1985 annual report [1985]

Georgia Department of Corrections 1985 ANNUAL REPORT

GEORGIA DEPARTMENT OF CORRECTIONS
Floyd Veterans Memorial Building Room 756 - East Tower Atlanta, Georgia 30334
David C. Evans
Comm,ss,oner

The Honorable Joe Frank Harris Governor of Georgia Members
of the General Assembly State Capitol Atlanta, Georgia 30334

Dear Governor Harris and Members of the General Assembly:

I am pleased to submit to you the Georgia Department of Corrections Annual Report for the fiscal year beginning July 1, 1984 and ending June 30, 1985.

During this period the Department has made great strides and received national recognition. Your support has been invaluable as we attempted to bring a balanced approach to the system. Development of alternatives to incarceration such as Community Service, Intensive Probation supervision and the Shock Incarceration Unit, has been a major accomplishment, as well as the addition of bed space to address the ever-increasing population.

We will not solve all of the problems facing this Department, and the State, but with your continued guidance and support these problems are not insurmountable.

~inc;,rely,

C/ ~~'

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David c. Evans

Commissioner

DCE:fd

Equal Opportunity Employer

JOlUOJSSJWWO:J
SNYAH ":J aJAYa

TABLE OF CONTENTS

Organization . . . . . . . . . . . . . . . . . . . . . . . . 1
Board of Corrections . . . . . . . . . . . . . . . . . . . 2

Executive Operations

4

Fac1"I"1t.1es . . . . . . . . . . . . . . . . . . . . . . . . . . 12

General Services & Support . . . . . . . . . . . . . . . 21

Internal Affairs & Assessment . . . . . . . . . . . . . . 25
Probation . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Technical Services . . . . . . . . . . . . . . . . . . . .. 37

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . 42

The primary Jllllllon of the Georgia
Department of CorrectioDI it to provide maximum pr'Otection to the community, staff and inmates.
This is done by carrying out the sentences impoeed by the courts while providing work and prosram activities to offenden which improve their chances of IUCCeeding u law-abiding citizem after releue.

The apnc:y and its procnma are adminmered
under the diredion of the coJDJDillioner. Six m~or divisioDS are headed by deputy
co:mmissionen charged with c:arrying out the policies and program~ of the agency in their specific areu.
The adminiMrative offices of the department are located at the Floyd Veteran's Memorial
Buildin(, Eut Tower, Atlanta, GA, 30834.

GOVERNOR Joe Frank Harris
BOARD OF CORRECTIONS .........................,

COMMISSIONER David C. Evans

EXECUTIVE OPERAliONS

BobbJ Wllitworth

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TECHNICAL SERVICES Robert FraKis
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FACILITIES
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l PROBATION Vine FaUi c-n-llJ s.rva.
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EXECUTIVE LIAISON BOARD OF CORRECTIONS
Diane Hafl*

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GENERAL SERVICES "SUPPORT Winfr.cl Ladcl
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ltlc:nlllnllt/SIIIf ~ Spedll SIIVIca T,.._,SIIIf Dwtllp.

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INTERNAL AFFAIRS "ASSESSMENT William Baqhman

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Owrren& Bord memier re, left Co ri1la&, te.&ed: Olarlu D. Hwdon (SecreCrrJ, Jomu N. On~ell, Jr. (0/ai,.,..n), BeHre 0. Hw&clainf, (Vice-0/airperonJ, nndmf: H. Lrle Jonet; G. Ro6m Gorter; Olarlet L. Gordon; Jmet 0. Horf'Won; Jmet E. Aw&rr; Jerrr F. Niclao,on; Vidor B. DW.; Jolan A. Dn; Olafli. T. JlerCI; Willam R. Ronnie Lnce, Jr.; No& ,ieewred: Jmet E. BrneH; T. Jo.epla OomphU

The Georgia Board of Corrections is compoeed of 15 members, one from each congressional district in the st-*e and five
additional members from the state u large.
Members are appointed by the Governor to five-year staggered terms. The board establishes general policy for the department and is charged with the appointment of the commissioner.
2

AJJ of July 1, 1984 the members of the Board of Corrections were Mr. James M. Caswell, Jr., chairman, Atlanta; Ms. Bettye 0. Hutchinp, vice-chairman, Macon; Mr. Charles D. Hudson, secretary, LaGrange; Mr. James E. Autry, Jr., Camilla; Mr. James E. Barnett, Atlanta; Mr. Joseph T. Campbell, Calhoun; Mr. G. Robert Carter, Valdosta; Mr. Victor B. Davis, Conyers;

Mr. Charles L. Gordon, Savannah; Mr. James C. Harrison, Atlanta; Mr. William R. Lance, Jr., Gainesville; Ms. Claudia T. Mertl, Morrow; Mr. Jerry F. Nicholson, Athens; Mr. John A. Dana, Sandenville; Mr. H. Lyle Jones, LaFayette.
The board actively participates in current and future issues affecting Georgia's adult corrections, and is the ultimate approving authority for departmental rules, regulations and policies. The memben serve as an invaluable link with the citiuns of the state, each with fresh ideas and different penpectives. The board has a very strong commitment to becoming more knowledgeable about the criminal justice system as a whole. Many of the board memben have joined national associations such as the American Correctional Association and Southern States Correctional Association and attend their meetings regularly. Communication, and maintaining and improving relationships with criminal justice agencies are a major goal with the board.
This year's standing committees have increased the board's involvement markedly. These committees and their chairmen are
Penonnel & Community Affain, William R.
Lance, Jr.; Fiscal Operations & Administration, Charles D. Hudson; Institutional Operationa & Transitional Centen, Jerry F. Nicholson; Divenion Programs & Probation, James C. Harrison; Correctional Industries, Victor B. Davis.

The Executive Liaison
The executive liaiaon for the Board of CorrectioDI is organizationally located with the commissioner's adminiatrative oftice and serves the collllDiasioner u liailon to the board. This poeition provides all administrative, logistical and daily arupport for the board, actin( u the primary liaison between the board and the department.

3

Court Services

The primary mission of the Courts Service

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 department's interests in

diverse areas of the law.

A second mission of the unit is to coordinate

the development by agency staff of plans,

schedules, budget requests and policies to

implement court-ordered decrees, and to advise

the commissioner of any problems which need to

be resolved in order to meet court requirements

or to comply with advice given by the attorney

general. In addition, a subordinate mission of the

section is to provide technical assistance as

requested by actively participating in basic

training for staff. The section also regularly

participates in the Advaneed Certlfted PubUe

Managtor Program.

A third and growing functional area concerns

the maintenance of an administrative hearing

component within the unit which provides a due

process mechanism for administrative grievances

generally concerning conditions of their

confinement. This function not only attempts to

assure that certain rights guaranteed to inmates

by the law are properly protected, but that

legitimate inmate grievances are solved without

re~orting 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

4

for leased community-based facilities, and frequently represents the department m negotiations with landlords.
Health Services
The mission of the Healt.h Services Section is to coordinate the deli\ery of health care systemwide in a manner which meets contemporary standards of medical and dental practice in the community.
During FY 1985 the department. continued t.o move toward the achievement of t.his objective while continuing efforts to provide the most cost effective care. This year AC~fl and the Women 's Correctional Institution achieved accreditation through the Medical Association of Georgia. This made a total of nine facilities accredited according to the Standards of the American Medical Association. underscoring the department 's commitment to provide quality health care throughout the s~s tem.

The expansion of health services during FY 1985 was evident in a number of areas. During the fiSCal year, a centralized infirmary for the male population of MCGI was opened, providing 24-hour nursing care in an urgently needed area. Dental services were expanded at MGCI with the opening of a dental clinic at the women's institution along with the renovation of space at the Youthful Offender CI to serve as a satellite dental clinic. Other programs implemented during the year that had a substantial impact upon health services systemwide included a program of same-day surgery at a number of institutions along with a greater emphasis upon in-house minor surgery at ACMI.
During FY 1985 the role of ACMI continued to be crucial to the delivery of health services throughout the system. There were 5,737 visits to specialty clinics held at ACMI. There were

1,092 admissions to the infirmary unit at ACMI, and there was an average daily occupancy of 50 beds within the acute care and chronic care units within that facility. This was significant when one considers the fact that many of these inmates would have been occupying outside community beds prior to the opening of ACMI.
In regard to the cost of care, the department spent $17,430,531 during FY 1985 for inmate health care. This translated to a cost per inmate per year of $1259, or a one percent increase over the previous fiscal year. Cost containment efforts included maximizing the utilization of in-house services such as infirmary beds and in-house minor surgery services at ACMI. Additionally, efforts to reduce costs during the year resulted in decreases in the utilization of services at Central State Hospital along with a reduction in the use of outside community hospitals.

INMATE HEALTH CARE
Cost Per Inmate Per Year

$1300 $1200 $1100

$1190

$1246

$1259

$1000

s 900

$919

SBOO

$700
s 600

$723

ssoo
$400

$472

$530

$300

$345

$200

$100

0

FY'78

FY'79

FY'80 FY'81

FY'82 FY'83

FY'84 FY'85

5

The following table summarizes the level of activity of health services during FY 1985. These figures convey something of the magnitude of health services within the system and reflect the involvement of the department in the effort to deliver health care in a manner that meets contemporary as well as constitutional standards.

HEALTH CARE HIGHLIGHTS FY 1985

Total Full-Time Personnel Total Health Care Budget Cost Per Inmate Per Year

365 S17 ,430,531
S1,259

Total Number Outpatient Contacts (Sick calls, watk-ins, etc.)

430,422

Average Number Times Each Inmate Saw a Health Care Provider During the Year
Total Days Hospital Care Average Daily Census in Hospitals Total Number of Admissions Average Cost Per Admission

36 4,457 12.2
486 14,268

Information &; Legislative Services
The Information Section 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.
This past year a fully equipped audio visual services unit was established which will broaden the department's capability to reach a variety of audiences via professional video-tape productions featuring the multitude of programs in the department as well as produce training and orientation films for in-house use..
The acquisition of a personal computer and specialized software in the Publications Unit will allow professionally produced camera-ready, typeset publications and graphics such as the annual report, employee newsletter, brochures, etc. without paying typesetting charges.
Information and Legislation Services works to maintain a positive community perception of G DC's mission through:
6

news relea..~es speaking engagements
written and telephonic replies to requests for information
coordination of media visits to institutions
special events legislative services
coordination of major news conferences publications special surveys and research audio visual services volunteer services 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 st.rives to present the department's interpretations and ramifications of proposed legislation.
Through continuing work with the General Assembly and other criminal justice agencies, the section seeks to ensure that G DCs law enforcement efforts are coordinated and maintained throughout the system.
Mental Health Section
The mission of the Mental Health Section ts to provide necessary mental health care and mental retardation services to offenders who have a diagnosable and treatable mental disorder. A team effort involving mental health, medical, program and security staffs is utilized in treating and managing the seriously mentally disordered inmate.
During this fiscal year an average of 7.55 inmates per month were receiving mental health treatment and other related services. These inmates were located at the nine institutions with mental health teams, having been referred for treatment from diagnostic processing and other institutions throughout the correctional system. The primary mental health staff involved in providing treatment to this population consists of 41 full-time staff, 15 part-time licensed

psychologists and 11 part-time psychiatrists. On July 1, 1984 the Mental Health Section
was transferred to the Executive Operations Division in order to more closely align its functions with the Health Services Section. As part of this realignment two existing staff positions were reallocated to meet the increasing workload of the Mental Health Section.
Key administrative actions were taken to establish a sound foundation for the effective management of MH/MR services throughout the corrections system. The rules and regulations of the department, related to mental health services, were revised and updated to reflect the agency's current policies in addressing its mentally disordered population. To facilitate improved management of resources, a separate cost center was established for the Mental Health Section. In a cooperative effort with the Department of Human Resources, the Guilty But Mentally Ill law was amended and an interagency agreement was implemented which improved the assessment and services provided persons sentenced ..mder that law. During the FY 1985 legislative session additional professional staff positions were authorized to better enable the department to treat and manage the population with significant mental disorders.
At Georgia State Prison the number of mental health beds were expanded to enhance that institution's capability of further individualizing treatment and management of its MH/MR population. Of special significance is the establishment of a MH/MR work detail in Correctional Industries. At the Georgia Women's Correctional Institution the MH/MR unit was relocated to the newly constructed building expanding the capacity and providing the opportunity to improve programming.
Among the achievements there was the development of an impactful activities therapy program by the Recreation Section for inmates with mental disorders. Toward the latter part of the fiscal year a position was reallocated to the Georgia Diagnostic and Classification Center to develop more significant MH/MR services for inmates undergoing diagnostic processing.
Rehabilitation Programs
The Programs Section was moved from Technical Services to the Executive Operations

Division in 1985. This section provides the following statewide services to correctional facilities and transitional centers: chaplaincy, counseling, education, recreation and library services. Each function has its unique areas of responsibility, with the shared and general 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 used, could contribute to 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 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 24 clinical

chaplains, 16 contract chaplains working eight

hours weekly and two full-time volunteer

chaplains. At any time approximately 35 percent

of the inmate population is involved in chaplaincy

programs.

MaJor Accomplishments:

Enlisted two full-time volunteer chaplains and hundreds of volunteers assisting the chaplains. A practical clinical pastoral education program continues to function at Metro Correctional Institution with six students.

Developed a program leading to a diploma in Christian Ministry offered through the Georgia Baptist Extension Department.

An accredited clinical pastoral training program for G DC staff and interns became completely operational at the Georgia Diagnostic and Classification Center during the fall of 1984, and continues to function.

7

Coordinated the total Bill Glass program in Central Georgia this year; plans are being made for South Georgia institutions for 1986.
Counseling Services
Counseling/guidance services and programs are offered to offenders in correctional institutions and transitional centers throughout the state. Counselors, in conjunction with other members of the correctional team, provide inmates the opportunities to learn new coping, personal and social skills which will facilitate their adjustment to institutional living. Skill development to assist their re-entry into society as productive citizens is also emphasized.
Basic counseling and case management services include intake and orientation; individual and group counseling; specialized group services (e.g. alcohol/drug, parenting, stress management, work adjustment, etc.); service coordination with other agencies and within facilities; advocacy in classification, disciplinary and grievance processes; crisis intervention; and pre-release preparation. There are approximately 280 counseling positions to deliver these services throughout correctional institutions/centers.
Education Services
Education services include academic and vocational/on-the-job (OJT) training. The academic programs extend from literacy through General Education Development (GED) certification, and over half of the institutions have college programs as well. The vocational programs include such trades as auto mechanics, welding, carpentry, drafting, upholstery, barbering and plumbing. Vocational programs emphasize (1) the development of basic competencies required for employment after release, and (2) the development of semi-skilled personnel to assist in institutional operations. Plans were made and implemented to identify and place skilled inmates needed for departmental work assignments.
Special education classes are offered in eight institutions, and federally funded supplementary programs are available at three institutions. One of these programs, authorized under the Education Consolidation and Improvement Act, was cited as exemplary by the U.S. Department of Education
8

in May. During the fiscal year more than 11,000
inmates were enrolled in various educational programs, as follows:

Vocational/OJT GED Preparation Basic Skills Literacy/Remedial Reading Special Education
Other Programs

3,553 1,644 2,859 1,432 310
1,336

Total

11,134

* Life Skill8, Independent Study, etc.

Library Services
In FY85 Library Services for staff and inmates were combined in the Program Development Section under the Director of Library Services. The primary mission of Library Services is to provide a full spectrum of materials and services to meet the needs of the users.
Through institutional libraries, Library Services are provided to the state's adult inmates. The services and materials available respond to the recreational, educational and self-development needs of the inmate population. All 23 institutions now provide some level of library services ranging from basic book circulation to a full program of services including circulation of books, magazines and audio-visual materials, reference services and sponsorship of interest groups. Although systematic data collection will not be fully instituted until FY86, the data available for FY85 indicate that the upgrading of collections, expansion of hours and standardization of procedures have resulted in increases in circulation and general library use. A major factor in the upgrading of library services in FY85 was the planned use of a federal Library Services and Construction Act grant.
The Referencef Resource Center provided
circulation and informational services to 450 G DC staff members in FY85. Over 2000 books, journals and photocopies were checked out by central office and field staff. In addition, the general public made use of the resources of the center for research in criminal justice and corrections. A new current awareness service, the R/RC Alert, gave field staff greater access to the materials in the staff library.

FY85 ended with plans being made to expand staff resources, upgrade staff informational services and consolidate and improve institutional library resources.
Recreational Services
Participation in the correctional recreational program is a vital part of the total treatment program as it eases tension, promotes the morale of participants and seeks to enable an individual -- through learning and living experiences -to cope effectively in a free society. During FY85 intramural programs continued at all state correctional institutions. as well as some county

project at Augusta Correctional and Medical
Institution to establish standards for activities therapy, the development of skills training for personnel working with special populations, establishment of professional standards to meet the licensing requirements of the State Board of Recreation Examiners for Activity Therapists, the development of management policies and procedures and participation in both the Georgia Parks and Recreation Society and the National Correctional Recreation Association.
Two special projects, "The Status and Role of Correctional Recreation in Georgia," and a presentation developed from the 1984 "Windows" drama production have been nominated for national awards by the National Correctional Recreation Association.
The staff members involved in these projects have been invited to make presentations at the annual convention of this organization.
The top priority for Recreational Services in FY86 is to continue the development of activities therapy as our recreation personnel expand more into the provision of services to special populations.

correctional institutions and community based treatment centers. Programs include traditional team sports, cultural arts, special events and social recreation (table games, pool, etc.). Statewide competition ts held in softball, volleyball, summer and winter olympics, basketball, flag football, drama, creative writing and music.
Special projects which have been initiated during the year have included a research project on "The Status and Role of Correctional Recreation in Georgia" (a project with the Recreation Technical Assistance Office of the Institute of Community and Area Development, University of Georgia, developed by Ms. Leslie Millar and Dr. Jean Keller. participation in two Therapeutic Recreation Symposiums, a pilot

Tlae Rwlr/Fkd JlnfemerM Untt rru~nfu ower 170 GDO t~elaielu.
Risk/Fleet Management
ThP. Risk/Fleet Management Section coordinates all employee and property insurance programs, handles claims against the department, promotes the department's safety program and manages the motor vehicle fleet.
Fleet management includes budgeting, purchasing and surplusing vehicles. As of June 30, 1985, there were over 670 vehicles in the department of all sizes and descriptions. Seventy-four vehicles valued at $667,178 were purchased in FY85. For maximum operating efficiency, 52.7 percent had 4 cyl. engines. Future plans will include the purchase of more diesel and 4 cyl. powered vehicles as all vehicles
9

are designed for specific tasks for mmtmum operating cost. The Vehicle Operating Manual was revised to include more instructions on preventive maintenance and to update operating guidelines.
Insurance-related items included updating all property registers on buildings and contents to assure adequate insurance coverage. Vehicles are also insured and high mileage, expensive vehicles are covered by collision insurance. Special insurance policies, vehicle accidents and property damage claims are coordinated by the section with various other state agencies and commercial firms.
Claims by citizens against the department that fall within the "under $500 and over $500" rule are processed by this section. Investigations are completed and reported to the Claims Advisory Board in the Secretary of State's office. In FY85, 157 claims were processed.
The safety program was promoted by issuing bulletins, by printing messages on check stubs, by issuing transparencies for use in workshops and by articles in the departmental newsletter. Facilities conduct safety committee meetings with inspections and submit reports to Risk/Fleet Management. The use of seatbelts received special promotion in FY85 and will be highlighted again in FY86.
10

HEALTH SERVICES BUDGET DISTRIBUTION
FY'85: $17,430,531

Personnel 58%
$10,040,830

\npat.,ent care 120,{,
$2,167,706

11

The Facilities Division includes state and county institution supervision, transitional center supervision, offender administration and women's services.
During 1985 the major emphasis was bedspace expansion. The capacity of all facilities increased from 15,411 to 15,854, and these facilities operated at approximately 104% occupancy. Funding was received to open a new institution of 300 beds in Forsyth, Georgia. In addition, funding was also received to construct a new 750-bed facility in Chattooga County as well as to redevelop existing facilities in Lowndes and Ware counties. Funding was also requested to expand an existing facility in Gwinnett County.
Riven OJ
County and State Institutions
There are 23 state and 27 county correctional institutions. One of these facilities is designed for female offenders. The combined capacity of all
12

facilities is approximately 15,400 of which 660 are female beds. State and connty correctional institutions for male offenders 1re directed and assisted by three state supervi! rs. The North Georgia supervisor is responsi le for lO male institutions having a combined Jicial capacity of almost 6000 inmates. Tht- South Georgia supervisor is responsible for 12 male institutions with a capacity of 5800 inmates. The county supervisor is responsible for 'l.i institutions with a combined capacity of 2600 inmates. These personnel work closely with institution superintendents, issuing and implementing new policies and regulations. resolving problems and ensuring that high standards of security, safety and sanitation are met.
An area of concentration during this year was the repopulation of Georgia State Prison. The population of this institution has been significantly reduced for several years due to litigation and a major redevelopment program. The division began to see resolution of both issues this year when the capacity of Georgia State Prison increa.~ed from 812 to 956.
Another significant development was the final implementation of the Special Alternative Incarceration program. This program, located at Dodge Correctional Institution, reached its full 100-bed capacity. The program, designed to provide 90 days of "shock incarceration," has received favorable attention from the local and national media. Planning is underway to expand this program to other sites.
Inmate Affairs
The Inmate Affairs Unit handles all complaints, grievances, claims for lost property and correspondence generated by the 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 this year new inmate grievance procedures were written and published. These procedures require inmate grievances to be resolved at the local level whenever possible. The result has been a significant reduction in the

number of complaints being appealed to the department's central office. Response times to inmate complaints have also been improved at all levels.
During FY1985 a tota1 of 12,381 separate pieces of inmate correspondence were handled by this unit.

PRISON POPULATION, 1970 - 1985

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17
16
15 14 13 12 11 10
9 8 7 6 5 4 3 2 1
0 ~~~~~~~~~LL~~LL~~LL~~~~~~~~
70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85
Calendar Years

NOTE: Pmon Population &o&al on &law grap/a doee no& agree ~Ia the computer-compiled profile of &ate 0/fendere 6eeauee t/ae graph .. drawn unng /aead-eount figure reported direetl11 611 i/ae ine&itution, wherea the Profile w compiled from admt.non1 and reletJiel report eu6mitted 611 the intitution1.

13

NEW FELONY ADMISSIONS FY85
By Race And Sex

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en
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5767

5 4935

4

3

2

1

0

301 450

Male

Female

Total Felony Admissions: 11,453

lSZl White

~ Non White

NEW MISDEMEANANT ADMISSIONS FY85
By Race And Sex

450

zen
0

400 350

406

en
5a 300

:cE <

250

u.

200

0

cw::::

150

al
:E

100

:z::>

50

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Male

Female

Total Misdemeanant Admissions: 888

lSZl White

~ Non White

14

NEW ADMISSIONS BY CRIME AND RACE
Fiscal Year 85
3.5

3

2.5

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0

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2

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1.5

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0.5

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VIOL NON-VIOL PROP DRUG ALCOHOL OTHER

Total Admissions: 12,341

White ISZl

Non-White ~

Tle Ol..ftlieCun an.. A..,.menC Unit proee11u iramaCu inCo Cle IJICcm.

15

Offender Administration

The Offender Administration Section 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 statewide classification procedures.
The section is composed of four separate units. The Classification and Assignment Unit is responsible for the classification, assignment, reclassification and escape/extradite of all inmates under departmental custody. The Reception and Release Unit administers sentence reception from 159 counties to include recomputations due to amended sentences, processing of all releases, court productions and detainer agreements. The Records Unit establishes and maintains a file of all active inmates as well as those under parole supervision. The Data Collection Unit is responsible for maintaining all computerized inmate records. They conduct the retrieval of statistical information for various reports used in the overall management of the inmate population. The number of inmate transactions for FY85 were:

New Sentences Received Releases Processed Jail Subsidies Paid Inmate Files Established Inmate Files Closed Out

13,811
1,489
1106,275 11,600 10,963

Transition Centers/ Women's Services
Currently there are five transitional centers for men and women and one institution for women. The supervision of these facilities is the responsibility of the state supervisor of Transitional/Women's Services, who acts in an advisory capacity on special programing for female probation services. The total bed capacity for the transitional centers is 463, of which 212 slots are for women, while the bed capacity for the Georgia Women's Correctional Institution is 660, with 200 at the Colony Farm Unit and 460 at the main unit. At any time approximately one-third of the female population is housed at the transitional centers.
16

Community-based centers combine treatment programs with the opportunity for residents to participate in work release in the local community. Participants are selected based on departmental criteria and as referrals from the parole board. All residents are required to attend a 30-day orientation program which includes instruction in job readiness, life skills, consumer education, drug and alcohol education and other related topics. After orientation, all residents are required to seek and maintain acceptable employment in the local community for the remainder of the assignment at the center.
Mter employment, residents are required to assume the cost of their room and board and other related expenses such as assisting their families, paying for personal clothing and personal hygiene items, paying medical expenses and in general becoming productive, self-sufficient, law-abiding citizens.
A major addition to all center programs during FY85 was the addition of a standard drug and alcohol education program and the placement of all centers under one administrative supervisor. Combined administrative supervision has allowed more consistency in operations and has allowed
for more cooperation in the areas of budgeting, planning and evaluation.
During FY85 the centers have maintained a 92% capacity rate with a total of 1,108 residents participating in the five programs. The centers maintained a 77% successful completion rate and a 96% employment rate. Gross earnings totaled $1,988,864 with $480,819 going to room and board payments for placement in the State Treasury and $357,810 being paid to FICA, federal and state taxes:
An important development for Women's Services in FY85 was the implementation of the project REACH for incarcerated mothers and their children. This program of support and parenting education as well as special visitation opportunities which begins in November 1986, involves groups of mothers at the women's institution. Project REACH was developed in conjunction with staff at the University of Georgia's School of Social Work along with assistance and consultation with staff of Georgia College.
An exciting activity for the Women's Institution this past year was the opportunity for recreation staff to present a program on the use of drama in a correctional setting for other recreation professionals throughout the United States at recreational conferences.

New Admissions From Court Parole Revocations Probation Revocations (Total) Probation Revocations (Part) Servin& Elsewhere
Totel

FY85 ADMISSIONS TO PRISON

Jul Aus Sep Oct Nov Dec Jen Feb Mer Apr Mey Jun

585 422 504 706 590 551 554 561

615 672 579

551

121 169 174 168 143 154 199 141 195 176 172 149

3 7

6

6

1

3

8

2

6

6

3

4

226 322 235 284 264 234 302 324

287 303 322

279

3 3

3

3

6

5

2

6

6

6

3

7

938 923 922 1,167 1,004 947 1,065 1,034 1,109 1,163 1,079 990

Totel
6,890 1,961
55 3,382
53
12,341

FV85 ESCAPES/APPREHENSION

Escapes Apprehended Same Month Of Escape Total Apprehended (Escaped This
Month Or In A Prior Month)

Jul Aua Sep Oct Nov Dec Jn Feb Mer Apr My June

14 22 20 12 9 14 11 1 15 19 15 16

3 9 14 10 19 10 12 22 1 4 10 4 8 9 11 13 1 12 14 11 11 24 12 19

Total
167 101 115

Source: Inmate Data System Evalualtion II Statistics

FV85 Departure From Prl11011

Sentence Expired Commuted By Parole Board Paroled Died In Prison Executed Escaped Amended To Probation Court Order, Bond, Monitor For New Trial Non-Custody Paid Fine And Was Released Special Reprieve By Parole Board Suspended Sentence Non-Custody Escape* Commuted By The Court Youthful Offender Conditional Release Conditional Transfer Remitted To Probation By Parole Board
Total

Jul Aul Sep Oct Nov 0.: Jen F.a. Mer A.- Mey Jun Totel

319 365 362 382 344 321

1

1

501 500 547 479 483 578

3

2

2

4

3

2

1

1

2

2

2

10

2

1

4

7

1

2

1

2

3

6

5

60

11

48

57 29 41

4

2

2

5

4

6

14

28

16

1

1

3

4

4

2

2

2

26 19 30

2

354 347 324 300 341

1

6

525 485 539 475 516

2

2

1

2

1

1

1

1

2

2

5

1

2

6

5

4

13

1

2

5

6

5

2

6

1

5

2

1

1

2

73

86

39

70

78

1

1

4

3

3

1

1

1

2

2

13

28

20

18

14

1

311 4,076

3

12

496 6,124

7

31

5

2

18

5

72

4

25

9

48

4

73

725

1

1

1

32

1

28

25

251

4

913 985 988 967 894 993 982 969 950 902 971

943 11,457

These are FY85 esca,.es who haw not been recaptured. See FY85 Esu!H/ Apprehension Chart for a compleU listin1 of escapes and apprehensions.
These are FY85 releases that are tnporary in nature, i.e., the inmate should return to prison.
17

Actual Programmatic Costs Per Inmate
FY 1985

Health Care 11,331
Plant Operation & Maintenance
11,154
Food & Farm 11,074

Institutional Administration & Diagnostics
1652
Rehabilitation Programs 11,135
Dept. Administration Overhead & Training
1508

Care & Custody 14.971

Dally Coata

Care & Custody Food & Farm P.O.M. Health Care lnst. Adm./Diag. Rehab. Program Central Adm. Dept. Adm./Trng.

113.62 2.94 3.16 3.65 1.79 3.11 .77
1.39

Total

130.43

Excludes Capital Outlay - 12.92
18

Number of Inmate Days and Average Daily Cost
FY 1985

Institution

Average Inmate Count

Augusta C.M.I Central C.l. Coastal C.l. 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. M.G.C.I:
Y.O.
Men's Women's Rivers Montgomery C.l. Putnam C.l. Rogers C.l. Rutledge C.l. Stn. Mtn. C.l. Walker C.l. Ware C.l. Wayne C.l.
Totals & Averaaes

567 539 740 455 1,475 1,433 786 264 630 121 679
831 601 582 796 425 118 421 577 222 320 102 188
12,872

Inmate Days
206,955 196,735 270,100 166,075 538,375 523,045 286,890 96,360 229,950 44,165 247,835
303,315 219,365 212,430 290,540 155,125 43,070 153,665 210,605 81,030 116,800 37,230 68,620
4,698,280

Total Expenditures (Excluding Capital Outlay " A.L.R.)
11,208,535
s 4,960,523
6,461,114 4,376,712 12,910,926 13,627,319 19,207,231 2,651,843 5,348,514 1,454,153 6,221,688
9,507,758 5,971,028 6,796,558 9,370,023 3,373,849 1,275,490 4,589,193 5,821,038 2,015,176 2,747,369 1,294,676 1,779,943
1142,970,659

Total Cost Per Inmate (Excluding Capital Outlay " A.L.R.)
s 54.16
25.21 23.92 26.35 23.98 26.05 66.95 27.52 23.26 32.93 25.10
31.35 27.22 31.99 32.25 21.75 29.61 29.86 27.64 24.87 23.52 34.78 25.94
s 30.43

19

....~"'<? ~"' ~"'<?-"

County Correctional Institutions
State Correctional Institutions
A Diversion Centers
* Transitional Centers

...COLQUITT
THOMAS
FLA.
GEORGIA CORRECTIONAL FACILITIES
20

The General Services and Support Division works in the following ways to provide support services to the operational units of the department:
_ Planning methods for achieving goals.
Making financial records of business transactions and preparing statements concerning assets, liabilities and fmancial operating results of the agency.
Estimating expenditures, revenues and the amounts of money assigned for a particular purpose in order to prepare the agency's total budget request for state officials to consider.
_ Instructing and conditioning behavior, professionalism and performance of employees in an attempt to make those employees more proficient through qualified instruction and drill, realizing the possibilities for employees' growth, and by monitoring an employee's professional progress from earlier to later states of maturation.
Serving as the visible employer of the individuals in the department who are paid to work for the state of Georgia.
Seeking and engaging some single appropriate talent for work or service to the agency.
Assigning a value to the department's employee resource, individually or collectively.
Procuring purchases of tangible commodities and keeping an inventory of all appraisable a~ets of the department.

Budgeted with less than 100 full-time positions, the division is divided into eight sections.

Accounting

The Accounting Office keeps records on all expenditures made by departmental budget audits; 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 Georgia Department of Corrections 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 1G85

Documents Entered Into System Total Checks Issued

131,429
206,765 21

Planning
The Planning Section focuses its efforts on helping departmental managers and staff to identify and prioritize major issues, and on developing plans to address those issues. The section has continued to focus its efforts on developing strategies to manage the continuing growth of and changes in the inmate and probationer population and on planning for more effective and more efficient use of the agency's resources.
Planners worked closely with other agency staff to complete several major projects during the past year. Plans to renovate Buford Correctional Institution, Lowndes Correctional Institution and Ware Correctional Institution into much larger, modem institutions were completed. Preliminary plans and supporting documentation for a budget request to build a special management unit to house some of the most difficult-to-manage inmates in the system were also developed.
Planning staff worked on a number of task forces including one that developed plans to build a school bus repair facility for Correctional Industries and another that addressed systemwide inmate manpower use and vocational training An operations manual for the new Public Safety Training Center in Forsyth, Georgia, was also written.
A major project to study security staff deployment in all state institutions resulted in the development of a computerized database that shows assignments by post, shift and function of the post. This database gives GDC the capability of using the computer to determine security staff requirements if staff assignments are changed or the staffmg relief factor is changed. Computer graphics also enabled the development of digitized institutional site plans and floor plans, any of which can be modified as needed at a later date using the computer.
Plans scheduled to be completed during the next year include a long-term development plan for transitional services and a standard plan for the opening of a new facility.
Personnel
Personnel administration of state employees is governed by a large body of federal and state law, State Personnel Board Rules and department
22

policies and procedures. The department's personnel offices serves 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. We handled about 20,000 personnel actions in
FY1985. GDC's personnel staff supports the second
largest state department in Georgia with 6,597 positions. The growth continues as reflected below.

EMPLOYEE GROWTH

No. Classified Increase Over

Positions

Previous Year

FY82

4,817

643

FY83

5,681

864

FY84

6,201

520

FY85

6,597

396

RACE AND SEX DISTRIBUTION AS OF 30 JUNE 1985

2,928 49.6"

1,233

1,18G

516

40

20.9%

20.1%

8.7%

.7%

Total: 5,906

Purchasing/Administrative Support
The department's central procurement and property control functions are coordinated by the Purchasing and Administrative Support Section. 30,579 purchases with a value of 124,396,463 were processed in FY85. The section serves as department liaison to the Department of Administrative Services and conducts audits of rules and regulations. The section alao provides the motor vehicle computer management system for capture of all vehicle expenses in the department.
In FY85, 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 FY85 totalled 1300,000. In FY85, the Care and Custody Program implemented a computer system which captures data on each officer in the state by uniforms issued, turned in, destroyed and annual replacement date. Also, a program was designed for the warehouse inventory controls and the overall Care and Custody budget.
The Inventory Control Unit is responsible for the statewide property system. This system captures all non-consumable items in the department for control and accountability.

The department's Contract Administration Unit was formed to provide policy and guidance on all G DC contracts eo that standard formats and procedures are utilized on any binding agreement.
This section is alao responsible for G DC's statewide records program and acts u the department's telecommunications coordinator.

Special Services

During FY85 the Special Services Unit

provided fiscal and monitoring support to

approximately 20 local federally funded projects or

programs.

This fascal year marked the

department's and the unit's attempt to provide

coordinated on-the-job training for offenders

through its utilization of Job Training Partnership

Act funds.

Special Services continued to serve as fascal

agent for a variety of projects funded by the

Department of Education, the Georgia

Endowment for the Arts, the U.S. Department

of Justice, the National Institute of Corrections,

county governments and service delivery areas

across the state. Funding for FY85 exceeded

11,100,000.

The Local Jail Improvements and the

Financial Aid to Counties Programs continued to

be administered by the unit in FY85, generating

approximately 50 contractual agreements with

county governments to improve local jails or

county correctional institutions. 11,240,000 was

made available to support the two programs

during this financial period.

Staff Training and Development
Staff Training and Development had an increase of 4,855 trainees during FY85 over the previous year as reflected below:
TRAINING ACTIVITY

Fiscal Year
1983 1984 1985

No. of Sessions
1,563 1,959 2,413

No. of Trainees
14,781 17,624 22,479

23

The 22,479 trainees attended 110 courses taught by GDC trainers.
The job task analysis for correctional officers conducted in conjunction with the Georgia Peace Officer Standards and Training Council was completed. As a result of this analysis, the Basic Security Training Program for all new correctional officers taught at the Georgia Correctional Training Academy (formerly Staff Development Center) in Forsyth, Georgia, was revised. The new Basic Correctional Officer Training Program was implemented in July 1985. This new comprehensive program gives four weeks (160 hours) of training to each new correctional officer. The academy staff taught 17 sessions for 1,105 trainees. However, a total of 1,452 trainees
attended 35 sessions at the academy. The field training staff was completely
merged into a single statewide cooperation and reorganized to offer more help with the training at all the correctional institutions and centers across the state. The field staff conducted 1,786 training sessions for 14,506 trainees.
The Satellite Training Academy at Georgia State Prison held 382 training sessions for 3,663 trainees.
A new function was approved by POST and added to Staff Development and Training, namely that of special programs development. The first session developed for this program and submitted to POST for approval was an eight-hour in-service course entitled "Stress Management." This unit assumed the additional responsibilities for teaching and coordinating food service training courses (Levels I-IV). It has expanded the program to include at least two Level I courses annually at Rogers Correctional Institution and in the Reidsville area, to provide maximum use of personnel.
Special Programs Development, assisted by the director of the University of Georgia School Law Library, provided volumes of required law library materials to Dodge and Rogers Correctional Institutions. It has furtlier provided bi-weekly training support to the Georgia State Prison Training Academy for court-ordered in-service training. In the upcoming fiscal year, this program will be expanded to include Rogers Correctional Institution.
Data Management made a total of 70,128 entries on the GEMS Training Data Base to record the training which occurred across the state. These data transactions generated 20 special monthly, quarterly and yearly training
24

activity reports, as well as yearly comparative reports. Over 1300 contacts were made with vendors in the purchasing for the four training offices and for central office staff. Nine-hundred ninety in-house purchase requests were prepared which resulted in 970 documents being prepared for the Accounting Unit for a total expenditure of $1,290,633.54. This is an average expenditure of 358.30 per trainee for FY85.

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.

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.)

The lnternal Affairs and Assessment. Division

is charged with the genf'ral 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 seven sections - Fiscal Audits; Evaluation

and Statistics; the G DC Fire Marshal; the

Inspector

General;

Internal

Investigations/Intelligence: Operations (includes

policies and procedures and rules and regulations);

and Computer Systems - have the responsibility

to identify problemat.ic 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.

Evaluations and Statistics

The Office of Evaluation historically has provided the department with an in-house capability to objectively examine its operations and programs, and to provide policy-makers and managers with salient and timely information in these areas. This information typically took the form of a simple management report pap<~r. or at its moet complex, a long-term, all-incluaive evaluation effort. The information needs of the intended audience and the complexity of the subject determine the approach.
In September of 1985 the office greatly expanded this function by adding the Statistics

Section to its ranks. This section provides statistical and research information to the operating divisions of G DC and to the executive and legislative branches of state government, as well as to other public and private agencies. The move promises to accentuate this effort within the department by encouraging expansion into more sophisticated areas of data analysis and interpretation.
Utilizing both mainframe computers and microcomputers, during this reporting period the Statistics Unit answered 169 requests for statistical information from such users as departmental staff, other Georgia agencies, agencies from other states, federal agencies, the legislature, judges, attorneys, students, the private sector and the public. Staff from the unit worked directly with each of these users, gaining knowledge of the project involved and thereby insuring that the data provided answered the request in the most efficient manner. The unit also obtained $59,000 during FY 1985 as reimbursement to the department for housing Mariel Cubans.
During FY 1985 Evaluation staff have designed and implemented seven major evaluations in the areas of mental health services to inmates, transitional centers, Intensive Probation Supervision, drug and alcohol programs and urinalysis screening. In addition, the office began publishing a series of "Management Information Papers," designed to provide department managers with descriptive statistics and analysis of selected areas of current interest to the department. These papers have included profiles of inmates convicted under the "Guilty but Mentally Ill" statute, and examinations of community service programs and of special alternatives to prison programs. The office has also contributed research work to the American Correctional Association's committee on affinnative action by developing an analysis of the race and sex distribution among all levels of correctional staff
25

aci'OII the na&ion from statistics provided by the Office of Equal Employment Opportunity.
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 continuing population growth experienced during the fiscal year, fire safety was a priority concern to the department's administration.
As a part of his duties, the GDC Fire Marshal's Office conducts testing of blankets, pillows and mattresses for use in G DC facilities. They work with institutional staff to develop evacuation plans for local facilities, and coordinates mutual aid arrangements with local fire departments to provide emergency backup fire fighting capabilities. In addition, an inspection process ensures that all facilities under the jurisdiction of GDC meet applicable state and national Life Safety Codes. During FY85 171 inspections of those facilities were conducted.
In compliance with Georgia law and G DC standards, certificated training classes were provided, in conjunction with Georgia Fire Academy, for Basic Fire Safety Training, Inspector Training, Central Office Orientation Training and Tactical Squad Training.
In addition to GDC staff training provided, the department's Fire Safety Training Program was conducted for several county jails as well as staff of the Federal Bureau of Prisons.
During FY85 funds were centrally designated to support the Fire Safety Program. Fire 26

protective clothing and other supplies were purchased from these funds. A fire department was opened at GSP/Rogers Correctional Institution to provide fire protection for the two institutions, a 9,000 acre reservation, 155 houses and the surrounding community.

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 FY85 the section conducted:
98 audits of probation offices 24 audits of center facilities 27 audits of correctional institutions
The section serves to gather information, analyze the fiscal records and pass this information on to managers and administrators in the form of audit reports. These reports, to be used as a tool to improve fiscal operations by managers, require a written response from the unit maintaining such records. The Internal Audit Section serves to gather information for and share with the State Department of Audits and Accounts as requested.
Funds receipted into the GDC trust accounts during the fiscal year ending June 30, 1985 were:

$47,250,000 8,700,000
5,550,000

Probation Offices Correctional Institutions Center Facilities

161,500,000 Total TrU&t Fonds B.eeelpted In FY8i

The audit section has been involved in the development of the automated records systems for the probation offices and correctional institution trust accounts. These systems are being reviewed for security, user and administrative needs, and generally accepted accounting needs.

Inspector General

It is the responsibility of the inspector general to determine if applicable laws, regulations, policy and procedures governing the Georgia Department of Corrections activities are being adhered to and that legal requirements are being met with respect to:

_ The provision of adequate security.

_ The safety of persons and property.

_ The health needs of inmates and probationers as demonstrated by proper sanitation and adequate medical care.

_ The maintenance of property and equipment; to protect its fiscal value and to assure its intended function and long life.

The Inspector General is also responsible for the identification of corrective action requirements necessary for resolving deficiencies and for the immediate correction of flagrant abuses.
Determinations of deficiencies or abuses are made through on-site inspections of all facilities and property under the jurisdiction of the Commissioner and Board of Corrections. Currently these include the following:

State Institutions

23

County Institutions

27

Transitional Centers

5

Diversion Centers

14

Other Facilities

5

Total

72

Theee impediom are accomplished by the impector reneral and one Blliltant impector who
is hued in a Dublin office and hu responsibility for the iDapection of all facilities eouth of the Diapoetic and ClUiification Center at Jacbon. The impector general inspect. all deparimental
facilities north of that location.

During the current fiscal year, an average of 13.7 inspections per month were completed for an annual total of 151 inspections.

Internal Investigations Section
The Internal Investigations Section is made up of two components - the intelligence area and the investigative area.
The intelligence area collects, analyzes and disseminates intelligence data in order to maintain a current, workable database to assist in the detection of illegal activities within the jurisdiction of the department, and in conjunction with various federal, state and local law enforcement agencies.
During FY85 this section gathered information, analyzed the data and passed tactical and trend information on to administrators in the form of sensitive reports and/or bulletins.
Intelligence data was gathered and maintained concerning activities involving escape plans, riots, disruptions, smuggling and trafficking of contraband, organized crime and other violations of state law or departmental rules, and identified inmates involved in subversive groups or activities.
The investigative area is designed to detect violations of rules and regulations of the department and laws of the state. The investigative areas is responsible for conducting both criminal and non-criminal investigations involving inmates, institutions and employees.
During FY85 this unit investigated 435 incidents within the Georgia penal system. These incidents included homicides, group disturbances and disruption, aggravated assaults, sexual offenses, thefts of state property, arson, employee malfeasance, drugs, escapes, other civil litigation and alleged violations of the Guthrie suit.
The Internal Investigation Section conducted
27

392 criminal history inquiries of Central Office employees, student intel'll8 and consultants, and fingerprinted 34 new employees.
The Internal Investigations staff attended various specialized training sessions. This training, in such areas as arson investigation and terrorism, has enhanced the operation of the unit and its benefits to the department.
Operations
The purpose of this office is to ensure the implementation of statutory, judicial, policy and administrative requirements in the department, though the internal functions of assessment, monitoring, promulgation, research, consultation and emergency coordination.
During this year, assessments were made of the impact of 16 acts of the Georgia General Assembly, which impacted the department. These assessments were made to determine the legal requirements of the acts, the actions indicated for the department and the division responsible for implementation.
Monitoring focused on the implementation status of laws from previous yean. Seventy-nine of the 100 impactful laws which were being monitored were implemented through the major revision of the rules or by other state agencies. A determination was made that the remaining 21 outstanding laws from previous years could be implemented through board policy, or departmental or division procedures.
The promulgation effort this year involved the completion of a major revision of the rules and regulations of the department. This process included coordination with departmental managers and liaison with the Office of Attorney General, Office of Secretary of State and Office of Legislative Counsel.
Administrative and legal research was conducted in resPOnse to 106 requests from staff and the general public.
The Emergency Coordination for Natural Disaster Operations Plan and Nuclear Emergency Operations Plan with the procedures for Georgia Emergency Management Agency were reviewed and confirmed as being current. This year emergency procedures were developed in cooperation with departmental staff and staff in the Georgia Building Authority for the central office staff.
A major project emphasis of Operations for
28

next year will be to coordinate a revision of departmental and divisional standard operating
procedures.

.... 4.- A4r Jltullcr .....,,

ita eomp.tcr Cr.U.U.t

Computer Systems

The Office of Computer Systems has the responsibility to design, establish and maintain a complex network of computer systems aimed at the following major objectives:
_ Increasing accuracy, speed and effectiveness of Information.
Getting and storing information for use by the agency.
Helping make more informed and timely decisions.
Getting infonnation to the right people at the right time.

The major computer systems are described and briefly explained below:
New Central Database: Oft'ender Traeking Information
System (OTIS)
Records of inmates, probationers and information to support the parole system have been maintained on Sperry Univac mainframe computers for many years. As is customary in large and ancient database systems, the requirements for access to and management of these records, combined with needs to provide more information outgrew the capabilities of the existing programs. This resulted in a cooperative

project by the Department of Administrative Services Division of Information and Computer Services (DOAS-I&CS), GDC and the State Board of Pardons and Paroles to develop a modem solution, beginning in 1979. The first phase, "Probation side," of the new system, known as OTIS is a state-of-the-art database management system. It was developed over a three-year period and was installed in October 1983.
A detailed design of the "Inmate side" of OTIS was completed in December 1984 and programming began in the spring of 1985. When fully implemented, OTIS, with a third phase to serve the needs of the parole system, will be the central core of vital data for the state correctional agencies for many years to come. The large investment in this new system, with the inherent commitment to processing and storing large volumes of offender data in the Sperry Univac mainframe environment addressed in this plan to be viewed in the context of how it relates to OTIS, or how it relates to the OTIS data communication system and the Univac Mainframe Computer.
Dedicated Mainframe Computers for Criminal Justice Information
Beginning in FY 1985, after a brief attempt to serve all users with a single mainframe clarified some important security, backup and user access issues, the two Univac computers owned by the state and operated by DOAS-I&CS were reconfigured and dedicated to the criminal justice agencies. The newer 1100-82 mainframe serves the Georgia Crime Information Center (GCIC) and an 1100-81 serves GDC and the Parole Board. These machines and peripheral equipment, located in a secure data center in the State Archives Building are connected to back each other up in case of malfunction of either one and to transfer sensitive criminal records (subject to Federal Department of Justice and GCIC security
regulations) between the GCIC network and the offender data files. The DOAS staff and other resources used to operate these mainframes is funded through a cost-sharing arrangement by the user agencies.
In FY85 the systems development and programming personnel associated with these systems were transferred from DOAS-I&CS to the respective agencies. This new arrangement ha'i given GDC valuable, responsive in-house

expertise and a better perspective of the mainframe system. Communication about how to design and develop a complete system linking with the mainframe resources has improved.
Central Office Automated Systems
During FY 1984 and 1985 PC systems were obtained and installed in several central office sections. Initial steps toward automation of office work, data management and specialized reporting have been taken in the following areas:
Budget Office of Computer Services Medical and Mental Health Services Food Service Farm Operations Procurement and Property Control Commissioner's Office Procurement and Property Control Internal Affairs (Administration
and Investigations) Internal Audit Engineering Evaluation Probation Administration.
Institutional Management System (JMS)
In early 1983 G DC acquired two small computer systems and contracted to develop programs to automate some of the routine and arduous manual work performed at correctional institutions. Initial priorities were for inmate funds and store transactions, accounting and tracking of work and housing assignments/rosters. These were successfully developed at Gil (Alto) and the Augusta Medical Correctional Institution, but limitations of the existing computers' speed, memory and disk storage soon became apparent. The new "IBM PC technology" was assessed by G DC systems staff during FY 1984 and it was determined that the "IBM standard" would be adopted and the software would be rewritten to run on IBM and compatible personal computers. These were acquired in early 1985 and after a period of testing, networking for file back up and file sharing between two PCs, and some enhancement and documentation of software, the
29

original systems were replaced. In FY85 G DC purchased an unrestricted, perpetual license to use and modify programs developed by the contractor at all GDC facilities.
30

Through a statewide network of 109 probation offices and 14 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 accomplished 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 1985 the responsibilities of the Probation Division were carried out by various organizational components.
Community Service
The establishment of community service programs, as a responsibility of the Probation Division within the Georgia Department of Correction<;, was mandated by legislative acts which includes DUI legislation. 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.
Community service programs were authorized by state law in 1982, but the probation community service program will receive its first 10 field positions in FY86. From November 1984 through March 198S, the number of probationers sentenced to perform community service increased hy 90(~(,. and court-ordered community service hour!'o increased by 101%. The Probation Division has developed general guidelines designed to

provide clarity and flexibility for the implementation and effective coordination of the expanding community service program throughout the state.
Community service as a sentencing 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 was introduced and passed in the 1985 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 lD Geor1la
Provides a middle-range punishment option
Promotes a work-ethic approach to punishment and establishes accountability
Benefits the community in needed areas of servace
Is a highly visible program which fosters citizens and agency involvement
Allows the offender to repay the community through work in its behalf
31

Communltr Service
Number of probatioMrs durinl FY85
Number of hours wved by probationers
ApprcCimate labor value for community ..vice work performed ill communities (calculated at minimum wap af 13.35 per llour)
Nou: Fipra do 1tot iltdiHM ,...,.,. ., diwnion C>tfMS.

6,7QO 850,522

Dlvenlon/]leatltutlon Center Program
The Diversion/Restitution Center program has crown in the past decade from one federally-funded "halfway" house to 14 state-funded diversion centers. Three additional centers are currently in construction phases.
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 wiU maintain full-time employment, earninp from which room and boanl 818e1Sments, restitution, court costs and fmes, 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 1985:
Earnln1 and Dlaburaementa

Resident Gross Earninp

I 4,046,640

Resident Taxes Paid

I 767,fi69

Resident Room and Board

I 1,135,171

Resident Dependent Support

I 420,806

Resident Payment of Restitution I 170,120

Resident Payment of Court Fines I 589,500

Resident Community Service
32

56,m hrs.

I
angu. ~
Fldcler rndu Ni&

CetMer Spmntet~lrM Jema
Co joi J.e.ct... I r..tlmt.

Diversion 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, fmes, 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

Each level of supervision has an accompanying standard number of contacts. The Iateoslve 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 -3 contacts per month Blgh - Monthly face-to-face, one field contact Medium - Monthly telephone contact, quarterly face-to-face Mbalmum - Monthly telephone contact fbwaelal - Child support payments (weekly & monthly)
The Admlalstratlve category involves those cases that with court approval are receiving no direct probation supervision. The Other category includes new cases pending classification and those who have absconded or who are serving concurrent prison sentences.
Care/.l Scremtnf fOee into Cle IPS eelet:Cion ,rocue.
Intensive Probation SupervJslon Program
In the continuing efforts of the Georgia Department of Corrections to ensure bed space in its state institutions for the violent and career

criminal, intensive probation supervaston 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 offenders who typically would receive a prison sentence. By providing 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, begun in Georgia in FY 1983 in 13 judicial circuits, now is operational in 33 judicial circuits. Total yearly diversion capability is now 1,800. 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 IDelude:
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 rehabilitative services
Probation Fee

Sentencing judges began imposing probation

fees in March 1982. Fee payments range from

Sl0-50 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.

33

Probation Fee Revenues

FY 1983 FY 1984 FY 1985

I 862,837 I 1,660,977 I 2,491,492

Interstate Compact
The purpose of the Probation Interstate Compact Office for probation is to serve as an agency 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 supervision, progress and conduct reports and violation reports.
As of June 1985 there was a total of 5,000 compact cases including Georgia and out-of-state cases. The office averaged receiving 175-200 requests for transfers out and in during each month of fiscal year 1985.
Probation Classlftcatlon Workload Management System
The purpose of case classification is:
to Improve the etfeetlveness of servlee dellve17 to the probationer
_ to develop a uniform standard tor elasslfteatlon on a statewide basts
_ to provide a data base for budgeting and staft' development on a workload rather than a easeload 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 Probation Management Information System which is the data base for historical as well as a current tracking system.
34

Classification and workload information are retrieved from a database 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 1985:

Probation Caseload[Worldoad

Level
Intensive Maximum High Medium Minimum Administrative Financial Other

Number
771 5,602 15,802 24,281 16,440 9,596 13,897 5,833

Percentage
.8 6.0 17.2 26.4 17.8 10.4 15.1 6.3

Total

92,222

100.0

Other Workload Statlatk:a

Lon1 form presentence investi1ation
Short form presentence investiption Record checks
Out-of-state investiptions
Psycho~l re~
Court time (hours) URESA cases

5,261 3,804 45,474 2,222 1,249 105,005 16,261

FY 1G85 Collectlona

Total amount of restitution Total amount of fines Total amount of child support
Total

s 3,705,023 s 15,402,036
I 23,477,115
I 42,584,174

The year 1985 also produced the following statistics:
Revocations

Technical New Crime/Conviction New Crime/No Conviction
Total

1,705 1,500 1,448
4,653

Absconder
Tolled Non Tolled Total

220 1,779
1,999

Alternative Incarceration Program, he is returned to regular probation supervision at the end of 90 days.
The SAl program became operational in
November 1983 at Dodge Correctional Institution. The capacity at opening was 50 beds. Due to
intel'eH in the pr'OII'Uil uul i*e utilization by judges, the capacity increMed to 100 beds in July
1984.

lamau ita Cie SAl 1ro,rm 1er/orm ir4 ,A,.te.l '-6or rm~ei lib ,...,.,., 6ne Crifttnf.
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
35

GEORGIA PROBATION DISTRICTS
36

The Technical Services Division includes food and farm services, Georgia Correctional Industries and Facilities Development and Engineering. Each section's responsibilities is defined below.
Georgia Correctional Industries
Georgia Correctional Industries Administration, a public corporation of the state, is directed by a board of directors consisting of memben of the Georgia Board of Correctiona. The administration, day-to-day operating fundiona are under the Technical Services Division of the Department of Correction~.

Georgia Correctional Industries has been reorganized administratively, with the addition of the operational audits section. This section is charged with the responsibility of improving quality through a quality control program, and to review all manufacturer procedures and designs.
The section is directed to utilize the inmate work force to manufacture quality economical products for tax supported government agencies. These programs are administered in such a diversified manner as to offer a minimum of competition to private industry and labor.
Georgia Correctional Industries' philosophy on inmate work programs is that instilling the work ethic in inmates is of prime importance. The Section feels the prospective employers want to

Loutlon
lownes C.l. Valdosta, GA
Georgia State Prison Reidsville, GA
Walker C.l. Rock Springs, GA
Dodge C.l. Chester, GA
Colony Farm Hardwick, GA
Montgomery C.l. Mount Vernon, GA
Stone Mountain C.l. Tucker, GA
Total

INDUSTRIAL OPERATIONS

Pa.nts

lnveatment MKhlnery " Equipment

Mnufcturtn& Sp.ce Sq1111re Feet

1

I 90,102

14,400

3

11,546,349

103,200

1

s 390,305

24,000

1

I 183,048

18,000

2

I 507,231

41,120

3

I 601,591

1

I 307,645

34,800 22,000

12

13,626,271

258,120

lnmte Employment
25 158 70
55
300
163 37
808
37

hire individuals who are punctual, cooperative and receptive to discipline as well as possessing useful industrial skills.
Within each of Georgia Correctional Industries 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, an internal training section has designed,
developed Uld implemented 28 inciuMrial trainiq coUI'IeS and programa. Thae training programa
are resistered with the Bureau of Apprenticeahip
and Tninin( and include a four-year
apprenticeahip ))l'OII'&IIl in ita printing opei'Miona.
.AIIo, in coujundion with Brewton-Parker Collqe in Mount Vemon, Georgia, the training taking
38

place within Georgia Correctional Induatries' Montsomery opei'MiODJ is awarded 41 quarter
hour~ of collese credit toward a terminal
two-year UIOCiate of applied ecience desree
This degree prosrun makes Georsia Correctional lnduatriee the most fully educationally accredited priaon industry organiWion within this !Wion.
The past year has been a record-setting year for the administration in establishing new products, inmate employment, manufacturing facilities modernization and sales. The expansion of our chemical, textile and metal products lines provided the bulk of our new products as well as increased inmate employment in these facilities.

Facilities Development and 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 as the management of all lease facilities. FOE is responsible for implementation of G DC's master plan for the increased delivery of services in a climate of increasing population, increasing construction costs and formulation of minimum facility standards.
This section is divided into five major areas:

Deslp - Presently directing the design and development of five major institutions and three centers with an estimated value of S200 million.

l'aelntr Coostruetlon

Twelve million

dollars was allocated to build the Forsyth

Correctional and Training Facility which is near

completion. A S2 million perimeter security

system at Georgia State Prison as well as a S3

million housing unit at Rogers Cl are currently

under construction. In addition, construction is

underway on a warden's residence at Ware CI

and Dodge Cl, guard towers at Augusta

Correctional/Medical Institution and Dodge Cl,

the Columbus Diversion Center and an

institutional chapel at Georgia Diagnostic &

Classification Center. In addition, a 1300,000

wastewater land application system is under

construction at the Georgia Diagnostic &

Classification Center.

State Inmate Coostrudlon Crew - Under the supervision of FD&E, the inmate construction

crew has performed numerous construction projects, including a swine breeding facility, dairy caUle shelter and warehouses.
CoutJ Iamate CoDSti'Udloa Crew Another inmate construction crew performs major renovation projects on local county jails in accordance with a 50/50 match of staie and county funds. This project is a joint venture with the Department of Community Affairs.
Mtltauee - Relpooaibili*J for aain&enaace of 23 major i!Rmtioaa Iaiii imo dail area. The 1IIIR i8 allo respolllible for .pproximaiely 1400,000
of Central Repair Fundi to be 1I8IICl u all
flldlitiea. In addition, inmate crew are ued to
undertake major repair projecU I8Ch roofinr,
heating lfRem repain, etc. Teclmical tuppOit mel preventive mliDteaance JR'OIIUl tuppOrt il allo prcmded.
Major Aeeompllsbmeats - FY 1N5
Completion of 14 local county jail renovation projects by the county inmate construction crew.
The development of a standard plan for guard towers.
Completion of a 100-bed high security housing addition valued at 12.5 million at the Georgia Women's Correctional Institution.
Completion of the renovation of "A" Unit
at Georgia State Prison, providing 377 beds.
Completion of 1500,000 worth of farm-related facilities at Georgia State Prison/Rogers Correctional Institution by inmate labor.

Food and Farm Services
The function of the Food and Farm Se"ices Section of the Georsia Department of CorrectioDS is to meet the followin( major objective:
To proYide a aatrltlo..U, balanced meal meetlag aD regalatoi'J atudards for bamatet ud resldeata Ia tlae most eoet eedln IDUUler.
During Fiscal Year 1985 there was a total of 12,243,567 meals se"ed by correctional facilities. This is an average of 33,544 meals per day, which does not include approximaiely 9,000 meals per day prepared by Central State Hospital and se"ed to inmates at the Middle Georgia Complex.
Funding was obtained in the FY8S amended budget for the following farm-related capital outlay projects:
Additional layer bouse and feed mill at Montgomery Correctional Institution.
Irrigation system for orchard at Wayne Correctional Institution.
Irrigation system for present lagoon at the Swine Project located at Rogers Correctional Institution.
Two free stall-loafmr barns for dairy at Rogers Correctional Institution.
Additional lagoon and fmisbing slab for 1,000 head of swine at Rogers CI.
Circular Pivot Irrigation System at Rogers CI. This system will cover over 200 acres of crop land.
Emergency generator and small building to bouse generator for the Swine Project at Georgia Industrial Institute.
The above projects are currently under construction.
Major Accomplishments
Construction has been completed on a new breeding barn at the Swine Project, a farm equipment shelter and motor vehicle maintenance facility at Rogers CI. Funds for these projects
39

were appropriated in the FY 1894 amended budget.
Increased production of canned farm vegetables was realized this past fiscal year at the Rogers Cannery.
The department increased beef herd operations at Middle Georgia Correctional

Institution, Georgia Industrial Institute, Walker

Correctional Institution and Georgia Diagnostic

and Classification Center.

Upgraded the dairy herd at Rogers

Correctional Institution.

Constructed 39

individual calf hutches which drastically reduced

the calf mortality rate.

Farm Product Value to Cost Comparison

rv 1111
Community
Beef, dressed lbs. Savings
Pork, dressed lbs. Savings
Eggs, Poultry
Savings
Milk, gallons Loss
Vegetables, lbs. Savings
Syrup, gallons Loss
Orchard, lbs. Savings
Melons, lbs. Savings
Totals
Total S.vlnaa
40

Unlts of Produdlon
1,102,036

Total Cost of Product
11,688,746

1,268,284

fi70,102

806,163 265,157

1460,687 1618,558

3,486,388

1378,335

2,620 40,483

125,576 117,123

588,385

124,409

14,103,137

Unlt Cost 11.5324 10.7643 10.5183 12.3215
10.1085 fi.7622 10.4378 10.0408

Unlt Value 11.8746 11.3081 10.7622 11.7922
10.339e 12.4720 10.5562 10.0855

Total Value
12,065,871 1371,131
11,660,350 1690,248
1690,677 1220,990
1476,290 <1142,269>
11,185,024 1806,689
16,477 <119,099>
122,516 14,793
151,162 126,753
16,158,373
11,065,236

Cost Ratto 1.22 1.11 1.47
0.17 3.13 0.25 1.27 2.10
1.47

A laboratory was installed at the feed mill at Rogers Cl in FY85 for the purpose of detecting Aflatoxin in grain, thereby reducing the risk of serious health problems m livestock and contamination of milk.
A new design for portion-controlled food service using a tray assembly process was adopted at Rogers CI in FY85. Significant savings are being realized in the Rogers Cl food service operation, which prepares all food for delivery to

the Georgia State Prison maximum security units. Maintained the Food Service Certification
Training Program in conjunction with the departmental training section and the University of Georgia.
With the assistance of personnel on contract from the University of Georgia Agricultural Extension Service, continued to correct malfunctions in the swine and dairy production projects at Rogers Cl.

Cannery Production

Rogers Correctional Institution

Cases of Canned Vegetables
(Thousands)
80

70

60
so

40 30 20 10

0 FY 1983

FY 1984

FY 1985

41

APPENDIX

Georgia Department of Corrections

State Institutions
Aupata Correetlonai/Meclkal ln1tltutlon 3001 Gordon Highway Grovetown, GA 30813 404/860-8920 Gist: 336-8920 Supt.: Chuck Burden
Central Correetlonal ln1tltutlon 4600 Fulton Mill Rd. Macon, GA 31213 912/427-2010 Gist: 321-6203 Supt.: Gerald Willis
Coatal Correetlonal lntltutlon P.O. Box 7150 Garden City, GA 31048 912/964-9330 Gist: 335-9330 Supt.: Barry Gaither
Dod1e Correetlonal ln1tltutlon P.O. Box 276 Chester, GA 31012 912/358-4801 Supt.: Ross Gearinger
Fonyth Facy P.O. Box 696 Forsyth, GA 31029-0696 912/994-0062 Supt.: Truett Goodwin
Georala Dlapoatlc I& Clalltkatlon Center P.O. Box 3877 Jackson, GA 30233 404/775-3161 Gist: 254-6011 Supt.: Ralph Kemp
GeorPa lnclutrlal lntltute
P.O. Box 709 Alto, GA 30510 404/778-2273 Gist: 243-4011 Supt.: Garrison Parker

Ge4qla State Prllon Star Route Reidsville, GA 30499 912/557-4301 Gist: 367-4011 Supt.: Lanson Newsome
GeOflla Tralnlnl lc Develop. Cent
2989 W. Rock Quarry Road Buford, GA 30518 404/945-1301 Supt.: Rick Abbott
GeOflla Tralnlnl lc Development Cent.
2989 W. Rock Quarry Rd. Buford, GA 30518 404/945-1301 Supt.: Rick Abbott
Lee Correetlonal lntltutlon P.O. Box 399 Leesburg, GA 31763 912/759-6453 Gist: 341-4373 Supt.: Ira Kelso
Lownde Correctional lntltutlon P.O. Box 310 Valdosta, GA 31601 912/333-5271 Gist: 349-5271 Supt.: David Thompson
Men' Correetlonal lntltutlon P.O. Box 396 Hardwick, GA 31034 912/453-4702 Gist: 324-4702 Supt.: Jim Wharton
Metro Correctional lntltutlon 1301 Constitution Rd. Atlanta, GA 30316 404/624-1411 Supt.: Grady Lewis
42

MontiOIBery Correc:tlonal lnllltutlon P.O. Box 256 Mount Vernon, GA 30045 912/583-2286 Supt.: Floyd James
Putnam Correctional lnatltutlon P.O. Box 71 Eatonton, GA 31024 404/485-3301 Supt.: larry Hurt
River' Correctional lnatltutlon P.O. Box 1500 Hardwick, GA 31034 912/453-4591 Gist: 324-4591 Supt.: Cal Green
Rotera Correctional lnatltutlon P.O. Box 5300 Reidsville, GA 30453 912/557-4n1 Supt.: Robert Francis
Rutled1e Correctional lnatltutlon 7157 Manor Road Columbus, GA 31907 404/563-9434 Gist: 252-5184 Supt.: Paul Ford
Stone Mountain Correctional lnatltutlon 5500 Venable Street Stone Mountain, GA 30083 404/469-1406 Supt.: Elie Jones
Walker Correctional lnatltutlon P.O. Box 98 Rock Springs, GA 30739 404/764-1926 Supt.: Doug Williams
W.e Correctional lnatltutlon P.O. Box 99 Waycross, GA 31051 912/285-6095 Gist: 368-6095 Supt.: Jerry Thomas
43

MGCI AdMinlatratlon Office 912/453-5201 Gist: 324-5201 Bus. Mgr.: Jim Seckinger
Wayne Correctional lnatltutlon
Route 1, Box 264 Odum, GA 31555 912/586-2244 Supt.: Tommy Wallace
Gecqla Women' Correctional lnatltutlon P.O. Box 218 Hardwick, GA 31034 912/453-5218 Gist: 324-5218 Supt.: Gary Black
Youthful Offender Correctional lnatltutlon P.O. Box 417 Hardwick, GA 31034 912/452-5375 Gist: 324-5375 Supt.: Henry Andrews
County Institutions
Buloch County Correctional lnatltutlon P.O. Box 1085 Statesboro, GA 30458 912/764-6217 Acting Warden: John Akins
CMrOI County Correctional lnatltutlon 502 Old Newman Rd. Carrollton, GA 30117 404/832-3939 Warden: Tommy Payne
CIM'ke County Correctional lnatltutlon 2825 County Farm Road Athens, GA 30610 404/354-2900 Warden: Charles Greenway
Colquitt County Correctional lnatltutlon P.O. Box 339 Moultrie, GA 31768 912/985-3331 Warden: Leland Dampier

Coweta County Correctional lntltutlon 1 Selt Road Newnan, GA 30263 404/253-0794 Warden: James Wendell Whitlock
Decatur County Correctional ln~tlon P.0. Box 1218 Bainbridge, Ga 31717 912/246-1694 Warden: Wayne Holt
Efllnlhana County Correctional lntltutlon Springfield, GA 31329 912/754-6071 Warden: Louis Davis, Jr.
Floyd County Correctional lntltutlon 329 Black's Bluff Road Rome, GA 30161 404/234-7549 Warden: J.W. Scott
Fulton County Correctional lntltutlon 1101 Jefferson Street, N.W. Atlanta, GA 30318 404/875-6454 Warden: Alfred Pierce
Gwlnnett County Correctional lntltutlon P.O. Box 47 lawrenceville, GA 30246 404/962-1497 Warden: Gary T. Lancaster
Hall County Correctional lntltutlon Route 3, Box 110 A Gainesville, GA 30501 404/536-3672 Warden: Ralph Suggs
Harrla County Correctional lntltutlon Route 2, Box 355 Hamilton, GA 31811 404/628-4959 Warden: Jimmy Evans
Houton County Correctional lntltutlon Kings Chapel Road Perry, Ga 31069 912/987-1477 Warden: Ray Wheelus

JackMn County Correctional ln.tltutlon Route 3, Box 247 Jefferson, GA 30549 404/367-5287 Warden: Dale Glenn
JefferMn County Correctional lntltutlon Route 1, Box 9A Louisville, GA 30434 912//625-7230 Warden: George T. Smith
Meriwether County Correctional lntltutlon Route 3, Box 3 Greenville, GA 30222 404/672-4433 Warden: Fred Smith
Mitchel County Correctional lntltutlon P.O. Box 191 Camilla, GA 31730 912/336-5691 Warden: Bruce Shiver
MuKotee County Correctional ln.tttutlon 3950 Schatulga Road Columbus, GA 31907 404/561-3220 Warden: Daniel Culpepper
Richmond County Correctional lntltutlon P.O. Box 5259 Augusta, GA 30906 404/798-5572 Warden: Michael Greene
Spaldln1 County Correctional lntltutlon 1515 Williamson Road Griffin, GA 30233 404/228-2946 Warden: Bruce Redding (acting)
Stewart County Correctional lntltutlon P.O. Box 157 Lumpkin, GA 31815 912/838-4385 Warden: Bill House (acting)
Sumter County Correctional lntltutlon P.O. Box 484 Americus, GA 31709 912/924-6066 Warden: James W. McClung
44

Terrel County Correctional ln1tltutlon Route 5, Box 38 Dawson, Ga 31742 912/995-5381 Warden: James Kilgore
ThOMM CountJ Correctional lnltltutlon Route 1, Box 302 Thomasville, GA 31792 912/226-8933 Warden: Donnie Cleveland
Troup County Correctlorull ln1tltutlon Route 1, Hamilton Road LaGrange, GA 30240 404/882-7697 Warden: Billy Ledford
Up1011 CountJ Correctional lnltltutlon 2440 Yatesville Highway Thomaston, GA 30286 404/647-7452 Warden: W.R. Cochran
Transitional Centers
Ata.lta Adv.aceMent Cent 310 Ponce de Leon Ave., NE Atlanta, GA 30308 404/894-42n Gist: 222-42n Supt.: James Doctor
Macen Tranlltlonal Cent 1100 Second Street Macon, Ga 31201 912/744-6090 Gist: 321-6090 Supt.: Art Gavin
Metro T,_lltlonal Cent.1303 Constitution Road Atlanta, Ga 31201 404/656-5375 Gist: 221-5375 Supt.: Mary Lewis
New Horizon 344 Ponce de Leon Ave. Atlanta, GA 30308 404/894-4116 Gist: 222-4116 Supt.: Guy Hickman
45

Savannah Tranlltlonal Cent 439 East Broad Street Savannah, GA 31401 912/944-2268 Gist: 361-2268 Supt.: Hennan Johnson
Diversion Centers
MJ Dlvenlon Center 6006 Reid St., Turner Field Albany, GA 31702 912/439-4309 Gist: 341-4309 Supt.: A. Don Chandler
Athen1 Dlvenlon Center P.0. Box 1229 Athens, GA 30601 404/542-8628 Gist: 241-8628 Supt.: David Gibbs
Ata.lta Dlvenlon Center 1566 Bankhead Highway, NW Atlanta, GA 30318 404/792-7055 Supt.: Alexandere Bullock
AuiUita Dlvenlon Cent P.O. Box 5706 Augusta, GA 30906 404/790-2916 Gist: 334-2918 Supt.: Alvin Mitchell
Cobb Dlvenlon Cent 831 N. Cobb Parkway Marietta, GA 30062 404/427-3148 Supt.: Dennis T. Clark
Columbu Dlvenlon Cent Columbus, GA 31907 Supt.: Bobby Lavoie
Fulton Dlvenlon Cent 975 Memorial Drive, SE Atlanta, GA 30316 404/656-3167 Supt.: Dawn Keaton

Galnev DIY..._ Center P.O. Box 2382 Gainesville, GA 30503 404/535-5723 Gist: 261-5723
Supt.: Barry P. Ladd
Gateway Dlvenlon Center
15 Peachtree Place, NE Atlanta, GA 30309 404/894-2650 Gist: 222-2650 Supt.: Arnold DePetro
Grlfln Dlvenlon Center P.O. Box 1086 Griffin, GA 30224 404/229-5841 Supt.: James Fletcher
Macon Dlvenlon Center
1232 Jefferson Road Macon, GA 31201 912/744-6197 Gist: 321-6197 Supt.: R. Dennis Cook
a. .e Dlvenlon Center
c/o Northwest Georgia Regional Hospital, Bldg. 206 Rome, GA 30161
404/295-6418 Gist: 231-6418 Supt.: James H. Deal
Th. .uv Dlvenlon Center
P.O. Box 980 Thomasville, GA 31792 912/228-5177 Gist: 344-2348 Supt.: Roger Varnadore
Waycro. DIY..._ Center
P.O. Box 759 Waycross, GA 31502-0759 912/285-6028 Gist: 368-6028 Supt.: Robert Lanier

WG~Ren' Dlvenlon Center
1053 West Peachtree St. Atlanta, GA 30309 404/894-5610 Gist: 222-5610 Supt.: Marie McNair
46

DEPARTMENT OF OFFENDER REHABILITATION BALANCE SHEET - BUDGET FUNDS
JUNE 30, 1985

ASSETS
CURRENT ASSETS
Accounts Receivable Appropriation Allotments Federal Grants Direct Grant Sub-Grants Other
Total Assets

"A" DEPARTMENTAL
OPERATIONS

"B" CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND
SUPPORT

"E" PROBATION
FIELD OPERATIONS

TOTAL

$ 1,811,054.00 $ 9,395,444.00 $ 2,168,375.00 $13,374,873.00

1,765.12

696.89 134,739.35 2,744,034.31

696.89 134,739.35 2,745,799.43

$el,812,819.12 $12,274,9~ $ 2,168,375.00 $16,256,108.67

LIABILITIES AND FUND EQUITY

CURRENT LIABILITIES

Cash Overdraft Vouchers Payable

$ 691,777.67 $ 4,521,257.57 $ 741,361.79 $ 5,954,397.03 820,568.33 6,633,173.97 1,010,493.38 8,464,235.68

Total Liabilities

$ 1,512,346.00 $11,154,431.54 $ 1,751,855.17 $14,418,632.71

FUND EQUITY

Fund Balances
Reserved Federal Projects Direct Grant Sub-Grants Insurance Recoveries Special Education Contracts

$ 59,511.00 22,408.03
1,707.21 10,299.54

$ 59,511.00 22,408.03 1,707.21 10!299.54

Unreserved Surplus

$ 93,925.78

$ 93,925.78

$ 300!473.12 1,026,557.23 $ 416,519.83 1,743!550.18

Total Fund Equity

$ 300,473.12 $ 1,120!483.01 $ 416,519.83 $ 1,837,475.96

Total Liabilities and Fund Equity

$ 1.812.819.12 $12.274,914.55 $ 2,168.375.00 $16.256.108.67

47

DEPARTMENT OF OFFENDER REHABILITATION STATEMENT OF CHANGES IN FUND BALANCES - BUDGET FUNDS
YEAR ENDED JUNE 30, 1985

"A"
DEPARTMENTAL
OPERATIONS

"B" CORRECTIONAL INSTITUTIONS,
TRANSITIONAL CENTERS , AND
SUPPORT

"E" PROBATION
FIELD OPERATIONS

TOTAL

FUND BALANCES JULY 1, 1984

Reserved For Federal Project For Insurance Recoveries For Special Education Contracts

$

23,346.35

42,500.78

6!719.11

$

23,346.35

42,500.78

6,719.11

Unreserved Surplus

$

72,566.24

$ 189,957.72

676,214.43 $

$ 56,966.53

72,566.24 923,138.68

$ 189,957.72 $ 748,780.67 $

56,966.53 $ 995,704.92

ADDITIONS

Adjustments to Prior Year's Accounts Payable
Excess of Funds Available over Expenditures Exhibit "E"
Prior Year's Checks Voided Reimbursement of Prior Year's
Expenditures

27,716.54

96,018.16

272,544.07 967.48

1,011,393.90 370.00
34,927.81

1,775.56

125,510.26

414,707.84 36.43

1,698,645.81 370.00
35,931.72

$ 491,185.81 $ 1,891,490.54 $ 473,486.36 $ 2!856,162.71

DEDUCTIONS

Unreserved Fund Balance (Surplus)

Returned to Department of

Administrative Services,

Fiscal Division

Year Ended June 30, 1984

$

Adjustments to Prior Year's

Accounts Receivable

Refund of Federal Funds to

Grantor

Refund of Prior Year's Revenue

Reserved Fund Balance Carried

Over from Prior Year as Funds

Available

189,957.72 $ 754.97

676,214.43 $ 16,467.44 1,532.02 4,227.40
72,566.24

56,966.53 $

923,138.68
17,222.41
1,532.02 4,227.40

72,566.24

$ 190,712.69 $ 771,007.53 $

56,966.53 $ 1,018,686.75

FUND BALANCES JUNE 30, 1985

(To Exhibit "C")

$ 300,473.12 $ 1,120,483.01 $ 416,519.83 $ 1,837,475.96

48

DEPARTMENT OF OFFENDER REHABILITATION
BUDGET FUNDS STATEMENT OF REVENUES AND EXPENDITURES
YEAR ENDED JUNE JO, 1985

FUNDS AVAILABLE
REVENUES
APPROPRIATION ALLOTMENTS General Appropriations Amended Appropriations Governor's Emergency Fund
Total Appropriation Allotments
FEDERAL FUNDS (See Schedule) Direct Grants Sub-Grants
Total Federal Funds
OTHER REVENUES RETAINED (See Schedule)
Total Revenues
CARRY-OVER FROM PRIOR YEAR
Transfer from Reserved Fund Ba~nce Federal Project Sub-Grant Department of Education Library Services and Construction Act Grant No. 60-572 Insurance Recoveries Special Education Contracts
Total Carry-over from Prior Year

"A"
DEPARTMENTAL OPERATIONS

"B" CORRECTIONAL INSTITUTIONS,
TRANSITIONAL CENTERS I AND
SUPPORT

"E" PROB.l\.TION
FIELD OPERATIONS

TOTAL

$ 22,223,717.00 $ 136,857,926.00 $ 26,134,562.00 $ 185,216,205.00

392,130.00 (-) 1,957,182.00

1,226,313.00 (-)

338,739.00

5,000.00

5,000.00

$

22,615,847.00 $ 134,900,744.00 $~365,875.00 $ 184,882,466.00

$

63,747.73

585,023.56

$

648.771.29

$

63,747.73

585,023.56

$

648.771.29

$

682,568.32 $

2,498,400.92 $

3,311,804.28 $

6,492, 773.52

$

23,298,415.32 $_~_,_0-4_7,916.21 $

30,677,679.28 $ 192,024,010.81

$

23,346.35

42,500.78

6,719.11

$

72,566.24

$

23,346.35

42,500.78

6,719.11

$

72,566.24

Total Funds Available

$

s 23.298.41~ $ W...W482.45

30.677.679.28 $ ~-9~096' 577. 05_

DEPARTMENT OF OFFENDER REHABILITATION
BUDGET FUNDS STATEMENT OF REVENUES AND EXPENDITURES
YEAR ENDED JUNE 30, 1985

EXPENDITURES
PERSONAL SERVICES
Salaries and Wages Employer's Contributions for:
F.I.C.A. Retirement Health Insurance Personal Liability Insurance Unemployment Compensation Insurance Workers' Compensation Insurance Assessments by Merit System
REGULAR OPERATING EXPENSES
Motor Vehicle Expenses Supplies and Materials Repairs and Maintenance Lease/Purchase of Equipment Rents (Other Than Real Estate) Insurance and Bonding Claims and Indemnities Direct Benefits - Medical Care and Public
Assistance Tuition and Scholarships Other Operating Expenses (See Schedule)
49

"A" DEPARTMENTAL
OPERATIONS

"B"
CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND
SUPPORT

"E"
PROBATION FIELD
OPERATIONS

TOTAL

$

7,015,010.77 $

71,290,703.39 $

19,837,164.94 $

98,142,879.10

468,759.87 1,142,745.71
380.811.79 8,400.00
38,305.00 35,782.00

4,981,648.27 11,861,189.28
3,918,921.90 115,075.00 204,859.72
519,104.00 490,236.45

1,277,427.20 3,332,902.21 1,095,851.81
28,225.00
103,028.00 120,148.00

6,727,835.34 16,336,837.20
5,395,585.50 151,700.00 204,859.72 660,437.00 646,166.45

$

9,089,815.14 $

93,381,738.01 $

25,794,747.16 $ 128,266,300.31

$

163,526.15 $

1,049,135.21 $

157,207.74 $

1,369,869.10

338,412.53

14,754,778.26

348,832.91

15,442,023.70

34,888.88

1,086,602.97

73,3:. 8.04

1,194,829.89

30,335.48

86,575.11

13.563.04

130,473.63

52.313.36

126,208.03

66,218.42

244,739.81

6,400.00

145,432.00

14,228.00

166,060.00

6,178.47

6,178.47

128,353.16

2,181. 71 18,220.16 92,758.52

29,599.92

2,181. 71 18,220.16 250,711.60

$

754,229.56 $ 17,368,070.44 $

702,988.07 $ 18,825,288.07

DEPARTMENT OF OFFENDER REHABILITATION
BUDGET FUNDS STATEMENT OF REVENUES AND EXPENDITURES
YEAR ENDED JUNE 30, 1985

TRAVEL

$

MOTOR VEHICLE EQUIPMENT PURCHASES (See Schedule)

PUBLICATIONS AND PRINTING

$

EQUIPMENT PURCHASES

$

COMPUTER CHARGES

Supplies and Materials

$

Repairs and Maintenance

Lease/Purchase of Equipment

Software

Equipment Purchases

Per Diem, Fees and Contracts

Per Diem and Fees

Contracts (See Schedule)

Computer Billings, DOAS

$

REAL ESTATE RENTALS (See Schedule)

$

TELECOMMUNICATIONS

$

PER DIEM, FEES AND CONTRACTS

Per Djem and Fees

$

Contracts (See Schedule)

$
CAPITAL OUTLAY
Other Costs Motor Vehicle Expenses Supplies and Materials Rents (Other Than Real Estate) Other Expenditures (See Schedule) Extraordinary Expenditures (See Schedule)
Travel Equipment Purchases Per Diem, Fees and Contracts
~er Diem and Fees Contracts (See Schedule)

AUTHORITY LEASE RENTALS Georgia Building Authority (Penal)

~

UTILITIES

Power, Water and Natural Gas

$

PAYMENTS TO CENTRAL STATE HOSPITAL FOR MEALS Per Diem, Fees and Contracts Contracts (See Schedule)

PAYMENTS TO CENTRAL STATE HOSPITAL FOR UTILITIES Per Diem, Fees and Contracts Contracts (See Schedule)

COUNTY SUBSIDY

Grants to Counties, Cities and Civil

Divisions (See Schedule)

$

COUNTY SUBSIDY FOR JAILS

Grants to Counties, Cities and Civil

Divisions (See Schedule)

$

INMATE RELEASE FUNDS Other Expenditures (See Schedule)

COURT COSTS

Per Diem, Fees and Contracts

Per Diem and Fees

$

CENTRAL REPAIR FUND

Other Costs

Repairs and Maintenance

$

Rents (Other Than Real Estate)

Equipment Purchases

Per Diem, Fees and Contracts

Per Diem and Fees

$

340,261.45 $ $
62,000.17 $ 41!758.42 $
27,072.07 $ 11,180.15 12,962.60 32,705.50 50,937.25 135,568.79 106,975.00 789,312.32 1!166,713.68 $ 996,835.43 $ 296,254.20 $
169,872.38 $ 721,227.84 891,100.22 $
$
$
$
44,090.87 $
$
$
6,760,874.50
los,84o.oo $
350,039.26
488,123.87 3,330.20
54,896.25 1,694.00
548,044.32

65,010.64 $ 440,926.41 $ 101,215.95 $ 1,603,202.01 $
1,287.44 $ 6,328.00 20,456.92
28,072.36 $ 243,096.00 $ 978,619.06 $
227,548.66 $ 195,943.42 423,492.08 $
6,913.29 1,241,719.77
271.25 2,659.32
$ 1,469.35 121,152.80 36,360.00 406,833.00 1,817,378.78 $
440,000.00
6,367,369.89 $
2,216,884.18
1,094,022.14
830,625.71

421,705.28 $ 230,028.40 $
86,708.65 $ 201,771.03 $

826,977.37 670!954.81 249,924.77 1,846, 731.46

5,912.40 $ 2,210.00 94,479.80
102,602.20 $ 675,143.46 $ 372,074.08 $

34,271.91 11,180.15 12,962.60 41,243.50 165,873.97
135,568.79 106,975.00 789,312.32
1,297,388.24
1,915,074.89
1,646,947.34

9,803.66 $ 20,769.47
30,573.13 $

407,224.70 937,940.73
1,345,165.43

$
300,000.00
25,799.50 1,055,200.50 1,381,000.00 $

6,913.29 1,241,719.77
271.25 2,659.32 300,000.00 1,469.35 121,152.80
62,159.50 1,462,033.50
3,198,378.78

$

440,000.00

263,629.98 $

6,675,090.74

$

2,216,884.18

$

1,094,022.14

$

6,760,874.50

$

105,840.00

$

830,625.71

$

350,039.26

$

488,123.87

3,330.20

54,896.25

1!694.00

$

548,044.32

50

DEPARTMENT OF OFFENDER REHABILITATION BUDGET FUNDS
STATEMENT OF REVENUES AND EXPENDITURES
YEAR ENDED JUNE 30, 1985

OTHER

EXPENDITURES continued

"A"
DEPARTMENTAL OPERATIONS

"B"
CORRECTIONAL INSTITUTIONS, TRANSITIONAL CENTERS, AND
SUPPORT

"E"
PROBATION FIELD
OPERATIONS

HEALTH SERVICE PURCHASES

Other Costs

Supplies and Materials

$

Direct Benefits - Medical Care and Public

Assistance

Per Diem, Fees and Contracts

Per Diem and Fees

Contracts (See Schedule)

$

GRANTS FOR COUNTY WORKCAMP CONSTRUCTION Grants to Counties, Cities and Civil
Divisions (See Schedule)

$

605,636.44

PAYMENTS TO THE MEDICAL ASSOCIATION OF GEORGIA

FOR JAIL AND PRISON HEALTH CARE CERTIFICATION

Per Diem, Fees and Contracts

Contracts (See Schedule)

$

LOCAL JAIL EQUIPMENT GRANTS Grants to Counties, Cities and Civil
Divisions
Douglas County

$

50 000.00

GRANTS FOR LOCAL JAILS Grants to Counties, Cities and Civil
Divisions (See Schedule)

$

398,072.59

PAYMENTS TO GEORGIA CORRECTIONAL INDUSTRIES Per Diem, Fees and Contracts Contracts (See Schedule)
Total Other

$

524,305.00

$

9,386,902.98 $

Total Expenditures

$ 23,025,871.25 $

Excess of Funds Available over Expenditures

272,544.07

1,694,829.26 47,174.89
3,885,387.74 4,041,494.00 9,668,885.89
40,479.00
20,218,266.81 $ 137,109,088.55 $
1,011,393.90

$
$ $
$
$ $ $ 263,629.98 $ 30,262,971.44 $ 414-70'7.84

TOTAL
1,694,829.26 47,174.89
3,885,387.74 4,041,494.00 9,66&,885.89
605,636.44
40,479.00
50,000.00
3~_!! ,072. 59
524,305.00 29,868,799.77 190,397,931.24
1,698,645.81

$

s ~~.29,U~..ll

!38,120,~82.45 $ _)9.677.679.28 $_ 19~~577.05

51

A Georgia Department of Corrections Publication
David C. Evans, Commissioner
Bart.n c. eo.c:lt, Editor
Pegy W.._, Grape.ics Artist
Rlltdalf.,.,~
2 Martill Lither Killl Jr., Drive, Room 756, East Tower, Atllata, GA 30334 (404)656-4w.i; GIST: 241-4605
GCi