FL DOC Department and Policy Review, Florida Law and Order Transition Team, 2010

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Governor-Elect Rick Scott
Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Executive Summary, Review and Report
Henree Martin
Linda Mills
Robert Woody
Paula Hoisington
List of Exhibits
1. Proposed DOC Organizational Chart
2. Current DOC Organizational Charts
3. PRIDE Materials
a. Inmate Workstations Count / Annual Revenues, 1984 – 2010
b. Employees Paid $50,000 per year or more
c. Consultancy (Lobbying) Contract A
d. Consultancy (Lobbying) Contract B
e. Correctional Industries Development Plan
4. Current Department Divisions and Bureaus
5. Total number of physical offices and locations by city
6. Final Report of the Governor’s Ex-Offender Task Force, November 2006
7. Key Findings and Recommendations Based on the Governor’s Executive Order Requiring an
Inventory of Florida’s Employment Restrictions, January 2007
8. Smart Justice, February 2010
9. Florida TaxWatch Government Cost-Saving Task Force Report, December 2010
10. Right on Crime Statement of Principles, December 2010
INTRODUCTION
The transition team assigned to the Department of Corrections submits the attached report for your
consideration. This report reflects our findings and recommendations based on our interviews of
more than twenty people in senior management positions, as well as our review of scores of
documents and reports.
Our team had the distinct advantage of those who have gone before us and alongside us in seeking
reform of criminal justice and corrections policies and practices over the last six years. We endorse
and recommend the recommendations made by Governor Bush’s Ex-Offender Task Force, the
Department of Corrections Reentry Advisory Council, the Smart Justice Report of the Collins Center
for Public Policy, and the report of Florida TaxWatch’s Government Cost-Savings Task Force, which
was released this month. (Exhibits 6 through 9)

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 2

Each of the reports of these groups builds upon that
of the others and sounds the same theme: We are
spending billions of tax dollars locking people up
and getting very little value on the dollar. Sixty-six
percent of those incarcerated will be back within
three years and we will have to pay for that, too.
This, too, is the theme be sounded by the Right on
Crime campaign launched this month.
Conservatives, many of whom were instrumental in
passing the laws that have led to filling our prisons
at great cost, are re-evaluating such policies and
calling for criminal justice reforms that reduce
crime and reduce costs.
Right on Crime is lifting up the examples of states
across the country where conservatives have led
criminal justice reforms. Those states, including
Texas, South Carolina and Mississippi, have each
been assessing what has been driving their prison
growth and then enacted new laws and policies to
reverse that growth. Florida, however, has not.

Right on Crime
Conservatives are known for being tough on
crime, but we must also be tough on criminal
justice spending. That means demanding more
cost-effective approaches that enhance public
safety. A clear example is our reliance on
prisons, which serve a critical role by
incapacitating dangerous offenders and career
criminals but are not the solution for every type
of offender. And in some instances, they have
the unintended consequence of hardening
nonviolent, low-risk offenders—making them a
greater risk to the public than when they
entered.
Newt Gingrich, American Solutions for Winning the Future
Grover Norquist, Americans for Tax Reform
Edwin Meese, III, Former U.S. Attorney General
William J. Bennett, Former U.S. Secretary of Education and
Federal ”Drug Czar”
Asa Hutchinson, Former U.S. Attorney and Federal ”Drug
Czar”
Pat Nolan, Justice Fellowship
David Keene, American Conservative Union
Richard Viguerie, ConservativeHQ.com
Chuck Colson, Prison Fellowship Ministries
Brooke Rollins, Texas Public Policy Foundation
Paul Gessing, Rio Grande Foundation
Tony Perkins, Family Research Council
George Liebmann, Calvert Institute for Policy Research
Rabbi Daniel Lapin, American Alliance of Jews and
Christians
Kelly McCutchen, Georgia Public Policy Foundation
Penny Nance, Concerned Women for America
Ward Connerly, American Civil Rights Institute and former
Regent of the University of California
John J. DiIulio, Jr., University of Pennsylvania
Kevin Kane, Pelican Institute for Public Policy
Bob Williams, State Budget Solutions
J. Robert McClure, III, James Madison Institute
Gary Palmer, Alabama Policy Institute
Matt Mayer, Buckeye Institute for Public Policy Solutions
Viet Dinh, Georgetown University Law Center and former
U.S. Assistant Attorney General
John S. McCollister, Platte Institute
Michael Carnuccio, Oklahoma Council of Public Affairs
Ronald F. Scheberle, American Legislative Exchange Council
Eli Lehrer, Heartland Institute
David Barton, WallBuilders

Full Right on Crime Statement of Principles
attached as Exhibit 11.
There is no better illustration of Florida’s
failure to move into the 21st Century on
criminal justice and corrections reform than
the Right on Crime’s map on this page.
Significantly, Florida is not painted red. There are no reforms to in Florida for the website’s
(http://www.rightoncrime.com/) visitors to find about. It’s time to do the work necessary get
Florida painted red.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 3

EXECUTIVE SUMMARY
Our team found that DOC is broken. It is lacking leadership, vision and courage. Its organizational
structure currently is confusing, diminishes accountability and is not cost-effective. We found that
the existing performance measures and standards adopted by the Legislature are inadequate and
do not align with critical functions of the agency. (See Recommendation #1 Governor Bush’s ExOffender Task Force at Exhibit 6) We found that a pattern of promoting from within has created an
entrenched culture resistant to creativity and innovation. We further found this culture discourages
and even intimidates those who want to see progress rather than continued calcification.
That said, while DOC is flawed as an organization and its leaders may not lead all that well, it also
boasts many very hard working employees dedicated to their mission. If it were not for those
people in middle management and at staff levels, this organization would have collapsed long ago.
The mere fact they still manage to maintain custody of more than 100,000 inmates and to supervise
over 180,000 people in the community with minimal major incidents is a tribute to those in the
trenches. Note, too, that this has been accomplished even as the Legislature has ignored pleas for
modernization and reform.
DOC does not exist in a vacuum; its ever-growing prison population, now more than 102,000
prisoners at a cost of over $2.4 billion to taxpayers, is the direct result of policy choices the state has
made and retained over the last thirty years.

1. Top-Down Review of Criminal Justice and Corrections: We encourage the new
administration to continue to study the policies driving correctional costs by creating a
commission to do a top to bottom review of corrections and the criminal justice system, as
recommended by Florida TaxWatch. This is long overdue and essential to long-term cost
savings.
2. Decentralization: We concluded that the agency and the state of Florida would be best
served with a more decentralized agency, one in which decision-making is not confined to a
few senior Central Office staff, but rather where authority is moved down to the regional
level. It is our recommendation that the total number of Regional Directors be reduced
from four Institutional Regional Directors and four Community Corrections Directors to a
total of three Regional Directors. Each Regional Director would have dual responsibility of
both Institutions and Community Corrections and empowered to take care of key operating
decisions and the day-to-day problem solving of his/her Region. It is our opinion that this
change will smooth operations by promoting more flexibility in managing the daily
operations thus allowing faster decisions, greater efficiency and improved response times
to operational functions. (See proposed organizational chart, Exhibit 1)
The new organization chart that we prepared reflects our suggested changes; it reduces
numerous senior management positions and places new responsibility in the deputy

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 4

secretary and the three regional directors. These four individuals will be the foundation of
the culture change and must be highly qualified, not simply promoted. In the past the
regional directors were often the next person up for a promotion. We are asking and
expecting these people to manage their budget, be responsible for all the institutions in
their region and also manage the community corrections duties in the region. Also, we
recommend aligning the regions for institutions and community corrections.
3. External oversight.
a. The Corrections Inspector General currently reports to the Secretary. We
recommend that IG be made independent of the agency and be moved outside the
Department. Instead of reporting to the Secretary, the IG would report to the
Governor, Legislature and a Corrections and Juvenile Justice advisory council.
b. An advisory council overseeing the Departments of Corrections and Juvenile Justice
should be created.
c. The Governor should also appoint a Special Advisor or Deputy Chief of Staff for
Public Safety to coordinate with the advisory council and oversee criminal justice
and corrections. This person should have a track record in working to reform the
criminal justice system with an emphasis on reentry and should also have a good
working relationship with the legislature as well as with local governments and
reentry networks throughout the state. This person will act as a liaison for the
Governor with all executive agencies, commissions, task forces and oversight boards
as well as the legislature as it pertains to public safety issues.
4. Ombudsman. We recommend that an ombudsman be appointed to resolve problems with
families and members of the community, including DOC’s community partners.
5. The PBA contracts: These agreements encourage stagnation and insure that no culture
change can occur when officers are promoted regardless of their qualifications and
suitability for the position. This also does not allow the wardens to insure that the officers
have accepted the modified mission statement of corrections which now includes successful
reentry of the offenders into their community. The current contract is due to expire in June
2011 and needs immediate attention. The current contract and DOC procedures gives too
much weight to tenure and too little to performance, education, training and other missioncritical factors.
6. The PRIDE Agreement: PRIDE is making a few people very wealthy while operating
Florida prison industries in a manner entirely inconsistent with its mission.
PRIDE is a nonprofit authorized by the Legislature to manage prison industries and has a
statutory monopoly to do so; under its governing law, no other entity can compete with
PRIDE in the operation of prison industries. Its primary statutory mission is “To provide a
joint effort between the department, the correctional work programs, and other vocational

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 5

training programs to reinforce relevant education, training, and post-release job placement
and help reduce recommitment,” 946.501, F.S., yet nearly every year a smaller percent of the
prison population is able to secure PRIDE jobs or job training (See Exhibit 3.a.) and most
PRIDE workers will either never be released from prison or will not for many years to come
(See below).
The PRIDE annual report states that 1,655 inmates completed PRIDE training programs –
out of an inmate population of 102,203, which amounts to 1.6 percent of prisoners
completing training. Contrast this with the percent of inmates working in prison
industries in other states in 2007.

Alabama
Arizona
Arkansas
California
Connecticut
Georgia
Illinois
Kansas
Maryland
North
Carolina
South
Carolina
Tennessee
Texas

Inmates
1,500
1,882
500
5,900
336
1,400
950
1,100
1,608

Population
29,148
35,795
12,643
172,561
18,568
47,304
44,669
9,316
22,736

Percentage
5.15%
5.26%
3.95%
3.42%
1.81%
2.96%
2.13%
11.81%
7.07%

2,000

37,352

5.35%

2,233
711
4,314

23,375
19,341
135,283

9.55%
3.68%
3.19%

Further, 16% of the inmates working for PRIDE are serving life sentences; the
average sentence for the remaining workers is 15.1 years; and 28% of the PRIDE
workforce has 10 years or more to serve before being released. This means that
few in the PRIDE workforce are being rehabilitated for purposes of reducing recommitment
to prison because these workers are not being released to Florida communities at all or any
time soon.

Inmates in PRIDE assignment on 11-30-2010

PRIOFF(PRIMARY OFFENSE

Life Sentence

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 6

CODE)

1 -MURDER/MANSLAUGHTER
2 -SEXUAL/LEWD BEHAVIOR
3 -ROBBERY
4 -VIOLENT, OTHER
5 -BURGLARY
6 -PROPERTY
THEFT/FRAUD/DAMAGE
7 -DRUGS
8 -WEAPONS
9 -OTHER
Total

Yes

Total

177 216
287 75
226 25
196
8
302 13
129
0

393
362
251
204
315
129

356
1
55
0
84
0
1812 338

357
55
84
2150

Avg
Sentence of
Non-Lifers
25.5
21.3
21
12.4
14.1
6.8
8.5
10.9
8.7
15.1

Moreover, the average sentence length of those in Florida’s prisons is 4.7 years, which
means that the vast majority of inmates do not fit the profile of a PRIDE employee. We
recommend that PRIDE (or any successor organization) be forbidden from hiring any
workers with life sentences and forbidden from hiring any worker with fewer than 5 years
left of their sentence to serve.
This year, PRIDE is paying its President and their two lobbyists more than $521,000,
plus all expenses, including telephone, copying, travel and entertainment. (See
Exhibits 3.b., c. and d.) The President has also been paid $38,846 in bonus pay over the last
three years. One of the lobbying contracts also authorizes additional payments at the rate of
$350 per hour if hours per month exceed 57 (13 hours per week); that individual is also on
the PRIDE board. Additionally, PRIDE pays 56 employees more than $50,000 per year.
Contrast PRIDE’s salaries and compensation to that of the state employees:
Governor

$130,273

Secretary of Corrections

129,245

Average State Career Service

$34,651

Average All State Personnel

$38,540

Source: DMS 2009-2010 Annual Workforce Report and the General Appropriations Act of 2010

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 7

The transition team is not the first entity seeking a major overhaul or PRIDE or replacement
of PRIDE as the prison industries manager. At least four reports on PRIDE, one by Florida’s
Corrections Commission in 2002, two by OPPAGA in December 2003 and again in October
2006, and a fourth, an audit by the Auditor General in 1997 were very critical of PRIDE. The
studies come to the same key conclusion. PRIDE has not increased prison industry jobs in
Florida and has actually radically decreased the percentage of employed prisoners.
In 2007, a major overhaul plan was developed by DOC, the primary features of which were
to transfer authority of prison industries to DOC. (See Exhibit 3.e.) Unfortunately, PRIDE
has been able to obstruct and quell all legislative efforts at reforming or replacing PRIDE.
We endorse the approach recommended in 2007 and encourage the Governor to start the
process by having the Chief Inspector General conduct a top to bottom review of this entity.
We also must question the controlled purchase of certain goods and services through PRIDE
without competitive bidding. The purpose of PRIDE was to train inmates in job skills that
would translate into jobs upon release. We feel strongly that we need to reassess this long
term agreement and consider putting these services out for a national competitive bid. We
recommend that the state should control the PIE Certificate and it should not be handed
over to one provider.
7. Sentencing laws: It is clear that the current criminal laws do not allow for the judiciary to
use prudent judgment in sentencing recommendations that could and would reduce the
ballooning population of corrections. Best practice standards show that innovative
sentencing, especially split sentencing, is more effective and certainly more cost efficient.
The state has taken away post release supervision by eliminating parole and therefore most
inmates exit at the end of their sentences with no supervision. This is a major contributor
to recidivism. We strongly recommend a thorough examination of the 85% rule and the
impact it has had on the radical increase in the number of people released with no
supervision whatever. We also recommend seeking diversionary sentences alternatives
that have proven themselves in other states.
8. Borrowing to Pay for Prisons: Lawmakers can face prison growth with vision and courage
and address the underlying causes, as they are in the majority of states, or they can borrow
the problem away. Thus far, in Florida, the solution has been to borrow – by floating bonds
for the construction and expansion of prisons. At this point the state’s prison debt exceeds
$1 billion. This is precisely the wrong way to address prison growth.
Bonding is popular because it appears to provide an easy way out of a complex problem.
But it does nothing but build debt. It does not build a more accountable and responsible
criminal justice system.
As noted above, “Conservatives are known for being tough on crime, but we must also be
tough on criminal justice spending. That means demanding more cost-effective approaches
that enhance public safety.” Bonding prisons is not being tough on criminal justice spending.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 8

Florida avoided borrowing to build state prisons until the early nineties and instead built
and expanded scores of prisons with fixed capital appropriations of general funds.
In 1993, the Legislature created the Correctional Privatization Commission “for the purpose
of entering into contracts for the design, construction, and operation of private prisons in
Florida.”1 Bonding to finance private prisons followed. The specific financing mechanism
that is used is Certificates of Participation (COPs), which is a form of lease revenue bond
that permits the investor to participate in a stream of lease payments relating to the
acquisition or construction of specific equipment, land or facilities, and which is commonly
used to finance schools. Fourteen prisons have been constructed through COPs since 1993
or a mix of COPs and capital appropriations. The most recent issuance of these bonds was
authorized by the Legislature in 2009 and added $337 million to the state’s debt.
Because bonding adds to the state’s long term debt and because bonding provides a
relatively easy tool to avoid addressing the factors driving prison growth, Florida should
pledge to stop bond financing prisons and prison expansions.

9. Mission-focused prisons. We strongly support the creation of a position overseeing
specialty institutions, by which we mean mission-focused institutions. This position is
critical to the goal of reducing recidivism. Currently, the department has faith and
character-based and reentry institutions. This is the area where innovations and proven
ideas will be implemented and expanded upon. We recommend converting some prisons to
institutions that focus on chemical dependency (therapeutic communities), literacy and voctech. We further recommend putting greater emphasis on community outreach. A culture
change cannot occur without engaging the communities where these facilities are located.
In past periods the communities provided valuable assistance to the facilities through
volunteers and mentoring. The department has not encouraged those relationships and
each regional director, warden and other staff should be encouraged and rewarded for
community involvement. We must have our communities understand that 88 percent of the
population will be going home to someone’s neighborhood and disengagement is not an
option.
We are excited and encouraged about the vision of the new administration.

Department of Corrections Overview
2010-2011 Department budget
2010-2011 Division budget
1

OPPAGA, Report 02-27, Correctional Privatization Commission Improved Management of South Bay Contract;
More Savings Possible; Chapter 93-406, Laws of Florida.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 9

We understand the administration has this information and providing it here would be
redundant.
List each Division of the Department; and provide a 5-7 sentence summary of each. (see
attached, Exhibit 4)
Total personnel: 29,340 FTEs, which includes 16,000 institutional staff for the
incarcerated population of 102,203; 3,185 in community corrections supervising 180,000
people on probation and other forms of supervision. (See Proposed Organizational Chart
and Current Organizational Charts, Exhibits 1 and 2)
Total number of physical offices and locations by city: 154 offices (list attached;
Exhibit 5)
Overlapping with other agencies (include other State departments, Sheriff's offices and
police departments)




Health care shared with Correctional Medical Authority, Agency for Health Care
Administration, DCF, DOH.
Legal services shared with AG, FDLE, and outside contract counsel.
Inspector General shared with FDLE, Chief IG, local law enforcement and FBI.

Identify private sector overlap for areas under review:
 GEO, CCA and MTC building and operating private prisons.
 PRIDE – prison industries
 Health care contracts – e.g., kidney dialysis
Short term issues (likely to be faced in the first 6 months) - List in bullet format to include
a 3-4 sentence explanation
 Close the Sumter male youth boot camp and the Lowell female boot camp
(with a staff of 14 and 3 inmates)


Substantial senior management changes
The review team found a lack of chain of command from the top and
permeating throughout the entire organization, which leads to inertia, a lack
of focus on mission, and a failure to adhere to mission. It also found that
individuals in certain areas far exceeded the parameters of their jobs and had
undue influence over blocking new initiatives and the close adherence to

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 10

mission. It further found that the lines of authority are regularly breached in
order to avoid those who would either not respond or would try to block
getting the job done. Many have been promoted from within to jobs for which
they are not nearly qualified and there is a lack of recruitment from outside
the agency, let alone the state. There is little accountability to mission or to
outcomes. Most failure is blamed on two to three people in leadership.


Organizational change
The review team found that the organizational structure is based on
personalities and undue influence exerted from within and outside the
agency and fails to establish meaningful lines of authority or accountability.
Moreover, it is not a structure conducive to adherence to mission, to
innovation or to change.



Contract renegotiation: PRIDE, PBA, health care
The review team found that the contracts with PBA, PRIDE (indirect cost to
the state by virtue of failure to train sufficient numbers of inmates as
opposed to direct outlays) and perhaps certain health care providers are
such that they not only cost the state way too much money, but undermine
mission and thus warrant review and renegotiation.



Administrative changes in DOC gain-time policies
DOC can cut costs by revising two policies that do not need changes in state
law in awarding gain time. The first is that which fails to count the period of
time spent in jails after sentencing while awaiting transfer to a DOC facility.
The second is that practice which virtually automatically imposes the
maximum gain-time loss as a sanction for a prison disciplinary violation. It
can also cut costs by allowing prisoners to recover previous gain-time
forfeitures.



In-depth departmental review.
Order a full departmental operations, policy and management audit by a
consulting firm that understand the principles of lean government, e.g.,
McKinsey & Co.



Independent IG

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 11

Immediately move the IG out of DOC and reestablish it as an independent
entity with a citizen oversight board accountable to the Governor and
Legislature.


Criminal Justice Review Commission
The costs of Corrections are primarily driven by laws, policies and practices
adopted over many years and they have never been comprehensively
reviewed to determine more cost-effective alternatives that improve public
safety. We recommend that the Governor organize a commission to do a topto-bottom data-driven assessment of Florida’s corrections and criminal
justice system -- from sentencing to reintegration -- with a focus on costeffective ways to improve public safety while slowing prison growth. This
commission should be required to produce comprehensive, actionable
reforms in time for consideration by the legislature in 2012.



Adopt and implement the attached recidivism-reduction proposals as adopted
by the Governor Bush’s Ex-Offender Task Force, the DOC Reentry Advisory
Council and the Collins Center for Public Policy. (Exhibits 6,7, 8 and 9)

Long term issues (likely to be faced beyond 6 months) - List in bullet format to include a
3-4 sentence explanation






Adopt TaxWatch Cost-Saving Task Force sentencing reform recommendations
(Exhibit 9)
Make changes in organization and operations pursuant to comprehensive
agency audit (see above)
Close prisons
Assess program efficiency, effectiveness and duplication
Allow prisoners to use secured virtual education programming

Proposals and Outlook for the Department
New Organizational Chart - Describe your changes, why they are beneficial and how this
will create efficiency and effectiveness (See attached Exhibits 1 and 2)

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 12

Cost Saving Opportunities and Department Recommendations - Include consolidation
measures (if possible) to create efficiency and effectiveness, list in bullet format (see
above – short and long term objectives)
Summary of Budget (Legislative Budget Review) See OPB recommendations
Summary of Legislative Priorities (Legislative Review Policy Programs)
 Award PIE certificate to DOC
 Florida TaxWatch criminal justice reforms (Exhibit 9)
 Mandate convening of local Public Safety Coordinating Councils

Policy Proposals Related to Recidivism Reduction
A. Establish Institutions with Defined Missions and Goals (e.g., basic
education, chemical dependency, vocational training, veterans).
Key Elements of Proposal





With 50% of the inmate population reading below a 6th grade level we need to establish
Education Institutions where all activity and programming is directed to GED completions.
With major chemical dependency issues, we must establish therapeutic institutions where
all activity is focused on the substance issues. This type of facility could allow an inmate a
period of three to six months upon admission to address perhaps their most critical
inhibitor to success.
With job training and skills being a major deterrent to a successful re-entry we can devise
criteria for an inmate to go to an urban institution and through a joint agreement have
vocational training taught by the local Voc-tech school.

Fiscal Impact: There would be no difference in cost that disbursing such programming throughout
various institutions.
Operational Impact: Relocation of personal would be necessary in some instances. Careful
selection of the Administrative staff would be essential. The major obstacle to overcome would be
the current classification policy. This policy does not allow flexibility or creativity in inmate
placement but mandates strict standards based on the offenders charges, time of sentence, violent
or not violent classification and institutional convenience. Clearly some offenders would not fit into
these programs but historically we let the exception become the rule.
Legislative Requirements: Again, budget concerns would be considered. This plan would require
broader inter-agency agreements that could need legislative approvals.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 13

Legislative Opposition: This approach is innovative and requires the legislator to understand that
public safety will not be compromised. The population of these targeted institutions will be
required to meet certain criteria and all of these institution’s beds should got to those who desire
change and strict adherence to rules and policies will be required.
Pros and Cons:
Pro:

Address the individual inmate’s needs to elevate their chance of not recidivating

Cons: The public perception that the inmate is getting free education, job training, substance
abuse intervention and any other advantages.

B. Expand the Faith and Character-Based Institutions. Florida has operated
Faith and Character Based Facilities since early 2000. The original units were dorms within
an Institution and later the complete Institution was converted. These reduced recidivism
because of the large volunteer base that integrates prisoners with people in the community.
No one has even considered raising First Amendment objections to these facilities because
they were carefully planned with no government money being provided for faith-related
activities. Wakulla F & C Institution consistently shows a 15% reduction in recidivism.
Key Elements of Proposal


Establish an operational model with clear curriculum, programming and measurable
performance standards.



Appoint a faith and character-based coordinator to ensure compliance with programming
standards and the thoughtful expansion of the model.



Establish a goal of providing F & C beds for all inmates who meet the prescribed criteria.
These individuals should have exhibited by their actions an unquestionable desire for
change in their lives.



Work with DOC classification standards to remove barriers to expansion of these
institutions.

Fiscal Impact: The fiscal impacts are exhibited by the 15% lower recidivism rate:
Average sentence: 4.7 years
Cost averaging $20,000 annual x 4.7 = $94,000 annual
15% of current recidivism annual class equals 4, 900 inmates

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 14

4,900 x $94,000 = $4,606.00.00
F & C Institutions are revenue neutral. The only extra staff required is an outside/volunteer
coordinator. This often falls to the Chaplain but this is an unrealistic burden and diminishes
effectiveness.
Expanded programming, locations and times could require evening staffing increases.
Legislative Requirements: No legislative action is required if this becomes an Executive mandate.
Pros and Cons:
Pros: Increasing the availability of a proven program exhibits an attitude of approaches and a
culture shift at DOC.
Cons: We must be careful to honor inmate preference.
Future Research:
OPPAGA Report for Faith and Character Based Facilities in Florida.
http://www.oppaga.state.fl.us/MonitorDocs/Reports/pdf/0938rpt.pdf

C. Mandate that the Local Public Safety Coordinating Councils
Establish Reentry Coalitions within Their Area.
Key Elements of Proposal


Over 88% of the inmate population will return to the community. The local Public Safety
Councils are the obvious legislated body to assist the inmate in successful re-entry.



The Council Re-Entry Coalition must be required to inventory, publish and annually update
a local re-entry guides that provide the name, address, phone number and contact
information for all government, social service or private provider of re-entry services.



The Coalition should be responsive to inmates 60 days prior to release when seeking
information to facilitate their reentry.



The implementation of the services component would be done in conjunction with existing
state and county community corrections offices and the regional outreach coordinators.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 15

Fiscal Impact: Minimal fiscal impact outweighed by reduced costs due to reduced recidivism. The
impacts to the inmate and the community are immeasurable.
Operational Impact: The Councils should currently exist under a legislative mandate. In fact some
counties have not constituted their councils. Staffing would be required to publish the guide and
provide an office for the inmates to seek guidance and education.
Legislative Requirements: Mandate the creation of the Re-Entry Coalitions. Some of these
currently exist such as the Broward County Coalition. Their examples of success stories are
convincing and could serve as models.
Legislative Opposition: This will be viewed by the Florida Association of Counties as an unfunded
mandate and many legislators will concur. Funding to minimum standards would be advised.
Pros and Cons:
Pros:

Inmates would come home or to a community with the ability to connect and find the
survival services necessary.

Cons: There are no cons. These agencies operate within every community and yet the returning
inmate has no transportation, no knowledge of the interworking of each group and no one
to direct them unless they are one of the few who have transition housing, a helpful parole
officer or family.

D. Individualized Inmate Reentry Plans
A key to reduced recidivism is using the time of incarceration for positive
change for the inmate by diagnostically identifying the inmate’s individual
needs, creating an Inmate Re-entry Plan and providing the services and
supports in the plan.

Key Elements of Proposal


The core of this proposal rests on having inmate success upon reentry trump “institutional
convenience” in placing and keeping inmates in facilities that have programs commensurate
with their needs.



At reception, through testing, DOC can identify needs and design an Inmate Re-Entry Plan.
This plan should be reviewed and modified when needed and assessed annually.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 16



The inmate should be assigned to the facility that best meets his/her needs such as
education, job training, or chemical dependency. With 50% of our inmate population
testing below a 6th grade reading level inmates often take years to obtain a GED. This is
often because of their placement at or in an Institution.



The goal would be to structure this plan to have a realistic change of completion and
success.

Operational Impact: The major impact would be providing more front end personal for testing
and assisting the inmate in plan development. Existing personnel made need to be augmented
within a facility for annual evaluation. No inmate should be released without his file containing the
necessary documentation for success such as a Social Security card, Drivers Licenses or State
Identification. Training Certificates, GED Diplomas and should be provided if possible.
Legislative Requirements: Provide adequate budgeting for the positions needed for this vital
policy whether through new or reallocated funds.
Legislative Opposition: It could also be argued by FDC that this is occurring currently. It is not
occurring consistently and with no clear policy or plan.
Pros and Cons:
Pros:

Inmate idleness is rampant in today’s system and it can strongly be argued that a large
number of inmates became part of the system because of lack of direction and this system
will teach that.

Cons: Some inmates will reject adhering to any plan and current State and Federal guidelines may
limit enforcing this. The tendency to let that control this action is to allow the minority to
limit our determinate for change.

E. Review and Revise Florida’s Employment Restrictions for ExOffenders
Key Elements of Proposal



There is no consistency or predictability in the rules, laws or policies that impose these
restrictions.
Most restrictions are not closely related to the safety, trust and responsibly required of the
job.

Governor-Elect Rick Scott Law and Order Transition Team
DEPARTMENT AND POLICY REVIEW
Florida Department of Corrections
Page 17

Fiscal Impact: Gainful employment is essential to any strategy to reduce recidivism, and thus to
reduce crime save costs for taxpayers.
Legislative Requirements: Legislative actions are needed to repeal/preempt existing statutory
requirements and policy based bans that do not allow a consideration of rehabilitation.
Legislative Opposition: Through proper education this concept should be embraced by the
legislature. A case must be built that these restrictions are major contributors to recidivism and
have no impact on public safety. Clearly certain restrictions are essential but must be correlated
with a public safety purpose.
Pros and Cons:
Pros:

Reduced recidivism increases the chances of stronger family structure and therefore
reduces generational incarceration.

Cons: With proper implementation there should be no negative effects.
Please refer to the Florida Employment restrictions report dated January, 2007 (Exhibit 7).

Proposed Organizational Chart
Florida Department of Corrections

GOVERNOR

DOC INSPECTOR
GENERAL

SECRETARY

DEPUTY
SECRETARY

GENERAL
COUNSEL

SPECIAL
INSTITUTIONS

REGIONAL
DIRECTORS (3)

for Successful Reentry

COMMUNITY
OUTREACH

EVIDENCE-BASED
PROGRAMS

OMBUDSMAN

HEALTH/MENTAL
HEALTH

ASSISTANT
SECRETARY
ADMINISTRATION

CLASSIFICATION/
COMMUNITY
CORRECTIONS

ASSISTANT
REGIONAL DIRECTOR
for Institutions

ASSISTANT
REGIONAL DIRECTOR
for Community Corrections

POLICY/RESEARCH

HUMAN
RESOURCES

WARDENS

COMMUNITY
CORRECTIONS CIRCUIT
ADMINISTRATORS

BUDGET

COMMUNICATIONS

LEGISLATIVE
AFFAIRS

CHIEF
INFORMATION
OFFICER

STAFF
DEVELOPMENT

12/15/2010: (Proposed by Governor-Elect Scott’s Transition Team)
Exhibit 1

'llll.W

......
-~

_.- _.- ---_.
---,
....
------....
_-.
_-.
_-.
_....
---.
--". --.
~-

~--

•

_Il100

•

-.-

_ 0_ _

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Do_::;'

--_.
0' n •
r

./4/

I·T-,.eII·DorioI .......
lV· _ _ _

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-.eo-oa.

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--.,

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,1.,,-,"'-

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~ a

_
.....
_.
_.....
-.. "." •

.AiI"I·

lV _ _ _

CIoIII"._'

" ,

1_00. _ _
• _Do. RonoI<I

._01........ _

",_Do Do.IO R_k
RloIC _ Do Pogoo _

Exhibit 2

PRIDE Inmate Worker SNAPSHOT 1984 - 2010

# inmates
engaged in PRIDE

DC inmate

# PRIDE

Percent workstations to

Year

population

workstations

population

Sales Revenue

1984
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
YTD103110

26,471
28,310
29,712
32,764
33,681
38,059
42,733
46,233
47,012
50,603
56,052
61,992
64,333
64,713
66,280
68,599
71,233
72,007
73,553
77,316
81,974
84,901
88,576
92,844
98,192
100,894
102397

1295
1626
1900
2194
2516
2600
2887
2437
2397
2660
2630
2721
2659
2487
2481
2659
2637

5%
6%
6%
7%
7%
7%
7%
5%
5%
5%
5%
4%
4%
4%
4%
4%
4%
4%
3%
3%
2%
2%
2%
2%
2%
2%
2%

$12,712,055
$36,167,749
$39,776,805
$46,980,191
$57,369,802
$67,384,216
$75,724,404
$75,731,338
$67,835,677
$71,181,068
$77,617,583
$84,732,580
$72,846,749
$83,208,233
$81,220,930
$78,452,030
$93,677,025
$62,093,958
$60,930,006
$64,714,397
$66,346,840
$72,756,795
$79,020,703
$79,973,171
$76,042,792
$74,887,872
$54,953,014

2616

1946
2043
1990
2117
2093
2241
2368
2261
2268

labor

1735
2521
4470
6433
6507
5722
5434
5035
5571
4293
4637
4870
4909
4916
4160
3346
3718
3794
3502
3440
3640
3961
4140
3744

Exhibit 3.a.

PRlDE ENTt:RPRlSES EMPLOYEES WHO MAKE OVER 550,000 ANNUALLY

/8/2010
EMPLOYEE NAME
[DC J:.\1 ('l:'-: , JACK

JOB TTTIX
rRJ:SI DI:NT
CHJI:J' FlSA0:C!I\1 l"FFlCER
1\1i\NAl~l:R,

Staff names redacted by the DOC
Transition Team

AGRIC 8:. SI::RVICF.S
GENERAL ,\11\0:Ala.:R. SJ:W01 PRc'lDlXTS
DEVf.LOFMC-':T ,\1A:'-:i\GER
GCN£RAL 1\1A0:Al.LR, GRAPHICS SLH'
CIIlfT AL'DIT l:XEU 'TIV[
CHIU AD,"HNISTRATIVl OITICT:R
I;\1FRASTRUCTlJRI: MA0:ANGER
<...WIKAL ISf1USTRY MGR
PII\LCrOR, HR & T0:l;
DlR£CTOR ,''v1ISSI()N I'ROGR1\,\1S
!\1ANUFACrt'RI:'-:<.... ,\1GR
MI:TAL 8:. WOOD I'I{()DL'CTS S;\I.f~S I~Nl;I0:HR
OPr.RXrll)NS M<....R
DIRFc-rOR, ENGI0:rr.RINC & fACILITIr.S
DIRn..ll.")R or SALCS
INDUSTRY,\1GR
Or[l{ATll.)01S ,\1l~I~, SEWN PRODI.'CIS
SR BlISINr:SS ANALYST
<...WER1\TIOSS ,\1l;R
l.'lPI:RATIONS .\ 11\:'\'\(-;I:R, GE8 J\ 1f{~
INDUSTRIAL [l\:GI;,\f:£R
,\CC('lI'NTING .\1<...-;1\
(W[I\:\Tll.)i\S 1\1;\N;\CER, AGRICl'LTUI\E
,\1(;R. COST Acel")l T"'TINC
INDl:STRY MCR
MGR, f-'RODl 'er I::\GI.:'\EERING
SR STAff "CCl"l ';'\1'1\;'\1'
GE:'-:I::RAL

SALARY

Incentive/Bonus Paid to £mployees
Over $75,000 Over Last 3 Years

$207,72:-;

$:~8,84G

Slg~I,190

$14,374

5 12S,~~~(,
51] I ,~4:-\
$107,14l"1
5 I OS ,l'l(ll1
$1 0:~,0(l0

$G,X 10

$100,78:~

SSS,OOO

S81,%6
$81,783
SS I ,60~
S8l),797
S8l),Ol'lO
S7~,77(~

$7:,),:~

$75,000

57,5:.1,7
5G,367

so
$7,974
$7,8(1,1

$0
53,1 S7
SG,~~~)]

$G,87G
SG,SG7
53,000
$2,%7

$4,304
$0

$72,{)(,f)

$71,630
$71,325

57l\7%
570,700

570,:>20
SG7,Z38
5(,(;,4 97

$G5,85:,
$<'5,59:-\
$Gfi, 120
5G~,02!)

IEXhibit 3.b.

12/8/2010

EMPLOYEE NAME

JOR TITLE
DE0:TAL LAB

j\1l~R

INDl'STRY MANAGER
~R nr:SICN ENCINEER
.\1CR ()F SAfETY & [0:VIl\.l)0:.'\1I~TAL SCICNCES
SALES/0:[W BUSI0:ES~ [1E\TlorMf:NT REP
t\[J,\1INISTRATIVE/Cl:ST s\'c 1\1l~R
F!0:ISII10:C surv
FAC1LlTlf,S MGR
.\1CR, s/\u:s sun'ORT crXrt:R
Sl TV 1 FORESTRY TECH
PROI )lJCTI00: MGR
PRC\[)l'CrtON MGR
MJ\ILI~C SLTERVISOR

!0:nl'STRY MANAGER
INDl'STRY 1'\1GR
I0:DlrSTRY MGR
PRom lCTION MeR
IKDllSTRY 1\1CR
INnUSTRY MCR
f.O.J. I\1MERCt:; CRArllIC

SALARY
$GZ,OI_
$GO,OOO
$GO,Ol)('1
$59,7S~)

$S9,G7G
$57,201
SSG,GSO
$5(;,374
S5(;,342
S;i5~99S
SS5,~)%

S55,897
$35,%5
S55, I ZO
$5:',008
$54,:~~G

S54,23F.
$54,OSO
$5:~,G97

n[SIl~KLR

CUSTOMI::R SERVIn MeR
~'R()Dl'C·TION SlTV,UATA

I::NTRY

$52,000
$51,723
$51 ,3~ 1

PRClnl'CTI();,\ MeR

$5ll,~)l){

0:fTWOR K ADMI0: lSTRA TO R

$50,000
$;-;0,000
$50,000
$50,l)()0

rROnUCn00: .',1ANACF:R
fROnt'CI'ION

1\1ANAl~r:R

PRODl:CTI()N

Ml~R

Illccntive/Rorl1ls Paid 10 F.mployc(·s
Over $75,000 Over Last 3 Years

BREWTON PLANTE P.A.
PROFESSIONAl ~TION

ATTORNEYS AT LAW
SUITE 250

225 SOUTM "l)AMS STREET

TALLAHASSEE.

32301

TEUJI'HONE 850-Z22-n,IS
a.wlING ADDRESS.

FA)( 1S5O-222.Q22

E _ .o.ooRESS;

POST OfFICE BOX 103611

Wl,8UR E. BREWTON, ESOUIRE

T"'1.1.AK'$SEE. FL :12)02·2369

OotlfewlOtlCbpI.wlirTTl./'oCl

July 1,2010
Jack Edgemon, President
Prison Rehabilitative Industries
& Diversified Entelprises, Inc.
12425 North 28 th Street
Suite 300
St. Petersburg, Florida 33716
Re:

Our Files I25002.all matters

Dear Jack:
You asked that we represent Prison Rehabilitative Industries & Diversified
Entelprises, Inc. d/b/a PRIDE Entelprises, (the "Company"), in connection with
various consulting services, lobbying representation and related and necessary
legal representation for the period ofJuly 1,2010 to and including June 30, 2011.
Over the years, it has been our experience that things go more smoothly if
we have a clear understanding of the Company's needs and the role we need to
play. The pUlpose of this engagement letter is to confirm an agreement concerning
representation and the payment of our fees and expenses. This engagement letter
will govern all subsequent matters in which we may become involved on the
Company's behalf unless a separate arrangement is made.
We will do our very best to meet the Company's needs in any matters we
undertake for the Company, but as you know, we cannot and do not make any
representations or warranties concerning the outcome. We will give the Company

Exhibit 3.c.

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 2 of8

(2) For services of the undersigned and the Firm, the Company agrees to
pay a minimum annual retainer in the amount of Two Hundred Forty Thousand
Dollars ($240,000.00), payable at the rate of Twenty Thousand Dollars
($20,000.00) per month:
(a)
The undersigned will submit monthJy time records
detailing all time expended for the period July 1, 2010 through
June 30, 20 11; and
Annually, the Company and the undersigned will review
the previous twelve (12) months statements and to the extent
the time records demonstrate more time expended than the
minimum annual retainer, the Company shall pay the
difference; likewise in the event the time records demonstrate
(b)

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 3 of8

less time expended, than the minimum annual retainer then the
Company shall receive a credit.
(c) The Firm, may at its option, forego the monthly retainer
of $20,000.00 and bill monthly for its services, which will be
paid by the Company. The provisions of this paragraph 2(b)(c)
do not apply to the circumstances under paragraph (5) of this
Agreement.
(3) In addition, the Company shall reimburse the undersigned for
reasonable and necessary out-of-pocket expenses on behalf of the Company,
included but not limited to telephone calls, copying costs, facsimile costs, lobbying
registration fees, travel, entertainment and other expenses which are normal and
usual in carrying out the representation of the Company. Any unusual or
extraordinary expenditures must be cleared with the Company, in advance.
(4) The minimum annual retainer, coupled with the hourly rate fee
schedule set forth on Exhibit A, is to be paid by the Company for services rendered
or to be rendered in legislative and regulatory activities relating to the preparation,
introduction and/or surveillance of legislation pertaining to the Company and
related activities as well as representation before any Executive agency. The
undersigned will keep the Company informed of activities at the legislative and
Executive level as is feasible, and shall report directly to the President and
Chairman of the Company in a manner similar to such activities over the past
years. The undersigned agrees to properly register as a lobbyist representing the
Company in the Legislature of Florida, as well as all Departments of state
government as may be required, and to forward all necessary reports required of
such lobbyist to the appropriate authorities.
(5) In the event the Company shall give notice of intent to terminate this
Agreement pursuant to paragraph (1), the Company shall be required to make the
minimum annual retainer payments, monthly, from the date of termination through
the end of the term of this Agreement, to the undersigned. Such payment shall
operate to extinguish any and all liability of the Company to the undersigned;
provided that the undersigned shall not be required to provide any representation

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 4 of8

from the date of the receipt of the notice of intent to terminate until the end of the
term of this Agreement.
If this meets with the Company's approval, please indicate by having the
extra copy of this letter signed in the space provided below, and return it to our
offices. The Company's approval of this letter will include agreement regarding
the fees and costs arrangement, and Exhibits A and B.
When our representation is concluded, the firm has a file retention policy. If
at the conclusion of this representation, you desire to have the file(s) rather than
having it go to storage, please affirmatively notify us in writing of that choice at
the time you execute the engagement letter or at the time that representation is
closed.
We appreciate the confidence and trust the Company has reposed in us in
asking us to represent it and encourage the Company to communicate with me if at
any time you have questions on the status or progress of your matters. I look
forward to working with the Company and staff on any matters it deems
appropriate. If there are any questions, please do not hesitate to contact me at
(850) 222-7718.

Wilbur E. Brewton
Individually and on behalf
of the Firm
WEB/art
Enclosures

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 5 of8

The terms of this representation are accepted this I" day of July, 20 IO.

BY:A~:4;~~~-;:!.·l::.· ~=-_
ac E emon, President
Prison Rehabilitation Industries &
Diversified Enterprises, Inc.
12425 North 281!> Street
3'" Floor
St. Petersburg, Florida 33716

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 6 of8

EXHIBIT A

HOURLY RATES

Wilbur E. Brewton
Kelly B. Plante
Kenneth J. Plante
Tana D. Storey
Paralegal/Law Clerk
Other

$350.00
$350.00
$300.00
$300.00
$ 85.00
TBD

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 70f8

EXHIBITB
POLICY REGARDING FEES AND EXPENSES
FEES:
Quality legal services and good results require ability and effort. These are our
"stock in trade." Generally, our fees are based on our skill, the time expended, the
responsibility involved, and the results obtained. While our fee in most cases will
be based mainly on the time devoted to the matter and the professional skill
involved, the Supreme Court of Florida has ruled that where a favorable result has
been obtained for a client, a reasonable attorney's fee may include consideration of
that favorable result and may result in a fee greater than one based solely on a
nonnal hourly rate. We will charge such a fee where we believe it is justified and
in accordance with the Supreme Court's guidelines. Those guidelines involve
factors other than the amount of time required, such as the uniqueness and
complexity of the questions involved, the skill required to provide proper legal
representation, familiarity with the specific area of law involved, the preclusion of
other engagements caused by the acceptance of this engagement, the magnitude of
the matter, the results achieved, customary fees for similar legal services, and the
nature and length of our relationship. All these factors have a significant bearing
on the reasonable value of the services perfonned.

EXPENSES:
You will be charged a reasonable rate for computerized document production,
postage, reproduction, telecopies, couriers, express mail, long-distance telephone,
travel costs and other costs. We may also use computerized research services to
assist in handling your matters. This service will be used when we believe that it
will save you money to do so. Expenses incurred or advanced on your behalf will
be itemized on the statement.

Jack Edgemon, President
Re: Legal Representation
July 1,2010
Page 8 of8

BILLING
You will be billed periodically, usually monthly. There will be a service charge of
1-1/2% per month on all accounts not paid within 30 days of the date the statement
is mailed to you. Interest charges will be added on to any outstanding balance and
will be reflected in subsequent statements.
In the event you should disagree with or question any amount due under an
invoice, you agree to communicate such disagreement to us, in writing, within
thirty (30) days of the invoice date. Any disagreement you may have with a bill
that is not communicated to us within that period shaJl be deemed waived.

COMMENCEMENT OF REPRESENTATION:
Our representation will not commence until we receive a signed copy of the letter
to which this statement is attached, together with payment of any retainer specified
therein.

WITHDRAWAL FROM REPRESE TATION:
We reserve the right to withdraw as your counsel in the event you fail to honor
your agreement with respect to our legal fees or for any just reason as permitted or
required under the Florida Code of Professional Responsibility or as permitted by
the rules of courts of the State of Florida. In the event of our withdrawal, you will
promptly pay for all services rendered by us in accordance with paragraphs (I)
through (6).

BREWTON PLANTE P.A.
ATTORNEYS AT LAW

"""''"

22S SOUTli ADAMS STREET

TALLAHASSEE, FL 32301
TELEPHONE 8.50-222·7718

FAX eso-m.am

MAILING ADDRESS:
POSTOFFlCE SOX 10310

E-MAil AOORESS,

WIl8Uft E. IlREWTON. ESQUIRE

...........

TAl.1.AHASSEE. Ft 323Q2.236$

July 1,2009
Jack Edgemon, President
Prison Rehabilitative Indusnies
& Diversified Enterprises, Inc.
12425 North 28 th Street
3" Floor
St. Petersburg, Florida 33716
Re:

Our Files I25002.all matters

Dear Jack:
You asked that we represent Prison Rehabilitative Indusnies & Diversified
Enterprises, Inc. d/b/a PRJDE Enterprises, (the "Company"), in connection with
various consulting services, lobbying representation and related and necessary
legal representation for the period ofJuly I, 2009 to and including June 30, 2010.
Over the years, it has been our experience that things go more smoothly if
we have a clear understanding of the Company's needs and the role we need to
play. The purpose of this engagement letter is to confirm an agreement concerning
representation and the payment of our fees and expenses. This engagement letter
will govern all subsequent matters in which we may become involved on the
Company's behalf unless a separate arrangement is made.
We will do our very best to meet the Company's needs in any matters we
undertake for the Company, but as you know, we cannot and do not make any
representations or warranties concerning the outcome. We will give the Company

Jack Edgemon, President
Re: Legal Representation
July I, 2009
Page 2 of8

under an invoice, the Company agrees to pay the amount not in disagreement, and
communicate such disagreement to us, in writing, within thirty (30) days of the
invoice date. Any claim not made within that period shall be deemed waived.
(I) This will confirm our Agreement whereby the undersigned will
provide the Company with consulting services, lobbying representation and related
and necessary legal representation in the State of Florida, for the period of July I,
2009 through June 30, 2010. It is understood and agreed that either party may
terminate this Agreement by the giving of sixty (60) days written notice to the
other party, proyjded that if the Company shall terminate this Agreement, it shall at
all times be liable for the yearly retainer through the term of this Agreement,
regardless of the reasons for such termination.
(2) For services of the undersigned and the Firm, the Company agrees to
pay a minimum annual retainer in the amount of Two Hundred Forty Thousand
Dollars ($240,000.00), payable at the rate of Twenty Thousand Dollars
. ($20,000.00) per month:
(a) The undersigned will submit monthly time records
detailing all time expended for the period July I, 2009 through
June 30, 20 I0; and
(b) Annually, the Company and the undersigned will review
the previous twelve (12) months statements and to the extent
the time records demonstrate more time expended than the
minimum annual retainer, the Company shall pay the
difference; likewise in the event the time records demonstrate

Jack Edgemon, President
Re: Legal Representation
July I, 2009
Page 3 of8

less time expended, than the minimum annual retainer then the
Company shall receive a credit. The provisions of this
paragraph 2(b) do not apply to the circumstances under
paragraph (5) of this Agreement.
(3) In addition, the Company shall reimburse the undersigned for
reasonable and necessary out-of-pocket expenses on behalf of the Company,
included but not limited to telephone calls, copying costs, facsimile costs, lobbying
registration fees, travel, entertainment and other expenses which are normal and
usual in carrying out the representation of the Company. Any unusual or
extraordinary expenditures must be cleared with the Company, in advance.
(4) The minimum annual retainer, coupled with the hourly rate fee
schedule set forth on Exhibit A, is to be paid by the Company for services rendered
or to be rendered in legislative and regulatory activities relating to the preparation,
introduction and/or surveillance of legislation pertaining to the Company and
related activities as well as representation before any Executive agency. The
undersigned will keep the Company informed of activities at the legislative and
Executive level as is feasible, and shall report directly to the President and
Chairman of the Company in a manner similar to such activities over the past
years. The undersigned agrees to properly register as a lobbyist representing the
Company in the Legislature of Florida, as well as all Departments of state
government as may be required, and to forward all necessary reports required of
such lobbyist to the appropriate authorities.
(5) In the event the Company shall give notice of intent to terminate this
Agreement pursuant to paragraph (I), the Company shall be required to make the
minimum annual retainer payments, monthly, from the date of termination through
the end of the term of this Agreement, to the undersigned. Such payment shall
operate to extinguish any and all liability of the Company to the undersigned;
provided that the undersigned shall not be required to provide any representation
from the date of the receipt of the notice of intent to terminate until the end of the
term of this Agreement.
If this meets with the Company's approval, please indicate by having the
extra copy of this letter signed in the space provided below, and return it to our

Jack Edgemon, President
Re: Legal Representation
July 1,2009
Page 4 of8

offices. The Company's approval of this letter will include agreement regarding
the fees and costs arrangement, and Exhibits A and B.
When our representation is concluded, the finn has a file retention policy. If
at the conclusion of this representation, you desire to have the file(s) rather than
having it go to storage, please affinnatively notifY us in writing of that choice at
the time you execute the engagement letter or at the time that representation is
closed.
We appreciate the confidence and trust the Company has reposed in us in
asking us to represent it and encourage the Company to communicate with me if at
any time you have questions on the status or progress of your matters. I look
forward to working with the Company and staff on any matters it deems
appropriate. If there are any questions, please do not hesitate to contact me at
(850) 222-7718.
,Very truly yours,

UJ .

Wilbur . BreWton
Individually and on behalf
of the Finn

WEB/art
Enclosures

Jack Edgemon, President
Re: Legal Representation
July I, 2009
Page 5 of8

The terms of this representation are accepted this 1" day of July, 2009.

Jack E emon, President
Pris n Rehabilitation Industries &
Diversified Enterprises, Inc.
12425 North 28 1h Street
3'· Floor
St. Petersburg, Florida 33716

Jack Edgemon, President
Re: Legal Representation
July 1,2009
Page 6 of8

EXHIBIT A

HOURLY RATES
Wilbur E. Brewton
Kelly B. Plante
Kenneth J. Plante
Tana D. Storey
ParalegallLaw Clerk
Other

$350.00
$350.00
$300.00
$275.00
$ 85.00
TBD

Jack Edgemon, President
Re: Legal Representation
July 1,2009
Page 7 of8

EXHlBITB
POLICY REGARDING FEES AND EXPENSES
FEES:
Quality legal services and good results require ability and effort. These are our
"stock in trade." Generally, our fees are based on our skill, the time expended, the
responsibility involved, and the results obtained. While our fee in most cases will
be based mainly on the time devoted to the matter and the professional skill
involved, the Supreme Court of Florida has ruled that where a favorable result has
been obtained for a client, a reasonable attorney's fee may include consideration of
that favorable result and may result in a fee greater than one based solely on a
normal hourly rate. We will charge such a fee where we believe it is justified and
in accordance with the Supreme Court's guidelines. Those guidelines involve
factors other than the amount of time required, such as the uniqueness and
complexity of the questions involved, the skill required to provide proper legal
representation, familiarity with the specific area oflaw involved, the preclusion of
other engagements caused by the acceptance of this engagement, the magnitude of
the matter, the results achieved, customary fees for similar legal services, and the
nature and length of our relationship. All these factors have a significant bearing
on the reasonable value of the services performed.

J.ack Edgemon, President
Re: Legal Representation
July 1,2009
Page 8 of8

invoice, you agree to communicate such disagreement to us, in writing, within
thirty (30) days of the invoice date. Any disagreement you may have with a bill
that is not communicated to us within that period shall be deemed waived.

WITHDRAWAL FROM REPRESENTAnON:
We reserve the right to withdraw as your counsel in the event you fail to honor
your agreement with respect to our legal fees or for any just reason as permitted or
required under the Florida Code of Professional Responsibility or as permitted by
the rules of courts of the State of Florida. In the event of our withdrawal, you will
promptly pay for all services rendered by us in accordance with paragraphs (1)
through (6).

BREWTON PLANTE P.A.
PROFESSIONAL ASSOCIATION

ATTORNEYS AT LAW

""",.,

225 SOUflt AtW.CS STRfeT

TAlI.AHASS[[. FL 32301
TELEPHONE ll6O-W.n18

MAA.lNG AOORI:SS.
POOl OFFICE BOX :03I!l9
TI.1.lAHASSEE, Ft 323ll2-236lii

FAX$5G-222-8222

E........ AOORES$.

[INSERT NAME}. ESQUIRE
.....,,~

July 1,2008
Jack Edgemon, President
Prison Rehabilitative Industries
& Diversified Enterprises, Inc.
12425 North 28"' Street
3'" Floor
St. Petersburg, Florida 33716
Re:

Our Files I25002.all matters

Dear Jack:
You asked that we represent Prison Rehabilitative Industries & Diversified
Enterprises, Inc. d/b/a PRIDE Enterprises, (the "Company"), in connection with
various consulting services, lobbying representation and related and necessary
legal representation for the period ofJuly I, 2008 to and including June 30, 2009.
Over the years, it has been our experience that things go more smoothly if
we have a clear understanding of the Company's needs and the role we need to
play. The purpose of this engagement letter is to confirm an agreement concerning
representation and the payment of our fees and expenses. This engagement letter
will govern all subsequent matters in which we may become involved on the
Company's behalf unless a separate arrangement is made.
We will dQ our very best to meet the Company's needs in any matters we
undertake for the Company, but as you know, we cannot and do not make any
representations or warranties concerning the outcome. We will give the Company

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 2 of8

our best advice, render opinions, and seek to obtain the desired result. In this
regard, it is most important that we communicate regularly.
We have attached a copy of the Firm's Policy Regarding Fees and
Expenses. All conditions in that document are incorporated by reference as part of
this engagement letter. We are sure the Company recognizes that we have a
legitimate business concern in being paid in a timely fashion.
In the event that the Company disagrees with or questions any amount due
under an invoice, the Company agrees to pay the amount not in disagreement, and
communicate such disagreement to us, in writing, within thirty (30) days of the
invoice date. Any claim not made within that period shaJl be deemed waived.
(I) This will confirm our Agreement whereby the undersigned will
provide the Company with consulting services, lobbying representation and related
and necessary legal representation in the State of Florida, for the period of July I,
2008 through June 30, 2009. It is understood and agreed that either party may
terminate this Agreement by the giving of sixty (60) days written notice to the
other party, provided that if the Company shall terminate this Agreement, it shaJl at
all times be liable for the yearly retainer through the term of this Agreement,
regardless of the reasons for such termination.
(2)
For services of the undersigned and the Firm, the Company agrees to
pay a minimum annual retainer in the amount of Three Hundred Thousand Dollars
($300,000.00), payable at the rate of Twenty-five Thousand Dollars ($25,000.00)
per month:
(a)
The undersigned will submit monthJy time records
detailing all time expended for the period July I, 2008 through
June 30, 2009; and
(b) AnnuaJly, the Company and the undersigned will review
the previous twelve (12) months statements and to the extent
the time records demonstrate more time expended than the
minimum annual retainer, the Company shaJJ pay the
difference; likewise in the event the time records demonstrate

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 3 ofS

less time expended than the minimum annual retainer, then the
Company shall receive a credit. The provisions of this
paragraph 2(b) do not apply to the circumstances under
paragraph (5) of this Agreement.
(3) In addition, the Company shaJJ reimburse the undersigned for
reasonable and necessary out-of-pocket expenses on behalf of the Company,
included but not limited to telephone calls, copying costs, facsimile costs, lobbying
registration fees, travel, entertainment and other expenses which are normal and
usual in carrying out the representation of the Company. Any unusual or
extraordinary expenditure must be cleared with the Company, in advance.
(4) The minimum annual retainer, coupled with the hourly rate fee
schedule set forth on Exhibit A, is to be paid by the Company for services rendered
or to be rendered in legislative and regulatory activities relating to the preparation,
introduction and/or surveiJIance of legislation pertaining to the Company and
related activities ali well as representation before any Executive agency. The
undersigned will keep the Company informed of activities at the legislative and
Executive level as is feasible, and shaJJ report directly to the President and
Chairman of the Company in a manner similar to such activities over the past
years. The undersigned agrees to properly register as a lobbyist representing the
Company in the Legislature of Florida, as well as all Departments of state
government as may be required, and to forward all necessary reports required of
such lobbyist to the appropriate authorities.
(5) In the event the Company shall give notice of intent to terminate this
Agreement pursuant to paragraph (I), the Company shall be required to make the
minimum annual retainer payments, monthly, from the date of termination through
the end of the term of this Agreement, to the undersigned. Such payment shall
operate to extinguish any and all liability of the Company to the undersigned;
provided that the undersigned shall not be required to provide any representation
from the date of the receipt of the notice of intent to terminate until the end of the
term of this Agreement.
If this meets with the Company's approval, please indicate by having the
extra copy of this letter signed in the space provided below, and return it to our

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 4 of8

WEB/art
Enclosures

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 5 of8

The tenns of this representation are accepted this I" day of July, 2008.

on, President
Prison ehabilitation Industries &
Diversified Enterprises, Inc.
12425 North 28 th Street
3"' Floor
St. Petersburg, Florida 33716

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 6 of8

EXHIBIT A
HOURLY RATES
Wilbur E. Brewton
Kclly B. Plante
Kenneth J. Plante
Tana D. Storey
ParalegallLaw Clerk
Other

$350.00
$300.00
$300.00
$275.00
$ 85.00
TBD

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 7 of8

EXHIBITB
POLICY REGARDING FEES AND EXPENSES
FEES:
Quality legal services and good results require ability and effort. These are our
"stock in trade." Generally, our fees are based on our skill, the time expended, the
responsibility involved, and the results obtained. While our fee jn most cases will'
be based mainly on the time devoted to the matter and the professional skill
involved, the Supreme Court of Florida has ruled that where a favorable result has
been obtained for a client, a reasonable attorney's fee may include consideration of
that favorable result and may result in a fee greater than one based solely on a
normal hourly rate. We will charge such a fee where we believe it is justified and
in accordance with the Supreme Court's guidelines. Those guidelines involve
factors other than the amount of time required, such as the uniqueness and
complexity of the questions involved, the skill required to provide proper legal
representation, familiarity with the specific area of law involved, the preclusion of
other engagements caused by the acceptance of this engagement, the magnitude of
the matter, the results achieved, customary fees for similar legal services, and the
nature and length of our relationship. All these factors have a signi ficant bearing
on the reasonable value of the services performed.

Jack Edgemon, President
Re: Legal Representation
July 1,2008
Page 8 of8

BILLING

You will be billed periodically, usually monthly. There will be a service charge of
1-1/2% per month on all accounts not paid within 30 days of the date the statement
is mailed to you. Interest charges will be added on to any outstanding balance and
will be reflected in subsequent statements.
In the event you should disagree with or question any amount due under an
invoice, you agree to communicate such disagreement to us, in writing, within
thirty (30) days of the invoice date. Any disagreement you may have with a bill
that is not communicated to us within that period shall be deemed waived.

WITHDRAWAL FROM REPRESENTATION:
We reserve the right to withdraw as your counsel in the event you fail to honor
your agreement with respect to our legal fees or for any just reason as permitted or
required under the Florida Code of Professional Responsibility or as permitted by
the rules of courts of the State of Florida. In the event of our withdrawal, you will
promptly pay for all services rendered by us in accordance with paragraphs (1)
through (5).

SPEARMAN MANAGEMENT, INC.
516 Delannoy Avenue· Cocoa, FL 32922 • (321) 631-2750 • Fax (321) 632-2334

June 29, 2010

Mrs. Dee Kiminki
PRIDE Enterprises
12425 28 th Street, N
Suite 300
SI. Petersburg, FL 33716

Dear~
Attached please find an executed copy.
With Warm Personal Regards,
Sincerely,

GMS III/des
Attach

GUY M. SPEARMAN III
President

Exhibit 3.d.

SPEARMAN MANAGEMENT, INC.
516 Delannoy Avenue, Cocoa, FL 32922. (321) 631-2750. Fax (321) 632-2334

July 1,2010

Jack Edgemon, President
Prison Rehabilitative Industries
& Diversified Enterprises, Inc.
12425 North 28" Street
Suite 300
St. Petersburg, Florida 33716
Re:

20 I0 - 20 II Legislative Issues and Appropriations

Dear Jack:

This will confirm our agreement whereby the undersigned (the "Firm"), will provide
Prison Rehabilitative Industries & Diversified Enterprises, Inc. (the "Client") with consulting
services and representation in the State of Florida before the Florida Legislature for the
period July I, 2010 through June 30, 2011.
It is understood by both the Client and the Firm that Florida Law strictly prohibits
contingency fees in reference to the passage or defeat of Legislation. For our services, the

Client agrees to pay the retainer sum of Seventy-Four Thousand Dollars ($74,000.00),
payable monthly at Six Thousand One Hundred Sixty-Six Dollars and Sixty-Six Cents
($6,166.66) per month.

The Client agrees to reimburse the Finn for reasonable and necessary out-of-pocket
expenses on your behalf, such as telephone calls, copies, lobbying registration fees, local
travel and things of that nature, upon presentation of the Firm's itemized statement. Any
expenditures which the Finn judges may be necessary, including L1-}ose involving
entertainment, must be approved in advance, provided that entertainment or travel costs are
not in excess of $2,500 during the term of this Agreement shall be deemed to be approved.
Documented charges for itemized expense statements with supporting receipts must

be submined to qualify for payment. State lobbying costs are not deductible for purposes of
lhe Client's federal income taxes. Lobbying is defined as follows:

Meetings, telephone conversations and correspondence with the governor,
members of the Legislature, their staffs or committee staffs in an attempt to
advocate the passage or defeat of legislation.

Testimony before legislative committees, unless compelled by subpoena.

GUY M. SPEARMAN, III

President

Distribution to the governor, members of the Legislature, their staffs or
committee staffs, of reports or studies in an attempt to advocate the passage or
defeat of legislation.

Monitoring the progress of legislation does not constitute lobbying, provided
the Client never advocates their passage or defeat.

Efforts to comply with existing legislation or regulations and efforts to sell to
government agencies are not lobbying.

Activity with state executive agencies may not be considered lobbying.
Communications with certain high level, federal executive agency officials is
lobbying.

Lobbying of cities or counties is not considered lobbying for these purposes.

The above retainer will be paid by the Client for services rendered or to be rendered
in legislative activities relating to preparation, introduction and/or surveillance of legislation
relating to Corrections.
I understand that policy prohibits using the Client's corporate funds paid to my Firm
to make political contributions of any kind to political parties or candidates running for local,
state or federal office. All of the compensation to be paid to my Finn is for services to be
rendered and is not paid pursuant to any agreement or understanding between my Finn and
the Client that I will make any contribution to a political party or candidate.
I agree to properly register all employees of my Firm, if necessary, as a lobbyist(s)
representing the Client in the Legislature in the State of Florida, and to make all necessary
reports in a timely manner to the proper authorities, forwarding a copy of same to your
attention.
This Agreement is subject to termination by either party upon sixty (60) days prior
written notice to the other party provided, however, that tennination by the Client shall not
relieve the Client of the obligation to pay the retainer in full.
If the foregoing reflects the Client's understanding of our agreement, please sign the
duplicate copy in the space indicated below and return to my attention.

GMS/tbm

IT IS UNDERSTOOD AND AGREED that the undersigned accepts this Agreement, and
that this Agreement constitutes an Agreement for the rendering of Lobby Services.
Prison Rehabilitative Industries & Diversified Enterprises, Inc.
resident

SPEARMAN MANAGEMENT, INC.
516 Delannoy Avenue' Cocoa, FL 32922 • (321) 631-2750 • Fax (321) 632-2334

July 22, 2009

Mrs. Dee Kiminki
PRIDE Enterprises
12425 28th Street, N
Suite 300

:~:~' FL 33716
Attached please find my reduced fee contract for 2009-2010.
With Warm Personal Regards,
Sincerely,

~MS III/des
Attach

GUY M. SPEARMAN III
President

SPEARMAN MANAGEMENT, INC.
516 DelannoyAvenue· Cocoa, FL32922. (321) 631-2750. Fax (321) 632-2334

July 22, 2009
Jack Edgemon, President
Prison Rehabilitative Industries
& Diversified Enterprises, Inc.
12425 North 28~ Street
3" Floor
St. Petersburg, Florida 33716
Re:

2009 - 2010 Legislative Issues and Appropriations

Dear Jack:
This will confirm our agreement whereby the undersigned (the "Firm"), will
provide Prison Rehabilitative Industries & Diversified Enterprises, Inc. (the "Client")
with consulting services and representation in the State of Florida before the Florida
Legislature for the period July 1, 2009 through June 30, 2010.
It is understood by both the Client and the Firm that Florida Law strictly
prohibits contingency fees in reference to the passage or defeat of Legislation. For
our services, the Client agrees to pay the retainer sum of Seventy-fouf Thousand

Dollars ($74,000.00), payable monthly at Six Thousand One Hundred Sixty-Six
Dollars and 66/100 ($6,166.66) per month.

The Client agrees to reimburse the Firm for reasonable and necessary

out~of

pocket expenses on your behalf, such as telephone calls, copies, lobbying registration
fees, local travel and things of that nature, upon presentation of the Firm's itemized
statement. Any expenditures which the Firm judges may be necessary, including
those involving entertainment, must be approved in advance, provided that
entertairunent or travel costs are not in excess of $2,500 during the term' of this
Agreement shall be deemed to be approved.
Documented charges for itemized expense statements with supporting receipts

must be submitted to qualify for payment. State lobbying costs are not deductible for
purposes of the Client's federal income taxes. Lobbying is defined as follows:
1.

Meetings, telephone conversations and correspondence with the
governor, members of the Legislature, their staffs or committee staffs
in an attempt to advocate the passage or defeat of legislation.

GUY M. SPEARMAN III
President

Testimony before legislative committees,
subpoena.

unless compelled by

Distribution to the governor, members of the Legislature, their staffs or
committee staffs, of reports or studies in an attempt to advocate the
passage or defeat of legislation.

Monitoring the progress of legislation does not constitute lobbying,
provided the Client never advocates their passage or defeat.

Efforts to comply with existing legislation or regulations and efforts to
sell to government agencies are not lobbying.

Activity with state executive agencies may not be considered lobbying.
Communications with certain high level, federal executive agency
officials is lobbying.

Lobbying of cities or counties is not considered lobbying for these
purposes.

The above retainer will be paid by the Client for services rendered or to be
rendered in legislative activities relating to preparation, introduction and/or
surveillance of legislation relating to Corrections.
I understand that policy prohibits using the Client's corporate funds paid to my
Firm to make political contributions of any kind to political parties or candidates
running for local, state or federal office. All of the compensation to be paid to my
Finn is for services to be rendered and is not paid pursuant to any agreement or
understanding between my Finn and the Client that I will make any contribution to a
political party or candidate.
I agree to properly rcgister all employees of my Firm, if necessary, as a
lobbyist(s) representing the Client in the Legislature in the State of Florida, and to
make all necessary reports in a timely manner to the proper authorities, forwarding a
copy of same to your attention.
This Agreement is subject to termination by either party upon sixty (60) days
prior written notice to the other party provided, however, that tennination by the
Client shall not relieve the Client of the obligation to pay the retainer in full.
If the foregoing reflects the Client's understanding of our agreement, please
sign the duplicate copy in the space indicated below and return to my attention.

With Warm Personal Regards,
Sincerely,

IT IS UNDERSTOOD AND AGREED that the undersigned accepts this Agreement,
and that this Agreement constitutes an Agreement for the rendering of Lobby
Services.

Prison Rehabilitative Industries & Diversified Enterprises, Inc.

SPEARMAN MANAGEMENT, INC.
516 Delannoy Avenue, Cocoa, FL 32922. (321) 631-2750. Fax (321) 632-2334

•

July 1,2008

Jack Edgemon, President
Prison Rehabilitative Industries
& Diversified Enterprises, Inc.
12425 North 28'" Street
3rd Floor
St. Petersburg, Florida 33716
Re:

2008 - 2009 Legislative Issues and Appropriations

Dear Jack:

This will confirm our agreement whereby the undersigned (the "Finn"), will provide
Prison Rehabilitative Industries & Diversified Enterprises, Inc. (the "Client") with consulting
services and representation in the State of Florida before the florida Legislature for the

period July 1,2008 through June 30.. 2009.
It is understood by both the Client and the Finn that Florida Law strictly prohibits
contingency fees in reference to the passage or defeat of Legislation. For our services, the

Client agrees to pay the retainer sum of Seventy-five Thousand Dollars ($75,000.00),
payable monthly at Six Thousand Two Hundred Fifty Dollars ($6,250.00) per month.
The Client agrees to reimburse the Firm for reasonable and necessary out-oF-pocket
expenses on your behalf, such as tclephone calls, copies, lobbying registration fees, local
travel and things of that nature, upon presentation of the Firm'$ itemized statement. Any
expenditure whieh the Finn judges may be necessary, including thosc involving
entertainmcnt, must be approved in advance, providcd that entertainment or travel costs arc
not in excess of$2,500 during the term of this Agreement shall be deemed to be approved.
Documented charges for itemized expense statements with supporting receipts must

be submitted to qualify for payment. State lobbying costs are not deductible for purposes of
the Client's federal income taxes. Lobbying is defined as follows:
I.

Meetings, telephone conversations and correspondence with the govcrnor,
members of the Legislature, their staffs or committee staffs in an attempt to
advocate the passage or dcfeat of Icgislation.

Testimony before legislative committees, unless compelled by subpoena.

GUY M. SPEARMAN, III

President

Distribution to the governor, members of the Legislature, their staffs or
committee staffs, of reports or studies in an attempt to advocate the passage or
defeat of legislation.

Monitoring the progress of legislation does not constitute lobbying, provided
the Client never advocates their passage or defeat.

Efforts to comply with existing legislation or regulations and efforts to sell to
government agencies are not lobbying.

Activity with state executive agencies may not be considered lobbying.
Communications with certain high level, federal executive agency officials is
lobbying.

Lobbying of cities or counties is not considered lobbying for these purposes.

'The above retainer will be paid by the Client for services rendered or to be rendered
in legislative activities relating to preparation, introduction and/or surveillance of legislation
relating to Corrections.
I understand that policy prohibits using the Client's corporate funds paid to my rirm
to make political contributions of any kind to political parties or candidates running for local,
state or federal office. All of the compensation to be paid to my Finn is for services to be
rendered and is not paid pursuant to any agreement or understanding between my finn and
the Client that J will make any contribution to a political party or candidate.
I agree to properly register all employees of my Firm, if necessary, as a lobbyist(s)
representing the Client in the Legislature in the State of Florida, and to make all necessary
reports in a timely marmcr to the proper authorities, forwarding a copy of same to your
attention.
This Agreement is subject to termination by either party upon sixty (60) days prior
written notice to the other party provided, however, that tennination by the Client shall not
relieve the Client of the obligation to pay the retainer in full.
If the foregoing reflects the Client's understanding of our agreement, please sign the
duplicate copy in the space indicated below and return to my attention.
Very truly yours,

£!t~'-------President

GMSltbm

-~~~
rdgcmJ
resident

I. EXECUTIVE SUMMARY

Means:

Problem: PRIDE employs only 2% of the inmate
population, a percentage that has existed for over 25
years while Florida’s prison population has steadily
increased.

In order to see out this vision, the following
statutory changes must be made:

Florida's Inmate Population vs. PRIDE workstations
100,000

1) The Department is given the authority to
lease correctional work programs to more
than one organization.
2) The preferential purchasing entitlement
(section 946.515(2)) be repealed.

90,000
80,000
70,000
60,000

PRIDE Workstations
Total Inmate Population

50,000
40,000

3) Establish a Board of Directors, separate
from the PRIDE’s existing board, to
maintain transparency and accountability.

30,000

4) The Department of Corrections receives the
federal Prison Industry Enhancement (PIE)
certificate.

20,000
10,000
0
1985

1990

1995

2000

2005

2007

Organization:
Solution: Increase the percentage of inmates
working by expanding opportunities of prison
industry through private sector competition.
Vision: Employ at least 10% of inmates in paid
inmate labor programs no later than 2012.

Under the proposed plan, the structure of
correctional industries would consist of four
components: (1) The Department of Corrections, (2)
a Board of Directors, (3) industry recruiters, and (4)
contractor(s).

Objectives:
1) Train inmates for a successful reentry into
society.

Board of
Directors

Department
of Corrections

Industry Recruiters:
Enterprise Florida,
OTTED, Faith-Based…

PRIDE

Construction

Agriculture

Manufacturing

2) Reduce the future occurrence of crime.
3) Reduce future victimization by criminals.
4) Reduce inmate idleness.
5) Increase the contributions to victim
restitution.
6) Prevent the reoccurrence of financial risks to
Florida’s taxpayers.
7) Enable competition through true, freemarket correctional industries.

The Department of Corrections would act as the
contract manager, providing the personnel to secure
contracts, and assist the Board of Directors in the
oversight process. The Board of Directors would be
the authorizing agent for the Department to enter
into contracts with the private sector for the
operation of correctional industries. In addition,
organizations such as Enterprise Florida and the
Governor’s Office of Tourism, Trade and Economic
Development (OTTED), would assist the Board of
Exhibit 3.e.

public debate concerning correctional industries
and, expectantly, a subsequent resolution.
Assuming the proposed plan is enacted, Phase II
would consist of a year transition period to form a
Board of Directors, and to bid and establish
contracts for current correctional industry
operations. Finally, Phase III would be a continual
phase for the expansion of and creation of
correctional industries.

Directors and the Department in attracting business
enterprises in order to open new industries and
increase inmate workstations.
Timeline:
The transition from the existing correctional
industry structure to the proposed would consist of a
three-phased plan. Phase I would consist of the

into their communities. In Florida alone, 33,348
people were released from state prison last year.1
Unfortunately, many of these “ex-cons” leave
Florida’s prison system only to return a short time
later. With the current recommitment rate (those
returning to prison after 3 years) at 33%, the
Department estimates that over 10,000 of the
inmates released in fiscal year 2005-2006 will
return to Florida’s prison system.

II. FLORIDA DEPARTMENT OF
CORRECTIONS
A. Introduction
The Department of Corrections protects the public
by operating a safe, secure, humane and efficient
corrections system. The goals of the agency are to
protect the public, staff and inmates, develop staff
committed to professionalism and fiscal
responsibility, ensure victims and stakeholders are
treated with dignity, sensitivity and respect in
making and executing administrative and
operational decisions, and to prepare offenders for
reentry and release into society.

Consequently based on this estimate, 10,000 more
crimes will be committed and thousands more will
be made victims of new crimes. Every crime has at
least one victim, thus recidivism has a negative
impact on the safety of Florida’s citizens. While
public safety is strained with recidivism, the
Department of Corrections is placed under great
pressure not only to construct new prisons (at a
price of approximately $100 million), but also
provide an infrastructure (at an annual operating
cost of $40 million per year per prison) to meet the
mission of public safety. Current construction plans
along with a prison population which is estimated to
exceed 100,000 by November 2008 presents a grave
financial predicament for managing prisons in
Florida.

B. Organization
The Florida Department of Corrections is the third
largest state prison system in the country with a
recurring budget of $2.3 billion, almost 95,000
inmates incarcerated and another 153,000 offenders
on some type of community supervision.
The Department has 137 facilities statewide,
including 60 prisons, 41 work/forestry camps, one
treatment center, 30 work release centers and five
road prisons. About three quarters of its staff of
more than 27,000 employees are either certified
correctional officers or probation officers.

In response to the staggering statistics in the
projected inmate population, the Department of
Corrections has made reducing recidivism a major
focus. In May of 2007, the Department of
Corrections changed its mission to state, “To protect
the public, ensure the safety of Department
personnel, and provide for the proper care and
supervision of all offenders under our jurisdiction
while assisting, as appropriate, their reentry into
society.” Coupled with this change to the mission
statement, the Department set a goal to “Bring the
recidivism rate down from its present rate of 32% to
20% or less by 2012.” The Department envisions
that, if accomplished, the criminal justice system
will see a significant reduction in the demands that
repeat offenders exert and provide safer
communities for the citizens of Florida and those
who visit the state.

Prisons are generally managed by state government,
but Florida does have six privately run prisons.
Inmates in Florida’s prisons have sentences of more
than a year for serious felony offenses.
In Fiscal Year 2006-07, about 37,000 inmates were
admitted into Florida prisons and another 35,000
were released; while more than 107,000 offenders
were placed on community supervision and another
104,000 were released from supervision. Given the
fact that most of those who serve time in prison and
on supervision will eventually be free, the
Department must focus on equipping its inmates
and offenders with the tools they will need to
become productive citizens.

D. Vocational Education
C. Recidivism
A key tool in reducing recidivism is equipping
offenders with marketable skills enabling them to
be productively employed. An offender’s ability to

This year, as in other recent years, America’s
prisons will release more than 600,000 inmates back
3

find employment upon release is closely related to
reducing the likelihood that an offender will commit
a crime. Research has shown that higher levels of
job instability lead to higher arrest rates.2
Furthermore, the Urban Institute indicates that
former prisoners who have legitimate work after

they return to the community are less likely to
commit new crimes.3 Within the Department,
statistics show that inmates who earn a vocational
certificate are 16% less likely to recidivate than
those who do not complete a program (Figure 1).
Figure 1

CERTIFICATE (GED-HIGH SCHOOL DIPLOMA-VOCATIONAL) RECIDIVISM
(Recidivism = Return to Prison for New Offense or Technical Violation)
Chart Reflects 15.8% Reduction in Recidivism Rate w/in 36 Months of Release
for Inmates Earning a Vocational Certificate

0.6

n = 180,526

0.5

n = 13,777
Recidivism Rate

0.4
n = 10,608
0.3

Salient Points
0.2
* Releases who earn a GED/HSD or Vocational Certificate recidivate at a much lower rate than the
'No Certificate Group'
0.1

0
1

96 101 106 111 116 121 126 131

Months After Release
No Certificate

With GED/HSD

With Vocational Certificate

The chart provided reflects recidivism rates (percent returned to prison for a new offense or technical violation, within a specified
time period after release) for releases from 1/1/1995 through 12/31/2005 (over an 11-year period).

In 1976, the Legislature appropriated $11 million to
expand the correctional industries with a projected
completion date of 1983.7 By 1981, this funding
resulted in the Department establishing a total of:

E. Correctional Industries
As part of vocational education, correctional
industries serve as an excellent opportunity for
reducing recidivism by providing inmates desirable
job skills, decreasing inmate idleness by offering
work, and offsetting the cost of state government by
utilizing inmate labor.

•
•

History

•

Although the use of inmate labor in Florida dates
back to more than 100 years, correctional industries
were not officially established until 1957.4 In that
year, the Department of Corrections' Correctional
Industries Program was authorized with an
appropriation of $250,000 along with the creation of
an Industrial Trust Fund.5 Under this authorization,
statute dictated the products and services that could
be sold as well as the customers to whom the
products and services may be sold.6

62 industry programs at 16 correctional
institutions.
2,000 inmate workstations, representing 9.7
percent of the total inmate population
(19,722).
$23 million annual gross income from
sales.8

During that same year, significant changes were
made to correctional industries in Florida. Senate
Bill 97 was signed into law providing for the
establishment of an incorporated, private, non-profit
business organization to operate the prison
industries program. As a result, by June 30th, 1985,
the Department of Corrections transferred virtually
all industrial facilities and related-land to this
corporation, Prison Rehabilitative Industries and
4

in Florida Statutes. PRIDE, in that year, received
the PIE certificate (formerly in the Department’s
possession).9 Consequently, PRIDE was given the
privilege to operate correctional industries and to
sell commodities across state lines according to
federal law and while not resulting in the significant
displacement of employed workers in the
community.

Diversified Enterprises, Inc. (PRIDE). As part of
this transfer, PRIDE was given specific duties by
the Legislature (listed in priority):
•

To provide a joint effort between the
department, the correctional work programs,
and other vocational training programs to
reinforce relevant education, training, and
post-release job placement and help reduce
recommitment.

•

To serve the security goals of the state
through the reduction of idleness of inmates
and the provision of an incentive for good
behavior in prison.

•

To reduce the cost of state government by
operating enterprises primarily with inmate
labor, which enterprises do not seek to
unreasonably compete with private
enterprise.

•

To serve the rehabilitative goals of the state
by duplicating, as nearly as possible, the
operating activities of a free-enterprise type
of profit making enterprise.

With all of the opportunities afforded to PRIDE
over the past 26 years, PRIDE now operates 37
diverse industrial training programs in 20
correctional institutions (see Section V.). However,
only 2% of Florida’s prison population is employed
by PRIDE and the number of jobs has remained
utterly stagnate for years. Furthermore, according
to a 2003 and 2006 OPPAGA report, between 1996
and 2005 PRIDE actually reduced the number of
inmate workstations by almost 500.10
Consequently, with the increase in Florida’s prison
population since 1996, the percentage of the inmate
population employed by PRIDE has decreased
proportionately by 40 percent. The non-existence
growth in inmate workstations occurred even while
the PRIDE sales have increased (Figure 2).
Figure 2

In 1999, significant changes to law were again
made to correctional industries. Section 946.006,
F.S., which allowed the Department to put into
effect an agricultural and industrial production and
marketing programs for inmates, was repealed.
Section 946.519, F.S., was also repealed. This
statute allowed, “Any service or item manufactured,
processed, grown, or produced by the Department
of Corrections in its present programs or in its
future programs and not required for use therein
may be furnished or sold to any legislative,
executive, or judicial branch agency, department, or
institution of the state; political subdivision of the
state; other state; or agency of the Federal
Government.” In addition, section 946.008, F.S.,
which allowed the Department to explore new
financing arrangements, including the involvement
of private industry and expertise in order to finance
correctional work programs, was eliminated.

PRIDE Workstations
5,000
4,000
3,000
2,000
1,000
0
2002

2003

2004

2005

2006

(Millions)

PRIDE Sales

While the Department of Corrections lost many of
its opportunities for correctional industry expansion,
PRIDE saw many additional benefits to the change

$80
$78
$76
$74
$72
$70
$68
$66
$64
$62
$60
2002

2003

2004

2005

2006

Looking at the past 7 years, correctional industries
have seen a decline in sales within the state market
(Figure 4). Issues such as constrained budgets and
privatization have contributed to a decrease in sales;
however, efforts could be made to resolve
purchasing disputes through the Department of
Management Services and to initiate a more
competitive nature in state sales.

III. MARKET ANALYSIS
Since 1999, PRIDE sales had seen a decline and
subsequent rebound (Figure 3). Much of the early
decline in sales can be attributed to the dependency
on a single market sector for revenue.
Consequently, as stated in PRIDE’s 2006 Annual
Report, “continued state government budget
constraints and outsourcing trends, coupled recently
with declining tax revenues, has prompted PRIDE
Enterprises to focus on a balanced market sector
sales approach.” These market sectors can be
categorized into three markets, state, non-state and
private.

Figure 4
Sales to State Agencies
75%

75%

73%

70%
Percen t o f Sales

A. State Sector
Over the years, the bulk of sales for correctional
industries have come from state agencies. In 2006,
over $34 million dollars or roughly 46% of PRIDE
sales were made to state agencies. A major
advantage given to correctional industries within the
state market is that under Florida law, no similar
product or service of comparable price and quality
found necessary for use by any state agency may be
purchased from any source other than correctional
industries if the industry certifies that product (s.
946.515(2)). An unintended consequence of this
statute is that state purchasing agents are not pushed
to compare prices before buying PRIDE products;
furthermore, often purchases are made at a reduced
hassle rather than always a reduced price.
Consequently, PRIDE has cornered the market on
many products/services consumed by state agencies.

65%

65%
60%

55%

55%
52%

51%

50%

50%
46%

45%
40%
1999

2000

2001

2002

2003

2004

2005

2006

B. Non-State Sector
In the past 7 years, correctional industries have seen
a slight increase in the percentage of sales within
this market sector (Figure 5). Major contributors to
this market are counties and municipalities. While
county and municipalities are not subject to the
same statutory regulations for purchasing as with
state agencies, sufficiency of the product/service at
less expensive prices are attractive to financially
constrained local governments.

Figure 3
Correctional Industries Sales

Figure 5

Sales to Non-State Sector

74
100%

90%

80%

Percentage of Sales

S a le s (M illio n s )

66
64
62
60
1999 2000 2001 2002 2003 2004 2005 2006

70%
60%
50%
30%

40%
30%
20%

18%

22%

21%

25%

11%

10%
0%
2000

2001

2002

2003

2004

2005

2006

require a commitment of more than $1.73 billion (in
construction costs alone) through fiscal year 20112012. In the near term, the Department’s 2008
Legislative Budget Request contains a $650 million
request for new prison construction. We must be
cognizant that every new prison creates an
additional $40 million recurring in operational costs
to run it. The reality is capital expenditures (nonrecurring costs) create operational commitments
(recurring costs).

C. Private Sector
Under section 946.523, F.S., PRIDE may operate or
contract with the private sector for substantial
involvement in a prison industry enhancement (PIE)
program that includes, but is not limited to,
contracts for the operation of a direct private sector
business within a prison and the hiring of inmates.
Since 1999, PRIDE has been given the ability to
operate such programs, yet compared to other states
employs substantially less. At the end of June 30,
2007, PRIDE was employing fewer inmates than
South Carolina, Kansas, and Nevada and employing
similar numbers as Indiana, Iowa, Minnesota, Utah,
and Idaho – all smaller states with significantly
smaller inmate populations.

The Means
If we are going to build more prisons, we must be
equally prepared to consider any means by which
we can reduce the rate of growth in the prison
population. Data demonstrates that Florida’s prison
population, as a labor force, is an opportunity to
address the very problems that enabled its abundant
supply.11 In addition the Department has land
available to house current and future correctional
industries.

IV. A NEW APPROACH
The greatest opportunities occur when
conventional wisdom and reality fail to align.
A. Reason, Need, and Means

B. Proposal
Florida’s rising prison population is an issue beyond
the control of policy makers and budgetary
personnel. However, an examination of the facts
paints the reality that there is a reason, a need and a
means to use correctional industries to help
overcome larger policy questions.

The Department of Corrections consists of a
potential workforce of over 72,000 inmates. Yet,
everyday, thousands remain idle in state prisons,
ready and willing to learn desirable job skills, gain
job experience while in prison, and pay their debt to
society.

The Reason
It is important that these inmates be given the
opportunity to learn job skills. Studies verify that
offenders who leave prison with marketable,
desirable job skills are much less likely to re-offend.
Less recidivism means fewer victims and less tax
dollars spent on the criminal justice system.
Correctional work programs provide the
opportunity for inmates to obtain desirable job
skills.

First, we need to establish one key fact – Florida’s
taxpayers are already the ultimate investor in
correctional industries. The taxpayers pay both
when an inmate fails to successfully reenter society
($19,000 per inmate per year), and when current
operations fail to produce savings for governmental
entities that purchase commodities through
correctional industries. Therefore, Florida’s
taxpayers deserve a substantial return on their
investment.

For over a quarter of a century, correctional
industries have been given to one entity, Prison
Rehabilitative and Diversified Enterprises, Inc.
(PRIDE), to manage inmate labor and operate these
industries without the benefit of open competition.
When created in 1981, PRIDE held an ambitious
vision with every intention to help reduce
recidivism and inmate idleness through vocational
training and employment. However, the

The Need
Second, there is a massive growth in our prison
population, causing impacts in the way of both
recurring and nonrecurring costs. Recent projections
show that by 2011-2012, Florida will have 120,283
inmates. In total, prison population estimates will
7

organization has created an era of stagnation and a
lack of innovation in increasing inmate labor. The
lack of persistence by PRIDE to fulfill its statutory
obligations demonstrates the need for change.

workstations will be created at a cost savings to
Florida’s taxpayer.

The Department of Corrections proposes it be given
the statutory authority to contract with more than
one organization to operate the various correctional
industries across Florida. The Department is
determined to elevate Florida’s correctional
industries to a degree in scale and scope hoped for
but so far not realized. Its vision is to employ at
least 10% of inmates in paid inmate labor
programs no later than 2012. The Department
believes that in order for correctional industries to
be successful and meet the needs of its mission,
industries must:

A major advantage to correctional industries under
this proposed structure is financial stability. Under
the current structure providing PRIDE sole access
to employing inmates and operating correctional
industries presents a financial risk to the taxpayers
of Florida. If this corporation were to go bankrupt,
the state of Florida could incur a significant cost in
order to rectify the financial losses and to resurrect
a defunct correctional industry. Under current
budgetary times, correctional industries could thus
be terminated or suspended resulting in an increase
to inmate idleness and a detriment to antirecidivism efforts.

Financial Stability

1) Train inmates for a successful reentry into
society.

Unfortunately, this risk almost turned into reality
between 2003 and 2005. According to a 2005 audit
of PRIDE conducted by the Office of the Chief
Inspector General, PRIDE’s system of internal
controls were inadequate to ensure effective,
efficient, and proper use of resources. As a result,
PRIDE incurred a loss of approximately $19.2
million in resources that would have otherwise
benefited the state. Consequently, PRIDE "initiated
its own clean-up" to resolve its near bankruptcy.12
This near-missed disaster clearly demonstrates the
potential financial risk with one entity running all
correctional industries.

Victim Restitution
Inmates serve their sentence in state prison in order
to pay their debt to society. Yet, many are not
paying their debt to the person(s) their crime has
hurt the most: the victim. Victim restitution
contributions over the past four years have been less
than $400,000 per year. By increasing the number
of inmate workstations, expanding industries, and
opening new industries, more victims will be paid.

The proposed plan is rooted in the founding
principles of capitalism. Under the proposed plan,
each correctional industry would function like any
normal business activity, but organizations
(including PRIDE) would compete for the operating
privileges. If given the contract, these organizations
would also be forced to compete in markets that
demand efficiency resulting in innovative ideas and
practices. The Department of Corrections and a
Board of Directors would oversee the industries in
order to meet the mission of public safety and in
order to protect the workers (inmates) and
stakeholders (taxpayers) in these correctional
industries. Under this structure more inmate

While victim contributions will increase, so will the
chances for inmates to have their civil rights
restored. By October 18th, 2007 the Department of
Corrections had conducted 286,146 historical case
reviews for the new civil rights restoration process.
Of those reviews, 112,879 were deemed ineligible
for automatic rights restoration. Thirty-six percent
8

the field of vocational training. The other two
members would be the Secretary of Corrections and
the Assistant Secretary of Institutions. The Board
of Directors would have the following specific
duties:

of those cases were considered ineligible due partly
or wholly because the person owed restitution. By
providing more inmate workstations and preparing
inmates in job skills for long-term, stable
employment, civil rights may be restored to
thousands that pay their debt.

1. Coordinate a correctional work program
which follows the objectives and guidelines
set forth by Florida Statutes.
2. Provide direct oversight and approval for all
contracted correctional work programs.
3. Provide an annual report to the Governor
and the Legislature prior to July 1 of each
year.

C. Organizational Structure
Under the proposed plan, the structure of
correctional industries would consist of four
components: (1) The Department of Corrections, (2)
a Board of Directors, (3) industry recruiters and (4)
contractor(s) (Figure 6).
The Department of Corrections would act as the
contract manager, providing the personnel to secure
contracts, and staff assistance to the Board of
Directors in the oversight process.

Industry recruiters, organizations such as Enterprise
Florida and the Governor’s Office for Tourism,
Trade and Economic Development (OTTED),
would lend a hand to the Board of Directors and the
Department in attracting business enterprises in
order to open new industries and increase inmate
workstations. Industry recruiters represent an
important part in expanding correctional industries.

Figure 6
Board of
Directors

Department
of Corrections

Industry Recruiters:
Enterprise Florida,
OTTED, Faith-Based…

PRIDE

Construction

Agriculture

Manufacturing

The Contractor would provide, under the terms of
the contract, the managing of operations within an
industry. As an incentive to the contractor, the
Department would not remove an inmate once
assigned to the contractor, except upon request of or
consent of the contractor or for the purposes of
population management. As standard for every
contract, the Department would establish a
compensation plan that provides for a specific
amount to be credited to the account for an inmate
performing labor and a portion to be used to make
any court-ordered payments, including restitution to
the victim, and a specific amount to be paid to the
Prison Industries Trust Fund. The contractor would
be liable for inmate injury to the extent specified in
section 768.28, F.S.; however, the members of the
Board of Directors would not be individually liable
to any inmate for any injury sustained in any
correctional work program operated by the
contractor.

The Department of Corrections would contract with
the private sector (including PRIDE) for the
operation of a correctional industry. Any contract in
a PIE industry authorized by the Board of Directors
would be in compliance with federal law governing
inmate work programs and would be mindful of the
displacement of employed workers in the
community.
Under this proposal, the Board of Directors would
consist of a 6-person panel. Four members would
be appointed by the Governor and confirmed by the
Senate. These four members would consist of
members of Florida enterprises and/or members in

Figure 7

D. Timeline
(including PRIDE) for operating new/expanding
industries. After July 1st, 2009, the new
correctional industry structure would be in place.

The transition from the existing correctional
industry structure to the proposed would consist of a
three-phased plan (Figure 7). Phase I would consist
of the public debate concerning correctional
industries and, expectantly, a subsequent resolution.

E. Competition
To reaffirm the competitiveness of an industry,
under this proposed structure, Florida section
946.515(2), F.S., would be repealed. Through the
repeal of this language, current industries which
have historically cornered the market on state sales
would now be open to competition; furthermore,
these industries would be forced to provide quality
products at competitive prices.

Assuming, the Department’s proposed plan is
enacted July 1st, 2008, the transition phase (Phase
II) would be initiated and continue until July 1st,
2009. During Phase II, the Board of Directors
would be formed. Once the board is formed,
contract bidding and establishment of contracts for
current correctional industries would begin. Also in
between this time, the Department of Corrections
and PRIDE would conduct a thorough inventory of
all property relating to correctional work programs
including all buildings, land, furnishings,
equipment, and other chattels. This inventory
would provide the basis for defining which items
revert to whom (the Department, PRIDE, Board of
Trustees). For those industries that do not result in
a contract between PRIDE and the Department, the
Department would exert its best efforts to ensure
personnel in those industries have employment
opportunities under the new industry operator.

F. Contracts
Under the proposed plan, the Department of
Corrections would be exempt from requirements of
Chapter 287 (Florida Statutes) when entering into
contracts or leases with private business for the
operation of correctional work programs. Where
prudent and at the approval of the Board of
Directors, revenue generating contracts would be
established between the Department and
organizations for the operation of correctional
industries. Under these contracts, a percentage of
sales generated by the industry would be deposited
into the Prison Industries Trust Fund and would be
limited to reimbursing the Department for room and
board, compensating crime victims, paying for the
support of inmate’s families, and enhancing and

Overlapping Phase II, Phase III (Contracting) would
begin after the Board of Directors is formed. In
Phase III, the Department and Board of Directors
would begin negotiating and securing contracts
between the Department and the private sector
10

and local governments and, most importantly, do so
at a reduced cost. Last but not least, with the
current funding for active state fixed capital outlay
projects just over $300 million, there is a
particularly attractive incentive for potential
investors.

expanding correctional industry programs. These
monies would represent a key component in
attracting new and current investors. Looking at
correctional industry sales in 2006, a 3% deduction
would result in over $2 million deposited into the
trust fund. Based on current construction estimates
and utilizing inmate labor to assist in construction,
the Department could offer approximately a 1/3 of
the construction costs for a 100,000 square foot
facility.

Figure 8

G. New Industries
While the Department of Corrections would
contract existing industries, the Department and the
Board of Directors, with the assistance of Enterprise
Florida, the Office of Tourism, Trade and Economic
Development and other organizations, would pursue
business enterprises in order to open new industries
and increase inmate workstations. The following
represent some of the ideas for potential industries.
It is important to note that due to current statute and
structure of correctional industries, the Department
of Corrections remains in a premature stage in
identifying new markets for correctional industries.
Assuming the proposed concept is implemented,
more defined markets with specific investors along
with precise projections would be realized.

Active State Fixed Capital Outlay
Projects
th

(Snapshot Oct. 24 , 2007)

1-20
21-50
> 50
Inactive
Projects

Manufacturing
Another potential industry in the construction field
is modular home building. Companies have shown
interest in the building a facility adjacent or within
an institution in order to employ inmate roofers,
framers, and plumbers. Consequently, this potential
industry could employ over 200 inmates at a single
institution.

General Construction
According the Department of Management
Services, in an October 24th, 2007 snapshot, there
were 568 active fixed capital outlay projects
statewide out of a total of 5,151 projects in
existence (Figure 8). Many of these projects consist
of roof repairs, heating and air condition repairs,
and electrical repairs to state facilities. At the same
time, almost 24,000 job vacancies in Florida’s
construction industry exist in 165 occupations.13
The top four construction vacancies in Florida last
year were in carpentry, construction labor,
electrical, and heating and air conditioning.14 By
reaching out to interested and experienced
construction companies, the Department of
Corrections could contract with an organization to
establish a general contracting industry. By
harnessing experienced inmates in construction and
by training inmates in construction trades, a general
contracting industry would consist of a strong labor
force to help meet the construction needs of state

V. CURRENT INDUSTRY OVERVIEW
Correctional industries operate 37 industrial training
programs located at 20 correctional facilities. These
programs can be classified into several categories:
Agriculture, Imaging, Graphics, Furniture, Services,
and Sewn Products. The following is an overview
of the current correctional work industries. They
represent just a small portion of the type of industry
and service that the Department contemplates it
could undertake by entering into contracts with
other entities under this proposal.
A. Agriculture
Agricultural industries operate in 5 correctional
institutions across the State of Florida.
11

several products including bleach products, carpet
care products, floor care products, food service
products, cleaners/polishers, laundry products,
personal care products, restroom care products,
brooms and brushes, and wood care products. At
the same time, sanitary maintenance also offers coin
laundry, equipment inspection, and equipment
installation. 36 inmates are approximately employed
in this program.

Sugarcane
Located in heart of Florida’s sugarcane industry,
Glades C.I. hosts a sugarcane production industry
working on approximately 3,878 acres of land
employing approximately 50 inmates.
Citrus
A well-known Florida crop, citrus, is grown on
approximately 1000-acres and harvested at Hendry
C.I. This industry employs some 35-40 inmates offseason and 56 inmates during the picking season.

Baker Paint
The paint industry produces traffic paint goods
employing approximately 10 inmates.

Forestry
Broward Optical
In the areas surrounding Union C.I., Florida State
Prison, and New River C.I. timber is harvested, cut,
and treated employing close to 100 inmates.

Operating at one of the six female state correctional
facilities, the optical industry manufactures adult
and children frames in many styles and fashions. 46
inmates are approximately employed in this
program.

Cattle
From Apalachee C.I. in the Panhandle, to Union
C.I. in Central Florida, and Hendry C.I. in South
Florida, beef cattle are raised and tended to by
approximately 10 inmates.

Tomoka Heavy Vehicle Renovation
The heavy vehicle renovation industry offers
O.E.M. and custom body fabrication, command
center fabrication, bus repair and renovation, E.V.T.
certified technical support and custom work. 87
inmates are approximately employed in this
program.

B. Services
The Services Industry employs over 500 inmates in
a variety of business located at 7 correctional
facilities

Union Dental
ACI Business Services
Located outside of Apalachee’s West Unit, this
warehouse hosts a defacing and repackaging
operation employing approximately 11 inmates.

The dental industry provides an array of products
and services to include orthodontics, partials,
complete dentures, crowns, and repairs. The dental
program employs approximately 50 inmates.

Avon Park Tire

New River Food Processing

The tire program offers tire retreading, disposal,
recapping, mounting, dismounting, rim cleaning,
rim painting, and nail hole and section repair. 66
inmates are approximately employed in this
program.

This USDA certified and inspected industry
employs approximately 73 inmates.
Union Tag
The tag plant produces licenses plates for the State
of Florida and also to a few foreign countries. The
tag plant also produces vanity plates for fundraising
events, school support, and more. Approximately
105 inmates are employed at the tag plant.

Avon Park Sanitary Maintenance
The sanitary maintenance program offers a host of
products and services. Sanitary maintenance sells
12

C. Sewn Products

F. Digital Services

The sewn product industry is divided among 6
institutions around the State of Florida. Many
products are made to include: mattresses, pillow and
pillow cases, sheets and blankets, laundry bags,
towels, recreational clothing, work apparel, work
gloves, jail sets, coveralls, dresses, shirts and tshirts, sweatshirts, jackets, pants, undergarments,
hats, belts, bags, footwear, socks, and uniforms. In
addition, the sewn product industry offers screen
printing and embroidery. This industry combined
employs approximately 450 inmates statewide.

The digital service business, located at Liberty C.I.
offers services in the imaging, conversion, capturing
and indexing of data. Approximately 80 inmates are
employed in the program currently.
1

2005-2006 Annual Report. The Florida Department of
Corrections.
2
Laub, John H., and Robert J. Sampson. “Turning points in
the life course: Why change matters to the study of crime,”
Criminology 31 (1993): 301-325.
3
Solomon, Amy L., Johnson, Kelly Dedel, Travis, Jeremy,
and Elizabeth C. McBride, “From Prison to Work: The
Employment Dimensions of Prisoner Reentry,” Urban
Institute Justice Policy Center(2004): 4
4
Florida Corrections Commission 2002 Annual Report.
Florida Corrections Commission
5
Ibid.
6
Ibid.
7
Ibid.
8
Ibid.

D. Furniture
The furniture industry offers an array of products
and services. These products include office
furniture, park furniture, metal detention furniture,
case goods, tables, benches, desks, beds, barbeque
grills, conference tables, lockers, tables, panel
systems, shelving, trash receptacles, office seating,
fire and rescue lockers, dormitory furniture, lounge
seating, hose racks, and school lockers. The
furniture industry also offers custom products,
refurbishing, design and installation. Located at
Polk C.I., Sumter C.I., and Union C.I., the furniture
industry employs some 360 inmates.

The Prison Industry Enhancement (PIE) certificate is issued by the
federal government and monitored by the Bureau of Justice
Assistance (BJA). The BJA certifies the certificate holder that local
or state prison industry programs meet all the necessary requirements
to be exempt from federal restrictions on prisoner-made goods in
interstate commerce. The program places inmates in realistic work
environments, and pays them prevailing wages. More information is
available at: http://www.ojp.usdoj.gov/BJA/grant/piecp.html

Florida Corrections Commission 2002 Annual Report.
Florida Corrections Commission
11
Visit http://edr.state.fl.us/conferences.htm and
http://www.dc.state.fl.us/pub/index.html.
12
Prison chief wants control of inmate training program,”
Gainesville Sun, 9 Oct., 2007.
13
“Help Wanted results from Florida 2006 Construction Job
Vacancy/ Hiring Needs Survey.” Agency for Workforce
Innovation.
14
Ibid.

E. Graphics
The graphics industry is located at 5 institutions
including the recent addition of a printing program
at South Bay Correctional Facility. The graphics
industry itself consists of two businesses, printing
and boxes. Printing services offer specialty printing
(signage, vehicle graphics, bookmarks, etc.) and full
service printing (pocket folders, books, brochures,
etc.). In addition, the printing program offers an
array of services to include bindery, design services,
screen printing, and foil stamping. The box
manufacturing program, located at Marion C.I.,
produces standard slotted, shipping, record storage
boxes as well as customized corrugated paperboard
boxes and logo printing. Boxes are available in wax
or water-based emulsion coating, stapled or glued,
and can be made of recycled material to fit the
customer’s needs. The graphics industry employs
over 450 inmates statewide.

DOC Divisions and Bureaus

Office of Institutions Key Contacts/Responsibilities
Deputy Secretary of Institutions and Re-Entry
George Sapp
(850) 488-4757
Sapp.George@mail.dc.state.fl.us
Assistant Secretary of Institutions
Wendel Whitehurst
(850) 410-4570
Whitehurst.Wendel@mail.dc.state.fl.us
Deputy Assistant Secretary of Institutions
John Hancock
(850) 410-4379
Hancock.John@mail.dc.state.fl.us
Security Operations
James Upchurch
(850) 410-4390
Upchurch.James@mail.dc.state.fl.us
Provides oversight of security practices and procedures at all prisons through
security audits and security consulting.
Assists in the establishment of standards by which security and operational
management of all Department facilities are monitored.
Identifies critical security deficiencies and proposal of budget recommendations for
correction of deficiencies.
Tracks the levels of illicit contraband and weapons entering or being manufactured
in institutions.
Reports any unusual occurrence and provides fugitive verification to all facilities,
law enforcement agencies, and the general public on a twenty-four hour basis.
Monitors the daily utilization of security staff through continual review of existing
and proposed post charts, quarterly rosters, etc.
Coordinates disaster preparedness and coordination of relief efforts, etc., for the
Office of Institutions. The Department has established a Disaster Preparedness Plan
and made provisions to activate an Emergency Operations Center when a disaster
threatens. Coordinating issues, such as preparing facilities for a potential threat of
disaster, possible evacuation of facilities, and recovery efforts, are the main
functions of this operation.
Manages the response team operations for the Rapid Response Teams (RRT)
consisting of baton, munitions squads, CERT, and crisis negotiation teams.

Exhibit 4

Classification & Central Records
Rusty McLaughlin
(850) 488-9859
McLaughlin.Rusty@mail.dc.state.fl.us
Provides case management of each inmate from reception through release and the
record keeping of documents resulting from all classification processes as well as
some processes from other bureaus and entities. Inmate case management covers a
wide variety of areas including, but not limited to, the application of gain time,
visitation, transfers, work release and transition center placements, reentry facility
placements and the assessment of inmates to determine their internal and external
security requirements, program and work assignments.
Develops and administers the Corrections Integrated Needs Assessment System
(CINAS) which identifies the inmate‟s likelihood to recidivate and determines each
inmate‟s program and criminogenic needs. The focal point of this system is to
target the right group of inmates with the right amount of programming to reduce
the overall recidivism rate for the Florida Department of Corrections.
Classification, in concert with the Department‟s Information Technology team, is at
the forefront of state-of-the-art developments in inmate assessment and case
management systems. Case management is a continuous process throughout an
inmate‟s incarceration and classification staff plays a major role in an inmate‟s
appropriate and timely release and their successful reentry to the community.

Facility Services
Steve Grizzard
(850) 410-4111
Grizzard.Stephen@mail.dc.state.fl.us
Manages the construction of new institutions, annexes, work camps, and buildings
by both outside contractors and inmate laborers.
Designs new institutions and buildings using in-house architects and engineers.
Coordinates environmental permitting and site design for new institutions and
renews existing environmental permits.
Selects sites for constructions of new prison facilities.
Coordinates the design and operations of the department's wastewater, water
treatment facilities, and preventive maintenance and energy conservation programs.
Oversees the repair and renovation of existing facilities using inmate labor.
Assists institutions and service centers regarding construction and maintenance
issues; and provides construction services to other state agencies.

Institutional Support Services
Charlie Terrell
(850) 410-4278
Terrell.Charlie@mail.dc.state.fl.us
Provides contract management expertise and monitoring of statewide contracts

managed by the bureau including the inmate telephone system, inmate canteens, fire
safety, and prime vendor food services contracts. Provide specific monitoring
reports, and verify invoices for payment pursuant to the provisions of the contract.
Fleet Management monitors the statewide fleet activities; supervise acquisitions,
disposals, distribution, and maintenance of the fleet; supervise the department‟s
EMIS system, issue fuel credit and toll pass cards, and submit LBR requests.
Monitors the inmate work programs and provide contracts to various agencies and
municipalities requesting inmate labor.
Provides statewide guidance and expertise for Environmental Health, Safety and
Risk Management in the scheduling of Fire Marshal inspections. Acts as the liaison
with the Department of Management Services and the Department of Insurance in
areas of safety and risk management.
Oversee statewide records management training of staff to ensure proper retention
and storage of records. Maintain the Records Management Access Database to
easily identify and track storage and disposition within each region.
Issues Central Office Identification Badges, oversight of mailroom operations, copy
and printing operations, inmate janitorial operations, and interaction with the
owner‟s representative for maintenance and repairs.
Provides central oversight of food service operations at 140 kitchens throughout the
state for the management of food service operations and programs provided to the
inmate population ensuring compliance with Department policy and procedures as
well as state and federal guidelines.

Institutions Regions
The Department‟s major institutions (seven privately run) are geographically grouped
into fourregions. The Tallahassee Central Office provides direction, policy, and
operational andprogram oversight through the regional directors and their staff to all the
facilities. Thesefacilities incarcerate felons convicted and sentenced to more than a year.
Region I
Randall Bryant
2015 West Unit Dr.
Sneads, Florida
32460
(850) 482-1381
Institutions 19
Work Camp,
Forestry Camp &
Road prisons 16
Work Release
Centers 4

Region 2
Timothy Cannon
7765 South County
Road 231
Lake Butler, Florida
32054
(386) 496-6000
Institutions 16
Work Camp,
Forestry Camp &
Road prisons 11
Work Release
Centers 5
Region 3
Gerald Abdul-Wasi
19225 U.S. Hwy 27
Clermont, Florida
34715
(352) 989-9111
Institutions 14
Work Camp,
Forestry Camp &
Road prisons 10
Work Release
Region 4
Marta Villacorta
20421 Sheridan St.
Pembroke Pines,
Florida 33029
(954) 252-6509/10
Institutions 15
Work Camp,
Forestry Camp &
Road prisons 9
Work Release
Centers 9

Program: Community Corrections
The Office of Community Corrections assists the administration in carrying out its
mission for public safety by providing appropriate supervision to offenders placed on
community supervision programs including pre-trial intervention, probation, community
control, drug offender probation, sex offender probation, and post release supervision.
Correctional Probation Officers provide referrals to resources necessary to assist
offenders in successfully completing the conditions of supervision.

Bureau of Probation and Parole Field Services
The Bureau of Probation and Parole Field Services is responsible for developing,
implementing, revising and monitoring supervision programs in the areas of
probation, post release supervision, community control, drug offender probation,
career offenders, sexual offenders/predators, and pretrial intervention. This bureau
is responsible for other field supervision operations including sentencing guidelines,
probation databases, and court-ordered payments. Employees in this bureau are also
responsible for developing statewide policy for 3,300 staff members, including over
2500 correctional probation officers and supervisors, monitoring and coordinating
operational review and ACA accreditation, grant reporting and development,
analysis, formulation, and preparation of legislative proposals relating to probation
and parole.

Bureau of Interstate Compact
The Bureau of Interstate Compact is responsible for the statewide administration of
the Interstate Compact for Adult Offender Supervision. Reciprocal agreements
between all 50 states, the District of Columbia, Puerto Rico, and the U. S. Virgin
Islands, allow for the controlled movement and transfer of adult probationers and
parolees across state lines for reasons of employment, education and reunification
with family in accordance with uniform rules promulgated by the Interstate
Commission for Adult offender Supervision. Currently, Florida supervises
approximately 5800 other state probationers and parolees. Approximately 4900
Florida probationers and parolees are supervised by other states.

Bureau of Community Programs
The Bureau of Community Programs is responsible for developing, implementing,
revising and monitoring programs within the Office of Community Corrections.
Bureau staff provide technical assistance and oversight for professional development,
in service certification and re-certification for active and auxiliary CPO and staff. Staff
provide information and liaison with local, state and federal law enforcement
agencies in an effort to clear pending warrants (absconders) for offenders on
community supervision. Bureau staff provide management and oversight of the
electronic monitoring program, and provide statewide emergency operations
management for the Office of Community Corrections.

PROBATION AND PAROLE SERVICES
Region I
Region I Office
Barry Groves, Regional Director
Susan Bissett-Dotson, Operations Manager
14107 US Hwy 441, Suite 300
Alachua, FL 32615-6392
(386) 418-3451
Fax: (386) 418-3450
010 - PENSACOLA - CIRCUIT
3101 North Davis Highway
Pensacola, Florida 32503-3558
(850) 595-8953
Fax: (850) 595-8864

011 - MILTON
6738 Caroline Street, S.E.
Milton, Florida 32570-4974
(850) 983-5300
Fax: (850) 983-5306

012 - CRESTVIEW
250 Pine Avenue, Suite A
Crestview, Florida 32536
(850) 689-7804
Fax: (850) 689-7874

013 - SHALIMAR
74-3rd Street
Shalimar, Florida 32579-1377
(850) 833-9132
Fax: (850) 833-9148

014 - DEFUNIAK SPRINGS
2338 Hwy 90 West
Defuniak Springs, Florida 32433
(850) 892-8075
Fax: (850) 892-8084

015 - PENSACOLA WEST
3100 West Fairfield Drive
Pensacola, Florida 32505-4966
(850) 595-8900
Fax: (850) 595-8671

016 – PENSACOLA NORTH
3101 N. Davis Hwy.
Pensacola, FL 32503
(850) 595-8845
Fax: (850) 595-8860

017 - PENSACOLA BAYSIDE
315 South "A" Street
Pensacola, Florida 32502
(850) 595-8460
Fax: (850) 595-8469

018 - PENSACOLA CENTRAL
3101 North Davis Hwy.
Pensacola, Florida 32503-4945
(850) 595-8845
Fax: (850) 595-8860

020 - TALLAHASSEE MAIN / INTAKE
1240-A Blountstown Highway
Tallahassee, Florida 32304-2715
(850) 488-3596
Fax: (850) 922-6299

021 - CRAWFORDVILLE
3278 Crawfordville Highway
Unit A-2, Mill Creek Plaza
Crawfordville, FL 32327-3139
(850) 926-0052
Fax: (850) 926-0044

022 - QUINCY
305-G West Crawford Street
Quincy, Florida 32351-3121
(850) 875-9644
Fax: (850) 875-8993

023 - MONTICELLO
260 West Washington Street
Monticello, Florida 32344-1442
(850) 342-0272
Fax: (850) 342-0274

024 - TALLAHASSEE NORTH
2700 Blair Stone Road, Suite C & E
Tallahassee, Florida 32301
(850) 487-6509
Fax: (850) 488-2809

025 - TALLAHASSEE SOUTH
1815 South Gadsden Street
Tallahassee, Florida 32301-5507

026 - TALLAHASSEE CIRCUIT
1250-H Blountstown Hwy.
Tallahassee, Florida 32304-2762

(850) 414-7224
Fax: (850) 414-7231

(850) 922-3623
Fax: (850) 488-4790

03C - LAKE CITY CIRCUIT
1106 S.W. Main Blvd.
Lake City, Florida 32025
(386) 758-0448
Fax: (386) 758-0677

030 - LAKE CITY MAIN
1435 US Highway 90 West, Suite 120
Lake City, FL 32055
(386) 754-1000
Fax: (386) 754-1002

031 - LIVE OAK
506 N.W.Houston Avenue, Suite B
Live Oak, Florida 32064-1630
(386) 362-2869
Fax: (386) 364-4936

032 - MADISON
126 SW Sumatra Avenue, Suite C
Madison, Florida 32340
(850) 973-5096
Fax (850) 973-5098

033 - PERRY
121 North Jefferson Street
Perry, Florida 32347-0540
(850) 223-4555
Fax: (850) 223-4566

034 - OLD TOWN
25815 SE Hwy 19
Old Town, FL 32680
(352) 542-0286
Fax:(352) 542-0695

035 - JASPER
Intersection of US 41 & US 129
1632 US Hwy 41 NW
Jasper, Florida 32052-1558
(386) 792-3447
Fax: (386) 792-2053

040 - JACKSONVILLE - CIRCUIT / MAIN
592 Ellis Road, Suite 114
Jacksonville, Florida 32254-3574
(904) 695-4045
Fax: (904) 695-4019

041 - JACKSONVILLE NORTH
10646 Haverford Road, Suite 5
Jacksonville, Florida 32218-6203
(904) 696-5970
Fax: (904) 696-5979

042 - JACKSONVILLE SOUTH
4613 Phillips Highway, Suite 221
Jacksonville, Florida 32207-9502
(904) 448-4373
Fax (904) 448-4395

044 - YULEE
86058 Pages Dairy Road
Yulee, FL 32097
(904) 548-9380
Fax: (904) 548-9393

045 - ORANGE PARK
302 College Drive
P.O. Box 65355
Orange Park, Florida 32065-0006
(904) 213-2930
Fax (904) 213-3095

046 - JACKSONVILLE S.W.
1945 Lane Avenue South
Jacksonville, Florida 32210-2781
(904) 693-5000
Fax: (904) 693-5034

047 - JACKSONVILLE WEST
580 Ellis Road, Suite 118
Jacksonville, Florida 32254-3553
(904) 695-4180
Fax: (904) 695-4187

070 - DAYTONA BEACH - MAIN
1023 Mason Avenue
Daytona Beach, Florida 32117-4611
(386) 947-3520
Fax: (386) 947-3556

071 - DELAND
334 E. New York Ave.
DeLand, Florida 32724-5510
(386) 740-2693
Fax: (386) 740-6976

072 - DAYTONA BEACH - CIRCUIT
9 West Granada Boulevard
Ormond Beach, Florida 32174
(386) 615-6330
Fax: (386) 615-6333

073 - PALATKA
423 St. Johns Avenue
Palatka, Florida 32177-4724
(386) 329-3757
Fax: (386) 329-3755

074 - ST. AUGUSTINE

075 - BUNNELL

Lightner Museum Bldg.
75 King Street, Suite 310
St. Augustine, Florida 32084-4377
(904) 825-5038
Fax: (904) 825-6804

2405 East Moody Blvd., Ste 301
Bunnell, Florida 32110
(386) 437-7575
Fax: (386) 437-8211

076 - DAYTONA BEACH - NORTH
9 West Granada Boulevard
Ormond Beach, Florida 32174
(386) 676-4020
Fax: (386) 676-4029

077 - DAYTONA BEACH - CENTRAL
1051 Mason Avenue
Daytona Beach, Florida 32117
(386) 226-7868
Fax: (386) 226-7876

080 - GAINESVILLE MAIN
110 S.E. First Street, Second Floor
Gainesville, Florida 32601-6925
(352) 955-2023
Fax: (352) 955-3042

081 CHIEFLAND
224 N. Main Street, Suite 1
Chiefland, Florida 32626-0802
(352) 493-6760
Fax: (352) 493-6764

082 STARKE
1200 Andrews Circle Drive, North
Starke, Florida 32091-2132
(904) 368-3600
Fax: (904) 368-3075

083 GAINESVILLE WEST
7020 N.W. 11th Place
Gainesville, Florida 32605-2144
(352) 333-3640
Fax: (352) 333-3644

085 - GAINESVILLE - CIRCUIT
7020 N.W. 11th Place
Gainesville, FL 32605-2144
(352) 333-3677
FAX: (352) 333-3676

140 – PANAMA CITY WEST / INTAKE
1013 Beck Avenue
Panama City, Florida 32401-1454
(850) 872-4139
FAX: (850) 747-5167

141 - MARIANNA
2863 Green Street
Marianna, Florida 32446
(850) 482-9524
Fax: (850) 482-9686

142 - PORT ST. JOE
504 3rd Street
Port St. Joe, Florida 32456-1736
(850) 227-1132
Fax: (850) 227-3592

143 - CHIPLEY
713 3rd Street
Chipley, Florida 32428-1822
(850) 638-6234
Fax: (850) 638-6213

144 - PANAMA CITY EAST
204 N. Tyndall Pkwy.
Panama City, Florida 32404-6432
(850) 872-7375
Fax: (850) 872-7382

145 - PANAMA CITY - CIRCUIT
3621 West Highway 390
Panama City, Florida 32405-2723
(850) 872-7590
Fax: (850) 872-7594

Region II
Region II Office
Barbara Scala, Regional Director
Patrice Bryant, Operations Manager
2301 Meeting Place
Orlando, FL 32814
(407) 623-1026
FAX: (407) 623-1292
050 - OCALA EAST
24 NE 1st ST

051 - TAVARES-CIRCUIT / MAIN
105 S Rockingham Ave.

Ocala, Florida 34470-6651
(352) 732-1215
Fax: (352) 732-1720

Tavares, Florida 32778-3819
(352) 742-6242
Fax: Circuit--(352) 742-6163
Main--(352) 742-6469

052 - BUSHNELL
4420 S Hwy 301
Bushnell, Florida 33513-3624
(352) 793-2131
Fax: (352) 793-5033

053 - INVERNESS
601 US HWY 41S
Inverness, Florida 34450-6074
(352) 560-6000
Fax: (352) 860-5155

054 - BROOKSVILLE
20144 Cortez Blvd
Brooksville, Florida 34601-3832
(352) 754-6710
Fax: (352) 544-2305

055 - BELLEVIEW
4785 SE 102 Place
Belleview, FL 34420-2914
(352) 307-9582
Fax: (352) 307-9587

056 - OCALA WEST
5640 SW 6th Place, Suite 100
Ocala, Florida 34474-9321
(352) 732-1324
Fax: (352) 732-1312

057 - LEESBURG
3330 W. Main ST
Leesburg, Florida 34748-9712
(352) 360-6564
Fax: (352) 360-6726

09A - ORLANDO SOUTHWEST
31 Coburn Avenue
Orlando, Florida 32805-2137
(407) 245-0854
Fax: (407) 245-0922

09B - ORLANDO METRO
3201-C West Colonial Drive
Orlando, Florida 32808-8009
(407) 297-2000
Fax: (407) 297-2069

090 - ORLANDO CIRCUIT
400 W. Robinson Street
Suite 709S
Orlando, Florida 32801
(407) 245-0267
Fax: (407) 245-0270

091 - ORLANDO NORTH
27 Coburn Avenue
Orlando, Florida 32805
(407) 245-0770
Fax: (407) 245-0840

092 - ORLANDO WEST
3201-B W. Colonial Drive
Orlando, Florida 32808
(407) 578-3500
Fax: (407) 445-5261

093 - ORLANDO MIDTOWN
400 W. Robinson Street
Suite 709S
Orlando, Florida 32801
(407) 245-0274
Fax: (407) 245-0585

094 - KISSIMMEE
1605 North John Young Parkway
Kissimmee, Florida 34741
(407) 846-5215
Fax: (407) 846-5248

096 - ORLANDO CENTRAL
29 Coburn Avenue
Orlando, Florida 32805
(407) 245-0701
Fax: (407) 245-0751

097 - ORLANDO SOUTH
3201-A West Colonial Drive
Orlando, Florida 32808
(407) 445-5305
Fax: (407) 445-5313

100 - BARTOW - MAIN / INTAKE
970 East Main Street
Bartow, Florida 33830-4905
(863) 534-7010
Fax: (863) 534-7247

10A - LAKELAND - CIRCUIT ADMIN
200 North Kentucky Avenue, Suite 516
Lakeland, Florida 33801
(863) 413-3305
Fax: (863) 413-3309

101 - LAKELAND NORTH
200 North Kentucky Avenue
Suite 506
Lakeland, Florida 33801-4978
(863) 413-2242

Fax: (863) 413-2070
102 - WINTER HAVEN
1289 First Street South
Winter Haven, Florida 33880
(863) 298-5570
Fax: (863) 298-5597

103 - LAKE WALES
608 State Road 60
Lake Wales, Florida 33853-4419
(863) 679-4366
Fax: (863) 679-4382

104 - SEBRING
171 U.S. Highway 27 North
Sebring, Florida 33870-2100
(863) 386-6018
Fax: (863) 386-6023

105 - WAUCHULA
124 S. 9th Ave. Suite 200
Wauchula, Florida 33873-2832
(863) 773-4777
Fax: (863) 773-9783

106 - LAKELAND SOUTH
3939 US Highway 98 South
Suite 105
Lakeland, Florida 33812
(863) 668-3000
Fax: (863) 614-9181

107 - HAINES CITY
233 North 9th Street
Haines City, Florida 33844
(863) 419-3344
Fax: (863) 419-3359

180 - TITUSVILLE
1431 Chaffee Drive, Suite 5
Titusville, Florida 32780
Phone: (321) 264-4073
Fax: (321) 264-4081

181 - MELBOURNE
1500 West Eau Gallie Blvd., Suite B
Melbourne, Florida 32935-5367
(321) 752-3145
Fax: (321) 752-3153

182 - COCOA
801 Dixon Blvd, Ste 1104
Cocoa, Florida 32922
(321) 634-3570
Fax: (321)634-3559

183 - PALM BAY
4031 US Hwy 1, South
Palm Bay, Florida 32905
(321) 726-2825
Fax: (321) 726-2835

184 - CASSELBERRY
101 Sunnytown Road, Suite #103
Casselberry, Florida 32707-3862
(407) 262-7400
Fax: (407) 262-7405

185 - SANFORD - CIRCUIT
2698 Orlando Drive
Sanford, Florida 32773
(407) 302-3811
Fax: (407) 302-3819

186 - SANFORD MAIN
Seminole County Intake
2688 Orlando Drive
Sanford, Florida 32773-5339
(407) 330-6737
Fax: (407) 330-6924

190 FT. PIERCE- CIRCUIT / INTAKE
3552 Okeechobee Road
Ft. Pierce, Florida 34947-4597
(772) 468-3933
Fax: (772) 595-1310 (Intake)
Fax: (772) 467-4115 (C.A.)

191 - STUART
2015 S. Kanner Hwy
Stuart, Florida 34994-2237
(772) 221-4010
Fax: (772) 221-4999

192 - VERO BEACH
1470 Old Dixie Highway
Vero Beach, Florida 32960-3773
(772) 778-5015
Fax: (772) 778-5076

193 - OKEECHOBEE
127 Northwest 36th Street
Okeechobee, Florida 34972-1701
or: P.O. Box 1803
Okeechobee, Florida 34973-9408
(863) 462-5304
Fax: (863) 462-5176

194 - FT. PIERCE EAST
3214 South U.S. Highway 1, Suite 7
Ft. Pierce, Florida 34982-8113
(772) 468-4064
Fax: (772) 467-3150

Region III
Region III Office
Cliff Rowan, Regional Director
David Rice, Operations Manager
1313 N. Tampa Street
Suite 813
Tampa, Florida 33602-3330
(813) 233-2572
FAX: (813) 272-3810
06A - PINELLAS PARK
6655 - 66th Street North, Suite 1
Pinellas Park, Florida 33781-5047
(727) 547-7670
Fax: (727) 547-7694

06C - PINELLAS / PASCO INTAKE
11351 Ulmerton Road, Suite 232
Largo, Florida 33778
(727) 518-3532
Fax: (727) 518-3540

06E - HUDSON
12370 U.S. Highway 19
Hudson, FL 34667-1948
(727) 861-5200
Fax: (727) 861-5224

06F - CLEARWATER -CIRCUIT
11351 Ulmerton Road, Suite 237
Largo, Florida 33778
(727) 518-3571
Fax: (727) 518-3520

06G - PINELLAS CO. COURT UNIT
14250 49th Street North, Rm. 1930
Clearwater, Florida 33762-2800
(727) 464-6349
Fax: (727) 464-6450

060 - ST. PETERSBURG
525 Mirror Lake Drive, #117
St. Petersburg, FL 33701
(727)552-2583
Fax: (727)552-2598

061 - CLEARWATER
634 Park Street
Clearwater, Florida 33756-5404
(727) 469-5900
Fax: (727) 469-5909

062 - NEW PORT RICHEY
7619 Little Road, Suite C150
New Port Richey, Florida 34654-5533
(727) 841-4131
Fax: (727) 841-4129

063 - DADE CITY
14450 7th Street
Dade City, Florida 33523-3404
(352) 521-1214
Fax: (352) 523-5017

064 - LARGO
11351 Ulmerton Road, Suite 200
Largo, Florida 33778-1631
(727) 588-3583
Fax: (727) 588-4013

066 - TARPON SPRINGS
1501 S. Pinellas Ave., Suite L
Tarpon Springs, Florida 34689-1951
(727) 942-5411
Fax: (727) 942-5415

067 - ST. PETERSBURG SOUTH
525 Mirror Lake Drive, #116
St. Petersburg, FL 33701
(727)552-2603
Fax: (727)552-2611

120 SARASOTA - CIRCUIT
2074 Ringling Boulevard, Suite 23
Sarasota, Florida 34237-7008
(941) 361-6322
Fax: (941) 373-3718

121 - BRADENTON
399 6th Avenue, West
Bradenton, Florida 34205-8820
(941) 741-3066
Fax: (941) 741-3073

122 - ARCADIA
301 North Brevard Avenue
Suite F
Arcadia, Florida 34266-4550
(863) 993-4631

123 - HOLIDAY HARBOR
658 South Tamiami Trail
Osprey, Florida 34229-9209
(941) 918-2780
Fax: (941) 918-2784

Fax: (863) 993-4652
124 - BAYSHORE GARDENS
6416A Parkland Drive
Sarasota, Florida 34243-4038
(941) 751-7611
Fax: (941) 751-7616

125 - SARASOTA NORTH
4123 North Tamiami Trail, Ste. 101
Sarasota, Florida 34234-3587
(941) 359-5610
Fax: (941) 359-5629

13A - TAMPA EAST
4510 Oakfair Boulevard, Suite 250
Tampa, Florida 33610-7371
(813) 744-6313
Fax: (813) 744-6323

13C - TAMPA INTAKE
1313 N. Tampa Street
Suite 124 Annex
Tampa, FL 33602-3328
(813) 233-3450
Fax: (813) 233-3487

13D - TAMPA HILLDALE
7829 N. Dale Mabry Highway, Suite 108
Tampa, Florida 33614-3267
(813) 975-6511
Fax: (813) 975-6522

13F - TAMPA - EASTLAKE
7402 North 56th Street
Building 100, Suite 100
Tampa, Florida 33617-7735
(813) 987-6846
Fax: (813) 987-6854

130 - TAMPA-CIRCUIT
ADMINISTRATION
1313 Tampa Street, Suite 809
Tampa, Florida 33602-3330
(813) 233-2382
Fax: (813) 272-3291

131 - PLANT CITY
712 West MLK Jr. Blvd.
Plant City, Florida 33563-5158
(813) 757-9080
Fax: (813) 757-9084

132 - RIVERVIEW
11112 US Hwy 41 South
Gibsonton, Florida 33534
(813) 672-5670
Fax: (813) 672-5678

133 - TAMPA NORTHEAST
7402 North 56th Street
Corporate Square, Suite 750
Tampa, Florida 33617-7731
(813) 987-6717
Fax: (813) 987-6730

134 - TAMPA NORTH
12421 North Florida Avenue,
Suite A-110
Tampa, Florida 33612-4220
(813) 975-6542
Fax: (813) 975-6543

135 - TAMPA CENTRAL
1313 N. Tampa St. Suite 207
Tampa, Florida 33602-3329
(813) 233-3747
Fax: (813) 233-3761

136 - TAMPA NORTHWEST
1313 N. Tampa Street, #219S
Tampa, Florida 33602-3337
(813) 233-3480
Fax: (813) 233-3485

138 - TAMPA GULF SOUTH
7825 N. Dale Mabry Avenue, Suite 200
Tampa, Florida 33614-3267
(813) 975-6524
Fax: (813) 975-6532

200 FT. MYERS-CIRCUIT
4415 Metro Parkway, Suite 310
Ft. Myers, Florida 33916-9408
(239) 278-7240
Fax: (239) 278-7243

201 - NAPLES SOUTH
2500 Airport Road, Suite 114
Naples, Florida 34112-2884
(239) 417-6300
Fax: (239) 417-6309

202 - LABELLE
90 North Main St., P.O. Box 117
LaBelle, Florida 33975-0117
(863) 674-4017
Fax: (863) 674-4654

203 - PUNTA GORDA
121 E. Marion Avenue, Suite 125
Punta Gorda, Florida 33950-3635
(941) 575-5740
Fax: (941) 575-5743

205 - FT. MYERS CENTRAL
1943 Maravilla Avenue
Ft. Myers, Florida 33901
(239) 938-1900
Fax: (239) 938-1835

204 - FT. MYERS SOUTH
1943 Maravilla Avenue
Ft. Myers, Florida 33901
(239) 938-1900
Fax: (239) 938-1835
207 - LEE COUNTY INTAKE
2234 Cleveland Avenue
Ft. Myers, FL 33901
(239) 338-2349
FAX (239) 338-2453

Region IV
Region IV Office
Beth Atchison, Regional Director
Karla Felton, Operations Manager
189 SE 3rd Avenue Ste 5
Delray Beach, Florida 33483-4531
(561) 279-1937
Fax: (561) 279-1943
11B - MIAMI - INTAKE
7900 N.W. 27 Avenue
149 N Court, Suite D-6
Miami, Florida 33130
(305) 693-2320
Fax: (305) 693-2324

11C - COCONUT GROVE
7900 N.W. 27 Avenue
149 N Court, Suite D-6
Miami, Florida 33130
(305) 693-2325
Fax: (305) 693-2329

110 MIAMI-CIRCUIT
1150 N.W 72nd Avenue, Suite 200
Miami, Florida 33126
(305) 470-6840

111 - MIAMI NORTHWEST
3601 Northwest 167th Street
Miami, Florida 33056-4102
(305) 628-6805
Fax: (305) 628-6848

112 - MIAMI EAST
401 Northwest 2nd Avenue -S607
Miami, Florida 33128-1789
(305) 377-5270
Fax: (305) 377-5576

113 - MIAMI SOUTH
12295 Southwest 133rd Court
Miami, Florida 33186-6427
(305) 252-4400
Fax: (305) 252-4485

114 - MIAMI NORTH
3601 Northwest 167th Street
Miami, Florida 33056-4102
(305) 626-4960
Fax: (305) 626-4888

115 - HOMESTEAD
1448 North Krome Avenue #102
Florida City, Florida 33034-2402
(305) 246-6326
Fax: (305) 246-6392

116 - BISCAYNE
7900 N.W. 27 Avenue
149 N Court, Suite D-6
Miami, Florida 33130
(305) 693-2330
Fax: (305) 693-2334

117 - MIAMI - HIALEAH
3601 Northwest 167th Street
Miami, Florida 33056-4102
(305) 626-4900
Fax: (305) 626-4956

118 - MIAMI LAKES
3601 Northwest 167th Street
Miami, Florida 33056-4102
(305) 626-4905
Fax: (305) 626-4996

150 - WEST PALM BEACH - CIRCUIT
423 Fern Street, Suite 100
West Palm Beach, Florida 33401-5939
(561) 837-5175
Fax: (561) 837-5278

151 - BELLE GLADE
2976 State Road 15
Belle Glade, Florida 33430-5308
(561) 996-4860
Fax: (561) 992-2048

152 - DELRAY BEACH
189 Southeast 3rd Avenue,
Suite 2
Delray Beach, Florida 33483-4541
(561) 279-1650
Fax: (561) 279-1614

153 - WEST PALM BEACH CENTRAL
4480 South Tiffany Drive,
Suite 1001
Magnonia Park, Florida 33407
(561) 881-5001
Fax: (561) 840-4884

154 - LAKE WORTH
3444 South Congress Avenue
Lake Worth, Florida 33461-3022
(561) 434-3960
Fax: (561) 434-3972

160 - KEY WEST
Professional Building
1111 12th Street, Suite 402
Key West, Florida 33040-4086
(305) 292-6742
Fax: (305) 292-6767

161 - MARATHON - CIRCUIT
5192 Overseas Highway, Second Floor
Marathon Shores, Florida 33050
(305) 289-2340
Fax: (305) 289-2379

162 - TAVERNIER
88005 Overseas Highway
Islamorada, Florida 33036-3067
(305) 853-3262
Fax: (305) 853-3260

17A - TAMARAC
4200 Northwest 16th St., 4th Floor
Lauderhill, Florida 33313-5879
(954) 497-4121
Fax: (954) 497-4133

170 - FT. LAUDERDALE-INTAKE /
CIRCUIT
3708A West Oakland Park Blvd.
Lauderdale Lakes, Florida 33311-1134
Circuit: (954) 677-5913
Fax: (954) 677-5918
Intake: (954) 677-5595
Fax: (954) 677-5672

171 - POMPANO BEACH
140 East McNab Road
Pompano Beach, Florida 33060-9240
(954) 786-5466
Fax: (954) 784-4535

172 - PEMBROKE PARK
1050 North Federal Highway
Hollywood, Florida 33020
(954) 924-3800
Fax: (954) 924-3809

174 - CYPRESS
1700 Northwest 64th Street, Suite 500
Ft. Lauderdale, Florida 33309-1836
(954) 267-4948
Fax: (954) 267-4967

175 - SUNRISE EAST
2928 North State Road 7
Ft. Lauderdale, Florida 33313-1912
(954) 677-5900
Fax: (954) 677-5912

177 - PLANTATION
3520 West Broward Boulevard
Kingston Building, Second Floor
Ft. Lauderdale, Florida 33312-1038
(954) 797-1762
Fax: (954) 797-1795

178 - HOLLYWOOD
1050 North Federal Highway
Hollywood, Florida 33020-3540
(954) 924-3800
Fax: (954) 924-3809

17A - TAMARAC
4200 n.w. 16TH Street, 4th Floor
Lauderhill, FL 33313
(954) 497-4121
Fax: (954) 497-4133

Office of Re-Entry
Assistant Secretary for Re-Entry
Franchatta Barber
(850) 410-4250
Barber.Franchatta@mail.dc.state.fl.us
Deputy Assistant Secretary for Re-entry
Pam Denmark
(850) 488-5602
Denmark.Pam@mail.dc.state.fl.us
Admission and Release
Hugh "Buddy" Ferguson
(850) 922-4610
Ferguson.Hugh@mail.dc.state.fl.us
Admission and Release is comprised of two major operational units, Admission and
Release Management and Specialized Sentence Structure Applications. Admission and
Release ensures that each commitment to prison is served in full pursuant to the order of
the sentencing court and applicable statutes and case law decisions. The bureau also
performs a final audit of the inmate record prior to release. Specific responsibilities
include:
Testing, maintaining and updating the automated release date calculator to ensure the
general availability of an accurate release date for decisions relating to risk, program
assignment, security, and post-release planning. Auditing the Uniform Commitment to
Custody. This centralized process ensures that the Department detains only lawfully
committed persons whose legal sentence of incarceration has not expired. Commitments 42,516 audits of
116,174 individual sentences
Re-calculation of release dates and sentence structure updates in accordance with court
orders modifying the original commitment. Court orders processed 5,767 processes with 26,011 individual sentences
Re-calculation of release dates based on orders issued by the Parole Commission. Parole
Commission Actions FY 09/10– 2,213 Orders Processed
Protection of the Department’s interest in prisoners committed to state custody but not
received in a state facility by filing of detainers and monitoring inmate movement. Not in
Department Custody Tracking - 368 inmates.
Prepare affidavits for litigation and respond to inmate administrative appeals.
Assist field staff in understanding and responding to inquires about complex sentence
structure and release date calculation issues. Affidavits/appeals completed – 994
Calculate release dates and update the automated record in accordance with court
decisions, legal advice, and policy decisions by executive staff.
Structures/Reviews Pursuant to Case Law – 6,490

Conduct a final, pre-release review of the inmate record to ensure compliance with
numerous statutory requirements, resolve questions or problems, and coordinate release
issues between facility staff and community interests. This includes issues relating to
supervision status and notice to law enforcement and the community. Pre-release reviews
- 35,151
Place, withdraw and cancel detainers to protect the interests of other agencies and provide
an accurate risk assessment record for use by Department staff.
Also, coordinate release pick-up between DOC facility staff and the detaining authority.
Detainer actions - 9,462
Review and coordinate referral of inmates with convictions for sexually violent offenses
to Children and Families for review under the Ryce Act. Referrals 3,279
Develop user profiles, provide user access, and ensure maintenance of security standards
for 6 data systems used by Department staff, and provide access to the
DOC data base by external users. Currently approximately 20,000 total users.
Serve as the liaison between other states, central office and the housing facility to
coordinate transfers under the interstate agreement on detainers.
Office of Education and Initiatives
Eric Gaines
(850) 922-3621
Gaines.Eric@mail.dc.state.fl.us
Manages and oversees education, library, wellness and chaplaincy services programs, and
for administration of the department’s victims and citizens services offices.
Education Services provides quality programs to inmates, equipping them with the
competencies necessary to become productive, crime-free members of society. Education
Services includes: academic and special education, vocational education, library services
and wellness programs. Education Services also coordinates Teacher Certification
activities for the department’s correctional educators.
Chaplaincy Services organizes and manages the provision of religious services for
inmates and a wide variety of religious volunteer support programs. The department’s
Chaplaincy Services is actively involved in defining and maintaining the personal
religious freedoms of every inmate.
Victim Services provides statutorily required information and notification to all victims
or their families in an effort to empower and protect and provide community linkages for
assistance and services, while also assisting the law enforcement community.
VINE (Victim Information Notification Everyday) –The VINE system is
a 24-hour-a-day toll-free automated notification and information line, enabling victims to
access information regarding an inmate’s location, transfer, release, escape, or death.
Victims may also request assistance via the Department’s public web site or via
telephonic contact with program staff that responds to more than 1,200 calls a month.

Citizens Services provide professional, courteous and accurate customer-related services
on issues relative to the Department. These services are conducted with an effort to
provide responses to questions and requests in a prompt and efficient manner.
Substance Abuse
Kim Riley
(850) 488-9169
Riley.Kim@mail.dc.state.fl.us
The Bureau of Substance Abuse Program Services is responsible for contract and grant
management, coordination, implementation, and delivery of re-entry services for
offenders under community supervision and inmates that are under the care and custody
of the Department of Corrections.
Program oversight and contract management responsibilities for over 135 contracts. This
oversight includes –
o Institutional substance abuse treatment programs including contracted and Department
operated - 24 sites with 2,393 treatment slots
o Statewide offender drug testing program - 1 contract
o Residential Substance Abuse; Nonsecure (Short Term) and Secure
Substance Drug Treatment Programs - 26 contracts with a total of 1,061 funded beds
o Prison diversion programs - 1 contract, 1 RFP Pending
o Residential probation and restitution programs (PRC) – 4 contracts with a total of 130
beds
o Post-release faith-based transitional housing programs – 18 contracts with a total of
195 funded beds
o Outpatient mental health and sex offender treatment contracts that provide services to
offenders on community supervision – 58 contracts
o Statewide offender drug testing program – 566All contracted and Department operated
substance abuse programs are licensed by the Department of Children and Families.

One of the Bureau’s accomplishments in FY 2009-10 was the implementation of the
Prison Diversion Pilot Program in Hillsborough County. The Prison
Diversion Program provides programming and an alternative to prison sanction for
eligible felony offenders who would otherwise be incarcerated. The program increases
the continuum of supervision options available to the judiciary and offers a variety of
adult corrections programs that have a demonstrated ability to achieve reductions in
recidivism. It is customized to address each individual „risk & needs‟. Services are
primarily offered in a nonresidential setting, but may include brief residential/housing
services. The goal of the program is to refocus the offender’s attitudes and behaviors, and
provide skill building training to assist them to successfully complete supervision.
Inmate Transition
Shila Salem
(850) 414-2781
Salem.Shila@mail.dc.state.fl.us
Forge and cultivate partnerships with local communities and public safety agencies
statewide. Through these partnerships, the Bureau serves as the primary source for

community educational outreach to enhance citizens' awareness of services available
through the Department.
Develops and operates several programs that seek to provide inmates with the knowledge
and skills necessary for a successful return to society. These partnerships and programs
create pathways for the Department to effectively operate a safe and secure correctional
system while providing support to communities throughout the state.
One of the Bureau’s most high-profile accomplishments is the 2009 Second Chance
Grant award. By design, this project serves 500 inmates releasing to
Duval County, Florida by connecting them with the Jacksonville Reentry Center
(JREC). The Department has contracted with the City of Jacksonville to provide postrelease services to inmates upon release. The critical design strategies of this project are
comprehensive assessment and planning, prerelease program services, individualized
transition planning, and linkage to community services.
Operates the statutorily mandated (944.7065) 100-Hour Transitional Skills Program
which every inmate receives prior to release. The program covers job readiness and life
management skills.
Manages all contracted work release centers.
o Three Federal Grants

HUMAN RESOURCES
OVERVIEW

Background
Human Resources (HR) currently comprises the Director’s Office including Labor
and Employee Relations and the Central Office Bureau of Personnel. In addition,
the department has oversight responsibility for 4 Regional Personnel Offices
(RPO’s) which provide personnel services statewide. The RPO’s fall under the
authority of Institutions.

Current Status


98 personnel positions provide services to over 28,000 employees,
resulting in a staffing ratio of .003 per 100 employees. The industry
standard is 1 per 100 employees.



Current staffing consists of 72 positions in the RPO’s (for which HR has
oversight responsibility but no direct authority), and 26 positions in Central
Office Personnel.

Director’s Office
Glory Parton, Director
Angela Hunter, Executive Secretary

Employee & Labor Relations
Cathy Leggett, HR/Labor Relations Consultant
Labor Relations
Michael Lewis, Human Resource Analyst
Function:
Coordinates department’s collective bargaining initiatives and
responsibilities, such as grievances and negotiations. In concert with Office of the
General Counsel, approves consistent, fair and defensible actions to suspend,
demote or dismiss employees statewide for just cause (approximately 1200
actions annually).

Employee Relations
Allen Chapman, Human Resource Analyst
Pat Linn, Human Resource Analyst
Function: Administers the statewide employee relations program (all complaints
of discrimination statewide), as well as the Equal Employment Opportunity
program, liaise with EEOC, FCHR, and legal advisers representing the agency.
Responds to all Requests for Productions/Interrogatories and provides required
documents to attorneys representing DC in Title VII lawsuits.

Bureau of Personnel Gail Thompson, Bureau Chief
Rena Gilliam, Personnel Technician I
Section Functions/Staffing
Recruitment and Payroll
Mary Huff, Assistant Chief of Personnel, Payroll and Recruitment
Recruitment
Gwen Colston, Human Resource Analyst, Recruitment
Jack Howdeshell, Human Resource Analyst (Statewide Recruiter – housed at
Region II Personnel Office – Mayo Correctional Institution)
Eugenia Burns, Personnel Tech III
Javar Cross, Personnel Tech II
Paula Scott, Personnel Tech I (overlapped with Stephanie Lilly, Payroll &
Benefits)
Coordinates with People First to advertise vacancies and print
Function:
applications. Coordinates with supervisors to ensure that selection modules, and
recruitment and selection packets are complete. Assists supervisors with
eligibility determination and processes Personnel Action Requests (PAR’s).
Provides guidance and assists with the background investigation using
FCIC/NCIC, employment references, educational verification, and other
appropriate documentation.
Payroll and Benefits
Dolores Alcorn, Human Resource Analyst
Winton McClendon, Personnel Tech III
Stephanie Lilly, Personnel Tech I (overlapped with Paula Scott, Recruitment)
Function: Processes payroll for over 1,000 Central Office employees in addition
to providing guidance to field staff. Maintains and updates personnel files and
employee records. Updates and maintains all employee data in People First.

Administers employee benefit programs including but not limited to; insurance,
retirement, attendance and leave, and workers compensation. Additional
responsibilities include performance evaluations, fingerprinting, officer
certification, service pins and tuition waivers.

Management Services and Employee Programs
Libby Wilkerson, Assistant Chief of Personnel, Management Services &
Employee Programs
Employee Programs
Sarah Terrell, Human Resource Analyst
Kim Kirkland, Human Resource Specialist
Pat Finan, Correctional Program Consultant
Function:
Develops, implements, administers, and monitors employee
programs and procedures including statewide employee and applicant drug
testing and physical examinations and the Post Trauma Staff Support, Domestic
Violence, Employee Assistance, and Mentoring Programs. Coordinates the
agency’s Florida State Employees Charitable Campaign. Manages agency
service awards, and other agency supported initiatives. Evaluates requests to
campaign or hold public office.

Management Services
Celena Grant, Human Resource Analyst
Grace Griffin, Human Resource Specialist
Function: Develops, and ensures the accuracy, consistency and maintenance,
of all Bureau of Personnel procedures, policies, and forms. Reviews, analyzes,
and reports on human resource related legislation and coordinates actions
responsive to legislation. Coordinates human resource related special projects.
Analyzes recommendations for cost savings/avoidances and coordinates
implementation. Prepares management analyses of, and processes, rehire
requests, criminal records reviews, tuition waivers and PAR exceptions. Assist
with production of documents response to litigation and union grievances when
excessive workloads require.
Classification and Pay
Helen Reese, Assistant Chief of Personnel, Classification and Pay
(All classification section functions are performed out of Central Office.
There are no staff in the RPO’s with classification duties.)
Christie Green, Human Resource Analyst
Brenda Williams, Human Resource Analyst
Lillie McGriff, Personnel Services Specialist
Pam Mills, Personnel Technician III - SES

Function:
This section is responsible for the statewide functions of
administering, analyzing, and processing all classification activities and
component activities for 28,425 FTE positions and 1,154 OPS positions in the
department. This includes establishing and maintaining all position descriptions;
1,100 organizational charts; maintaining the position side of the People First
system; agency reorganizations; agency codes/structure; establishing and
maintaining timekeeper groups (646 groups); producing Personnel Information
Memorandums and providing technical assistance to staff and management at all
levels; DMS liaison for Classification and Pay issues; pay administration
pertaining to pay grades, broad bands, pay additives; production of ad-hoc
reports.

Service Centers

ADMINISTRATIVE SERVICE CENTER-REGION I
ADMINISTRATIVE SERVICE CENTER-REGION II
ADMINISTRATIVE SERVICE CENTER-REGION III
ADMINISTRATIVE SERVICE CENTER-REGION IV

EMP_TYPE
OPS
Regular
N
N
7
124
11
136
8
136
5
110

All
N
131
147
144
115

REGION I-INSTITUTIONS

REGION II-INSTITUTIONS

APALACHEE CORRECTIONAL INSTITUTION
BAY COUNTY CORRECTIONAL FACILITY
BLACKWATER CORRECTIONAL FACILITY
CALHOUN CORRECTIONAL INSTITUTION
CENTURY CORRECTIONAL INSTITUTION
FRANKLIN CORRECTIONAL INSTITUTION
GADSDEN CORRECTIONAL FACILITY
GULF CORRECTIONAL INSTITUTION
HOLMES CORRECTIONAL INSTITUTION
JACKSON CORRECTIONAL INSTITUTION
JEFFERSON CORRECTIONAL INSTITUTION
LIBERTY CORRECTIONAL INSTITUTION
GRACEVILLE CORRECTIONAL FACILITY
NORTHWEST FLORIDA RECEPTION CENTER
OKALOOSA CORRECTIONAL INSTITUTION
SANTA ROSA CORRECTIONAL INSTITUTION
WAKULLA CORRECTIONAL INSTITUTION
WALTON CORRECTIONAL INSTITUTION
BAKER CORRECTIONAL INSTITUTION
COLUMBIA CORRECTIONAL INSTITUTION
CROSS CITY CORRECTIONAL INSTITUTION
FLORIDA STATE PRISON
GAINESVILLE CORRECTIONAL INSTITUTION
HAMILTON CORRECTIONAL INSTITUTION
LAKE CITY CORRECTIONAL FACILITY-PRIVATE
LANCASTER CORRECTIONAL INSTITUTION
LAWTEY CORRECTIONAL INSTITUTION
MADISON CORRECTIONAL INSTITUTION
MAYO CORRECTIONAL INSTITUTION
NEW RIVER CORRECTIONAL INSTITUTION
RECEPTION AND MEDICAL CENTER
SUWANNEE CORRECTIONAL INSTITUTION
TAYLOR CORRECTIONAL INSTITUTION
UNION CORRECTIONAL INSTITUTION

EMP_TYPE
OPS
20
0
0
8
13
6
0
18
3
10
16
17
0
32
3
19
17
7
7
28
9
27
8
21
0
10
5
9
15
9
67
15
11
30

REGION I-INSTITUTIONS
REGION III-INSTITUTIONS

REGION IV-INSTITUTIONS

APALACHEE CORRECTIONAL INSTITUTION
AVON PARK CORRECTIONAL INSTITUTION
BREVARD CORRECTIONAL INSTITUTION
CENTRAL FLORIDA RECEPTION CENTER
DEMILLY CORRECTIONAL INSTITUTION
HERNANDO CORRECTIONAL INSTITUTION
HILLSBOROUGH CORRECTIONAL INSTITUTION
LAKE CORRECTIONAL INSTITUTION
LOWELL CORRECTIONAL INSTITUTION
LOWELL RECEPTION CENTER
MARION CORRECTIONAL INSTITUTION
POLK CORRECTIONAL INSTITUTION
PUTNAM CORRECTIONAL INSTITUTION
SUMTER CORRECTIONAL INSTITUTION
TOMOKA CORRECTIONAL INSTITUTION
ZEPHYRHILLS CORRECTIONAL INSTITUTION
BROWARD CORRECTIONAL INSTITUTION
CHARLOTTE CORRECTIONAL INSTITUTION
DADE CORRECTIONAL INSTITUTION
DESOTO CORRECTIONAL INSTITUTION
EVERGLADES CORRECTIONAL INSTITUTION
GLADES CORRECTIONAL INSTITUTION
HARDEE CORRECTIONAL INSTITUTION
HENDRY CORRECTIONAL INSTITUTION
HOMESTEAD CORRECTIONAL INSTITUTION
INDIAN RIVER CORRECTIONAL INSTITUTION
MARTIN CORRECTIONAL INSTITUTION
MOORE HAVEN CORRECTIONAL FACILITY
OKEECHOBEE CORRECTIONAL INSTITUTION
SOUTH BAY CORRECTIONAL FACILITIY
SOUTH FLORIDA RECEPTION CENTER

EMP_TYPE
OPS
20
16
16
35
2
12
13
28
44
6
15
10
5
12
17
28
4
5
4
6
4
9
6
7
3
7
3
0
1
0
8

EMP_TYPE
Regular
595
1
1
342
397
334
10
594
327
395
288
419
1
664
289
765
619
340
322
609
315
762
222
554
1
340
233
325
359
342
1008
723
592
718

All
615
1
1
350
410
340
10
612
330
405
304
436
1
696
292
784
636
347
329
637
324
789
230
575
1
350
238
334
374
351
1075
738
603
748

EMP_TYPE
Regular
595
327
377
738
152
135
154
347
820
0
332
380
145
410
386
263
275
407
409
412
297
440
370
316
198
187
364
1
275
1
760

All
615
343
393
773
154
147
167
375
864
6
347
390
150
422
403
291
279
412
413
418
301
449
376
323
201
194
367
1
276
1
768

COMMUNITY
CORRECTIONS
REGION I

COMMUNITY
CORRECTIONS
REGION II

COMMUNITY
CORRECTIONS
REGION III
COMMUNITY
CORRECTIONS
REGION IV

DAYTONA BEACH CIR 7 OFFICE
GAINESVILLE CIR 8 OFFICE
JACKSONVILLE CIR 4 OFFICE
LAKE CITY CIR 3 OFFICE
PANAMA CITY CIR 14 OFFICE
PENSACOLA CIR 1 OFFICE
TALLAHASSEE CIR 2 OFFICE
FT PIERCE CIR 19 OFFICE
LAKELAND CIR 10 OFFICE
ORLANDO CIR 9 OFFICE
SANFORD CIR 18 OFFICE
TAVARES CIR 5 OFFICE
CLEARWATER CIR 6 OFFICE
FT MYERS CIR 20 OFFICE
SARASOTA CIR 12 OFFICE
TAMPA CIR 13 OFFICE
FT LAUDERDALE CIR 17 OFFICE
KEY WEST CIR 16 OFFICE
MIAMI CIR 11 OFFICE
WEST PALM BCH CIR 15 OFFICE

EMP_TYPE
OPS
REG
0
145
0
71
0
129
0
72
0
95
0
153
0
96
0
92
0
145
0
212
2
148
0
166
0
234
0
119
0
90
0
255
0
288
0
25
0
296
1
136

All
145
71
129
72
95
153
96
92
145
212
150
166
234
119
90
255
288
25
296
137

All

EMP_TYPE
Regular
COMMUNITY CORRECTIONS REGION I
COMMUNITY CORRECTIONS REGION II
COMMUNITY CORRECTIONS REGION III
COMMUNITY CORRECTIONS REGION IV
INSTITUTIONS REGION I
INSTITUTIONS REGION II
INSTITUTIONS REGION III
INSTITUTIONS REGION IV

10
9
10
9
6
9
8
7

EMP_TYPE All
OPS Regular
ADMINISTRATION

COMMUNITY CORRECTIONS

HEALTH SERVICES

PROGRAM SERVICES

SECRETARY'S OFFICE

ORG_NAME_LVL4
BUDGET & MGMT EVALUATION
FACILITIES SERVICES
FIELD SUPPORT SERVICES
FINANCE & ACCOUNTING
FOOD SERVICE
STAFF DEVELOPMENT
INFORMATION TECHNOLOGY
HUMAN RESOURCES/PERSONNEL
PURCHASING
ABSCONDER'S UNIT
COMMUNITY PROGRAMS
INTERSTATE COMPACT
PROBATION & PAROLE FIELD SERVICES
CONTRACTS
DENTAL SERVICES
MEDICAL ECONOMICS & DECISION
SUPPORT
MEDICAL SERVICES-AIDS
MENTAL HEALTH SERVICES
NURSING SERVICES
PHARMACEUTICAL SERVICES
QUALITY MANAGEMENT
RECRUITMENT
CHAPLAINCY SERVICES
EDUCATION SERVICES
PROGRAMS, TRANS,POST RELEASE GRANTS
SUBSTANCE ABUSE
CORRECTIONS INTELLIGENCE
CORRESPONDENCE CONTROL
DRUG INTERDICTION & INTELLIGENCE
INMATE GRIEVANCE APPEALS
INTERNAL AUDIT
LEGAL SERVICES
LEGISLATIVE AFFAIRS
POLICY DEVELOPMENT
PUBLIC AFFAIRS
RESEARCH & DATA ANALYSIS
STATE INVESTIGATIONS
VICTIM'S ASSISTANCE

0
2
0
14
0
0
0
0
2
0
0
0
0
1
0
0
1
0
0
0
0
0
0
3
1
1
0
0
0
0
0
0
0
0
0
0
4
2

13 13
41 43
23 23
79 93
23 23
17 17
182 182
26 26
43 45
4
4
5
5
12 12
10 10
11 12
1
1
5
5
5
4
4
3
3
4
4
19
0

6
4
4
3
3
4
4
22
1

13 14
2
2
6
6
26 26
25 25
12 12
34 34
4
4
4
4
4
4
17 17
131 135
6
8

EMP_TYPE All
OPS Regular
SECURITY & INSTITUTIONAL
OPERATIONS

ORG_NAME_LVL4
CLASSIFICATION & CENTRAL RECORDS
INSTITUTION OPERATIONS (ACA)
SECURITY OPERATIONS
SENTENCE STRUCTURE &
TRANSPORTATION

0
39

13
58

13
97

0
0
5

2
18
52

2
18
57

Department of Corrections
Institutions Offices
Central Office
2601 Blairstone Rd
Tallahassee FL 32399-2500
Park House
Inpsector General
1126 East Park Ave.
Tallahassee FL 32301
Bureau of Finance and Accounting
Mahan Station
1711 Mahan Drive
Tallahassee FL 32399
Region I - Personnel
Former Marianna WRC
2980 State Correctional Road
Marianna, FL 32447
(850) 482-9532
Fax: (850) 482-9074
Region I Training Center at Vernon
3242 Mosshill Road
Vernon, FL 32462
Region II Florida Corrections Academy
P.O. Box 128 - Raiford, FL 32083
7071 N.W. 237th St.
Raiford, FL 32083
Regional Personnel Office -- Region II
7819 Northwest 228th Street
Raiford, FL 32026
(386) 431-2603
Regional Distribution Center - Region II
7819 Northwest 228th Street
Raiford, FL 32026
Region III - Personnel,
Former Pine Hills WRC
7504 Laurel Hills Road

Exhibit 5

Orlando, FL 32818
1-877-545-6903
(407) 521-2526
Region III Florida Corrections Academy at Orlando
2301 Meeting Place
Orlando, FL 32814
(904) 368-3703
Region IV - Personnel
Former Pompano WRC
5610 N.W. 9th Avenue (Powerline Road )
Ft. Lauderdale, FL 33309-3752
(954) 202-3924
Region IV Florida Corrections Academy South
31101 Nafi Drive
Immokalee, FL 34142

Region I Facility List
as of 11-29-10
Apalachee Correctional Institution (Male)
East Unit
35 Apalachee Drive
Sneads, Florida 32460-4166
(850) 718-0688
Fax: (850) 593-6445

Franklin Correctional Institution (Male)
Main Unit
1760 Highway 67 North
Carrabelle, Florida 32322
(850) 697-1100
Fax: (850) 697-1108

Century Correctional Institution (Male)
Main Unit
400 Tedder Road
Century, Florida 32535-3659
(850) 256-2600
Fax: (850) 256-2335

West Unit
52 West Unit Drive
Sneads Florida 32460-4165
(850) 718-0577
Fax: (850) 593-6445

Annex
1760 Highway 67 North
Carrabelle, Florida 32322
(850) 697-1100
Fax: (850) 697-1108

Work Camp
400 Tedder Road
Century, Florida 32535
(850) 256-2600
Fax: (850) 256-5005

River Junction Work Camp
300 Pecan Lane
Chattahoochee, FL 32324-3700
(850) 663-3366
Fax: (850) 663-4773

Bay City Work Camp
1001 West Highway 98
Apalachicola, Florida 32320-1272
(850) 653-1020
Fax: (850) 653-2592

Berrydale Forestry Camp
6920 Highway 4
Jay, Florida 32565-2204
(850) 675-4564
Fax: (850) 675-0801

Calhoun Correctional Institution (Male)
Main Unit
19562 SE Institution Drive
Blountstown, Florida 32424-5156
(850) 237-6500
Fax: (850) 237-6508
Work Camp
19564 SE Inst. Drive
Blountstown, Florida 32424
(850) 674-5901
Fax: (850) 674-2503

Gulf Correctional Institution (Male)
Main Unit
500 Ike Steele Road
Wewahitchka, Florida 32465-0010
(850) 639-1000
Fax: (850) 639-1182
Annex
699 Ike Steele Road
Wewahitchka, Florida 32465-0010
(850) 639-1000
(850) 639-1508
Gulf Forestry Camp
3222 DOC Whitfield Road
White City, Florida 32465
(850) 827-4000
Fax: (850) 827-2986

Pensacola WRC
3050 North L. Street
Pensacola, Florida 32501
(850) 595-8920
Fax (850) 595-8919

Region I Facility List
as of 11-29-10

Holmes Correctional Institution (Male)
Main Unit
3142 Thomas Drive
Bonifay, Florida 32425-0190
(850) 547-8700
Fax: (850) 547-0522
Work Camp
3182 Thomas Drive
Bonifay, Florida 32425-4238
(850) 547-8553
Fax: (850) 547-3169

Jackson Correctional Institution (Male)
Main Unit
5563 10th Street
Malone, Florida 32445-3144
(850) 569-5260
Fax: (850) 569-5996
Work Camp
5607 10th Street
Hwy 71 North
Malone, Florida 32445-9998
(850) 569-5260
Fax: (850) 569-1266
Graceville Work Camp
5230 Ezell Street
Graceville, FL 32440
(850) 263-9230
Fax: (850) 263-9235

Jefferson Correctional Institution (Male)
Main Unit
1050 Big Joe Road
Monticello, Florida 32344-0430
(850) 342-0500
Fax: (850) 997-0973

Liberty Correctional Institution (Male)
Main Unit
11064 N.W. Dempsey Barron Road
Bristol, Florida 32321-9711
(850) 643-9400
Fax: (850) 643-9412

Tallahassee Road Prison
2628 Springhill Road
Tallahassee, Florida 32310
(850) 488-8340
Fax: (850) 414-9032

Work Camp
11064 NW Dempsey Barron Road
Bristol, Florida 32321
(850) 643-9542
Fax: (850) 643-9412

Tallahassee WRC
2616A Springhill Road
Tallahassee, Florida 32310
(850) 488-2478
Fax (850) 922-6240

Quincy Annex
2225 Pat Thomas Parkway
Quincy, Florida 32351
(850) 627-5400
Fax: (850) 875-3572

Santa Rosa Correctional Institution (Male)
Main Unit
5850 East Milton Rd.
Milton, Florida 32583-7914
(850) 983-5800
Fax (850) 983-5907

Wakulla Correctional Institution (Male)
Main Unit
110 Melaleuca Drive
Crawfordville, Florida 32327-4963
(850) 410-1895
Fax: (850) 410-0203

Annex
5850 East Milton Rd.
Milton, Florida 32583-7914
(850) 983-5800
Fax (850) 983-5907

Annex
110 Melaleuca Drive
Crawfordville, Florida 32327-4963
(850) 487-4341
Fax: (850) 410-0203

Work Camp (No Inmates)
5850 East Milton Rd.
Milton, Florida 32583-7914
(850) 983-5800
Fax (850) 983-5907

Work Camp
110 Melaleuca Drive
Crawfordville, FL 32327
(850) 413-9663
Fax: (850) 421-1261

Region I Facility List
as of 11-29-10

Okaloosa Correctional Institution (Male)
Main Unit
3189 Little Silver Rd.
Crestview, Florida 32539-6708
(850) 682-0931
Fax: (850) 689-7803
Work Camp
3189 Little Silver Road
Crestview, Florida 32539
(850) 682-0931
Fax: (850) 682-4578
Walton Correctional Institution (Male)
Main Unit
691 Institutional Road
DeFuniak Springs, Florida 32433-1831
(850) 951-1300
Fax: (850) 951-1750
Work Camp
301 Institutional Road
De Funiak Springs, Florida 32433
(850) 951-1355
Fax: (850) 951-1766

NW Florida Reception Center (Male)
Main Unit
4455 Sam Mitchell Drive
Chipley, Florida 32428-3501
(850) 773-6100
Fax: (850) 773-6252
Annex
4455 Sam Mitchell Drive
Chipley, Florida 32428-3501
(850) 773-6100
Fax: (850) 773-6252
Caryville Work Camp
P.O. Box 129
1005 Waits Ave
Caryville, Florida 32427
(850) 548-5321
Fax: (850) 548-5305
Panama City WRC
3609 Highway 390
Panama City, Florida 32405
(850) 872-4178
Fax (850) 747-5739

Region II Facility List
as of 11-29-10
Baker Correctional Institution (Male)
Main Unit
20706 US 90 W.
Sanderson, Florida 32087-0500
(386) 719-4500
Fax: (386) 758-5759
Work Camp
P.O. Box 500
US 90 E.
Sanderson, Florida 32087
(386) 719-4500
Fax: (386) 758-5759
Florida State Prison (Male)
Main Unit
7819 N.W. 228th Street
Raiford, Florida 32026-1000
(904) 368-2500
Fax: (904) 368-2732
West Unit
7819 N.W. 228th Street
Raiford, Florida 32026-3000
(904) 368-3000
Fax: (904) 368-3205
Hamilton Correctional Institution (Male)
Main Unit
10650 SW 46th Street
Jasper, Florida 32052-1360
(386) 792-5151
Fax: (386) 792-5159
Annex
10650 SW 46th Street
Jasper, Florida 32052-1360
(386) 792-5151
Fax: (386) 792-5159
Work Camp
10650 SW 46th Street
Jasper, Florida 32052-3732
(904) 792-5409
Fax: (904) 904-5159

Columbia Correctional Institution (Male)
Main Unit
216 S.E. Corrections Way
Lake City, Florida 32025-2013
(386) 754-7600
Fax: (386) 754-7602
Annex
216 S.E. Corrections Way
Lake City, Florida 32025-2013
(386) 466-3000
Fax: (386) 754-7602
Work Camp
216 S.E. Corrections Way
Lake City, Florida 32025
(386) 754-7688
Fax: (386) 719-2770
Lake City WRC
1099 N.W. Dot Gln
Lake City, Florida 32055
(386) 758-0535
Fax: (386) 758-1559
Lancaster Correctional Institution (Male)
Main Unit
3449 S.W. State Road 26
Trenton, Florida 32693-5641
(352) 463-4100
Fax: (352) 463-3476
Work Camp
3449 SW SR 26
Trenton, Florida 32693
(352) 463-4100
Fax: (352) 463-3476

Cross City Correctional Institution (Male)
Main Unit
568 NE 255th Street
Cross City, Florida 32628
(352) 498-4444
Fax: (352) 498-4333 or 4334
Work Camp
568 NE 255th Street
Cross City, Florida 32628-1500
(352) 498-4330
Fax: (352) 498-4338
Gainesville Correctional Institution (Male)
Main Unit
2845 NE 39th Avenue
Gainesville, Florida 32609-2668
(352) 955-2001
Fax: (352) 334-1675
Work Camp
1000 NE 55th Blvd.
Gainesville, Florida 32609
(352) 955-2045
Fax: (352) 955-3119
Santa Fe WRC (Male)
2901 Northeast 39th Avenue
Gainesville, Florida 32602
(352) 955-2070
Fax: (352) 955-3162
Madison Correctional Institution (Male)
Main Unit
382 Southwest MCI Way
Madison, Florida 32340
(850) 973-5300
Fax: (850) 973-5339
Work Camp
382 SW MCI Way
Madison, Florida 32340
(850) 973-5302
Fax: (850) 973-5358

Region II Facility List
as of 11-29-10
Lawtey Correctional Institution (Male)
Main Unit
7819 N.W. 228th Street
Raiford, Florida 32026-2000
(904) 782-2000
Fax: (904) 782-2005
Dinsmore WRC
13200 Old Kings Road
Jacksonville, Florida 32219
(904) 924-1700
Fax: (904) 924-1704
Regional Medical Center (Male)
Main Unit
7765 S. CR 231
P.O. Box 628
Lake Butler, Florida 32054-0628
(386) 496-6000
Fax: (386) 496-3287
West Unit
8183 SW 152nd Loop
P.O. Box 628
Lake Butler, FL 32054-0628
(386) 496-4689
Fax: (386) 496-4689
Work Camp
7765 S. CR 231
P.O. Box 628
Lake Butler, Florida 32054-0628
(386) 496-6000
Fax: (386) 496-3287

Mayo Correctional Institution (Male)
Main Unit
8784 US Highway 27 West
Mayo, Florida 32066-3458
(386) 294-4500
Fax: (386) 294-4534
Annex (No Inmates)
8784 US Highway 27 West
Mayo, Florida 32066-3458
(386) 294-4500
Fax: (386) 294-4534
Work Camp
8976 US 27 West
Mayo, FL 32066
(386) 294-4752
Fax: (386) 294-4532
Taylor Correctional Institution (Male)
Main Unit
8501 Hampton Springs Road
Perry, Florida 32348-8747
(850) 838-4000
Fax: (850) 838-4024
Annex
8501 Hampton Springs Road
Perry, Florida 32348-8747
(850) 838-4002
Fax: (850) 838-4024
Work Camp
8501 Hampton Springs Road
Perry, Florida 32348-0000
(850) 223-4501
Fax: (850) 838-4024

New River Correctional Institution (Male)
East Unit
7819 N.W. 228th Street
Raiford, Florida 32026-3000
(904) 368-3000
Fax: (904) 368-3205
West Unit
7819 N.W. 228th Street
Raiford, Florida 32026-1000
(904) 368-2500
Fax: (904) 368-2732
Union Correctional Institution (Male)
Main Unit
7819 N.W. 228th Street
Raiford, Florida 32026-4000
(386) 431-2000
Fax: (386) 431-2016
Suwannee Correctional Institution (Male)
Main Unit
5964 US Hwy 90
Live Oak, FL 32060
(386) 963-6100
Fax: (386) 963-6103
Annex
5964 US Hwy 90
Live Oak, FL 32060
(386) 963-6100
Fax: (386) 963-6103
Work Camp
5964 US HWY 90
Live Oak, FL 32060
(386) 963-6100
Fax: (386) 963-6103

Region III Facility List
as of 11-29-10
Avon Park Correctional Institution (Male)
Main Unit
P.O. Box 1100
County Road 64 East
Avon Park, Florida 33826-1100
(863) 453-3174
Fax: (863) 453-1511
Work Camp
Post Office Box 1100
County Road 64 East
Avon Park, Florida 33826-1100
(863) 453-3174
Fax: (863) 453-1511
Central Florida Reception Center (Male)
Main Unit
7000 H C Kelley Rd
Orlando, FL 32831-2518
(407) 207-7777
Fax: (407) 249-6570
East Unit
7000 H C Kelley Rd
Orlando, FL 32831-2518
(407) 207-7777
Fax: (407) 249-6570
South Unit
7000 H C Kelley Rd
Orlando, FL 32831-2518
(407) 207-7777
Fax: (407) 249-6570
Kissimmee WRC
2925 Michigan Avenue
Kissimmee, Florida 34744
(407) 846-5210
Fax: (407) 846-5368
Orlando WRC (Female)
7300 Laurel Hill Road
Orlando, Florida 32818
(407) 578-3510
Fax: (407) 578-3509

Brevard Correctional Institution (Male)
Main Unit
855 Camp Road
Cocoa, Florida 32927-3709
(321) 634-6000
Fax: (321) 637-7728

Demilly Correctional Institution (Male)
Main Unit
10980 Demilly Road
Polk City, FL 33868
(863) 984-9170
Fax: (863) 984-9176

Work Camp
855 Camp Road
Cocoa, Fl 32927-3700
(321) 634-6130
Fax: (321) 634-6051

Bartow WRC
550 N. Restwood Avenue
Bartow, Florida 33830
(863) 534-7037
Fax (863) 534-0016

Cocoa WRC
585 Camp Road
Cocoa, Florida 32927
(321) 690-3210
Fax: (321) 634-6002

St. Petersburg WRC (Male)
4237 8th Avenue, South
St. Petersburg, Florida 33711-2000
(727) 893-2289
Fax: (813) 893-1182

Hernando Correctional Instituiton (Female)
Main Unit
16415 Springhill Drive
Brooksville, Florida 34604-8167
(352) 754-6715
Fax: (352) 797-5794
Brooksville Road Prison
16415 Spring Hill Dr.
Brooksville, FL 34609
(904) 754-6715
Fax: (904) 754-6715
Hillsborough Correctional Instituiton (Male)
Main Unit
11150 Highway 672
Riverview, Florida 33569-8402
(813) 671-5022
Fax: (813) 671-5037

Tarpon Springs WRC
566 Brady Road
Tarpon Springs, Florida 34689
(727) 942-5420
Fax (727) 942-5469

Lake Correctional Instituiton (Male)
Main Unit
19225 U.S. Highway 27
Clermont, Florida 34715-9025
(352) 394-6146
Fax: (352) 394-3504

Region III Facility List
as of 11-29-10
Marion Correctional Instituiton (Male)
Main Unit
3269 NW 105th Street
Lowell, Florida 32663-0158
(352) 401-6400
Fax: (352) 840-5657
Work Camp
Post Office Box 158
3269 NW 105th Street
Lowell, Florida 32663-0158
(352) 401-6865
Fax: (352) 401-6443
Sumter Correctional Instituiton (Male)
Main Unit and BTU
9544 County Road 476B
Bushnell, Florida 33513-0667
(352) 569-6100
Fax: (352) 569-6196
Work Camp
9544 County Road 476B
Bushnell, Florida 33513(352) 569-6106
Fax: (352) 569-6196
Tomoka Correctional Instituiton (Male)
Main Unit
3950 Tiger Bay Road
Daytona Beach, Florida 32124-1098
(386) 323-1070
Fax: (386) 323-1006
Work Camp
3950 Tiger Bay Road
Daytona Beach, FL 32124
(386) 323-1220
Fax: (386) 323-1227
Daytona Beach WRC
3601 U.S. Highway 92
Daytona Beach, Florida 32124
(386) 238-3171
Fax: (386) 947-4058

Polk Correctional Instituiton (Male)
Main Unit
10800 Evans Road
Polk City, Florida 33868-6925
(863) 984-2273
Fax: (863) 984-3072

Lowell Correctional Instituiton (Female)
Main Unit
11120 NW Gainesville Rd
Ocala, Florida 34482-1479
(352) 401-5359
Fax: (352) 401-5331

Work Camp
10800 Evans Road
Polk City, Florida 33868-6925
(941) 984-2273
Fax: (941) 984-3072

Annex
11120 NW Gainesville Rd
Ocala, Florida 34482-1479
(352) 401-5359
Fax: (352) 401-5331

Largo Road Prison
5201 Ulmerton Road
Clearwater, Florida 33760-4091
(727) 570-5135
Fax: (727) 570-3201

Work Camp
11120 NW Gainesville Rd
Ocala, Florida 34482-1479
(352) 401-5359
Fax: (352) 401-5331

Pinellas WRC (Female)
5205 Ulmerton Road
Clearwater, Florida 33760
(727) 570-5138
Fax: (727) 570-3187

BTU
11120 NW Gainesville Rd
Ocala, Florida 34482-1479
(352) 401-5359
Fax: (352) 401-5331

Putnam Correctional Instituiton (Male)
Main Unit
128 Yelvington Road
East Palatka, Florida 32131
(386) 326-6800
Fax: (386) 312-2219
Zephyrhills Correctional Instituiton (Male)
Main Unit
2739 Gall Boulevard
Zephyrhills, Florida 33541-9701
(813) 782-5521
Fax: (813) 780-0134

Levy Forestry Camp
1251 NE CR 343
Bronson, Florida 32621-6934
(352) 486-5331
Fax: (352) 486-5335
Tri County Work Camp
4055 NW 105th Street
Lowell, FL 32663

Region IV Facility List
as of 11-29-10
Broward Correctional Instituiton (Female)
Main Unit
20421 Sheridan Street
Ft. Lauderdale, Florida 33332-2300
(954) 252-6400
Fax: (954) 680-4168
Everglades Correctional Instituiton (Male)
Main Unit
1601 S.W. 187th Ave.
Miami, Florida 33185-3701
(305) 228-2000
Fax: (305) 228-2039
Glades Correctional Instituiton (Male)
Main Unit
500 Orange Ave. Circle
Belle Glade, Florida 33430-5222
(561) 829-1400
Fax: (561) 992-1355
Work Camp
2600 State Road 15
Belle Glade, Florida 33430
(561) 829-1800
Fax: (561) 992-1355
Loxahatchee Road Prison
230 Sunshine Road
West Palm Beach, Florida 33411-3616
(561) 791-4760
Fax: (561) 791-4763
Atlantic WRC (Female)
263 Fairgrounds Road
West Palm Beach, Florida 33411
(561) 791-4187
Fax: (561) 791-4749
West Palm Beach WRC
261 West Fairgrounds Road
West Palm Beach, Florida 33411
(561) 791-4750
Fax: (561) 791-4018
Sago Palm Work Camp
15500 Bay Bottom Rd
Pahokee FL 33476
(561) 924-4300

Hendry Correctional Instituiton (Male)
Main Unit
12551 Wainwright Drive
Immokalee, Florida 34142-4797
(239) 867-2100
Fax: (239) 867-2255
Work Camp
11569 Wainwright Drive
Immokalee, Florida 34142
(239) 867-2251
Fax: (239) 867-2256

Dade Correctional Instituiton (Male)
Main Unit
19000 S. W. 377th Street
Florida City, Florida 33034-6409
(305) 242-1900
Fax: (305) 242-1881
Big Pine Key Road Prison
P.O. Box 430509
Big Pine Key, Florida 33043
(305) 872-2231
Fax: (305) 872-9417

Ft. Myers Work Camp
P.O. Box 51107
2575 Ortiz Avenue
Fort Myers, Florida 33994-1107
(239) 332-6915
Fax: (239) 332-6992

Homestead Correctional Instituiton (Female)
Main Unit
19000 S. W. 377th Street
Florida City, Florida 33034-6409
(305) 242-1700
Fax: (305) 242-2424

Copeland Road Prison
20201 State Road 29
P.O. Box 97
Copeland, FL 33926
(941) 695-2401
Fax: (941) 695-3095

Hardee Correctional Instituiton (Male)
Main Unit
6901 State Road 62
Bowling Green, Florida 33834-9505
(863) 767-4500
Fax: (863) 767-4504

Indian River Correctional Instituiton (Male)
Main Unit
7625 17th Street, S.W.
Vero Beach, Florida 32968-9405
(772) 564-2814
Fax: (772) 564-2880
Okeechobee Correctional Instituiton (Male)
Main Unit
3420 N.E. 168th St.
Okeechobee, Florida 34972-4824
(863) 462-5474
Fax: (863) 462-5402
Work Camp (No Inmates)
3420 N.E. 168th St.
Okeechobee, Florida 34972-4824
(863) 462-5474
Fax: (863) 462-5402

Work Camp
6899 State Road 62
Bowling Green, Florida 33834-9810
(863) 767-4500
Fax: (863) 767-4743
Charlotte Correctional Instituiton (Male)
Main Unit
33123 Oil Well Road
Punta Gorda, Florida 33955-9701
(941) 833-2300
Fax: (941) 575-5747

Region IV Facility List
as of 11-29-10
South Florida Reception Center (Male)
Main Unit
14000 NW 41st Street
Doral, Florida 33178-3003
(305) 592-9567
Fax: (305) 470-5628

Desoto Correctional (Male) (No Inmates)
Main Unit
13617 S.E. Highway 70
Arcadia, Florida 34266-7800
(863) 494-3727
Fax: (863) 494-1740

Martin Correctional Instituiton (Male)
Main Unit
1150 S.W. Allapattah Road
Indiantown, Florida 34956-4397
(772) 597-3705
Fax: (772) 597-3742

South Unit
13910 NW 41st Street
Doral, Florida 33178-3014
(305) 592-9567
Fax: (305) 470-5628

Annex
13617 S.E. Highway 70
Arcadia, Florida 34266-7800
(863) 494-3727
Fax: (863) 494-1740

Work Camp
100 SW Allapattah Road
Indiantown, Florida 34956
(772) 597-3705
Fax: (772) 597-3547

Hollywood WRC (Female)
8501 W. Cypress Drive
Pembroke Pines, Florida 33025
(954) 985-4720
Fax: (954) 967-1251

Work Camp
13617 S.E. Highway 70
Arcadia, Florida 34266-7800
(863) 494-3727
Fax: (863) 494-1740

Ft. Pierce WRC
1203 Bell Avenue
Ft. Pierce, Florida 34982-6599
(772) 468-3929
Fax: (772) 467-3140

Miami North WRC
7090 Northwest 41st Street
Miami, Florida 33166
(305) 470-5580
Fax (305) 470-5584

Arcadia Road Prison
2961 N.W. County Road 661
Arcadia, Florida 34266
(863) 993-4628
Fax: (863) 993-4630

Opa Locka WRC
5400 Northwest 135th Street
Opa Locka, Florida 33054
(305) 827-4057
Fax: (305) 364-3188

Region IV Facility List
as of 11-29-10

Community Corrections Offices

Region I Office
Barry Groves, Regional Director
Susan Bissett-Dotson, Operations Manager
14107 US Hwy 441, Suite 300
Alachua, FL 32615-6392
(386) 418-3451
Fax: (386) 418-3450

010 - PENSACOLA - CIRCUIT
3101 North Davis Highway
Pensacola, Florida 32503-3558
(850) 595-8953
Fax: (850) 595-8864