1987 annual report

Georgia Department of Corrections
1987 Annual Report

Georgia Department of Corrections
1987 Annual Report

Contents

Appendix

63

Board of Corrections

9

Executive Assistant to Commissioner

10

Executive Operations

11

Facilities

18

Fiscal Data

85

GDC Institutions

64

General Administration

25

Industrial Operations/Programs

31

Inmate Profile

74

Organization

6

Probation

46

Technical Services

55

Commissioner David C. Evans

GEORGIA DEPARTMENT OF CORRECTIONS
Floyd Veterans Memorial Building Room 756- East Tower Atlanta, Georgia 30334
David C. Evans
Commss'one'
T.he Honorable Joe Frank Barris Governor of Georgia
and The Georgia General Assembly Atlanta, Georgia 30334
Dear Governor Barris and Members of the General Assembly:
I am pleased to submit the Annual Report for the Department of Corrections for 1987. The growth of the inmate and probation population and the Department's efforts to resolve problems brought about by this growth are reflected in this report.
One of the most positive developments of this year has been the number of requests and support from local and state officials for centers and institutions for their communities. Their willingness to work with the Department and provide incentives will greatly enhance our capability to address the problem of overcrowding in the prison system and in local jails.
Interest in Georgia's alternatives to incarceration by legislators, correctional officials, and the media from across the nation and foreign countries has continued throughout the year. The Probation Detention Centers planned for 1988 will add another dimension to these alternatives.
Georgia's Department of Corrections is now .known as one of the best in the nation. This could only be accomplished with support, encouragement and assistance from both the executive and legislative branches with cooperation from the judiciary. Once again, the Georgia Department of Corrections' commitment to you is to keep Georgia on the cutting edge" of corrections, leading the way to a better criminal justice system.

DCE:fd

Commissioner

Equal Opportunity Employer

Organization
The primary mission of the Georgia Department of Corrections is to provide maximum protection to the community, staffand inmates. This is done by canyingout 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.
The administrative offices of the department are located at the floyd Veteran's Memorial Building, East Tower, Atlanta, Georgia, 30334.

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6

Governor Joe Frank Harris
Board of Corrections ............................

Commissioner David C. Evans

Executive Operations Bobby Whitworth

Budget/Special Services Court Services Evaluation &: Statistics Fleet/Risk Management Information Services In~ Investigations/
Intelligence Legislative Services Planning

Industrial Operations/
Programs Ronnie Lane
Correctional Industries Food&: Farm Health Services Mental Health Services Programs

I T Facilities Walter Zant
Inmate Affairs Institutions county state

...,..,.. ....... .

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. :Special Alternative:

: ....Inc..a.r.ceratio.n...:

Probation Vince Fallin
Community Service Diversion Programs Probation Field Operations

Offender Admin.

Probation Interstate

Transitional Centers/

Compact

Women's Services

Executive Liaison Board of Corrections
Diane Harper
Operations (Rules &: Regulations)

General Administration Winfred Ladd
Accounting/Payroll Fiscals Audits Personnel/Recruitment&: Staff Assessment Purchasing/Admin. Support Training

Technical Services William Baughman
Computer Systems Facilities Development/ Engineering Facilities Maintenance Fire Marshal Inspector General

Board of Corrections: Sitting, from left: William R. Lance, ]r., Charles D. Hudson, H. Lyle ]ones. Standing, from left:]ames M. Caswell, ]r., Amon L. Corn, Jerry F. Nicholson, Claudia T. Mertl, John A. Dana, ]ames E. Autry, ]r., Gene Hodge, and ]ames C. Harrison. Not pictured: Charles L. Gordon, T. Joseph Campbell, G. Robert Carter, and Victor B. Davis.

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Board of Corrections
The Georgia Board of Corrections is composed of 15 members, one from each congressional district in the state and five additional members from the state at large. Members are appointed by the Governor to five-year staggered terms. The board establishes general policy for the deparbnent and is charged with the appointment of the commissioner.
As of December 31, 1987 the members of the Board of Corrections were:
Mr. Charles D. Hudson, chairman, LaGrange; Mr. Lyle Jones, vice-chairman, LaFayette; Mr. William R. Lance, Jr., secretary, Gainesville; Mr. CharlesL.Gordon,Savannah;Mr.JamesE.Autry,Jr.,Meigs;Mr.JamesM. Caswell, Jr., Atlanta; Ms. Claudia T. Mertl, Jonesboro; 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. There were two vacancies in the board due to the resignations of Mrs. Bettye 0. Hutchings, who accepted an appointment to the State Board of Pardons and Parole in September 1987, and Mr. Victor B. Davis, who accepted an appointment to the Peace Officers Standards and Training Council in August 1987.
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 members serve as an invaluable link with the citizens of the state, each with fresh ideas and different perspectives. The board has a very strong commitment to becoming more knowledgeable about the crimiJ\al 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. Communicationand maintainingand improving relationships with criminal justice agencies are a major goal with the board.
This year's standing committees have increased the board's involvement markedly. These committees and their chairmen are:
Executive Committee, Charles D. Hudson, Lyle Jones, William R. Lance, Jr., and James M. Caswell, Jr.; Personnel & Community Affairs, William R. Lance, Jr., chairman; Fiscal Operations & Administration, James M. Caswell, Jr., chairman; Institutional Operations & Transitional Centers, vacant chairman's position; Diversion Programs & Probation, John A. Dana, chairman; and Correctional Industries, Lyle Jones, chairman.

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1987 Annrull Report

Executive Assistant to the Commissioner
The executive assistant to the commissioner is organizationally located with the commissioner's administrative office and serves 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. Reporting directly to the person in this position are the assistant commissioner of Operations and the state project manager for Policy, Records and Accreditation.
Operations
This office assures the board and the commissioner of the implementation of legal and administrative requirements through the assessment of impact and monitoring of laws, the promulgation of rules and procedures, and the conduct of administrative research.
Policy, Records and Accreditation
This section is responsible for ensuring that standard operating procedures are current and that all offices and facilities are operating under upto-date records retention schedules. It also manages the effort of seeking statewide American Correctional Association accreditation for the central office and all facilities, and acts as the department's liaison with the Georgia Emergency Management Association.

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Executive Operations
The Office of Executive Operations encompasses those functions which must be responsive to executive direction such as legislation, investigations, planning and evaluation, budget, vehicle management and information.
Legislative Services
The Office of Legislative Services is responsible for developing and monitoring legislation critical to the operation of the department. Oose 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 act as a resource to General Assembly members in responding to their constituents or addressing local correctional needs.
Internal Affairs
The Internal Affairs Section is made up of four components- intelligence, investigation, identification and fugitive.
The intelligence area collects, analyzes and disseminates intelligence data in order to maintain a current, workable database to assist in the detection ofillegal activities within the jurisdictionof the departmentand in conjunction with various federal, state and local law enforcement agencies.
During FY87 this section gathered information, analyzed the data and passed tactical and trend information on to administrators in the form of
sensitive reports andI 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 groups or activities were identified.
The investigative area is designed to detect violations of rules and regulations of the department and laws of the state. The investigative area is responsible for conducting both criminal and noncriminal investigations involving inmates, institutions and employees.
During FY87 this unit investigated 373 incidents within the Georgia penal system. These incidents included homicides, group disturbances and disruption, aggravated assaults, sexual offenses, thefts of state property, employee malfeasance, drugs, escapes, other civil litigation and alleged violations of the Guthrie suit. The Internal Affairs Section conducted 489 criminal history inquiries of Central Office employees, student interns and consultants and fingerprinted 151 new employees.

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1987 Annual Report

Evaluation and Statistics
The office of Evaluation and Statistics provides analytical information to policy makers and other staff concerning Georgia's inmates, probationers, and correctional programs. That information may range from statistical trend analyses focused on a specific cohort to a long-term assessment of program performance to impact analyses of proposed legislation.
This year the office has developed several routine reports aimed at communicatingtomanagersanarrayofstandarddataitemsaboutoffenders and the facilities and programs that serve them. One such report is the Weekly Inmate Status Report which tracks movement into and out of the state's prisons and transitional centers. Another is the Female Offender Trend analysis developed two years ago.
The office's Statistics Unit extracts data concerninginmates and probationers from the computer for agency personnel, other state agencies, federal agencies, and the Georgia legislature. In addition to the trend analyses mentioned above, the unit this year provided data to numerous federal agencies including National Prisoner Statistics, Internal Revenue Service, and the Social Security Administration. Staff completed computer programs to identify special management inmates in the prison system and helped to design a new computer file for data, and performed extensive maintenance on existing computer programs.
During this year the unit continued its evolution from a data retrieval function to one of the data analysis and interpretation. Staff analyzed correctional data for presentation at several administrative conferences, at a judicial training session, and at the second national workshop on female offenders.
The office's Evaluation Unit provides assessments of institutional and community corrections programs. Evaluation findings are formulated into written and verbal reports designed to assist administrators in decision-making. They include analysis of performance and outcomes of both ongoing and pilot programs and recommendations regarding the most efficient and effective approaches to managing offenders. Agency priorities as identified in policy planning processes may dictate areas for evaluation, or individual managers may request an evaluation ofa specific
program. Topic areas may also be determined as a response to specific
litigation, or issues considered to have potential for liability.
Recent evaluations have focused on several institutional and probation programs. Special Alternative Incarceration has been the subject of considerable interest and inquity from administrators, media, and other correctional organizations. The evaluation will analyze the p~'s operation over a five-year period. The Intensive Probation Supervision (IPS) evaluation completed in 1986 continues to receive widespread publicity; a current evaluation project focuses on an enhancement of IPS which uses electronic monitoring in a house arrest variation.
Other projects include an evaluation of the Substance Abuse Training Program being piloted at Bostick Correctional Institution and a follow-up

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to a study of the incidence of mental retardation among Georgia's prisons. The follow-up looks at the institutional programming provided to inmates identified as mentally retarded and the behavioral adaption of these inmates to prison.
Evaluation reports are published in written form and are also presented in oral reports and graphic displays to administrators at all levels. Formal evaluation reports often receive wide circulation within the criminal justice oommunity and have been the subject of national recognition. Evaluators have presented findings on panels sponsored by numerous professional organizations at the national level. One evaluator earned the 1987 Sam Houston State University Award given annually for the most significant article published in a national journal by a practitioner in the field of criminal justice.
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, budgetrequests and policies to implementcourt-ordered decrees, and to advise the commissioner of any problerr.;;; 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 oomponent within the unit which provides a due-process mechanism for inmates rontesting transfer to psychiatric hospitals and for inmates who file administrative grievances generally concerning oonditions of their confinement. This function not only attempts to assure that certainrights guaranteed to inmates by the law are properlyprotected, but that legitimate inmate grievances are resolved administratively.
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 oonstruction and sales contracts, easements, utility licenses, certifications of title and boundary line surveys. Additionally, this unit providesassistance in the preparation of rental agreements for leased community-based facilities and frequently represents the department in negotiations with landlords.

Special Services
During FY87 the Special Services Unit provided fiscal and monitoring support to approximately 30 local or federally funded projects or programs. Funding sources in FY87 included the U.S. Department of Justice,

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1987 Anmud Report

National Institute of Corrections, State Department of Education, Metropolitan AUanta Community Foundation, Inc., and private donations. Total funding for FY87 exceeded $1,250,000.
The Financial Aid to Counties and the Local Jail Improvements programs
continued to be fiscally administered by the unit in FY87, generating approximately 57 contractual agreements with city and county governments to improve and expand county correctional institutions that house state inmates and to improve local jails. State funding appropriated for these programs was approximately $1,950,000.

Risk/Fleet Management

The Risk/Fleet Management Section manages the department fleet, coor-
dinates 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]une 30, 1987, there were over 800 vehicles in the department of all sizes and descriptions. More diesel and 4 cylinder-powered vehicles were purchased in FY87 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 served as secretary in the Atlanta Chapter of National Association of Fleet Administrators. Operatingguidelines will bebased on fleet managementguidelines used by major fleets. InFY87 the reconditioning program was coordinated by this section to repair selected vehicles to extend operating life rather than buy new replacements. Large savings were realized with limited funds and the program will be expanded in FY88.
Insurance-related items included updating all property registers on buildings and contents to assure adequate insurance coverage. Vehiclesare 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 $500" and "Under $500" claims submitted by citizens to the Claims Advisory Board in the office of the Secretary ofState. Such claims are for property loses which citizens believe are the fault of agency personnel and are not covered by various insurance programs. In FY87, 78 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 ofseatbeltsreceived continuous promotion in FY87and will be highlighted again in FY88 to encourage more employees to use seatbelts. Removing

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hazards in the work place and reducing personal injuries also was addressed in FY87. The reduction of vehicle accidents and property damage was also reviewed with emphasis placed on more driver training beginning with "high mileage" drivers.
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. It also prepares quarterly allotment requests for funds to cover operating expenditures.
After submission of the request, the budget office monitors the progress of the request through its many steps prior to its becoming an appropriations bill. This requires the constant preparation of additional justification documents to support the agency's request.
During the year expenditures are monitored and problems are reported to the proper managers. If adjustments are required, amendments are prepared. (See financial data in appendix.)
Information Services
The Information Services Section serves the information needs of the general public, the news media, other state and national governmental agencies and high school and college criminal justice programs. The office also functions as an intradepartmental communications channel.
The section works to maintain a positive community perception of GOC's mission through:
News releases Speaking engagements Replies to written and telephonic requests for information Coordination of media visits to institutions Special events Coordination of major news conferences Publications Special surveys and research Media productions Employee activites Community relations
Planning
The Planning Section's primary responsibility is to provide planning assistance to all areas of the agency. The section assists departmental managers in identifying major issues, setting priorities, and developing ideasand strategies thataddress these matters. Thechangingand growing

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1987 Anmual Report

offender populations in institutions and on probation, and the increasing public concern and awareness of correctional matters coupled with demands for harsher punishment for certain crimes have made it vital that there be careful planning for the most effective and efficient use of agency resources.
The Planning Section's projects can take several forms. Among them are projects dealing with problems that require an immediate response, shortterm projects, technical assistance projects and long-range projects.
Immediate response projects may require 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 legislature. These may include urgent requests for information and often demand that existing plans be implemented very quickly or that new proposals be developed.
Short-term projects may last several weeks or even months with a focus on providing a final product or finished document addressing a particular area of concern for the agency. Development of architectural space programs for probation detention centers and for new 750-bed prisons are examples of these projects.
Technical assistance projects usually involve processes or procedures developed in the section for use by other areas or divisions. For example, the Planning Section is computerizing data on prison bedspace capacity and utilization. When this project is completed, the materials will be turned over to the Division of Facilities, and staff in that division will be trained to maintain this database.
Long-range projects are those with impact over the next several years and include efforts to provide a "road map" for the agency's developmentas we move toward the year 2000.
The Planning Section had a coordinating and supporting role in several activities with long-range applications. Examples of the section's activities during the past year include:
-Coordinating the work of the Human Resource Committee, which was established to study and propose solutions to the staff-related issues that interfere with the smooth and efficient operations, development and growth of the department.
- Establishing and initially coordinating the Population Management Committee, which was to address the shortand long-term management of our growing offender population.
- Beginning work on an agencywide Female Offender Plan to develop bedspace and program recommendations for women offenders in prison and in community programs.
-Developing the Reduction in Inmate IdlenessProject, which will develop plans to have more inmates productively employed.
- Developing an Agency Emergency Response Plan, which will clearly

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outline the responsibilities of staff in emergency situations.
-Continuing to develop architectural program plans for new facilities as they are proposed, which involves both analysis of the current and projected offender population and extensive work with other agency staff to ascertain the best possible use of the physical plant.

The Planning Section helps department mJZnagers identify mJZjor issues, set priorities, and develop ideas and strategies to address those mJZtters.

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1987 Annual Report

Division of Facilities
The Division of Facilities supervises all state and county correctional institutions and transitional centers. The basic 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 confinement these facilities provide a wide range of work, training, and rehabilitative opportunities. There are also two major units that are responsible for inmate classification and placement decisions and for investigating and resolving inmate grievances.
State and County Institutions
In FY 1987 the Division of Facilities operated 25 state prisons and six transitional centers. Custody of state inmates was also provided by 27 county correctional institutions. At year's end, the inmate population was 15,641 in state facilities and 2,809 in county facilities. The system operated at 108 percent of capacity. And there was an average of 1830 inmates in county jails awaiting processing into the state system.
During this year two new state correctional institutions and a new unit at another correctional institution were opened. These additions are part of the department's ongoing planned expansion of capacity.
The new A.L. "AI" Burruss Correctional Training Center, housing 300 inmates is co-located with the Georgia Public Safety Training Center (GPSTC) on a 500-acre reservation in Forsyth. Inmates from this institution

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provide service and maintenance labor support for GPSTC resulting in substantial savings in tax dollars. A too-bed Special Alternative Incarceration (shock incarceration) unit is also located at the Burruss institution.
The second state correctional institution opened this year is Bostick Correctional Institution in Hardwick. An existing state-owned building was converted into a 500-bed facility designed primarily for DUI and habitual violator offenders.
Another 160beds came on line with the opening ofa new unit at the Rogers Correctional Institution in Reidsville. Rogers 0 inmates provide labor for the operation of a massive farm which supplies produce, meat, and milk for the prison system.
Capacity at county correctional institutions was reduced by 24 beds in FY87. Terrell County authorities made an administrative decision to eliminate five beds. In Gwinnett County, a classification lawsuit against the Gwinnett County jail resulted in a consent order limiting the number of detainees housed there to 100. This necessitated the conversion of use of two dormitories (75 beds) from state inmates to jail detainees at the GwinnettCounty Correctional Institution. Somewhatoffsetting the lossof these beds was the opening of the Screven County Correctional Institution with 56 beds for state inmates.
Special Alternative Incarceration
Special Alternative Incarceration, often referred to as "shock incarceration," is designed to deter young, impressionable offenders from a life of crime. Itattempts toinstill moral valuesand self respectin young criminals through a regimen of drill~ discipline and hard physical labor, much like military training.
These offenders are about to experience the harsh reali-
ties ofprison life in a90-dlly
"shock incarceration" program.

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1987 Anmud Report

SAl incarcerants serve 90 days in special units located on the grounds of regular prisons. They do not associate directly with the regular inmates, but being housed in such close proximity produces a powerful awareness of the realities of prison life.
If they successfully complete the SAl program, the young offenders complete the remainder of their sentences under some form of probation supervision. If not, they may have their probation revoked and have to serve out theirsentence in a state prison. In a very real sense, SAl is the last chance for these young men.
In tenns of positive results, SAl has exceeded expectations with a success rate of almost 80 percent. Officials from many other states have come to Georgia to study the program and many have either developed programs or are in the process of doing so based on the GDC model.
In FY 1987,SAl capacity was expanded to 200 with the opening ofa 1~bed unit at the new A.L. Burruss Correctional Training Center.

One of the vocational training programs offered women inmates is the dental program.

Women's Services
The Georgia Women's Correctional Institution, located in Hardwick, houses 700 inmates. An additional 232 are housed in three transitional centers in Atlanta and Macon. There are over 16,000 women on probation. Twoadditional options for women are diversion centers, one in Atlanta, 40 beds, and one in Albany, 29 beds, and the community service program. Approximately 80-100 women are backlogged in county jails at any given time, waiting to be moved to the state prison.
Programs have been designed to meet the needs of every class of female offender. Available education opportunities range from remedial training through college course work coordinated through Georgia Military College. Vocational trainingincludesclerical,dental,cosmetology,carpentry, drafting, auto repairs and other programs. General and group counseling and various special groups help inmates in self-awareness, values clarification, drug and alcohol problems, parenting problems and other special areas. Coping skills are taught for older women, and there are two special management units for inmates with disruptive behavior problems.
Project REACH, the state's parenting program for incarcerated mothers continues to grow and has received national recognition. The program involves support and parenting education, as well as special visitation opportunities. An advisory board and strong support from the Georgia Department of Corrections, the University of Georgia's School of Social Work and the GeorgiaCollege havecontributed to the program's progress.
The recreation staff at GWCI has been very effective in using drama as therapy. The women participate actively in writing, producing, and acting. The annual Halloween Carnival, held within the prison confine, was submitted for national recognition to the Awards Committee of the National Correctional Recreation Association.

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A Continuum of Confinement for Female Offenders in Georgia

Suspended Sentence

SUSPENDED SENTENCE
In least-serious cases where supervision or confinement would serve no purpose, judges may opt to suspend the sentence with no obligation by the offender except to obey the law, and perhaps to pay a fine. If there is a new offense, the judge may activate the suspended sentence.

Basic Probation

BASIC PRODATION
Probationers are classified using an instrument that predicts risk of failure on probation. Based on the score, the probationer is placed in minimum, medium, high, or maximum supervision. The higher the level, the more the supervision. Judges may specify additional special conditions, including fines, restitution, drug screening, etc.

Specialized Case loads

SPECIALIZED CASELOADS
Some women probationers are placed on "Specialized Caseloads", a form of probation in which the supervision is geared to address special needs of women, including the responsibilities of being a parent, and preparation of skill-less women for employment.

Community Service

COMMUNITY SERVICE
As an additional condition, some probationers are ordered to perform Community Service, which is defined in the law as "uncompensated work by an offender with an agency for the benefit of the community." This option promotes the work-ethic approach to punishment.

Intensive Probation

INTENSIVE PROBATION SUPERVISION
The Georgia IPS program is nationally recognized as the "strictest form of probation supervision in the country." Two probation employees work as a team in supervising a small caseload of 25 probationers. There are five contacts per week, including nights and weekends, and a curfew except during working hours. IPS cases also perform Community Service, and are randomly screened for drug abuse.

Diversion Centers
Prison
Transition Centers
21

DIVERSION CENTERS
As a condition of probation, a judge may require that a probationer be assigned to a Diversion Center. The probationer lives at the center, but works at a regular job in the community. The probationer's paycheck is turned in to the Center, and room, board, fines, restitution and family support are deducted. The probationer participates in various educational and counseling programs while at the Center.
STATE PRISON
Imprisonment is a last resort --either for a clearly dangerous violent offender who can be housed nowhere else, or for a nonviolent offender who has exhausted all alternative forms of punishment.
TRANSITION CENTERS
Before re-entering society after a serving a term in state prison, most women spend a few months in a Transition Center. Emphasis is on the responsible behaviors needed in society: keeping a job, and peacefully co-existing with peers
1987 Annual Report

Transitional Services
Transitional centers are pre-release facilities in the community where men and women may serve the lastfew months oftheir sentenceprior to release from prison. This structured setting provides counseling and ~related instruction on finding and maintaining employment. The primary goal of the transitional centers is to facilitate the development of individuals' selfdiscipline and responsibility and to promote skills required for positive reentry 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 FY87, 973 offenders went through the transitional center program. They earned $2,421,912, paid $457,540 in taxes and returned $608,055 to the state in room and board payments.
Offender Administration
The Offender Administration Section is responsible forreceivingoffenders 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 Oassification and Assignment Unit is responsible for inmate classification, assignment, reclassification, and extradition of escapees.
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.

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The Data Collection Unit maintains all computerized inmaterecords. They conduct the retrieval of statistical information for various reports used in the overall management of the inmate population.
FY 1987 Inmate Transactions

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

17,669 12,449 13,406 12,375 $1,458,374

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 formal channels of communications and conflict resolution.

A total of 12,559 separate pieces of correspondence was received by the Inmate Affairs staff in FY 1987. This figure includes inquiries from inmates, families, friends, attorneys, variousstate and federal officials, and the Governor's Office. The types of correspondence were:

Inmate Grievances Inmate Disciplinary Appeals Inmate Property Claims Other Correspondence

1,628 1,036
89 9,806

Total Correspondence

12,559

In addition to these routine responsibilities, during FY 1987 the Inmate Affairs Section has been involved in:

-Submitting the department's grievance procedure to the U.S. Justice Department for federal certification.

-The Statewide Disciplinary Investigator's Training Program.

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1987 Annu11l Report

County Correctiooal Institutions
State Correctional Institutions
& Diversion Cenlerl
COLQUITT
.....1THOMAI
GEORGIA CORRECTIONAL FACILITIES

General Administration
The General Administration Division provides the basic business and personnel functions of the agency so that the operational divisions can carry out their missions in the service areas with minimal problems.
The division performs a variety of functions to ensure that the agency does the best possible job of meeting legal requirements in the most effident manner. At the same time the division must guarantee that the employees are treated as important individuals and that they are provided with the adequate services and training necessary for performing their jobs.
Although federal, state and other regulation requirements are a primary concern of the division, it also has the responsibility of reviewing and initiating new ideas in order to maintain a progressive posture in dealing with strenuous requirements and limited resources.
Accounting and Payroll
The Accountingand 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 resourcesof the department and theState Board ofPardonsand Paroles. It provides necessary documentation to the StateDepartmentofAudits as required bylaw and departmentalrulesand regulations.

1987 Transactions
Documents Entered Into System Total Checks Issued

357,435 239,550

Fiscal Audits
The objective of the Fiscal Audit Section is to provide pertinent, timely information to management concerning field unit operations and to scrutinize financial and other records for problems or potential problems. The audit section trains unit personnel in fiscal affairs at the unit site, as well as verifying that the trust fund account's liabilities are in agreement with the total amount of cash on deposit.
The audit section examines records for proper control of funds and property; accuracy of data generated by both automated and manually maintained records; adherence to generally accepted accounting procedures; and adherence to department policy, rules and regulations, and laws.

25

1.987 Annual Report

Audits Conducted in FY 1987

Probation offices

88

Center operations

16

Correctional institutions

22

Central recreation fund

1

Conversion from manual to automated records

16

There has been an increase in funds receipted into the GDC trust accounts every year. The amount of funds deposited into the department's trust accounts for FY 1987 was in excess of $114,400,000. This is an increase of over $20,000,000 (21.3%) from last fiscal year. The audit section serves to gather, analyze and distribute financial information concerning trust funds for the department administrators upon request.
An audit report is sent to divisional and unit administrators describing the condition of the fiscal records and noted exceptions to department policy. These reports, to be used as a tool to improve fiscal operations, require a written response by the managers maintaining such records.

Purchasing, Administration Support, & Care and Custody
Throughout fiscal year 1987, this unit continued to provide daily technical supportfunctions for the Department ofCorrections as well as provide the primary interface with the Georgia Department of Administrative Services. Specific functions of this unit include purchasing, care and custody, Central Office and Distribution Center, property control, telecommunications, and mail and distribution.
In these areas significantchange has been accomplished by improving and publishing operating procedures. Additionally, significant increases in productivity have resulted from the computer automation of procedures that were formerly completed manually.

The Distribution Center manages uniforms for all inmates.

1987 AnnuRl Report

26

Purchasing activity for FY87 approached 22 million dollars, a significant increase from the slightly more than 19 million dollars of FY86.
The Care and Custody Distribution Center (located in the Georgia Public Safety Training Center (GPSTC) complex in Forsyth) has continued to refine procedures during its first year of operation. Inaddition to stocking and issuing a full range of employee uniforms, the center also provides "cadet" uniforms for newly employed correctional officers who are attending basic training at GPSTC. Security supplies and equipment as well as inmate uniforms and supplies are also stocked and distributed.
Property Control has completed numerous property audits throughout the department. Based on the result of these audits, significant changes have been made to existing property control procedures. These changes focus on the necessity of decentralizing property control and accountability procedures to the lowest level possible to improve both accuracy and accountability.
Personnel Administration
Personnel administration of state employees is governed by a large body of federal and state laws, State Personnel Board rules and departmental policies and procedures. The department's personnel office serves as both the employee advocate and the management office to assure that this important resource is handled with fairness and efficiency.
The Transactions Unit processes all changes in pay and status such as placingan employee on permanentstatus 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 unit also handles the administration of hirings, certifications, transfers, promotions, retirement and death. Approximately 30,873 personnel actions, including certification and register requests were handled in FY87 by this unit.
The Oassification Unit processes changes to positions. Changes include establishing new positions, updating duties and responsibilities of current positions, and reallocating positions to appropriate classes based on assigned jobfunctions. Mostchanges require on-site evaluations known as position audits. A total of 363 position audits, informational audits, and consultations were conducted during the fiscal year.
The Benefits Section is a highly active unit which works with all department employees regarding benefits available in the State Flexible Benefit Plan. These include health insurance, group life, accidental death and dismemberment, short and long-term disability, dental insurance and spending accounts. Other benefits include savings bonds, deferred compensation, credit union, directbank deposits and miscellaneous individual insurance plans. This section is also responsible for ensuring that all special merit increases and supplemental pay meet the guidelines and rules and regulations of the department and the Merit System. Other responsibilities include computing and verifying claims for overtime, hourly pay and fee pay.

27

1987 Annu4l Report

The personnel office is also responsible for administering the Fair Labor StandardsActaswellasotherprogramssuchas"injuryleavewithoutpay''
and tax charged for personal usage of state vehicles.
TheEmployeeRelations/EEOUnitensures thatequalemploymentoppor-
tunity is a reality. This unit is responsible for investigating charges of
unjust discrimination based on race, sex, 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.
GDC's personnel staff supports the second largest state department in Georgia with approximately 7,100 positions.
During the fiscal year endingJune 30, 1987, a general class reassignment of one paygrade was given to state employees. The general class reassignment was on a dollar for dollar basis and was designed to improve the state's competitive position in the labor market and to increase the earning potential of employees at the top of their paygrades. Also, the following classes were given additional reassignments:
Correctional Officer I - 1 paygrade Correctional Officer ll - 1 paygrade Dental Hygienist - 2 paygrades Senior Dental Hygienist - 2 paygrades Dentist - 3 paygrades Dental Specialist - 3 paygrades Physician - 1 paygrade
Incumbents in the above classes were placed on the lowest step of the new paygrade which would reflect an increase in pay.
The Flexible Benefits Plan was upgraded to include spending accounts which allow employees to save money on a pre-tax basis for child care,
medical expenses and legal expenses. The medical spending account
includes expenses for medical, dental and vision care not paid for by an insurance plan.
Employee Growth

FISCAL YEAR No. CLAssiFIED PosmoNs INCREASE OVER PREvious YEAR

FY83

5,355

738

FY84

5,762

407

FY85

6,146

384

FY86

6,569

423

FY87

6,842

273

1987 Annu~Jl Report

28

Race and Sex Distribution
As of June 30, 1987

WM 3,478 48.5%

WF 1,506 21.4%

BM 1,499 10.9%

BF 638 8.9%

Other 50 .7%

Total 7,171 100%

Staff Training and Dwelopment
A total of 29,()34 trainees attended 2,452 training sessions held by the department this year. This translates into 399,316 student contact hours. This activity was reported on 2,452 classroom rosters. To record the information required 51,474 data entries. The department's training academy in Forsyth completed its first year of operation in the new Public Safety Training Center.

FIVE YEAR TRAINING ACTIVITY COMPARISON Fiscal Years 1983 Through 1987

. . No. Sessions . . No . Trainees

14781

176 24

17666

21972

FY83

FY84

FY85

FY86

FY87

29

1987 Annu4l Report

PERCENTAGE OF TRAINEES ATTENDING Courses In Each Category for FY87

. . Merit System 1.6%
D Mandated By Low 4.0%
B Court Or d ered 6. 7%



GDC Regs. 56.2%

m Bsc / Ad v In Ser v 31.5 %

1987 Annu4l Report

30

Industrial Operations/ Programs
The Industrial Operations/Programs Division is one of the department's support divisions which provides products and services to the operating divisions of the DepartmentofCorrections. Its responsibilitiesinclude the areas of food and farm services, inmate programs, health and mental health services, and management of the Georgia Correctional Industries Administration. The division's 1,282 employees are located in institutions and offices throughout the state.
Food and Farm Services
The mission of the Food and Farm Services Section is to provide a nutritionally balanced meal meeting all regulatory standards for inmates and residents in the most cost-effective manner.
A total of 13,400,895 meals were prepared and served by correctional facilitiesduringfiscalyear1987. Thisisanaverageof36,71Smealsperday. In addition, approximately 3,567,770 meals were prepared by Central State Hospital and served to inmates at the Middle Georgia Complex. Another 87,866 meals were prepared by the Georgia Public Safety Training Center and served to inmates at the AI Burruss Correctional Training Center.
Major Accomplishments
Construction was completed on these farm-related projects:
Rogers Correctional Institution: Cannery:
60' x 80' warehouse
20' x 80' coolerI freezer area
10' x 80' loading dock Paving and underground drainage systems
MetJt PltJnt:
Paving and underground drainage system at abattoir
Paving of entrance to meat plant, approximately 1I 4 mile
DtJiry: 118' x 12' wastewater lagoon
Montgomery Correctional Institution Remodeled space and installed equipment to begin an egg-candling operation
Began construction of 100' x 300' waste lagoon Began construction of 20' x SO' warehouse

31

1987 Annu4l Report

Georgia Industrial Institute:
Meat processing plant
Construction was begun on these capital outlay projects:
-A dining facility at Rutledge Correctional Institution
-A new meat plant for the Food Distribution Unit in Milledgeville
A monumental addition to the farm program was the purchase of a 2,631 acre feed lot/beef unit, known as Indian Ford Farm. This operation is stocked with 500 head of brood cows and 1200 feed lot cattle.
Approximately 100 acres leased from the Ware County Airport Authority was placed into animal feed production.
Beef brood cow herds at Rogers Correctional Institution and Georgia Industrial Institute were expanded from 800 to 1100, and from 100 to 175, respectively.
The Central Food Distribution Unit utilized a vehicle fleet consisting of eight tractors, 14 trailers, and one refrigerated van to distribute food and foodsuppliesover310,000milesto38institutionsandcenters. Warehouse inventories ranged up to approximately 3,000,000 during fiscal year 1987. This includes over 1,000,000 for USDA commodities. USDA commodities are warehoused at this unit for both state and county facilities.
During fiscal year 1987 there were 1,917 head of beef cattle and 9,493 head of swine that were slaughtered and processed in GDC facilities.

1987 Annu4l Report

32

Farm Product Value-to-Cost Comparison

FYF1987 Commodity
Beef, dressed 1bs. Processing Cost Table Ready, lbs.
Savings
Pork, dressed lbs. Processing Cost Table Ready, lbs.
Savings
Eggs&: Poultry byproduct
Savings
Milk, gallons
Savings
Vegetables, lbs., fresh
Savings
Vegetables, lbs, canned Processing Cost Cases canned
Savings
Melons, lbs.
Savings
Orchard Products, lbs., fresh
Savings
Orchard Products, lbs., canned Processing Cost Cases Canned
Savings
Totals
Total Savings

Units of Production
990,494 777,094
1,643,679 1,359,713 1,122,613
373,242
352,866 2,180,691
58,703
495,554
34,226
87,653 2,373

Total Cost of Product
$1,457,145 91,032
1,548,177
1,545,164 159,282
1,704,446
555,581
469,833
63,919
395,014 420,260 815,274
30,593
9,379
24,019 16,989 41,008
$5,238,210

Unit Cost

Unit Value

$1.47

1.99

$2.21

0.94

1.25

1.69

0.49

0.65

1.26

2.24

0.18

0.40

13.89

14.98

0.06

0.13

0.27

0.60

17.28

19.50

Total Value

Value to Cost Ratio

$1,717,378

1.11

169,201

2,297,915

1.35

593,468

729,698

1.31

174,117

836,062

1.78

366,229

142,068

78,149

2.22

879,136

63,862

1.08

64,422

2.11

33,829

20,536

2.19

11,157

46,274

5,266

1.13

$6,733,488

$1,495,278

Rogers CI Canning Plant Production
(Thousands)

7000

6(XX) 5(XX)

4000 3000 2000 1000

0 FY83

FY84

FY85

FY86

Production In Cases

FY87

Rogers CI Dairy Milk Production
(Thousa.n~ds~)--------------------------------~

Gallons Produced

1987 Annual Report

34

Rehabilitation Programs
Eachfunction within this sectionhasitsunique areasofresponsibility, 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.
Chaplaincy Services
The Chaplaincy program is responsible for meeting the religious needs of inmates. Chaplaincy programming includes inmate worship services, musical programs, Bible study classes, religious education and individual and group pastoral counseling, including crisis situations, 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.
During last year we conducted Bill Glass programs in Georgia Diagnostic and Classification Center, Metro CI and Gil.
Developed a supportprogramfor inmatefamilies sponsoredby the Baptist Home Mission Board.
Developed and refined departmental policy and procedures for chap-
laincy including Islamic guidelines.

Inmates are offered the opportunity for worship and other religious services to promote their spiritual gruwth.

35

1987 Annu4l Rqort

Counseling Seroices
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 other members of the correctional team, secure and provide programs and services which assist inmates in learning new personal, social, career and community sldlls. 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 counselingand self-development programs are made available.
MAJOR EFfORTS IN FY87 FOCUSED ON:
Funding from the National Institute of Corrections provided a consultant to evaluate and recommend refinement of the Substance Abuse Education Program which is used in approximately 20 institutions and centers.
The Substance Abuse Training Program was implemented at Bostick Correctional Institution to provide in-depth group programming for offenders with a history of alcohol/drug abuse.
Programming for sex offenders was addressed by adding a transitional center component for Parole Board referrals, training counselors who lead group counseling sessions for sex offenders, and securing a consultant to assist developing a program resource manual and operational guidelines.
Several staff development activities were offered to counselors through participation in developmental, community, and other agency training resources. These workshops focused on leading groups, alcohol/drug issues, the psychology of the offender, reality therapy, and stress management in order to improve the delivery of counseling services.
A two-day meeting for county counselors was held as a first step toward jointly developing guidelines to assist the delivery of counseling and case management services to state inmates and increasing the coordination between this office and county institutions.

1987 Annu~al Report

36

Education Services
Education Services includes academic and vocational education p~ grams. Classroom instruction is provided in each of the 25 state adult correctional institutions, as well as a number of county correctional institutions. The institutions provide academic instruction in the areas of Literacy/Remedial Reading (L/RR), Adult Basic Education (ABE), and General Education Development (GED). Special education and Chapter I federally funded programs are offered at selected sites. Collegeclasses are conducted at a number of institutions through the state.
The department presently operates 57 vocational programs at selected sites. The programs include such trades as drafting, welding, dental lab technician, small engine repair, carpentry, graphic arts and auto mechan-
ics.
Vocational programs emphasize (1) the development ofbasic occupational competencies required for employment after release and (2) the development of skilled inmate workers for use within institutional operations and Correctional Industries.
MAJOR HIGIWGHTS
Approximately 1,100 GEDs were awarded to inmates during FY87.
A Training Industries and Education (TIE) pilot program was implemented at the printing plant operated by Georgia Correctional Industries in Tucker. The program will supply trained inmate workers for the printing plant.
The Correctional Education Association Region VIll Conference was hosted by Georgia. A total of 180 correctional educators representing the southern states were represented.
As a result of implementing a literacy initiative, enrollment in L/RR programs increased by 20 percent.
FY 1987 Cumulative Enrollment

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

1,719 4,152 2,681 3,635
453 1,132

Total

13,772

The department offers 57 vocational programs such as carpentry.

37

1987 Annual Report

The library provides inmates with an important recreational outlet.

Library Seruice
The Reference/Resource Center, GDC's staff library, provides information and resources for instruction and self-development. For inmates the library is also an important recreational outlet.
In its third year as a separate program area, Library Services strengthened and expanded its role in the department. Inmates used institutional libraries more than 26,611 times a month in FY87 and checked out about 48,909 items each month. There has been a steady increase in the number of central office and field staff who checked out from the library center an average of nearly 200 items a month. The staff collection, books and regular journal subscriptions are up, over last year. In both the institutional and stafflibraries, services were developed and materialspurchased in direct response to user needs.
Recreation Seruices
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 statelevel competitions for both inmates and staff. Most correctional institutions offer intramural programs in many sports; other recreational offerings include music, drama, arts and crafts, weightlifting, pool, ping pong, video and table games, movies, etc. State-level inmate competitions are held in football, basketball, volleyball, softball, track, drama, music and creative writing. Additionally, staff events are held in golf, softball, bowling and fishing.
Current areas of emphasis in correctional recreation in Georgia for FY87 are:
The continuance of an internship program to prepare professionals to fill correctional recreation job openings.
The development of skills training for personnel working with special populations.
The further development and refinement of management policies and procedures.
The professional participation in both the Georgia Recreation and Park Society and the National Correctional Recreation Association.

1987 Annual Report

38

The continuance of existing and creation of new innovative pilot projects in areas such as pet therapy, art therapy and leisure education.
To continue the development of activities therapy in all10 institutions that have MH/MR units.
To develop an improved career ladder for correctional recreation personnel.
Volunteer Services
For many years, community volunteers have been a vital part of the department's programming. Duringthe pastyearovera thousand private citizens provided assistance on a regular basis in enhancing GOC's programs for offendersin state institutionsand centers. In addition, hundreds of other concerned people offered many more hours for special events programming and one-time services.
Correctional volunteers in Georgia offer both offenders and staff a widevariety of services and expertise ranging from spiritual counseling to exercise classes. Individuals and community agencies throughout the state provide valuable assistance in areas such as alcohol and drug rehabilitation, therapeutic drama and life-skill instruction.
In addition to its direct benefits, the volunteer program offers both offenders and communities an opportunity for mutual understanding and cooperative problem solving.

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 1987 an average of 941 inmates per month were receiving mental health treatment and other related services, excluding those who were in diagnostic processing. These inmates were located at nine institutions having been referred for treatment from diagnostic processing and other institutions throughout the correctional system. There were 28 inmates transferred to the Department ofHuman Resources for hospitalization during FY87, and 28 were returned to the Department of Corrections from Central State Hospital. During the year 193 inmates with mental disorders were paroled ordischarged with mental health staff coordinating post incarceration treatment referrals.
As compared with FY86, the number of inmates provided mental health and mental retardation services increased by an average of 179 inmates per

39

1987 Annual Report

month; hospitalizationsincreasedby7inmates;and the numberofinmates with mental disorders who were discharged or paroled decreased by 58 inmates. These data indicate that the Department of Corrections is receiving more seriously mentally disordered inmates and an increasing number of them.
Among some of the significant accomplishments achieved during FY 1987 were the development of an advanced mental health training program in crisis intervention; training was provided to medical, mental health, program and security staffs regarding the newly implemented Mental Health/Mental Retardation Policies and Procedures; a handbook entitled "Psychotropic Medication for Human Service Providers" was printed and distributed to mental health and other staff; mental health staff began providing psychological evaluations for the State Board of Pardons and Parole; the legislature provided an additional nine professional positions to deliver MH/MRservices; and a full-time psychiatric physician position was approved to provide services in the Middle Georgia Correctional Complex and at Central Correctional Institution.

Health Services
The mission of the Health Services Section is to coordinate the delivery of health care systemwide in a manner which meets contemporarystandards of medical and dental practice in the community.
During FY87 the department continued to move toward the achievement of this objective while continuing efforts to provide the most cost-effective care. A total of 16 institutions have received accreditation according to the Standards of the American Medical Association as applied by the state's accrediting agency- the Medical AssociationofGeorgia. This achievement underscores the department's commitment to provide quality health care throughout the system.
Among the health issues fadng Health Services in FY 1987 were the increasing number of chronically ill inmates (e.g. patients with diabetes, mellitus, cardiac conditions, etc.) the number of pregnant inmates, 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. Theseservices included same-daysurgery, specialistmedical consultations and specialist dental consultations. Funds were allocated and construction begun for the surgical suite at Augusta Correctional/ Medical Institution with an expected completion date of September 1988.
Efforts continued to move forward to automate the health services information system. Thisprocessprovided forclosermonitoringof theservices delivered within the system and those purchased from outside sources. In addition to improvements within the central office section of the information system, development ofthe field section continued. Personal comput-
ers are now located within the medical units at all the large and mid-size
institutions. Twopilotprogramsforpharmacyautomationareunderway

1987 Annual Report

40

at Augusta Correctional/Medical Institution and Georgia Industrial Institute. Such a pharmacy system will increase efficiency in dispensing medications and tracking individual medication records, and it will allow for significant improvement in controlling levels of drug inventories.
During FY87 the role of ACMI continued to be crucial to the delivery of health services throughout the system. There were 2,609 visits to specialty clinics held at ACMI. The systemwide number of outside referrals dropped to 7,364 which is a 17 percent drop from FY86. Much of this drop must be credited to the use ofACMI. There were 1,177discharged from the ACMI infirmary during FY87. Many of these inmates would have been occupying outside community beds prior to the opening of this facility.
In regard to the cost of care, the department spent$21,988,944 during FY87 for inmate health care. This figure translated to a cost per inmate per year of$1,513. Cost containment efforts included maximizing the utilization of in-house services such as infirmary beds and in-house minor surgery services. Total days of outside hospital care continued to decline in FY87 to a level of 4,494 days which is a 15 percent drop from FY86. The average number of inmates in hospital bed per day in FY87 dropped to 12 from a level of 14 in FY86. Utilization of Central State Hospital continued to operate at a much reduced level. Hospital services in Augusta were transferred primarily to Humana Hospital-Augusta.
The following table summarizes the level of activity of health services during FY87. 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 1987 HEALTH CuE HlGHUGHrS
Total Full-time Personnel Total Health Care Budget Cost Per Inmate Per Year Total Number of Outpatient Contacts
(Sick call, walk-in, segregation) Average# Times Each Inmate Seen as Outpatient Contact During Year Percentage of Inmates Seen as Outpatient Each Working Day Total Number of Outpatient Dental Encounters Total Days of Hospital Care Average Daily Census in Hospitals Total Number of Hospital Admissions Average Cost Per Hospital Admission Total Doses of Medications Administered
(As per physician order) Total Number of Same Day Surgery Cases Average Cost Per Same Day Surgery Cases

394 $21,988,944
$1,513
402,360
28
11% 55,058 4,494 12.31
569 $4,953
4,376,445 251
$1,435

41

1987 Anmull Report

HEALTH SERVICES BUDGET DISTRIBUTION FY87: $21,988,944

Equipment 1% - $141,11 1

Regu lar Operating 8% - $1,722,522



Inpatient Core 12% - $2,632,1 28

Outpo 1ent Care 21% - $4,76 1,603 ~ Personne l 58%- $12 ,7 31,58 0

1987 AnnuRl REport

42

Co"ectional 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. GOA corporate activities are directed by the Georgia Board of Corrections. Organizationally, it is part of the Industrial Operations/Programs Division ofthe Georgia DepartmentofCorrections 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 over $12,000,000 for fiscal year 1987. 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 GCIA programs.
As a program,GOA provides habilitative opportunitiesfor 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 market-
able 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 attended 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 illiterate 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.

43

1987 Annual Report

Location

Plant Operations

Plants

Capital Investment Space Inmates

LowndesCI Valdosta, GA
Georgia State Prison Reidsville, GA
WalkerCI Rock Springs, GA
DodgeCI Chester,GA

Chemicals
Ucense Plates Metal Fabrication Park Furniture
Metal Fabrication
Wood Furniture

$ 462,699 24,000

24

1,959,432 16,800

161

432,392 24,000

61

437,391 24,000

52

Colony Farm Hardwick, GA

Garments Mattresses

Montgomery CI Mount Vernon, GA

Signs/Decals Concrete Upholstery

622,769 52,200

325

872,205 55,800

161

Stone Mountain CI Tucker,GA
AI Burruss CTC Forsyth

Printing Printing

516,283 14,300

46

(Incl. above)

2,240

12

Totals

$5,258,171 313,340

842

1987 AnmuallUport

44

Probation
While originallyconsidered a suspensionofsentence, probationinGeorgia is now better viewed as an appropriate sentencing decision for many criminal offenders. As part of the aiminal justice system, the Probation Division shares a common purpose in deterring aimina1 activity. More specifically, since the Probation Division is primarily concerned with the supervision of aimina1 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 system and adult offenders - reflects these polides.
Through a statewide network of 113 probation offices and 16 diversion centers the division provides essential services to bring about more sodally acceptable behavior ofconvicted offenders. By developing plans of action to address probationer's individual needs, utilizing intervention strategies such as detention, surveillance, counseling, agency referrals, collection of fines, restitution and community service, the division is able to fulfill its primary mission.
Classification and Workload Management System
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 classification on a statewide basis, and to provide a database for budgeting and staffing 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 systemwas implemented inJuly 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, whichcontainshistoricaland currentoffenderdata. Oassification and workload information has vasUy improved managerial dedsion-
making.
Probation Supervision
Each level of supervision specifies a standard number of contacts between the probationer and the probation officer.

45

1987 Annual Report

Maximum - 3 contacts per month; two field contacts High - Monthly face-to-face; one field contact.
Medium - Monthly telephone contact; quarterly face-to-face contact.
Minimum - Monthly telephone contact.
Financial- Child support 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.

The following statistics are taken from the end of the year report for fiscal year 1987:

Level
Intensive Maximum High Medium Minimum Administrative Financial Other Total

Number Percentage

1,428

1

5,105

5

17,142

17

29,480

29

16,706

17

9,665

9

16,320

16

6,305

6

102,151

100

7987 Annual Report

46

Other Workload Statistics
Long form presentence investigation Short form presentence investigation Record checks Court time (hours) URESAcases
Collections
Total Amount of restitution Total amount of fines Total amount of child support
Total Collections

Revocations
Technical New crime/conviction New crime/no conviction
Total Revocations

Tolled Non-tolled
Total Absconders

Absconders

5,114 4,742 64,870 125,714 13,127
$ 4,428,861 20,418,981 24,946,027 $49,793,869
2,035 1,646 1,399 5,080
3,551 226
3,777

47

1987 Annual Report

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.

Dollars

PROBATION FEE REVENUES

4000000

$3,674,044

3500000

3000000 2500000

2000000

1500000

1000000

500000

0 FY83 FY84 FY85 FY86 FY87
Community Service

The establishment of community service programs, as a responsibility of the Probation Division, was mandated by DUI legislation. By definition, community service is "uncompensated workofanoffender withan agency for the benefit of the community pursuant to an order by the court as a condition of probation." Community service programs offer the opportunity toestablish a fair and appropriate punishment At the same time these programs present a clear alternative for offenders to do something constructive for the community.
A community service coordinator is now located in each of the judicial circuits (45) in Georgia. The coordinator is responsible for program operations and development in their respective circuit
As a result of the implementation of the coordinators, the utilization and effectiveness of community service is growing statewide. Commwuty service is now being utilized in most circuits as an added condition of probation; a disciplinary step for probation violators; as a component of several other sentencing options; in lieu of fines and/or restitutions; and as an alternative to incarceration.
The Community Service Program continues to be well received by the public and growth of the program is expected to continue.

7987 AnnWll Report

48

Advantages of Community Service Utilization
Provides a middle-range punishment option.
Promotes a work-ethic approach to punishment and establishes accountability.
Benefits the community in needed areas of service.
Is a highly visible program which fosters involvementofcitizens and the agency.
Allows the offender to repay the community through work of direct benefit to the community.

FY 1987 Community Service Facts
Number of probationers ordered Community Service
Number of }:>urs completed by probationers
Approximate labor value for community service work performed in communities (calculated at minimum wage of $3.35 per hour)
Note: Figures do not include residents at diversion centers.

9,178 1,128,011
$3,778,836

Drug Surveillance Program
Recognizing the very negative impact illicit drug usage among probationers has 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 three regional laboratories (Atlanta, Macon, and Waycross) and field test equipment located in diversion centers. However, the Probation Division anticipates expansion of this capability as additional funding can be made available.

Repeated testing of identified drug users has shown a substantial decline in
usage.

49

1987 AnnJU&l Report

Interstate Compact
The purpose of the division's Probation Interstate Compact Office is to serve as a central, specialized work unit responsible for processing 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 reports, and violation reports.
In FY 1987 the Interstate Compact Office processed transfer and out~f state supervision matters on approximately 350 cases per month.
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.
The program, begun initially in in FY 1983 in 13 judicial circuits, now is operational in 41 judicial circuits. Total yearly diversion capability is now approximately 3,900 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.
A home confinement component, specifically targeting drug and alcohol abusers, was begun in June 1987. This initiative offers expanded monitoring capability with concentrated evening and weekend surveillance. Referral for rehabilitative services is mandatory.

1987 Annual Report

50

IPS PROGRAM EUMENTS INCLUDE:
Minimum of 4 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.
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 othercourt 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. The Diversion CenterProgram ofsupervisionparallel thestated missionof 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 court-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.

51

1987 Annu11l Report

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, fines, 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.

Eamings and Disbursements

The following earnings and disbursements statistics detail the financial activity of the 16 diversion centers operational in FY 1987:

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

$5,337,884 $1,042,692 $1,436,775 $ 626,516 $ 256,817 $ 940,274 79,410 hrs.

1987 Annual Report

52

Special Alternative Incarceration Program
This program isbased 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.
Currently, the SAl program has a bedspace capacity of 200. On an annualized basis, 800 felony offenders may be served each year.
Probation Detention Centers
In the fall of 1988 the newest initiative of the Probation Division will become operational. Probation Detention Centers will divert from prison those offenders who are in need ofa highly structured residential environment due to their failure to adjust and adhere to the requirements of less restrictive forms of probation. The Detention Center Program will be a closely supervised, labor-oriented program, wherein probationers will leave the facility daily to participate in nonpaid public labor in the community. They will be under the supervision ofcorrectional staff while performing detail labor.
The mission of these facilities will be that of providing a short-term punishment option (~120 days) for those persons in need of a rigidly structured envrionment, but who are not in need of long-term prison confinement. Programming will be limited, with primary focus on drug and alcohol services. The target population consists of:
-The probation technical violator who would traditionally be revoked and confined in a prison.
-Offenders who have committed a nonviolent felony offense and have no indicated propensity to commission of violent offenses, and for whom other less restrictive supervision options are inappropriate
-The habitual traffic violator (serial drunk drivers) who would normally be placed in confinement.

53

1987 Annu4l Report

Detention Center Planning Status:

Number of facilities currently under construction Number of additional centers funded Center bedspace capacity Length of program Sources of funding Per diem cost per offender Annualized diversion capability

7 4
150
60-120days State $32 4,950

GEORGIA PROBATION DISTRICTS

1987 Annual Report

54

Technical Services
The Technical Services Division encompasses those functions which provide technical support and instruction, maintenance of property and equipment and safety and security. These functions include computer services, the fire safety program, fadlities management, facilities development and engineering and inspections.
Office of Computer Services
Georgia Department of Corrections has developed a long-range strategy for greater utilization of advandng computer technologies to cope with vastly increasing administrative and operational needs and workloads. These increases, resulting from radical rises in prison and probation populations, have and are continuing to require the agency to find more and better methods for collecting, analyzing, communicating and reporting more and more information.
The long-range strategy is to establish a systematic approach to information management and communications across all divisions and field units of the agency. This employs the use of personal computers (PCs) and mainframe computer technology as well as sophisticated networking (communication) systems. Personal computer technology focuses on individual and smaller unit (institutions, centers, offices) needs, while mainframe technology would focus on departmental (inmate and probationer records management and communications) needs. Personal computers and mainframe computerdata and information are thenlinked and shared through communication networks between the personal computers and to the mainframe computer.
Initial efforts of our system's strategy have been focused on establishing the following foundations:

The use of personal computers in the
department has provided better and faster utilization
of data.

55

1.987 Annual Report

Offender Tracking and Information System (OTIS)
This system automates the collection, computation, and reporting of probationer, inmateand paroleedata. Itlinks thevariousinddents ofthese persons, providing a complete tracking of a person's records and criminal activities. The system is a very effective tool for maintaining current upto-the-second data to the hundreds of managers and technical staff throughout the agency. The OTIS Probation Module was implemented in November 1983 and the Inmate Module was implemented in July 1987. Both systems are now in place and are providing a wealth of timely and accurate information to departmental staff as well as other agencies such as the Parole Board and the Georgia Crime Information Center.
Today this system is the backbone of our computer information system and will begin to play an evengreater role as we areable to connectthe field institutions and probation offices to the vast information resource. This system will allow (when connected) all staff at central office and field locations to include institutions, centers, and probation offices to communicate and share information and records instantaneously. As of this writing only 6 field offices are currently connected to the system.
Institutional Management System (IMS)
This system is a series of local computer systems automating the collection, computations, and reporting of inmate funds accounts management, store purchases, status oflocal housingassignmentsand workdetail assignment and reports. This system uses a local database containing the records of all inmates assigned to a specific center or institution. The system was installed atGeorgia Industrial Institute and Augusta Medical Correctional Institution in 1982 using mini computers. In 1985 this system was converted (re-programmed) to the personal computer technology and expanded to all institutions by the early 1986.
The system is successfully operating today at all state institutions, providing a single local database for each institution to share their inmate information and records within their institution. We have experienced a major increase in the productivity of staff using this system over the old manual systems. Staff morale has also improved for those who operate and use the new information and reporting system.
Business Office Ledger Transaction System (BOLTS)
BOLTS is a series of local computer systems which automate the collection, computations, and reporting of state appropriated funds to include automation of the local ledger and budget information. This system using Lotus Symphony program was designed, developed and implemented statewide to all institutions and transitional centers in mid calender year 1986. Currently a major upgrade of BOLTS (adding features and converting to Borland's Paradox relational database program) is scheduled for

7987 Annual Report

56

delivery and training in July 1988. It will take approximately 6 months to fully implement at all field and central office sites.
This system has been of great benefit by saving valuable staff time and improving the accuracy of field financial records and reports.
Probation Office Management System (POMS)
These are local computer systems which automate the collection, computations, and reporting of probation funds accounting (fines, fees, child support, restitution payments). In July 1985 the agency assumed responsibilityof probation fund collectionsfor Delcalb and Fulton counties. These counties had been automated by the respective county governments; however major conversions were necessary in order to move the existing computer systems from county equipment to meet GDC's more stringent audit and reporting requirements.
In January 1988 OTIS and IMS programmers were reassigned to design a new Probation OfficeManagement System from ground up. This new
design using the Borland's Paradox programming is now nearing comple-
tion and is scheduled to be implemented at all field probation offices throughout the state (approximately 75 offices).
The new system will be standardized for all probation offices to include Fulton and Dekalb counties. This system will greatly improve the productivity and accountability of over $70,000,000 annually of probation fines, fees, restitution and child support payments as well as providing far more timely and accurate information to the probation officers.
General Office Automation
We have standardized on the Lotus Symphony, a general purpose computer software program for wordprocessing, spreadsheets, database management, graphics, and PC to PC communications capabilities. This program has been in use for 4 years and we currently have over500 trained "end users" using this product on a daily basic for typing letters, memos, various reports, graphic presentations and literally hundreds of different uses on a daily basis. Many operators are now beginning to explore the more advanced features and capabilities of this product and further increasing their productivity.
In August 1987, we added Borland's Paradox, a sophisticated yet easy-to-
use relational database capable of efficiently handling large recording tasks of hundreds of thousands of records. The potential for this product to automate major record keeping and reporting tasks is enormous. Presently the POMS, BOLTS, and Food Service computer projects are using the program. We hope to begin offering training in the general use of this product as resources are available to computer system's office.
Several other computer programs to include: Lotus's Manuscript and Freelance Plus for advanced wordprocessing and technical manuals;

S7

1987 Annual Report

PageMaker a desktop publishing program that is used to produce a very high quality departmental newsletter (as well as this annual report document); and IBM's Storyboard program which is used to present colorful graphic presentations to small and large audiences.
The use of the above listed software programs have revolutionized the capabilities and work of hundreds of personal computer operators to include typists, secretaries, business managers, analysts, clerks and managers in this agency.
The Computer System's office is constantly reviewing and evaluating the hundreds of new and improved PC software programs coming to the market each year. We have made and will continue to make major strides toward improving office automation throughout the agency as resources permit.
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 projectssuchas roofingand heating/airconditioning repairs.
During FY87, 236 project reqquests were submitted to the Central Repair Fund. Approved were 209 requests, for a total cost of $360,984. In addition, the Bostic building was renovated for $190,000 instead of the original budgeted $475,000. Two towers at Putnam Correctional Institution were replaced, and a block building was added to house their metal detector. The warden's house at Lee Correctional Institution, destroyed by fire, was replaced at minimal cost over the insurance received.

GDC Fire Marshal

The GDC fire marshal administers a statewide fire safety program which

has as its basic goal meeting the mandated oompliance 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 life-threatening hazards.



The fire marshal's responsibilities include setting standards for the program, assuring compliance with established goals, providing technical assistance to the agency's eight fire stations, oonducting 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

1987 Annual Report

58

additional stations to support GDC's correctional facilities valued at over $304 million.
In addition to the above, the fire marshal conducts testing of blankets, pillows and mattresses used in GOC'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 eight recognized fire stations located at Georgia Industrial Institute, Georgia Diagnostic &: Oassification Center, Dodge Correctional Institution, Georgia State Prison, Lee Correctional Institution, Montgomery Correctional Institution, Walker Correctional Institution, and Wayne Correctional Institution.
During this fiscal year two pumpers were obtained from state surplus to improve GDC's firefighting capabilities. A station was established at Wayne CI with a 1,000 gallon per minute pumper. We added a 750 GPM pumper at Walker CI, one of our most active stations which augments the community's fire service.
The GOC 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 1987, in addition to training provided to departmental staff and inmates under our jurisdiction, the fire marshal's office conducted training for county and city correctional facilities throughout 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.
Facilities Development & 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 implementationofGDC's master plan for increasingdelivery ofservicesin a climate of increasing population and construction costs and formulation of minimum facility standards. This section provides four major services:
Design- Directs the design and development ofassigned projects involving major institutions, community centers, and the food distribution program within the department. The scope of these projects range from renovation of existing facilities to design of a complete major institution and supporting services.

59

1987 Annual Report

Construction - Supervises construction of assigned projects involving major institutions, community centers and the food distribution program within the department. This supervision consists of reviewing progress reports, coordinating change orders as necessary, and on-site visits.
State Inmate Construction Crew- Under the supervision of the FD&E, the state inmate construction crew performs actual constructionof small-scale projects that involve primarily renovation of existing structures or that do not require the multi-discipline approach necessary when constructing a complete major institution, i.e., site grading and construction of sewage treatment facilities.
County/Oty Inmate Construction Crew- This crew performs major renovation and construction projects on countyand city jailsin 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 Affairs.
MAJOR ACCOMPUSHMENTS
Completion of 13 countyI city jail projects by the county inmate construc-
tion crew.
Removal of asbestos from Georgia Industrial Institute, J.T. Rutledge Cl, Middle Georgia Correctional Complex and Georgia State Prison.
Completionof variousenergyconservationand glassreplacement projects valued at an estimated $300,000.
Completion and occupation of the Care and Custody Warehouse adjacent to the AI Burruss CTC
Completion and occupation of the Clayton County Diversion Center.
Began construction of diversion centers in Savannah (new) and Athens (replacement), and began renovation of buildings for centers in Walton County and Atlanta (Gateway replacement) (Walton and Gateway with state inmate crews).
Construction underway on three major institutions (Lowndes, Ware and Chattooga).
Began construction of the Evans and Laurens County probation detention centers with four other centers either ready for bid or in the final design/ land acquisition stages.
Began Phase V of Project 360 at GSP (renovation of D building and construction of L&M new.
Conducted site investigations for six probation/detention centers and five major institutions.
Managed 11 (two performed with the state inmate construction crew)

1987 Annual Report

60

small renovation/construction projects with an estimated value over $600,000.
Began construction of a new 750-bed institution at GT&tDC.
Completed rough grading (by state inmate construction crew) and began construction for the new Food Distribution Unit meat plant in Milledgeville.
Continuedconstructionofthe wastewater treatmentplantatGD&CCwith the state inmate construction crew.
Began construction of an additional housing unit at Dodge CI.
Began construction of a dining hall at J.T. Rutledge CI.
Completed perimeter security project at GSP.
Approximate value of major institutional projects (Lowndes, Ware, Chattooga, Buford, GSP Phase V and Dodge) currently in varying stages of construction- $103,000,000.
Approximate value of community center projects (Athens DC, Savannah DC, Walton DC, Gateway DC, Evans Probation/Detention and Laurens Probation/Detention) currently in varying stages of construction $7,290,000
Approximate value of other miscellaneous projects ,ACMI Medical/ Surgical, Rutledge dining hall, and Women's prison expansion Phase II)currently in varying stages of construction- $2,215,000
Approximate value of various projects in various stages of design or awaiting receipt of bids (Telfair, GSP Phase IV, four probation detention centers, four major institutions, AAC and the Atlanta Parole Center) $125,563,000.
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 persons and property.
The health needs of inmates and probationers as demonstrated by proper sanitation and adequate medical care.
The maintenance of property and equipment- to protectits fiscal value and

61

1987 Annual Report

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 state and county facilities and property under the jurisdiction of the commissioner and the Board of Corrections.
During this report period an average of 11.5 inspections per month were completed for an annual total of 117 inspections.

1987 Annual Report

62

Appendix

63

1987 Annutd Report

Georgia Department of Corrections

State Institutions

convicted of alcohol and habitual traffic offenses.

A.L. Burruss Correctional Training Center P.O. Box696

Security Level: Medium Employees:110 Cost of care: $31.00

Forsyth, GA 31029-()696

Central Correctional Institution

912/994-4350 Supt.: Tommy Payne

4600 Fulton Mill Rd. Macon, GA 31213

Opened 1986, Capacity 300 Average Population FY88- 290 males Age limits: 20-35
Felons,~e~ts,

912/471-2906 Gist: 323-2906 Supt.: Truett Goodwin Opened 1978, Capacity 546

special alternative incarcerant

Average Population FY88 - 543

Contains special alternative incar- males

ceration module -100 beds for 17-25 Age limits: 20 and up

yearolds.

Felons and misdemeanants

Security level: Medium

Security Level: Close

Employees: 150

Employees: 164

Cost of Care: $42.51

Cost of Care: $32.33

Augusta Correctional/Medical Institution 3001 Gordon Highway Grovetown, GA 30813
404/828-8920 Gist: 336-8920 Supt.: Chuck Burden Opened 1983, Capacity 390 Average Population FY88- 689 Treatment center (permanent &: referral) Security Level: Close Employees: 348 Cost of Care: $60.10
Bostick Correctional Institution PD. Box1700 Hardwick, GA 31034
912/453-5750 Supt.: Tom }ones Opened 1987, Capacity 504 males Average population FY88: 548 Treatment center for adult males

Coastal Correctional Institution P.O. Box 7150 Garden City, GA 31048
912/964-9330 Gist: 335-9330 Supt.: Barry Gaither Opened 1981, Capacity 758 Average Population FY88 748 males Felons. Age limits: 20 and up Security Level: aose Employees: 219 Cost of Care: $27.53
Dodge Correctional Institution P.O.Box276 Chester, GA 31012
912/358-4801 Supt.: Curtis Scott Opened 1983, Capacity 386 Average Population FY88: 621 Age limits: 21 and up Security Level: aose Employees: 155 Cost of Care: $31.85

1987 Annual Report

64

Georgia Diagnostic & Classification Center P.O. Box3877

Capacity 240 Average population FY87: 256 males Age limits: 20 and up

Jackson, GA 30233

Felons and misdemeanants

Sectuity level: Close

404/775-3161

Employees: 80

Gist: 254-6011

Cost of Care: $37.41

Supt.: Walter Zant

Opened 1969, Capacity 1,381

Lee Correctional Institution

Average Population FY88: 1765

P.O.Box399

males

Leesburg, GA 31763

Felons, age limits: 18 and up

Security Level: Maximum

912/759-6453

Employees: 414

Gist: 341-4373

Cost of care: $26.95

Supt.: Ira Kelso

Opened 1956, new institution 1978

Georgia Industrial Institute

Capacity: 640

P.O. Box 194

Average population FY87: 635 males

Alto, GA 30510

Security level: Close

Employees 173

404/778-2273

Cost of care: $29.26

Gist: 243-4011

Supt.: Garrison Parker

Lowndes Correctional Institution

Opened 1946, Capacity 1,443

P.O. Box310

Average population FY88: 1577

Valdosta, GA 31601

males

Felons, age limits: 17 and up

912/333-5271

Sectuitylevel:~mum

Gist: 349-5271

Employees: 423

Supt.: David Thompson

Cost of Care: $30.82

Opened 1959 (new institution

under construction)

Georgia State Prison

Capacity 121

Star Route

Average population FY88: 121 males

Reidsville, GA 30453

Age limits: 2D-25

Felons and misdemeanants

912/557-4301

First offenders

Gist: 367-4011

Sectuity level: Close

Supt.: Jerry Thomas

Employees: 283 (FY88 amended

Opened 1936. Capacity 812

added236)

Average population FY88: 971 males Cost of care: $41.72

Age limits: 21 and up

Felons and misdemeanants Sectuity Level: Maximum Employees: 755 Cost of care: $69.04

Men's Correctional Institution P.O. Box396 Hardwick, GA 31034

Georgia Training & Development Center
w. 2989 Rock Quarry Road

912/453-4702 Gist: 324-4702 Supt.: Jim Wharton Opened 1983, Capacity: 585

Buford, GA 30518

Average population FY88: 615 males

Age limits: 21-80

404/945-1301

Felons and misdemeanants

Supt.: Rick Abbott

Disabled and geriatric

Opened 1951, new institution 1966 Security levels: Close

65

1987 A."'lnual Report

Employees: 113 Cost of care: $32.78

P.O. Box 1500 Hardwick, GA 31034

Metro Correctional Institution

912/453-4591

1301 Constitution Rd.

Gist: 324-4591

Atlanta, GA 30316

Supt.: Calvin Green

Opened 1983, Capacity 880

404/624-1411

Average population FY87: 939 males

Supt.: Mary Esposito

Age limits: 21 and up

Opened 1980. Capacity 690

Security Level: aose

Average population FY88: 693

Employees: 260

Age limits: 21 and up

Cost of Care: $38.25

Two of seven 60-men units devoted

to the department's Mental Health Rogers Correctional Institution

Program to provide services for in- P.O. Box 5300

mates with emotional disturbances. Reidsville, GA 30453

Program first of its kind in the Geor-

gia system and takes advantage of 912/557-4771

the mental health resources avail- Supt.: Jackie Trim

able in the Atlanta area.

Opened 1983 (New housing unit

Security Level: Close

opened 6-87.)

Employees: 218

Capacity: 430

Cost of care: $32.67

Average population FY88: 567

Age limits: 21 and up

Montgomery Correctional

Securitylevel:Medium

Institution

Employees: 220

P.O. Box256

Cost of care: $39.76

Mount Vernon, GA 30045

Rutledge Correctional Institution

912/583-2286

7175 Manor Road

Supt.: Jack Todd

Columbus, GA 31907

Opened 1972. Capacity 425

Average population FY88: 420 males 404/568-2340

Age limits: 2D-25

Gist: 251-2340

Felons and Misdemeanants

Supt.: Paul Ford

Security Level: Close

Opened 1976, Capacity 580

Employees: 92

Average population FY88: 569 males

Cost of care: $27.64

Age limits: 20 and up

Felons and misdemeanants

Putnam Correctional Institution Security level: Oose

Forest Street

Employees: 172

Eatonton, GA 31024

Cost of care: $36.60

404/485-3301

Stone Mountain Correctional

Supt.: Larry Hurt

Institution

Opened 1956, Capacity 100

5500 Venable Street

Average population FY88: 120 males Stone Mountain, GA 30083

Age limits: 20 and up

Felons arid misdemeanants

404/469-1406

Security level: Close

Supt.: Fred Steeple

Employees: 42

Opened 1958, capacity 228

Cost of care: $38.49

Average population FY88: 224 males

Age limits: 19 and up

Rivers' Correctional Institution Security level: Close

1987 Annual Report

66

Employees: 64

912/453-5218

Cost of Care: $30.91

Gist: 324-5218

Supt.: Gary Black

Walker Correctional Institution Opened 1957, new institution 1976

P.O. Box98

Capacity 660

Rock Springs, GA 30739

Average population FY87: 709

females

404/764-1926

Age limit: 16 and up

Supt.:James Wilson

Felons and misdemeanants

Opened 1951, Capacity 324

Security level: Maximum

Average population FY88: 323 males Employees: 165

Age limits: 2Q-25

Cost of care: $35.69

Felons

Security level: Close

Youthful Offender Correctional

Employees: 77

Institution

Cost of care: $29.99

P.O. Box417

Hardwick, GA 31034

Ware Correctional Institution

2323 North Harris Road, P.O. Box 99 912/453-5375

Waycross, GA 31501

Gist: 324-5375

Supt.: Grady Lewis

912/285~5

Opened 1975

Gist:368~5

Capacity 874

Supt.: Doug Williams

Average population FY88: 947 males

Opened 1951 (New institution under Age Limit: 17 and up

construction)

Securitylevel:Oose

Capacity97

Employees: 227

Average population FY88: 108 males Cost of Care: $36.31

Age Limit: 20 and up

Felons and misdemeanants

Security level: Close Employees: 290 (FY88 amended

County Institutions

added 247)

Cost of care: $41.86

Bulloch County Correctional

Wayne Correctional Institution

Institution

Route 1, Box 264

P.O. Box 1085

Odum, GA 31555

Statesboro, GA 30458

912/586-2244

912/764-6217

Supt.: Tommy Wallace

Warden: John Akins

Opened 1949, Capacity 192

Constructed 1946

Average population FY88: 188 males Capacity90

Age Limit: 20and up

Average age: 31

Felons and misdemeanants

Employees: 41

Security level: Oose

Employees: 54

Carroll County Correctional

Cost of Care: $33.66

Institution

502 Old Newman Rd.

Women's Correctional Institution Carrollton, GA 30117

P.O. Box218

Hardwick, GA 31034

404/832-3939

Warden: David Milsap

Constructed 1937

67

1987 Annual Report

Capacity 135 Average age: 28 {perm. inmates) Employees: 50
Oarke County Correctional Institution 2825 County Farm Road Athens, GA 30610 404/354-2900 Warden: Charles Greenway Constructed 1987 Capacity: 135 Average age: 35 {perm.) 28 {temp) Employees: 22
Colquitt County Correctional Institution P.O. Box339 Moultrie, GA 31768
912/985-3331 Warden: Leland Dampier Data not available
Coweta County Correctional Institution 1 SeltRoad Newnan, GA 30263
404/253-0794 Warden: James Wendell Whitlock Constructed 1977 Capacity 100 Average age: 34 Employees: 39
Decatur County Correctional Institution P.O. Box 1218 Bainbridge, Ga 31717
912/246-1694 Warden: Wayne Holt Constructed 1954 Capacity: 200 Average Age: 30 Employees: 30
Effingham County Correctional Institution Springfield, GA 31329
912/754-6071, Ext. 108 Warden: Louis Davis, Jr.

Constructed: 1925, remodeled 1968, new addition 1973 Capacity: 50 Average age: 32 Employees: 13
Floyd County Correctional Institution 329 Black's Bluff Road Rome, GA 30161
404/234-7549 Warden: Bill Love Constructed: 1926, institution closed 1973, Reopened 1977 with extensive renovation. Capacity 160 {with plans for 210) Average age: 30 Employees: 33
Fulton County Correctional Institution Complex 1101 Jefferson Street, N.W. Atlanta, GA 30318
404/875-6454 Warden: Alfred Pierce Data not available
Gwinnett County Correctional Institution P.O.Box47 Lawrenceville, GA 30246
404/962-1497 Acting Warden: Michael Barkhurst Constructed: 1957, expanded 1983 Capacity 232 Average age: 33 {state) 29 {county) Employees: 60
Hall County Correctional Institution Route 3, Box 110 A Gainesville, GA 30501
404/536-3672 Warden: Ralph Suggs Constructed: 1963, addition in 1982 Capacity 218 Average age: 25-30 Employees: 26

1987 Amuu~l Report

68

Harris County Correctional

Average age: 26

Institution

Employees: 15

Route 2, Box 355

Hamilton, GA 31811

Mitchell County Correctional

Institution

404/628-4959

P.O. Box 191

Warden: Jimmy Evans

Camilla, GA 31730

Constructed: 1936

Capacity: 55

912/336-5691

Average age: 28

Warden: Bruce Shiver

Employees: 20

Constructed: 1953

Capacity: SO

Houston County Correctional

Average age: 37.5

Institution

Employees: 27 (incl. road dept.)

Kings Chapel Road

Perry, Ga 31069

Muscogee County Correctional

Institution

912/987-1477

3950 Schatulga Road

Warden: Larry Fairchild

Columbus, GA 31907

Constructed: 1973-74

Capacity: 104

404/561-3220

Average age: 34

Warden: Willard Ivey

Employees: 32

Constructed: 1954

Capacity: 240

Jackson County Correctional

Average age: 28

Institution

Employees: 32

Route 3, Box 247

Jefferson, GA 30549

Richmond County Correctional

Institution

404/367-5287

P.O. Box 5259

Warden: Dale Glenn

Augusta, GA 30906

Constructed 1937, renovated, added

dorm in 1954; new dorm, chapel, 404/798-5572

isolation area 1983

Warden:N.HchaelGreene

Average Age: 33

Constructed: 1963

Employees: 25 full time, 3 part-time Capacity: 225

Average age: 30 (perm) 18 (county/

Jefferson County Correctional

misc.)

Institution

Employees: 55

Route 1, Box 9A

Louisville, GA 30434

Saeven County Correctional

Institution

912/ I 625-7230

P.O.Box377

Warden: George T. Smith

Sylvania, GA 30467

Data not available

912/863-7678

Meriwether County Correctional Warden: Allen N.Hxson

Institution

Opened: April1987

Route 3, Box 3

Data not available

Greenville, GA 30222

Spalding County Correctional

404/672-4433

Institution

Warden: Fred Smith

1515 Williamson Road

Capacity: 76

Griffin, GA 30233

69

1987 Annu11l Report

404/228-2946 Warden: Arsene C. Massac Constructed: 1950 Capacity: 114 Average age: 30 Employees: 41
Stewart County Conectional Institution P.O. Box 157 Lumpkin, GA 31815
912/838-4385 Warden: Jimmy Babb Data not available
Sumter County Conectional Institution P.O. Box484 Americus, GA 31709
912/924-6066 Warden: James W. McClung Constructed: 1939, addition 1982 Capacity: 141 Average age: 26 (perm) 24 (temp) Employees: 36
Terrell County Correctional Institution Route 5, Box 38 Dawson, Ga 31742
912/995-5381 Warden: James Kilgore Constructed: 1947 Capacity: 55 Average age: 34 Employees: 15
Thomas County Conectional Institution Route 1, Box 302 Thomasville, GA 31792
912/226-8933 Warden: Donnie Oeveland Constructed: 1937, annex in 1965, other additions in 1969,1975 and 1987 Capacity: 100 Average age: 31 Employees: 17

Troup County Conectional Institution Route 1, Hamilton Road LaGrange, GA 30240
404/883-1720 Warden: Billy Ledford Constructed: 1927 Capacity: 80 (state) 26 (county) 69
{jail)
Average age: 26 and up Employees: 31
Upson County Conectional Institution 2440 Yatesville Highway Thomaston, GA 30286
404/647-7452 Warden: W.R. Cochran Constructed: 1939 Capacity: 70 Average age: 31 Employees: 20
Transitional Centers
AUanta Advancement Center 310 Ponce de Leon Ave., NE Atlanta, GA 30308
404/894-4277 Gist: 222-4277 Supt.: James Doctor Opened 1969 (relocated 1974) Maximum capacity: 156 males Average population FY88: 143 Pre-release Security level: Minimum Employees: 30 Cost of care: $26.68
Macon Transitional Center 1100 Second Street Macon, Ga 31201
912/751-6090 Gist: 321-6090 Supt.: Art Gavin Opened 1972

1987 Annual Report

70

Maximum capacity 120 Average population FY88: 125 Males and females Pre-release Security level: Minimum Employees: 30 Cost of care: $26.68
Metro Transitional Center 1303 Constitution Road Atlanta, Ga 30316
404/656-5375 Gist: 221-5375 Supt.: Mary Lewis Opened 1983 Maximum capacity: 47 females Average population FY88: 65 Pre-release Security level: Minimum Employees: 18 Cost of care: $26.68
New Horizons 344 Ponce de Leon Ave. Atlanta, GA 30308
404/894-4116 Gist: 222-4116 Supt.: Guy Hickman Opened 1978 Maximum capacity: 85 females Average population FY88: 98 Pre-release Security level: Minimum Employees: 23 Cost of care: $26.68
Savannah Transitional Center
439 East Broad Street Savannah, GA 31401
912/944-2268 Gist: 361-2268 Supt.: Herman Johnson Opened 1978 Maximum Capacity: 55 males Average population FY88: 56 Pre-release Age limits: 17 and up Security level: Minimum Employees: 17 Cost of care: $26.68

Diversion Centers
Albany Diversion Center 6006 Reid St., Turner Field Albany, GA 31702
912/439-4309 Gist: 341-4309 Supt.: A. Don Chandler Opened 1974, Capacity 65 Average population FY87: 40 males, 25 females Probationers Employees: 22 Cost of care: 31.96
Alcovy Diversion Center P.0. Box 1600 Monroe, GA 30655
404/267-7387
Supt.: Larry Fritzgerald
Opened 1988 Employees: 15
Athens Diversion Center P.O. Box 1229 Athens, GA 30603
404/542-8628 Gist: 241-8628 Supt.: David Gibbs Opened 1975, Capacity 52 Average population FY88: 50 males Probationers Employees: 14 Cost of care: $31.96
Atlanta Diversion Center 1566 Bankhead Highway, NW Atlanta, GA 30318
404/792-7055 Gist: 894-2798 Supt.: Alexander Bullock Opened 1975, Capacity 40 Average population FY88: 40 males Probationers Employees: 15 Cost of care: $31.96

71

1987 Annual Report

Augusta Diversion Center P.0. Box 5706 Augusta, GA 30906
404/790-2916 Gist: 334-2918 Supt.: Alvin Mitchell Opened 1983, Capacity 50 Average population FY87: 50 males Probationers Employees: 15 Cost of care: $31.96
Clayton Diversion Center
P.0. Box 2283 Forest Park, GA 30051
404/363-3268 Supt: Margaret W. McBrayer Opened 1987, Capacity 50 males Average population: 50 Probationers Employees: 15 Cost of care: $31.96
Cobb Diversion Center 831 N. Cobb Parkway Marietta, GA 30062
404/427-3148 Supt.: Dennis T. Oark Opened 1975, Capacity 50 Average population FY88: 50 males Probationers Employees: 15 Cost of care: $31.96
Columbus Diversion Center 3900 Schatulga Road Columbus, GA 31902
404/568-5167 (or 5168) Gist: 252-5167 Supt.: Bobby Lavoie Opened 1986, Capacity 52 males Average population: 52 Probationers Employees: 15 Cost of care: $31.96

Fulton Diversion Center 975 Memorial Drive, SE Atlanta, GA 30316
404/656-3167 Supt.: Robert Rosenbloom Assumed by state 1984 Capacity: 38 Average population FY88: 38 males Probationers Employees: 14 Cost of care: $31.96
Gainesville Diversion Center P.O. Box 2382 Gainesville, GA 30503
404/535-5723 Gist: 261-5723 Supt.: Roger Pressley Opened 1970, Capacity 35 Average population FY88: 35 males Probationers Employees: 15 Cost of care: $31.96
Gateway Diversion Center 1100 Sylvan Road Atlanta, GA 30310
404/756-4600 Gist: 222-2650 Supt.: Arnold DePetro Opened 1974, Capacity 52 Average population FY88: 52 males Probationers Employees: 15 Cost of care: $31.96
Griffin Diversion Center P.O. Box 1086 Griffin, GA 30224
404/229-5841 Supt.: James Fletcher Opened 1983, Capacity 52 Average population FY88: 52 Probationers Employees: 15 Cost of care: $31.96

1987 Annual Report

72

Macon Diversion Center 1232 Jeffersonville Road Macon, GA 31201

Wayaoss Diversion Center P.O. Box 759 Waycross, GA 31502-D759

912/744-6197 Gist: 321-6197 Supt.: R. Dennis Cook Opened 1974, Capacity 40 Average population FY88: 40 males Probationers Employees: 14 Cost of care: $31.96

912/285-6028 Gist: 368-6028 Supt.: Ike Golub Opened 1979, Capacity 52 Average population FY88: 52 males probationers Employees: 15 Cost of care: $31.96

Rome Diversion Center c/o Northwest Georgia Regional Hospital, Bldg. 206 Rome, GA 30161
404/295-6418 Gist: 231-6418 Supt.: James H. Deal Opened 1974, Capacity 50 Average population FY88: 40 Probationers Employees: 19 Cost of care: $31.96

Women's Diversion Center 1053 West Peachtree St. Atlanta, GA 30309
404/894-5610 Gist: 222-5610 Supt.: Vickie Hancock Opened 1980, Capacity 24 Average population FY88: 24 Probationers Employees: 15 Cost of care: $31.96

Savannah Diversion Center P.O. Box 1087 Savannah, GA 31401

912/651-2733 Supt.: Raymond Rouse Opened 1988 Employees: 15

Thomasville Diversion Center P.O. Box980 Thomasville, GA 31792

912/228-5177 Gist: 344-2348 Supt.: Roger Varnadore Opened 1978, Capacity 40 Probationers Security level: Minimum Employees: 14 Cost of care: $31.96

73

1987 Annual Report

Inmate Profile

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

17,667

6,894 10,773
0 17,667

39% 61%
100%

16,780 887 0
17,667

95% 5%
100%

6,560 10,220
334 553
0 17,667

37% 58%
2% 3%
100%

17,303 364 0
17,667

98% 2%
100%

2,061 12,788
2,329 489 0
17,667

12% 72% 13%
3%
100%

31.15

1987Annual Report

74

I.Q. Less than 70 70 and up Not Reported1 Total
Data not reported on

18% of inmates

1,036 13,496
3,135 17,667

7% 93%
100%

AVBRAGB I.Q.

97.6

SBLP-RBPORTBD SOCIO-ECONOMIC CLASS Welfare Occasionally Employed Minimum Standard Middle Class Not Reported Total
Data not reported on 18% of inmates

2,159 83
7,775 4,405 3,245 17,667

15%
u
54% 31%
100%

SBLP-RBPORTBD BNVXROHMENT TO AGE 16 Rural (farm} Rural (non-farm} Large Cities Small Cities Small Towns Not Reported Total Data not reported on 17% of inmates

1,540 1,120 4,887 3,283 3,788 3,049 17,667

11% 8%
33% 22% 26%
100%

SBLP-RBPORTED LIVING ARRANGEMENTS PRIOR TO APPREHENSION

Living Alone

390 13%

Living With Spouse

934 31%

Illicit Relationship

259

9%

Living with Same Sex

85 3%

No Home

5

0%

Inmate of Institution

46 2%

With Another Family

185 6%

With Parents

1,048 35%

Other

58

2%

Not Reported

14,657

Total

17,667 100%

Data not reported on 83% of inmates

1 S011e cataqories contain larqe nlllllbers of Not Reported re8PQnses. The percentaqes listed by each cateqory are the true estimates for the entire inmate population since the "Not Reported cateqory ia disreqarded when computinq these percentaqes. The percentaqe of inmates with unreported data is provided to qive some idea as to the quantity of unreported data.

75

1987 Annual Report

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 14% of inmates

866
725 1,670
2,176 2,388
1,832 5,412
208 2,390 17,667

6% 5% 11% 14% 16% 12% 35%
1%
100%

AVERAGE EDUCATION LEVEL

10.1

PONCTIONAL READING LEVEL (WRAT SCORES) 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 23% of inmates

6,436 3,898
810 594 445 1,361
91 4,032 17,667

47% 29%
6% 4% 3% 10%
1%
100%

AVERAGE PONCTIONAL READING LEVEL

6.71

BOMBER OP SENTENCES One Two Three Four Five More than Five Not Reported Total Data not reported on

0% of inmates

10,226 4,167 1,664 728 350 532 0
17,667

58% 24%
9% 4% 2% 3%
100%

SELF-REPORTED EMPLOYMENT STATUS AT APPREHENSION

Employed Full Time

4,555

Employed Part Time

707

Unemployed Recently

3,805

Unemployed Long Time

4,849

Never Worked

222

Student

78

Incapable of Work

178

Not Reported

3,273

Total

17,667

Data not reported on 19% of inmates

32% 5%
26% 34%
2% 1% 1%
100%

1987 Annu11l Report

76

SELF-REPORTED MARITAL STATUS Single, Never Married Married Separated Divorced (Not Remarried) Widowed Common Law Marriage Not Reported Total Data not reported on 14% of inmates
SBLJ'-REPORTED NUMBER OF CHILDREN No Children One Child Two Children Three Children Four Children Five Children More than Five Not Reported Total Data not reported on 20% of inmates
SELF-REPORTED RELIGIOUS AFFILIATION Islam (Muslim) Catholic Baptist Methodist Episcopalian Presbyterian Church of God Holiness Other Religions Jewish Not Reported Total Data not reported on 25% of inmates
SECURITY STATUS Trusty or Work Release Minimum Supervision Medium Supervision Close Supervision Maximum Supervision Incomplete Diagnostic Not Reported Total Data not reported on 0% of inmates

6,830 2,910
999 1,699
291 2,472 2,466
17' 667

45% 19%
7% 11%
2% 16%
100%

6,013 3,340 2,316
1,242 606
269 307
3,574 17,667

43% 24% 16%
9% 4% 2% 2%
100%

345 560 9,655 677
36 84 125 742 1,070
13 4,360 17,667

3% 4% 73% 5% 0% 1% 1% 6% 8% 0%
100%

471 2,565 6,004 7,820
807
0
0
17,667

3% 15% 34% 44%
5% 0%
100%

77

1987 Annual Report

rAKILY BEHAVIOR PATTERNs2
Criminality Alcoholism Drug Abuse Domineering Migrant Frequent Beatings Grossly Permissive Father Absent Mother Absent Not Reported Total Data not reported on 54% of inmates
SELr-RBPORTED 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 17% 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

2,829 1,057
75 40 228 83 125 3,527 229 9,642 17,835

35% 13%
1% 0% 3% 1% 2% 43% 3%
100%

48 383
64 4,756 7,551
346 55
124 237 1,101 3,002 17,619

0% 3%
0%
33%
52%
2%
0%
1% 2% 8%
100%

2,691 15%

0

0%

1,309 7%

130 1%

44

0%

3,200 18%

538

3%

1,598

9%

3,276 19%

1,504

9%

0

0%

0

0%

3

0%

7 0%

29

0%

11 0%

0

0%

76 0%

2 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.

1987 Annual Report

78

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
HOST PRBQUENT CRIMES3 Burglary (F) Armed Robbery (f) Murder (F) Aggravated Assault (F) Robbery (F) Voluntary Manslaughter (F) Habitual Traffic Violation (F) Rape (F) Possession Narcotics (F) Theft by Taking (F) Motor Vehicle Theft (F) Sale, Distribution of Narcotics (F) Child Molesting (F) Forgery, First Degree (F) Kidnapping (F) Sale, Distribution of Marijuana (F) Theft: Stolen Property (F) Possession of Marijuana (F) All Other Felonies Misdemeanors Not Reported Total Data not reported on 0% of inmates

93
7 4 1,973 758 0 52 364
0 17,667

1% 0% 0% 11% 4% 0% 0% 2%
100%

3,140 2,532 1,866
814 707 703
700 641 599 543 446 436 435 415 309 292 253 224 2,265 347
0
17,667

18% 14% 11%
5% 4% 4% 4% 4% 3% 3% 3% 2% 2% 2% 2% 2% 1% 1% 13% 2%
100%

3 (F) denotes a Felony. 19

1987 Anmu~l Report

Number of Inmate Days and Average Daily Cost
FY1987

Institution

Average Inmate Count

Inmate Days

Total Costs($)

Total Cost ($)/Day Per Inmate

A. Burruss a
AugustaCMI Central CI Coastal CI DodgeCI GD&CC Ga. Ind. Inst. Ga. State Prison Ga. Tmg. & Dev. LeeCI LowndesCI MetroCI MGCI - Bostick- 4/87 MGCI-Men MGO-Rivers MGCI-Women MGCI-YO Montgomery CI PutnamCI
Rogers a
RutledgeCI Stn. Mtn.CI WalkerCI WareCI WayneCI
Totals & Averages

221 682 542 750 609 1,775 1,530 947 262 636 122 691 57 614 939 689 947 423 117 430 579 224 323 105 189
14,403

80,665 248,930 197,830 273,750 222,285 647,875 558,450 345,655 95,630 232,140 44,530 252,215
20,805 224,110 342,735 251,485 345,655 154,395 42,705 156,950 211,335 81,760 117,895 38,325 68,985
5,257,095

3,825,570 14,247,370 5,671,331 8,087,708 5,923,718 16,980,963 16,221,225 23,412,530 3,233,663 6,348,232 1,736,340 7,687,870 1,157,441 6,730,706 12,014,092 8,975,169 11,501,161 3,987,972 1,536,488 5,902,611 6,866,653 2,360,973 3,304,786
1,499,255 2,170,247
181,384,074

47.43 57.23 28.67 29.54 26.65 26.21 29.05 67.73 33.81 27.35 38.99 30.48 55.63 30.03 35.05 35.69 33.27 25.83 35.98 37.61 32.49 28.88 28.03 39.12 31.46
34.50

1987 Annual Report

80

FY87 ADMISSIONS TO PRISON

NEW ADMISSIONS FROM COURT PAROLE REVOCATIONS PROBATION REVOCArJ'IONS (TOTAL) ~rOBATION REVOCA-
IONS (PART) TOTAL

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL 608 533 562 607 644 686 610 478 600 695 808 781 7,512

169 165 192 266 164 217 187 2SS 216 142 188 2SS
14 5 s 9 7 7 6 5 6 7 5 6

2,367 80

857 821 277 287 SS3 SOl 246 208 287 287 SS8 859 3,596

1,148 1,024 1,084 1,169 1,148 1,211 949 919 1,109 1,181 1,884 1,879 18,555

FY87 DEPARTURES FROM PRISON

~ENTENCE EXPIRED pOMMUTED BY PAROLE BOARD PAROLED ~~NDED TO PROBATION BY COURT ~~ECIAL REPRIEVE BY PAROLE
OARD SUSPENDED SENTENCE COMMUTED BY THE COURT CONDITIONAL TRANSFER !fOTAL

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL 278 2SS 272 245 289 267 287 821 S09 247 805 292 8240
1 1 7 6 1 6 0 2 0 2 0 5 81 50S 600 6S3 771 708 809 581 678 710 826 696 676 8181
6 6 s 4 8 s 2 1 4 2 2 5 41

" 159 114

19 16 27 lS 18 8 22 11 89 489

0 0 0 0 0 000 0 2 0 0

2

1 2 0 1 1 0 0 1 0 2 2 0 10

18 20 2S 37 23 20 27 16 27 14 19 28 267

961 976 986 1,083 986 1,132 810 1,027 1,058 1,117 1,085 1,040 12,211

FY87 ESCAPES/APPREHENSION

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL

!ESCAPES

14 18 11 8 3 8 9 9 17 14 18 21 145

~~REHENDED SAME MONTH OF 6 10 6 6 0 2 4 7 9 11 5 16 82 !ESCAPE

[OTAL APPREHENDED (ESCAPED 11 17 11 18 4 6 12 11 16 15 7 26 154 tr~IS MONTH OR IN A PRIOR jMONTH)

81

1987 Anmull Report

FISCAL YEAR 87 ADMISSIONS TO PRISON By Type Of Crime And Rae e

3555



White



Non-White

1878

1150

Viol Nonviol

Prop 0-Sale 0-Poss Oui/Htv Sex
Total Admissions: 13,555

Other

18,07!1
Average Doily Prison Population, 1970 - 1987

10 11

12

73

74

75

76

n

78 79 eo 111

82 113 114 es 86 111

82

FISCAL YEAR 87 FELONY ADMISSIONS
To Prison By Rae e And Sex
Number of Admissions

8000~--------------------------~
7000
6000

White Non-White

5000

4000

3000

2000 1000
0

526
347

Mole

Female

Total Felony Admissions: 12,644

FISCAL YEAR 87 MISDEMEANANT ADMISSIONS
To Prison By Race And Sex
Number Of Admissions

500.---------------------------~
420

White

400

Non-White

300

200

100

0
Mole

Female

Total Misdemeanant Admissions: 911

ACTUAL PROGRAMMATIC COSTS PER INMATE
FY1987

Care &: Custody/Security Training $5,543

Dally Costs

Care&: Custody/SecurityTmg.
Food&: Farm P.O.M.
Health Care Inst. Adm./Diag. Rehab. Programs Central Administration Dept. Adm./Overheads

$15.19 3.10 3.16 4.15 2.20 3.42 1.48 1.80

Total

mso

Excludes Ctqtital Outlay ($4.15)

1987 Amlaual Rqort

FUNDS AV41LAILI
IEVENliES
STArE Ai'PROPI!.lATIOM General Appropriation Aaended Appropriation Supple.entary AppropriatiOD ludaet Adjuatnu
Total State Appropriation FEDERAL FlNAJIC IAL ASS ISTAJICE (See Schedule) OTKER REVENUES atTAINED (See Schedule)
Total 'Revenue
CARRY-OVER FROK PRIOR vtAI
Trantfer from R.eaerved f'-!nd Balance Federal financial Aaeiatance Other ln1urance Recoveriea Special Education Contract
Total Carry-over Fro Prior Year
Total Fundi Available

"A"
DIPAincENTAL OPERATIONS

"I"
COU!CTIONAL INSTITUTIONS, TRANSITIONAL
CINTIU AND SUPPOI.T

"E"
DIVISION OF PI.OIATIOMS

----------TO-T-A-LS--------Y!:AI PliED JUNE 30, 1987 .nnn: )()' 1916

27,386,004.00 660,187.00

167' 153,480.00 2, 796,035.00

0.00

---------- 1,005,157.00 ------7-5-0-,1-5-7-.-0-0

29,051,348.00 169,199,358.00

41,536.20

768,242.54

36,228,917.00 812,530.00
-255,000.00
--------------
36,786,447.00

230,768,401 .oo 4,268, 752.00 o.oo
----------0-.-0-0

208' 745 '972 .oo 2,536,978.00
1 '700,000.00
---------o.-o-o

235,037,153.00 212,982,950.00

809,778.74

647,415.12

---------- ----1-' -1-8-5-,-0-5-9-.5--8

3,476,148.88
--------------

---5-,-2-5-5-,-9-2-4-.5--2

---9-,-9-1-7-,-1-3-2-.-9-8

7,609,371.29

., --------------- ------------- $ 30,277,943.78 $ 173,443' 749.42 $ 42,042' 371.52 $ 245,764,064.72 221,239,737.11

--------------- ---------------

--------------

16,112.49
13,187.54 11 '708. 81
---------------
41,008.84
---------------

16,112.49

81,919.03

13,187.54

1,707.21

11,708.81
---------------

-------1-0-,2--9-9-.5--4

41 ,008. 84
---------------

$ -------9-3-,9--2-5-.7--8

30,277,943.78 $ 173,484,758.26 $ 42,042,371.52 $ 245,805,073.56 $ 221,333,662.89

EXPENDITURS

PERSONAL SERVICES
Salariea and Waae Employer' Contribution for:
F. I.C.A. Retire.ent Health Ineurance Peraonal Liability tnaurance Uneap loy.ent Co.penaat ion lnaurance Wo~kera' Collpeneatioa Ineuraace Aaaeaa.enta by Merit Syate
IECULAR OPERATING EXPENSES

$ 8,382,903.92

93,425,533.06 $ 27,358,917.88

129,167,354.86 112,1U,873. 75

573,219.09

6,630,637.22

1,842,189.88

9,046,046.19

7,108,251.66

1,436,293.06 16,239,823.49

4,738,695.96 22,414,812.51 19,300,129.31

407,990.99

4,567,417.29

I, ll8, 546.60

6,313,954.88

6,"1,623.21

25,874.00

369,430.00

102,654.00

497,958.00

162,000.00

221,062.00

221,062.00

o.oo

sa, 74o.oo

763,620.00

156,640.00

979,000.00

170,140.00

42,644.00
-------------

649,152.04
--------------

179,336.00
-------------

----8-7-1-,1-3-2.-0-4

753,022.12
------------

-------------- ---------- 10,927,665.06 $ 122,866,675.10 35,716,980.32 169' 511' 320.48 147,499,047.12 --------------- -------------

llotor Vehicle bpelllu Supp1iu and llateriala Repair and llainteunce Leaae/Purcbaae of tquipMDt Renu (Other thaD Real Eatate) Inaurance and loodina C1ai and Inde-itiu Direct lenefita - llodical Car. llld Public Auiatance Tuition and Scholarabipa Other Operatina txpenaea (See Schedule) Dup1icatina and lapid Copy

$

162,053.63 $

988,373.29

251,641.36 16,368,569.83

64,319.12

1,461 ,450. 79

o.oo

27,457.46

28,535.54

41,800.00

202,428.00

3, 779.90

2,566.92

27,156.32

53,364.00

111 '~26. 78

145. so

181,978.65 601,243.76 109,034.01
9,158.99 49,730.00
45,308.53

1,332,405.57 $ 17,221,454.95
I ,634,803.92 0.00
65,151.99 293,958.00
3, 779.90 2,566.92 27,156.32 210,199.31
145.50

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 36,064.75 199,678.48 0.00

600,781.07 'n\e note to the fiaancial 1tatew.nt1 are an intearal part of thi tat...nt.

19,194,3117.37

996,453.94 $ 20,791,622.38

85

1987 Annual Rqort

20,104,837.21

IXPPDITUUS
'l'IAY!L
ll7tOl van Cl.l I'UICIIAS!S
PIIILlCo\TlOIS AIID PlliiTliiC
IQUl~IIT PURCHASES
!qui,.ant PuTchaoeo Leaoe/PuTchaae of !qui,..nt lental of lqui,..nt
COI!!'VT11. CHAkGtS
lupplieo ancl llatadalo bpa ire and Maintenance Iento (OtheT tban leal lotate) Other lzpenoeo (S.e Schoclulo) Softvau !quip-.nt PuTchaoeo
lquip-.nt PuTchooeo Leaoe/PuTchaoe of lqui,..nt lental of lquip-.nt Pu Diea, Fooo lftcl Colltncto Per Diea ancl rooo Contnctl C:C.puter lilliaao, DOAS
UAL !STAT! UIITALS
ftLI!CCMIUIIlCo\TlOIIS
PU 111111, PIES AID COIITL\CTS
Per Di- ucl raeo Coat recta
CAPITAL OU'l'LAY
Other Coete lupp1iao ..& "-toria1 Iento (Other tban leal Iatate) Other lapeaaao (leo Scbau1e)
!ra,.1 ..ui.,_.t l'uTcbaoeo
S.ui.,....t Purcbaoao
Per Di-, ' " ' .,.. Contracta
Par IIi- aDd ' " Coatracu

.....


D&PAITIIUTAL
OPir.t.TlOICS

CDIUCTIOICAL liSTlTUTlOIIS, 'I'IAJISITIOIIAL
CUT!IS AlfD IUPPOIT

"'" DlVlSlOIC Or
PIDIATIOIIS

-----------t-oT-A-L-S----------rLU !JIDtD
--------------------------------
-------- ------------ JUH 30, 1917 JUJI 30, 1986

------ )76,72S.16

212,016.46

-------- ---------- S7l,411.11

1,172, 223.43 $

917.520.27

------- --------- ---------- 711,3U.11

SOI,225. 55 $

417,177.16

1,707,416.59 $ 2,552,957.06

$

79,U2.77 $

106,600.20

1ta,UI.92 $

-- --------- )15,011.19 $

264,141.67



109,500.20 2,164,425.53 $

11,764.72

15,051.18

------- ------- S2,590.92

200,211.13

401,791.42 $ 3,312, 724.15 $ 3,615,610.00

17,ll9.SI

50,916.11

o.oo

-------- ----------- 67,977.14

320,149.19

o.oo

------------ ---------- -------- $

- 180,135.14 $ 3,079,751.54 $

493,195.14

------------- 3,754,490.22 $ 3,615,UO.OO



62,591.16
30,)64.57

4,071.10. 4,991. 78

460.20

l,S81.46

13,130.37

13,171.15

5,162.00 $ 124.95

71,131.96 $ 35,363.35
460.20 I, 518.46 27,133.47

35,265.70 31,396.35
400.00 400.00 75,158.45

296,553.93 230,764.10
4,292.72

26,279.46

56,651.25

379,491.64 :uo,764.1o
4,292.72

545,266.12 121,653.50
0.00

7,079.52

7,079.52

249,968.72

712,935.13

500.00

)6,500.00

119,935.13

111,298.00

-------- - 1,159,175.69

---------

---1-,-1-5-9-, 3-7-5-.-6-9

800,008.00
-------------

------- -------- -------- ---------- $ 1,S89,137.25 $

49,034.49 $

..... ~.20 $ 2, 737,316.94 $ 2,040,114.14
-----------

------- ------- -------- -------- $ 1,157,209.04 $

395,909.47 $ 1,076,106. 57 $ 2,629,225.01 $ 2,140,393.12
-------------

----------- ---------- ---------- 2U,SSI.ll

1,070,610. 75

- 410,009.23 1,139,048.16 $ 1, 770,338.32



1U,054.11 $ 951,158.7%

1,071,912.13

259,133.12 71,249.43
338,012.55

11,153.36

315,040.59

359,715.47

100.00

1,037,201.15

1,021,372. 74

11,253.36 $ 1,422,241. 74 1,318,088.21



lll, 769.16 ll5.00

12.03

3,023.38



lll,769.16 $ us.oo

12.03

3,023.31

0.00 o.oo 1,055.63 o.oo

35,754.00

SS, 754.00

o.oo

316,000.00 Sl6,ooo.oo

z,zoo.oo
291,912.53.
451,926.80

- - 1,149,500.00

2,200.00 1,764,412.53

o.oo
2, 773,744.37

- - - - - - -------- 1,149,500.00 1,924,426.80 $ 1,774,100.00

2987 .AimaualiUport

86

!XPtiiDITUUS
AUTitORITY L.&AS! RENTALS
C:.oraia luildina Authorit1 (Peeal)
OTHER
UTILITIES Other Coote Utilitieo
COUNTY SUBSIDY Grant to Countiea, Citiea and Ciil DiviaiODI
COUNTY SUBSIDY FOR JAILS Grant to Countiea, Citiea and Civil Diviaiona
COURT COSTS Per Oiee, Fee and Contract Per Die and Fee
CEIITRAL UPAIR FUND Other Coote Repair and Maintenance Iento (Other than leal totate) Other Expeneea Equipooent Purchaou tquipMnt Purchaou
GIIAIITS FOR LOCAL JAILS Grant to Countiea, Citiea and Civil DiviliDDa
STATE CIIAIITS FOR COUNTY IIOIKCAKP COIISTIUCTIOII Cranta to Countiea, Citiea ud Civil Divi1ion1
PAYMENTS TO GEORGIA COIUCTIOIIAL IIIDUSTI.U:S Per Die:a 1 reel and Contracta Cootractl
PAYIC!NTS TO CENTRAL STATE IIOSPITAL FOR HEALS Per Die, Pee and Contract CODtnctl
PAY'4ENTS TO CENTRAL STATE IIOSPITAL FOl UTILITIES Per Diea, Feeo and Coatractl CODtractl
PAYIC!NTS TO PUILIC Sld'!TY POl HtALS Per Diea, reu and Coatractl Coatracta
IIIIIATE ULto\51!: FUNDS OCher Coeto Other tzpenoeo (See Schedule)

"A"
DIPAITMINTAL OPERATIOIIS

"I"
COUECT IOIIAL IIISTITIITIOIIS, flAilS ITIOIIAL
CEIITEIS AIID SUPPOIT

"t" DIVISION OF PIOIATIOIIS

TOTALS
-------Y-1!:-AI -E-liD-E-D ------JUIII 30, 1917 JVIII :SO, IH6



440,000.00

$

440,000,00

440,000.00

--------------- --------------

--------- 49,963.78 ---6-,-8-0-0-,-8-4-6-.7--3 -----3-2-1-,0-1-9-.-6-5 ---7--,1-7-1-,-9-0-0-.-1-6 ---6-,9-9-1-,-60-'-S.-IO-

----I-, -2-9-6-,-2-2-9-.0--0

---------- ------------- 8,296,229.00 $ 7,483,665.00

----1-,1--8-3-,1--7-3-.0--0

$----1-,1--8-3-,1--7-3-.0--0 -----3-6-2-,-2-0-5-.-5-0

$

310,678.46

--------------

------3-1-0-,-6-7-8-.4--6

286,188.93
--------------

566,812.57 1,603.40
o.oo
12,553.19
--------------
$ -----5-8-0-,-9-6-9-.-1-6
-----4-9-8-,-0-2-7-.-3-8
---1-,-0-1-4-,-9-9-6-.-0-0

566,812.57 1,603.40
o.oo

522,093.64 1,393.95 52.12

-------1-2-,5--5-3-.1--9 -------3-9-,7--6-3-.4--4

580,969.16
---------------

------5-6-3-,-3-0-3-.1--5

-----4--9-8-,0--2-7-.3--8 -----4-9-8-,7-8-7-.-8-2

----1-,0--1-4-,9--9-6-.0--0 -----5-8-8-,-0-1-0-.-0-0

$---------o.-o-o

---------o-.-o-o -----39-1-'-70-0-.-0-0

2,616,238.47
--------------

---------- ---------- 2,616,238.47

2,255,093.03

---1-,1-1-1-,8-1-8-.1-0

$

75,565.62

---------------

----------- $ 1, Ill ,888.10
-----------

1,147,856.16

-----7-5-,-5-65-.-6-2

o.oo
------------

-------- $

198,424.01

---------- ------------ $

891,424.01 $

954,036.72

The oote1 to the financial atate-ata are aD intearal part of thie atat-nt.
87

1987 Anmud Report

" .PAITMIIfTAL OPUATIOIIS

.....
COIUCTIOIIAL lJITITI1TlOIIS, TIAIIS ITIOIIAL
Cl:lfTElS AID SUPPORT

-&"
DIVISION Of

-----------T-O-T-A-LS---------------------Y-U--I--E-liD-E-D-----------

PIOIA TIOIIS

JUI! 30, 1987 JUNt: 30, 1986

O!'IIER

IEALTM ltiVlCI PDICHAStS Other Cooto lupplieo and llaterialo Iento (Other than leal locate) Direct lenefito - ,..dical Care aDd Public Aaohtaece lqui,-ent Purchaoeo lqui,-ent Purchaoeo &ental of lqui,-ent Per Di. . , Feu aed Coetrecto Per Di" and Peeo Coat rae to
PAYM!IITS TO Til! M!DIC4L ASSOCIATION OP GIORGIA POl JAIL AND PRISON HALTM CAlt CIITlFlCATIOII
Per Die, Fee ud Colltracte Coetracto

2,219,045. 76 2,U9.80 165,192.60
~2.83
303.60
4,899,967.04
---4-,5-8-2,-5-7-3.-5-3
11,169' 765.16
-------------



44,628.00

UNIVtiSITY OF CIOICIA - COOPIIATlvt IXTtJSlOII ltiVlCt CONTRACTS
Per Die, reeo and Coetracto Coat rae to
lllJOl COIISTIUCTIOII rtJIID Other Cooto Supplieo and llaterialo &epaiu and llainteeance Iento (Other than leal lotete) Other tapaeoeo (See Schedule) lquipeent Purcheoeo lquipeent Purchaoeo Per Die, Feeo and Coetracto Per Die and reeo Coetracto
Total Other

239,000.00
-------------



481,687.88 30,466.02

1,787.92

1,060.11

60,505.30

22,600.00
-------- 164,985.00
-------- 763,092.23

11,934,036.78 24,419,449.09

2,219,045. 76 $ 2,139.80 165,192.60

1,933,007.52 0.00
49,234. S3

542.83

o.oo

303.60

0.00

4,899,967.04

4, 790,878.22

4,582,573.53
-------------

---4-,-5-5-2-,-3-1-6-.-2-7

---1-1-,-8-6-9-,-7-6-5-.-1-6

11,325,436.54
--------------

$

44,628.00

42,909.00

239,000.00

217,000.00

-------------

$

481,687.88

30,466.02

1,787.92

1,060.11

773,680.57 0.00
80.00 0.00

60,505.30

6,299.09

22,600.00

0.00

164,985.00

o.oo

------------- -------------

--------- ----------- 763,092.23

780,059.66

321,089.65 36,674,575.52 $ 33,188,627.31

Total lapenditureo laceu of Pundo AYiilable onr lapendit11re1

30,241,297.16. 173,142,116.37. 41,604,882.70 $ 244,988,996.23 $ 219,467,945.13

36,646.62

341,941.19

437,488.82

816,077.33

1,865,717.76

............... ............... ... 30,277,943.78. 173,484,758 . .26. .4..2.,0.4.2..,3.7.1...5.2. $..2.4.5.,.8.0.5.,.0.7.3...5.6. 22.1.,3..3.3.,6.6..2..8.9.

88

Georgia Department of Corrections
2 M. L. King Jr. Drive, SE
Suite 856, East Tower Atlanta, GA 30334
404/656-4593
TTY (For the Hearing Impaired) 404/656-4567
David C. Evans, Commissioner