Team Corrective Action Plan – Florida Department of Corrections

Andersen Dupiton, Lawrence Yarbrough, Patricia Sanchez,

Grace Acevedo, Wendi Boyd

CJA 475

May 13, 2019

Dr. Jacquelyn Bradway

Florida Department of Corrections- Suggested Action or Change

The Strategy Change Cycle develops into a strategic management procedure. Not just a strategic planning process, to the degree that it is used to connect preparation and implementation and to achieve a business in a strategic method on a continuing basis. The total reason and point of strategic management are to grow a ongoing pledge to the task and vision of the company together within and in the sanctioning atmosphere, cultivate a philosophy that recognizes and supports the task and vision, and will uphold a strong attention of the establishment’s strategic outline during all its conclusionary developments and actions.

Florida Department of corrections has 143 facilities statewide, including 50 major institutions, 17 annexes, seven private prisons that are over seen by the Florida Department of Management Services, 34 work camps, three re-entry centers, two road prisons, two road prisons one forestry camp, one basic training camp, 12 FDC operated work release centers and 16 more work release centers that are operated by different vendors. Institutions are geographically grouped in four regions. The Florida Department of corrections is dedicated to transforming lives one at a time and to do this they must continue to change.

1) Changes in management

2) increase in pay and benefits

3) Job Security and advancement

4) Stressful and under appreciated

5) Develop a better workplace culture

6) Innovation

Working with inmates daily can be a difficult and developing a positive work environment, changing the organization culture and promoting healthy relationships between co- workers, can help change the face of the Florida Department of Corrections.

Chief of Staff

· To reinforce partnerships with Florida’s colleges and universities for the provision of research in the area of corrections.

· To continue to host our Community Partnership meetings to strengthen ties to local stakeholders and community organizations

· Enhance internal Department communications

Director of Legislative Affairs

· To continue to encourage the development of local criminal justice partnerships.

Regional Directors (Institutions and Community Corrections)

· To ensure partnerships with Florida’s colleges and universities for the utilization of interns for the State correctional system

· To establish collaborative partnerships with local law enforcement, community service providers, businesses, and other appropriate entities.

Deputy Assistant Secretary of Institutions

· To comply with Department audit standards addressing Public and staff safety.

· Maintain an effective emergency management system and resources to respond to institutional emergencies.

· Ensure safety equipment is available for all institutional correctional personnel.

Assistant Secretary of Health Services

· To ensure compliance with Correctional Medical Authority audit standards.

· To ensure comprehensive healthcare contract monitoring.

Regional Directors of Community Corrections

· To enhance effective community supervision by maintaining the statutory caseload ratio of 40:1 for high-risk offenders.

· To enhance effective community supervision by maintaining the statutory caseload ratio of 50:1 for drug offenders.

· To ensure reporting of violations of conditions of offender supervision in compliance with procedurally established timeframes.

SWOT Analysis

Reduce Recidivism and Enhance Public Safety Through the Effective Assessment, Classification and Supervision of Offenders in the Community

A. Increase the number of agreements with circuit judges and state attorney regarding the use of specialty courts and alternative sanctions statewide

B. Develop an offender reporting system to improve efficiency and case management

C. Enhance the use of electronic applications to monitor and map sex offenders

D. Coordinate with community partners to increase incentive programs for offenders

E. Establish an organized program of continuous evaluation and improvement between community corrections and court administration

The Florida Department of Corrections – Communication Strategies.

Strategic communication is a powerful tool used by visionary organizations to maintain stakeholders up to date on the happenings, policy changes, procedures, etc. of the FDC. From this assessment, the need for any organization, in this case, the FDC, is to develop a communication strategy oriented to organizational objectives and integrally directed to each of its stakeholders as of its leadership.

Beyond the dissemination of internal communications, the governing body and senior management must establish a coherent and effective communication strategy. Therefore, the corresponding department should be commissioned to design the organizational communication plan providing specific objectives in terms of regulatory compliance, that will reach its public and generate positive relationships.

The proposed communication strategies will act as the outline on how the information will be exchanged between FDC and all the stakeholders:

1. Effective usage of social media

2. Strong and positive connection with media

3. Timely dissemination of news from department to leadership

4. Promotion of interactive communication

5. Information sharing with regional and state level leadership

6. Effective and functional communication between central office and field operations.

7. Building legislative outreach program

8. Up-to-date information and statistics on website

9. Awareness programs for stakeholders

10. Building partnerships between community and law enforcement agencies

References

Florida Department of Corrections

Inspiring Success by Transforming one life at a time