cj 550 Final Project

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Shafiqua Gist CJ 550 Final Project Southern New Hampshire University Professor Bynum February 7, 2024 I. Introduction

While I am aware that my decision is most likely the most popular, I chose it because I am confident that I can perform it justice. The Florida Re-Entry Subdivision, commonly known as the Recovery, Treatment, and Rehabilitation (RT&R) Division, is an important component of the Florida Department of Corrections, which oversees the state's prison system. The RT&R Division aims to give inmates the tools and resources they need to successfully reintegrate into society after their release. Offering educational, vocational, and mental health services, for example. A solid justification for writing an evaluation of the RT&R Division would be to highlight the division's success in reducing recidivism rates and assisting offenders in effectively transitioning into society. I'd also like to examine the division's budget and financing sources, as well as the difficulties it encounters in providing services to convicts. I would also consider the division's future, including its expansion ambitions and potential hurdles. These elements would provide a thorough understanding of the Florida Re-Entry Subdivision and its role in the criminal justice system. II. Structure: The Florida Re-Entry program is divided into various sections, each with its area of specialization, but they all strive toward the same goal: to provide support and aid to participants. This collaborative and multidisciplinary approach helps to ensure the program's effectiveness and comprehensiveness. These divisions oversee delivering specific services and assistance to program participants, and they all collaborate to ensure their successful reintegration into society.

Patrick Mahoney is the current Secretary of the Florida Department of Corrections (DOC), which manages the Florida Re-Entry Program. Governor Ron DeSantis appointed him to his current office in 2019. Before this appointment, he was the Secretary of the Florida Agency for Persons with Disabilities. Secretary Mahoney has extensive public sector experience and is committed to improving Floridians' lives via effective and humane policy. The Bureau of Program Development is a branch of the Florida Re-Entry program in charge of establishing and implementing policies and programs to assist with re-entry efforts. The Bureau strives to create policies that address critical challenges in the reentry process, such as housing, employment, substance addiction, and mental health. The Bureau coordinates and oversees the execution of these policies by other divisions within the program. ( Bureau of Program Development: Office of Programs and Re-Entry Florida Department of Corrections , n.d.) The Bureau of Substance Use Treatment is another branch of the Florida Re-Entry program that is in charge of offering substance abuse treatment and recovery services to participants. The Bureau seeks to ensure that participants have access to evidence- based treatments that are tailored to their specific requirements. The Bureau seeks to support and assist individuals as they go from treatment to re-entry. ( Bureau of Substance Use Treatment; Division of Development - Florida Department of Corrections , n.d.) The Bureau of Education is another significant element of the Florida Re-Entry Program. This Bureau is responsible for providing participants with educational options such as GED programs, vocational training, and other educational services.

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The Bureau also works to help individuals get the skills and knowledge they need to succeed in the workplace. The Bureau supports and guides participants as they transition from school to re-entry. ( Bureau of Education; Division of Development Florida Department of Corrections , n.d.) The Bureau of Chaplaincy Services is a lesser-known but equally essential section of the Florida Re-Entry Program. This Bureau offers spiritual and emotional assistance to participants via the work of volunteer chaplains. Chaplains assist individuals in dealing with grief, loss, and trauma, as well as providing hope and support during the re-entry process. The chaplains help participants connect with faith-based organizations that can provide continued assistance after they leave the program. ( Bureau of Chaplaincy Services; Division of Development Florida Department of Corrections , 2024) While the four subdivisions I mentioned (the Bureau of Program Development, the Bureau of Substance Use Treatment, the Bureau of Education, and the Bureau of Chaplaincy Services) are vital, additional subdivisions are also critical to the Re- Entry program's success. Some of these are the Bureau of Victim Services, the Bureau of Classification and Inmate Records, and the Bureau of Correctional Enterprises. These and other subdivisions collaborate to ensure that all components of the Re-Entry program run smoothly. Offering services include temporary housing, case management, and transportation support.

III. Assessment Plan: Florida's Re-Entry program's purpose statement is "to prepare offenders for re-entry into the community by providing opportunities for positive change, promoting public safety, and reducing recidivism." This mission statement should be represented in the program's goals and objectives, which should include offering offenders support and tools to help them become productive members of society and lower the probability of re-offending. As a result, the department's dedication to public safety is reflected, as reducing recidivism will assist in keeping communities safer. (Mahoney, n.d.) Given the aim and extent of Florida's Re-Entry program, I believe the Social Impact Model is the ideal logic model for the program. The Social Impact Model is intended to analyze the impact of social programs on individuals and communities, which is closely connected with the Re-Entry program's goals. Furthermore, the Social Impact Model is adaptable and can be easily tailored to the program's specific requirements. The model, for example, might be used to track the program's influence on recidivism, employment, and general community well-being. A reentry program's social impact model is a framework that strives to reduce recidivism and improve public safety by allowing former offenders to support themselves through lawful and productive jobs (Jeremiah Mosteller, 2018). Professor Pettus-Davis’s Five Key Approach for Reentry is one such approach that focuses on creating healthy thinking patterns, finding occupational balance, developing positive coping methods, engaging in positive social activities, and maintaining solid

interpersonal relationships. Successful reentry programs assist individuals in overcoming hurdles to reintegration success, including obtaining meaningful jobs, finding a place to live, and having the knowledge and skills needed to advance in life. Impact plans can be used to establish goals and actions to address the needs of individuals. The logic model is based on a thorough and disciplined approach to data collection, ensuring that all relevant data is collected and processed. The logic model provides specific performance indicators, allowing for a more objective and consistent evaluation of the program's effectiveness. It is easily adjustable to the specific needs of the program, which improves the data's validity and trustworthiness. I will examine the performance of Florida's Re-Entry program using statistics and information from a range of sources. Administrative data, such as program participation rates and cost data, as well as feedback from program participants and staff, and data from external sources, such as criminal justice records and community surveys, will be included. This diversified variety of data will provide an accurate and comprehensive picture of the program's performance. Furthermore, I will collect and analyze data using a variety of approaches, such as statistical analysis, focus groups, and interviews. IV. Performance Assessment: The Florida Department of Corrections is one of the largest agencies that provide recovery, rehabilitation, and treatment programs to the society of members (FDC, 2018). According to the Harvard University Institute of Politics (2019), released

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prisoners in the past had difficulty dealing with social requirements after serving for a prolonged duration, making the reentry program difficult. The program's positive aspects include the team's strong commitment and leadership. They have Knowledgeable and proficient staff. The Program objectives are precisely stated and defined. and a cooperative way of life with a happy environment at work. ( The Florida Re-Entry Subdivision’s Analysis | Free Essay Example , 2023) The major internal factors that could negatively affect the Florida re-entry program's performance include: - A lack of coordination and collaboration between the different organizations involved in the program. - The absence of senior management support. - An absence of well-defined aims and targets. - A lack of staff training and development. - A lack of resources. - A lack of cultural sensitivity. - An absence of inclusiveness and diversity. Ineffective communication is the first. - A lack of accountability. The program might not be able to produce the intended results if any of these factors are ignored. Any internal factors that may be adversely affecting the Florida re-entry program must be identified and addressed to improve the program's performance. This could entail enhancing staff development and training, setting clear goals and objectives, and improving communication. Furthermore, it's critical to guarantee that the program has the resources and senior management support it needs to succeed. Community support is one external factor that could have a positive impact on the Florida Reentry program's performance. Favorable press attention. - Working together with different organizations and agencies. - Funding from the government or private sector. - Beneficial adjustments to public policy. - Positive economic circumstances.

Public criticism of the program would be one thing that can negatively affect the program's performance as well as adverse press coverage. A shift in politics, modifications to the economy, and shifts in the consensus. These can all be outside variables that may significantly impact the success of the program. The way the economy affects the success is if the economy is in a recession, it may be more difficult for the program to obtain funding, but if it is booming there would be more opportunities for funding and collaboration. Similarly, positive media coverage can help to increase public awareness and support for the program, while negative media coverage can damage the program's reputation. These external factors can be difficult to control, but it is important to know them and take steps to mitigate their impact. While the program has some strengths, such as its strong leadership and clear goals, it also has several weaknesses, including a lack of coordination and communication, a lack of training and development, and a lack of resources. To improve the program's performance, it is important to address these weaknesses and take steps to leverage its strengths. For example, the program could improve its communication and coordination by establishing clear roles and responsibilities, and by creating a communication plan. However, the program is not adequately addressing some of its threats, such as the risk of negative media coverage, and the impact of economic changes on funding. To improve the program's performance, developing a plan to address these threats and seize more opportunities is important. For example, the program could work on developing a contingency plan for negative media coverage and diversifying its funding sources. The way that offenders are classified can determine what type of

programming and services they receive and can have a direct impact on their likelihood of reoffending. Therefore, it's important to ensure that the classification system is fair, accurate, and based on the latest research and best practices. One way to improve the classification system would be to conduct a thorough assessment of each offender, including their criminal history, risk factors, and needs. This would help to ensure that offenders are placed in the most appropriate setting and are given the best chance for rehabilitation and success. The program can increase its chances of success by customizing the curriculum to each offender's unique needs such as those with mental health issues, substance abuse programs, or who are elderly or have disabilities. This could increase the program's chances of success and reduce the chance of recidivism. Developing programs to assist inmates in reintegrating into the community after release and enhancing communication with inmates' families and support systems are two more areas that could be improved to guarantee success. These initiatives may contribute to lower recidivism rates and increased program longevity. V. Performance Report: The Florida Re-Entry program's mission is to "reduce recidivism and improve public safety by facilitating the successful reintegration of offenders into society." To follow this mission, the program needs to focus on reducing the risk of re-offending and helping participants to successfully reintegrate into society. This can be measured by tracking recidivism rates, employment rates, and other indicators of success. Additionally, it is important to track participants' satisfaction with the program and

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ensure they feel supported and prepared for life after re-entry. The Florida Re-Entry program currently measures its success by tracking several key metrics, including recidivism rates, employment rates, and community satisfaction. Recidivism is measured by tracking the number of program participants who are re-arrested or re- incarcerated within a certain period. Employment rates are tracked by collecting data on the number of program participants who find employment after completing the program. Community satisfaction is tracked through surveys and focus groups with program participants and community members. These metrics provide a snapshot of the program's success, but they do not tell the whole story. In addition to the metrics, I mentioned previously, I think the Florida Re-Entry program should implement metrics related to mental health and well-being, educational attainment, and social support. Mental health and well-being can be measured through surveys and assessments, while educational attainment can be tracked through records of program participants' grades and test scores. Social support can be measured through surveys and interviews. These metrics would provide a more comprehensive picture of the program's impact on the lives of participants. One way that the Florida Re-Entry program is complying with its stated goals is through its "smart supervision" approach. This approach focuses on identifying and addressing the specific risks and needs of each participant to provide tailored services and support. The program also works with various community partners to provide services such as education, job training, and substance abuse treatment. By tracking the success of these services and programs, the organization can measure its progress

toward its mission. Additionally, the organization regularly reviews and updates its goals and objectives to ensure it moves in the right direction. The "smart supervision" approach has had several positive impacts on the Florida Re- Entry program. First, it has led to a decrease in the number of technical violations and an increase in the rate of compliance with supervision conditions. Additionally, participants who have completed the program have shown an increase in employment and education outcomes, as well as a decrease in substance use and mental health problems. Overall, the approach has helped to increase the effectiveness of the program and to ensure that it is achieving its stated goals. There are a few potential drawbacks to the "smart supervision" approach. One potential drawback is that it may require more intensive case management, which could put a strain on the organization's resources. Another potential drawback is that it may require more intensive data collection and analysis, which could be time- consuming and expensive. Additionally, there is a risk that the approach could lead to the over-reliance on data and technology, rather than human judgment and discretion. One area where the Florida Re-Entry program could improve its compliance with its mission is recidivism. While the program has made progress in reducing recidivism rates, it has not yet met its goal of reducing the rate to less than 25%. Additionally, the program could improve its compliance with its mission by better tracking the long-term outcomes of its participants. The best way to address the areas of noncompliance I mentioned would be to take a systematic approach that addresses the root causes of the issues. For example, if the main cause of data collection issues is a lack of staff time, the organization could consider hiring additional staff to help with

this task. By addressing the root causes of the issues, the organization can make lasting changes that will improve its compliance. While the program tracks outcomes such as employment and education, it does not have a system to track outcomes such as housing stability and community integration. However, these are important factors that can impact the success of the program, so it would be beneficial to develop a system to track these outcomes. One way to do this could be to create a survey that asks participants about their housing situation and their level of integration into the community. The results of this survey could then be analyzed and used to improve the program's services and outcomes. To improve compliance with its stated goals and mission, the Florida Re-Entry program could take several steps. First, the organization could work to improve its data collection and analysis systems. This would allow for a more accurate assessment of the program's effectiveness and better tracking of long-term outcomes. Additionally, the organization could increase its investment in evidence-based practices and interventions that are effective in reducing recidivism and promoting successful reintegration. Finally, the organization could focus on increasing collaboration and communication with community partners, such as employers, housing providers, and treatment providers. Based on the areas of noncompliance and opportunity for improvement, the Florida Re-Entry program could implement the following recommendations: - Improve data collection and analysis systems. - Invest in evidence-based practices and interventions. - Improve collaboration and communication with community partners. - Increase training and professional development for staff. - Increase funding for

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program services and support. - Evaluate and update program goals and objectives regularly. The recommendations I've provided are all designed to be both feasible and effective. However, it's important to recognize that making these changes will take time and resources. For example, improving data collection and analysis systems will require an investment in technology and staff training. Similarly, increasing funding for program services and support will require an investment from the state and other funding sources. While these recommendations may be challenging to implement, they are necessary to bring the Florida Re-Entry program into compliance with its mission. “ Two studies found that postsecondary education programs reduce recidivism; another found that adult basic education may increase employment rates. However, two studies of GED programs did not find statistically significant effects on post-release outcomes”. ( What Works in Reentry Clearinghouse | Urban Institute , n.d.) One way to implement the recommendations I've provided would be to create a multi- year plan that prioritizes the most critical changes and spreads out the work overtime. For example, the first year could focus on developing and implementing new data collection and analysis systems. The second year could focus on increasing funding for program services and support. The third year could focus on increasing training and professional development for staff. By breaking down the recommendations into smaller pieces, the organization can more easily act and make progress toward its goals. A multi-year plan for implementing the recommendations I've provided would allow for both short-term and long-term approaches. In the short term, the plan would focus

on addressing the most pressing needs, such as improved data collection and analysis. Over the long term, the plan would address other needs, such as funding and staff training. This type of approach would allow the organization to make progress in the short term while also laying the groundwork for long-term success. It's important to note that this type of plan should be flexible and allow for adjustments based on new information or changing circumstances. It's important to consider the costs and resources required to implement these recommendations. Implementing new data collection and analysis systems will require investment in technology and training. Increasing funding for program services and support will require outreach to funding sources and advocacy. Staff training will require an investment in time and resources. Additionally, policies may need to be updated or created to support the changes being made. It's important to consider all these factors when developing a plan to implement the recommendations. It's difficult to say for sure whether the organization has the financial resources to implement the recommendations. The organization's budget and financial resources are not public information. However, I can say that making these changes will require a significant investment of time and resources. The organization may need to seek additional funding from state or federal sources, or private donations. It's also possible that the organization will need to reallocate existing resources to make these changes. Ultimately, it's up to the organization to assess its financial situation and determine how to move forward. “The Justice Reinvestment Initiative is an intensive, data-driven approach that allows states to address key challenges in their criminal justice systems, including violent

crime, opioid addiction, mental illness, corrections costs, and recidivism. JRI is funded through a public-private partnership between the Bureau of Justice Assistance (BJA), a component of the Department of Justice’s Office of Justice Programs, Arnold Ventures, and The Pew Charitable Trusts. The initiative supports states to increase the cost-effectiveness of their justice systems and reinvest the savings into high-performing strategies to increase public safety.” ( Justice Reinvestment Initiative: Prioritizing Prison Resources Where They Matter Most - CJI , 2023) To consider reallocating resources such as staff time, funding, and equipment. For example, staff time that is currently spent on data collection could be reallocated to data analysis. Funds that are currently allocated to certain programs could be shifted to support the implementation of new programs or services. In some cases, equipment that is no longer needed for one purpose could be reallocated to support the changes being made. Reallocating resources in this way can help to maximize the impact of the changes being made. While it may take some time and effort to develop a system to track these outcomes, I believe it is a realistic option for the Florida Re-Entry program. By taking a systematic approach and partnering with other organizations, the program can create a system that is efficient and effective. It's important to remember that it's not necessary to track every possible outcome; instead, it's important to focus on the outcomes that are most relevant to the program's mission. Several reentry programs have implemented some or all the suggestions I mentioned. For example, the "Center for Employment Opportunities" (CEO) is a national reentry program that provides employment services, including job placement and retention

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support. CEO has implemented several of the suggestions I mentioned, such as partnering with other organizations, tracking participant outcomes, and using evidence-based practices. Additionally, the "Safe Streets and Second Chances Initiative" (SSSCI) in Chicago, Illinois has implemented similar suggestions. ( Safe Streets, Second Chances , n.d.) The Center for Employment Opportunities (CEO). CEO was founded in New York City in the 1970s and has since expanded to multiple cities nationwide. CEO's model is based on the idea that employment is a key factor in reducing recidivism and that stable employment can help people to reintegrate into society. CEO offers a variety of services, including job placement, job training, financial literacy training, and support services. ( Breadcrumbs , 2018) Several articles and books have been written about the success of CEO and their impact on reducing recidivism. For example, the book "Work Matters: A Comprehensive Evaluation of the Center for Employment Opportunities Prisoner Reentry Program" ( Early Impacts from an Evaluation of the Center for Employment Opportunities (CEO) Prisoner Reentry Program , 2007) provides a detailed analysis of the program's impact. Additionally, a study published in the "Journal of Policy Analysis and Management" found that CEO participants were significantly less likely to be rearrested or incarcerated than those who did not participate in the program.

References Andriotis, N. (2017, July 6). Why Is Your Online Training Program Failing? Here Are 8 Reasons! EFront Blog. https://www.efrontlearning.com/blog/2017/07/reasons-online-training-program- fail.html/#:~:text=8%20Reasons%20Why%20Your%20Online%20Training%20Program%20Is Breadcrumbs . (2018). CEO. https://ceoworks.org/ Bureau of Chaplaincy Services; Division of Development Florida Department of Corrections . (2024). Myflorida.com. https://fdc.myflorida.com/development/chaplaincy.html%5C Bureau of Education; Division of Development Florida Department of Corrections . (n.d.). Fdc.myflorida.com. https://fdc.myflorida.com/development/programs.html Bureau of Program Development: Office of Programs and Re-Entry Florida Department of Corrections . (n.d.). Fdc.myflorida.com. https://fdc.myflorida.com/development/applied.html Bureau of Substance Use Treatment; Division of Development - Florida Department of Corrections . (n.d.). Fdc.myflorida.com. https://fdc.myflorida.com/development/readiness.html CSG Justice Center | Collaborative Approaches to Public Safety . (2019, July 25). Csgjusticecenter.org. https://csgjusticecenter.org/ Early Impacts from an Evaluation of the Center for Employment Opportunities (CEO) Prisoner Reentry Program . (2007, November 1). MDRC. https://www.mdrc.org/work/publications/early-impacts- evaluation-center-employment-opportunities-ceo-prisoner-reentry Florida Department of Corrections -- Office of Programs and Re-entry . (n.d.). Fdc.myflorida.com. https://fdc.myflorida.com/development/index.html

Hernandez, P. (2019, April 11). Baldrige Performance Excellence Program . NIST. https://www.nist.gov/baldrige Improving Adult and Youth Justice Systems | Crime and Justice Institute . (2019, September 11). CJI. https://www.cjinstitute.org/ Jeremiah Mosteller. (2018, December 14). Why Reentry Programs are Important . Hope for Prisoners. https://hopeforprisoners.org/why-reentry-programs-are-important/ Justice Reinvestment Initiative: Prioritizing Prison Resources Where They Matter Most - CJI . (2023, May 23). CJI - Just Another Community Resources for Justice Sites Site. https://www.cjinstitute.org/publication/justice-reinvestment-initiative-prioritizing-prison- resources-where-they-matter-most/ Lofland, L. (2019, September 6). Adrenaline: A Cop’s Friend or Foe? Lee Lofland. https://leelofland.com/adrenaline-a-cops-friend-or-foe/ Mahoney, P. (n.d.). Florida Department of Corrections -- Office of Programs and Re-entry . Fdc.myflorida.com. https://fdc.myflorida.com/development/index.html National Institute of Corrections. (2018). National Institute of Corrections . National Institute of Corrections. https://nicic.gov/ Reentry | Overview . (n.d.). Office of Justice Programs. https://www.ojp.gov/feature/reentry/overview Safe Streets, Second Chances . (n.d.). Texas Public Policy Foundation. Retrieved January 29, 2024, from https://www.texaspolicy.com/press/safe-streets-second-chances#:~:text=Safe%20Streets %20%26%20Second%20Chances%20is%20an%20innovative Stojkovic, S., Kalinich, D., & Klofas, J. (2014). Criminal Justice Organizations: Administration and Management . Cengage Learning.

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Team, T. A. (2022, April 20). 10 Features Successful Reentry Programs Share» ACJI . ACJI. https://acji.org/10-features-successful-reentry-programs-share/ The Florida Re-Entry Subdivision’s Analysis | Free Essay Example . (2023, June 9). StudyCorgi. https://studycorgi.com/the-florida-re-entry-subdivisions-analysis/ U.S. Government Accountability Office. (2019). U.S. Government Accountability Office (U.S. GAO) . Gao.gov. https://www.gao.gov/ What Works in Reentry Clearinghouse | Urban Institute . (n.d.). Www.urban.org. Retrieved January 29, 2024, from https://www.urban.org/policy-centers/justice-policy-center/projects/what-works- reentry-clearinghouse-0#:~:text=The%20clearinghouse%20offers%20online%20access%20to %20important%20research

cj 550 Final Project

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