housing for women offenders. At any time approximately one-third of the female offender population is housed in these centers. An tmportant development for Women's Services in FY84 was the implementation of the Parent Nurturing Program ior Incarcerated Mothers and their children. This program of support and parenting education involves groups of mothers at the women's institution and the transitional centers, and was developed with the University of Georgia's School of Social Work. 
 
inmate population. The unit investigates and assists in the resolution of inmate problems and ensures the availability of formal channels of communication and conflict resolution. During FY82 this unit handled over 9,000 separate pieces of correspondence. This amount increased to over 11,000 in FY83. In FY84 this number increased again to 15,000. 
Offender Administration 
The Offender Administration Unit is responsible for receiving offenders sentenced to be incarcerated, monitoring their movements within the system and assisting their return to the community. The division administers these functions through utilization of classification procedures and within the framework of the Earned Time System. 
This unit has also been the primary focus for implementation of House Bill 505. At the time that the Earned Time System terminated on January 1, 1984, this unit converted a massive inmate management system to entirely new procedures. 
An extremely large volume of inmate transactions is conducted by this unit each year. The level of activity for FY83 and FY84 is summarized below: 
 
INMATE TRAMSACTIONS 
f.Ul 
New Sentences Received 12,407 
 
Ull 
12,54$ 
 
Releases Processed 
 
11,542 11,690 
 
Jail Subsides Paid 
 
$888,000 $375,727 
 
Inmate Flies Established 11,013 10,860 
 
Inmate Files Closed Out 11,891 12,346 
 
At the Georgia Women's Correctional Institution, an additional 200 beds were established in modular units at Colony Farms, adjacent to the main facility. A new 100-bed special management unit will become operational in FY85. An exciting activity at the ~men's prison this year was the production by the women of their original play "Windows," which was performed at the Academy Theater in Atlanta as well as other locations. 
Inmate Affairs 
The Inmate Affairs Unit handles all complaints, grievances and correspondence generated by the 
 
 
 July 1, 1983 - June 30, 1984 $500 ~----------------------- 
 
$450 
 
$400 
 
$350 
 
'il $300 
'tl J: 
~ $250 
::J 
c.c0: $200 
 
$150 
 
$100 
 
$50 
 
$0 
 
ANDR 
 
ATL AD 
 
IZZJ EARNINGS 
 
SAV AD t.fACON TR t.fETRO TR N. HORZ 
 
lSS} TAXES 
 
fZ:ZI Rt.f & BD 
 
ID 
1111 ~ 
~7 
.o;.l.r.i'da 
~~~~ 
CliO 
l:ail..t: 
tJ 
lri 
 
PRISON POPULATION, 1970-1984 
 
17 
 
18 
 
15603J.558~ 
 
15039 r7) f'7": 
 
Ul 
 
V/tV/1~ 
 
14- 
 
13 
 
12 
u 
 
P'71 1o955 
 
1145 9 
r7"A 
 
1r171/'8"72..19.4 
 
11727~~~~-.~~~~~~t7'7rf~~ 
 
10 
 
8 8 7 8 
 
~ 
 
4 
3 
 
2 1 0 
70 71 72 73 74- 7~ 78 77 78 78 80 81 82 83 "' 
 
YEARS 
 
NOTE: Prison Population total on this graph does not agree with the computer-compiled Profile of State Offenders {see Appendix) because the graph ia drawn using head-count figures reported directly by the institutions, whereas the Profile is compiled from admissions and releases reports submitted by the institutions. 
 
10 
 
 NEW ADMISSIONS BY CRIME AND RACE 
FISCAL YEAR 19M 
 
NON-VIOL 
 
VIOL 
 
PROP 
 
DRUG 
 
TOTAL ADMISSIONS: 11,781 
 
IZZI WIIITE 
 
ISSI NON-WHITE 
 
OTHER 
 
NEW ADMISSIONS 
FISCAL YEAR 19M 7 
 
8 
 
ID 
 
2: 
 
.0.. 
 
....ID 
II" 
 
:I'd 
 
~~ 
ltdl 
 
00 .l:l 
 
3 
 
II: Eo< 
 
1111"" 
 
Ill 
 
:1 
 
2 
 
:J 
 
2: 
 
1 
348 
87 0 
MISDEMBANOR 
 
122 
 
FELONY 
 
MISDBMBANOR 
 
TOTAL ADMISSIONS: 11,791 
 
IZZI MALE 
 
ISSI FEMALE 
 
11 
 
5388 FELONY 
 
 FYa4 AD"ISSIONS TO PRISON 
 
NEW AD"ISSIONS FRO" COURT PAROLE REVOCATIONS PROBATION REVOCATIONS !TOTAU PROBATION REVOCATIONS IPARTI SERVING ELSEWHERE 
 
JUL AUG SEP OCT NOV DEC JAN FEB "AR APR "AY JUN TOTAL 566 515 579 5a4 593 539 540 654 667 5a3 654 572 7046 102 135 106 117 111 90 141 151 135 151 157 143 1539 
a 3 9 6 2 6 10 4 a 3 6 3 6a 201 264 2a0 258 248 231 282 28a 282 261 263 232 3090 
1 3 4 4 9 1 4 3 6 4 4 5 4a 
 
-----TO-T-A-L---------------------------------a-7-a----9-2-0----9-7-a-----96-9-----96-3-----a6-7-----97-7----1-1-00----1-0-9-a---1-0-0-2---1-0-a4-----9-55---1-1-7-91-- 
 
FY84 DEPARTURES FRO~PRISON 
 
JUL AUG SEP OCT NOV DEC JAN FEB "AR APR "AY JUN TOTAL 
 
SENTENCE EXPIRED 
 
292 341 335 285 322 323 316 309 312 311 327 325 3798 
 
COK"UTED BY PAROLE BOARD 
 
0 0 100 2 10 0 10 16 
 
PAROLED 
 
345 368 469 492 525 590 444 457 561 529 565 456 sao1 
 
CONDITIONAL RELEASE 
 
0 10 0 0 2 10 13 0 0 a 
 
DIED IN PRISON 
 
1 3 1 2 1 1 1 4 2 4 2 5 27 
 
EXECUTED 
 
0 0 0 0 0 10 0 0 0 0 0 1 
 
A"ENDED TO PROBATION 
 
7 8 5 2 11 11 3 6 9 9 0 2 73 
 
"OTION FOR NEW TRIAL 
 
1 1 3 4 2 2 8 1 3 8 1 3 37 
 
NON-CUSTODY 
 
3 0 3 3 5 2 1 2 1 2 0 1 23 
 
CO""UTED BY THE COURT 
 
4 3 4 2 2 4 2 0 2 3 1 1 2a 
 
YOUTHFUL OFFENDER CONDITIONAL RELEASE 56 61 57 74 50 49 19 19 26 15 10 3 439 
 
CONDITIONAL TRANSFER 
 
11 23 10 6 27 13 10 18 24 20 24 26 212 
 
RE"ITTED TO PROBATION BY PAROLE BOARD 0 1 0 0 0 1 1 0 0 2 1 0 6 
 
SPECIAL REPRIEVE BY PAROLE BOARD 
 
181 157 120 104 109 110 131 131 11a 92 103 71 1427 
 
SUPERVISED REPRIEVE 
 
00 100 00 00000 1 
 
PAROLE REPRIEVE 
 
8 2 0 0 0 0 0 0 0 0 0 0 10 
 
PAID FINE 
 
0 1000 00 00 000 1 
 
SENTENCE OVERTURNED WHILE OUT TO COURT 0 0 0 0 0 0 0 0 0 0 0 36 36 
 
-TO-T-A-L--------------------------------------90-9-----97-0----1-0-09-----97-4----1-0-5-4---1-1-11-----9-38-----9-47----1-0-5-9----9-99----1-0-3-4----9-30---1-1-9-3-4- 
 
FYa4 ESCAPES I APPREHENSIONS 
 
ESCAPED APPREHENDED APPREHENDED I"ONTHI 
 
JUL AUG SEP OCT NOV DEC JAN FEB "AR APR MAY JUN TOTAL 22 20 19 15 12 1a 8 18 9 13 16 29 199 20 23 1a 16 17 17 20 21 13 18 13 27 223 10 13 12 10 7 9 7 13 7 11 10 21 130 
 
TOTAL NU"BER APPREHENDED DOES NOT NECESSARILY REFLECT THOSE ACTUAL ESCAPEES FOR APARTICULAR "ONTH. "APPREHENDED I"ONTHI" REFLECTS THSE ESCAPEES RECAPTURED DURING THE ACTUAL "ONTH OF ESCAPE. 
 
SOURCE: IN"ATE DATA SYSTE" CO"PUTER INFOR"ATION "ANAGE"ENT CENTER 
12 
 
 County Correctional  Institutions 
e State Correctional Institutions A Diversion Centers 
* Transitional Centers 
COLQUITT 
THOMAS 
FLA. 
GEORGIA CORRECTIONAL FACILITIES 
13 
 
 GENERAL SERVICES & SUPPORT 
 
The General Services & Support Division provides 
the basic business, planning and personnel functions of the agency so that the operational divisions can carry out their missions in the service areas with minimal problems. 
The division performs a variety of functions to ensure that the agency does the best possible job of meeting legal requirements in the most efficient manner. At the same time, the division must guarantee that the employees are treated as important individuals and that they are provided with the adequate services and training necessary for performing their jobs. 
Although federal, state and other regulation requirements are a primary concern of the division, it also has the responsibility of reviewing and initiating new ideas in order to maintain a progressive posture in dealing with strenuous requirements and limited resources. 
 
the projects as possible. The unit also administered the Financial Aid to 
Counties Program which awarded state grants to six counties, totalling more than $474,000, for the purpose of increasing bedspace available for state inmates housed in county correctional institutions, through the construction/renovation of the county correctional institutions. 
Federal and county funds exceeding $800,000 were awarded to the department in FY 1984 for the purpose of: 1)providing educational programs for inmates and 2) for assisting offenders in obtaining gainful employment. These funds were awarded/contracted to DOR by the State Department of Education, Baldwin County, Habersham County and Lee County. 
 
Accounting 
 
The Accounting Office keeps records on all expenditures made by departmental budget units; issues checks for funds on deposit; prepares the department's semi-monthly payroll; and compiles and submits fiscal reports concerning the monetary resources of the Department of Offender Rehabilitation and the State Board of Pardons and Paroles. It provides necessary documentation to the State Department of Audits as required by law and departmental rules and regulations. 
FY 1984 
 
Documents Entered Into System 
 
136,383 
 
Total Checks Issued 
 
54,701 
 
Special Services Unit 
During FY 1984, the Special Services Unit assisted in the administration of the Local Jail Improvements Program, awarding $400,000 to 39 counties across the state. The purpose of the program was to financially assist local jails in accomplishing much needed facility repairs/renovation, using state inmate work crews for as many of 
 
Budget 
This section has responsibility for the development of the agency's annual budget which is derived from their evaluation of a need or a request from all units in the department. The last budget submission totaled over 1100 pages. 
After submission of the request, the budget office monitors the progress of the request through its many steps prior to its becoming an appropriations bill. This requires the constant preparation of additional justification documents to support the agency's request. 
During the year, expenditures are monitored and problems are reported to the proper managers. If adjustments are required, amendments are prepared. (See financial data in appendix.) 
14 
 
 Planning 
The Planning Section has continued to focus its efforts on developing strategies for managing the continuing growth of the inmate and probationer population and on planning for more effective and efficient use of the agency's resources. Projects have included planning to build or renovate institutions, monitoring security staffing requirements at Georgia State Prison and developing a methodology for programming both for the overall inmate group and for sub-groups that present special management problems. 
A master plan for developing diversion programs was completed and development of a similar longrange plan for transitional programs has begun. Planners have participated on a variety of task forces addressing correctional industries' development, inmate manpower and training, and a variety of other issues. 
The graphics artist's work has expanded to include computer graphics support. Production of visual displays for presentations and documents, charts and graphs for the annual report and displays for employee awards program activities have continued. 
Purchasing/ Administrative 
Support 
The department's central procurement and property control functions are coordinated by the Purchasing and Administrative Support Section. In FY 84, 23,157 purchases with a value of $15,870,000 were processed. The section served as department liaison to the Department of Administrative Services and conducted audits of rules and regulations. The section also provides the motor vehicle computer management system for capture of all vehicle expenses in the department. 
In FY84, the Care and Custody Unit continued to provide a system for the issuance and replacement standards on all inmate and officer supplies. A statewide uniform warehouse was expanded for the issuance and control of all correctional officer uniforms. This program is designed to meet the care and custody needs for all state correctional facilities in a consistent and systematic manner. Savings to the department through the control and warehousing of uniforms in FY84 totalled $250,000. 
The department's Contract Administration Unit was formed to provide policy and guidance on all DOR contracts so that a standard format and procedures are utilized on any binding agreement. 
This section is also responsible for DOR's statewide records program and acts as the department's telecommunications coordinator. 
 
Personnel 
Personnel administration of state employees is governed by a large body of federal and state law, State Personnel Board Rules, and department policies and procedures. The department's personnel office serves as both the employee advocate and the management office to assure that this important resource is handled with fairness and efficiency. The Personnel Office handles all changes in pay and status, monitors all hiring and promotion, assures that equal employment opportunity is a reality and administers the grievance and disciplinary systems. 
DOR's personnel staff supports the second largest state department in Georgia with over 6200 positions. The growth continues as reflected below. 
EMPlOYEE GROWTH 
 
FY82 FY83 FY84 
 
No. Classified 
Positions 4,817 
5,681 
6,201 
 
Increase Over 
freyious Xear 
643 
864 
520 
 
Staff Development 
and Training 
Staff Development and Training continued to meet the increased demand for training during FY84. Total training increased from the FY83 level of 1,497 sessions for 14,464 trainees to a FY84 level of 1,887 sessions for 17,379 trainees. 
During this fiscal year, staff training began working with the Georgia Peace Officer Standards and Training Council to conduct a comprehensive job task analysis for correctional officers working in state and county institutions. Over 900 line officers and 200 supervisors were surveyed. The results of the survey and the subsequent data analysis will be the basis for revising the current Basic Security Training Course during FY85. 
The Field Training Unit was reorganized during FY84 into a single unit from its previous alignment of Northern and Southern districts. During this year, Field Training conducted 372 sessions for 5,022 trainees. 
Training continued to progress at Georgia State Prison during FY84. A full-time training staff was assigned to Georgia State Prison to meet the increased training requirements mandated by court order. During FY84 training staff provided 142 
 
 sessions for 2,131 trainees, FY84 was the second year of operation for the 
Training Records Management System. During this tiJDe, staff training was able to utilize the data and realized the benefit of the system in the areas of planning and budget. 
During this fiscal year, the Data Management Section maintained a data base for tracking all training occurring across the state. This involved entering a total of 57,253 transactions reported from all training locations. This section provided monthly training activity reports and quarterly comparative training activity reports. It also handled the processing of all financial documents to accounting and the bookkeeping support functions. Further, it processed all purchases for the entire training operation. Finally, this section worked with the Merit System to enhance and refine the Training Data Base Program. 
 
tional officers. Once sufficient data has been accumulated to correlate with actual job performance, the results of the inventory will be utilized as a part of the selection process. 
Job satisfaction questionnaires have been completed by all uniformed personnel and medical personnel as well as all ce~tral office staff. For the past year, exit questionnaires have been completed by employees leaving the department. Information from these questionnaires wi 11 be used to formulate recommendations for action, designed to bolster employee morale in areas where it is low. 
The Assessment Center program is currently being extended to supervisory positions other than security. Selection of more qualified supervisors together with the revitalized supervisory training classes will improve the department's ability to achieve its mission. 
Development of a diagnostic assessment center for 
 
Recruitment and Staff Assessment 
During it~ first year as a separate unit, a number of significant achievements have been realized by the Rer.ruitment and Staff Assessment Section. Most importantly, by developing and analyzing employment statistics, the section has been able to focus the attention of the department on the scope and the negative impact of employee turnover. An increasing number of programs are now being implemented to correct this problem. At the same time, recruitment strategies have been developed for those institutions which traditionally have had difficulty hiring correctional officers with appropriate experience. 
Research activities of the section have expanded rapidly during the past year. A psychological inventory is now administered to all new correc- 
16 
 
wardens and deputy wardens is being formalized. This will allow specific assessments to be made on 
each key manager; after the assessment results are finalized, an individualized management development program will be developed and customized for each warden or deputy. 
Finally, the section has had an impact into the Certified Public Manager Program which is jointly sponsored by the State Merit System and the University of Georgia Institute of Government. Utilizing assessment center-like exercises, a three-day prison management simulation was developed as the last week in the Certified Public Management Program. Participants from across the state have the opportunity of simulating the running of a prison facility complete with budget, personnel, EEOC, inmate and staff management problems. A composite site and mythical department was created for the simulation, which has received positive responses from both in-state participants as well as from out of state. 
 
 Refe renee/ Resource Center 
The department continued to provide library services to two populations: DOR staff and inmates. 
In FY84, the Reference/Resource Center provided informational services to staff in all of DOR's six divisions. More than 1100 items were circulated, and nearly 250 information requests were responded to. 
Long-needed upgrading of inmate library services began in FY84 with a Library Services Construction Act grant. NOTE: Effective July 1, 1984 this section was moved to the Technical Services Division. 
17 
 
 INTERNAL AFFAIRS & ASSESSMENT 
 
The Internal Affairs & Assessment Division is charged with the general overview responsibility of ensuring, through its individual sections and their specialized mission, the integrity and quality of the department's administration/management, operations, fiscal and program components. Each of the six sections -- Evaluations; Fiscal Audits; Internal Investigations; Inspections (includes the DOR fire 
marshal and the inspector general); Systems & 
Statistics; and Operations (includes policies and procedures and rules and regulations) -- have the responsibility to identify problemmatic or deficient administrative or operational areas. To accomplish this, the division utilizes applicable laws, codes, rules and regulations, policies, planning documents and accepted standards of practice. The process does not stop with problem identification alone, as the staff are very much involved in attendant solutions by way of making corrective recommendations, initiating proposed regulations or policies for review, providing investigative and evaluative reports, and providing the capability for automated information retrieval upon which management can make decisions and/or take corrective action. 
 
of the year, DOR's top management moved to create a separate section called "Evaluation," w:f th a director reporting directly to the deputy comissioner of IAAD. The enhanced autonomy of the section promises an even more responsive relationship between the section and management throughout the department. 
 
Evaluation 
 
The Evaluation Section has traditionally served a monitoring and quality control function w:f thin the agency. To that end, the section provides agency policy-makers and managers with timely and accurate information on the operational and programmatic performance of selected departmental activities. That information may take one of several forms, differing both in terms of complexity and approach. Perhaps the most typical is the formal long-term evaluation. 
During the past year, staff have designed and carried out eight major evaluations in the areas of Intensive Probation Supervision (IPS), transitional centers, mental health services to inmates and training for center staff. These evaluations often have a strong research component, frequently answering questions of national importance in the field of corrections. The IPS evaluation, for example, expands our knowledge about the efficiency of an intensive, community-based punishment/treatment model for offenders who would have gone to prison had the program not been operative. The mental health evaluation presents Georgia with its first methodology for comprehensively evaluating mental health services in prison. 
As FY84 drew to a close, the Evaluation Section 
,. increasingly took on an identity of its own within 
the Office ef Research and Evaluation. By the end 
 
DOR Fire Marshal 
The fire marshal is responsible for a statewide fire safety program which has as its basic goal meeting the mandated compliance of federal and state laws, fire safety codes and departmental rules, regulations, policies and procedures. Because of overcrowded conditions experienced during the fiscal year, fire safety was a major concern to the department administration. 
During FY84, the DOR fire marshal conducted three institutional fire safety inspector classes and five basic fire fighter classes. Basic and refresher courses were provided to all institutional fire inspectors and fire fighters. 
As a part of his duties, the DOR fire ~~arshal also conducted testing of blankets, pillows and mattresses used in DOR facilities. He also worked with institutional staff to develop evacuation plans for local facll ities, and coordinated mutual aid arrangements with local fire departments to provide emergency backup fire fighting capabilities. 
 
 Inspector General 
The inspector general conducts on-site inspections of state and county facilities and offices which are under the jurisdiction of the Department of Offender Rehabilitation. 
It is the responsibility of the inspector general to determine if applicable laws, regulations, policies and procedures governing DOR activities are being adhered to; to determine whether legal requirements are being met with respect to security, safety of premises and persons; that health needs are being met as demonstrated by proper sanitation and adequate medical care; and to identify corrective action resolving flagrant abuses and deficiencies. 
During FY84, 55 facilities were inspected, including 16 state institutions, 24 county institutions and 15 coDIIIUDity centers. In addition, several follow-up visits were accomplished to review corrective action taken on previously discovered deficiencies, and to offer assistance in resource identification and acquisition. Following each inspection, a formal written report was produced. 
 
Trust accounts were audited during the fiscal year and on June 30, 1984, the following balances were reflected: 
 
$7,251,410 565,995 
 
In Probation Offices 
In Correctional Institutions 
 
434,794 In Center Facilities 
 
$8,252,198 Total Trust Funds on Deposit 6-30-84 
 
Systems and Statistics 
The Office of Systems & Statistics is responsible 
for planning, design and maintenance of departmental computer operations to include a highly complex and many faceted inmate and probation mainframe data base system and numerous smaller computer systems. 
 
Fiscal Audits 
 
The fiscal audit section examines fiscal records of the field units and other areas as required for completeness; adherence to generally accepted accounting procedures; control of funds and property; accuracy of data generated; and adherence to department policy, rules and regulations and laws. 
During FY84 the section conducted: 
 
* 120 audits of probation offices 
 
* 32 audits of center facilities 
 
* 35 audits of correctional institutions 
 
* 3 special audits of: (a) investigation 
 
of break-in of the Elberton Probation 
 
Office, (b) reconciling accounts and 
 
correcting problems with Fulton County Probation Office, (c) reconciling accounts and identifying problems with 
 
The major projects and accomplishments during FY 1984 are summarized as follows: 
 
DeKalb County Probation Office. 
 
1. Made operational a new "state-of-the-art" 
 
The section serves to gather information, analyze 
 
probation data base sy~tem. 
 
the fiscal records and pass this information on to 
 
managers and administrators in the form of audit 
 
2. Completed preliminary design and initiated 
 
reports. These reports, to be used as a tool to 
 
work on development of a new inmate data base 
 
improve fiscal operations by managers, require a 
 
system. 
 
written response from the unit maintaining such re- 
 
cords. The Internal Audit Section serves to gather 
 
3. Completed the plan for and initiated work on 
 
information for and share with the State Department 
 
a statewide institutional management system for 
 
of Audits and Accounts as requested. 
 
DOR's state institutions to provide stand-alone 19 
 
 computer systems to meet the ever-increasing demands. 
4. Provided statistical and research information to the operating divisions of DOR and to the executive and legislative branches of government as well as other interest groups. 
Operations 
The purpose of this office is to assure the commissioner and the Board of Offender Rehabilitation of the implementation of statutory, judicial, policy and administrative requirements in DOR. 
During this fiscal year, the section assessed the impact of 1984 laws, court decisions and opinions of the attorney general upon board policy, rules and regulations and management practices and procedures. 
This office monitored the implementation of legal and administrative requirements and worked with DOR managers in the translation and implementation of 28 laws through various components of the document structure. Consultation was provided on the basis of requests from citizens as well as staff. As part of the implementation function, a major revision of the Rules of the Board of Offender Rehabilitation was promulgated. 
This office provided indicated liaison on rules and regulations with the Office of Attorney General, the Office of Legislative Counsel and the Office of Secretary of State. 
 
Internal Investigations 
 
The Internal Investigations Section is made up of 
 
two areas 
 
the intelligence area and the 
 
investigative area. 
 
The intelligence area collates and disseminates 
 
intelligence data in order to maintain a current, 
 
workable data base to assist in the detection of 
 
illegal activities within the jurisdiction of this 
 
department, and in conjunction with various federal, 
 
state and local law enforcement agencies. 
 
During FY84, intelligence data was gathered and 
 
maintained concerning activities detected involving 
 
escape plans, riots, disruption, smuggling and traf- 
 
ficking of contraband, organized crime and other 
 
violations of state law or departmental rules, and 
 
those inmates involved in subversive groups or 
 
activities. 
 
The investigative area is designed to detect 
 
violations of rules and regulations of the depart- 
 
ment and laws of the state. The investigative area 
 
has the responsibility of conducting both criminal 
 
and non-criminal investigations involving inmates, 
 
institutions and employees. 
 
During FY84 this unit investigated 350 incidents 
 
within the Georgia prison system. These incidents 
 
included homicides, group disturbances and disrup- 
 
tions, aggravated assaults, sexual offenses, thefts 
 
of state property, arson, employee malfeasance, 
 
drugs, escapes, other civil litigation and possible 
 
violations of the Guthrie suit. In addition to the 
 
350 investigative reports, the unit reviewed 1,556 
 
Use of Force Reports. 
 
The director of Operations is the emergency coordinator for DOR with the Georgia Emergency Management Agency in natural disaster and nuclear emergency plans. These plans were reviewed, updated and disseminated. 
20 
 
 PROBATION DIVISION 
Classification and workload information are retrieved from the data base that has been revised and updated. Many changes in forms and procedures have been implemented to record information for improved decision-making. The instruments used were validated by an outside research and evaluation team. 
The following statistics are taken from the Probation Caseload/Workload report for the fiscal year 1984: 
 
Through a statewide network of 100 probation offices and 13 diversion centers, the Probation Division provides essential services within the criminal justice system to bring about socially accepted behavior of convicted offenders that ensures the welfare of the citizens of the state. 
This is ac=omplished by developing plans of action that address probationers' individual needs and that involve intervention strategies such as surveillance, counseling, agency referrals, collection of fines, restitution and community service. 
During 1984 the responsibilities of the Probation Division were carried out by various organizational components. 
Probation Classification/ 
Workload Management 
System 
The purpose of case classification is: (1) to improve the effectiveness of service delivery to the probationer; (2) to develop a uniform standard for classification on a statewide basis; and (3) to provide a data base for budgeting and staff development on a workload rather than a caseload model. 
Since the system was implemented in July 1982, the Probation Division has a standard description of the number of cases, the standards of supervision, and an allotment of time to assess the delivery of services and to identify the circuits that require additional personnel to meet the workload. During the fiscal year, the information on each probationer has been made part of the Probcscion Management Information System which is the data base for historical as well as a current tracking system. 
Zl 
 
le.Y.~l 
Intensive Maximum High Medium Minimum Administrative Financial Other 
 
.ltumb~r. 
600 4,613 12,750 20,489 13,422 6,462 11,925 7,974 78,2 35 
 
~ r.c.e.nta.g.e. 
.8 5.9 16.3 26.2 17.2 8.3 15.2 10.2 100.0 
 
FY 1914 Collections 
 
Total anaovlll of restitution 
 
$ 3,210,244 
 
Total anaount of fines 
 
12,427,159 
 
Total anaount of child support 19,969,315 
 
TOTAL 
 
 35,606,701 
 
Other Workload Statistics 
 
Lons lorna presentence lnvestlsatlon 5,452 
 
Short forM prese11tence l11vestlsat1on 3,074 
 
lecord checks 
 
37,372 
 
Outofstate lnvestlsatlon 
 
2,346 
 
Psycholoslcal reporh 
 
1,644 
 
Court tlnae (hours) 
 
91,175 
 
UIESA cues 
 
13,701 
 
 0~~~~~~~~~~~~CM~~~~~~3~N3~~~~~~~D 
GEORGIA PROBATION DISTRICTS 
22 
 
 The year 1984 also produced the following statistics: 
 
REVOCATIONS 
 
Technical 
 
1,270 
 
New Crime/Conviction 
 
1,264 
 
New Crime/No Conviction _1JJU 
 
TOTAL 
 
3,1 us 
 
ABSCONDERS 
 
Tolled 
 
306 
 
Non Tolled TOTAL 
 
1.15 3 1,459 
 
Diversion/Restitution 
Center Program 
The Diversion/Restitution Center Program has grown in the past decade from one Federally-funded "half-way" house to 14 state-funded diversion centers. Three additional centers are planned currently. 
The diversion center program has as its major thrust the supervision of offenders who would typically receive a prison sentence. In lieu of incarceration, a judge may sentence an offender to a minimum of 120 days at a diversion center. While at the center, the offender will maintain full-time employment, earnings from which room and board assessments, restitution, court costs and fines, medical and dental costs and dependent support are deducted. While a resident of a diversion center, an offender is also involved in counseling, in-house life skills and educational programs, and services are provided by community agencies as need is identified. 
The following earnings and disbursements statistics detail the financial activity of diversion centers in FY 1984. 
 
Probation field operations continue to grow as basic probation is a sentencing option available to the judiciary. The past year has seen the process of assuming the Fulton and DeKalb Counties independent probation systems into statewide field operations which also increases the caseload and workload. There are 25,940 probation cases in Fulton and 9,014 probation cases in DeKalb. 
Each level of supervision has an accompanying standard number of contacts. The intens:fve level has five contacts per week by the team of probation officer and surveillance officer. The other levels have the required statewide standards as follows: 
 
LEVELS OF SUPERVISION 
 
Maximum High 
Medium 
Minimum Financial - 
 
4 contacts per month Monthly face-to-face/one 
field contact Monthly telephone contact/ 
quarterly face-to-face Monthly telephone contact Child support payments 
(weekly &monthly) 
 
The administative category involves those cases that with court approval are receiving no direct probation superv1s1on. The other category includes new cases pending classification and those who have absconded or who are serving concurrent prison sentences. 
 
23 
 
Earnings and Disbursements 
Resident Gross Earnings .............. $3,169,927 
Resident Taxes Paid ................... $ 576,109 
Resident Room and Board ............ S 998,978 
Resident Dependent Support ........ S 276,354 
Resident Payment of Restitution....$ 167,129 
Resident Payment of Court Fines S 433,658 
Resident Community Service ........$ 43,776 
DI\~RSION CENTERS 
* Provide relief for overcrowded prisons and jails * Are less costly than prison * Provide 24-hour-per-day structured supervision 
* Require offenders to work and to pay taxes, 
fines, restitution and room and board 
* Places burden of cost on offender rather than the 
taxpayer 
* Provide the court with means of restricting the 
offender's freedom 
* Address the public's demand that certain 
offenders receive a more harsh sentence than regular probation 
* Allow selected offenders a means of stabilizing 
their lives 
 
 * Allow an offender to remain a productive person 
through employment 
* Permit continued opportunity for family and 
community interaction 
 
Probation Fee 
Sentencing judges began imposing probation fees in March 1982. Fee payments range from $10-50 per month, dependent on the probationer's ability to pay. The revenues from the probation fee have been used to totally fund Georgia's Intensive Probation Supervision Program, 
Probation Fee 
 
FY 1983 Revenues FY 1984 Revenues 
 
$ 862,837 $1,660,977 
 
Intensive Probation 
Supervision Program 
In the continuing efforts of the Department of Offender Rehabilitation to ensure bed space in its state institutions for the violent and career criminal, intensive probation supervision plays an ever-increasing role. This program, recognized as the toughest "street" probation in the nation, has been used as a model in several other states as a means of providing community supervision to certain nonviolent offencers who typically would receive a prison sentence. By pro1iding strict, closely monitored supervision such as that found in the Intensive Probation Supervision Program, more prison space can be reserved for those offenders who need incarceration due to the threat they pose to society. 
The program, began b Georgia in FY 1983 in 13 judicial circuits, now is operational in 26 judicial circuits. Total yearly diversion capability is now 1,096. Particularly attractive - in this program is that all costs thus far have been paid by revenues from a probation fee which judges began imposing on many probationers statewide in 1982. Continued expansion of the program is expected to occur as probation fee revenues become available. 
Program Elements Include: 
* Minimum of 5 face-to-face contacts per week with 
the probationer 
* Mandatory curfews that are randomly checked * Routine drug/alcohol screens * Minimum of 132 hours of community service to be 
performed 
 
* Emphasis on employment and payment of court- 
ordered financial obligations and dependent support 
* Involvement and exchange of information with 
local law enforcement 
* Referrals to key community agencies for rehabil- 
itative services 
Special Alternative 
Incarceration Program 
This program is based on recognition of the fact that many young, impressionable male offenders (ages 17-25) need a short 90-day prison experience to understand the need for change in their lifestyle and criminal behaviors. The program is patterned after military basic training, with emphasis on physical labor. Very little idle or discretionary time is available to the offender in this program. If the offender abides by the rules and regulations of the Special Alternative Incarceration Program, he is returned to regular probation supervision at the end of 90 days. 
The SAI Program became operational in November 1983 at Dodge Correctional Institution. The capacity at opening was 50 beds. Due to interest in the program and its utilization by the judges, the capacity increased to 100 beds in July 1984. 
Community Services 
The establishment of Community Service programs, as a responsibility of the Probation Division within the Department of Offender Rehabilitation was mandated by Legislative Acts (Ga. Code 42-8-70 and DUI Legislative Ga. Code 40-6-39). By legislative definition, community service is "uncompensated work of an offender with an agency for the benefit of the community pursuant to an order by a court as a condition of probation." Community service programs offer the opportunity-to establish a fair and appropriate punishment. At the same time these programs present a clear alternative for offenders to do something constructive for the community, 
As a result of the legislation it was necessary for the Probation Division to coordinate the activities of the probation involvement in the Community Service Program. 
The Probation Division has developed general guidelines designed to provide clarity and 
Community service as a sentencing punishment option is being used more frequently by the courts as a condition of probation. A major effort is underway to provide technical assistance to circuits to implement, expand or enhance community service programs. 
 
 A computerized record-keeping system for documenting community service activities statewide has been developed for auditing purposes. 
Legislation, SB 447, was introduced and passed in the last session of the General Assembly to further clarify the community service liability exposure. 
The Community Service Program is well received by the public, therefore, we expect the growth of the program to continue. 
 
Community Service in Georgia: 
* Provides a middle range punishment option. * Promotes a work ethic approach to punishment and 
establishes accountability. 
* Benefits community in needed areas of service. * Is a highly visible program which fosters 
citizen and agency involvement. 
* Allows the offender to repay the community 
through work in its behalf. 
COMMUNITY SERVICE 
 
Number of probationers past fiscal year Community Service (Period - 6 months) 
 
3,340 
 
Number of hours served by probationers 
 
315,725 
 
Approximate labor value for Community Service work performed in communities (calculated at minimum wage of $3.35 per hour) 
 
$1,057,678 
 
NOTE: Figures do not include residents at Diversion Centers. 
Interstate Compact 
The purpose of the Probation Interstate Compact Office for probation is to serve as an agent for Georgia whereby all correspondence is received from the circuit offices and out-of-state compact offices. The office processes requests as follows: record checks, information for presentence investigations, requests for transfer of superv~s~on, progress and conduct reports and violation reports. 
As of June 1983 there was a total of 4,500 compact cases including Georgia and out-of-state cases. The office averaged receiving 2,400 pieces of mail during each month in fiscal year 1984. 
 
25 
 
 TECHNICAL SERVICES DIVISION 
 
The Technical Services Division includes Facilities Development and Engineering, Food and Farm Services and Programs. Each section's responsibilities is defined below. 
Facilities Development & Engineering 
The Office of Facilities Development and Engineering is responsible for the design, construction and maintenance management of all new and existing departmental facilities as well ES the management of all leased facilities. FDE is 1esponsible for implementation of DOR' s master plan for the in.creased delivery of services in a climate of increasing population, increasing construction costs ~nd formulation of minimum facility standards. 
This section is divided into five major areas: 
1. Design - Presently directing the design and development of five major institutions and two centers with an estimated value of $220 million. 
2. Facility Construction - Twelve million dollars was allocated to build the Forsyth Correctional and Training Facility which is currently under construction in Forsyth. A 100-bed high-security addition valued at $2.S million was added to the Women's Correctional Institution in Hardwick and is now near completion. Phase III of the Georgia State Prison Redevelopment project is soon to be completed. Construction costs for this project have totaled forty million dollars. 
3. State Inmate Construction Crew - Under the supervision of FD&E staff, the inmate construction crew has performed numerous construction projects, including the renovation of the Rivers Building, East in Milledgeville from an administration area into inmate dormitories and program space. 
4. County Inmate Construction Crew - Another inmate construction crew performs major renovation projects on local county jails in accordance with a SO/SO match of state and county funds. This project is a joint venture with the Department of Community Affairs. 
S. Maintenance - Responsibility for maintenance of 23 major institutions falls into this area. Also responsible for approximately $600,000 of Central Repair funds to be used at all facilities. In addition, inmate crews are used to undertake major repair projects such as roofing, heating system 
 
repairs, etc. Technical support and preventive maintenance program support is also provided. 
MAJOR ACCOMPLISHMENTS ACHIEVED IN FY 1984 
* Renovatior. by the inmate construction crew of the 
Rivers Building, East, adding 300 inmate cells to the system. 
* Completion of the Griffin Diversion Center. 
* Completion of 22 local county jail renovation 
projects by the county inmate construction crew during the first year of grant program operation. 
* The development of a standard plan for a warden's 
residence. 
Food and Farm Services 
The Food and Farm Services Section obtained funding in the FY84 amended budget for a new boar breeding barn, farm equipment shelter and vehicle maintenance facility at Rogers Correctional Institution. These projects are currently under construction. 
The department increased beef herd operations at Middle Georgia facility, Georgia Industrial Institution and Walker CI. 
Improvements were made at the Rogers CI Dairy by paving walkways and covering feed areas. This will increase milk production. 
New equipment was installed at the Rogers CI Cannery. Increased production of canned farm vegetables has been realized. 
Training programs have been developed utilizing departmental educa.tional facilities at the Staff Development Center in Forsyth to enhance continuing implementation of the Food Service Inventory System (F. S. I. S.). Twenty-two state prisons and centers are now using the system for data processing support coupled with a new master menu written by the department's registered dietician. The new menu allows for more accurate meal planning by the largest prison or smallest center. 
The FDU meat processing plant has been renovated to improve the production schedule and overall quality of meat products. 
Several improvements were implemented this year which have provided overall improvement to the food and farm service program. Warehouse inventory control has consistently improved during FY84. Institutional communication needs with the FDU have 
 
26 
 
 been improved statewide and have been of special importance to the Rogers 1 CI canning and slaughter plants. 
A medically prescribed diet program for inmates with nutritional deficiencies began in FY84 as a joint venture between this section and DOR Health Services. Two statewide food service workshops were completed to clarify the use of the new menu requirements. 
 
the individual's ability to adapt, thus decreasing the probability of his/her returning to prison. 
Chaplaincy 
The Chaplaincy program is responsible for meeting the religious needs of inmates. Chaplaincy programming includes inmate worship services, music 
 
Fa rrn Product Value to Cost C o 111 p a r i son 
 
FY--1984 Commodity: Beef, dressed lbs. Savings 
Pork, dressed lbs. Savings 
Eggs, Poultry Savings 
Milk, gallons Loss 
Vegetables, lbs. Savings 
Syrup, gallons Loss 
Orchard, lbs. Loss 
Melons, lbs. Savings 
Totals 
Total Savings 
 
Units of Production 
1298852 
 
Total Cost of Product $1,592,586 
 
Unit Cost $1.2261 
 
1286959 $1,198,495 $0.9313 
 
630217 
 
$458,246 $0.6639 
 
306301 
 
$605,234 $1.9759 
 
2777005 4155 
 
$346,572 $0.1248 $25,180 $6.0603 
 
30625 230328 
 
$32,317 $1.0552 $13,897 $0.0603 
 
$4,272,527 
 
Unit Value $1.820 $1.270 $0.740 $1.740 $0.330 $2.400 $0.540 $0.083 
 
Total Value 
 
Value to Cost Ratio 
 
$2,363,911 
 
1.48 
 
$771,325 
 
$1,634,438 1.36 $435,943 
 
$510,761 
 
1.11 
 
$52,514 
 
$532,964 ($72,270) 
 
0.88 
 
$916,412 $569,839 
 
2.64 
 
$9,972 ($15,208) 
 
0.40 
 
$16,538 ($15,779) 
$19,117 $5,220 
$6,004,111 $1,731,584 
 
0.51 1.38 1.41 
 
Programs 
The Programs Section of Technical Services includes the following areas: chaplaincy, counseling, education, recreation and library services. Each service area has its unique areas of responsibility and service with the general and shared mission of offering programs which will enhance an offender's skills and interests so that he/she has a better opportunity for rehabilitation during and after incarceration. The major objective of all rehabilitation programs is to identify the needs of the individual which might have contributed to his/ her incarceration, and through program channels offer tools which, if utilized, could contribute to 
27 
 
programs, Bible study classes, religious education, and pastoral counseling, as well as other activities to promote the spiritual growth of offenders who seek the services. In addition to providing pastoral services for offenders, chaplains provide assistance for staff and families as appropriate. The director of chaplaincy coordinates services rendered by 21 clinical chaplains, 11 contract chaplains working eight hours weekly, and five full-time volunteer chaplains. At any time approximately 35 percent of the inmate population is involved in chaplaincy programs. 
Major Accomplishments: 
(1) Enlisted six full-time volunteer chaplains. 
 
 (2) Developed a program leading to a diploma in Christian Ministry offered through the Georgia Baptist Extension Department. 
(3) An accredited clinical pastoral training 
program for DOR staff and interns will become completely operational at the Georgia Diagnostic and Classification Center during the fall of 1984. 
 
Counseling 
Counseling services are provided to offenders in correctional institutions and community centers throughout the state. Counselors contribute to helping the clients adjust to institutional living and problems inherently associated with living in confinement. Services are provided in conjunction with other staff to help people incarcerated within the system learn to develop adequate coping, personal and social skills so they can re-enter society able to become productive, tax-paying citizens. 
Basic counseling and case management serviceb include intake and orientation; individual and group counseling; specialized group services (e.g. drug/alcohol, parenting, sex offenders, etc.); service coordination with other agencies and within institutions/centers; advocacy in classification, disciplinary and grievance processes; crisis intervention; and pre-release preparation. There are currently 278 counseling positions in facilities throughout the state. 
This year there has been more technical assistance provided institutions/centers in the areas of budget, programs, etc; the refinement and additional funding of the Incarcerated Mothers Project; the stream-lining of the counseling case management reporting requirements; and increased participation of DOR counselors in the DHR DeKalb Addiction Center training program. 
 
During FY84 approximately 15,000 students were enrolled in academic and vocational programs. On the average, 100 students were awarded G.E.D certificates each month. Fiscal year 1984 was the first full year of operation of G.E.D. test centers within state correctional institutions. College programs were initiated at Walker CI, Augusta Medical Correctional Institution and Rogers CI, increasing the number of institutions sponsoring college programs to 21. This was also the first year of joint training and work experience supported by Vocational Education and Correctional Industries at Walker CI. Much activity was devoted to,W. identifying skilled inmates needed for departmental 
. 
 
Education 
 
Education services provided at state correctional institutions included academic programs ranging from reading readiness through GED certification. College programs were offered through agreements with various educational institutions. Library services and vocational and on-the-job training programs were available statewide. Special education programs were available at eight facilities and Chapter I ECIA programs were offered at four institutions. Academic and vocational programs emphasize the development of basic academic and vocational competencies required for personal functioning and for employment during the following incarceration. 
 
work assignments. Federal, state, and private grants funded eight separate projects managed by Education Services. 
Recreation 
Participation in the correctional recreation program is a vital part of the total treatment program as it eases tension and promotes the moral of participants. The socializing influence inherent in this program enables the participating inmates to gain a better rapport among themselves as well as 
 
. . . . . . . . . . . . . . ~ ....... ~~~~~~~ 
 
 psychology, chaplaincy, counseling, education, and social services. These professionals offer their 
unique skills in providing treatlllent to seriously disturbed offenders and habilitation services to the mentally retarded. 
Treatment and habilitation services are provided to inmates who are in the general population as well as to those who reside in supportive living units. The supportive living units are specialized beds for mentally disordered offenders who are unable to live in the usual prison environment and who require more intensive treatment. There are 467 such specialized beds in the system. During FY84 there were an average of 767 inmates per month receiving MR/MR services by mental health staff. 
 
with staff supervisors. At the same time , it provides a meaningful outlet for offenders during leisure hours. During FY84 intramural programs continued at all state correctional institutions, as well as some county correctional institutions and community based treatment centers. Programs include basketball, soccer, volleyball, softball, flag football and table games such as pool, table tennis, checkers, chess and cards. 
Special projects which have been initiated during the year by the recreation department include establishing a Statewide Recreational Manual and developing standardized staffing patterns based on specialized programs available at the institutions. 
the state institutions have been divided into class AAAA, AAA, AA: Diversion centers are class A and county institutions are class B. These classifications are for state tournaments. 
the state tournaments for the state institutions include: softball, volleyball, summer olympics, winter olympics, boxing basketball, flag football, drama and music festival. 
lbe drama festival winner was ''Windows" by Georgia Women's Correctional Institution at Hardwick, Georgia. They have performed to many different audiences since winning. 
the recreation program is now working closely with the mental health staff in the level 3 and level 2 institutions providing therapeutic recreation activities for the MR/MR inmates. 
 
Hlshllshts of Mental Health Services for FYI4 
During this fiscal year 20 additional mental health beds became available at Coastal Correctional Institution. The mental health unit at Augusta 
Correctional & Medical Institution became opera- 
tional and further expanded service capability to an additional 50 offenders. 
the department finalized an agreement with the Department of Human Resources to provide initial mental health evaluations on offenders found "guilty but mentally ill." The information provided will improve the screening and treatment process for this class of offenders when implemented in the fall of 1984. 
the administration of MH/MR services was enhanced with the appointment of a full-time mental health director and the subsequent merging of this section with Health Services. As a result, significant progress was made in the development of standards and a systems approach to the delivery of mental health services. 
Note: In order to more closely align the functions of this section with the Physical Health Services Section, Mental Health was moved to the Health Services Section of the Executive Operations' Division effective July 1, 1984. 
 
Mental Health Section 
lbe mission of the mental Health Services Section is to provide necessary mental health care and mental retardation services to offenders who have a diagnosable and treatable mental disorder. As part of the health care service delivery system, treatment is provided through an interdisciplinary effort consisting of personnel from medical professions, 
2. 
 
 APPENDIX 
 
 HEALTH SEF~VICES BUDGET DISTRIBUTION 
F"Y' 84 $1 6,51 2,326 
REG. OPERAT. (7.0%) OUTPAT. SERY. (14.6%) 
 
INPAT. CARE (20.3%) 
 
PERSONNEL (57.1%) 
 
JAILS, EQUIP, ADMIN 
 
Name of Institution 
Augusta C.M.I. Central C.l. Coastal C.l. i Dodge C.l. G.D. & C.C. G.l.l. G.S.P. G.T. & D.C. Lee C.l. Lowndes C.l. Metro C.l. Middle Ga. C.l. 
Youthful Offender Unit Men's Unit Women's Unit Rivers Unit Montgomery C.l. Putnam C.l. Rogers C.l. Rutledge C.l. Stone Mountain C.l. Walker C.l. Ware C.l. Wayne C.l. 
Totals and Averages 
 
Correctional Institutions 
 
Number of Inmate Days and Average Daily Cost 
 
FY84 
 
+Total 
 
Expenditures 
 
Average 
 
Inmate 
 
(Excluding Capital 
 
Inmate Count 
 
Days 
 
Outlay & A.L.R.) 
 
446 604 739 315 1,429 1,503 770 254 567 124 678 
 
162.790 220,460 269,735 114,975 521,585 548,595 281,050 
92,710 206,955 
45,260 247,470 
 
10.635,806 4,910,950 6,258,361 3,543,097 
12,091,030 13,552,000 18,613,955 
2.517,238 4,825,308 1,416,931 6,046,790 
 
891 622 549 705 413 113 354 609 223 348 105 191 
12,552 
 
325,21-5 227,030 200,385 257,325 150,745 
41,245 129,210 222,285 
81,395 127,020 
38,325 69,715 
4,581,480 
 
8,568,858 5,168,975 5,802,435 6,392,177 3,051,313 1,190,478 3,306,690 5,615,833 1,929,930 2,688,714 1,216,336 1,681,061 
131 ,024,266 
 
30 
 
+Total Cost Per Inmate/Day . (Excluding Capital 
Outlay & A.L.R.) 
65.33 22.28 23.20 30.82 23.18 24.70 66.23 27.15 23.32 31.31 24.43 
26.34 22.77 28.96 24.84 20.24 28.86 25.59 25.26 23.71 21.17 31.74 24.11 
28.60 
 
 $5000 $4000 $3000 $2000 $1000 
$0 
 
Actual Programmatic Costs Per Inmate 
 FY83 $9,646 Q FY84 $10,439 
 
EMPLOYEE DISTRIBUTION 
 
9c 
'dddddd 
1 9 8 4 ~<g>~~<g>~~~ 
o1ddddddddddddd<QJbfdd 
 
999 
ddddddc 
1 9 8 3 W~9<g><g>W 
ddddddddddddddddddd~ 
 
999' 
 
~ 
 
ddddddc 
 
~ 1 9 8 2 9~~~~w~ 
 
dddddddddddddddddd~ 
 
99~ 
dddddc 
1 9 8 1 ~<g><g>~~~~ 
dddddddddddddddddddd<e 
 
99~ 
1 9 8 0 ddddc 
~<g><g>~~~~ 
ddddddddddddddddddddd~ 
 
T 
 
0 
 
2 5 
 
I 
 
I 
 
5 0 
 
7 5 
 
'WHITE MALE 
~ WHITE FEMALE 
cJ NONWHITE MALE 
9 NONWHITE FEMALE 
 
Percent 31 
 
Source AA rnonrtormg reports Empruyee ReratO'l5 Dv 
 
 PROFILE OF STATE OFFENDERS 
 
JUNE 1984 
 
TOTAL STATE PRISON POPULATION 
 
15535 
 
SELF REPORTED EDUCATION LEVEL 
 
More than Five 
 
255 
 
Less than Bra de 7 
 
1029 
 
Not Reported 
 
4724 
 
WHITE 
 
Grade 7 
 
813 
 
Total 
 
15535 
 
Hales 
 
6078 
 
Grade 8 
 
1859 
 
Fuales 
 
295 
 
Grade 9 
 
2372 
 
RELIGIOUS AFFILIATION 
 
Total 
 
6373 
 
Grade !0 
 
2471 
 
lsluiOiuslia) 
 
330 
 
Srade 11 
 
1650 
 
Catholic 
 
494 
 
NDN-~HITE 
 
Grade 12 
 
3373 
 
Baptist 
 
8854 
 
Kales 
 
8713 
 
llore than Grade 12 
 
427 
 
Kethodi st 
 
615 
 
Feaales 
 
449 
 
Not Reported 
 
1541 
 
Episcopalian 
 
41 
 
Total 
 
9!62 
 
Total 
 
15535 
 
Presbyter I an 
 
73 
 
Church of Sod 
 
166 
 
TOTAL WHITE AND NON-WHITE 
 
15535 
 
AVERAGE EDUCATIONAL LEVEL 
 
9.7 
 
Holiness 
 
632 
 
FELONIES Hales Feules Total 
 
Other Rei i gi ons 
 
!018 
 
FUNCTIONAL GRADE LEVEL 
 
Jewish 
 
I! 
 
14538 
 
Untestable 
 
1 
 
Not Reported 
 
3301 
 
682 
 
Less than Grade 6 
 
8056 
 
Total 
 
!5535 
 
15220 
 
Grade 6 through 8 
 
4149 
 
HI SDEHEANORS 
 
Kales 
 
253 
 
Feaales 
 
62 
 
Total 
 
315 
 
TOTAL FELONS AND II ISDEKEANANTS 
 
15535 
 
Grade 9 Grade !0 Grade 11 Grade 12 More than Grade 12 Not Rep or ted Total 
 
503 
 
FAMILY BEHAVIOR PATTERNSt 
 
231 
 
Criainality 
 
2200 
 
102 
 
AI coho! i sa 
 
896 
 
34 
 
Drug Abuse 
 
39 
 
26 
 
Doaineering 
 
60 
 
2433 
 
Hi grant 
 
178 
 
!5535 
 
Frequent Beatings 
 
76 
 
AVERAGE ABE 
 
Gross! y Perai ssl ve 
 
206 
 
30.1 
 
AVERAGE FUNCTIONAL GRADE LEVEL 
 
5 
 
father Absent 
 
2943 
 
I.Q, 
Less than 70 70 and up 
 
llother Absent 
 
239 
 
NUIIBER OF SENTENCES 
 
Not Reported 
 
8862 
 
898 
 
One 
 
9218 
 
Total 
 
15699 
 
11472 
 
Two 
 
3490 
 
Not reported 
 
3165 
 
Three 
 
!342 
 
SECURITY STATUS 
 
Total 
 
15535 
 
Four 
 
Five 
 
616 345 
 
Release !Work 1Drugl Trusty 
 
173 678 
 
AVERAGE l. Q. 
 
97.6 
 
llore than Five 
 
524 
 
Hiniaua Supervision 
 
1993 
 
Total 
 
15535 
 
lledlua Supervision 
 
5465 
 
SOC!OECONOKIC CLASS 
 
Close Supervision 
 
6691 
 
lie !fare 
 
2042 
 
EMPLOYMENT STATUS AT APPREHENSION 
 
Kaxiaua Supervision 
 
535 
 
Occasionally Eapl oyed 
 
24 
 
Eap!oyed Full Tiae 
 
4881 
 
Total 
 
15535 
 
Hiniaua Standard of Living 
 
7829 
 
Eap!oyed Part Tile 
 
9!5 
 
Middle Class 
 
2947 
 
Uneapl oyed Recent! y 
 
3113 
 
GUARDIAN STATUS TO ABE 16 
 
Not Reported 
 
2693 
 
Un eap Ieyed Long Tile 
 
3392 
 
Orphanage 
 
61 
 
Total 
 
15535 
 
Never llorked 
 
143 
 
Father Only Head 
 
400 
 
ENVIRDNHENT TO AGE 16 Rural (faral Rural !non-faral Large Cities Sull Cities Sull Towns Not Reported Total 
 
Student 
 
Incapable of Work 
 
1432 
 
Not Reported 
 
1012 
 
Total 
 
4055 
 
3327 
 
MARITAL STATUS 
 
3259 
 
Single, Never Married 
 
2450 
 
Married 
 
15535 
 
Separated 
 
129 
 
Father with Mother Head 
 
75 
 
201 
 
Mother On! y Head 
 
4087 
 
2761 
 
Mother with Father Head 
 
6741 
 
15535 
 
Other Fetal e 
 
322 
 
Other Male 
 
48 
 
Step Parents 
 
172 
 
6369 
 
Foster Hole 
 
225 
 
2853 
 
Grandparents 
 
952 
 
847 
 
Not Reported 
 
2452 
 
Divorced !Not Reaarriedl 
 
1566 
 
Total 
 
15535 
 
LIVING ARRANGEMENTS PRIOR TO APPREHENSION 
 
Widowed 
 
277 
 
Living AI one Living with Spouse Illicit Relationship Living with Sa1e Sex No Ho1e 
lnaate of lnsti tution llith Another Fa1ily Living with Parents Other 
Not Reported Total 
 
990 
 
Co11on Law Karri age 
 
2392 
 
Not Reported 
 
672 
 
Total 
 
225 
 
21 
 
NUMBER OF CHILDREN 
 
78 
 
No Children 
 
497 
 
One Child 
 
2803 
 
Two Children 
 
!52 
 
Three Children 
 
7715 
 
Four Children 
 
15535 
 
Five Children 
 
2083 
 
CRIME TYPE 
 
1540 
 
Violent Personal 
 
7710 
 
15535 
 
Non-Violent Personal 
 
113 
 
Property 
 
5662 
 
Drug Sales 
 
568 
 
4010 
 
Drug Possession 
 
70! 
 
2804 
 
Victilless 
 
46 
 
1915 
 
Other 
 
735 
 
1030 
 
Total 
 
15535 
 
529 
 
268 
 
32 
 
 CRIMES BY GROUP Ho1icide Abortion Bodi 1y Injury Arson Dauge of Property Burglary Forgery Theft Robbery Sexuiil Offenses Cri1es Involving Govern1ent Falsifications Obstruction of Law Disorder I y Conduct Gubling Cruelty to Chi! dren 
 
Cri1es with Suns 
 
2388 
 
Invasion of Privacy 
 
1 
 
Racketeer! ng 
 
1058 
 
Drug Offenses 
 
84 
 
Auto Cri 1es 
 
60 
 
Miscellaneous 
 
3474 
 
Hi sdeuanors 
 
554 
 
Total 
 
1359 
 
mo 
 
MOST FREQUENT FELONIES 
 
1074 
 
Burglary 
 
4 
 
Ar1ed Robbery 
 
8 
 
Murder 
 
44 
 
Robbery 
 
6 
 
Voluntary llanslaughter 
 
2 
 
Aggravated Assault 
 
53 
 
Rape 
 
tSINCE BEHAVIOR PROBLEMS, NOT INMATES, ARE COUNTED, THERE HAY BE IIORE THAN ONE BEHAVIOR CODE ASSIGNED TO AN INMATE. THEREFORE, THE TOTAL NUMBER OF CASES, BOTH REPORTED AND NOT REPORTED, KAY EXCEED THE TOTAL INMATE POPULATION. 
SOURCE: INMATE DATA SYSTEM COIIPUTER I NFORIIATI ON MANAGEMENT CENTER 
 
78 4 
s 
1196 500 78 315 15535 
3414 2384 1572 755 720 713 620 
 
Theft by Taking 
 
455 
 
Forgery, First Degree 
 
449 
 
Habitual Traffic Violation 
 
427 
 
Violation Motor Vehicle Law 
 
427 
 
Theft of Motor Vehicle 
 
m 
 
Sale, Distribution of Marijuana 
 
255 
 
Entice Child, Indecent Purpose 
 
245 
 
MOST FREQUENT IIISDEHEANORS 
 
DUI 
 
63 
 
Abandon1ent 
 
36 
 
Theft Shoplifting 
 
35 
 
Theft by Taking 
 
28 
 
Bad Checks 
 
24 
 
Si 1p le Battery 
 
21 
 
Crl1inal Tresspass 
 
14 
 
STATE INSTITUTIONS 
 
Augusta Correctional Institution 3001 Gordon Highway Grovetown, GA 30813 Phone: 404/860-8920 GIST: 336-8920 
Central Correctional Institution P.o. Box 5022 Macon, GA 31213 Phone: 912/474-2010 GIST: 321-6203 
Coastal Correctional Institution P.O. Box 7150Garden City, GA 31048 Phone: 912/964-9330 GIST: 335-9330 
Dodge Correctional Institution P.o. Box 27ti Chester, GA 31012 Phone: 912/358-4804 
 
Ga. Training & Development Center P.O. Box 252 Buford, GA 30518 Phone: 404/945-1301 
Lee Correctional Institution P.O. Box 399 Leesburg, GA 31763 Phone: 912/759-6453 GIST: 341-4373 
Lowndes Correctional Institution P.o. Box 310 Valdosta, GA 31601 Phone: 912/333-5271 GIST: 343-3464 
Milledgeville eo.plex P.O. Box 278 Hardwick, GA 31034 Phone: 912/453-5201 GIST: 324-5201 
 
Ga. Diagnostic & Classification Center P.o. Box 3877 Jackson, GA 30233 Phone: 404/775-3161 GIST: 254-6011 
 
Men's Correctional Institution P.o. Box 396 Hardwick, GA 31034 Phone: 912/453-5142 GIST: 324-5142 
 
Ga. Industrial Institute P.O. Box 194 Alto, GA 30510 Phone: 404/778-2273 GIST: 243-4272 
Georgia State Prison Star Route Reidsville, GA 30453 Phone: 912/557-4301 GIST: 367-4222 
 
Metro Correctional Institution 1301 Constitution Road Atlanta, GA 30316 Phone: 404/624-1411 
\. 
/\Montgomery Correctional Institution P.O. Box 256 Mount Vernon, GA 30445 Phone: 912/583-2286 
 
Putnam Correctional Institution P.O. Box 71 Eatonton, GA 31024 Phone: 404/485-3301 
River's Unit P.o. Box 1500 Hardwick, GA 31034 Phone: 912/453-4591 GIST: 324-4591 
Rogers Correctional Institution Star Route Reidsville, GA 30453 Phone: 912/557-4771 
Jack T. Rutledge Correctional Inst. 7175 Manor Road Columbus, GA 31907 Phone: 404/563-9434 GIST: 252-5184 
stone Mountain Correctional Institution 5500 Venable Street Stone Mountain, GA 30083 Phone: 404/469-1406 
walker Correctional Institution P.o. Box 98 Rock Springs, GA 30739 Phone: 404/7664-1926 
Ware Correctional Institution P.o. Box 99 Waycross, GA 31501 Phone: 912/285-6095 GIST: 368-6095 
Wayne Correctional Institution Route 1, Box 264 Odum, GA 31555 Phone: 912/586-2244 
 
33 
~~~~~~~~~~~~~~~~~CH~~H3~~~~~~~ 
 
 Wollen IS Unit 
P.O. Box 218 Hardwick, GA 31034 Phone: 912/453-5218 
 
Youthful Offender CI P.o. Box 417 Hardwick, GA 31034 Phone: 912/453-5375 GIST: 324-5375 
 
COUNTY INSTITUTIONS 
 
Bulloch County Correctional Institution P.O. Box 1085 Statesboro, GA 30458 Phone: 912/764-3914 
Calhoun County Correctional Institution P.O. Box 147 Morgan, GA 31766 Phone: 912/849-2540 
Carroll County Correctional Institution P.O. Box 338 Carrollton, GA 30117 Phone: 404/832-3939 
Clarke County Correctional Institution Lexington Road Athens, GA 30610 Phone: 404/546-8330 Ext. 170 
Colquitt County Correctional Institution P.O. Box 339 Moultrie, GA 31768 Phone: 912/985-3331 
.Coweta County Correctional Institution 1 Selt Road Newnan, GA 30263 Phone: 404/25~-0794 
Decatur County Correctional Institution P.O. Box 1218 Bainbridge, GA 31717 Phone: 912/246-1694 
Effingham County Correctional Institution Springfield, GA 31329 Phone: 912/754-6071 Ext 108 
Floyd County Correctional Institution Route 3, Black's Bluff Road Rome, GA 30161 Phone: 404/234-7549 
Fulton County Correctional Institution 1101 Jefferson Street, NW Atlanta, GA 30318 Phone: 404/875-6454 
Gwinnett County Correctional Institution P.O. Box 47 Lawrenceville, GA 30245 Phone: 404/962-1497 
Ball County Correctional Institution Route 3, Box llOA Gainesville, GA 30510 Phone: 404/536-3672 
~rris County Correctional Institution Route 2 Hamilton, GA 31811 Phone: 404/628-4959 
 
llouston County Correctional Institution Kings Chapel Road Perry, GA 31069 Phone: 912/987-1477 
Jackson County Correctional Institution Route 3 Jefferson, GA 30549 Phone: 404/367-5287 
~asper County Correctional Institution Route 1, Box 2 Monticello, GA 31964 Phone: 404/468-6112 
Jefferson County Correctional Institution Route 1, Box 9 Louisville, GA 30434 Phone: 912/625-7230 
Meriwether County Correctional Institution Route 3, Box 3 Greenville, GA 30222 Phone: 404/672-4433 
Mitchell County Correctional Institution P.o. Box 191 Camilla, GA 31730 Phone: 912/336-5691 
Muscogee County Correctional Institution 3950 Schatulga Road Columbus, GA 31907 Phone: 404/561-3220 
~chmond County Correctional Institution P.O. Box 5259 Augusta, GA 30906 Phone: 404/798-5572 
$paulding County Correctional Institution Route 9, Box 1515 Griffin, GA 3022~ Phone: 404/228-9900, Ext. 270, 271 
~tewart County Correctional Institution P.o. Box 157 Lumpkin, GA 31815 Phone: 912/838-4385 
~er County Correctional Institution P. o. Box 4484 Americus, Ga 31709 Phone: 912/924-6066 
'~rrell County Correctional Institution Route 5, Box 38 Dawson, GA 31742 Phone: 912/995-5381 
Thomas County Correctional Institution Route 1, Box 302 Thomasville, GA 31792 Phone: 912/226-4394 
 
34 
 
 Troup County Correctional Institution Box 468 Route 1, Hamilton Road LaGrange, GA 30240 Phone: 404/882-7697 
 
y'-. Upson County Correctional Institution 
 Route 1, Box 597 
Thomaston, GA 30286 Phone: 404/647-7452 
 
TRANSITIONAL CENTERS 
 
Atlanta AdvanCE!IBellt Center Unit I, Unit II 
310 Ponce de Leon Avenue, NE Atlanta, GA 30308 Phone 404/894-4277 GIST: 222-4277 
Macon Transitiona1 Center 1100 Second Street Macon, GA 31201 Phone: 912/744-6090 GIST: 321-6090 
 
Metro Transitional Center 1303 Constitution Road Atlanta, GA 30316 Phone: 656-5375 GIST: 221-5375 
New Horizons 344 Ponce de Leon Ave., NE Atlanta, GA 30308 Phone: 404/894-4116 GIST: 222-4116 
 
Savannah Transitional Center 439 East ~road Street Savannah, GA 31401 Phone: 912/944-2268 GIST: 361-2268 
 
DIVERSION CENTERS 
 
Albany Diversion Center 6006 Reid Street Turner Field Albany, GA 31705 Phone: 912/439-4309 GIST: 341-4309, 4313, 4353 
Athens Diversion Center P. 0. Box 1229 Athens, GA 30601 Phone: 404/542-8628 GIST: 241-8628 
Atlanta Diversion Center 1566 Bankhead Highway Atlanta, GA 30318 Phone: 404/792-7055 
Augusta Diversion Center P.o. Box 5706 Augusta, GA 30902 Phone: 404/790-2916 GIST: 331-2258 
Cobb Diversion Center 831 N. 4-Lane Highway 
u.s. 41 
Marietta, GGA 30060 Phone: 404/427-3148 
Fulton Diversion Center 975 Memorial Dr., SE Atlanta, GA 30316 Phone: 404/572-2606 
Gainesville Diversion Center P.o. Box 2382 Gainesville, GA J0501 Mail: P.O. Box 2382 Phone: 404/532-5335,5336 
 
Gateway l>iversion Center 15 Peachtree Place, NE Atlanta, GA 30309 Phone: 404/894-2650 GIST: 222-2650 
Griffin Diversion Center P.o. Box 1086 Griffin, GA 30224 Phone: 404/229-5841 
MacoaDiversion Center 1232 Jefferson Road Macon, GA 31201 Phone: 912/744-6197 GIST: 321-6197 
RaE Diversion Center Northwest Georgia Regional Hospital Building #206, Redmon Road Rome, GA 30161 Phone: 404/295-6148 GIST: 231-6418 
'l'bomasville Diversion Center P.O. Box 980 Thomasville, GA 31792 Phone: 912/228-2347 GIST: 344-2347 
Waycross Diversion Center P.O. Box 759 Waycross, GA 31501 Phone: 912/285-6028 GIST: 368-6028 
Wcaen's Diversion Center 1051 West Peachtree Street Atlanta, GA 30309 Phone: 404/894-5610 GIST: 222-561 
 
35 
 
 DEPARTMENT OF OFFENDER REHABILITATION BALANCE SHEET - BUDGET FUNDS JUNE 30, 1984 
 
ASSETS 
CURRENT ASSETS 
Cash on Hand and on Deposit 
Accounts Receivable Appropriation Allotments Federal Grants Direct Grant Sub-Grants Other 
 
"A" DEPARTMENTAL 
OPERATIONS 
 
"B" CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND 
SUPPORT 
 
"E" PROBATION 
FIELD OPERATIONS 
 
TOTAL 
 
$ 483,164.66 $ 579,967.99 $ 123,968.03 $ 1,187,100.68 
 
$ 281,000.00 $ 1,713,000.00 
 
2,803.04 
 
6,973.60 145,679.22 723,010.92 
 
$ 283,803.04 2,588,663.74 
 
$ 1,994,000.00 
6,973.60 145,679.22 725,813.96 
$ 2,872,466. 78 
 
Total Assets 
 
$ Z22, ~~z. zg $ J 1 1 1 li;!1 1 ZJ $ 12,1' ~dl;! $ ~,052,5Z,~!i 
 
LIABILITIES AND FUND EQUITY 
 
CURRENT LIABILITIES 
 
Vouchers Payable 
 
$ 
 
FUND EQUITY 
 
Fund Balances Reserved Federal ProJects Sub-Grant Education, Department of Library Services and Construction Act Insurance Recovery 
Special Education Contracts 
 
Unreserved 
 
surplus 
 
$ 
 
Total Fund Equity 
 
$ 
 
577,009.98 $ 2,419,851.06 $ 
 
$ 
 
23,346.35 
 
42,500.78 
 
6,719.11 
 
$ 
 
72,566.24 
 
189,957.72 
 
676,214.43 $ 
 
189,957.72 $,__~7~ 48~ ,78~ 0.~ 67 $ 
 
67,001.50 $ 3,063,862.54 
 
$ 
$ 56' 966.53 56,966.53 $ 
 
23,346.35 42,500.78 
6,719.11 
72,566.24 
923,138.68 
995,704.92 
 
Total Liabilities and Fund Equity 
 
$ 7li6.967.ZO $ 3.168.631 1 73 $ 123,968.03 $ 4,052.527.4 
 
DEPARTMENT OF OFFENDER REHABILITATION STATEMENT OF CHANGES IN FUND BALANCES - BUDGET FUNDS 
YEAR ENDED JUNE 30, 198 4 
 
FUND BALANCES JUL~ 
Reserved For Federal ProJects For Insurance Recovery For Special Education Contract& 
Unreserved Surplus 
AdJustments to Prior Year's Accounts Payable Excess of Funds Available over Expenditures 
Exhibit "E" Prior Year's Checks Voided Refund of Prior Year's Appropriations 
Georgia State Financing and Investment Commission Reimbursement of Prior Year's Expenditures 
 
"A" DEPARTMENTAL 
OPERATIONS 
 
s 
CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND 
SUPPORT 
 
"E" PROBATION 
FIELD OPERATIONS 
 
.oo $ 
.00 
 
75,661.22 610.44 
9,394.26 
85,665.92 
585,143.47 
670,809.39 
 
98,461.45 98' 461.4 5 
 
75,661.22 610.44 
9 f 394.26 
85,665.92 
683,604.92 
769,270.84 
 
189,957.72 189,957.72 
 
164,213.26 
698,892.60 2,007.43 
501,431.75 34,034.78 
2,071,389.21 
 
1,260.00 
 
165,473.26 
 
55,421.85 
 
944,272.17 2,007.43 
 
_ _ _ _ _2 8 4 . 6 8 
 
501,431.75 
~319.46 
 
155!427.98 $ 2,416,774.91 
 
36 
 
 ~~~~~~DH~~N3~~~~~EH~~~~DH~~N3~D 
 
DEPARTMENT OP' OFP'I!:NDER REHABILITATION 
STATEMENT OF CHANGES IN FUND BALANCES - BUDGET FUNDS 
YEAR ENDED Jl21E JO, 1984 
 
DEDUCTIONS 
Unreserved Fund Balance (Surplus) Returned to Department of Adaun1.strative Services, Fiscal Dl.Vl.Sion Year Ended June 30, 1983 Prior Year 1 s Appropr1.ations Georgia State Financing and Investment Comru.ssion 
AdJustment to Prior Year's Accounts Receivable Refund of Fedt:!ral Funds to Grantor Reserved Fund Balance Carried Over from Prior Year 
as Funds Available 
FUND BALANCES JUNE 30, 198 4 
(.To Exhibit "c) 
 
. oo 
 
585,143.47 $ 
 
98,461.45 $ 683,604.92 
 
5011431.75 
 
5011431.75 
 
1,086,575.22 $ 149,395.40 972.00 
85,665.92 
 
98,461.45 
 
$ 1,185,036.67 149,395.40 972.00 
as 665.92 
 
. 00 
 
1,322,608.54 $ 
 
98,461.45 $~069.99 
 
189.957 72 
 
Z:U1ZQ.~1 $ 
 
~~ ~~~-~J $ ~2~ I ZQ4. ~2 
 
FUNDS AVAILABLf,; 
REVENUES 
APPROPRIATION ALLOTMENTS General Appropriatl.ons Supplemental Approprl.ations Budget AdJUStments 
Less: Lapsed Funds 
Total Appropriation Allotments 
FEDERAL FUNDS (See Schedule) D1rect Grants sub-Grant 
Total Federal Funds 
OTHER REVENUES RETAINED (See Schedule) 
Total Revenues 
CARRY-OVER FROM PRIOR YEAR 
Transfer from Reserved Fund Balance (See Schedule) Federal Funds Grant Balances ProJeCt Receipts 
Match1ng Funds State 
Insurance Recovery Spec1al Education Contracts 
Total Carry-Over from Prior Year 
Total Funds Available 
 
..... 
DEPARTMENTAL OPERATIONS 
 
a 
CORRECTIONAL INSTITlli'IONS, TRANSITIONAL CENTERS, AND 
SUPPORT 
 
"E" PROBATION 
FIELD OPERATIONS 
 
roTAL 
 
$ 22,624,010.00 $ 119,006,936.00 $ 19,827,578.00 $ 161,458,524.00 
 
(-1 223,711.00 
 
2,729,511.00 
 
45,300.00 
 
2,551,100.00 
 
(-1 281,000.00 
 
661,000.00 (-1 380,000.00 
 
.oo 
 
$ 22,119,299.00 $ 122,397,447.00 $ 19,492,878.00 $ 164,009,624.00 
 
100,000.00 
 
1so,ooo.oo 
 
.00 
 
250 f 000.00 
 
22,019,299.00 $ 122,247,447.00 $ 19,492,878.00 $ 163,759!624.00 
 
10,872.29 633,522.96 
644,395.25 
 
$ 
 
10,872.29 
 
633,522.96 
 
$ 
 
644,395.25 
 
457,007.60 $ 
 
2,661,351.18 $ 
 
22,476,306.60 $ 125,553,193.43 $ 
 
2,359,634.14 $ 
 
5,477, 992.92 
 
2l 1 8 52 r 512. 14 $ 169,882,012.17 
 
56,106.78 4.874.02 
60,980.80 
14,680.42 610.44 
9,394.26 85,665.92 
22,476.306 . ..2 $ 125.638.859 35 
 
56,106.78 4,874.02 
60,980.80 
14,680.42 610.44 
---~9'-',394.26 85,665.92 
21.852.512 ,lt $ 169.967.678.09 
 
EXPENDITURES 
PERSONAL SERVICES 
Salar1.es and Wages Employer's Contributions for: 
F.I.C.A. Retirement Health Insurance Personal Liability Insurance Unemployment Compensation Insurance 
 
..... 
DEPARTMENTAL OPERATIONS 
 
a 
CORRECTIONAL INSTITUTIC'NS, TRANSITIONAL CENTERS, AND 
SUPPORT 
 
"E" PROBATION 
FIELD OPERATIONS 
 
TOTAL 
 
6,664,577.29 $ 
428.770.80 949,278.16 497.509.83 
12,214.00 
8. 552 f 350.08 $ 
37 
 
64,156,328.86 $ 
4,378,490.21 9,369,265.34 4,931,930.19 
82,302.00 297 797.89 
83,216,114.49 $ 
 
14,425,052.87 $ 85,245,959.02 
 
986,277.60 2,132,817.41 1,110,676.71 
17,871.00 
 
5,793,538.61 12,451,360.91 
6,540,116. 73 112,387.00 297,797.89 
 
18f672,695.59 $____!_!_{L,441,160.16 
 
 EXPENDITURES continued 
REGULAR OPERATING EXPalSES 
Motor Vehicle Expenses Suppl1.es and Materials Rep~Lcs and Maintenance Rents (Other Than Real Estate) Insur~nce and BondJ.ng Workers' Compensation and Indemnities DJ.rect Benef1.ts - Medical Care and Public 
AssJ.stance Tu1.tion and Scholarships Assessments by Merit System Other OperatJ.ng Expenses (See Schedule) 
TRAVEL 
MOTOR VEHICLE EQUIPM2NT PURCHASES (See Schedule) 
PUBLICATIONS AND PRINTING 
EQUIPMENT PURCHASES 
COMPUTER CHARGES 
REAL }:;STATE RENTALS (See Schedule) 
TELECOMMUNICATIONS 
PER DIEM, FEES AND CONTRACTS 
Per Diem and Fees Contracts (See Schedule) 
CAP! TAL OUTLAY 
Other Costs Motor Vehicle Expenses Suppl1.es and Mateo.als Rents (Other Than Real Estate) Other Expenditures (See Schedule) 
Travel Equ.1pment Purchases Per Diem, Fees and Contracts 
Per Diem and Fees Contracts (See Schedule~ 
 
"A" DEP ARTHENT A L 
OPERATIONS 
156,369.74 339,220.07 
34,929.32 64.710.64 
4,088. 70 24,371.00 
33,540.53 21,728.46 678,958.46 240,143.30 69,853.08 59,339.10 34,431.67 844,413.56 987,192.00 297,316.45 
217 6,62.31 743,264. .J8 960,926.69 
 
AUTHORITY LEASE RENTALS Georgu. Build1.nq Authority (Po!nal) 
 
,.B" CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND 
SUPPORT 
1,055,113. 73 14,025,700.37 
774,236.83 153,017.61 149,428.38 334,288.73 
2,447.12 19,330.15 434,065.41 62 780.41 
17,010r408.74 
60,036.04 
480,047.86 
79 071.43 
l,l59r949.42 
19,205.00 
228.562.54 
824,869.38 
131,880.99 107,877.70 
239,758.69 
4,674.60 607,868.17 
170.00 365.2 7 3,514.72 51, 590. 95 
21,788.98 53,019.52 
74 2' 992.21 
440,000.00 
 
"E" PROBATION 
FIELD OPERATIONS 
 
144.397.41 251,843.38 
60,472.77 63,866.47 11,129.24 65,551.00 
86,440.42 24,146.85 707 84 7. 54 289 231.49 17 848.75 49 646. 72 140 976. 72 
555.821.4 7 255,591.15 
7,550.73 7 600.00 15,150.73 
 
1,355,880.88 14,616,763.82 
869,638.92 281,594.72 164,646.32 424,2) ~- 73 
2,447.12 19,330.15 554,046.36 108,655.72 
18!397,214.7'! 
58 9, 410.8 3 
567,749.69 
188' 057.25 
1,335,357.81 
863,618.56 
1,771,576.01 
1,377,776.98 
357,094.03 858,742.08 
1,215,836.11 
 
3,761.50 96,238.50 
100.000.00 
 
4,674.60 607,868.17 
170.00 365.27 3,514. 72 51,590.95 
25,550.48 
_ _ _1_49,258 .01 
842.992. 2l 
 
440,000.00 
 
UTILITIES Power, Water and Natural Gas 
PAYMENTS TO CENTRAL STATE HOSPITAL FOR MEALS Per Diem, Fees and Contracts Contracts (S..,e Schedule) 
PAYMENTS TO CENTRAL STATE HOSPITAL FOR UTILITIES 
Per D1.em, Fees and Contracts Contracts (See Schedule) 
 
45,854.19 $ 
 
6,131,180.85 
 
2,197,216.70 
 
1,124 ,489. 58 
 
COUNTY SUBSIDY Grants to Counties, Cities and Civil Divisions (Set! Schedule) 
 
6,636,757.50 
 
COUNTY SUBSIDY FOR JAILS Grants to Counties, C1.ties and Clvil Divisions fSC!e ScheduleJ 
 
378,622.50 
 
INMATE RELEASE FUNDS Other ExpendJ.tures (See Schedule) 
 
COURT COSTS Per Diem, Fees and Contracts Per Diem and Fees 
 
s_ _ _c;.ol,S73.2s 
 
CENTRAL REPAIR FUND Othel' Costs Repair-s and Ha in t;enance Rents (Other Than Real Estate) Equipment Purchases 
 
834,4.. 2.39 5,076.62 
14 935.53 
 
854.4 54. 54 
 
HEALTH SERVICE PURCHASES Other Costs supplies and Mater1.als Direct Benef1.ts - MedJ.cal Care and Public Assistance Per Diem, Fees and contracts Per Diem and Fees Contracts (See Schedule) 
 
GRANTS FOR INDEPENDENT PROBATION SYSTEMS Grants to Count1.es, Cities and Civil Dl VJ.SlOnS DeKalb County Fulton County 
 
923,865.18 
2,368,709.08 57,934.24 
3,673,884.12 3,921,194.00 10.021,721.44 
 
38 
 
2,197,216. 70 1,124,489.58 
 
6,636, 757.~0 
378,622.50 
923,865.18 
501,573.25 
. 8J4}i4_2_,. 39 '5,076.62 14,935.53 
854,454.54 
2,368,709.08 57,934.24 
3,673,884.12 _ _J~1..!_Ll~O 
10,021, 721.4~ 
 
205,318.00 554,782.00 
 
205,318.00 
--~:_Q_Q 
 
760,100.00 $_ _ _7_6~.100.00 
 
 EXPENDI"''lRES 1984 - 
 
EXPENDITURES continued 
OTHER continued 
GRANTS FOR CO\JNTY WORKCAMP CONSTRUCTION Grants to Counties, Cities and Cl.vil Divisions (See Schedule) 
PAYMENTS TO THE MEDICAL ASSOCIATION OF GEORGIA FOR JAIL AND PRISON HEALTH CARE CERTIFICATION 
Per Diem, Fees and Contracts Contracts (See Schedule) 
GRANTS FOR LOCAL JAILS Grants to Counties, Cities and Civil Divisions (See Schedule) 
Total Other 
Total Expenditures 
Excess of Funds Available over Expenditures 
 
"A" DEPARTMENTAL 
OPERATIONS 
 
s 
CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND 
SUPPORT 
 
"E" PROBATION 
FIELD OPERATIONS 
 
TOTAL 
 
752,373.00 
 
$ 
 
752 373.00 
 
4~.!.477.20 
 
$ 
 
40.477.20 
 
391,789.51 
 
9!561!424.49 $ 20,438,950.95 $ 
 
22,286,348.88 $ 124,939,966.75 $ 
 
189,957.72 
 
698,892.60 
 
$ 
 
391,789.51 
 
992,280.13 $ 30!992,655. 57 
 
21,797,090.29 $ 169,023,405.92 
 
55,421.85 
 
944,272.17 
 
X 
 
;][[]I v~JJu I 
39 
C31~~CH~~H0~~~~3~~~~~~~3~~~~~CH~~~~~I3 
 
 A DEPARTMENT OF OFFENDER REHABILITATION PUBLICATION 
David C. Evans, Commissioner Division of Information & Legislative Services 
John Siler, Director David Jor oan , Assiscant Director 
Barbara C. Couch, Editor 
Peggy C. Walker, De~ign 
J udie M. Adair, Copysetter 
Tom Crowley, Photography 
Judy Lamb, Photography