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Director Tara H. Wildes
Department
of
Corrections
Annual
Report
2013
Jails Division
Prisons Division
Division of Health Services
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Letter from the Director
What we do behind the walls and fences of our correctional facilities creates a direct and
significant impact on our overall community. The majority of offenders admitted into our
facilities will be released within four months. They are the people standing in the line at
the grocery store with us and sitting alongside at the movie theater; their children go to
school with ours and we attend the same houses of worship. It makes sense to address the
issues that led to their offenses while they are incarcerated.
This year, the Department of Corrections entered into a research project in conjunction
with the National Institute of Corrections to improve the ways we address the causes of
criminality within our offender population. The “Transition from Jail to Community” (TJC)
project will have an impact on our entire culture of corrections locally through the use of
evaluation and assessment to determine the risk of re-offense and the application of
specific programming to reduce that risk.
We have started a programs dorm at the Montgomery Correctional Center, housing those
together who are volunteering for programs designed to improve their response to
problems in their lives. Using the nationally recognized curriculum “Thinking for a Change,”
offenders are taught to apply cognitive behavioral skills to their decision making. This
program will be expanded to our Community Transition Center in the coming year, and is a
significant part of the TJC project.
Our Pretrial Detention Facility is where anyone arrested for anything in our county is
processed; to admit, book and send an offender through first appearance is a costly matter.
We work within the system to divert the mentally ill, low-risk and first-time offenders
when appropriate, often through our Pretrial Services Unit. Research shows that keeping
these individuals out of the criminal justice system will be more preventative of future
criminal behavior than incarceration.
But for those who should stay incarcerated, we provide medical and mental health care
comparable to what is available in our community, particularly addressing issues of
chronic care and infectious disease which have the potential to place others at risk. Our
Jacksonville Reentry Center addresses those returning to our community from the state
prison system, triaging their needs within their first few months back in society.
As you read the numbers contained within our annual report, keep in mind that all the
numbers are really people – those working within our facilities keeping our system
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operational at a level matched by few others in the world. We maintain our Triple Crown
Accreditations through the national accrediting bodies, but we also pass multiple state
inspections. We train our officers to respond humanely and appropriately to difficult
behaviors, and we constantly seek ways to improve our skills and abilities to deal
effectively with those in our system.
We do our job in a place no one wants to be in a path few choose to follow. We perform
admirably in a role castigated by the media, discounted as a career and not often respected
by their criminal justice system peers. Our personnel perform with professionalism and
excellence despite the obstacles and truly make a difference in the lives of offenders and a
positive impact on the safety of our community.
Director Tara Wildes
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Pretrial Detention Facility
Jails
Division
2013
Pretrial Detention Facility
Pretrial Services Unit
Jacksonville Re-entry Center
Chief Darryl Daniels
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JAILS DIVISION
The Jacksonville Sheriff's Office Jails Division is comprised of the Pretrial Detention Facility
(PDF), Pretrial Services Program, and the Jacksonville Re-entry Center (JREC). The PDF is
responsible for the admissions of all inmates arrested anywhere inside of the Duval County
boundaries, as well as the temporary incarceration of some state and federal inmates. Once
admitted, corrections personnel are
responsible for obtaining all physical
and historical information needed to
make a positive identification of each
inmate.
As one of the largest jails in the country,
the rated capacity of the PDF is 2,189.
The facility houses adult and juvenile
males and females, sentenced and
pretrial, and is the maximum security
institution for the county. All
Part of the PDF transportation fleet
transportation to court hearings, state
prison and interstate transfers are managed by the Jails Division.
The Pretrial Services Program supervises pretrial defendants released via court order, and
reports each inmate’s status to the court. Defendants report in to be drug tested and placed
in a variety of programs based on an individual assessment.
During 2013, a revision to the PDF command structure was implemented based upon the
recommendation of previous needs, as well as an assessment study. Through the
realignment of command at other facilities, the new structure provides the Chief of the Jail
with two Assistant Chiefs. One Assistant Chief commands the Jail Watch Operations and the
other commands the Administrative Support Services entity. The new structure has proven
more efficient for the management of responsibilities within these two distinct and
separate functions.
Highlights
The PDF maintained a daily average of 2,524 inmates in 2013, a 7.23% decrease from last
year.
The PDF admitted 31,573 inmates in 2013, a reduction of 1.65% when compared to 2012
and released 31,535 over the course of the year.
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Pretrial Services Unit
The Pretrial Services Program had 1,900 defendant cases that reached their disposition
while being actively monitored, with only 52 of those defendants being re-arrested while
on active case load. This number yields a 2.7% re-arrest rate for defendants who were
actively monitored, while in the Pretrial Services Program. Additionally, this reduction in
re-arrest equates to a 97.3% successful completion rate for the program.
Programs Unit
The Programs Unit experienced several successful events during 2013. Staff members
acted as liaisons between the Jacksonville Sheriff’s Office and the Women’s Center of
Jacksonville. Through this partnership, a more efficient referral form was created for
screening all county sentenced females for the program, which facilitated roughly an
acceptance of 150 female inmates. Additionally, the unit began tracking all county
sentenced veterans by utilizing an established process that was provided by the Veterans
Benefits Administration. Once the information is received from the inmate, the appropriate
paperwork is completed and faxed to the Veteran’s Administration so they track their
status as inmates and provide assistance and benefits upon release for qualified veterans.
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A strong partnership continues between the Learn to
Read tutorship and the Programs Unit. During the
classification screening process, all county sentenced
inmates with 60 days or more received reading tutors
in preparation for the Slosson Literacy Reading Test.
Several preliminary screenings were also conducted
and referrals provided for all inmates attending Drug
Court proceedings.
With the assistance of the classification office, this method has yielded a tremendous cost
savings by eliminating the redundant use of manpower for interviews and transportation
needs. Over the past year, we were able to conduct 2,684 disciplinary and over 120
telephone hearings for inmates several times a week, at various times, which allowed the
inmates to remain housed at our facility.
Judicial Process
The Judicial Process Unit (Court Office) continues to work closely with various agencies
and departments to minimize the wait time on transporting inmates to other facilities.
During 2013, over 3,000 inmates were transported to state prison. The alliance between
the State Attorney’s Office, bonding agencies, and the Department of Corrections has
strengthened due to our regularly scheduled meetings. Coupled with the Clerk of Courts
and the Judicial Officers, the telephone court hearings arranged by this office has resulted
in short-term court appearances and numerous commutes.
Florida Model Jail Standards (FMJS) – Chairperson, Sergeant David Harvey
The current mission of the Florida Model Jail Standards Subcommittee is to maintain a
professional manual consistent with the latest “best practices” in the corrections industry
for adult and youth detention facilities. The current goals and objectives of the
subcommittee are to: review standards for revision/updates and make recommendations
to the Florida Model Jails Standard Committee (FMJSC); present updates to FMJSC; conduct
subcommittee meetings prior to FMJSC meetings; hold special meetings as directed by the
FMJSC Chair, as needed; and continue to research and network with other county jails
throughout the United States, when possible, to ensure FMJSC is provided the best
correctional practices for consideration for adoption into standards.
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The full FMJSC meets two times a year and Sergeant Harvey is required to schedule the
meetings, make all necessary arrangements, ensure that all legal notices are posted, and
prepare meeting minutes to be posted on the Florida Sheriff’s Association’s website. In
addition, he makes all the approved changes to FMJS and publishes a corrected version two
times a year.
Training Unit
The Corrections Training Unit was instrumental in keeping all corrections officer
certifications up to date by producing several online instructional presentations, in-service
training sessions for staff members, and civilian courses. Topics covered less than lethal
and deadly force options/scenarios; Public Records; information regarding the Family
Medical Leave Act (FMLA); Defensive Tactics; Security Threat Group (STG) familiarization;
Critical Incident Stress Management (CISM); conducted electrical weapons (CEW)
recertification; Criminal Justice Information System (CJIS) Awareness, and various team
building exercises. The annual physical abilities test for corrections officers was also
conducted in 2013. Additionally, several Cardiopulmonary Resuscitation (CPR) courses
were taught for employees assigned to the Department of Health Services. Furthermore,
three classes of recruits, totaling sixty-seven, graduated from the Field Training Officer
Program during 2013.
In September 2013, the Department of Corrections began utilizing the Law Enforcement
Automated Personnel System (LEAPS) to document individual performance measures for
recruits assigned to the FTO program. This process affords us the opportunity to perform
our duties more efficiently and alleviates the need to produce paper copies of required
documentation. The system also supports searchable components that are easily
retrievable. All Field Training Officers and all supervisors were trained on the use of this
software, and began utilizing it in November 2013.
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Fugitive Unit
In 2013, the Fugitive Unit transported a total of 1,725 inmates. 163 inmates were
transported in Duval County, 1,523 were transported outside of Duval County throughout
the State of Florida, and 39 inmates were transported outside the State of Florida.
Personnel travelled 145,534 miles to make these transports. The Fugitive Unit also had 162
Extradition cases in which 137 were approved and 25 rejected.
Intelligence Unit
In 2013, the Department of Corrections Intelligence Unit assisted Special
Investigations/Integrity Unit, Homicide, Patrol Gang Unit and several other units with
gathering intelligence for high profile cases. The DOC Intelligence Unit identified 51
undocumented local and national gang members belonging to 21 different security threat
groups. The Security Threat Group (STG) and Cut Throat Committee (CTC) were identified
as the most problematic STG within the Jails Division in 2013. The Patrol Gang Unit along
with the DOC Intelligence Unit conducted several shakedowns targeting suspected new
CTC members and undocumented leaders of CTC. These operations were very beneficial to
us in identifying several unknown leaders and suppressing the gang activities of this
demographic of the inmate populace.
The DOC Intelligence Unit also conducted a block of in-service training for corrections
officers on the topics of STG, CTC, and intelligence gathering. The unit continues to
investigate and prevent alleged escape attempts, prevented and stopped numerous cases of
witness tampering and murder attempts against witnesses and victims in 2013.
ICE 287g Program
The 287g program continued in the Jails Division with our Immigration and Customs
Enforcement (ICE) Unit. The unit is comprised of six active Officers and one Sergeant. They
assist Immigration and Customs Enforcement Division of the Department of Homeland
Security in the detection and removal of criminal aliens.
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The 287g program began operation in October of 2008. Since the inception of the 287g
program 10,073 foreign born inmates were interviewed and fingerprinted to determine
alienage. Of that number, 1,771 from 88 different countries were processed as criminal
aliens for potential removal from the United States. Last year, 1,611 foreign born inmates
were interviewed and fingerprinted to determine alienage, and 237 were processed as
criminal aliens for potential removal from the United States.
Security/Intelligence Unit
The Security Unit is responsible for the Implied Consent Program, Inmate Law Library, Key
Control, Fire Safety Inspections, and Background Investigations on individuals requesting
entrance to Department of Corrections Facilities. The permanent staffing for the Security
Unit in 2013 consisted of a Sergeant and four (4) Corrections Officers.
The Implied Consent Program is administrated by Officer Robert Thomason. During 2013,
there were 1,227 breath tests conducted and 871 refusals. In May 2013, there was a Breath
Testing Operator (BTO) recertification class conducted with 19 Breath Testing Operators
being recertified. In May 2013 there also was a Portable Breath Tester (PBT) class held at
Jacksonville Beach Police Department with 20 PBT certified. In June 2013, there was an
initial BTO class with 13 new BTO class graduates being certified. Officer Thomason
appeared in 30 county court hearings and 71 driver’s license hearings. The Jacksonville
Sheriff’s Office Implied Consent Program strives to be one of the best in the State of Florida.
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The inmate law library is supervised by Officer David Register. During 2013, an average of
30 Pro Se inmates required reasonable access to legal materials to support them in filing
any type of action cognizable in Florida courts. In order to better assist inmates with
criminal, civil, and administrative legal matters, four (4) members of the Security Unit
completed law library training provided by the West Law vendor. This training greatly
assisted the inmates with their law library research. Additionally, there were 5,937 non
Pro Se inmate requests to utilize the law library services.
Officer John Givens ensures the Pretrial Detention Facility conforms to applicable federal,
state, and/or local fire safety codes. He conducts a thorough monthly inspection of the
facility to ensure compliance. When he conducts his inspection, he ensures fire hoses and
extinguishers are in good condition throughout the facility. The standards Givens uses are
acceptable guidelines or benchmarks to measure the “best practices” for fire safety. In
2013, Givens coordinated the Annual Fire Safety Inspection by the City of Jacksonville,
which is required by Florida
Model Jail Standards and all
correctional
accreditation
processes. The annual Fire Safety
Inspection Report indicated no
violations and is a measure to
Officer Givens’ attention to detail
in his daily performance as Fire
Safety Officer.
Key Control is another high
liability area in the facility.
Officer John Givens administers the Pretrial Detention Facility (PDF) key control system. He
has a complete inventory of all keys to include those issued to the various personnel
assigned to the PDF. When there is a problem with locks or keys he immediately takes
corrective action to ensure proper operation is returned without loss of services. During
2013, he issued 427 keys to new officers or officers reassigned to new job assignments.
Officer Givens has received training in the law library and assists when the primary officer
is not available.
All background investigations for non-essential personnel, who require a professional visit
at the PDF (i.e. contractors, volunteers, etc.), are administrated by Officer Cynthia Victor.
During 2013, she processed 727 background investigations to ensure visitors were cleared
prior to entering the facility. She assists the Litigation Officer with requests from the
inmates for notary services and also assists in the law library when the primary officer is
not available.
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2013 Annual Report
Department of Corrections
Inmate Population Summary
The percent change represented in this report is from 2012 to 2013. Increases from 2012
to 2013 are in red and decreases from 2013 to 2012 are in blue.
A. Inmate Admissions: 31,573 (1.65%)
Weekenders improperly admitted or released, expunged inmates, inmates released, invalid jail number
and juvenile inmates admitted in error, are not included where possible.
1. Race
a. Black: 15,891
b. White: 15,386
c. Other: 296
2. Gender
a. Male: 23,282
b. Female: 8,291
3. Watch
a. One: 9,320 0.04%
b. Two: 8,592 (0.65%)
c. Three: 13,661 (3.37%)
4. Charges
MS refers to the most severe charge. MS charges are not included in the “Remaining” category.
a. Felony
i) MS: 11,840
ii) Remaining: 10,486
b. Misdemeanor
i) MS: 19,260
ii) Remaining: 16,244
c. Federal
i) MS: 10
ii) Remaining: 228
d. Civil
i) MS: 244
ii) Remaining: 87
e. Other
i) MS: 208
ii) Remaining: 131
f. No Charge Type
i) MS: 11
ii) Remaining: 17
g. Total
i) MS: 31,573
ii) Remaining: 27,193
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B. Inmate Releases: 31,535 (2.76%)
Weekenders improperly admitted or released, expunged inmates, inmates released, invalid jail number
and juvenile inmates admitted in error, are not included where possible.
1. Race
a. Black: 15,874
b. White: 15,367
c. Other: 294
2. Gender
a. Male: 23,239
b. Female: 8,296
3. Watch
a. One: 2,673 (4.36%)
b. Two: 12,267 (2.04%)
c. Three: 16,595 (3.02%)
4. Average Length of Stay (ALOS)
a. Black: 46.23 days (1.87 days less)
b. White: 34.07 days (2.44 days less)
c. Other: 28.38 days (6.7 days less)
d. Total: 40.14 days (2.21 days less)
5. Release Type Grouping
a. No Prosecution
i) Inmates: 1,027 (6.38%)
ii) ALOS: 31.08 days
b. Released Before Case Disposition
i) Inmates: 12,004 (1.35%)
ii) ALOS: 7.18 days
c. Sentenced
i) Inmates: 15,405 (6.20%)
ii) ALOS: 64.44 days
d. Other
i) Inmates: 3,099 13.06%
ii) ALOS: 49.99 days
C. Average Daily Population: 3,386 (7.36%)
Inmates with a housing location of WKND, HD, LOAN, DEVIA, AB and HSP were filtered out.
1. Facility
a. Pretrial Detention Facility: 2,524 (7.23%)
b. Montgomery Correctional Center: 601 (3.82%)
c. Community Corrections Division: 253 (17.05%)
d. Temporary Holding: 8 85.07%
2. Facility Capacity vs. ADP
a. Pretrial Detention Facility: 2,189 15.31%
b. Montgomery Correctional Center: 648 (7.25%)
c. Community Corrections Division: 300 (15.71%)
D. 2012 Recidivism Rate: 30.83%
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Monthly Comparison of Admissions and Releases
Annual Comparison of Admissions and Releases
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JACKSONVILLE RE-ENTRY CENTER (JREC)
The Jacksonville Re-entry Center (JREC) is committed to our community partners and
offender service providers who work with us and provide guidance and oversight through
their participation in monthly Jacksonville Area Discharge Enhancement (JADE)
meetings. To that end, JREC works cooperatively with law enforcement agencies, state
attorneys, public defenders, health service providers, businesses and other agencies for
referrals and customer services. JREC coordinates the sharing of information among the
participating agencies to facilitate the screening of former offenders and case processing
for program referrals.
The Jacksonville Sheriff’s Office, Department of Corrections will, in conjunction with
participating agencies, operate a “Portal of Entry” whereby ex-offenders returning from
local, state or federal incarceration can be provided assistance for successful reentry into
our community. The Jacksonville Re-entry Center serves as one arm of this re-entry portal,
which serves as a one stop shop as much as possible for those returning to Duval County.
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At JREC, the returning former offender can also take care of the requirements of felony or
sex offender registration. Opportunities to succeed in society are maximized and reasons to
reoffend minimized; from housing, to employment to the basics of food and clothing, JREC
attempts to prevent the circumstances that would lead an individual back into criminal
behavior.
Clothing Closet for Female Offenders
Dismas is another arm of the Sheriff’s Office reentry initiative. This program is designed to
address the needs of offenders which have been or are at risk of being involved in crimes of
violence. These groups of offenders are addressed through Offender Notification Meetings
that includes communicating a focused deterrence message to a targeted group of high-risk
offenders at risk for gun crime. The message is communicated through a coordinated and
aggressive law enforcement response to firearms violence, making offenders know they are
more visible to police and the community. This group of ex-offenders will also be
connected with necessary services to meet needs and provide alternatives to criminal
involvement.
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JREC Staff Welcomes Ex-offenders returning to Society
Highlights

JREC provided 1,780 information and referral services to ex-offenders and served
896 new clients during fiscal year 2012/2013, surpassing our proposed goal of 700.
Four hundred and fifty-one (481) JREC clients completed the three month program
with and an additional three hundred and fifty-five (355) clients that completed the
full JREC program

Three JREC staff members completed the National Institute of Corrections Offender
Employment Retention Specialist training, which was held in Aurora Colorado.

JREC, in participation with JSO, was chosen by the National Institute of Corrections
as one of the six jails throughout the country to participate in the Transition from Jail
to Community (TJC) model implementation. A JREC staff member was chosen as one
of the four TJC core team members.

Recruiting through e-mail to all eligible inmates in state facilities continues on a
quarterly basis.
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
An Edward Byrne Memorial Justice Assistance Grant (JAG) was awarded for the
funding of one full time employment specialist to assist in the placement of the
hardest to serve JREC clients.

Family Support Services of North Florida was awarded a grant to work with JREC
eligible parents to provide parenting support services in addition to mentors.
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Prisons
Division
2013
Community Transition Center
Montgomery Correctional Center
Chief Andy Goethe
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COMMUNITY TRANSITION CENTER
Community Transition Center – Street View
The Community Transition Center (CTC) is a 300-bed facility located at 451 Catherine
Street and is one of the facilities belonging to the Prisons Division within the Jacksonville
Sheriff’s Office. The primary focus of staff is to assist inmates in helping themselves to
become more productive members of society upon their return to the community.
Known as the ‘Programs Facility,’ we provide practical assistance for those in need of
substance abuse recovery, life management skills, and occupational preparation programs.
The goal of each of the programs offered at CTC is to help our inmates increase their
opportunities for success upon their return to the community.
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Programs
Substance Abuse Treatment Program – Commonly known as the “Matrix House,” the
Substance Abuse Treatment program is CTC’s flagship program for helping our inmates
change their lives. River Region Human Services is contracted by the City of Jacksonville to
provide an intensive, clinically structured doctrine based on the Therapeutic Community
model. The program supports 135 inmates for a 120-day in-house treatment program,
involving group and individual counseling, along with classroom study. Participants also
participate in one year of aftercare treatment once they complete the in-house treatment
program.
Job Readiness and Work Furlough Programs – The CTC assists eligible inmates in
developing their employability skills and in actually getting a job while still incarcerated.
Eligible inmates are assigned to a Correctional Counselor who will work with them based
on their individual needs. These inmates learn how to get and keep jobs. Once they obtain
employment, the inmates report to their work site as scheduled and return to CTC at the
conclusion of their work day. Inmates in this program pay board fees to assist in offsetting
the cost of their incarceration. Allowing inmates to work within the community while
serving their sentences gives them valuable work experience with the hopes that they will
continue to work upon release from incarceration.
Home Detention Program – Some inmates are eligible
to serve their sentence at home as an extended place
of confinement. The standards for allowing inmates
into this program are more stringent than for Work
Furlough as the home and occupants must also
qualify. These inmates pay board fees to assist with
the cost of their incarceration.
Home Detention inmates are monitored with a GPSenabled device attached to an ankle monitor. This
device allows staff to monitor the movements of these inmates 24 hours a day in real time.
The system can be set up to alert staff when an inmate leaves a specific area or when the
inmate enters an area that is off limits to the inmate.
Classes
CTC continues to ensure that various programs and classes are made available to the
inmates to assist with their rehabilitation. Volunteers are a very important part of CTC.
Our volunteers teach and/or facilitate many of the programs we offer such as GED
preparation classes, Substance Abuse (for those not in the Matrix House), computer and
math skills, parenting, nutrition, money management, yoga and Alcoholics and Narcotics
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Anonymous. The emphasis in all of our programs is to improve the life and coping skills of
our inmates in preparation for their return to the community.
Facility Processes
CTC is committed to becoming a more lean and efficient operation. During 2013, CTC has
decreased the amount of time dedicated to various work processes throughout the facility.
These changes are designed to increase work productivity and the value to our customers
while reducing waste. One of these changes involves reducing the amount of paperwork
entailed in tracking inmates from our Intake area and replacing the paperwork with
computerized processes. Intake is continuing this reduction and improvement into 2014.
In the spring of 2014, Intake will have reduced the amount of paperwork involved in this
process by more than 90%.
In the fall of 2013, JSO entered into a partnership with the Senior Computing Capstone
Course at the University of North Florida. This partnership helps the students work with
real life computer projects and real life customers. It assists the Jacksonville Sheriff’s Office
in gaining a valuable tool to computerize a process. The students assigned to our project
are working on converting our currently all paper Disciplinary process to an online,
computerized format. Although CTC staff members currently working on this project with
UNF, it will greatly benefit the entire Department of Corrections. This project is designed to
enhance the tracking of inmate discipline and will greatly reduce the amount of time and
effort officers use in our disciplinary process. This project will be completed in the spring
of 2014.
Highlights
During 2013, the Community Transition Center was responsible for the following
alternatives to incarceration:


240 inmates were placed in the Home Detention Program
186 inmates were placed in the Work Furlough Program
Home Detention Officers conducted 4,058 field investigations on inmates in our Home
Detention, Work Furlough, Job Readiness and Student Programs. These investigations
consist of visiting the residences, job sites, school campuses, and job search sites.
CTC provided 178,252 hours of inmate labor to the City of Jacksonville by utilizing inmate
work crews. Some of the departments that benefitted from our outside work crews were
Parks and Recreation, Fairgrounds, Police Property and City Impound. Additionally, CTC
uses several inside work crews to maintain sanitation inside the facility buildings and the
facility grounds. These hours equal a savings of $1,388,583 at the rate of $7.79 per hour for
our taxpayers.
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MONTGOMERY CORRECTIONAL CENTER
The Montgomery Correctional Center (MCC) is charged with equivalent responsibilities of
public safety and public service. Our primary public safety role is to provide care, custody
and control of county sentenced inmates. Public service is provided by utilizing county
sentenced inmate labor for carefully selected community work projects. It is estimated that
the utilization of inmate labor from MCC saved the taxpayers of our city 3.5 million dollars
in 2013.
The Montgomery Correctional Center consists of three compounds: the North Unit
designed to function as a sentenced male facility with a capacity of 440; the South Unit as a
female facility designed to house 160 sentenced and unsentenced prisoners; and an annex
(C-Building) that can house an additional 48 male prisoners. Throughout 2013 the division
maintained an average daily inmate population of 600.
During the past year MCC has been involved with several important and exciting projects.
One major project is the new MCC Clinic, which is getting closer to breaking ground.
Presently, the final review of the building plans, created by VRL Architects, is being
coordinated by the Building Management Review Department. Upon successful completion
of this review, bids will be accepted on the construction of the clinic. The new clinic will
replace the two existing dilapidated trailers currently being used for health services at
MCC. Combining the two clinics will increase the overall efficiency of our inmate health
services and will also provide sorely needed classroom space for our continuously
expanding inmate programs. Below is the latest revision of the interior design of the MCC
Clinic.
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There has been a renewed focus on enhancing and expanding our inmate programs. One
major program recently implemented is the Thinking for a Change (T4C) initiative. T4C is
led by Sergeant B. Weber and is an integrated approach to changing offender behaviors. It
focuses on an introspective process for examining the inmates’ way of thinking, along with
their feelings, beliefs and attitudes. There are currently seven inmates in the pilot T4C
class. Sergeant Weber has expressed that the changes in the inmates’ attitudes,
relationships with their families and overall positive outlook on their lives has been
amazing. What is even more unique about this program is that it is taught by trained
correctional staff and not an outside organization and/or instructors. This opportunity has
been embraced by our staff and allows them an opportunity to make a strong positive
impact in the lives of our inmates and their families.
Travis Bowles and Officer H. Johnson in the Metal Shop, continue to be an invaluable
resource to not only the Jacksonville Sheriff’s Office, but the entire City of Jacksonville. In
2013, MCC partnered with the City of Jacksonville’s Disabled Services in meeting ADA
requirements set forth by the Department of Justice (DOJ). As directed by the DOJ, the city
is required to install over 1000 cane detectors (pictured below) at public buildings and
parks. The purpose of these devices is to allow a blind person using a cane to detect a
raised or protruding object such as a water fountain. The initial cost estimate for this
undertaking was nearly $300,000.
The MCC Vocational Metal shop, utilizing inmate labor, is now producing the cane detectors
for less than $30 apiece, for a savings of over $270,000 to the tax payers of Jacksonville.
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Additionally, this year Travis and Officer Johnson have completed over 170 metal
fabrication projects for the DOC, JSO Swat Unit, JSO K-9, JSO Gun Range, PAL, VA Cemetery,
and the IM Sulzbacher Center. Their continued contribution to the City of Jacksonville over
the past year has been exceptional, to say the least.
MCC received special accolades from the inspectors during the most recent ACA mock
inspection. Everyone worked together to ensure our facility was superbly prepared and
MCC exceeded the inspectors expectations. Our Compliance Sergeant Maurena Dukes, with
the assistance of her staff, including Officers Muench, Riley, White and Strickland ensured
MCC was superbly ready for inspection. Special attention was given to chemical control,
kitchen operations and of course sanitation. Officer Muench has also played a pivotal role
with the Operation Resource Officer (ORO) program, which provides direction and training
to operational staff in maintaining sanitation and general maintenance on all shifts. This
program, which was implemented last year Lt. J. Rogers, has been extremely beneficial to
MCC.
In 2013 the MCC Security and Classification Units, led by Sergeant Umstead, continued
their focus on providing a safe and secure environment for the MCC staff and inmates. The
Security Unit conducted numerous investigations involving contraband introduction by
inmate work crews. Security Unit investigations also led to the dismissal of three civilian
inmate supervisors who failed to follow departmental policies for supervising inmates.
These investigations are critical to ensuring the safety of our community and the
institution. The Security Unit also responded to 2 inmate escapes from outside work crews
working in our community. Due to the Security Unit’s Civilian Inmate Supervisor Training,
proper policy was followed in response to the escapes which allowed both inmates to be
quickly captured. The Classification Unit held 739 Disciplinary Hearings and 23 inmates
received additional charges for repeated violation of jail rules.
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The Community Projects arm of the Security Unit, operated by Officer C. Harris, continues
to be a valuable asset to the community. Utilizing a team of four inmates, Officer Harris
removed 1495 yards of debris, 629 tires, 863 bags of trash, and dumped 139,274 pounds of
trash at the landfill. The majority of the trash and debris came from homeless camps,
which were reported by citizens due to them causing issues and crime in their
neighborhoods.
Officer English-Williams continues to reach out and make a positive impact in our
community through the MCC Mattress Factory operations. Each year, during the down
time from making inmate mattresses and screen printing inmate uniforms, she instructs
the inmates in making dolls and teddy bears to disseminate to children at homeless
shelters during the holidays. This helps to brighten the day, at least a little, for these
children who otherwise have difficult daily struggles due to their family’s current
circumstances.
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The coming year is primed to be exciting and full of positive things for MCC. We are
currently working with First Coast No More Homeless Pets (FCNMHP) to launch a K-9 resocialization program to assist homeless pets in getting adopted by having our inmates
train them in basic obedience skills. This program has proven to not only drastically reduce
euthanasia rates of homeless pets, but also provides job skills and promotes positive
mental health therapy to the incarcerated inmates who work with the animals.
The MCC Prison Industries Unit is also working with Florida State College of Jacksonville to
provide inmate certifications in welding while they complete metal fabrication projects,
such as those mentioned earlier. This partnership will help reduce recidivism by providing
valuable job skills and legitimate certifications to inmates giving them an opportunity to be
placed in well-paying jobs upon release. Additionally, the MCC Prison Industries Unit is
working with the JTA to provide refurbishment services of bike racks and bus stop signs, in
exchange for bus passes for the Jacksonville Re-entry Center clients. These passes are used
to assist ex-offenders in attending job interviews, counseling sessions and probationary
meetings during their re-integration into our community.
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Division
of Health
Services
2013
Chief Al Diaz
Medical
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DIVISION OF HEALTH SERVICES
The Division of Health Services provides medical, mental health and dental care for the
inmate population under the custody of the Jacksonville Sheriff’s Office, Department of
Corrections. Our most important goal is to make every effort ensuring that the inmate
population remains safe while under the custody of the JSO.
Similar to all correctional systems in the nation, the aging inmate population imposes
significant challenges medically and financially to the DOC. We have been able to
streamline processes, reduce waste and maintain an efficient Health Care program,
ensuring judicious use of the tax payers’ dollars.
The medical staff made of physicians, middle level providers, nurses, mental health
counselors, dentists and dental assistants continue working diligently preserving patient
safety. The Division has been using an electronic health record since its creation in 2009,
which facilitates coordination of care among the different units of the healthcare operation.
Our practice relies heavily on teamwork, evidence-based principles, sound medication
management, timely intervention and cost effectiveness. A lean staffing model allows a safe
operation while running at a low cost for the tax payers.
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The delivery of Mental Health services are critical for the population we serve. With a high
prevalence of mental health conditions among the inmate population and the resources in
the community so limited, our Mental Health staff remains busy diagnosing, stabilizing and
managing the numerous man and women that get incarcerated at the county jail. Our
seasoned Mental Health staff is very active ensuring the patients’ important needs are met
and preserving their safety.
Oral health is also an essential need of the inmate population. Serious complications may
develop from a neglected oral problem. Working with a high risk population (high
incidence of HIV and Hep C), our Dental office staff efficiently delivers very basic services
and remains busy all year-round.
Through timely coordination between medical, correctional staff and the courts, the DOC
continues actively looking for better ways to manage the most critical cases such as
inmates with multiple serious comorbidities, terminally ill or with catastrophic diseases.
This has made a big difference minimizing the risk of death during incarceration. These
actions also have helped reducing the risk of litigation for the agency and maintaining the
financial sustainability of the health care operation.
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