1986 annual report

Georgi~
~
Departtneqt of
> Corrections "{

GEORGIA DEPARTMENT OF CORRECTIONS
Floyd Veterans Memorial Buildmg Room 756- East Tower Atlanta. Georgia 30334 David C. Evans
The Honorable Joe Frank Harris Governor of Georgia
and The Georgia General Assembly State Capitol Atlanta, Georgia 30334 Dear Governor Harris and Members of the General Assembly:
I am pleased to submit the Annual Report for the Department of Corrections for 1986. This has been an eventful year for the Department and this report is an attempt to reflect some of the accomplishments.
We are particularly proud of the national and international recognition the State of Georgia has received in our system of innovative alternatives to incarceration. This recognition has led to numerous visits by legislators, educators, corrections officials, and film producers from other states and foreign countries.
Without your support, encouragement, and assistance none of this would have been possible. I commit to you that the employees of this Department will strive to continue to keep the Georgia Department of Corrections in the forefront.
DCE:fd
Equal Opportunity Employer

DAVID C. EVANS
Commissioner

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Organization

1

Board of Corrections

2

Executive Operations

4

Facilities

9

General Administration

19

Industrial Operations/Programs

24

Probation

35

Technical Services

41

Appendix

45

Georgia
' \
Department of
_...,f Correction(

Organization

he primary mission of the Georgia Department of Corrections is to provide maximum protection to the community, staff and inmates. This is done by carrying out the sentences imposed by the courts while providing work and program activities to

offenders, which improve their chances of succeeding as law-abiding citizens after release.
The agency and its programs are administered under the direction of the commissioner. Six major divisions are headed by deputy commissioners charged with carrying out the policies and programs of the agency in their
specific area.

Governor
Joe Frank Harris

Board or Corrections ............................

Commissioner
David C. Evans

Executive Operations
Bobby Whitworth

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Womea' Service~

1

Executive Liaison Board or Corrections
Diane Harper
()pen&iou (Rulea lc Repla&iou)

I
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Teclaalul ....... William a..p.....
Oompuw5,-

June 9, 1986

Board of Corrections

he Georgia Board of Corrections is composed of 15 memben, one from each congressional district in the
state and five additional memben from the state at large. Memben are appointed by the rovemor initially to five-year staggered terms. By law the board establishes general policy for the
department and is charged with the appointment of the commissioner.
As of July 1, 1985 the memben of the Board of Corrections were Ms. Bettye 0. Hutchings,
chairman, Macon; Mr. Charles D. Hudson,

vice-chainnan, LaGrange; Mr. H. Lyle Jones, secretary, LaFayette; Mr. Charles L. Gordon, Savannah; Mr. James E. Autry, Jr., Camilla; Mr. Victor B. Davis, Conyers; Mr. James Caswell, Jr., Atlanta; Ms. Claudia T. Mertl, Jonesboro; Mr. William R. Lance, Jr., Gainesville; Mr. Jerry F Nicholson, Athens; Mr. T. Joseph Campbell, Calhoun; Mr. John A. Dana, Sandersville; Mr. G. Robert Carter, Valdosta; Mr. James C. Harrison, Atlanta; and Mr Amon L. Com, Cumming.
The board actively participates in current issues affecting Georgia's adult corrections and is
the ultimate approving authority for departmental
rules, regulations and policies. The memben

Georcl& Board of CWreedoal - from left, eeaetl: James M. Cuwell, Jr., H. Lyle Jones, Bettye 0.
Hutchings, Charles D. Hudson. Standing: James E. Autry, Jr., G. Robert Carter, T. Joseph Campbell, James C. Harrison, Amon L. Corn, Jerry F. Nicholson, Claudia T. Mertl, Victor B. Davis, William R. Lance, Jr., John A. DanL Not pidured: Charles L. Gordon.
2

se"e as an invaluable link with the citizens of the state, each with fresh ideas and different perspectives. The board has a strong commitment to becoming more knowledgeable about the criminal justice system as a whole. Many of the board members 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 major goals with the board.
This year's standing committees have increased the board's involvement markedly. These committees and their chairmen are: Executive Committee, Bettye 0. Hutchings, Charles D. Hudson, H. Lyle Jones and James M. Caswell; Personnel and Community Affairs, William R. Lance, Jr., chairman; Fiscal Operations and Administration, Charles D. Hudson, chairman; Institutional Operations and Transitional Centers,
James M. Caswell, chairman; Diversion Programs
and Probation, John A. Dana, chairman; and Correctional Industries, H. Lyle Jones, chairman.
Mr. James E. Barnett, Atlanta, resigned from
his at-large post on March 7, 1985. On August
12, 1985 Governor Harris selected Mr. Amon L.
Com of Cumming, to fall this unexpired term.
The Executive Liaison
The executive liaison for the Board of Corrections is organizationally located with the commissioner's administrative office and se"es the commissioner as liaison to the board. This position provides all administrative, logistical and daily support for the board, acting as the primary liaison between the board and the department.
Operations
This office assures the board and the commisioner of the implementation of legal and administrative requirements through the assessment of impact and monitoring of laws, the promulgation of rules and procedures, the coordination of emergency procedures and the conduct of administrative research.
3

Executive Operations

rr==:::::::::::::::==:::~:=t he Office of Executive Operations encompasses thole functions which must be responsive to executive direction such as legislation, investi-
lliiiiiiiiiiiiiiiiiiiiiiiiiiiiii~...,. ptions, planning and evaluation, budget, vehicle -manacemem and information.
Legislative Services
The Office of Legislative Services is responsible for developing and monitoring legislation critical to the operation of the department. Close working relationships are maintained with the members of the General Assembly so they are kept advised of issues currently being addressed within the department and the needs that result. An additional purpose of the office is to ad as a resource to General Assembly membem in responding to their constituents or addressing local correctional needs.
Internal Afrairs
The Internal Affaim Section is made up of two components - intelligence and investigation.
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 FY86 this section gathered informa-
4

tion analyzed the data and passed tactical and trend information on to administratom 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 inmates involved in subversive groupe or activities were identified.
The investiptive area is designed to deted violations of rules and regulations of the department and laws of the state. The investiptive area is responsible for concluding both criminal and non-criminal investiptious involviq inmates, institutions and employees.
During FY86 this unit investigated 329 incidents within the Georgia penal system. These incidents included homicides, group disturbanc:ee Uld disruption, anravated assaults, sexual offenses, thefts of state property, employee malfeasance, drup, escapes, other civil litigation and alleged violations of the Guthrie suit.
The Internal Affaim Section conducted 350 criminal history inquiries of Central Office employees, student interns and consultants Uld fmgerprinted new employees.
Evaluation and Statistics
The Office of Evaluation and Statistics provides the department with an in-house capability both to examine objectively its operations and programs and to generate relevant data and analysis for policy-makem and mana-

gen. The office allo provides statistical and research information to the executive and legislative branches of state government and to other public and private agencies upon request.
With the assumption of the Statistics Section as part of the office, considerable effort has focused on increasing the responsiveness and level of analysis proffered in statistical work products. During this year the work of the Statistics Section has evolved from simple tabulations of data to analytical papers that provide the user not only with data, but also with interpretations, graphic displays and suggestions for further operational research.
Statistics staff have designed a ten-year trend analysis presenting tabulated and graphic displays of such correctional data as probation caseloads, admissions and releases by crime type, sentence lengths and length of stay. The analysis will be entered into a "storytelling" software package and will be shown to corrections managers and legislators around the state.
Staff responded to several national clearinghouses, providing data to National Prisoner Sta-
tistics and to the National Corrections Reporting Program. They also provided information about Georgia offenders to the Georgia Crime Information Center for inclusion in Georgia Criminal Ju8tice Data.
During FY86 Evaluation staff have designed and carried out major evaluations in the areas of intensive probation supervision, shock incarceration, transitional centers and inmate classification. These evaluations often have a strong research component, frequently answering questions of national importance in the field of corrections. The intensive probation supervision evaluation, for example, expands our knowledge about the efficiency of an intensive, communitybased punishment/treatment model for offenders who would have gone to prison had the program not been operative. A return-to-prison project will analyze return rates for offenders released directly from prison and those leaving through a work release center, with major emphasis on possible success predictor variables.
Other efforts focus on issues primarily of concern to program managers in Georgia. One study has begun by identifying the incidence of mental retardation in Georgia's prison population and will subsequently provide a longitudinal analysis of those offenders during their period of incarceration. Another evaluation compares relative success rates of young offenders going through Georgia's shock incarceration program with those sentenced directly to prison. A series

of evaluations of transitional centers, completed this year, will be followed by one designed to assess the orientation phase of transitional center programming.
Evaluators have achieved considerable national recognition for their work this year. Federal Probation is scheduled to publish "Turning up the Heat on Probation in Georgia," an article by the staff person who is the principal evaluator of Georgia's Intensive Probation Supervision program. Another staff member will assume the position of chairperson for the Association on Programs for Female Offenders, and several staff have either made presentations to national-level groups or have convened workshops and round-table discussions for such organizations as the American Society of Criminology.
Court Services
The primary mission of the Courts Services Unit is to supervise and coordinate on a statewide basis the identification and collection of information and other resources needed by the Office of the Attorney General for the effective representation of the department's interests in diverse areas of the law.
A second mission is to coordinate the development by agency staff of plans, schedules, budget requests and policies to implement courtordered 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.
A third and growing function concerns the maintenance of an administrative hearing component within the unit which provides a dueprocess mechanism for inmates contesting transfer to psychiatric hospitals and for inmates who file administrative grievances generally concerning conditions of their confinement. This function not only attempts to assure that certain rights guaranteed to inmates by the law are properly protected, but that legitimate inmate grievances are resolved without resort to legal action by the inmates.
A fourth function of the unit is providing administrative support in real property acquisitions and construction of correctional facilities. In this capacity, the unit acts as the department's liaison with the attorney general's office and state authorities in obtaining construction and sales contracts, easements, utility licenses, certifications

5

of title and boundary line surveys. Additionally, this unit provides assistance in the p.reparation of rental agreements for leased commumty-based facilities and frequently represents the department in negotiations with landlords.
Special Services
During FY86 the Special Services Unit provided fiscal and monitoring support to approximately 25 local or federally funded projects or programs. Funding sources in FY86 included the Department of Justice, National Institute of Correeft6ns, U.S. Department of Labor, State Department of Education, Levi Strauss Foundation and county governments. Total federal and other funding for FY86 was approximately $990,000.
The Financial Aid to Counties and the Local Jail Improvements programs continued to be fiSCally administered by the unit in FY86, generating approximately 55 contractual agreements with county governments to improve county correctional institutions and local jails. State funding appropriated for these programs was approximately 11,500,000.
Risk/Fleet Management
The Risk/Fleet Management Section manages the department fleet, coordinates employee and property insurance programs, processes property loss claims against the department and promotes the department's safety program.
Fleet management includes budgeting, purchasing and surplusing vehicles used by all divisions in the department. Selecting vehicles for each specific job is handled by this section. As of June 30, 1986, there were over 720 vehicles in the department of all sizes and descriptions. More diesel and 4 cylinder-powered vehicles were purchased in FY86 in a continuous effort to select vehicles that are designed for specific tasks and for efficient, longer operation. The Vehicle Operating Manual was updated to include more detailed instructions to improve preventive maintenance and to update operating guidelines. The director became a member of the National Association of Fleet Administraton and future operating guidelines will be based on fleet management guidelines used by major fleets. In FY86 a reconditioning program was coordinated by this section to repair selected vehicles to
6

extend operating life rather than buy new replacements. Large savings were realized with limited fund' and the program will be expanded in FY87.
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. This section processes "Over 1500" and
"Under 1500" claims submitted by citizens to the Claims Advisory Board in the office of the Secretary of State. Such claims are for property losses which citizens believe are the fault of agency personnel and are not covered by various insurance programs. In FY86, 188 claims were processed.
The safety program was promoted by issuing safety bulletins on many subjects, by printing messages on check stubs and by articles in the departmental newsletter. Facilities conduct safety committee meetings to discuss accidents and inspections and submit reports to this unit. The use of seatbelts received continuous promotion in FY86 and will be highlighted again in FY87 to encourage more employees to use seatbelts. Removing hazards in the work place and reducing personal injuries also was addressed in FY86. The reduction of vehicle accidents and property damage was also reviewed with emphasis placed on more driver training beginning with "high mileage" driven.
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 moniton 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 fmancial data in appendix.)

Information Services

proposals be developed. Short-term projects may last several weeks

or even months with a focus on providing a fmal

The Information Services Section serves the information needs of the general public, the news

product or fmished document addressing a particular area of concern for the agency. Develop-

media, other state and national governmental agencies and high school and college criminal

ment of architectural space programs for the Atlanta Advancement Center or for a new prison

justice programs. The office also functions as an intradepartmental communications channel.

in Chattooga are examples of these projects. Technical assistance projects usually involve

The section works to maintain a positive

processes or procedures developed in the section

community perception of G DC's mission through:

for use by other areas or divisions. For example,

the Planning Section developed a computerized

. News releases . Speaking engagements . Replies to written and telephonic requests for

format for managing security staff deployment, then transferred the materials to the Division of Facilities and trained staff in that division to

information . Coordination of media visits to institutions

maintain this database. Long-range projects are part of "Georgia

. Special Events . Coordination of major news conferences
. Publications and graphics . Special surveys and research . Community Services . 24-hour availability . Media productions

Corrections 2000," a strategic planning project that will provide a "road map" for the agency's development during the next 14 years and as we move into the next century.
Planning Section projects may be focused within the commissioner's office or may involve interdivisional or interdepartmental action. Im-

mediate response projects are usually assigned by

Planning

the commissioner and may involve staff from various parts of the agency. Other projects may

During the past year the Planning Section was moved to the Executive Operations Division. This new organizational structure reemphasizes the section's responsibility to provide planning assis-
an tance to areas o( the agency rather than to

result from the management team's prioritysetting and have department-wide involvement and impact. The Issues Identification project, for example, was designed to obtain opinions from staff on all levels about what issues were facing the department in the next five to 15 years.

any one division. However, the functions of the

Over 150 staff from across the state were in-

section remain essentially unchanged. The section assists departmental managers in identifying and prioritizing major issues and helps to develop

terviewed and the resulting report will be used in the long-range project, Corrections 2000.
Planners worked on a number of inter-

ideas and strategies that address these matters.

divisional projects during the year. The Mental

The changing and growing populations in institutions and on probation and the in-

Health/General Population Counseling project developed strategies for developing a closer

creasing public concern and awareness of correc-

working relationship between these important

tional matters coupled with demands for harsher punishment for certain crimes have made it vital

functions within the institutions. The Transitional Services Planning project identified

that there be careful planning for the most

strategies for meeting the readjustment needs of

effective and efficient use of agency resources.

those inmates being released from the state's

The Planning Section's projects can take

correctional institutions.

several forms. Among them are projects dealing with problems that require an immediate response,

The Planning Section participated in several interagency efforts during the year that involved

short-term projects, technical assistance projects

numerous other state agencies and committees.

and long-range projects.

In working with the Governor's Advisory Com-

Immediate response projects may require

mittee on Crime and Punishment, the section

several days or weeks of intense effort to assist the commissioner's office or other agency managers in meeting the needs of the governor or the

helped to develop multifaceted strategies for meeting the ever-increasing demands on the state's criminal justice resources. Plans to fund

legislature. These may include urgent requests for information and often demand that existing plans be implemented very quickly or that new

additional bedspace for DUI and habitual violators and a five-year capital outlay plan for all offenders were developed.

7

During the next year the section anticipates continuing work on the Corrections 2000 project. Planners will assist in the short-term development of plans for new correctional facilities and will work in high priority areas identified by the management team and the commissioner.
8

Division of Facilities

!i~iji~~~ he Division of Facilities supervises all state and county

correctional institutions and

transitional centers. The basic

1 !~!I!~!U mission of the division is to

:..;

enhance public safety by

efficiently assuming and maintaining custody of

legally committed inmates until they are legally

released.

The operations of the division are guided by

the principle that correctional facilities should be

operated in a humane, but secure, orderly and

disciplined manner. To that end, appropriate

provision is made for the health and safety of

both the inmate population and the staff assigned

to the facilities.

The work ethic is recognized as a basic

element of inmate management. Productive use

of inmate time is essential to the maintenance of

physical and mental health as well as the orderly

operation of the correctional system.

Rehabilitative programs are available so that

inmates can be trained to perform productive

work, taught to live in a disciplined environment

and can receive treatment for serious emotional or

physical disabilities.

Inmates are also prepared to return to society

as law-abiding citizens through programs of

supervised gradual reentry into the community.

Organization

The organization of the division is a reflection of the operational philosophy that has been adopted. The division includes state and county correctional institutions and state

transitional centers. In addition to confmement these facilities provide a wide range of work, training, and rehabilitative opportunities. There are also two major units that are responsible for inmate cla..~ification and placement decisions and for investigating and resolving inmate grievances.
State and County Institutions
There are 24 state and 26 county correctional institutions. One of these institutions is designated for female offenders. The combined capacity of all facilities at year's end was 16,057. In FY 1986 these facilities operated at approximately 104 percent of capacity. There was an average of 834 inmates in county jails waiting to be processed into a di&gn06tic reception center.
Durin( thia year a major area of concentration was the opening of a new facility in Forsyth. Named the A.L. B~ Correctional Training Center, it will houae 300 inmaies and will provide inmate work details to support the Georgia Public Safety Training Center. The correctional facility and the training center are co-located on a 500-acre reservation. Designed as a cooperative venture, this complex will provide a comprehensive array of training to law enforcement, corrections and other public safety personnel. The facilities will be mutually supportive, with shared services that will substantially reduce the tax dollars that will be required for the complex.
Another emphasis was the expansion of the Special Alternative Incarceration (SAl) program. Since its inception this program has been the subject of a great deal of attention from the 9

FY86 ADMISSIONS TO PRISON

NEU ADMISSIONS FROM COURT PAROLE REVOCATIONS PROBATION REVOCATIONS (TOTAL) PROBATION REVOCATIONS (PART) SERVING ELSEUHERE

579

588 500

629

597 543

634

553

670

806

677

630

7,406

198

179 129

176

152 123

175

214

161

231

165

167 2,070

2

3 13

9

4 2

9

4

4

14

38

15

117

362

333 305

276

332 307

342

332

388

454

343

287

4,061

5

6 5

5

3

5

5

5

6

4

4

54

TOTAL

1,146 1,109 952 1,095 1,088 980 1,165 1,104 1,228 1,511 1,227 1,103 13,708

FY86 DEPARTURES FROM PRISON

SENTENCE EXPIRED

327 342 324 321

294

316 319 272 296 312

264 253 3,640

COMMUTED BY PAROLE BOARD

0

1

0

1

0

3

0

1

0

1

2

10

PAROLED

623 561 557 555

677

698

559

627 538 1002

665 556 7,618

DIED IN PRISON

6

2

3

3

0

4

2

4

0

4 2

31

AMENDED TO PROBATION

9

9

7

8

4

12

5

7

4

5 2

73

NON- CUSTClOY

6

5

5

4

4

3

6

7

11

3 10

65

PAID FINE AND UAS RELEASED

1

0

0

0

0

0

0

0 0

0

0 0

SPECIAL REPRIEVE BY PAROLE BOARD

99

88 68 90

107

120

99

161 100

117

116 128 1,293

SUSPENDED SENTENCE

0

0 0 0

0

0

0

1

0

0

0 0

COMMUTED BY THE COURT

7

5

0

0

2

3

2 3

5

2 0

30

YOUTHFUL OFFENDER CONDITIONAL RELEASE

0

0

0

0

0

0

0

0

0

3

SUPERVISED REPRIEVE

0

0

0

0

0

0

0

0

0

0

0

CONDITIONAL TRANSFER

19 24 18 11

21

8

14

24 21

33

34 35

262

REMITTED TO PROBATION BY PAROLE BOARD

1

0

0

1

0

0

0

0

0

1

5

SENTENCE OVERTURNED UHILE OUT TO COURT

2

0

0

0

0

0

0

0

0

0

0

0

2

TOTAL

1,101 1,034 987 995 1,109 1,164 1,006 1,097 974 1,485 1,094 989 13,035

FY86 ESCAPES/APPREHENSION

ESCAPES

10 20

9

7

APPREHENDED SAME MONTH OF ESCAPE 4 12 6

4

TOTAL APPREHENDED (ESCAPED THIS 11 21 10 12

MONTH OR IN A PRIOR MONTH)

8 12

2

6

9

9

7

13

5

7

15

10

6

10

4

6

7

12

18 13

133

8

7

71

11 15

142

SOURCE: INMATE DATA SYSTEM EVALUATION & STATISTICS

10

Number of Inmate Days and Average Daily Cost FY 1986

Institution
Augusta C.M.I. Burruss C.T.C. 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.C.I. Men's C.l. Women's C.l. Rivers C.l. 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 & Averages

Average Inmate Count
644
0 535 743 548 1,640 1,429 953 263 635 122 687
870 608 647 892 425 117 421 577 221 318 104 189
13,588

Inmate Days
235,060 0
195,275 271,195 200,020 598,600 521,585 347,845 95,995 231,775
44,530 250,755
317,550 221,920 236,155 325,580 155,125
42,705 153,665 210,605
80,665 116,070 37,960
68,985
4,959,620

Total Expenditures
13,033,692 591,639
5,510,055 7,465,515 5,300,191 15,072,496 14,873,069 21,495,888 2,967,429 6,057,608 1,619,892 7,278,427
10,551,233 6,427,857 7,973,650 11,129,946 3,772,266 1,434,056 5,533,360 6,400,576 2,301,736 3,082,024 1,450,035 2,028,615
5163,356,264

Total Cost Per Inmate
s 55.45
28.17 27.53 26.50 25.18 28.52 61.80 30.91 26.14 36.38 29.03
33.23 28.96 33.76 34.18 24.32 33.70 36.01 30.39 28.53 26.55 38.20 29.41
32.9-4

ExcludinK Capital Outlay & A.L.R.

11

Actual Programmatic Costs Per Inmate
FY 1986

Plant Operation & Maintenance
11,394

Health Care 11,478

Food & Farm 11,109

Rehabilitation Programs 11,220

Care and Custody 14,979

Dally Costs

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

Total

Excludes Capital Outlay (13.92)

12

s 13.64
3.04 3.82 4.05 2.17 3.34 1.19 1.69
s 32.94

national media. The present 100-bed program has been unable to meet the demand for this sentencing alternative. The program~ designed to provide 90 days of "shock incarceration," will be expanded by a 100-bed addition at the Burruss facility.
During FY 1986 efforts to expand the bedspace and improve the operations of county correctional institutions were continued. Under the Financial Aid to Counties program seven grant awards totaling $588,000 were made. These awards will support the addition of 90 bedspaces and provide physical plant improvements in various facilities.
Women's Services
The Georgia Women's Correctional Institution, located in Hardwick, houses 660 inmates. Programs are geared to meet the needs of every class of female offender. Available educational opportunities range from remedial training through college coursework coordinated through Georgia Military College. Vocational training includes clerical, dental, cosmetology, carpentry, drafting, auto repairs and other programs. General and group counseling and various special groups help inmates in selfawareness, values clarification, drug and alcohol problems, parenting problems and other special areas. The recreation staff at GWCI has been very progressive in using drama as effective therapy. The women participate actively in writing, producing and acting. A recent production, "Windows," was presented to the public on numerous occasions. The program was applauded by the public and won national recognition by the National Correctional Recreation Association in 1985.
Project REACH, a program for incarcerated mothers and their children, involves support and parenting education as well as special visitation opportunities. This program was developed in conjunction with staff at UGA's School of Social Work along with assistance from staff at Georgia College.
Transitional Services
Transitional centers are pre-release facilities in the community where men and women may serve the last few months of their sentence prior to release from prison. This structured setting provides counseling and job-related instruction on fmding and maintaining employment. The pri-
13

mary goal of the transitional centers is to facilitate the development of individuals' selfdiscipline and responsibility and to promote skills required for positive re-entry into society. Residents are selected after recommendation by the institution, or as referrals by the Board of Pardons and Parole. They must meet certain eligibility standards and criteria established by the department.
The program combines treatment with work release. Residents acquire knowledge and skills in consumer education, life skills and community responsibility. Drug and alcohol education is required. Residents are assisted in gaining and maintaining employment. They assume the cost of room and board at the center and also assist their families, pay taxes and save money for their releases.
Interaction with the local community is strongly emphasized. The center is a source of employment for local businesses, and in turn, the community provides resources and support to the center. Many local volunteers work in the centers. Residents are encouraged to become involved in community activities.
There are five transitional centers in Georgia, with a capacity of 463. Of these, 192 bedspaces are for women. In FY86, 1,272 offenders went through the transitional center program. They earned $2,051,980, paid $374,045 in taxes and returned $513,151 to the state in room and board payments.
Offender Administration
The Offender Administration Section is responsible for receiving offenders sentenced to be incarcerated, monitoring their movement 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 classification, assignment, reclassification and extradition of escapees 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 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 maintains all computerized inmate records. They conduct the

PRISON POPULATION, 1970 - 1986

18
l 17 I
16 -i

15

14

13

II)

12

..c(.I.).

1 1

E";;;'

c:"'C - c:

10

....
.-4

c '+-
0 II)

9

:J

L. 0
(I)..C:

8

..01-

E'-"

7

z:J

6

5

4

3

2

0 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86
Calendar Years

Icll
-0
Ill
111,-..
--Eo -oIcl:l
o( 0
Ill
...... :J 0 0
~.....c:
Q)l-
..a--
E z:J

4
3.5 -

FISCAL YEAR 86 ADMISSIONS TO PRISON
BY TYPE OF CRIME AND RACE
------- --------
3677

3

2.5
ll) ...-4
2 1692
1.5

0.5

0
VIOL

NON-VIOL

PROP

DRUG

ALCOHOL

OTHER

cs:zJ WHITE

Total Admissions: 13,708 ~NON-WHITE

FISCAL YEAR 86 MISDEMEANANT ADMISSIONS
TO PRISON BY RACE AND SEX 450

400

393

350

c
0

300

e'i
"0

250

o..(.

..0
..0

200

E

z:J

150

102 100

50

0 MALE

fEMALE

[s:2J WHITE

Total Misdemeanant Admissions: 924 ~ NON WHITE

FISCAL YEAR 86 FELONY ADMISSIONS

TO PRISON BY RACE AND SEX
7 -T--------------------------- - - ----------- ------- --------

J

6516

6

c n

5

0

'ii

en.'a"'

4

"0 c

o( 0

n

... ::J

0 0

.. .c .e.of'--'

3

E

z:I
2

0 MALE

fEMALE

[s:2J WHITE

Total felony Admissions: 12,784 ~NON WHITE

16

retrieval of statistical infonnation for various reports used in the overall management of the inmate population.

FY 1986 Inmate Transactions

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

14,422 12,789 $337,410 10,974 11,753

Inmate Affairs

The Inmate Affairs Unit receives all complaints, grievances, disciplinary appeals, 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 fonnal channels of communications and conflict resolution.
A total of 12,265 separate pieces of correspondence was received by the Inmate Affairs staff in FY 1986. This figure includes inquiries from inmates, families, friends, attorneys, various state and federal officials, and the Governor's Office. The types of correspondence were:

Inmate Grievances Inmate Disciplinary Appeals Inmate Property Claims Other Correspondence

1,457 1,002
186 9,620

An internal audit of the grievance system was conducted during this year. This audit indicated that the majority of grievances are resolved at the institutional level to the satisfaction of the inmate. It also indicated that a large majority are resolved within targeted time limits. This information. confirmed that the system is functioning as intended and according to division guidelines.

17

County Correctional Institutions
State Correctional Institutions
..&. Diversion Centers
* Transitional Centers
COLQUITT
THOMAS
GEORGIA CORRECTIONAL FACILITIES
18

' Georgia
~
_ __,J> Department of Correctt.ons

General Administration

rfi~ii;~~~ he General Administration

Division provides the basic

business and pel'SOnnel functions

of the agency so that the

11 !~!!!!~ operational divisions can carry

u.;

out their missions in the service.

areas with minimal problems.

The division performs a variety of functions

to ensure that the agency does the best possible

job of meeting legal requirements in the most

efficient manner. At the same time the division

must. guarantee that the employees are treated as

important individuals and that they are provided

with the adequate services and training necessary

for performing their jobs.

Although federal, state and other regulation

requirements are a primary concern of the divi-

sion, it also has the responsibility of reviewing

and initiating new ideas in order to maintain a

progressive posture in dealing with strenuous

requirements and limited resources.

Accounting and Payroll

The Accounting and Payroll Office keeps records on all expenditures made by departmental budget units; issues checks for funds on deposit; prepares the department's semimonthly payroll; and compiles and submits fiscal reports concerning the monetary resources of the department 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.

1986 Transactions
Documents Entered Into System Total Checks Issued

364,518 237,202

Fiscal Audits
The Fiscal Audits 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.

Audits Conducted in FY 1986

Probation Offices

82

Center Facilities

20

Correctional Institutions

33

In the past year the scope of examination was expanded to include the documentation of efforts by probation officers to monitor and collect restitution or fines in probated cases. The cloeer examination of these probated cases is helping the Probation Division better monitor their collection

19

efforts. Definite increases in collections are occurring due to these type audits.
With the support of the computer services section, the acconnting records for approximately one-half the correctional institution's trust acconnts were converted to micro computers.
The section serves to gather information, analyze the fiscal record~ and pass this information on to managers and administrators in the form of audit rept>rts. 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 Fiscal Audits Section serves to gather information for and share with the State Department of Audits as requested.
Purchasing, Administration Support, & Care and Custody
During FY 1986 this nnit continued to develop policy, perform audits and conduct daily operations in the areas of procurement, property control, administration, telecommunications, mail, duplicating and distribution services. It provided the primary departmental interface with the Georgia Department of Administrative Services. Additionally, it supervised the centralized Care and Custody Cost Center and distribution warehouse. The department made 42,000 purchases that totaled more than $19 million in FY86. Centralized bulk purchased continued to be the major avenue available to conserve procurement dollars. The Care and Custody Unit/Distribution Center initiated planning to expand services at its new storage area in AI Burruss Correctional Training Center and the adjacent distribution center under construction. Upon completion in FY87, Care and Custody will enhance cost effectiveness by bulk purchasing, warehousing and shipping a full range of officer and inmate items, plus provide the departnaent with emergency resupply capability.
Personnel Administration
Personnel administration of state ~mployees is governed by a large body of federal and state laws, State Personnel Board rules and depart mental policies and procedures. The department's personnel office serves as both tht employee advocate and the management offt<.:e to assure

that this important resource is handled with fairness and efficiency.
The Transactions Unit processes all changes in pay and status such as placing an employee on permanent status after completion of working test, changing pay when an employee has been granted regular merit or special merit increases and handling changes in pay brought about by Merit System reclassifications. This nnit also handles the administration of hirings, certifications, transfers, promotions, retirement and death. Approximately 26,000 personnel actions, including certification and register requests were handled in FY86 by this unit.
The Classification Unit handles changes to positions - establishing new positions, updating the duties and pay, if applicable, of current positions, or abolishing them. Most changes require on-site evaluations known as position audits. A total of 458 position audits, informational audits and consultations were conducted during the fiscal year.
The Employee Relations/EEO Unit assures that equal employment opportnnity is a reality. This unit is responsible for investigating charges of unjust discrimination based on race, sex or age or other cause.
Employee disciplinary matters are handled by the commissioner's designee for adverse action. If the adverse action is appealed by the employee, the commissioner's designee must conduct an investigation. Each appeal results in an administrative hearing almost equivalent to a trial.
The Recruiting and Applicant Services Unit has focused the attention of the department on the scope and the negative impact of employee turnover. This unit develops recruitment strategies for those jobs which have traditionally been difficult to fill. It also handles our interaction with the certification of peace officers.
The Staff Assessment and Management Development Unit conducts research activities on job performance and job satisfaction and assesses supervisor positions in order to select more qualified supervisors which together with the revitalized supervisory training classes will add to the department's management depth.
The Benefits and Individual Pay Section is a highly active unit. This unit works with all department employees regarding their benefits such as health insurance, group life insurance, savings bonds, deferred compensation, credit union, dental insurance, direct bank deposits and miscellaneous individual insurance plans. This section is also responsible for administering the Fair Labor Standards Act for the department, for

20

ensuring that all special merit increases meet the guidelines and rules and regulations of the department and the Merit System before these increases are granted and for computing and verifying claims for overtime and hourly pay.
GDC's personnel staff supports the third largest state department in Georgia with over 6500 positions.
The rascal year ending June 30, 1986 was one that instituted two major developments for state employees; a general class rea.~ignment by one paygrade and the Flexible Benefits Program. The general class reassignment was on a dollar for dollar basis and was given to improve the state's competitive position in the labor market and to provide increased earning potential for employees at the top of their paygrades. The Flexible Benefits Program for state employees allowed employees to decide on the following options included in the plan: Life insurance, accidental death insurance, short-term disability income protection, long-term disability income protection and the State Health Benefit Plan. The Flexible Benefits Program allows a significant tax savings by using pre-tax premiums.

flseal Year
FY88 FY84 FY85 FY86

Employee Growth

No. Classified Posltlous
5,355 5,762 6,146 6,569

lnereue Over Previous Year
738 407 384 423

Staff Training and Development
A total of 21,972 trainees attended 2,408 training sessions held by the department this year. This involved a total of 274 instructors; 44 full-time staff instructors, 200 agency employees and 30 specialized employees who are employed by the agency through contracts with outside firms (such as medical employees at various institutions).

Race and Sex Distribution
As or June so, 1986

WM WF

3,045
48.5%

1,344 21.4%

Total Emplo;rees

BM
1,273 20.3%

Bf
562 8.9%

OTHER
56 .8%
6,280

21

Four Year Training Activity Comparison Fiscal Years 1983 - 1988

21,972

17,624

17,666

f
-~

FY83

1,969
FY84
No. Sessions

2,408

FY85

-

No. Trainees

FY86

22

Basic Advance in Service
(17.5%)

Mandated by Law {3.3%) Court Ordered (2.9%}

Record GDC RLS Regs.
{72.4%}
Percentage of Trainees Attending Courses in Each Category for FY 1986
23

Industrial Operations/Programs

r::===:::'l'l unctional realignments created
the Industrial Operations/ Programs Division which includes Correctional Industries, Food and Farm Services, Health and ~====~~ Mental Health Services and Rehabilitation Programs.
Food and Farm Services
The function of the Food and Farm Services Section is to meet the following objectives:
To provide a nutritionally balanced meal meeting all regulatory standards for inmates and residents in the most cost~effective manner.
During fiscal year 1986 there was a total of 12,796,266 meals served by correctional facilities. This is an average of 35,058 meals per day, which does not include approximately 9,000 meals per day prepared by Central State Hospital and served to inmates at the Middle Georgia Complex.
Major Accomplishments
Funding was obtained in the FY86 budget and preliminary efforts have begun for the following capital outlay projects:

Construct a dining facility at Rutledge Cl.
Construct a new meat plant facility and
additional warehouse space in Milledgeville at the Food Distribution Unit.
Construct a meat processing facility at
Georgia Industrial Institute.
Construction was completed on a number of previously funded farm-related projects. The projects, listed below, have already proven advantageous to the overall farm program.
Rogers CorreetloiUll lllltltutloa -Additional lagoon and finishing slab for the swine operation. -Two free stall-loafmg barns for the dairy. -Circul8l' pivot irrigation system for vegetable operation, which has permanent coverage of 216 acres. -Irrigation system for present lagoon at the swine project.
Moatgome17 CorreetloiUll Iutltutloa -Fourth chicken house, which will help ensure egg production to keep pace with the demand. -New feed mill which was put into operation supply feed for chickens.
Wayae Correetloaal Iastltutloa -Irrigation system for orchard.

24

t:teorgla ladutrW lutltute -Emergency generator and small building to house generator.
Other additions to the farm program include construction of a hide storage room at Rogers CI and two cattle-working pens for Middle Georgia Correctional Complex.
Approval was secured for the sale of bull dairy calves at Rogers CI this year for the first

time and it seems to be working well. These sales, along with a more lucrative sale of hide contract secured this year, show promise of generating increased revenue for the department.
Additional pear trees were planted this spring to expand the fruit orchard at Wayne CI. A pear-coring m~hine was leased to enable Rogers Cl canning plant to effectively pi'OCell the pears grown.
Despite Ull!leasonable freezes, production in all areas neared or exceeded projections.

Cannery Production Rogers Correctional Institution

70

60

:.!; 50

rc

>.aG.l-
-".0.1=2.:1. ~i=Q Q

40 30

aD
=G.l
0

20

10

0 FY83

FY84

FY85

FY86

25

FY 1988 Community

Beef, dressed lbs. Processing Cost Table Ready, lbs. Savings

Pork, dressed lbs. Processing Cost Table Ready, lbs. Savings

t-:1

Eggs, Poultry

~

Savings

Milk, gallous
Savings

Vegetables, lbs. Savings

Syrup, gallous

Orehard, lbs. Savings

Melous, lbs. Savings

Totals

Total Savings

Farm Product Value to Cost Comparison

Units of Production
1,180,529 1,003,632
1,400,155 1,147,143
936,471 390,704
2,946,226
3,840 81,370
254,855

Total Cost of Product
$1,528,068
I 114,937
$1,643,005
$1,280,125 $ 128,059 $1,280,125
571,560
$ 741,346
s 468,123
$ 24,550
27,710
$ 25,414
$4,781,833

Unit Cost
$1.2944
11.6371

Unit Value
$1.8600

$0.8228 $1.1159

$1.4800

10.6103 $1.8975

$0.7800 $2.1000

$0.1589

$0.4026

Produet Dlseootlnued

$0.3405

$0.5500

$0.0997

$0.1048

Total Value
$1,866,756 223,751
$1,697.772 417,647
I 730,447
$ 158,887 $ 820,478 $ 79,133 $1,186,185 $ 718,061
$ 44,754 $ 17,044
$6,373,097
$1,591,264

Cost Ratio
1.14 1.33
1.28 1.11
1.62 1.05

Rehabilitation Programs
The Programs Section was moved from the Executive Operations Division to the Industrial Operations/Programs Division in 1986. This section provides the following statewide services to correctional facilities and transitional centers: chaplaincy, counseling, education, recreation, library services and volunteer services. Each function has its unique areas of responsibility, with the shared and general mission of offering programs which will enhance offenders' skills and interests so that they have a better opportunity for rehabilitation during and after incarceration. The major objective of all rehabilitation programs is to identify the needs of individual inmates which might have contributed to their 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.
Volunteer Services

other members of the correctional team, secure and provide programs and services which assist inmates in learning new personal, social, career and community skills. The purpose of these activities is to facilitate their adjustment to institutional living and to prepare them for transitional adjustment back to the community and eventual release from incarceration. A primary focus is to place offenders in, and deal with subsequent adjustment problems to, work details, program activities and correctional industry operations.
Basic counseling/guidance and case management services which are offered include intake orientation and assessment; planning for and coordination of services (e.g. work/program placement, medical or mental health referrals, legal aid assistance, etc.); advocacy in the classification, disciplinary and grievance processes; crisis intervention (e.g. self-mutilation, death in the family, child custody, etc.); and preparation for release. According to inmate need and preference, long-term individual counseling, group counseling and self-development programs are made available.
Major efforts in FY86 focused on:

Since the early 1970s, community volunteers have been a vital part of the department's programming. During the past year 890 private citizens contributed 4,021 hours on a regular weekly or monthly basis to expand and enhance GDC's service/delivery capability. In addition, hundreds of other concerned people offered many more hours for special event programming and one-time services.
Correctional volunteers in Georgia offer both offenders and staff a wide variety of services and expertise ranging from spiritual counseling to exercise classes. Additionally, numerous groups throughout the state provide valuable assistance in areas such as alcohol and drug rehabilitation, therapeutic drama and life skill instruction.
Aside from its direct benefits, the volunteer program offers both offenders and communities an opportunity for mutual understanding and cooperative problem solving.
Counseling Services
Counseling services are provided to offenders in correctional institutions and transitional centers to meet their individual counseling needs while maintaining requirements for case management and supervision. Counselors, in conjunction with

1. Expanding the substance abuse instructional program from five transitional centers to fifteen institutions.
2. Developing policies/procedures to delineate basic counseling services and programs which will be made available in each facility.
3. Identifying the types of responsibilities and functions which should be assigned to each counselor's job class in order to allow for more effective management and service delivery.
4. Providing a range of staff development activities for counselors which related to job functions and offered various levels of skill development through participation in departmental, community and other agency training resources.
5. Implementing ProJ~t Reach with the Children's Center at the Women's Correctional Institution to assist in reestablishing relationships between incarcerated mothers and their children and in improving parenting skills.

27

6. Setting up Seleac:e of Success groups in approximately 15 institutions to focus on motivating changes in inmate behaviors and attitudes.
7. Establishing a vocational counseling program at the Youthful Offender Correctional Institution to support the pilot project of training inmates for work skills needed with the department.
Library Services
When an inmate wants a couple of good western novels to keep him occupied over a long weekend, an inmate college student needs material for a term paper, or a soon-to-be-released inmate wants information on how to rent an apartment, they tum to the institutional library. Likewise, a staff member who wants to review studies of programs similar to the one he is starting or another staff member who needs information on performance appraisals to use in her job, call the Reference/Resource Center, G DC's staff library. For inmates and staff, Library Services provides information and resources for instruction and self-development. For inmates the library is also an important recreational outlet.
In its second year as a separate program area, Library Services strengthened and expanded its role in the department. Inmates used institutional libraries more than 20,000 times a month in FY86 and checked out almost 30,000 items each month. Through careful purchasing and solicitation of needed donations, institutional library managers added 13,500 books, 87 magazine subscriptions and over 200 audio-visual materials to their library collections. An average of 70 central office and field staff checked out from the R/RC an average of nearly 150 items a month. The staff collection grew to 3,000 books and 48 regular journal subscriptions. In both the institutional and staff libraries, services were developed and materials purchased in direct response to user needs.
Major Accomplishments

- Completion of library needs assessments of both staff and inmate needs in all institutional libraries and at Central Office.
- Formation of the Correctional Library Services Section of the Georgia Library Association to bring the needs of prison and jail libraries and librarians to the attention of Georgia's library community.
- Establishment of a monthly collection system on performance measures that allows for the compilation of user and circulation data and reporting back to institutional and central office managers.
- Enhancement of staff services through a regular current awareness service, Dialog database searching capability and access to the Georgia State University library catalog and ACA Net resources.
Education Services
Education Services includes academic and vocational education programs. The academic programs range from the literacy level through General Education Development (GED) Certification and over half of the institutions offer in-house college classes as well. Special Education and Chapter I classes are offered at selected sites.
Fifty-seven vocational programs are operated statewide and include such trades as drafting, welding, dental lab technician, small engine repair, carpentry, upholstery, graphic arts and auto mechanics. Vocational programs emphasize (1) the development of basic occupational competencies required for employment after release and (2) the development of skilled inmate workers for use within institutional operations and Correctional Industries.
Consistent with the established goals for the provision of education services within the state correctional institutions, a literacy initiative focusing on offenders reading below the fifthgrade level will receive top priority during the upcoming year.

- Funding of twelve pilot projects developed by institutional library managers to test new services and resources and collection development techniques.
28

FY 1986 Enrollment in Education Programs

Vocational/OJT OED Preparation Adult Basic Education Literacy/Remedial Reading Special Education Other Programs
Total

3,436 2,202 3,125 1,440
157 2,547
U,907'

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. At any time approximately 35 percent of the inmate population is involved in chaplaincy programs.
Major Accomplishments
Enlisted additional volunteer chaplains and volunteers assisting the chaplains. A practical clinical pastoral education program continues to function at Metro Correctional Institution.
- Developed a program leading to a diploma in Christian Ministry offered through the Georgia Baptist Extension Department.
- An accredited clinical pastoral training program for GDC staff and interns became completely operational at the Georgia Diagnostic and Classification Center this year.
- During last year we conducted Bill Glass programs in Georgia State Prison, Montgomery CI, Coastal CI, Wayne Cl, Ware CI and Rogers CI.

Recreation Services
Participation in the correctional recreational program is a vital part of the total treatment program in addition to contributing to better institutional management. Activity therapists attempt to address problems or needs of inmates assigned to mental health/mental retardation units through the avenue of recreational pursuits. Inmate participation in recreation also offers the inmates an opportunity for relieving stress and anxiety as well as the opportunity for gaining knowledge and skills toward the potentially more constructive utilization of leisure in the free world.
A variety of institutional recreation programs are offered as well as state-level competitions for both inmates and staff. Most correctional institutions offer intramural programs in many sports; other recreational offerings include music, arts and crafts, weightlifting, pool, ping pong, video and table games, movies, etc. State-level inmate competitions are held in football, basketball, softball, track, drama, music and creative writing. Additionally, staff events are held in golf, softball, bowling and fishing.
There were several projects and areas of emphasis in correctional recreation in Georgia that were initiated in the recent past that continue to be addressed in FY86.
1. The activity therapy pilot project at ACMI to establish standards for correctional activity therapy.
2. The development of skills training for personnel working with special populations.
3. Establishment of professional standards to meet the licensing requirements of the Georgia Board of Recreation Examiners (for activity therapists).
4. The further development and refinement of management policies and procedures.
5. Professional participation in both the Georgia Recreation and Park Society and the National Correctional Recreation Association.

29

The top priority areas for Recreational Services in FY87 are:
-To continue the development of activities therapy in all ten institutions that have MH/MR Units.
-To develop a career ladder for correctional recreation personnel that incorporates recreation supervisors, recreation directors, and all activity therapy positioDI on a organizational ladder of hierarchy.
Mental Health Services
The mission of the Mental Health Section is to provide necessary mental health care and mental retardation services to offenders who have diagnosable and treatable mental disorders. A team effort involving mental health, medical, program and security staffs is utilized in treating and managing the seriously mentally disordered inmate.
During fiscal year 1986 an average of 762 inmates per month were receiving mental health treatment and other related services, excluding those who were in diagnostic processing. 1'hese inmates were located at nine institutions having been referred for treatment from diagnostit: processing and other institutions throughout the correctional system. There were 20 inmates transferred to the Department of Human Resources for hospitalization during FY86 and 21 were returned to the Department of Corrections from Central State Hospital. During the year 251 inmates with mental disorders were paroled or discharged with mental health staff coordinating post incarceration treatment referrals.
Among some of the significant accomplishments achieved during FY 1986 were the settlement of the mental health litigation at Coastal Cl, the initiation of a project to improve screening of inmates with potential organic mental disorders, Georgia Medical Association accreditation at Metro Cl was obtained and an employee assistance program was established for Central Office employees at no additiotfal cost to the department.
Health Services
The mission of the Health Services Section is to coordinate the delivery of health care systemwide in a manner which meets contemporary

standards of medical and dental practice in the community.
During FY86 the department continued to move toward the achievement of this objective while continuing efforts to provide the most cost-effective care. A total of 14 institutions have received accreditation according to the Standards of the American Medical Association a.a applied by the state's accrediting agency - the Medical Association of Georgia. This achievement underscores the department's commitment to provide quality health care throughout the system.
Among the health issues facing Health Services in FY 1986 were the increasing number of chronically ill inmates (e.g. patients with diabetes, mellitus, cardiac conditions, etc.) and the number of inmates identified as having AIDS (Acquired Immune Deficiency Syndrome) and ARC (AIDS-Related Complex). Increased numbers of inmates received services within the system rather than from community sources. These services included same-day surgery, specialist medical consultations and specialist dental consultations. Efforts continued toward the establishment of a hoepital at ACMI which will provide for increased primary and secondary inpatient medicine and surgery services within the system.
A significant beginning was made in automation of the health services information system in FY 1986. This process provided for closer monitoring of the services delivered within the system and those purchased from outside sources. In addition to improvements within the Central Office section of the information system, development of the field section of the information system was begun. Computers were placed at MGCI Health Services Administration and at ACMI. Plans were developed to provide for automation of pharmacy services at the larger institutions. Such a system will increase efficiency in dispensing medications and tracking individual medication records and will allow for significant improvement in controlling levels of drug inventories. The system will be piloted in FY 1987.
During FY86 the role of ACMI continued to be crucial to the delivery of health services throughout the system. There were 3,174 visits to specialty clinics held at ACMI. There were 1,206 admissions to the infirmary beds. This occupancy 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 regards to the cost of care, the department spent 120,373,388 during FY86 for inmate health care. This figure translated to a cost per

30

inmate per year of $1,459. Cost containment efforts included maximizmg the utilization of in-house services such as infirmary beds and in-house minor surgery services. Utilization of Central State Hospital continued to operate at a much reduced level.
The following table summarizes the level of activity of health services during FY86. 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.

FY 1988 Health Care Highlights

Total Full-Time Personnel

365

Total Health Care Budget

$20,373,388

Cost Per Inmate Per Year

11,459

Total Number of Outpatient Contacts (Sick Call, Walk-In, Segregation)
Average f Times Each Inmate Seen as
Outpatient Contact During Year

463,116 32

Percentage of Inmates seen as Outpatient

Each Working Day

16%

Total Days of Hospital Care

5,211

Average Daily Census in Hospitals

12.49

Total Number of Hospital Admission

666

Average Cost Per Hospital Admission

$3,876

Total Doses of Medications Administered

(As Per Physician Order)

3,029,699

81

Health Services Budget Distribution
Total Budget FY 1986 - 120,373,388

Personnel 57% $11,696,068

Inpatient Care 13% $'2,581,377

32

Correctional Industries
Georgia Correctional Industries Administration is a public corporation, wholly owned by the state, that utilizes inmate labor to produce needed goods and services for state agencies and other tax-supported entities. GCIA corporate activities are directed by the Georgia Board of Corrections. Organizationally, it is part of the Industrial Operations/Programs Division of the Georgia Department of Corrections with the commissioner serving as the chief executive officer.
The GCIA charter is multifaceted. As a corporation, GCIA operates as a self-sustained business deriving operating and growth funds from the revenues generated by sales of its goods and services. The corporation contains all of the elements of a private business - sales, marketing, personnel, production, purchasing, accounting, engineering, quality control and distribution. Thirteen manufacturing facilities, located throughout the state on prison property, produce a wide variety of products. Sales of these products were just under $10,000 for fiscal year 1986. A summary of these facilities is included in this report.
The use of inmate labor to produce goods allows lower cost to the state and results in savings for the taxpayer. Inmates indirectly reimburse the state for part of the cost of their incarceration by participating in GCJA programs.
As a program, GCIA provides habilitative opportunities for offenders who wish to become productive citizens upon release. This is accomplished by creating a real work experience for the inmates. They are placed in on-the-job training (OJT) programs within the factories that teach them marketable skills while providing the corporation with production output. Many of these programs are accredited by vocational schools. Completion of these courses result in the receipt of a certificate just as if the participant had attendt>d the course on campus.
GCIA OJT programs are the last step in a progressive system that begins with basic education, advances through vocation training and concludes with real industry experience. The illit.erate inmate can become a skilled inmate by passing through this system .

Instilling a positive work ethic in the inmate is of primary importance in reducing recidivism . Providing him with marketable, certified skills give him a better opportunity to obtain gainful employment upon release. Georgia Correctional Industries Administration provides the most complete program possible to accomplish these goals.
(NOTE: Sales of products by all manufacturing facilities for Correctional Industries for the fiscal year 1986, should read just under $10 million.)

33

Loeatlon
Lowndes CI Valdosta
Georgia State Prison Reidsville
Walker CI Rock Springs
Dodge CI Chester
Colony Farm Hardwick
Montgomery Cl Mount Vernon
Stone Mountain CI Tucker
Totals

Plant Operations

Plaats Chemicals
License Plates Metal Fabrication Park Furniture Metal Fabrication
Wood Furniture
Garments Mattresses Reupholstery Signs/Decals Concrete Upholstery Printing

Capital Investment
171,981
1,629,374
415,710 268,840 547,576
733,522
383,228 14,150,231

Spaee 14,000 116,800
24,000 24,000 52,200
55,800
14,300 301,520

Inmates ta
140
52 60 315
150
35 765

Probation

I rure~~

suspension of sentence, probation in Georgia is now

~ better viewed as an appropriate

/"' ~ sentencing decision for many

u::=:;;;:;==:J criminal offenders. As part of

the criminal justiCe system, the Probation Division

lhares a common purpose in deterring criminal

activity. More specifically, since the Probation

Division is primarily concemed with the

1111.pervision of criminal offenders, the prevention of

recidivist crime is a major force of its efforts.

The mission of the division - protection of the

community and provision of services to the courts,

the criminal justice syatem and adult offenders -

reflects these policies.

Through a statewide network of 113

probation officers and 15 diversion centers the

division provides essential services to bring about

more socially acceptable behavior of convicted

offenders. By developing plans of action to

address probationer's individual needs, utilizing

intervention strategies such as detention, sur-

veillance, counseling, agency referrals, collection of

fmes, restitution and community service, the

division is able to fulfill its primary mission.

basis, and to provide a database for budgeting and staffmg requirements which is based on a workload model rather than the traditional caseload model. All probationers, except child support cases, are classified using the Need/Risk Assessment instrument, and then are supervised according to the standards assigned to the resulting level of supervision.
Since the classification system was implemented in July 1982, the Probation Division has a uniform method for determining the number of cases, the standards of supervision and units of time to measure the delivery of services and to identify the additional personnel requirements needed to meet the existing workload. During the fiscal year, information for each probationer is assimilated into the Probation Management Information System, which contains historical and current offender data. Classification and workload information has vastly improved managerial decision-making.
Probation Supervision
Each level of supervision specifies a standard number of contacts between the probationer and the probation officer.

ClassUlcation and Workload Management System

Maximum - 3 contacts per month. Blgh - Monthly face-to-face; one field contact.

The purpose of the division's case classification system is to improve the effectiveness of service delivery to the probationer, to develop a uniform standard of classificat~on on a statewide

Medium - Monthly telephone contact; quarterly face-to-face contact.
Minimum - Monthly telephone contact. 35

flauelal - Child suppon payments (weekly & monthly).
Administrative - Cases that with court approval are receiving no direct probation supervision.
Other - Includes new cases pending classification and those who have absconded or who are serving concurrent prison sentences.

Revocations
Technical New Crime/Conviction New Crime/No Conviction
Total

1,796 1,430 1,403
4,629

Probation Caseload/Workload
The following statistics are taken from the end of year report for Fiscal Year 1986:

LenI
Intensive Maximum High Medium Minimum Administrative Financial Other
Total

Number
990
5,402 17,002 27,787 17,481 7,629 16,847 5,048
98,185

Pereeatage
1 6 17 28 18 8 17 5
100

Tolled Non Tolled
Total

Absconders

2,877 229
3,106

Probation Fee
Sentencing judges began imposing probation fees in March 1982. Fee payments range from $10-50 per month, dependent on the probationer's ability to pay. The revenues from the probation fee have been used to fund Georgia's Intensive Probation Supervision program.

Probation Fee Revenues

Other Workload Statistics

Long form presentence investigation
Short form presentence investigation Record checb Court time (houn) URESA cases

5,255 3,799 51,877 118,264 13,576

FY 1983 FY 1984 FY 1985 FY 1986

862,837 1,660,977 2,491,492 3,293,754

Community Service

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

3,933,271 19,451,398 24,617,447
48,002,116

The establishment of community service programs, as a responsibility of the Probation Division, was mandated by DUI legislation. By defmition, community service is "uncompensated work of an offender with an agency for the benefit of the community punuant to an order by the court as a condition of probation.11 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.

36

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. During the period FY82 - FY86, a total of 19,981 probationers have been sentenced with conditions to perform community service; 9,037 of that number were DUI cases.
The Community Service Program has been well received by the public and growth of the program is expected to continue.

-Is a highly visible program which fosters involvement of citizens and the agency.
-Allows the offender to repay the community through work of direct benefit to the community.

FY 1986 Community Service Facts

Number of probationers

7,834

Advantages of Community Service Utilization
-Provides a middle-range punishment option.
-Promotes a work-ethic approach to punishment and establishes accountability.

Number of hours served by

probationers

'

Approximate labor value for community service work performed in communities (calculated at minimum wage of 13.35 per hour)

978,528 13,278,069

-Benefits the community in needed areas of service.
Growth in Community Service Program January 1983 - December 1985

900

800 -

700

600

i
0

500

~
z ~

".'0..

400

..a8

z1:1

300

200

100

Jan. 1983

Jan. 1984
37

Jan. 1985

Drug SurveiJlance Program
Recognizing the very negative impact illicit drug usage among probationers have and its pervasive role in fostering criminal activity, the Probation Division initiated a pilot program in July 1986 directed at detecting drug usage among probationers. Results of the project have revealed high rates of usage among some probationers and drugs of preference have been identified. Subsequent testing of identified drug users also showed a drastic decline in continued usage.
Drug testing capability currently is limited to two regional laboratories (Atlanta and Waycross) and field test equipment located in diversion centers. However, the Probation Division anticipates expansion of this capability as ad.ditional funding can be made available.
Interstate Compact
The purpose of the division's Probation Interstate Compact Office is to serve as a central, specialized work unit responsible for processing old correspondence related to interstate transfer and supervision of probation. The office processes requests for record checks, requests for interstate transfer of supervision, probationer progress and conduct report, and violation reports.
In FY 1986 the Interstate Compact Office processed transfer and out-of-state supervision matters on approximately 850 cases per month.

The program, begun initially in FY 1983 in 18 judicial circuits, now is operational in 88 judicial circuits. Total yearly diversion capability is now approximately 2,500 offenders. 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 in 1982. Continued expansion of the program is expected to occur as probation fee revenues become available.
IPS Program Elements Include:
-Minimum of 5 face-to-face contacts per week with the probationer.
-Mandatory curfews that are randomly checked.
-Routine drug/alcohol screens.
-Minimum of 132 hours of community service to be performed by each probationer.
-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.

Intensive Probation Supervision Program
In the continuing efforts of the department to ensure bed space in its state institutions for the violent and career criminal, intensive probation supervision plays an ever-increasing role. This program, recognized as the toughest "street" probation in the nation, has been used as a model in several other states as a means of providing community supervision to certain nonviolent offenders who typically would receive a prison sentence. By providing strict, orderly, monitored supervision such as that found in the Intensive Probation Supervision Program, more prison space is being reserved for those offenders who should be incarcerated due to the threat they pose to society.

Diversion Center Program
The mission of community diversion centers is to provide a structured residential facility program for offenders (primarily felons) who would otherwise have received prison sentences. The diversion center is not intended to be a sentencing alternative for offenders who would normally have been placed under regular nonresident probation supervision. The diversion center, as in other court sanctions managed and administered by the Probation Division, provides professional service to the courts, the criminal justice system, the community and the convicted adult offender.

38

The Diversion Center Program of supervision parallels the stated mission of the Probation Division by:
-Providing a sanction other than incarceration for offenders who pose no unmanageable risk to the safety of the community.
-Enforcing conditions of probation and collecting coun-ordered financial obligations.
-Providing surveillance of probationers to protect the community and to deter further criminality.
-Assuring victim restitution and providing services to the community.
-Providing individualized assessments, counseling, referrals and other forms of professional guidance to offenders.
Advantages of Diversion Center Utilization:
-Provides relief for overcrowded prisons and jails.
-Is less costly than prison.
-Provides 24-hour-per-day structured supervision.
-Requires offenders to work and to pay taxes, fmes, restitution and room and board.
-Places burden of cost on offender rather than the taxpayer.
-Provides the court with means of restricting the offender's freedom.
-Addresses the public's demand that certain offenders receive a more harsh sentence than regular probation.
-Allows selected offenders a means of stabilizing their lives.
-Allows an offender to remain a productive person through employment.
-Permits continued opportunity for family and community interaction.

Earnings and Disbursements
The following earnings and disbursements statistics detail the fmancial activity of the Diversion Center Program in FY 1986:

Resident Gross Earnings Resident Taxes Paid
Resident Room and Board Resident Dependent Support Resident Payment of Restitution Resident Payment of Court Fines Resident Community Service

$4,660,469 $905,841
$1,293,619 $538,936 $202,824 $680,177
60,101 hrs.

Special Alternative Incarceration Program
This program is based on the recognition that many young, impressionable male offenders (ages 17-25) need a short, 90-day prison experience to understand the need to change their lifestyle and criminal behaviors. The program is patterned after military basic training, with emphasis on physical labor. Very little idle or discretionary time is available to the offender in this program. If the offender abides by the rules and regulations of the Special Alternative Incarceration Program, he is returned to regular probation supervision at the end of 90 days.
The SAl program initially began in November 1983 at Dodge Correctional Institution. The capacity at opening was 50 beds. Due to interest in the program and its utilization by judges, the capacity was increased to 100 beds. Additional program expansion occured in late 1986 when a new SAl unit became operational at the AI Burruss Correctional Training Center in Forsyth,
Georgia.

39

GEORGIA PROBATION DISTRICTS
40

Georgia
' \
Department of
_...,f Correction?

Technical Services

ffl~i]i;!!!rJI he Technical Services Division encompa81e8. thoae functions which provide technical suport and instruction, maintenance of property and equipment and
Lliiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiiil safety and security. These functions include computer services, the fire safety program, facilities management, facilities development and engineering and inspections.
Office of Computer Services

computer system(s) at the originating point of information and providing for electronic transfer of the information to subsequent processing sites and users.
2. Maximize the economies and benefits inherent in compatible sets of microcomputer technologies, complementing and extending the mainframe systems as needed, to decentralize data collection, processing, analysis, reporting and automation of routine tasks at the work site.

Advances in microprocessor (i.e. personal computer, or "PC") technology and economic considerations have identified the need to plan for generic computer equipment located in GDC facilities and offices across the state. These PC workstations will serve local "user" needs for computer applications to do on-site jobs and maintain information for local management while serving as access points to GDC's mainframe computer systems and a means of communication between these "remote" sites, the GDC central offices and other systems. To take advantage of this major technological breakthrough, the agency directed its automation efforts toward developing and implementing systems which would promote maximum benefit to the managers at each facility and office through local computer applications and serve the entire GDC organization by enabling it to:

3. Eliminate potential conflict between the mainframe data processing environments and the evolving microcomputer technology by:
a) Using the most appropriate environment for each application and
b) Developing effective electronic communications for moving data between the environments.
During Fiscal Year 1986 significant progress was made toward fulfilling these strategic objectives.
Major Objectives
To accomplish these goals the Office of Computer Services continued the efforts of its

1. Avoid duplication of effort, improve accuracy and speed of information flow by providing the tools for entry into the

staff and available funding in five major areas:

41

otrender Traeklag laformatlou Srstem - OTIS
This mainframe offender management database runs on a Univac computer located in the Archives Building. This "state of the art" data management system keeps track of all offenders as persons and is designed to record all significant events related to each person from the courts, through probation, prison and parole. The tracking of probationers and events related to probation cases is 'already operational and implementation of the inmate portion is scheduled for June through November 1987. The parole portion is being programmed by Pardon and Parole Board staff who are coordinating efforts closely with the GDC staff.
Loeal FaeUltr/Offtee Otreuder Mauagemeut
Two systems have been developed for local management: the Institutional Management System (IMS) and Probation Office Management System (POMS). Both systems have initially been used to manage the heavy workloads associated with collection, custodianship and disbursement of offender funds, but each provides the ability to handle additional tasks. Both interface with the OTIS system to minimize duplication of data entry. Fiscal year 1986 project efforts enabled the IMS to be installed and running at all state institutions by the end of December 1986.
Ceutral ApplleatloDS/Offtee Aatomatlou
A number of separate efforts are underway. Primary applications are designed to enable staff throughout GDC to utilize a standard set of PC software, known as LOTUS Symphony, to automate tasks such as maintaining accounting and data spreadsheets, word processing and graphics for the facility, section or office. The Symphony program was also used to develop a system of fmancial reporting that meets local data needs and interfaces with the central (FACS) accounting system. This application, known as the Business Office Ledger Transaction System (BOLTS) was successfully installed at Georgia Industrial Institute in FY 1986 and is being used as the basis for custom installations at facilities and offices throughout GDC. BOLTS was operational in all state correctional facilities by the end of December 1986.

Speelal Program Developmeut
Of special note in FY86 were the development of plans and initial steps to:
1. Reprogram the department's food se"ice inventory system to provide a more efficient main inventory program to se"e as the basis for a local user subsystem to automate food se"ice procedures and reports.
2. Development of a concept to use optical scanners to assist in data entry to avoid the duplication of data handling between local program sites and central program offices. Initial applications are in the areas of inmate education, vocational training and counseling programs.
Hardware aud User Support
The Office of Computer Se"ices implemented a hardware maintenance agreement which provides efficient and economical diagnosis/repair for our inventory of hardware valued at approximately $2 million. A multilevel training program for users of the LOTUS Symphony applications was developed to meet the increased demand for training and over 100 GDC staff received fonnal training.
Facilities Maintenance
The Facilities Maintenance Section has responsibility for preventive maintenance for the 24 state institutions, 5 transitional centers and 15 diversion centers under the jurisdiction of GDC. The unit administers approximately $365,000 in central repair funds to be used at all facilities to address emergency repairs.
This operation coordinates central repair projects, provides technical assistance in responding to maintenance emergencies and manages minor construction projects such as roofing and beating/air conditioning repairs. During FY86, in addition to the 210 central repair fund projects, funding was also received for 17 security enhancement projects which included fencing and guard towers at facilities.

42

During FY 1986 the section supervised the following minor construction projects:
Renovation of the Mental Health Unit at the Augusta Correctional & Medical Institution.
Renovation of "H" house at the Georgia Diagnostic & Classification Center.
Renovation of the staff training facility at Georgia State Prison.
Renovation of the warden's residence at Rivers Correctional Institution.
GDC Fire Marshal

new fire truck was purchased for the program at GSP and a reconditioned truck was purchased for the Georgia Diagnostic & Classification Center.
The GDC fire safety training program was developed in conjunction with the Georgia Fire Academy. It meets the proscribed laws and standards for fire safety. The program includes training for security staff, facility fire inspectors, institutional staff and tactical squads.
During fiscal year 1986, in addition to training provided to departmental staff and inmates under our jurisdiction, the fire marshal's office conducted training class for county and city correctional facilities through the state. The fire marshal's office has also provided training to the U.S. Federal Penitentiary. The program was established in 1965 and received national recognition in 1980 with the publication of a manual utilized for training of staff and inmate firefighters.

The GDC frre marshal administers 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. Its goal is to prevent loss of life and property due to fires and associated lifethreatening hazards.
The fire marshaPs responsibilities include setting standards for the program, assuring compliance with established goals, providing technical assistance to the agency's seven fire stations, conducting fire safety inspections at all facilities and coordinating and providing fire safety training for staff and inmate firefighters. This section also prepares the annual budget package for fire safety equipment as well as identifying the need for additional stations to support GDC's correctional facilities valued at over 1304 million.
In addition to the above, the fire marshal conducts testing of blankets, pillows and mattresses used in GDC's facilities. The section also works with the institutional staff to develop evacuation plans and coordinates mutual aid agreements with local fire departments to provide emergency firefighting services to our facilities.
The department has seven recognized fire stations located at Georgia Industrial Institute, Georgia Diagnostic & Classification Center, Dodge Correctional Institution, Georgia State Prison, Lee Correctional Institution, Montgomery Correctional Institution and Walker Correctional Institution.
During this fiscal year two two-bay fire stations were constructed to support the programs at Georgia State Prison/ Rogers Correctional Institution and Lee Correctional Institution. A
43

Facilities Development k Engineering
The Facilities Development & Engineering Section is responsible for all design, construction and renovation projects involving state institutions and community centers as well as supervising inmate crews involved in the construction/renovation of local jail facilities. FD&E is responsible for implementation of GDC's master plan for increasing delivery of services in a climate of increasing population and construction costs and formulation of minimum facility standards. This section provides four major services:
Deslp - Presently directing the design and development of projects involving eight major institutions and seven community centers with an estimated value in excess of 182 million.
Construction - A 12 million perimeter security system at Georgia State Prison and a 13
million housing unit at Rogers CI are under construction. In addition, construction is underway on new 500-bed institutions in Lowndes and Ware counties, renovation/ construction of buildings for the Clayton and Gateway Diversion Centers, a warehouse adjacent to the AI Burruss CTC and a roadway for the planned Chattooga facility. Work is continuing on asbestos removal projects. Construction is also underway on a wastewater land application located at the Georgia Diagnostic & Classification Center. The

estimated total cost of the above unvalued projects is more than $42.9 million.
State hamate Coutradloa Crew - Under the aupervision of the FD&E, the state inmate construction crew is renovating/modifying a warehouse to function as a divenion center and constructing an institutional wastewater treatment plant and isolation cells at two state institutions and a warden's residence.
CoutJ/CltJ hamate Couti'Udloa Crew -This crew performs major renovation and construction projects on county and city jails in accordance with a 50/50 match of state and local funds. This local jail improvement program is a joint venture with the Georgia Department of Community Affain.
Major Aeeompllshments
Completion of 15 local jail projects by the County/City Inmate Construction Crew.
Removal of asbestos from Georgia Industrial Institute.
Completion of various farm-related projects valued at an estimated $400,000.
Completion of the AI Burruss CTC.
Completion and occupation of the Columbus Divenion Center.
Completion of the fint standard warden's residence using inmate construction crews.
Completion of a 10-bed BOQ and guard tower at Coastal Cl.

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 72 state and county facilities and property under the jurisdiction of the commissioner and the Board of Corrections.
During this report period an average of 12.7 inspections per month were completed for an annual total of 152 inspections.

Inspector General
It is the responsibility of the inspector general to determine if applicable laws, regulations and policies 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 penons and property.

Georgia Department of Corrections

State Institutions
Auaua Correctional/Medical lntltutlon 3001 Gordon Highway Grovetown, GA 30813 404/860-8920 Gist: 336-8920 Supt.: Chuck Burden
Bottkk Correctional lnttltutlon P.O. Box 1700 Hardwick, GA 31034 912/453-5750 Gist: 324-5750 Supt.: Tom Jones
AI a....., Correctional
Tralnln1 Center P.O. Box 696 Forsyth, GA 31029-0696 912/994-0062 Supt.: Truett Goodwin
Central Correctional lnttltutlon 4600 Fulton Mill Rd. Macon, GA 31213 912/427-2010 Gist: 321-6203 Supt.: Gerald Willis
Coattal Correctional lnttltutlon P.O. Box 7150 Garden City, GA 31048 912/964-9330 Gist: 335-9330 Supt.: Barry Gaither
Dod1e Correctional lnttltutlon P.O. Box 276 Chester, GA 31012 912/358-4801 Supt.: Ross Gearlnger
Georpa Dlapottk lc Clatllftcatlon Center
P.O. Box 38n
Jackson, GA 30233 404fn5-3161 Gist: 254-6011 Supt.: Ralph Kemp

Georsla lndultrlal lnttltute
P.O. Box 709 Alto, GA 30510 404fn8-2273 Gist: 243-4011 Supt.: Garrison Parker
GeorPa State Prllon
Star Route Reidsville, GA 30499 912/557-4301 Gist: 367-4011 Supt.: Lanson Newsome
Georsla Tralnln1 lc Development Center
2989 W. Rock Quarry Rd. Buford, GA 30518 404/945-1301 Supt.: Rick Abbott
lee Correctional lnttltutlon P.O. Box 399 Leesburg, GA 31763 912/759-6453 Gist: 341-4373 Supt.: Ira Kelso
Lowndet Correctional lnttltutlon P.O. Box 310 Valdosta, GA 31601 912/333-5271 Gist: 349-5271 Supt.: David Thompson
Men' Correctional lnttltutlon
P.O. Box 396 Hardwick, GA 31034 912/453-4702 Gist: 324-4702 Supt.: Jim Wharton
Metro Correctional lnttltutlon 1301 Constitution Rd. Atlanta, GA 30316 404/624-1411 Supt.: Mary Esposito
45

MGCI Admln..tratlon Oftke 912/453-5201 Gist: 324-5201 Bus. Mgr.: Jim Seckinger
Monl1omery Correctional ln1lllutlon P.O. Box 256 Mount Vernon, GA 30045 912/583-2286 Supt.: Floyd James
PutnaM Correctional ln1lltutlon P.O. Box 71 Eatonton, GA 31024 404/485-3301 Supt.: Larry Hurt
River' Correctional ln1tllutlon P.O. Box 1500 Hardwick, GA 31034 912/453-4591 Gist: 324-4591 Supt.: Cal Green
Roser Correctional lnttllutlon P.O. Box 5300 Reidsville, GA 30453 912/557-4n1 Supt.: Robert Francis
Ru11ed1e Correctional ln1lllutlon 7157 Manor Road Columbus, GA 31907 404/563-9434 Gist: 252-5184 Supt.: Paul Ford
Stone Mountain Correctional lntlltutlon 5500 Venable Street Stone Mountain, GA 30083 404/469-1406 Supt.: Elie Jones
Walker Correctional ln1lllutlon P.O. Box 98 Rock Springs, GA 30739 404/764-1926 Supt.: Doug Williams

Wltft Correctional lnttllutlon P.O. Box 99 Waycross, GA 31051 912/285-6095 Gist: 368-6095 Supt.: Jerry Thomas
Wayne Correctional lntlltutlon Route 1, Box 264 Odum, GA 31555 912/586-2244 Supt.: Tommy Wallace
Georsta Women' Correctional lnttllutlon
P.O. Box 218 Hardwick, GA 31034 912/453-5218 Gist: 324-5218 Supt.: Gary Black
Youthful Offender Correctional ln1tllutlon P.O. Box 417 Hardwick, GA 31034 912/452-5375 Gist: 324-5375 Supt.: Grady Lewis
County Institutions
Buloch County Correctional ln1tllutlon P.O. Box 1085 Statesboro, GA 30458 912/764-6217 Acting Warden: John Akins
Carrol County Correctional ln1tltutlon 502 Old Newman Rd. Carrollton, GA 30117 404/832-3939 Warden: Tommy Payne
Clarke County Correctional ln1tltutlon 2825 County Farm Road Athens, GA 30610 404/354-2900 Warden: Charles Greenway

46

Colquitt County Correctional lnltltutlon P.O. Box 339 Moultrie, GA 31768 912/985-3331 Warden: Leland Dampier
Coweta County Correctional lntltutlon 1 Sell Road Newnan, GA 30263 404/253-0794 Warden: James Wendell Whitlock
Decatur County Correctional lntltutlon P.O. Box 1218 Bainbridge, Ga 31717 912/246-1694 Warden: Wayne Holt
Eftlnpam County Correctional lntltutlon Sprinlfield, GA 31329 912/754-6071 Warden: Louis Davis, Jr.
Floyd County Correctional lndtutlon 329 Black's Bluff Road Rome, GA 30161 404/234-7549 Warden: J.W. Scott
Fulton County Correctional lndtutlon 1101 Jefferson Street, N.W. Atlanta, GA 30318 404/875-6454 Warden: Alfred Pierce
Gwlnnett County Correctional lndtutlon P.O. Box 47 lawrenceville, GA 30246 404/962-1497 Warden: Charlie Bishop (Acting Warden)
Hal COlM1ty Correctional lndtutlon Route 3, Box 110 A Gainesville, GA 30501 404/536-3672 Warden: Ralph Suggs
H..t COlM1ty Correctional lntltutlon Route 2, Box 355 Hamilton, GA 31811 404/628-4959 Warden: Jimmy Evans
47

Houdon County .Correctional lndtutlon Kings Chapel Road Perry, Ga 31069 912/987-1477 Warden: Ray Wheelus
Jack.on County Correctional lnlltutlon Route 3, Box 247 Jefferson, GA 30549 404/367-5287 Warden: Dale Glenn
Jeffer.on County Correctional lntllutlon Route 1, Box 9A Louisville, GA 30434 912//625-7230 Warden: George T. Smith
Meriwether County Correctional lndtutlon Route 3, Box 3 Greenville, GA 30222 404/672-4433 Warden: Fred Smith
Mitchel County Correctional lndtutlon P.O. Box 191 Camilla, GA 31730 912/336-5691 Warden: Bruce Shiver
Mu.cotee County Correctional lndtutlon 3950 Schatulga Road Columbus, GA 31907 404/561-3220 Warden: Daniel Culpepper
Richmond County Correctional lndtutlon P.O. Box 5259 Augusta, GA 30906 404/798-5572 Warden: Michael Greene
Screven COlM'Ity Correctional lndtutlon P.O. Box 377 Sylvania, GA 30467 912/863-7678 Warden: Neal Malphus (Note: Opens April 1, 1987)
Spaldln1 County Correctional lnltltutlon 1515 Williamson Road Griffin, GA 30233 404/228-2946 Warden: Arsene C. Massac

Stew.-t County COINCtlonal ln1tllutlon P.O. Box 157 lumpkin, GA 31815 912/838-4385 Warden: Jimmy Babb
Sumter County CG~NCtlonal lntltutlon P.O. Box 484 Americus, GA 31709 912/924-6066 Warden: James W. McClung
Terrel County COINCtlonal ln1tllutlon Route 5, Box 38 Dawson, Ga 31742 912/995-5381 Warden: James Kilgore
Doma1 County COINCtlortal ln1tltutlon Route 1, Box 302 Thomasville, GA 31792 912/226-8933 Warden: Donnie Cleveland
Troup County CG~NCtlonal lnltllutlon Route 1, Hamilton Road laGrange, GA 30240 404/883-1720 Warden: Billy Ledford
Up10n County COINCtlortal ln1tltutlon 2440 Yatesville Hipway Thomaston, GA 30286 404/647-7452 Warden: W.R. Cochran
Transitional Centers
AtiMata Adv.ac:ement Center 310 Ponce de leon Ave., NE Atlanta, GA 30308 404/894-4277 Gist: 222-4277 Supt.: James Doctor
Macon Trlltlonal Center 1100 Second Street Macon, Ga 31201 912/744-6090 Gist: 321-6090 Supt.: Art Gavin
48

Metro Trlltlonal Center 1303 Constitution Road Atlanta, Ga 31201 404/656-5375 Gist: 221-5375 Supt.: Mary lewis
New Hort1M11 344 Ponce de leon Ave. Atlanta, GA 30308
404/894-4116 Gist: 222-4116 Supt.: Guy Hickman
Savannah T,..lltlonal Center 439 East Broad Street Savannah, GA 31401 912/944-2268 Gist: 361-2268 Supt.: Herman Johnson
Diversion Centers
My 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 30603 404/542-8628 Gist: 241-8628 Supt.: David Gibbs
AtiMata Dlvenlon Center 1566 Bankhead Hipway, NW Atlanta, GA 30318 404/792-7055 Gist: 894-2798 Supt.: Alexander Bullock
Aupta Dlvenlon Center P.0. Box 5706 Augusta, GA 30906 404/790-2916 Gist: 334-2918 Supt.: Alvin Mitchell

Cobb Dlvenlon Center 831 N. Cobb Parkway Marietta, GA 30062 404/427-3148 Supt.: Dennis T. Clark
CGiuMbu1 Dlvenlon Center 3900 Schatulga Road Columbus, GA 31907 404/568-5167 (or 5168) Gist: 252-5167 Supt.: Bobby Lavoie
Fullon Dlvenlon Center 975 Memorial Drive, SE Atlanta, GA 30316 404/656-3167 Supt.: Robert Rosenbloom
~v Dlvenlon Center 1195 Broad Street Gainesville, GA 30501 404/535-5723 Gist: 261-5723 Supt.: Roger Pressley
Gateway Dlvenlon Center 15 Peachtree Place, NE Atlanta, GA 30309 404/894-2650 Gist: 222-2650 Supt.: Arnold DePetro
Grlftn Dlvenlon Center P.O. Box 1086 Griffin, GA 30224 404/229-5841 Supt.: James Fletcher
Macoe Dlverllon Center 1232 Jeffersonville Road Macon, GA 31201 912/744-6197 Gist: 321-6197 Supt.: R. Dennis Cook
ROIH Dlvenlon Center cfo Northwest Georgia
Regional Hospital, Bldg. 206
Rome, GA 30161
404/295-6418 Gist: 231-6418 Supt.: James H. Deal

Thoaauv Dlvenlon Center
P.O. Box 980 Thomasville, GA 31792 912/228-5177 Gist: 344-2348 Supt.: Roter Varnadore WaJCI'OII Dlvenlon Center P.O. Box 759 Waycross, GA 31502-0759 912/285-6028 Gist: 368-6028 Supt.: Michael Shaw WOMen' Dlvenlon Center 1053 West Peachtree St. Atlanta, GA 30309 404/894-5610 Gist: 222-5610 Supt.: Vickie Hancock
Opened April 1987.
49

PROFILE OF INMATES IN PRISON AS OF JUNE 1986

TOTAL STATE PRISON POPULATION

RACE White
Nonwhite Not Reported Total
Data not reported on

0% of inmates

SEX
Male Female Not Reported Total
Data not reported on

0% of inmates

RACE AND SEX White Male Nonwhite Male White Female Nonwhite Female Not Reported Total
Data not reported on

0% of inmates

CRIME Felony Misdemeanor Not Reported Total
Data not reported on

0% of inmates

AGE 21 and under 22 to 39 40 to 54 55 and over Not Reported Total
Data not reported on

0% of inmates

AVERAGE AGE

I.Q.
Less than 70 70 and up Not Reported* Total Data not reported on

17% of inmates

AVERAGE I.Q.

16,812
6,755 40% 10,057 60%
0
16,812 100%
15,949 95% 863 5%
0
16,812 100%
6,413 38% 9,536 57%
342 2% 521 3%
0
16,812 100%
16,465 98% 347 2%
0
16,812 100%
2' 213 13% 12,010 71% 2,133 13%
456 3%
0
16,812 100%
30.83
1,063 8% 12,933 92% 2,816 16,.812 100%
97.2

60

SOCIO-ECONOMIC CLASS Welfare Occasionally Employed Minimum Standard Middle Class Not Reported Total Data not reported on 16% of inmates

2,038 15% 115 1%
8,095 58% 3,807 27% 2,757 16,812 100%

ENVIRONMENT TO AGE 16 Rural (farm) Rural (non-farm) Large Cities Small Cities Small Towns Not Reported Total Data not reported on

15% of inmates

1,586 11% 1' 119 8% 4,462 31% 3,497 25% 3,596 25% 2,552 16,812 100%

LIVING ARRANGEMENTS PRIOR TO APPREHENSION

Living Alone

497 12%

Living With Spouse

1,268 31%

Illicit Relationship

349 9%

living with Same Sex

119 3%

No Home

11 0%

Inmate of Institution

54 1%

With Another Family

252 6%

With Parents

1,435 35%

Other

73 2%

Not Reported

12,754

Total

16,812 100%

Data not reported on 76% of inmates

SELF REPORTED EDUCATION LEVEL less than Grade 7 Grade 7 Grade 8 Grade 9 Grade 10 Grade 11 Grade 12 More than Grade 12 Not Reported Total Data not reported on 12% of inmates

972 7% 782 5% 1,786 12% 2,228 15% 2,416 16% 1,704 11% 4,684 32% 258 2% 1,982 16,812 100%

AVERAGE EDUCATION LEVEL

9.9

51

FUNCTIONAL GRADE LEVEL Untestable Less than Grade 6 Grade 6 through 8 Grade 9 Grade 10
Grade 11 Grade 12
More than Grade 12
Not Reported Total Data not reported on

15% of inmates

AVERAGE FUNCTIONAL GRADE LEVEL

NUMBER OF SENTENCES One Two Three
Four Five
More than Five Not Reported Total Data not reported on

0% of inmates

EMPLOYMENT STATUS AT APPREHENSION Employed Full Time Employed Part Time Unemployed Recently Unemployed Long Time Never Worked Student Incapable of Work Not Reported Total
Data not reported on 17% of inmates

MARITAL STATUS Single, Never Married Married
Separated
Divorced (Not Remarried) Widowed Common Law Marriage Not Reported Total Data not reported on 13% of inmates

1 0% 8,037 56% 4,244 30%
680 5% 564 4% 431 3% 334 2% 25 0% 2,496 16,812 100%
5.49
9,865 59% 3,904 23% 1,544 9%
641 4% 352 2% 506 3%
0 16,812 100%
4,563 33% 621 4%
3,817 27% 4,495 32%
214 2% 91 1% 181 1% 2,830 16,812 100%
6,573 45% 2,962 20%
915 6% 1,661 11%
271 2% 2,305 16% 2' 125 16,812 100%

52

NUMBER OF CHILDREN No Children One Child Two Children Three Children Fdur Children Five Children More than Five Not Reported Total
Data not reported on

21% of inmates

RELIGIOUS AFFILIATION Islam (Muslim) Catholic Baptist
Methodist Episcopalian
Presbyterian Church of God Holiness
Other Religions Jewish Not Reported Total Data not reported on

23% of inmates

FAMILY BEHAVIOR PATTERNS** Crimina1ity Alcoholism
Drug Abuse Domineering
Migrant
Frequent Beatings Grossly Permissive Father Absent Mother Absent Not Reported Total
Data not reported on 54% of inmates

SECURITY STATUS
Trusty or Work Release Minumum Supervision Medium Supervision Close Supervision Maximum Supervision Incomplete Diagnostic Not Reported
Total Data not reported on 0% of inmates

5,704 43% 3,087 23% 2' 142 16% 1' 171 9%
579 4% 268 2% 291 2% 3,570 16,812 100%
341 3% 539 4% 9,411 73% 626 5% 32 0% 72 1% 142 1% 707 5% 1,001 8% 16 0% 3,925 16,812 100%
2,814 36% 1,069 14%
72 1% 40 1% 225 3% 75 1% 143 2% 3' 190 41% 226 3% 9,128 16,982 100%
453 3% 2,539 15% 5,705 34% 7,369 44%
746 4% 0 0% 0
16,812 100%

53

GUARDIAN STATUS TO AGE 16 Orphanage Father Only Head Father with Mother Head Mother Only Head Mother with Father Head Other Female Other Male Step Parents Foster Home Grandparents Not Reported Total Data not reported on 15% of inmates
CRIMES BY GROUP Homicide Abortion Bodily Injury Arson Damage of Property Burglary Forgery Theft Robbery Sexual Offenses Obscenity Crimes Treason Crimes Involving Government Falsifications Obstruction of Law Disorderly Conduct Gambling
Cruelty to Children Crimes With Guns Invasion of Privacy Racketeering Drug Offenses Auto Crimes Revenue and Contraband Miscellaneous Felonies Misdemeanors Not Reported Total Data not reported on 0% of inmates

52 0% 418 3% 66 0% 4,624 32% 7,275 51% 351 2% 60 0% 134 1% 236 2% 1,082 8% 2,514 16,812 100%
2,591 15% 0 0%
1,199 7% 131 1% 60 0%
3,256 19% 579 3%
1,518 9% 3,187 19% 1,324 8%
0 0% 0 0% 3 0% 9 0% 30 0% 12 0% 2 0% 79 0% 91 1% 14 0% 8 0% 1,553 9% 764 5% 0 0% 55 0% 347 2% 0 16,812 100%

54

MOST FREQUENT CRIMES***
Burglary (F) Armed Robbery (F)
Murder (F) Robbery (F) Aggravated Assault (F) Voluntary Manslaughter (F) Rape (F) Theft by Taking (F) Motor Vehicle Theft (F) Forgery, First Degree (F) Habitual Traffic Violation (F) Sale, Distribution of Marijuana (F) Child Molesting (F) Possession Narcotics (F) Kidnapping (F) Theft: Stolen Property (F) Sale, Distribution of Narcotics (F) Possession of Marijuana (F) All Other Felonies Misdemeanors
Not Reported
Total Data not reported on 0% of inmates

3,204 19% 2,499 15% 1,783 11%
653 4% 747 4% 706 4% 607 4% 514 3% 433 3% 475 3% 686 4% 289 2% 374 2% 362 2% 283 2% 218 1% 296 2% 259 2% 2,077 12% 347 2%
0 16,812 100%

*Some categories contain large numbers of "Not Reported" responses. The percentages listed by each category are the true estimates for the entire inmate population since the "Not Reported" category is disregarded when computing these percentages. The percentage of inmates with unreported data is provided to give some idea as to the quantity of unreported data.
**Since behavior problems, not inmates, are counted, there may be more than one behavior code assigned to an inmate. Therefore, the total number of cases, both reported and not reported, may exceed the total inmate population.
***(F) denotes a Felony.
Source: Inmate Statistical Profile Statistics Unit-Office of Evaluation and Statistics

55

FUNDS AVAILABLE
REVENUES
STATE APPROPRIATION General Appropriations Amended Appropriations Supplementary Appropriation
Total State Appropriation
FEDERAL ASSISTANCE (See Schedule)
OTHER REVENUES RETAINED (See Schedule)
Total Revenues
CARL!_Y-OVER FROM PRIOR YEAR
Transfer from Reserved Fund Balance Federal Assistance Insurance Recoveries Special Education Contracts
Total Carry-Over from Prior Year

DEPARTMENT OF CORRECTIONS STATEMENT OF REVENUES AND EXPENDITURES
BUDGET FUNDS YEAR ENDED JUNE 30, 1986
"A" DEPARTMENTAL
OPERATIONS

"B"
CORRECTIONAL INSTITUTIONS,
TRANSITIONAL CENTERS AND SUPPORT

"E"
DIVISION OF PROBATIONS

TOTAL

$ 25,421,957.00 838,679.00

152,533,089.00 1,540,499.00 1, 700,000.00

30.790.926.00 $ 208,745,972.00

157,800.00

2. 536.978.00

__!_,_700,000.00

26,260,636.00 155,773,588.00 30,948,726.00 212,982,950.00

18,210.90

629,204.92

$

647,415.82

666,417.78

2,776,910.96

4,166,042.55 $__1_._609' 371.29

26,945,264.68 $~9, 703.88 $ 35,114,768.55 221,239,737.11

81,919.03 1, 707.21
10,299.54
93,925.78

81,919.03 1,707.21
_ _ _1Q.t1_99. 54
$ _ _ _9~~

Total Funds Available

26,945,264.68 159,273,629.66 351.114,768.55 $ 221,333,662.89

EXPENDITURES
P-ER-SO-NA-L -SE-RV-ICE-S
Salaries and Wages Emp layer's Contributions for:
F. I.C.A. Ret i.rement Health Insurance Personal Liability Insurance Workers' Compensation Insurance Assessments by ~terit System
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)
TRAVEL
MOTOR VEHICLE EQUIPMENT PURCHASES
PU-BL-IC-A-TIO-N-S -AN-D -PR-IN-T-LN-G
EQUIPMENT PURCHASES
Cm!PUTER CHARGES
Supplies and Materials Repairs and Maintenance Lease/Purchase of Equipment Rents (Other than Real Estate) Other Operating Expenses (See Schedule) Software Equipment Purchases Per Diem and Fees Contracts Computer Billings, DOAS
l!_E_~ ESTATE RENTALS (See Schedule)
TELECOMMUNICATIONS
PER DlEM 1 FEES AND CONTRACTS
Per Diem and Fees Contracts

$ 7,683,670. 74
525,655.68 1,305,706.26
441,517.65 8,450.00
50,468.00 _ _ _38, 500.00
10,053,968.33

81,196,251.00
5, 738,399.05 13,967,037.69 4,661,252.04
121,425.00 683,930.00 565,167.12
106,9J3,461.9Q.

23,283,952.01
1,544,203.93 4,027,385.43 1,338,853.52
32,125.00 135,742.00 149,355.00
30 15ll 1616.89

112,163,873.75
7,808,258.66 19,300,129.38 6,441,623.21
162,000.00 870,140.00 753,022.12
147,499,047.12

161,164.67 282,272.80
50,450.25 20.225.24 70,803.19 11,416.00
36,613.73

1,039,098.35 15,714,935.04
1 119. 287 08 82,596.36
224,674.35 193,004.00
5,505.87 6,983.09 36,064.75 121,321.67

165,813.17 516,470.25
96,409.18 14,260.05 68.725.04 25,000.00
41,743.08

1,366,076.19 16,513,678.09
1,266,146.51 117,081.65 364,202.58 229,420.00 5,505.87 6,983.09 36,064.75
_ _ _1_9~.8_,_il!

$--~32,945.88 $~3,470.56 $

928,420. 7_7_ 20,104,837.21

$

398,561.87 $_ _ _1Q.6,591.44 $

412,366.96 $____2.!.Z.._520.27

841,746.63 $_____h52h!_02.30 $_ _ _1_90,108.13 $ __?_,_552,957.06

$ ____89,624.55

94,290. o4 $

80,926.48

264,841.67

198,818.19

3,097,270.11 $_~591.7()_ $ 3,685,680.00

35,175.85 31,396.35 121,653.50
400.00 400.00 75,026.45 298,003.02 76,768.72 181,298.00 800 ,oo8. 00
1,620,129.8~ $
1 ,ol2,ott.48
286,773.17

89.85

132.00 169,152.10
43,200.00

78,111.00 130,000.00

--------

35,265.70 31,396.35 121,653.50
400.00 400.00 75,158.45 545,266.12 249,968.72 181,298.00 800,008.00

212,573.95 $_ _ _2_08' 111.00 $__h()_~~4_. 84

288,039.40 $ --~ 342.24 $

1,027,155~!_~ $ -

456,41!1_,_()_l $

2,140,393.12 1,770,338.32

155,974.21 $

193,801.14

917,394.61 _ _!_(1_8,225.41_

1,073,368.8~

9,940.12 $

359,715.47

2,752.72 ~8,372.74

56

DEPARTMENT OF CORRECTIONS STATEMENT OF REVENUES AND EXPENDITURES
BUDGET FUNDS YEAR ENDED JUNE 30 1 1986

EXPENDITURES
CAPITAL OUTLAY
Other Costs Other Operating Expenses (See Schedule)
Per Diem, Fees and ContraftS Contracts
AUTHORITY LEASE RENTALS
Georgia Building Authority (Penal)
~ UTILITIES Utilities
COUNTY SUBSIDY Grants to Counties, Cities and Civil Divisions
COUNTY SUBSIIJY FOR JAILS Grants to Counties, Cities and Civil Divisions
COURT COSTS Per Diem, Fees and Contracts Per Diem and Fees
CENTRAL REPAIR FUND Other Costs Repairs and Maintenance Rents (Other than Real Estate) Other Operating Expenses (See Schedule) Equipment Purchases
GRANTS FOR COUNTY WORKCAMP CONSTRUCTION Grants to Counties, Cities and Civil Divisions
GRANTS FOR LOCAL JAILS Grants to Counties, Cities and Civil Divisions
PAYMENTS TO GEORGIA CORRECTIONAL INDUSTRIES Per Diem, Fees and Contracts Contracts
PAYMENTS TO CENTRAL STATE HOSPITAL FOR MEALS Per Diem, Fees and Contracts Contracts
PAYMENTS TO CENTRAL STATE HOSPTIAL FOR UTILITIES Per Diem, Fees and Contracts Contracts
IN~IAn: RELEASE FUNDS Other Costs Other Operating Expenses (See Schedule)
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
PAYMENTS TO THE MEDICAL ASSOCIATION OF GEORGIA FOR JAIL AND PRISON HEALTH CARE CERTIFICATION
Per Diem, Fees and Contracts Contracts
UNIVERSITY OF GEORGIA - COOPERATIVE EXTENSION SERVICE CONTRACTS Per Diem, Fees and Contracts Contracts
MINOR CONSTRUCTION FUND Other Costs Supplies and Materials Rents (Other than Real Estate) Equipment Purchases
Total Other
Total Expenditures
Excess of Funds Available over Expenditures

"Au
DEPARTMENTAL OPERATIONS

nau
CORRECTIONAL INSTITUTIONS 1 TRANSITIONAL
CENTERS AND SUPPORT

"E" DIVISION OF PROBATIONS

TOTAL

11055.63

11055.63

215721944.37

2001800.00 __-'il_7731744.37

215741000.00 $_ _200~.00 $ 217741800.00

4401000.00

501000.00 714831665.00
362,205.50

6,669,880.9?_

2861888.93

5221093.64 11393.95 52.12
_ __,3:..::9.1.7 6 3. 44
$ _ _ _5_6~1 303.15
5881080.00

714831665.00 3621205.50
5221093.64 1,393.95 52.12
~----3_9 ,723_,__~ 5631303.15
$-----~8_, 080. 00

$_ _ _391 1700.00
$ _ _2 '255' 093.03
1,147,856.16
954,036. 72_
1,933,007.52 49,234.53
41790,878.22 ~552, 316.27
11,325,436.54

391 700.00
954,036.72 1,933,007.52
49,234.53 4, 790,878.22 -~~!_~ $_!_hg_5,436.54

$

42,909. OQ.

2171000.00

$~___2_l_h000 ._Q.Q.

773,680.57 80.00
---~~299.09

773,680.57 80.00
~-----~299.09

780 059.66

$ ____ 7~!h059.66

10' 224,630.40 $~__23' 3921272.10 $~--~--2_7_1' 724.81 $ _33 ,888, 627. 3l

26,432,579.21 15815321254.07 34,503,111.85$219,467,945.13

512,685.47 _ _.:._7~4~1'-"375. 59 _____6!_1L~~_Q _ _hll_~'i_L~u_,_~

26,945,264.68 $ 159,273,629.6~

35' l14' 768.55 $ 2_U,.llh~~~:.89

57

A Georgia Department of Corrections Publication
David C. Evans, Commiuioner
Barbara C. Couch, Editor Pegc C. Walker, Graphic Artist
Randal Farr, Photographer
2 Martin Luther King Jr., Drive, Room 756, East Tower, Atlanta, GA 30334 (40-t)6S6-4605; GIST: 241-4605

Printed by Georgia Correctional Industries, Tucker, Georgia

1000 I $2150