Fiscal year 2006 annual report [2006]

GEORGIA DEPARTMENT OF CORRECTIONS
2006 Annual Report
Leading Change

TABLE OF CONTENTS
Mission/Vision/Core Values The Executive Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 "Moving to the HEART of Georgia" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Board of Corrections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 From The Commissioner . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 The Agency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Commissioner's Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Executive Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Personnel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Operations, Planning, and Training Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Planning and Strategic Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16 Health Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Risk Reduction Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Fleet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Office of Information Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20 Chaplaincy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Re-entry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22 Fire Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 Prison Industries Enhancement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23 Engineering and Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Communications Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Corrections Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Corrections Continuum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26 Special Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27 Facility Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Death Penalty Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Offender Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35 Probation Operations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37 Food and Farm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42 Georgia Correctional Industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 Administration Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45 Directory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48 Corrections Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Active Inmate Population . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53 Inmate Admissions/Departures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 Inmates by County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55 Inmate Releases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 Probation by County . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57 Glossary of Terms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60
FAQ's . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
TABLE OF CONTENTS

MISSION/VISION

MISSION The Georgia Department of Corrections protects and serves the public as a professional organization by effectively managing offenders while helping to provide a safe and secure environment for the citizens of Georgia.
VISION The Georgia Department of Corrections is the best corrections system in the nation at protecting citizens from convicted offenders and at providing effective opportunities for offenders to achieve positive change. We are a leader and partner in making Georgia a safer, healthier, better educated, growing, and best managed state. We accomplish this by:

Ensuring public safety
Operating safe and secure facilities
Providing effective community supervision
of offenders
Creating opportunities for the restoration
of offenders

Ensuring the rights of victims
Partnering with public, private and faith-based
organizations
Sustaining core values of Loyalty, Duty, Respect,
Selfless Service
Ensuring the well being of employees and
their families

CORE VALUES Loyalty. Bear true faith and allegiance to the Constitutions of the United States and the State of Georgia, the GDC, and other employees.
Duty. Fulfill your obligations.
Respect. Treat people as they should be treated.
Selfless Service. Put the welfare of the Public, the GDC, and other employees before your own.
Honor. Live up to all the GDC values.
Integrity. Do what's right--legally and morally.
Personal Courage. Face fear, danger, or adversity (physical or moral).

MISSION/ VISION 1

MOVING TO THE "H
On the morning of January 10th, Governor Perdue announced p Atlanta to the vacant Tift Campus in Forsyth by 2009 of the state and c
On the afternoon of Tuesday, May 23, Governor
Sonny Perdue broke ground on a renovation project at the vacant campus of Tift College in Forsyth-Monroe County. Governor Perdue was joined today by officials from the Forsyth-Monroe County Chamber of Commerce, the city of Forsyth, GDC and members of the Board of Corrections. More than 1,000 guests joined the Corrections team for the groundbreaking ceremony and tour of the campus grounds. Once complete, GDC will move its five metro Atlanta headquarter locations into the renovated facilities in Forsyth, Georgia.
2

EART OF GEORGIA"
plans to move the Department of Corrections Headquarters from 9. The move will position Corrections in the geographical center closer to the majority of its facilities.
The new Forsyth headquarters will be closer to the department's geographical center of operations. The GDC has five prisons located north of Atlanta and 35 prisons south of Macon. Renovations of the campus will begin in fall 2006.
Governor Perdue included $7.5 million in his 2007 budget for design and abatement planning for the renovation project. Final consolidation of the GDC headquarters will occur in 2008 and 2009. Moving the GDC headquarters to Forsyth will bring up to 400 jobs to Forsyth.
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THE BOARD
The Board of Corrections is composed of 16 members, one from each congressional district in the state. The Governor appoints all members,subject to the consent of the State Senate, to staggered five-year terms.
The Board develops rules governing the conduct and welfare of employees under its authority; the assignment, housing, feeding, clothing, treatment, discipline, rehabilitation, training and hospitalization of all inmates under its custody; and all probationers sentenced to its supervision.
The members serve on the following committees: Education, Operations, Probation, Facilities, Nominating.The Board of Corrections is a policy-making statutory board and has legal status only as a board. The operation and management of the GDC institutions, facilities, and probation system are the responsibility of the Commissioner.

MEMBERS OF THE 2006 BOARD OF CORRECTIONS

First District Tommy M. Rouse Waycross, Georgia

Fifth District A.D. Frazier Atlanta, Georgia

Ninth District Robert E. Jones Madison, Georgia

Second District

Sixth District

Sheriff R. Carlton Powell Patricia B. Miller

Thomasville, Georgia

Marietta, Georgia

Tenth District Robert G. Vass Gainesville, Georgia

Third District J. Tyson Stephens Atlanta, Georgia

Seventh District Sheriff Roger Garrison Canton, Georgia

Eleventh District John Mayes Rome, Georgia

Fourth District vacant

Eighth District Bruce Hudson Douglasville, Georgia

Twelfth District Ellison G. Wood Statesboro, Georgia

Thirteenth District Avery Tom Salter Appling, Georgia
Members at Large Charles D. Hudson Bill Jackson Wayne Dasher Cecil Nobles William C. Massee, J

THE BOARD 4

FROM THE COMMISSIONER
I am honored and yet humbled to serve as the Commissioner of the Georgia Department of Corrections (GDC) as we fulfill our mission of protecting and serving the public. We support Governor Perdue's vision of making Georgia a safer, healthier, better educated, growing and best managed state. Simply put, we are balancing a new vision of excellence in state government with the fundamentals of "best practices" to realign our mission. Corrections is leading change, transforming our operations and initiatives to be the best managed department in the best managed state in the nation. Our team of nearly 15,000 Corrections professionals rises above the demands of our industry every day to achieve our mission building on a proven track record of good stewardship and integrity in the largest law enforcement agency in the state. Our agenda is clear. Public safety is non-negotiable as we strive to oversee more than 55,000 inmates in state prisons and more than 140,000 probationers under our supervision. Georgia is ranked ninth in the nation for the size of its overall population but is ranked fifth nationally for the size of its prison population. One in 15 Georgians is under the supervision of Corrections. Every year some 18,000 inmates complete their sentences and return to the community, but 20,000 offenders enter our system. Many of them are repeat offenders. Therein lies our challenge to insure we provide the citizens of this great state an uncompromised level of public safety while we take steps to address the increasing size of our offender population, largely due to recidivism. We have already begun taking the right steps to fight recidivism and promote more effective offender re-entry programming across our inmate and probationer populations. We're doing what research says should be done. We're moving beyond solely brick and mortar solutions to crime and expanding our reentry initiatives starting with the first day an offender enters our custody and supervision. This approach also enables us to partner with communities and key leadership across the state that want to help us win the "war" against recidivism in Georgia. I am certain that community involvement and partnerships will drive our efforts to continue leading change and expanding how we use "best practices" in Corrections. Our plans and vision for the future direction of this department is conveyed in the information on our website. We hope having access to us via the website will be insightful and useful as you learn more about who we are. Let me take this opportunity to welcome you to the best managed department in the best managed state in the nation.
FROM THE COMMISSIONER
5

THE AGENCY
Executive Office The Commissioner is responsible for the overall supervision of the agency's management and operations. The Assistant Commissioner, the Division Directors, Executive Assistant, Board Liaison, Legislative Services, Public Affairs, Legal Office, Information Technology, Georgia Correctional Industries, and Engineering & Inmate Construction report to the Commissioner's Office. The Assistant Commissioner oversees the daily operation of the agency. Administration Division The Administration Division is responsible for the financial and budget services policies and systems impacting the infrastructure of the agency, which is valued at approximately $2.3 billion. Corrections Division-Facilities Facilities is responsible for managing Georgia's inmate population which includes the operation of all correctional facilities; and the care and custody of all state prison inmates. Facilities also oversees those state offenders who are incarcerated in county camps and private prisons, and offenders housed in probation facilities. Corrections Division-Probation Probation provides community supervision and services to over 135,000 probationers sentenced by the courts of Georgia's 49 judicial circuits. Operations, Planning, & Training Division The Operations, Planning, and Training Division was created by Commissioner Donald with the primary purpose of overseeing the implementation of the Transformation Campaign Plan and synchronizing the department's efforts toward the Transformation Campaign Plan. Georgia Correctional Industries (GCI) GCI is a self-sustained operation supported by revenue generated from the manufacture and sale of its products and services. Over 1,800 inmates work each day in its prison plants, which include optics, carpentry, chemicals, metal fabrication, screen printing, upholstery, and garment production.
AGENCY
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ORGANIZATIONAL CHART

Governor
Board of Corrections
Commissioner James E. Donald

Commission On Family Violence Kirsten Rambo

Assistant Commissioner/Chief Of Staff Brian Owens

Executive Assistant Ed Strempel

Confidential Secretary Diane Avery

Admin Asst/Board Liaison Laura Jones

Public Information Yolanda Thompson

Legislative Liaison Misty Holcomb

Legal Services Bill Amideo

Personnel Cindy Schweiger

Investigations & Compliance Tom Sittnick

GA Correctional Industries Jerry Watson

ADMINISTRATION DIVISION
Harris Hodges, Division Director Scott Poitevint, Deputy Div.Director
Accounting Payroll Budget Services Care & Custody Contract Administration Fiscal Audits Risk Management Property Audits Purchasing Privatization & Business Enhancement

CORRECTIONS DIVISION
Arnie DePetro, Division Director Michael Nail, Deputy Div. Director Derrick Schofield, Director, Facilities Bob Haness, Director, Probation Rick Jacobs, Director, Special Opns
Prisons (State, County & Private) Transition Centers Probation Detention Centers Diversion Centers Inmate Boot Camps Probation Supervision Day Report Centers Court Services Food & Farm Services Special Operations

OPERATIONS, PLANNING & TRAINING DIVISION
Arnold Smith, Division Director Wes Landers, Deputy Div. Director
Planning & Strategic Management Training Risk Reduction Services Health Services Engineering & Construction Services Information Technology Communications Center Safety Officer Fire Services Chaplaincy Fleet Management Reentry Prison Industries Enhancement (PIE)

AGENCY 7

COMMISSIONER'S OFFICE
Brian Owens Assistant Commissioner The Assistant Commissioner serves as the Commissioner's appointed deputy, functioning as second in command of the department. The Assistant Commissioner assumes responsibility for the overall administration and operation of the agencyin the Commissioner's absence or as directed by the Commissioner.
Ed Strempel Executive Assistant The Executive Assistant provides direct support to the Commissioner and is responsible for overseeing diverse Corrections initiatives across agency divisions, state and federal research projects and plays a lead role in collaborative efforts with community partners.
Diane Avery Confidential Secretary The Confidential Secretary is the secretary and personal assistant to the Commissioner, handling departmental matters of a confidential, sensitive and policy-making nature.
Laura Jones Board Liaison The Board Liaison provides administrative support and coordination for the 16 members of the Board of Corrections. The liaison also performs a variety of clerical, office management and advanced secretarial duties in support of management staff.
Cathy Lee Secretary 2 The secretary for the Executive Office performs a variety of clerical, office management and advanced secretarial duties in support of management staff.
AGENCY
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EXECUTIVE OPERATIONS
Misty Holcomb Legislative Liaison The Legislative Liaison is the primary point of contact for members of the General Assembly and is responsible for handling constituent requests, problem resolution, and coordination of legislative visits to GDC Facilities. Additional duties include research and development of potential legislation, monitoring legislation introduced by others and informing the members of the General Assembly of special events or major changes within the department.
Yolanda Thompson Director The Office of Public Affairs is the agency's point of contact with the public and media for inquiries about the agency. The office oversees media relations, press conferences, community partnership initiatives, community forums, prison tours, multi-media presentations and the Choose Freedom campaign. The office responds to the public's requests for information via email and maintains the GDC website.
Tom Sittnick Director The Office of Investigation Compliance consists of two separate investigative units, which monitors and maintains the internal integrity of the department. Both units conduct criminal, civil, and administrative investigations within the GDC. The Internal Investigations Unit conducts investigations of offender and employee misconduct while the Special Investigations Unit is responsible for investigating offender and employee allegations of impropriety.
William "Bill" Amideo Director The Legal Office provides a variety of services in representing the legal interests of the Department. The attorneys working within the Legal Office advise the Commissioner, executive staff, and other employees of their legal rights and responsibilities in the development and implementation of agency polices and procedure. The Legal Office also represents the Department's interests in administrative appeals relating to employee discipline and oversees the Department's procurement and contracting functions. The Legal Office works closely with the Attorney General's Office in representing the Department before state and federal courts. The Legal Office is also responsible for responding to all requests for information that are received pursuant to the Open Records Act.
AGENCY
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PERSONNEL

Cindy Schweiger Director

Central Personnel Administration, the primary human resources office in the depart-
ment, is responsible for all human resource functions within the department. From recruitment to retirement, Central Personnel helps every employee with any personnel-related issue.
Central Personnel provides assistance to management in interpretation and application of human resources law, policies, and procedures. We do this not just for compliance, but because it makes good business sense.

Where Do Our Employees Work? As of June 1, 2006, the department employed 14,207 full-time employees. Of these, 13,603 work in the Corrections Division, where they are responsible for direct offender supervision. That is 96% of the department's staff.

The 14,207 full-time employees of the Georgia Department of Corrections are its most valuable resource. Central Personnel Administration provides support to these individuals by developing, coordinating, monitoring, evaluating, and administering personnel functions, department-wide. It provides oversight, consultation, technical assistance, and policy direction for correctional facilities, probation offices, and the various departmental units located across the state, which are charged with carrying out personnel functions at the local level. Major personnel functions include:

Applicant Recruitment Applicant Testing/Screening Benefits Critical Incident Debriefings EEO/Diversity Employee Support Services Employee and Applicant Drug Testing Employee Recognition Fair Labor Standards Act Administration Family and Medical Leave Act Administration Grievances Human Resources Policy Development

Job Evaluation/Compensation Performance Management Program Personnel Data Management Records Management Reprimand Reviews Return-to-Work Program Salary Guidelines Development Selection and Promotion Guidelines Transactions Workplace Harassment Workforce Planning

AGENCY 10

Staff Growth vs. Prisoner Population Increase Staff numbers shrink relative to prisoner population Fiscal restraints introduced in FY 2002 are still present FY 2006. The department has complied with the Governor's directive that each department do more with less. Staffing numbers are lower today than they were in 1999, even though the prisoner population has increased by 12,300 prisoners, or 31%. These trends can be seen in the chart and table below.

FY 1999 FY 2000 FY 2001 FY 2002 FY 2003 FY 2004 FY 2005 FY 2006

GDC Employees 14,601 14,447 14,791 14,430 14,513 14,096 13,739 14,207

GDC Prisoners 39,326 41,949 44,022 46,937 47,175 48,530 47,921 51,643

GDC Employees Serve Their Country The department currently has 485 employees who are members of the National Guard and Reserves. Of these, 224 employees have served at some point as part of Operation Iraqi Freedom or Operation Enduring Freedom. We are extremely proud of these employees. We also honor the courage of Officer Bobby Franklin and Sergeant Philip Dodson, who made the ultimate sacrifice in defending our country.
Hurricane Katrina Relief The department sent 27 employees to Louisiana and Mississippi to assist victims of Hurricane Katrina. These employees performed duties related to security, body reclamation, and law enforcement. Department employees volunteered with local Red Cross organizations to provide assistance to citizens displaced from areas hit by Katrina. Facilities and offices organized fund raising drives to raise money to assist victims.
AGENCY
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WorkAway Increasing Productivity while Decreasing Traffic Congestion The Governor signed an executive order regarding WorkAway on September 9, 2003. In a time when raises are scarce and benefits are getting more expensive, the Governor's executive order cleared the way for GDC to offer another benefit to its employees. GDC was awarded funding from the Clean Air Campaign to develop a WorkAway program. During FY 2004 GDC launched a pilot program for WorkAway. WorkAway contains two components, Telework and Alternative Work Schedules. In FY 2006, the Governor ordered that WorkAway be expanded to as many employees in the department as possible. Although these types of changes to work schedules and work weeks are not for everyone, the response to this new benefit has been overwhelmingly positive. The pilot projects appear to have benefited not only the environment by reducing pollution and congestion but have enhanced work/life issues by allowing employees to work when they want and spend more time with their family. In all, GDC has found the WorkAway program to be a positive benefit to both employees and to the department.
FY2006 ACCOMPLISHMENTS
On-site Random Drug Testing The department implemented "On-site Random Drug Testing" effective April 2006. Employees, randomly selected by the Georgia Merit System for drug testing, are tested on-site. As drug test laboratories are normally a distance from the work site, this change results in less time away from the job. Conducting drug testing on-site, as opposed to using drug test laboratories, results in an estimated annual $50,000 savings.
Education Incentive Compensation The department has implemented an Education Incentive that pays employees for obtaining college degrees. The initiative supports Governor Perdue's goal of a better-educated Georgia and is in harmony with GDC's status as a learning organization and one that values its employees as well as education. If all prescribed criteria are met, employees earning an Associate Degree may receive a 3% lump sum payment; those earning a Bachelor's Degree may receive a 5% lump sum payment; those earning a Master's Degree may receive a 5% lump sum payment.
Health and Wellness Promoting Healthy Choices The department has launched the Health and Wellness Program to implement the Governor's "Healthier Georgia" initiative. Each facility has its own coordinator who has set up a local program and serves as a conduit for health information. A department Health and Wellness Coordinator provides information and guidance to the facility coordinators.
The Health and Wellness Program provides opportunities for all employees to increase their personal Health and Wellness awareness thereby enabling them to make healthy lifestyle choices. These opportunities include:
Annual Wellness Fairs enable employees to assess their glucose levels, cholesterol levels, blood pressure, weight, and vision.
Monthly Health"E" Newsletter provides information relating to physical, mental and occupational wellness.
Bi-weekly aerobics classes available to Central Office Staff.
Exercise equipment and walking tracks at some department facilities.
AGENCY
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Headquarters Relocation As the department plans for the FY2009 relocation of headquarters from downtown Atlanta to Forsyth in central Georgia, Personnel plays a vital role. Staff has been designated to collect information on opportunities available to employees who choose to move. They provide assistance to employees so they can make an informed decision on whether to relocate. For those who cannot relocate, information on other jobs in state government is available. To ensure a smooth transition to our new location, staff is busy recruiting individuals who are able to work in Forsyth when relocation occurs.
AGENCY 13

OPERATIONS, PLANNING, & TRAINING
DIVISION
Good to Great
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OPERATIONS AND TRAINING OVERVIEW
Since its creation by Commissioner Donald in March 2004, the Operations, Planning and Training Division has continued to oversee and synchronize the implementation of both the Department's Strategic and Transformation Campaign Plans, while providing direct support and professional services throughout the Department. Comprised of 15 sections to accomplish its mission, the Division oversees the following operations:
Planning and Strategic Management Engineering and Construction Services Training Health Services Office of Information Technology Fire Services Safety Communications Center Fleet Management Re-entry Services Risk Reduction Services
Chaplaincy Faith & Character Based Programs Prison Industries Enhancement (PIE) Corporate Advisory Board
PLANNING AND STRATEGIC MANAGEMENT The function of the Planning and Strategic Management (PSM) Section is to plan, coordinate, and evaluate implementation of programs and projects within the Department of Corrections related to Strategic Management. The section provides the Department's managers with reliable information to help guide and assist agency-wide, policy related decision-making. The PSM section also fulfills a vital role in the development and coordination of the Department's Strategic Plan, as well as the continual update and implementation of the GDC Transformation Campaign Plan.
During Fiscal Year 2006, PSM: Provided important impact and fiscal analysis, as well as overall coordination, of proposed legislative bills during the '06 Legislative Session; Coordinated the review and refinement of the Department's Strategic Plan for the FY2007/2008 performance based budgeting cycle, directing the update and additional development of goals, objectives, and performance measures throughout the Department; Updated and refined the Department's Transformational Campaign Plan and posted it to the GDC Public Website to maximize its exposure to other agencies and communities throughout Georgia;
OPERATIONS, PLANNING, AND TRAINING DIVISION
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Provided vital projections, information, and analysis regarding offender population growth for use in developing future bedspace requirements, as well as answering several hundred ad hoc requests involving offender demographics, fiscal impact, and populations;
Assisted in the planning and implementation of several strategic planning and senior management leadership off-site sessions;
Assisted other division/section staffs in the organization with a variety of planning, presentation, implementation projects; and Prepared and/or coordinated responses to surveys and queries received from various government agencies, academic and private sector organizations nation wide.
TRAINING Professional training and developmental opportunities are provided to all agency personnel and employees of affiliated organizations. In full support of the Department's mission, we are constantly seeking and implementing better ways to improve employee performance through training. This enables Corrections personnel to be better prepared to accomplish the departmental mission of protecting the public, victims of crime and agency staff.
The following statistics represent some of our programs and the number of employees served in FY '06.
The four Field Academies conducted 2142 classes for 30,083 students. The Employee Development Unit (EDU) conducted 282 classes for 6,817 students. The Probation Training Unit conducted 390 classes for 6,824 students, including 136 new Probation officers. The Georgia Corrections Academy conducted 51 BCOT classes and graduated 2,496 new Correctional Officers. The Special Operations Training Unit conducted 65 training programs for 1,712 students, including several students from other law enforcement agencies. The Instructional Systems Unit conducted 297 classes for 2,667 students. The Management Development Unit conducted 130 classes for 2,472 students from Agency and college-level courses. The POST Certification Unit completed 2,860 POST Applications for Certification, 2,877 Certifications completed, 782 criminal background checks, and 41,762 C-12's. A total of $ 15,300.00 was processed for the charges to private vendors as required by law.
Interagency Cooperation
The Training Section coordinated two interagency training programs to include: Transitional Aftercare for Probation and Parole The National Institute of Corrections Multi Disciplinary Approach to Managing Security Systems
Georgia Law Enforcement Firearms Standards The Training Section implemented the POST Council standard law enforcement basic firearms qualification standard in January 2006. This represented a significant improvement in firearms qualification requirements for initial qualification and annual re-qualification for our Correctional Officers. Probation Officers began the transition process to this standard several years earlier and continued their program with little modification. The significant planning and preparation by Training for this program made for a successful transition to the new standard.
OPERATIONS, PLANNING, AND TRAINING DIVISION
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Employee Education Initiative The Management Development Unit continued its leading role in researching, coordinating, and implementing the GDC's Education Initiative, which seeks to invest in employees' future by providing opportunities for higher education. This initiative supports Governor Perdue's goal of a better educated Georgia and is in harmony with GDC's status as a learning organization. Once all prescribed criteria is met, employees earning an Associate Degree may receive a 3% lump sum payment; those earning a Bachelor Degree may receive a 5% lump sum payment; and those earning a Masters' Degree may receive a 5% lump sum payment. Enrollment in the Professional Management Program and other college level programs significantly increased in 2006.
HEALTH SERVICES The mission of the Office of Health Services is to provide the required constitutional level of health care in the most efficient, cost-effective, and humane manner possible, while protecting the public health interests of the citizens of the State of Georgia. During FY06 the Department remained vigilant in delivering care as economically as possible while remaining attentive to the public health responsibilities inherent within a large correctional population. In FY06 the Department spent $177,204,577 on inmate health care, including both physical and mental health. This translated into a cost per inmate per day of $10.45, a 7.9%
increase over FY05. The physical health portion of this cost is $8.64 per inmate, including dental, and the mental health cost is $1.81. This increase was due to the continued growth of chronically ill populations and the continued increase in the average age of the inmate population. The physical cost per inmate per day is illustrated below.
While certainly not the only indicator, mortality rates are an important management indicator concerning inmate health care delivery. In FY06, the Department experienced a decrease in mortality rate from FY05, remaining well below the average mortality rate of 226 per 100,000 for the last ten years and well below the highest rate of 309 per 100,000 that occurred in 1997. The mortality rates and actual number of deaths per year for the last 10 years are listed on the right.
The mental health caseload continued to grow statewide. By the end of FY06 there were 7,847 mentally ill inmates in the correctional system, an increase of 453 from the end of FY05. At the end of FY06, approximately 14% of the total inmate population was on a mental health caseload, a 1% decrease from FY05. This decrease in percentage is because of the large growth in total inmate population. Additionally the female population experienced a growth from 40% to 45% of female inmates on the mental health caseload.
The Office of Health Services has remained committed to managing an increasing number of physically and mentally ill offenders in the most cost effective manner possible while recognizing the medical integrity of patient care.
OPERATIONS, PLANNING, AND TRAINING DIVISION
17

RISK REDUCTION SERVICES Risk Reduction Services is a section under the Reentry Services unit within the Georgia Department of Corrections mandated to reduce recidivism by providing research-based programs. Our mission is to increase public safety by reducing recidivism. The goals of Risk Reduction Services are to provide constitutionally mandated or legally required programs and, at the same time, focus on changing criminal thinking and reducing criminal behavior through the implementation of evidenced based programs that target crime-producing behavior. The primary targets of effective offender interventions are criminal thinking, substance abuse, education, and employment. An assessment process identifies offender risk and need which is then utilized for program referral and placement. Academic and vocational advancement opportunities are available for offenders identified in need. This year, Special Education was expanded to facilities around the state to address the needs of qualifying youthful offenders. Vocational programs not only offer viable training for inmates, but also provide valuable services to the community. Among our most recent accomplishments in the Workforce Development areas is the statewide implementation of career centers to assist inmates in preparing for employment upon release. Cognitive programs designed to address criminal attitudes, beliefs, and thinking continue to expand to numerous sites throughout the system. The Motivation for Change (M4C) course meets the legislative mandate for a substance abuse risk reduction program for all incarcerated offenders and is offered in all facilities. The addition of a probation residential substance abuse center for females this year addressed a previously unmet need.
OPERATIONS, PLANNING, AND TRAINING DIVISION 18

The establishment of a Certified Addiction Counselor program for GDC staff resulted a win-win situation for GDC. The staff achieves recognizable certification and enhances their knowledge bringing increased professional services to offenders. Finally, within our facilities, Day Reporting Centers, and some probation offices offenders have access to numerous counseling interventions and other substance abuse programs. Current Risk Reduction Services' initiatives include:
Continued expansion of the Georgia Program Assessment Inventory; measuring program quality Expansion of COMPAS, a validated risk and need assessment, to a web-based application Expansion of Career Centers; training inmate clerks and staff Continued expansion of the Sex Offender Psycho-educational program Certification of staff as Employment Specialists Distribution of Reentry Handbooks Establishment of the Reentry Skills Building Program Enhancement of Women's Services
FLEET MANAGEMENT/RISK MANAGEMENT The office of Fleet Management provides the overall coordination and direction of motor vehicle management throughout the Georgia Department of Corrections. Fleet Management is comprised of two facilities; the main office is located in Atlanta, Ga. and the other facility in Milledgeville, Ga. Fleet Management is responsible for the procurement, repair, preventive maintenance, vehicle accountability, and disposal of the Department of Corrections vehicles. Currently, there are 1,971 vehicles assigned to the Georgia Department of Corrections. The fleet of vehicles consists of buses, trucks, vans, and sedans located throughout the state. Inmates perform all vehicle repairs at both fleet facilities; therefore, we have no labor costs. During FY06, the two facilities processed more than 2200 work orders. The cost saving to the Department of Corrections was more than $800,000.00, with the utilization of inmate labor. The current market labor rate at the three major car dealerships average between $85-$100 per hour. During FY06, the vehicles that belong to GDC were driven 19,171,419 miles, with a fuel cost of $2,342,420.85 Risk Management is also a function of this office. The Atlanta office processes vehicle accidents and claims.
OPERATIONS, PLANNING, AND TRAINING DIVISION
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OFFICE OF INFORMATION TECHNOLOGY O.I.T. is the information backbone of the agency.
Mission O.I.T., using the most effective technology, provides quick, accurate, and secure information to the agency, its partners, and the public. The Office of Information Technology (O.I.T.) is responsible for providing the information backbone used by the Georgia Department of Corrections to manage its business and safeguard the public. O.I.T. uses the most effective technology available to create an integrated information system that minimizes the effort of data collection and provides quick, accurate, and secure information to the Georgia Department of Corrections, other law enforcement agencies, the courts, and the people of Georgia. The Director and Assistant Director of O.I.T. oversee and coordinate the operations of three sections. The Office of Information Technology supports over 8200 technology users at over 200 sites. The goals of the Office of Information technology are to:
Change the way we work, ensuring that GDC is as effective, efficient, and secure in the discharge of its duties as possible.
Complete an end-to-end enterprise wide web-based corrections system, including administrative, operational, executive, and offender management functions.
Provide the right tools to the right workers at the right place in the most cost-effective way. Manage by information, at all levels of the organization. Learn from, and leverage, the work of others where possible. Partner with others to meet the Governor's goals of creating a safe, educated, growing, healthy, and best managed Georgia. The Enterprise Systems Development Section is responsible for development and support of the agency's web-based enterprise applications, development and support of the agency intranet portal, public web site (visit us on the web at www.dcor.state.ga.us) and related applications, and maintenance and support of the agency's legacy mainframe and client server applications. The Technical Services Section is responsible for application security and administration, field computer and network support, equipment installation and replacement, implementation of Technical Services projects, network engineering and database administration, and the operation of the Help Desk. The Administration Section is responsible for agency telecommunications support, technical contract management, software licensing compliance, procurement and budget administration, personnel services, fleet management, space management, strategic and workforce planning, liaison with the Georgia Technology Authority, project tracking, and management of the state-wide technical inventory and technical supply warehouse operations.
OPERATIONS, PLANNING, AND TRAINING DIVISION
20

CHAPLAINCY SERVICES FY2006 There have been some positive additions to Chaplaincy this year - three full-time Chaplains' positions.
These three full time Chaplain positions are located at Baldwin S.P., Calhoun S.P, and Pulaski S.P.
This is in addition to the three full-time Clinical Chaplain positions added in FY2005 at Hays S.P., Valdosta S.P., and Metro S.P., and the three Full Time Clinical Chaplain positions previously existing at Arrendale S.P., Georgia S.P. and Rogers S.P.
The full time Chaplain positions were placed at institutions based upon their Security Level, Inmate Population, and Mission (Diagnostic, Faith & Character Based Dorm, In-House Transitional Center, Geriatrics, Youth and Mental Health Living Units). At the close of FY2006 nine of the GDC prisons and two of the Private Prisons had full time Chaplains. This results in increased program delivery, increased delivery of Employee Assistance through the Employee Assistance Program, and has a calming effect within the prison population, as Chaplains are more readily available to meet crisis needs of the inmate population and staff as well as being present on a more routine basis.
The credentials for Clinical Chaplaincy include: Master's degree in Theology/Divinity Ordination and Endorsement by Church/Denomination Three Years post-ordination experience Four Quarters Clinical Pastoral Education
Chaplaincy Services continues to address the religious requests of inmates by working with Legal Services and Security in providing First Amendment protection to inmates.
Chaplaincy Services has provided two training events this year for Chaplains: "Performance to Standards" and "Setting the Standard". The goal of these workshops is to identify and build upon the Best Practices extant in Chaplaincy. This professional development was in addition to the twelve units of Clinical Pastoral Education that twelve of the GDC Chaplains were able to acquire through the Care & Counseling Center.
In FY2006 there were 48 specialized training events for volunteers, including specialized training events for Alcoholics Anonymous, Narcotics Anonymous and Hispanic Volunteers. There are now over 9,200 Certified Correctional Associates (Volunteers) supporting the religious services and activities in all the state prisons including the Faith & Character Based Dorms, the In-House Transitional Centers, Transitional Centers, Probation Detention Centers, Day Reporting Centers, and County Prisons.
Volunteers involved in the Aftercare/Mentoring of inmates follow the "Meet and Greet" paradigm in which they meet and begin mentoring the offenders inside the prison and then greet the ex-offender as he/she leaves prison, bridging the gap between prison and community reintegration, assisting the ex-offender into a law -abiding productive life.
Chaplaincy Services works closely with Risk Reduction Services and Re-entry Services with the mutual goal of reducing recidivism through delivery of proven Faith and Character Based life-skills programs and community involvement in the successful habilitation of ex-offenders.
OPERATIONS, PLANNING, AND TRAINING DIVISION
21

RE-ENTRY INITIATIVES Re-entry is a section within the Georgia Department of Corrections charged with the primary purpose to promote public safety through collaborative partnerships which reflect a seamless system that assist returning offenders to be law -abiding, productive community citizens.
Re-entry is a core commitment of the Georgia Department of Corrections Transformation Campaign Plan and supports the core goal to make a safer, healthier, better educated, and best managed Georgia. Re-entry is a process of transition that should begin at the offender's earliest point of entry into the prison or at pre-sentence guided by offender assessment and evidencebased interventions. Re-entry provides effective opportunities for offenders to achieve positive change and to be a more pro-social contributor to society. The mission of Re-entry is to establish effective methods to reduce recidivism through collaborative partnerships with agencies and organizations that support offender transition to the community.
Goals of Re-entry:
Build individual capacity of the offender to be a productive member of his/her family and community, Link offenders to program services necessary for successful transition and re-entry into the community. Increase the community and correctional capacity to address the offenders' needs and identify community resources to match assessed needs, to enhance public safety by reducing recidivism among the formerly incarcerated population. Promote public safety through collaborative partnerships that support offender transition to the community. Re-entry initiatives include:
National Governor's Association- Re-entry Policy Academy (NGA) Serious and Violent Offender Re-entry Initiative (SVORI) National Institute of Corrections Transition from Prison to Community Initiative (TPCI) Georgia Re-entry Impact Project (GRIP) In-House Transitional Dorms (ITC) Faith and Character Based Initiatives Prison Industry Enhancement (PIE) / War Against Recidivism (WAR) Georgia Department of Corrections Offender Placement Live Works Expand Transitional Centers Prisoner Re-entry
OPERATIONS, PLANNING, AND TRAINING DIVISION
22

FIRE SERVICES Georgia Department of Corrections Fire Services exists to provide a professional level of fire safety and life safety in the state prison system, and to manage a model inmate firefighter program to provide fire protection for all staff and inmates in Georgia Department of Corrections' Facilities. We will strive to find better ways of protecting the lives and property of our fellow staff, inmates, and citizens in communities surrounding our facilities (through education, prevention, training, and suppression) from the ravages of fire and other disastrous incidents.

Significant Facts for 2006:

Construction Permits Issued

2

Certificates of Occupancy Issued Fire Emergency Responses YTD Institutional Fires

10 3,857
83

Facility Fire Inspector Classes 2 with a total of 52 students

Training Hours

420.25

Buildings Inspected

914

PRISON INDUSTRY ENHANCEMENT (PIE) CERTIFICATION PROGRAM
In the 2005 session of the General Assembly the "Working Against Recidivism Act" was passed and signed into law by Governor Perdue. The passing of this bill allows the Georgia Department of Corrections (GDC) to apply and participate in the Prison Industries Enhancement certification program (PIE). PIE is a national program created by Congress in 1979 to encourage state and local governments to establish employment opportunities for prisoners that are comparable to private sector work opportunities.
The PIE program allows private sector industry to establish joint ventures with state and local correctional agencies to produce goods using prison labor. Private sector industries who utilize offender labor pay wages and Workman's Compensation. The PIE program certifies and exempts state and local departments of corrections from normal restrictions on the sale of prisoner-made goods in interstate commerce. The U.S. Department of Justice's Bureau of Justice Assistance administers the PIE Certification Program through its Corrections Branch. Each certified program must be determined to meet certain statutory and guideline requirements.
PIE programs bring private sector industry to the grounds of a prison, and offenders are paid by the private sector industry for their labor. PIE provides compensation to victims, offsets the cost of incarceration, and provides savings to offenders for their transition back into the community. Prison based industries would allow the state to garner a portion of the earned wages to make offenders contribute to the costs of their own incarceration, lessen the burden of taxpayers and reduce the escalating cost of crime. The PIE program has two primary objectives:
To generate products and services which enable offenders to make a contribution to society, help offset the cost of their incarceration, compensate crime victims, and provide support to their families.
To provide a means of reducing offender idleness, increasing job skills, and improving the prospects for successful offender transition to the community upon release.

OPERAOTUIORNPSE, OPPLLAENNAIRNEG,TAHNEDCTERNATIENRINPGIEDCIEVISION 23

ENGINEERING AND CONSTRUCTION SERVICES
In the effort to provide safe and secure facilities by the design, construction and maintenance of the essential physical infrastructure, Engineering and Construction Services (ECS) develops, designs, and constructs new facilities and manages the maintenance of existing facilities. Also, using inmate labor under staff supervision, ECS builds, remodels, and restores facilities for other governmental entities on a limited basis. ECS enhances GDC's Core Goal of Public Safety by providing safe and secure and well-maintained infrastructures and systems.
Although the Engineering and Construction Services Section consists of four (4) operational units (Architectural & Engineering, Inmate Construction, Capital Asset and Technical Support) and one (1) administrative unit (Business Support),. Engineering and Construction Services acts as a team. Many projects are designed by the Architectural and Engineering Unit and constructed by the Construction Services unit. Each unit supports the others. For example, the Business Support Unit is critical to all units. They process invoices, purchase items for construction and ensure the smooth functioning of the Engineering and Construction Services Unit.
Ultimately, Engineering and Construction Services is a customer service organization, which is a part of the Operation, Planning and Training Division. Our Customers consist of State Prisons, Diversion Centers, Probation Detention Centers, Transitional Centers, Pre-Release Centers, Food and Farm and Community service projects. The foundation of our service is to provide safe and secure facilities by the design, construction and maintenance of the essential physical infrastructure of the Departments facilities. This goal is accomplished with the use of staff, hiring of architects, engineers, consultants, construction companies and using inmate labor under staff supervision. Our role is to assure projects are being delivered on budget, perform as intended, and are delivered on time.

COMMUNICATIONS CENTER

The Communications Center is a 24-hour multioperational emergency type call center that responds to routine and emergency communications. This center oversees statewide intra-office and inter-agency contacts to ensure reliable infomation links are maintained for the executive management team and all divisions in GDC.

OPERATIONS, PLANNING, AND TRAINING DIVISION 24

CORRECTIONS DIVISION
Fighting Recidivism
25

CORRECTIONS CONTINUUM
Regular Probation Supervision Probationers must report to a probation officer, maintain employment, submit to drug and alcohol screens, and comply with all court-ordered requirements.
Intensive Probation Supervision When more structure is needed than regular probation supervision provides, a judge can order intensive probation supervision where the probationer is closely monitored by a team of officers.
Specialized Probation Supervision Offenders who have committed sexual crimes, crimes against children, or crimes of family violence may be subject to specialized, highly-monitored probation supervision.
Community Service As a condition of a sentence, probationers may be required to provide unpaid service to their community in addition to or in lieu of fines and fees.
Day Reporting Center To deal with the most severe cases of alcohol and substance abuse among the probation population, DRCs are available in some circuits to provide intensive treatment. Offenders attend classes and counseling sessions, and are tested for drugs and alcohol frequently. Probation follows release.
State Prison State prisons house violent or repeat offenders or nonviolent inmates who have exhausted all other forms of punishment.
County Prison Some low-security, long-term state prisoners are incarcerated at county work camps. They provide unpaid, yet highly skilled, work to the counties in which they are housed.
Pre-Release Center The mission is to address the re-entry needs of offenders in order to reduce their risk to re-offend thereby increasing public safety. These facilities provide a secure environment in which to target the re-entry needs of inmates within two years or less to serve.
Inmate Boot Camp An option to which the Board of Pardons and Paroles refers offenders and which combines discipline, hard work and drug-education programs for non-violent offenders. Successful participants are released to parole supervision.
Transitional Center Both the Georgia Board of Pardons and Parole and the Georgia Department of Corrections refer offenders to the transitional center. The goal is provide an opportunity for offenders to gradually re-integrate into the community. Offenders work while at the center, and are able to start a savings account that will assist in the transition back into society. The center deducts room, board, family support, restitution, and fees from the offenders' paycheck.
CORRECTIONS DIVISION
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Detention Center
A probation detention center is a minimum security facility for confining offenders. The offenders perform unpaid community work, receive treatment and are eventually released to probation supervision.

Probation Boot Camp
Boot camps are a residential option which combines discipline, hard work and drug-education programs for non-violent offenders. Successful participants are released to probation supervision.

Diversion Center
A judge may order probationers to stay at a diversion center where they work a paying job in the community and/or participate in treatment options. The center deducts room, board, family support, restitution, and fees from the offenders' paycheck.

The Corrections Division is responsible for the direct supervision of all offenders sentenced to the Georgia Department of Corrections in the following facilities:

37 state prisons

1 probation boot camp

3 private prisons by contract

49 Probation Circuit Offices

24 county prisons by contract

5 Pre-Release Centers

11 transitional centers

5 Day Reporting Centers

3 inmate boot camps

Overall, the Corrections Division is responsible for over 52,000 inmates and 137,000 probationers.
SPECIAL OPERATIONS

The Special Operations Section of the Corrections Division oversees internal processes that support the Division's primary task of supervising offenders.

GDC Tactical Squads: There are currently 23 Tactical Squads based at facilities across the state. Each squad has 12 Correctional Officers who receive extensive training on riot and crowd control, firearms, chemical munitions, and other less than lethal munitions. This staff is also responsible for hostage rescue. Both Tactical Squads and regionally assigned Hostage Negotiators have received training for dealing with hostage situations.

Canine Units: The Canine Units are based at 12 separate facilities across the state to provide the most effective coverage to meet the needs of GDC and our law enforcement partners across the state. There are currently 29 canine handlers and 47 bloodhounds trained specifically for inmate tracking. There are also four dogs of different breeds trained specifically for explosive detection and 28 dogs of different breeds trained specifically for narcotics detection. There is also one dog trained specifically for cadaver detection. These handlers and their dogs continue to provide direct support to the Corrections Division and to local, state, and federal agencies who request assistance. All narcotics detection canines and all explosives detection canines are certified by nationally recognized canine training organizations.

Correctional Emergency Response Teams (CERT): There are currently 29 CERT officers based at facilities across the state. Each team has a team leader and five correctional officers. Each team receives extensive training on managing non-compliant offenders in day-to-day facility operations. CERT staff also receives advanced training in cell extractions, chemical munitions and less lethal escorts and transports, inmate searches, interview and interrogation techniques, and security threat groups.

CORRECTIONS DIVISION 27

Inter-Agency Liaison: The Georgia Department of Corrections is a part of the state's overall law enforcement and criminal justice system. The role of the Inter-Agency Liaison is to maintain and strengthen those ties by serving on inter-agency task forces and representing the agency in state and national level policy meetings. An example of GDC's inter-agency commitments is providing staff and other related support to assist disaster relief in Mississippi and Louisiana during the aftermath of Hurricane Katrina.
FACILITIES OPERATIONS
Facilities Operations is responsible for the safe and secure operations of Georgia's residential facilities. Residential facilities are reserved for those offenders who have been determined to be a high risk to public safety and cannot remain in the community. There is a wide range of residential facilities. There are community-based centers from which low-risk offenders are allowed to leave each day to work in the community, but there are also maximum-security prisons in which high-risk inmates are confined to cells most of each day. Residential facilities are expensive, ranging in price from just below $34 to almost $59 per day per offender, but they are essential to protect the citizens of Georgia.
Pre-Release Centers Five (5) Pre-Release Centers (PRCs) opened at the end FY06 and were located across the state, totaling 928 beds. The mission is to address the re-entry needs of offenders in order to reduce their risk to re-offend thereby increasing public safety. These facilities provide a secure environment in which to target the reentry needs of offenders within two years or less to serve. The goals of the PRC are to emphasize work and provide the inmate with work experience. By providing additional work opportunities prior to release, the offender's work ethics will be enhanced. In addition, two key elements are assisting the inmate in locating suitable housing and meaningful work upon release. In some cases, the expectation is to further facilitate rehabilitation by transitioning the offender to work release programs. Providing evidence based programs that target crime-producing behavior is an essential element of the PRC. These programs focus on changing criminal thinking and reducing criminal behavior. Risk factors such as criminal thinking, substance abuse, low education levels, and lack of employment skills represent needs, that when addressed, are associated with reductions in recidivism. Assessments are used to identify offenders in need of riskreduction interventions.
Probation Boot Camps Probation Boot Camps: There is one Probation Boot Camp in Georgia and it is the West Georgia Probation Boot Camp in Bremen. The facility can house up to 192 male felons. Probationers may be sentenced directly to the boot camp by the courts or as a result of a revocation action. A candidate for the probation boot camp must be at least 17 and no older than 30 at the time of sentencing; has no previous period of incarceration in an adult penal institution; has no known contagious or communicable disease; has no known physical limitation that would exclude strenuous labor and physical activity; and has no known mental disorder or retardation that would prevent participation in a program that requires intensive interaction and strenuous physical activity. The boot camps are highly structured with a military regimen. Offenders work during the day in the facility or in the local community doing public service work. Risk reduction programming, particularly in the area of substance abuse, is provided in the evening hours.
CORRECTIONS DIVISION
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Inmate Boot Camps: There are three Inmate Boot Camps in Georgia, most co-located within prisons. There are 898 Inmate Boot Camp beds, all reserved for male felons.
The State Board of Pardons and Paroles chooses inmates for the boot camps from those who have been sentenced to prison. Inmates who successfully complete the three-to-four month program are released on parole regardless of their original sentence length. A candidate for the boot camp must be at least 17 and no older than 30 at the time of sentencing; has no previous period of incarceration in an adult penal institution; has no known contagious or communicable disease; has no known physical limitation that would exclude strenuous labor and physical activity; and has no known mental disorder or retardation that would prevent participation in a program that requires intensive interaction and strenuous physical activity. The camps are highly structured with a military regimen. Offenders work during the day in the facility or in the local community doing public service work. Rehabilitative programming, particularly in the area of substance abuse, is provided in the evening hours.

DIVERSION CENTERS
Probationers may be sentenced directly to a diversion center or may be sent there as part of a revocation or sentence modification. The centers are residential, but probationers hold paying jobs in the local community. All paychecks are sent directly to the centers, which deduct room and board, restitution, fines, fees, and other court ordered monies before depositing the remainder in an account for the probationer. If the probationer has a family, support for the family is also withdrawn from this account. The probationer may make small withdrawals from the account for transportation to and from work, maintenance items, or small incidentals. The centers are community-based, and efforts are made to help the offender to develop or maintain pro-social ties with both family and community.
There are 10 diversion centers around the state, four of which have units for female probationers. The total capacity of diversion centers is 832 with 184 beds designated for females.

Diversion Centers Population

At the end of FY06, there were 798 probationers in the centers.

Crime Type

Center Population End of FY06

Violent

87

Property

377

Drugs

243

HTV/DUI

15

Sex Offenses

15

Other

61

TOTAL

798

CORRECTIONS DIVISION 29

Cost and Contributions The cost for diversion centers is $17,713 per year. However, the cost is offset by the room and board collections that are returned to the State of Georgia. This offset lowers the actual cost to the state to $11,063 per year per offender. The minimum length of stay in a diversion center is approximately three months. The average length of stay in a prison is almost three and a half years. The cost of a year in a prison per inmate, approximately $18,852, is sufficient to confine only one offender. The cost of a year in a diversion center is sufficient to confine almost four offenders. Offenders in prison pay no taxes and pay no family support, while residents of the diversion centers do both.
TRANSITIONAL CENTERS After a long term in prison, selected inmates are slowly reintegrated back into society with a job and enhanced prospects for stability. Research has show n that offenders who have the opportunity to re-enter the community after a stay in a transitional center are up to a third more likely to succeed in maintaining a crime-free life.
There are 1,929 transitional center beds available statewide with 224 of them designated for women. Either the State Board of Pardons and Paroles or the prison staff must refer an inmate for the program. The decision about which inmates are sent to a transitional center is based on criminal history, behavior while incarcerated, and a number of other factors.
One function of the transitional centers is to provide "work release" opportunities, allowing inmates to obtain and maintain a paying job in the community while requiring them to conform to the structure of the center. The inmates live in the center, participate in a number of programs, and complete assignments to contribute to the upkeep of the center.
Wages earned by work release inmates are sent directly to the center. Employers are required to deduct taxes as appropriate. A portion of the wages is applied to room and board and another portion to any outstanding fines, fees, or restitution. If the inmates have minor children, they are required to provide family support for them. They may have a small allowance for transportation and incidentals, but all other funds are placed in an account until they are released from the center. Most inmates stay in a work release program for approximately six months and are then released on parole or, if the entirety of their sentences has been fulfilled, to the community.
The transitional centers also provide housing for low risk "maintenance" workers. These inmates are not participants in the work release programs although they may have access to the programs in the centers. The maintenance inmates are assigned full time to maintain the facility or other state facilities in the area. For example, approximately half of the inmates assigned to the Atlanta Transitional Center are maintenance workers who provide details to the Governor's Mansion, the State Capitol Complex, and the State Highway Patrol Headquarters. These inmates are not paid any wages. They may stay at the facility for longer periods of time. Many transitional centers are in renovated buildings.
There are 11 transitional centers, including one for women. Approximately 18 percent of the beds are designated for maintenance inmates. The average cost per day is $39.36 with a cost to tax payers of $34.42 per day. However, the contributions of the work release inmates to the local tax base, to their families' support, and to their room and board offset the total cost to the state.
CORRECTIONS DIVISION
30

PROBATION DETENTION CENTERS A probation detention center (PDC) is a minimum-security facility for confining probationers. Offenders may be sent directly to the center as a sentencing option or if they prove unable to fulfill their probation obligations in the community they may be sent to the detention center as a result of a revocation proceeding.
PDCs provide a sanctioning option for probationers who require more security or supervision than that provided by regular community supervision or a diversion center but may not qualify for a boot camp. The centers are highly structured with regimented schedules that include supervised, unpaid work in surrounding communities and programming geared toward making them more successful in the community. There are 20 PDCs currently in operation with a total of 4,420 beds. Three centers house women - over 570 beds.
One facility, the Bainbridge Probation Substance Abuse Treatment Center (BPSATC), specializes in probationers with severe substance abuse problems. BPSATC began accepting offenders in late FY02. This is a residential center for 192 male probationers who have demonstrated chronic substance abuse problems. The program has advanced cognitive-behavioral substance abuse treatment with a complete mental health component. The center was originally designed for use by only selected South Georgia circuits, but the mission has been expanded so the center can serve probationers who have not been successful at other intensive programs.
COUNTY PRISONS Some low -security, long-term state prisoners are incarcerated at county work camps. They provide unpaid, yet highly skilled work to the counties in which they are housed. Georgia has entered into interagency agreements with 24 counties in Georgia to lease over 5,200 beds in county prisons to house state inmates. The county prisons have assisted GDC in managing the jail backlog by providing additional bed space while GDC's inmates provide a major source of general and skilled labor to the local communities. GDC inmates assist in the maintenance of roads and parks; work at local landfills; serve on local fire crews; assist with small construction projects for government agencies, and assist local government agencies as needed.
GDC monitors the county facilities through an ongoing inspection and auditing process. GDC has two full-time County Facility Coordinators who regularly visit and inspect the county prisons.
PRIVATE PRISONS GDC currently has contracts with three private prison companies to house 5,174 inmates.
In 1997, through a bid process, GDC entered into contracts with Cornell Companies, Inc. to build and operate D. Ray James prison in Folkston, and with the Corrections Corporation of America (CCA) to build and operate private prisons in Alamo, Wheeler Correctional Facility and in Nicholls, Coffee Correctional Facility.
All three facilities opened in the fall of 1998 and have been a part of the corrections continuum in Georgia since that time.
Georgia's three private prisons are accredited by the American Correctional Association (ACA) and by the Medical Association of Georgia (MAG) as required by contract. GDC has a full-time Private Prison Monitor overseeing the facilities' operations to ensure that all contract conditions are met and that the facility operates with a continuous focus on sanitation, safety and security. Just as in GDC facilities, inmates work on fulltime details and are afforded the opportunity to participate in a wide variety of educational classes and counseling programs.
CORRECTIONS DIVISION
31

STATE PRISONS State prisons house violent or repeat offenders or non-violent inmates who have exhausted all other forms of punishment. Judges may sentence offenders directly to prison or offenders may be sent to prison as a result of revocation proceedings.
Inmates in state prisons have access to classes and other services that allow them to reduce their risk to the community. See Risk Reduction Services for more information.
Offenders who are able-bodied are also assigned to work details. These may be connected to the ongoing operation of the facility, such as cooking, cleaning, laundry, or making general repairs around the facility or to more specialized details. Among these specialized details are:
Food and Farm Operations: Over 5,000 inmates work on prison farms or in preserving, preparing, and serving foods. (See materials on Food and Farm)
Inmate Construction: Inmate crews serve the construction needs of Corrections, other state agencies and communities. Carefully supervised, skilled inmates are temporarily housed in nearby facilities while completing approved renovation or remodeling jobs around the state.
Fire Services: Specially selected minimum security inmates may be chosen to work in the prison fire stations responding to prison and rural fire emergencies.
Community Work Details: Under supervision, low security inmates build, refurbish, and maintain prison and civic buildings, perform roadwork, clean public buildings and schools, and work at recycling centers and landfills.
Georgia Correctional Industries: Up to 1,800 inmates are selected to receive on-the-job training which includes metal fabrication, optics, printing, license plates, footwear, woodworking, screen printing, upholstery, garment and chemical production.
There are 37 state prisons, three of which are designated for women. There are 35,881 beds in state prisons (not including county or private prisons), with about 2,484 for women.
Georgia inmates are assigned to a security level after a review of factors such as inmate's sentence, nature of the crime, criminal history, history of violence, medical, and treatment risks and needs. The classification levels are:
Maximum Security Dangerous inmates who pose a high escape risk, or have other serious problems, are assigned to this category and are housed in prisons with high levels of security.
Close Security These inmates are escape risks, have assault histories, and may have detainers for other serious crimes on file. These inmates never leave the prison and require supervision at all times by a correctional officer.
Medium Security Medium security inmates have no major adjustment problems and many may work outside the prison fence, but must be under constant supervision.
Minimum Security These inmates tend to abide by prison regulations, present a minimal risk of escape, and have been judged to be a minimal threat to the community. Offenders in this security level may work outside the fence under supervision.
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Trustee Security An inmate assigned to this level has proven to be trustworthy, is cooperative, and has no current alcohol/drug problems.

FY2006 COST DOCUMENT Capital Outlay (construction) Costs

Minimum security prison - $27,823 One dormitory (double bunks)

Medium security prison - $60,700 Four general population cellblocks (double bunks) One special management unit (single bunks) One dormitory (double bunks)

Close security prison - $79,200 Three close units (double bunks) One dormitory (double bunks) One max security unit (single bunks)

Maximum security prison - $109,400 Two maximum security cellblocks (single bunks)

Start-Up cost per bed for a new or expanding facility - $3,500

Operating Costs (per offender)

Per Day

Long-term facilities State prisons (Close security and higher)2 State prisons (Medium security and lower) Average operating costs, all state prisons

$50.91 $38.40 $46.14

Probation detention centers3

$42.37

Probation diversion centers (work release)3 Minus resident payments for room & board Net cost to taxpayers

$48.53 -$18.22 $30.31

Transition centers (half-way houses)3,4 Minus resident payments for room & board Net cost to taxpayers

$39.36 -$4.94 $34.42

Pre-release centers

$32.62

Parole center (Whitworth)

$36.04

Probation boot camp (West Georgia)

$45.89

Probation substance abuse treatment center (Bainbridge) $59.13

Day reporting centers5

$9.18

Community supervision on probation Regular probation supervision Intensive probation supervision

$1.30 $3.40

Per Year
$18,582 $14,016 $16,841 $15,465 $17,713 -$6,650 $11,063 $14,366 -$1,803 $12,563 $11,906 $13,155 $16,750 $21,582
$3,351
$475 $1,241

CORRECTIONS DIVISION 33

Costs for various criminal justice sanctions vary greatly, depending mainly upon whether the offender is housed in a facility or lives at home, the degree of hardened construction of the facility (security level), and upon the ratio of offenders to staff, among other factors.
1. Capital outlay costs here are for illustrative purposes only. Every prison is unique. Costs might vary up or down depending on many factors, including the prison's capacity, the types of programs and services it offers, and the kinds of inmates it is designed to house.
2. Operating costs for "Close security and higher" includes maximum and close security prisons, women's prisons, and diagnostic centers.
3. Short-term facilities, including detention centers, diversion centers, and transition centers, turn over their populations two or three times a year. Therefore, the cost for an individual offender will only be a fraction of the "per year" cost. In addition, diversion and transition center residents contribute part of their salaries to their own upkeep, further reducing costs to taxpayers.
4. Only centers open for the entirety of the fiscal year were used to determine the Cost Per Day and Cost Per Year figures for Transitional Centers.
5. Day Reporting Centers, midway between probation & confinement, give intensive daylong treatment & training to severe alcohol & substance-abuse probationers at high risk of revocation.
DEATH PENALTY RESPONSIBILITY The Georgia Department of Corrections has the responsibility for carrying out sentences of death. A law, passed in FY2000, changed the legal method of execution in Georgia from electrocution to lethal injection, effective for crimes committed on or after May 1, 2000. Anyone who commits a capital crime and receives a death sentence will be executed by lethal injection. In Georgia, over 39 men have been executed since the U.S. Supreme Court upheld Georgia's death penalty in 1976. There are 108 male inmates under the sentence of death who are incarcerated at the Georgia Diagnostic and Classification Prison in Jackson. One female is under the sentence of death at Metro State Prison in Atlanta. In FY2006, one inmate was executed.
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34

OFFENDER ADMINISTRATION
Computation Unit This unit computes the maximum release date for new sentences, probation revocations, additional sentences, boot camp sentences, and parole revocations. It processes all amended, corrected, and modified court orders affecting the maximum release date and commutations by the state Board of Pardons and
Paroles. It processes the return of inmates to county of conviction as a result of Reversals by Court of Appeals, Supreme Court of Georgia Decisions and Writ of Habeas Corpus/Mandamus actions. The unit also prepares affidavits for the Georgia Attorney General's Office.
Admissions Unit Nearly 20,000 offenders enter the prison system each year. This unit reviews all incoming court certified sentence documents for validity and examines each supporting document for legal requirements. If there are problems, court documents are returned to the Clerks of Court for clarification, correction, or additional information. Each new inmate is assigned a number that will be used to identify the inmate and the type of sentence to be served (i.e. felony, misdemeanor, boot camp, etc.). This unit also initiates the assignment order to diagnostic centers for pickup from county jails on new entries and processes the return of inmates on parole revocations.
Releases And Agreement More than 18,000 inmates leave the prison system each year. This unit processes releases submitted by the State Board of Pardons and Paroles and discharges based on the offender having served the maximum extent of his sentence (sometimes referred to as "maxing out"). As applicable, the unit generates the $25.00 discharge check provided to inmates at the end of their sentences. The unit processes court orders to release inmates to the U.S. Marshal Service or other federal agencies within the state. The unit also handles intra- and inter-state detainers (including those from federal agencies such as the Immigration and Naturalization Services), conditional transfers and discharges to other states, and court production orders. This unit makes travel arrangements for inmates to attend Habeas Corpus hearings, Immigration hearings or regular court appearances.
Jail Subsidy Offenders who have been sentenced to state custody are usually held in county jails until GDC can make arrangements to move them into a diagnostic center. The state has a period of 15 days to pick up the inmate after the sentencing materials are received. After this time, GDC pays $20 per day for each inmate who is still housed at county jails. This unit processes the requests for payment and arranges for the payments to be made to the county.
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35

Jail Coordination Unit This unit is responsible for the pick-up of state sentenced inmates from county jails. All inmates must enter a Diagnostic prison for physical and mental health evaluations. About 400 inmates are transferred to the prison system weekly. These inmates are transferred to four male and one female diagnostic center. The jail coordination unit also works with the jails when problems arise concerning difficult inmates and those with medical problems.
Inmate Information Services This unit is responsible for disseminating, verifying and certifying the incarceration history information of all inmates. This includes scanning about 600 new sentences each week to generate offender files. Documents must be scanned, indexed and maintained according to applicable retention schedules. This unit also provides general details according to law and policy to citizens, law enforcement personnel and attorneys, the court circuits and other state agencies. The staff also manages all medical records of inmates according to HIPPA and the Open Records Request Act. The volume of incoming requests for medical files ranges from 125-175 requests per month.
Inmate Classification This unit reviews the information and recommendations in individual diagnostic packages of all incoming inmates. Based on this and the analysis of institutional and system needs, the unit makes assignments of inmates to institutions, including all state prisons, county prisons, inmate boot camps, transitional centers and private prisons. In addition, the staff responds to requests for changes in inmate security levels, institution program placement, inmate reassignment, and special needs' placement. The unit processes all paperwork related to escapes, recaptures, and extraditions as well as executive agreements between Georgia and other states. The placement and security decisions made by Inmate Classification directly affect the safety and security of both institutions and the communities where the inmates may work.
Risk Reduction Oversight In all residential facilities and in probation offices, offenders are offered the opportunity to participate in classes and treatment programs to increase their likelihood of successfully maintaining a crime-free life once the residential portion of their sentences has ended. Rehabilitation is a long-term strategy of enhancing public safety by preventing future crimes. The level of programming available in a site varies in accordance with the mission of the facility. For example, the Bainbridge Probation Substance Abuse Treatment Center offers intensive substance abuse treatment and a range of other services. Another example is the Atlanta Specialized Supervision Unit which provides an array of counseling and substance abuse services to probationers under GDC supervision. In contrast, the county prisons focus on public service work. Although the staffs that deliver classes and treatment programs in the institutions and centers are actually employees of the facilities themselves, development of the services is provided by Risk Reduction Services in our Central Office.
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36

PROBATION OPERATIONS
PROBATION STATE VIEW Probation is the most frequently used sentencing option in Georgia. During FY06, more than twice as many offenders were admitted to state probation (44,720) as were admitted to prison (22,635). Probation supervises 64% of all offenders under state correctional supervision. Prisons and other residential facilities supervise 25% and Parole supervises 11% of the state correctional population. Probation officers are still assigned in each of the 49 judicial circuits in the State of Georgia. Each circuit has at least one and sometimes several probation offices. There are over one hundred full and part time offices. The cost of probation supervision
varies based on the type of supervision being provided. Standard probation supervision costs $1.30 per probationer per day. Intensive or Specialized Probation Supervision costs $3.40 per day.
COURT SERVICES The Statewide Probation Act of 1956 created probation as a statutory alternative to incarceration. Originally, this Act was interpreted to require one officer in every judicial circuit to assist the judge. Now probation is recognized as a critical component of the correctional system. They are present in the courtroom and prepare some of the legal documents required as a part of the sentencing and revocation processes. Judges of Superior Courts depend on probation officers to provide information and, in many cases, make recommendations in the disposition of criminal actions. Officers also supervise probationers according to the court-ordered conditions and the risk posed to public safety, providing accurate documentation and feedback to the court as necessary.

Crime Type Violent Property Drugs HTV/DUI Sex Offenses Other

Population End of FY06 21,496 47,761 49,563 1,811 6,537 9,915

CORRECTIONS DIVISION 37

FIELD OPERATIONS Fiscal year 2006 began with 132,557 probationers under field supervision. By the end of the fiscal year, the population was 137,748, an increase of 4%. At the same time, the number of misdemeanants under supervision continued to fall, and by the end of the fiscal year, represented less than 1% (899) of the probation population.
The most common crime type was drug-related crimes, sales and possession, (36%), but property crimes were a close second (35%). There were nearly 28,000 offenders on probation for violent or sexual crimes. The number of offenders on state probation for Habitual Traffic Violations (HTV) or Driving Under the Influence (DUI) is down from past years primarily because such cases are often adjudicated as misdemeanors and supervised by private or county probation agencies.
Probationers under state supervision are assessed to determine their level of risk for reoffending. They are supervised according to results of the assessment. This allows more time and effort to be devoted to those offenders who pose the most risk to the community.
As a condition of their probation, offenders must agree to allow probation officers to visit them in their homes and workplaces. Officers may also require probationers to come to the probation office to report. Depending on the specific conditions in the court order, probationers may be required to submit to alcohol or drug testing.
This chart shows the distribution of the probation population at the end of FY06. There were 58,547 probationers under active supervision and 78,277 probationers on Administrative status. In accordance with OCGA 17-10-1, probationers are actively supervised for only two years unless the sentencing judge reinstates supervision. If there is no reinstatement, probationers are placed in administrative status. They are still monitored for compliance, but there is no regularly scheduled interaction between offenders and officers.
The average standard / administrative caseload in Georgia is 210 probationers per officer. This is significantly higher than the national average caseload size of 127, according to The Corrections Annual Report.
CORRECTIONS DIVISION
38

DAY REPORTING CENTERS Day Reporting Centers comprise a statewide program specifically for offenders with significant needs but who are not such a threat to public safety requiring supervision in a community corrections or prison setting. Offenders report each day to carry out elements of their sentences and address identified needs such as cognitive behavioral problems, academic education deficiencies, and vocational skill deficits affecting their employability and/or substance abuse programming addressing problems of addiction or abuse. Currently, there are five Day Reporting Centers in operation statewide, each serving approximately100 offenders at any given time. These Centers are located in Rome, Griffin, Tifton, Clayton, and Macon Georgia. As part of the Day Reporting Center program, offenders are required to
perform community service to the local communities to fulfill the offender's "symbolic restitution" to the community. The operating costs per offender are $9.18 per day.
INTENSIVE PROBATION SUPERVISION Intensive Probation Supervision (IPS) may be used as a direct sentencing option or may be used as a sanction as a result of a revocation or sentence modification hearing. IPS is available in all of the circuits. The program emphasizes high levels of surveillance and intervention for the purpose of influencing the offender's thought pattern and behavior. Critical elements of IPS supervision include mandated employment and curfew. Officers may make contact with the probationer at anytime, twenty-four hours a day. House arrest may also be ordered for IPS offenders. This condition allows the offender to leave his or her home only for essential activities (e.g., work, medical attention). At the end of the fiscal year, there were 3,414 probationers on IPS.
SPECIALIZED PROBATION SUPERVISION Specialized Probation Supervision (SPS) is a statewide program specifically for offenders who commit sexual crimes. Each circuit has at least one officer specially trained to supervise an SPS caseload. SPS is highly restrictive and structured. Travel and computer access are often curtailed, and offenders are required to keep the assigned probation officer aware of their whereabouts and activities. Probationers assigned to SPS are typically required to attend treatment by a certified provider. Sanctions are enforced if the probationer fails to attend and actively participate in treatment. It is the goal of Probation to protect the community from further victimization by sex offenders by maintaining specialized standards of supervision, providing support to victims and ensuring the offenders receive the most effective treatment possible. At the end of the FY06 there were 5,084 probationers on SPS.
Working with an offender population presents special challenges for some treatment providers and not all providers are able to meet this challenge. For example, many sex offenders are court-ordered to obtain treatment but some of the local providers did not meet the high standards set by GDC for providing a treatment regimen that properly addressed the criminal justice aspects of the deviant behavior.
Accordingly, Probation Field Operations now maintains a list of treatment providers who have the appropriate credentials and have agreed to abide by conditions set forth by the state regarding the treatment of sex offenders.
CORRECTIONS DIVISION
39

Probation officers collect DNA samples from probationers convicted of certain sex crimes using a buccal swab technique. This procedure is performed by rubbing a sterile cotton swab against the inside of the probationer's cheek. The swab is then sent in a sealed container to the crime lab at the Georgia Bureau of Investigation after documenting the testing electronically. The lab adds the sample results to its existing database of DNA to assist in identifying repeat offenders and, in some cases, eliminating suspects.
Since 1996, sex offenders have been required to register on the Sex Offender Registry maintained by the Georgia Bureau of Investigation. In July 1999, Probation received the technology to send the information and a digital photograph of the offender directly from the field offices into the database. Citizens may access the database through the GBI website or links from the GDC public website.
Global Positioning Monitors also play a part in enhancing the safety of the community. The purpose of the monitors is to establish the distance between probationers' residences and places where potential victims congregate. If the officers know that the offender lives close to potential victims, the officers will have the opportunity to intervene before the probationer can re-offend. In some cases, probationers are required to relocate their residences to avoid victim groups.
COMMUNITY SERVICE As part of the offender's "symbolic restitution" to the community, the probation sentence may include a requirement that the offender perform a specified number of hours of unpaid labor for local government or nonprofit agencies. This community service requirement sometimes takes the form of unskilled labor such as picking up trash beside roads or working on the landscaping of public buildings. Other more skilled activities have included mechanical work on government vehicles, extensive landscaping, remodeling public buildings, electrical wiring, plumbing and painting. Community Service crews also often assist in cleanup after disasters such as tornados. Many communities continue to rely on the community service workforce to collect refuse, maintain local facilities, operate recycling centers, and perform minor construction and renovation at parks or other public areas.
During FY06, probationers worked 875,508.23 hours of skilled and unskilled community service. Although there is an increasing amount of skilled labor involved in the tasks performed by probationers doing community service work, calculation of the value of community service hours is based on the minimum w age of
$5.15 per hour. At this rate, the work was worth over $4.5 million.
Along with monitoring the activities of the probationers, probation officers have a responsibility to collect court ordered fees, fines, and restitution from them. In accordance with OCGA42-834, probation officers collect $23 or $29 in fees from each actively supervised probationer each month.
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40

Three of nine dollars of this is for the Georgia Crime Victims Emergency Fund. (Probationers convicted of crimes committed after May 13, 2002 are required to pay $9 per month for the Crime Victims Fund.) Onetime fees ($50 for felonies and $25 for misdemeanors) are collected to support the Georgia Bureau of Investigation Crime Lab. Each court may add other fees and fines. The court may require restitution be paid to the victim. In this case, the offender usually pays at the probation office and the funds are then sent to the victim. Including the value of community service, probation staffs were instrumental in collecting over $49 million for the State of Georgia and the victims of crime. During FY06, there were 42,265 releases from probation. The majority of these, more than 22,327, were released having fulfilled the court orders of probation. 3,096 of over 137,000 offenders on probation committed new crimes while under supervision. These offenders were sent to prison.
CORRECTIONS DIVISION 41

FOOD & FARM SERVICES
Food and Farm Services feeds 42,000 inmates per day at a cost of $1.48 per day per offender(cost as of FY06). The unit also negotiates and oversees contracts with other state agencies to feed 5,300 inmates. Food and Farm Services uses a 28-day master menu serving 3,000 calories per day. A statewide computerized inventory system is used for cost control and warehouse shipping.
Across the state, the section oversees 14,196 acres. Overall 45 percent of the food consumed by the inmate population is produced on GDC farms. This includes all of the milk, eggs, beef and pork as well as 100 percent of the canned vegetables that can be grown in the Southeastern United States.

SITE

ACREAGE

PRODUCES

Rogers SP Farm

9,600 Canned vegetables, milk, beef, pork, & eggs

Montgomery SP Farm

43

Eggs

Wayne SP Farm

132

Fresh fruits & vegetables, as well as feed

Dooly SP Farm

125

Fresh fruits & vegetable, as well as feed

Joe Kennedy Farm

2,600

Beef & commodities for livestock feed

Middle Georgia Regional Farm (consists of farms at Milledgeville, Johnson)

1,100

Beef & commodities for livestock feed

Lee Arrendale SP Farm

596

Beef & commodities for livestock feed

The section oversees the operations of a canning plant, slaughter plants, meat processing plants, milk processing plants, and fresh vegetable processing facilities, as well as warehousing operations. Food and Farm Services is also responsible for managing the Department's Timber resources.
The Food and Farm Operation trains inmates in food production, processing, warehousing and preparation. Over 5,000 inmates are assigned to the operation: 448 in Farm Services, 75 in the Food Distribution Unit, and 4,383 in Food Service Operations.

CORRECTIONS DIVISION 42

GEORGIA CORRECTIONAL INDUSTRIES
Georgia Correctional Industries (GCI) helps to ensure that time spent in prison is productive time. It does this by operating factories at 15 state prisons, providing meaningful work and valuable job training for up to 1,400 adult inmates in the state prison system. Inmates working in these factories develop marketable job skills and a positive work ethic needed for employment when they return to their community. Typically, there are over 400 GCI inmates enrolled in OJT Certificate Programs through local technical colleges. At the same time, the high-quality goods produced by these inmates are available to government agencies at a very competitive price. GCI was created in 1960 by the Georgia Legislature as a public corporation. It is self-supporting but owned by the state. It receives no appropriation of funds from the state but relies solely on revenue generated through the sale of its products. It operates factories throughout the state, manufacturing a diverse line of products, including:
Office Furniture Modular Systems Furniture File Cabinets Institutional Security Furnishings Janitorial and Cleaning Chemicals Institutional Garments and Textiles Knitted Raw Material Goods for Garments Printing Service Signs and Decals License Plates Shoes and Hosiery Mattresses and Bedding Custom Embroidery Service Prescription Eyewear Dispensing System Chemicals for Kitchen and Laundry While inmates are not paid a wage for their labor, they clearly can benefit from the training they receive through GCI. In fact, GCI's operations benefit everyone involved: the inmates, the Department of Corrections, the taxpayers and the employees. GCI's sales of over $25 million in FY2006 and over 1400 inmates working in its factories attest to its continued accomplishment of its mission.
CORRECTIONS DIVISION
43

ADMINISTRATION
Managing the Business of Corrections
44

The Administration Division's has two main functions in supporting the Department of Corrections.
a. Financial management involves the development, allocation and management of resources to support the operations and strategic directions of the Department. It also, ensures the proper execution of agency financial transactions including purchasing, accounting and payroll. The FY2006 Annual Operating Budget for the Department is $1,040,256,835 with an annual payroll of $550 million for over 15,000 budgeted employees.
b. Asset management involves ensuring that the Department is accountable for the acquisition and use of assets, and that those assets are maintained and audited according to state and federal requirement. The Department's inventory of property items exceeds $100 million in value and its infrastructure is valued at approximately $2.3 billion.
FINANCIAL SERVICES: Financial Services is responsible for ensuring the integrity of the financial management system and all financial transactions made by the Department. Staff is responsible for the timely and accurate recording of revenues and expenditures. This is accomplished by three main functional areas: Payroll, Accounts Payable and Accounts Receivable. Payroll is responsible for the accurate recording of expenses associated with the Department's salaries and related deductions such as taxes, garnishments and employee benefits. Accounts Payable is responsible for the accurate recording of expenses associated with the Department's operations other than salaries. Accounts Receivable is responsible for the accurate recording of the Department's revenue, receivables and deposits. All of the aforementioned areas are responsible for assisting the field units as needed. Also, each area is responsible for the distribution or receipt of cash associated with its related transactions.
BUDGET SERVICES: The Budget Services Section of the Administration Division is responsible for the Agency's $1,040,256,835 budget, which includes grants, state, federal and other funds. This section serves as the central coordinating entity for the development, allocation and management of the Department's resources. Guidance is provided to all Divisions as well as to each field and central office location to support their operations and to help them achieve their goals. Additionally, the budget team serves as liaison with the Governor's Office of Planning and Budget, the House Budget Office and the Senate Budget Office to ensure the department's needs are funded and that the Department is in compliance with state law, policies and procedures.
BUSINESS PROCESSES: The Business Processes Section has statewide responsibility for reviewing and monitoring the business practices and standards of the Department. This section reviews field activity on a recurring basis, which includes accounting, budget and procurement processes; motor vehicle (fleet) and property inventory; as well as numerous agency specific activities. The section's mission is accomplished utilizing field auditors who are responsible for providing technical assistance, staff training and compliance monitoring.
The Business Processes Section is also responsible for the Department's records management program, which encompasses the development and implementation of a system for retaining and destroying GDC records in conformity with the Georgia Open Records law. This unit also serves as the Department's liaison with the state's Risk Management Services group Department of Administrative Services (DOAS) processing property loss insurance claims.
ADMINISTRATION DIVISION
45

BUSINESS MANAGEMENT: The Business Management Section provides a variety of specialized business services to the Department. It provides business transaction and budget management support to the Corrections Division, including both facility and probation operations. This Section manages the Institutional Telephone Service (inmate collect call phone system). Contract compliance by the vendor, called party complaints, and revenue generation is monitored. This section also oversees the bidding, award and administration of contracts for certain privately provided services such as inventory supply for the inmate commissaries.
CARE AND CUSTODY: The Care and Custody Program is a statewide program responsible for the purchasing, inventory management and distribution of commodities for inmates housed in correctional facilities and uniform and equipment for correctional officers. Through this program, clothing and equipment are purchased and issued to correctional personnel and inmates are provided clothing, bedding and personal care items. The inventory and distribution system is coordinated through central office staff, two warehouse operations and field advisors, who are responsible for providing technical assistance, trouble shooting and monitoring compliance with program standards in the field.
FISCAL AUDITS: The Fiscal Audit Section is responsible for auditing the collections of court-ordered fines, fees and restitution at over 90 collecting probation offices, resident and vending accounts at diversion, transitional and detention centers and inmate and commissary accounts in all state prisons. The auditors complete commissary inventories and verify that pricing and general operations are in accordance with standard operating procedures. Sales in the prison commissaries exceeded $24,000,000 in FY2006. Audits are conducted to verify profits from the commissary operations and vending accounts, which are deposited into an inmate benefit fund. The expenditures from this fund are reviewed for accuracy and allowance. The section also installs new accounting software and trains field staff on the use of the applications.
PURCHASING: The Purchasing Section has delegated authority from the DOAS to acquire all materials, supplies, equipment and services for the Department of Corrections. The Purchasing staff is responsible for creating internal procedures to ensure that the Department is compliant with all state purchasing policies, rules and regulations. This Sections administers the purchasing card program, aids in the development of bid documents and requests for proposals. Staff participates in outreach efforts to the small and minority vendor community by participating in the Governor's Small and Minority Regional Expositions held in locations around the state and in the annual Small and Minority Business Conference. The GDC Purchasing section manages the mailroom and mail distribution for the Department.
ADMINISTRATION DIVISION
46

FY2006 EXPENDITURES

SUB-CLASS Personal Services Regular Operating Travel Motor Vehicle Purchases Equipment Computer Charges Real Estate Rentals Telecommunications Per Diem and Fees Capital Outlay Contracts Utilities Health Services Purchases Court Costs County Subsidy County Subsidy for Jails Central Repair Fund Central State Hospital Meal Payments Central State Hospital Utility Payments Meal Payments Public Safety Inmate Release Funds Contracts UGA Extension Service Minor Construction Fund
FY2006 EXPENDITURE TOTAL
State Fund Expenditures Federal Other Total Federal & Other
State Treasury Collections Probation & Crime Fees TC room & board Misc Total

EXPENSES 550,831,793
72,627,502 1,403,494 5,688,213 3,962,728
15,840,575 8,276,912 7,523,173 206,066
24,925,509 84,200,284 36,302,902 165,237,142
1,249,630 37,889,600 14,583,113
499,749 4,182,874 1,815,425
577,160 1,545,136
387,944 499,911
1,040,256,835 979,047,375 9,491,699 51,717,760 61,209,459
13,878,876 3,420,877 12,273 7,312,026

Georgia Crime Victims Emergency Fund

3,538,340

The Georgia Department of Corrections' FY2006 expenditures totaled $1,040,256,835. Almost $61 millionof that amount was in non-state funds that came from federal funds (such as child nutrition, substance abuse and violent offender incarceration); room and board fees from diversion center residents; receipts from county, city, Georgia Correctional Industries and Department of Transportation work details; monies from central project telephone funds; and other miscellaneous fund sources. Additional non-state funds that we collect that are not included in the budget (but are remitted directly to the State Treasury) are $13,878,876 in probation and crime fees from probationers; $3,420,877 in room and board fees from transitional center residents; and $12,273 in other miscellaneous monies. Also not included is $3,538,340 in victims' fees that we collected from probationers and submitted directly to the Office of Planning and Budget for the Georgia Crime Victims' Emergency Fund.

ADMINISTRATION DIVISION 47

STATE PRISONS
Lee Arrendale SP P.O. Box 709 Alto, GA 30510 (706) 776-4700
Augusta SMP 3001 Gordon Hwy. Grovetown, GA 30813 (706) 855-4700
Autry SP P.O. Box 648 Pelham, GA 31779 (229) 294-2940
Baldwin SP P.O. Box 218 Hardwick, GA 31034 (478) 445-5218
Bostick SP P.O. Box 1700 Hardwick, GA 31034 (478) 445-4623
Burruss CTC P.O. Box 5849 Forsyth, GA 31029 (478) 994-7511
Calhoun SP P.O. Box 249 Morgan, GA 39866 (229) 849-5000
Central SP 4600 Fulton Mill Rd. Macon, GA 31208 (478) 471-2906
Coastal SP P.O. Box 7150 Garden City, GA31418 (912) 965-6330
Dodge SP P.O. Box 276 Chester, GA 31012 (478) 358-7200
Dooly SP P.O. Box 750 Unadilla, GA 31091
Georgia Diagnostic & Classification SP P.O. Box 3877 Jackson, GA 30233 (770) 504-2000

Georgia SP 300 1st Ave., S. Reidsville, GA 30453 (912) 557-7301
Hancock SP P.O. Box 339 Sparta, GA 31087 (706) 444-1000
Hays SP P.O. Box 668 Trion, GA 30753 (706) 857-0400
Homerville SP P.O. Box 337 Homerville, GA 31634 (912) 487-3052
Johnson SP P.O. Box 344 Wrightsville, GA 31096 (478) 864-4100
Lee SP 153 Pinewood Dr. Leesburg, GA 31763 (229) 759-6453
Macon SP P.O. Box 426 Oglethorpe, GA 31068 (478) 472-3400
Men's SP P.O. Box 396 Hardwick, GA 31034 (478) 445-4702
Metro SP 1301 Constitution Rd. Atlanta, GA 30316 (404) 624-2200
Milan SP P.O. Box 410 Milan, GA 31060 (229) 362-4900
Montgomery SP P.O. Box 256 Mt. Vernon, GA 30445 (912) 583-3600
Phillips SP 2989 W. Rock Quarry Rd. Buford, GA 30519 (770) 932-4500

DIRECTORY

Pulaski SP P.O. Box 839 Hawkinsville, GA 31036 (478) 783-6000
Rivers SP P.O. Box 1500 Hardwick, GA 31034 (478) 445-4591
Rogers SP 1978 GA Hwy. 147 Reidsville, GA 30453 (912) 557-7771
Rutledge SP P.O. Box 8409 Columbus, GA 31908 (706) 568-2340
Scott SP P.O. Box 417 Hardwick, GA 31034 (478) 445-5375
Smith SP P.O. Box 726 Glennville, GA 30427 (912) 654-5000
Telfair SP P.O. Box 549 Helena, GA 31037 (229) 868-7721
Valdosta SP P.O. Box 310 Valdosta, GA 31603 (229) 333-7900
Walker SP P.O. Box 98 Rock Springs, GA 30739 (706) 764-3600
Ware SP 3620 North Harris Rd. Waycross, GA 31503 (912) 285-6400
Washington SP P.O. Box 206 13262 Hwy. 24E Davisboro, GA 31018 (478) 348-5814
Wayne SP

P.O. Box 219 Odum, GA 31555 (912) 586-2244
Wilcox SP P.O. Box 397 Abbeville, GA 31001 (229) 467-3000
COUNTY PRISONS
Athens/Clarke Co. Prison 2825 County Farm Rd. Augusta, GA 30605 (706) 613-3400
Augusta/Richmond Co. Prison 2314 Tobacco Rd. Augusta, GA 30906 (706) 798-5572
Bulloch Co. Prison 17301 US 301 North Statesboro, GA 30458 (912) 764-6217
Carroll Co. Prison 96 Horsley Mill Rd. Carrollton, GA 30117 (912) 764-6217
Clayton Co. Prison P.O. Box 309 Lovejoy, GA 30250 (770) 4733-5777
Colquitt Co. Prison P.O. Box 339 2010 County Farm Moultrie, GA 31776 (229) 616-7490
Coweta Co. Prison 101 Selt Rd. Newnan, GA 30263 (770) 254-3723
Decatur Co. Prison 1153 Airport Rd. Bainbridge, GA 39817 (229) 248-3035
Effingham Co. Prison P.O. Box 235 Springfield, GA

31329 (912) 754-2108
Floyd Co. Prison 329 Black Bluff Rd. Rome, GA 30161 (706) 236-2494
Gwinnett Co. Prison P.O. Box 47 Lawrenceville, GA 30046 (678) 407-6000
Hall Co. Prison 1694 Barber Rd. Gainesville, GA 30507 (770) 536-3672
Harris CCI 9982 Hwy. 16 Hamilton, GA 31811 (706) 628-4959
jackson Co. Prison 255 Curtis Spence Dr. Jefferson, GA 30549 (706) 387-6450
Jefferson Co. Prison 1159 Clarks Mill Rd. Louisville, GA 30434 (478) 625-7230
Mitchell Co. Prison 4838 Hwy. 37 East Camilla, GA 31730 (229) 336-2045
Muscogee Co. Prison 7175 Sacredote Ln. Columbus, GA 31907 (706) 561-3220
Screven Co. Prison P.O. Box 377 Sylvania, GA 30467 (912) 863-4555
Spalding Co. Prison 295 Justice Blvd. Griffin, GA 30224 (770) 467-4760
Stewart Co. Prison

P.O. Box 157 Lumpkin, GA 31815 (229) 838-4385
Sumter Co. Prison P.O. Box 484 Americus, GA 31709 (229) 928-4582
Terrell Co. Prison 3110 Albany Hwy. Dawson, GA 31742 (229) 995-5381
Thomas Co. Prison 324 County Farm Rd. Thomasville, GA 31757 (229) 226-4394
Troup Co. Prison 2508 Hamilton Rd. LaGrange, GA 30241 (706) 883-1720
PRIVATE PRISONS
Coffee Correctional Facility (Corrections Corp. of America) P.O. Box 650 Nicholls, GA 31554 (912) 345-5058
D. Ray James Correctional Facility (Cornell Corporation) P.O. Box 2000 Folkston, GA 31537 (912) 496-6242
Wheeler Correctional Facility (Corrections Corp. of America) 1100 North Broad St. Alamo, GA 30411 (912) 568-1731
PRISON BOOT CAMPS
Baldwin BC P.O. Box 218 Hardwick, GA 31034 (478) 445-5218

DIRECTORY 48

Burruss BC P.O. Box 5849 Forsyth, GA 31029 (478) 994-7511
TRANSITIONAL CENTERS
Albany TC 304 N. Washington Albany, GA 31701 (229) 430-3888
Atlanta TC 332 Ponce de Leon Ave., NE Atlanta, GA 30308 (404) 206-5103
Augusta TC 601 Taylor St. Augusta, GA 30901 (706) 721-1650
Clayton TC 242 Falcon Dr. Forest Park, GA 30297 (404) 675-1500
Coastal TC 309 Styles Ave. Savannah, GA 31415 (912) 651-0900
Columbus TC 3900 Shatulga Rd. Columbus, GA 31907 (706) 568-2167
Helms TC 1275 Constitution Rd. Atlanta, GA 30316 (404) 624-2413
LaGrange TC P.O. Box 1309 LaGrange, GA 30241 (706) 845-4018
Macon TC 1100 Second St. Macon, GA 31201 (478) 751-6090
Metro Women's TC 1303 Constitution Rd. Atlanta, GA 30316 (404) 624-2380
Savannah Men's TC 1250 E. Presidents

St. Savannah, GA 31404 (912) 651-6372
PROBATION DETENTION CENTERS
Bainbridge PSATC P.O. Box 1010 Bainbridge, GA 39818 (229) 248-2463
Bacon PDC P.O. Box 904 Alma, GA 31510 (912) 632-8157
Bleckly PDC P.O. Box 519 Cochran, GA 31014 (478) 934-3303
Central PDC P.O. Box 190 Cadwell, GA 31009 (478) 689-4750
Colwell PDC 797 Beasley St. Blairsville, GA 30512 (706) 745-3610
I.W. Davis PDC P.O. Box 730 Jefferson, GA 30549 (706) 367-1732
Emanuel PDC P.O. Box 1430 Twin City, GA 30471 (478) 763-2400
Emanuel PDC Swainsboro Unit P.O. Box 218 Swainsboro, GA 30401 (478) 289-2748
Virgil W. McEver, Jr. PDC P.O. Box 1480 Perry, GA 31069 (478) 988-7024
Northwest PDC 1030 W. Girrard St. Cedartown, GA 30125 (770) 749-2300

Patten PDC P.O. Box 278 Lakeland, GA 31635 (229) 482-8241
Paulding PDC 1295 N. Industrial Blvd. Dallas, GA 30132 (770) 443-7807
Rockdale-Dekalb PDC 2165 Chambers Dr. Conyers, GA 30012 (770) 388-5777
Smith PDC P.O. Box 726 Glennville, GA 31034 (912) 654-5000
Southeast PDC P.O. Box 869 Claxton, GA 30417 (912) 739-1911
Southwest PDC P.O. Box 3188 Moultrie, GA 31776 (229) 891-7180
Terrell Co. PDC P.O. Box 779 Dawson, GA 39842 (229) 995-6701
Truetlen PDC P.O. Box 707 Soperton, GA 30457 (912) 529-6760
West Central PDC P.O. Box 589 Zebulon, GA 30295 (770) 567-0831
Western PDC P.O. Box 2250 Butler, GA 31006 (478) 862-5851
Whitworth PDC P.O. Box 769 Hartwell, GA 30643 (706) 856-2601
Women's PDC P.O. Box 920 Claxton, GA 30417 (912) 739-0716

PROBATION BOOT CAMPS
West GA PBC P.O. Box 690 Bremen, GA 30110 (770) 537-5143
DIVERSION CENTERS
Albany DC P.O. Box 50188 Albany, GA 31703 (229) 430-4306
Alcovy DC P.O. Box 1600 Monroe, GA 30655 (770) 207-4171
Athens DC P.O. Box 1229 Athens, GA 30603 (706) 542-8628
Augusta DC P.O. Box 5706 Augusta, GA 30906 (706) 771-4763
Clayton DC P.O. Box 2283 Forest Park, GA 30298 (404) 363-7680
Gainesville DC 1002 Aviation Blvd. Gainesville GA 30501 (770) 535-5723
Gateway DC 1100 Sylvan Rd. Atlanta, GA 30310 (404) 756-4600
Griffin DC P.O. Box 1086 Griffin, GA 30224 (770) 229-3327
Macon DC 200 Henry St. Macon, GA 31206 (478) 751-6197
Rome DC 100 Marable Way Rome, GA 30165 (706) 295-6418
Thomasville DC P.O. Box 980 Thomasville, GA 1799 (229) 225-4025

Tommy M. Rouse DC P.O. Box 759 Waycross, GA 31502 (912) 285-6028
FIELD PROBATION OFFICES
Acworth PO P.O. Box 910 Marietta, GA 30061 (770) 975-4161
Adel PO 107 N. Parrish Ave. Adel, GA 31620 (229) 896-7525
Albany PO P.O. Box 822 Albany, GA 31709 (229) 430-3068
Americus PO P.O. Box 226 Americus, GA 31709 (229) 931-2537
Appling PO P.O. Box 344 Appling, GA 30802 (706) 541-0249
Athens PO P.O. Box 1146 Athens, GA 30605 (706) 369-6000
Atlanta Mid-Town PO 353 Parkway Dr. Atlanta, GA 30312 (404) 463-4333
Atlanta PO 160 Pryor St. Room JG-54 Atlanta, GA 30303 (404) 656-4600
Atlanta PO (Court Services) 160 Pryor St. JG-54 Atlanta, GA 30303
Atlanta PO (Transfer) 160 Pryor St. JG-54 Atlanta, GA 30303
Atlanta PO (Programs/IPS) 3201 Atlanta Industrial Pkwy.

Atlanta, GA 30331 (404) 505-0133
Atlanta South PO1 1568 Willingham Dr. Suite G-102 College Park, GA 30337 (404) 559-6661
Atlanta South PO2 1568 Willingham Dr. Suite G-102 College Park, GA 30349 (404) 559-6661
Atlanta SSU 3201 Atlanta Ind.Pkwy. Bldg. 100-Suite 107 Atlanta, GA 30331 (404) 505-0133
Atlanta West PO 2001 MLK Jr., Dr. Suite 412 Atlanta, GA 30310 (404) 756-4432
Augusta PO 901 Greene St. Augusta, GA 30901 (706) 721-1122
Bainbridge PO P.O. Box 1044 Bainbridge, GA 39818 (229) 248-2671
Barnesville PO P.O. Box 2000 Jackson, GA 30233 (770) 358-5167
Baxley PO 69 Tippens St. Suite 104 Baxley, GA 31513 (912) 366-1064
Blairsville PO 395 Cleveland St. Suite 3 Blairsville, GA 30512 (706) 781-2360
Blakely PO P.O. Box 772 Blakely, GA 39823 (229) 723-4277

DIRECTORY 49

Blue Ridge PO 900 E. Main St. Suite 9 Blue Ridge, GA 30513 (706) 632-2149
Brunswick PO P.O. Box 178 Brunswick, GA 31521 (912) 262-3065
Buchanan PO P.O. Box 156 Buchanan, GA 30113 (770) 646-3810
Cairo PO P.O. Box 149 Cairo, GA 39828 (229) 377-5347
Calhoun PO P.O. Box 294 Calhoun, GA 30703 (706) 624-1414
Camilla PO P.O. Box 342 Camilla, GA 31730 (229) 522-3572
Canton PO 130 E. Main St. Suite G101 Canton, GA 30114 (770) 479-2602
Carnesville PO P.O. Box 371 Carnesville, GA 30521 (706) 384-4343
Carrollton PO 205 Tanner Street Suite B Carrollton, GA 30117 (770) 836-6704
Cartersville PO P.O. Box 771 Cartersville, GA 30120 (770) 387 3780
Cedartown PO P.O. Box 1771 Cedartown, GA 30125 (770) 749-2206

Clarkesville PO P.O. Box 2556 Clarkesville GA 30523 (706) 754-9315
Claxton PO P.O. Box 26 Claxton, GA 30417 (912) 739-9612
Clayton PO 25 Courthouse Sq. Suite 219 Clay ton, GA 30525 (706) 782-4727
Columbus PO P.O. Box 2337 Columbus, GA 31902 (706) 649-7484
Conyers PO P.O. Box 473 Conyers, GA 30012 (770) 388-5011
Donaldsonville PO P.O. Box 245 Donalsonville, GA 39845 (229) 524-2836
Douglas PO P.O. Box 1051 Douglas, GA 31534 (912) 389-4431
Douglasville PO 8723 Hospital Dr. Suite 1 Douglasville, GA 30134 (770) 489-3070
Dublin PO P.O. Box 2012 Dublin, GA 31040 (478) 275-6637
Eastman PO P.O. Box 4234 Eastman, GA 31023 (478) 374-6501
Eatonton PO P.O. Box 4223 Eatonton, GA 31024 (706) 484-2970
Elberton PO P.O. Box 725 Elberton, GA

30635 (706) 213-2032
Ellijay PO 368 Craig Street Suite 103 East Ellijay, GA 30540 (706) 635-5125
Fayetteville PO 135-A Bradford Sq. Fayetteville,GA 30215 (770) 460-2730
Fitzgerald PO P.O. Box 1168 Fitzgerald, GA 31750 (229) 426-5234
Fort Valley PO P.O. Box 754 Fort Valley, GA 31030 (478) 825-3136
Gainesville PO 2314 Murphy Blvd. Gainesville, GA 30504 (770) 535-5710
Gray PO P.O. Box 753 Gray, GA 31032 (478) 986-6611
Greensboro PO P.O. Box 282 Greensboro, GA 30642 (706) 453-7131
Greenville PO P.O. Box 582 Greenville, GA 30222 (706) 672-4971
Griffin PO 1435 N. Expressway Suite 302 Griffin, GA 30223 (770) 229-3132
Hartwell PO P.O. Box 715 Hartwell, GA 30643 (706) 856-2711
Hazelhurst PO P.O. Box 1060 Hazelhurst, GA 31539 (912) 375-4441

Hinesville PO P.O. Box 94 Hinesville, GA 31310 (912) 370-2571
Homerville PO 110 Court Sq. Homerville, GA 31313 (912) 370-2571
Jackson PO P.O. Box 2000 Jackson, GA 30233 (770) 504-2370
Jasper PO 37 Court St. Jasper, GA 30143 (706) 692-4805
Jesup PO P.O. Box 272 Jesup, GA 31598 (912) 427-5894
LaFayette PO 109 Main St. LaFayette, GA 30728 (706) 638-5531
LaGrange PO 206 Rear Ridley Ave. LaGrange, GA 30240 (706) 845-4125
Lakeland PO P.O. Box 366 Lakeland, GA 31635 (229) 482-3303
Lawrenceville PO P.O. Box 1305 Lawrenceville, GA 30046 (770) 339-2222
Louisville PO P.O. Box 706 Louisville, GA 30434 (478) 625-3648
Lyons PO P.O. Box 658 Lyons, GA 30436 (912) 526-8311
Macon PO 200 Third St. Macon, GA 31201 (478) 751-6092

Marietta PO (North) 130 South Park Sq. Marietta, GA 30061 (770) 528-4923
McDonough PO 45 Keys Ferry St. McDonough, GA 30253 (770) 954-2004
McRae PO P.O. Box 151 McRae, GA 31055 (229) 868-3200
Milledgeville PO P.O. Box 1808 Milledgeville, GA 31059 (478) 445-4468
Millen PO P.O. Box 486 Millen, GA 30442 (478) 982-2050
Monroe PO P.O. Box 129 Monroe, GA 30655 (770) 267-1347
Monticello PO 126 W. Green St. Suite 30 Monticello, GA 31064 (706) 468-4920
Morgan PO P.O. Box 143 Morgan, GA 39866 (229) 849-3795
Morrow PO 1331 Citizens Pkwy. Suite 201 Morrow, GA 30260 (770) 960-4100
Moultrie PO P.O. Box 1214 Moultrie, GA 31776 (229) 891-7270
Nashville PO 495 County Farm Rd. Nashville, GA 31639 (229) 686-9329

Newnan PO 51-B Perry St. Newnan, GA 30263 (770) 254-7204
Oglethorpe PO P.O. Box 372 Oglethorpe, GA 31068 (478) 472-3591
Perry PO Houston Co. Courthouse 201 Perry Parkway Perry , GA 31069 (478) 988-6750
Reidsville PO P.O. Box 636 Reidsville, GA 30456 (912) 557-1166
Ringgold PO Catoosa Co. Courthouse Room 204 Ringgold, GA 30726 (706) 295-6323
Rome PO 400 Broad St. Suite 100 Rome, GA 30161 (706) 295-6323
Sandersville PO P.O. Drawer 1015 Sandersville, GA 31082 (478) 553-2450
Savannah PO P.O. Box 9504 Savannah, GA 31412 (912) 651-2204
Soperton PO P.O. Box 262 Soperton, GA 30457 (912) 529-6283
Springfield PO P.O. Box 820 Springfield, GA 31329 (912) 754-3257
Statesboro PO P.O. Box 238 Statesboro, GA 30459 (912) 871-1119

DIRECTORY 50

Swainsboro PO P.O. Drawer 940 Swainsboro, GA 30401
Sylvania PO 655 Frontage Rd. East Sylvania, GA 30467 (912) 564-7382
Watkinsville PO P.O. Box 92 Watkinsville, GA 30677 (706) 769-3959
Waycross PO P.O. Box 819 Waycross, GA 31502 (912) 287-6536
Waynesboro PO P.O. Box 89 Waycross, GA 30830 (706) 437-6849
Winder PO 22 Lee Street Winder, GA 30680 (770) 307-3065
Woodbine PO P.O. Box 400 Woodbine, GA 31569 (912) 576-599

DAY REPORTING CENTERS
Atlanta DRC 3201 Atlanta Industrial Pkwy. Building 100, Ste 107 Atlanta, GA 30331 (404) 699-5151
Clayton DRC 1331 Citizens Pkwy. Morrow, GA 30260 (770) 960-2005
Griffin DRC 1435 North Expressway Suite 304 Griffin, GA 31201 (770) 229-3345
Macon DRC 543 Second St. Suite 101 Macon, GA 31201 (478) 751-4191
Rome DRC 1604 North Broad St. Rome, GA 30161 (706) 295-6323
Tifton DRC P. O. Box 1149 Tifton, GA 31794 (229) 391-6937

PRE-RELEASE CENTERS
Appling PreRelease CTR 252 W. Park Dr. Baxley, GA 31515
Pelham PreRelease CTR 410 Mize Street Pelham, GA 31779
Lamar PreRelease CTR 700 Gordon RD P. O. Box 70 Barnesville, GA 30204
Turner PreRelease CTR 514 S. Railroad Ave. Sycamore, GA 31790
Wilkes PreRelease CTR 1430 Industrial Park Rd. Washington, GA 30673

DIRECTORY 51

GEORGIA DEPARTMENT OF CORRECTIONS
CHART, GRAPHS, MAPS & TABLES 52

ACTIVE INMATE POPULATION

ACTIVE INMATE PROFILE
RACE Nonwhite White GENDER Minus resident payments for room & board Net cost to taxpayers AVERAGE AGE PROBATION TO FOLLOW EDUCATION LEVEL Up to 11th Grade GED or High School Graduate NUMBER OF PRIOR GEORGIA INCARCERATIONS Zero One Two

32,313 20,107
-$4.94 $34.42
35.77 22,018
34,512 9,316
30,346 9,252
13,061

61.64% 38.36%
-$1,803 $12,563
41.81%
65.54% 18.68%
57.63% 17.57% 24.80%

CHART, GRAPHS, MAPS & TABLES 53

INMATE ADMISSIONS/DEPARTURES
Inmate Admissions and Departures Fiscal Year 1996 - Fiscal Year 2006
FY2006 Prison Admission by Crime Type July 1, 2005 - June 30, 2006
CHART, GRAPHS, MAPS & TABLES 54

INMATES BY COUNTY

County

Men

Appling

89

Atkinson

38

Bacon

51

Baker

13

Baldwin

361

Banks

76

Barrow

248

Bartow

519

Ben Hill

229

Berrien

81

Bibb

999

Bleckley

101

Brantley

55

Brooks

68

Bryan

101

Bulloch

454

Burke

199

Butts

148

Calhoun

36

Camden

131

Candler

78

Carroll

528

Catoosa

251

Charlton

62

Chatham

2341

Chattahoochee 28

Chattooga 222

Cherokee

540

Clarke

477

Clay

28

Clayton

1592

Clinch

46

Cobb

2602

Coffee

223

Colquitt

298

Columbia

277

Cook

137

Coweta

519

Crawford

20

Crisp

291

Dade

138

Dawson

92

Decatur

266

DeKalb

3046

Dodge

167

Dooly

101

Dougherty 976

Douglas

1063

Early

75

Echols

12

Effingham

167

Elbert

157

Emanuel

178

Evans

81

Women TOTAL

4

93

3

41

0

51

1

14

23

384

7

83

12

260

66

585

16

245

12

93

56

1055

8

109

3

58

0

68

13

114

31

485

10

209

7

155

4

40

7

138

3

81

51

579

22

273

4

66

154

2495

1

29

31

253

54

594

35

512

1

29

133

1725

4

50

241

2843

22

245

10

308

23

300

8

145

24

543

3

23

28

319

12

150

8

100

16

282

152

3198

11

178

5

106

61

1037

121

1184

3

78

0

12

17

184

13

170

7

185

6

87

County Men

Fannin

111

Fayette 281

Floyd

792

Forsyth 243

Franklin 129

Fulton

4469

Gilmer

132

Glascock 10

Glynn

451

Gordon 282

Grady

210

Greene 96

Gwinnett 1512

Habersham 129

Hall

723

Hancock 43

Haralson 77

Harris

102

Hart

110

Heard

57

Henry

473

Houston 580

Irwin

64

Jackson 214

Jasper

68

Jeff Davis 69

Jefferson 105

Jenkins 73

Johnson 67

Jones

142

Lamar

79

Lanier

43

Laurens 282

Lee

70

Liberty

236

Lincoln

43

Long

85

Lowndes 572

Lumpkin 88

Macon

71

Madison 143

Marion

49

McDuffie 218

McIntosh 66

Meriwether 185

Miller

31

Mitchell 199

Monroe 167

Montgomery 46

Morgan 85

Murray

230

Muscogee 1699

Newton 503

Oconee 65

Women
8 27 96 27 13 171 18 1 21 35 17 3 112 13 61 2 5 4 6 7 46 43 3 16 3 3 1 5 1 12 5 4 23 3 12 0 6 31 8 4 10 3 11 2 12 1 14 18 2 10 18 120 50 2

TOTAL County Men Women TOTAL

119 308 888 270 142 4640 150 11 472 317 227 99 1624 142 784 45 82 106 116 64 519 623 67 230 71 72 106 78 68 154 84 47 305 73 248 43 91 603 96 75 153 52 229 68 197 32 213 185 48 95 248 1819 553 67

Oglethorpe 64 5

Paulding 192 12

Peach

87 2

Pickens

86 4

Pierce

53 2

Pike

52 4

Polk

152 8

Pulaski

85 12

Putnam

121 5

Quitman 15 0

Rabun

76 5

Randolph 69 0

Richmond 1891 131

Rockdale 411 32

Schley

17 0

Screven

143 6

Seminole 73 6

Spalding 631 76

Stephens 164 14

Stewart

34 2

Sumter

248 13

Talbot

42 4

Taliaferro 15

2

Tattnall

174 7

Taylor

78

4

Telfair

146 16

Terrell

87

2

Thomas

330 12

Tift

325 19

Toombs

274 19

Towns

30

4

Treutlen

62

5

Troup

709 63

Turner

76

4

Twiggs

45

3

Union

44

2

Upson

248 24

Walker

389 48

Walton

326 21

Ware

350 22

Warren

45

2

Washington 110 6

Wayne

159 17

Webster

13

1

Wheeler

30

4

White

77

6

Whitfield 709 83

Wilcox

79

3

Wilkes

84

6

Wilkinson 58

2

Worth

151 6

Not Reported 1009 104

TOTAL

49,083 3,576

69 204 89 90 55 56 160 97 126 15 81 69 2022 443 17 149 79 707 178 36 261 46 17 181 82 162 89 342 344 293 34 67 772 80 48 46 272 437 347 372 47 116 176 14 34 83 792 82 90 60 157 1113
52,659

CHART, GRAPHS, MAPS & TABLES 55

INMATE RELEASES
FY 2006 Inmate Releases by Crime Type July 1, 2005 - June 30, 2006
FY 2006 Inmate Releases by Prison Sentence in Years July 1, 2005 - June 30, 2006
CHART, GRAPHS, MAPS & TABLES 56

PROBATION BY COUNTY OF CONVICTION

County

Men

Appling

160

Atkinson

124

Bacon

85

Baker

47

Baldwin

819

Banks

233

Barrow

631

Bartow

1869

Ben Hill

301

Berrien

252

Bibb

2653

Bleckley

219

Brantley

113

Brooks

224

Bryan

186

Bulloch

728

Burke

246

Butts

378

Calhoun

116

Camden

356

Candler

109

Carroll

927

Catoosa

619

Charlton

81

Chatham

2933

Chattahoochee 53

Chattooga 394

Cherokee

1872

Clarke

1004

Clay

91

Clayton

1595

Clinch

215

Cobb

8027

Coffee

394

Colquitt

737

Columbia

641

Cook

385

Coweta

774

Crawford

100

Crisp

527

Dade

322

Dawson

290

Decatur

561

DeKalb

4343

Dodge

241

Dooly

237

Dougherty 3070

Douglas

2479

Early

320

Echols

40

Effingham

381

Elbert

258

Emanuel

241

Evans

102

Women TOTAL

42 29 22 5 232 79 240 576 111 68 782 62 39 45 55 250 50 96 28 82 36 300 229 28 974 14 146 680 236 20 552 48 2443 101 177 162 83 294 18 178 109 128 168 1202 89 57 782 963 77 3 134 61 55 30

202 153 107 52 1051 312 871 2445 412 320 3435 281 152 269 241 978 296 474 144 438 145 1227 848 109 3907 67 540 2552 1240 111 2147 263 10470 495 914 803 468 1068 118 705 431 418 729 5545 330 294 3852 3442 397 43 515 319 296 132

County Men

Fannin

290

Fayette 633

Floyd

1873

Forsyth 682

Franklin 252

Fulton

7614

Gilmer

373

Glascock 22

Glynn

1069

Gordon 797

Grady

422

Greene 325

Gwinnett 5621

Habersham 322

Hall

1604

Hancock 110

Haralson 374

Harris

212

Hart

189

Heard

91

Henry

1837

Houston 1623

Irwin

210

Jackson 824

Jasper

194

Jeff Davis 193

Jefferson 189

Jenkins 147

Johnson 90

Jones

424

Lamar

308

Lanier

153

Laurens 780

Lee

474

Liberty

328

Lincoln

132

Long

83

Lowndes 2141

Lumpkin 290

Macon

274

Madison 203

Marion

104

McDuffie 309

McIntosh 164

Meriwether 253

Miller

162

Mitchell 444

Monroe 323

Montgomery 106

Morgan 213

Murray

380

Muscogee 2286

Newton 1422

Oconee 141

Women
74 258 704 203 61 1436 116 2 333 313 99 65 1599 112 515 23 94 47 44 22 612 486 26 245 41 54 30 25 27 95 66 34 201 93 114 22 14 593 108 46 52 22 86 29 88 35 108 89 25 39 94 835 366 31

TOTAL
364 891 2577 885 313 9050 489 24 1402 1110 521 390 7220 434 2119 133 468 259 233 113 2449 2109 236 1069 235 247 219 172 117 519 374 187 981 567 442 154 97 2734 398 320 255 126 395 193 341 197 552 412 131 252 474 3121 1788 172

County

Men

Oglethorpe 127

Paulding 792

Peach

272

Pickens

274

Pierce

105

Pike

104

Polk

591

Pulaski

132

Putnam

344

Quitman 60

Rabun

183

Randolph 196

Richmond 2651

Rockdale 736

Schley

103

Screven

249

Seminole 250

Spalding 783

Stephens 323

Stewart

133

Sumter

1023

Talbot

69

Taliaferro 51

Tattnall

206

Taylor

121

Terlfair

197

Terrell

237

Thomas

1271

Tift

717

Toombs

246

Towns

91

Treutlen

133

Troup

846

Turner

170

Twiggs

129

Union

153

Upson

331

Walker

716

Walton

1286

Ware

405

Warren

78

Washington 186

Wayne

457

Webster

71

Wheeler

64

White

268

Whitfield 1212

Wilcox

114

Wilkes

174

Wilkinson 150

Worth

351

Not Reported 2026

Women TOTAL

15

142

200 992

62

334

81

355

33

138

26

130

136 727

33

165

88

432

17

77

54

237

61

257

816 3467

248 984

17

120

100 349

73

323

363 1146

92

415

27

160

277 1300

8

77

11

62

66

272

25

146

66

263

59

296

350 1621

161 878

96

342

29

120

24

157

312 1158

23

193

37

166

56

209

107 438

231 947

299 1585

130 535

9

87

39

225

153 610

11

82

16

80

69

337

495 1707

25

139

37

211

46

196

56

407

674 2700

TOTAL

106,139 30,960 137,099

CHART, GRAPHS, MAPS & TABLES 57

GLOSSARY OF TERMS

Classification - An inmate is classified for a particular security level and transferred to an appropriate prison based on assessment, which factors include crime type, security risk and prison behavior.
Correctional Officer - A Peace Officers Standard and Testing (POST) - certified justice professional who supervises inmates in prisons and probationers sentenced to community based facilities.
Cost Per Day - It costs an average of $47 per day (or about $18,000 per year) to incarcerate and feed an inmate. Almost half that cost is attributed to security costs. Inmates on death row have higher security costs and therefore cost the state approximately $64 per day (or $23,000 per year).

Private Prison - Operated by a private prison company (i.e. Cornell Corrections, Inc. or Corrections Corporations of America), the private prison houses state inmates and employs POST certified correctional staff to oversee the inmates.
Probation - A court-imposed sentence either suspending incarceration or following a period of incarceration. Probationers live in the community and are supervised according to the terms of the sentencing court.
Probation Officer - A POST certified law enforcement professional who enforces the orders of the courts while supervising offenders released to the community on probation sentences.

County Correctional Institution/Work Camp Operated by the counties, these work camps feed and house over 3,500 state prisoners who perform free labor for the communities. GDC pays the counties a daily rate of $20 per state inmate.
Diagnostic - Upon entering the system, inmates are screened for physical and mental health, skills, level of security risk, education and other background information.
Inmate - A person sentenced to incarceration. Georgia inmates wear white pants and shirts with "State Prisoner" in black in stenciled on the back.
Interstate Compact - An agreement between Georgia and other states to provide supervision for probationers sentenced in one state and residing in another state.

Probationer - A person sentenced to supervision in the community under the direction of a probation officer, or a person sentenced to a term in a community based probation center.
Recidivisim - The study of the percentage of criminals who return to prison during a specified period of time. In Georgia, the average return-to-prison rate is 39 percent over a three-year period.
Restitution - Payment made by the offender to the crime victim and to the citizens of Georgia.
Tentative Parole Month - The date chosen by the State Board of Pardons and Paroles to grant release to an inmate dependent on satisfactory prison behavior and other factors, such as new information or protests, which may lead the Parole Board to reconsider its decision.

Max Out Date - The date on which an inmate reaches the end of his court-imposed sentence. Also, "Maximum Release Date."
Parole - The release of an offender from confinement under continuing state custody and supervision and under conditions which, if violated, permit reimprisonment.

Under Death Sentence - There are 108 male inmates and 1 female inmate on death row. These inmates are serving a sentence punishable by death by lethal injection.
Visitation - The warden or superintendent of a facility determines inmate visitation policies. No conjugal visits are allowed in Georgia prisons.

Prison - State or county correctional institution which houses convicted offenders sentenced by the state.

ADDITIONAL INFORMATION 58

FREQUENTLY ASKED QUESTIONS

Q: - How do I find out an inmates identification number, crime, tentative parole month, or place of incarceration?
A: Call Inmate Information Service at (404) 656-4661. Please provide the inmate's name, gender, date of birth and race. Also, it is helpful to have the inmate's social security number.
Q: What are the inmate visitation policies?

Q: - How can a citizen get a tour of a facility?
A: Contact the Office of Public Affairs at (404) 656-9772.
Q: Does the GDC coordinate tours for troubled youth?
A: YES! Contact the Office of Public Affairs at (404) 656-9772 regarding the Commissioner's Choose Freedom or Community Awareness Program.

Q: How can I apply to become a Correctional Officer or Probation Officer?
A: All applicants can obtain a job application at any GDC facility or at the Georgia Department of Labor. Call the GDC Job Hotline (404)656-4593 (option #4).
Q: What is the pay range for an entry-level position as a Correctional Officer or Probation Officer?

A: Visitation is a privilege that is permited under conditions determined by the warden or superintendent of a facility.
Q: I am a victim. How can I determine the status of my offender?
A: Victims can register with the Victim Services office at (404) 656-7660. Registered victims will be notified of an inmate's change of status, escape, recapture or death.

Q: How much does it cost to house an inmate per day (per year)?
A: It costs an average of $47 per day (or about $18,000 per year) to incarcerate and feed an inmate. Almost half of that cost is attributed to security costs. Inmates on death row have higher security costs. $64 per day (or $23,000 per year).
Q: What is the recidivism rate?

A: Correctional Officer - $23,613 Probation Officer - $28,543.
Q: Does Corrections have a website?
A: The web address for the Department of Corrections is www.dcor.state.ga.us.

Q: How can I get an inmate moved closer to me or further away from my community?
A: If you wish to have an inmate considered for transfer, contact the Classification section at (404) 656-4987.
Q: When will an inmate be considered for parole?
A: For parole decisions, call the State Board of Pardons and Paroles at (404) 656-5651. For the PAP Public Information Office contact (404) 651-5897.

A: The recidivism rate is the percentage of inmates who return to a Georgia prison within 3 years of their release.
Q: What is the difference between parole and probation?
A: The Board of Pardons and Paroles has the authority to select and release offenders for parole who are then subject to supervision by parole officers. A judge sentences an offender to probation in lieu of a prison sentence. A probation officer supervises the probationer.

ADDITIONAL INFORMATION 59

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