CJ 550 Final Project

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1 Running Head: FINAL PROJECT Final Project Introduction: The Florida Department of Corrections (FDC) can be considered one of the largest state prisons in the United States. According to the Florida Department of Corrections (2019) the organization has a yearly operating budget of 2.4 billion dollars and currently houses 96,000 inmates throughout various facilities in the state. One of the most valuable things to an organization is its mission statement and goals. For example, the FDC’s mission statement is “providing a continuum of services to meet the needs of those entrusted to our care, creating a safe and professional environment with the outcome of reduced victimization, safer communities and an emphasis on the premium of life” (Florida Department of Corrections, n.d.). The overall goals of the organization include, talent development of employees and inmate/offender programs. The mission statement and goals will be assessed throughout this report in order to conclude if these goals are upheld throughout the organizations and its subdivisions. Structure: Given the massive structure of the organization, there are many relevant subdivisions within. Some examples include Re-Entry, Parole, and the Corrections Subdivision. Each of these subdivisions have their own goals which are separate from the FDC however, these separate goals are designed to align with the entire mission of the organization. The subdivision that will be examined throughout this assessment is the Re-Entry Subdivision. The Re-Entry Subdivision’s priority is to uphold the organizations mission statement though four specifically developed sections within the subdivision such as the Bureau of Programs Development, Bureau

2 Final Project of Education, Bureau of Substance Use Treatment, and Chaplaincy Services. Given the mission “providing a continuum of services to meet the needs of those entrusted to our care” (Florida Department of Corrections, n.d.). The Re-Entry Subdivision aligns with the organizations mission though offering these departments within the subdivision. Within the Re-Entry Subdivision there are key policies in place that help guide and run the subdivision. Key policies have been developed though evidence-based strategies. An example of this can be seen by “increasing security and public safety by providing programming for productive learning, positively transforming behaviors, and teaching pro-social skills” (Florida Department of Corrections, n.d.). Evidence-based practices allows for initiatives to be introduced into education programs within the Re-Entry subdivision based upon their education level through an entrance assessment according to the Florida Senate (2008). Evidence-based practices have allowed the Re-Entry Subdivision to create key policies such as the education entrance assessment in order to better place inmates into education programs that are best fit for them in order to boost success and decrease the recidivism rate, which corresponds with the mission of the organization. Assessment Plan: There are numerous assessment strategies that can be used to assess an organization. The assessment strategy that works with the Re- Entry Subdivision would be the Institutional and Organizational Assessment Model (IOA Model). This model views “performance of an organization as a multidimensional idea, that is, as the balance between the effectiveness, relevance, efficiency, and financial viability of the organization” (Ontario Council of Agencies Serving Immigrants, n.d.). This model allows for valid assessments of the level of compliance and effectiveness of the subdivision.

3 Final Project The IOA Model requires an examination of the validity and reliability of data that is being used in the assessment in order to reduce biasness and incorrect data. One way the data will be valid and reliable is though benchmarking. Benchmarking allows for the examination of efficiency or the FDC’s performance in relation to the good practices of other correction organizations and their subdivisions (International Trade Centre, n.d.). The sources of data and information that is used in order to complete the FDC’s Re-Entry Subdivision will include looking at the recidivism rate within the state of Florida. This alone will assist in highlighting how well the Re-Entry Subdivision is functioning and if the subdivision is upholding the FDC’s mission statement. However, it’s important to analyze the FDC’s annual report that is prepared by the Inspector General to gather additional factual data. Within these reports data regarding funding, spending, and incarceration rates all of which according to the IOA Model can be considered variable in the organizational assessment. In order to assess the performance of the FDC’s Re-Entry Subdivision it’s important to perform a strengths, weakness, opportunities, and threats (SWOT) analysis. This assessment will identify major internal factors that positively and negatively affect the organizational performance while using FDC data and benchmarking strategies. One major internal factor that positively affects the organizations performance is the mission statement of the organization. In 2007 the Re-Entry Subdivision agreed to change the mission’s statement in order to better assist offenders that were within the subdivision in order to reduce the recidivism rate in Florida. This internal factor has allowed the recidivism rate to decrease from 32 percent to 20 percent and has allowed the FDC as a whole to save over $85 million dollars due to less investigations, prosecutions, and arrests (The Florida Senate, 2008). The establishment of a new mission statement has been a positive for the organization, we can see this through the data presented.

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4 Final Project Within the SWOT analysis it’s important to find negative internal factors that can hinder the organizational performance of the FDC ad it’s subdivision. One of the largest key internal factors is the high employee turnover rate within the FDC which affects the Re-Entry Subdivision. In Madison County, Florida there has been a turnover rate of 51 percent as just one example (Dailey, 219). Given high employee turnover rates, this consequently creates the need for an abundance of new officers and the possibility of the Re-Entry Subdivision not being properly staffed, which goes against the FDC’s mission statement and could result in the recidivism rate increasing in Florida. Within the FDC as a whole, there was a report of 461 cases of items considered contraband entering the different facilities, which consequently resulted in inmate-on-inmate assaults (Florida Department of Corrections, n.d.). This can create a feeling of insecurity and safety from the inmates, which goes against the mission statement of the FDC and can impact the Re-Entry Subdivision negatively. Unfortunately, internal factors can lead as an influencer to outside factors. It’s known that the Re-entry Subdivision creates a structured rebuilding of the lives of inmates while they are incarcerated. While utilizing the SWOT analysis the FDC’s Re-Entry Subdivision itself is considered a strength. This can be an external factor due to what the subdivision is able to accomplish. Inmates are able to find housing and employment, education and vocational training, and substance abuse help. In return, this reduces the risk of recidivism and creates improvements in Florida communities by releasing productive individuals back into society. This also has the capacity to positively affect the external perception in a positive way, which can bring increased funding from policy and grant makers. Using the SWOT analysis, an external factor that can negatively affect the FDC and the Re-Entry Subdivision is public perception itself. Public perception can be influenced by internal

5 Final Project factors such as employee misconduct. Within the Re-Entry Subdivision there was a case of an education supervisor arrested due to accusations of rapping an inmate (Minor, 2020). Looking at this example, the public perception, which includes lawmakers and grant funders that can have their perception swayed in a negative way, which will impact future funding and the reputation of the FDC and their Re-Entry Subdivision. Based upon the previously identified internal factors, it’s critical to analyze whether or not the Re-Entry Subdivision is maximizing its strengths and minimizing its weaknesses. Based upon the SWOT analysis it appears that the Re-Entry Subdivision is attempting to maximize strengths. For example, changing the Re-Entry Subdivisions mission statement in 2007 has allowed for subdivision restructuring, decreased recidivism, and spending. One area that can be improved upon is lowering the employee turnover rate. Senior members within the organizational structure of the FDC should begin to investigate the causes of employee turnover in order to maximize the strength of the Re-Entry Subdivision and minimize its weaknesses. Based upon the previously identified external factors, it should be analyzed if the Re- Entry Subdivision is maximizing its opportunities and minimizing its threats. Looking at data, the leading cause of recidivism is the lack of employment opportunities for inmates who have re- entered society. With the Re-Entry Subdivision’s primary goal of restructuring inmates’ lives, we can see this create external opportunities. The Florida Senate (2008) explains that within the subdivision, inmates who are considered to have below a 6 th grade education level are required to attend a mandatory 150-hour literacy training and those inmates with an education level above the 9 th grade begin working towards their GED and vocational training. As the Re-Entry Subdivision maximizes its resources, this creates external opportunity for inmates to obtain

6 Final Project employment, which minimizes the threat of recidivism, ultimately creating safer communities and boosting public perception and lawmakers within the state. Employees typically are considered internal to an organization yet can create external threats to an organization and suppress opportunities. Given high employee turnover and corruption, if this continues, it can be correlated that the educational opportunities for inmates will suffer. The result from this will be releasing inmates into society without education due to lack of staffing and corruption within the FDC and its Re-Entry Subdivision. This will increase the probability of recidivism, causing crimes within the community. The threat is negative perception from community, local and state representatives. While the Re-Entry Subdivision is primarily maximizing its strengths and opportunities while minimizing its weaknesses and threats, employee turnover has the opportunity to increase weaknesses and threats both internally and externally. Employee turnover and corruption can be changed, which would allow for inmate opportunities to increase. This will be explained in detail in the performance report. Performance Report: In order to continue to assess the organizational performance of the FDC’s Re-Entry Subdivision. The performance report allows for the identification of if the Re-Entry Subdivision follows the FDC mission, where it is in noncompliance, and offer recommendations to improve the performance in meeting its goals and mission. The Re-Entry Subdivision follows its mission through analyzing the recidivism rate. According to The Florida Senate (2008) there was a recidivism rate of 27.6% and in 2015 the rate was reduced to 24.7%. With this analysis, it’s clear that the Re-Entry Subdivision has lowered the Florida recidivism rate, which is in compliance with the organization’s mission. The lower recidivism rate is caused by programs within the Re- Entry Subdivision, including substance abuse assistance, education and vocational training, and

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7 Final Project religious programs. All of which are used to rebuild lives, in accordance with the organizations mission. While the Re-Entry Subdivision is primarily in compliance with the organizations mission, yet there are areas that can be improved upon to ensure full compliance. The Office of Program Policy Analysis and Government Accountability (OPPAGA) created a report about the FDC’s Re-Entry Subdivision. The findings showed noncompliance in the education field within the subdivision. The OPPAGA reports showed that there was only a 10 percent completion rate of inmates who started the Adult Basic Education Program (The Florida Senate, 2008). Some inmates do go on to obtain their GED and even vocational training, the problem is that there are limited spots for these inmates within any type of education program offered by the Re-Entry Subdivision. This can be improved upon in order to be in compliance with the organizations mission. There are recommendations that can assist in improving the Re-Entry Subdivision’s performance in meeting its goals and mission. One recommendation is to increase staffing within the subdivision. While this recommendation may not be favorable to some due to the cost associated with it, there is outside funding that can be obtained. Grants are available specifically for the FDC’s Re-Entry Subdivision. For example, the Department of Justice announced a $60 million dollar grant specifically for the Re-Entry Subdivision (Warren-Hicks, 2020). This funding will create new employee positions, create more available spots for inmates to begin working towards educational goals and decrease their risk of recidivism. One recommendation that can require minimal funding is the review of organization and departmental policy. With the review of policy, it creates the framework to amending policies in order to have better compliance with the organizations mission. Looking at employee turnover,

8 Final Project which correlates with the low acceptance rates of inmates in educational programs shows that there are internal departmental problems. The review of departmental policy can help the subdivision correct employee turnover rates and be in better compliance with meeting the goals and mission of the organization. These recommendations will need to be implemented into the organization and subdivisions, which can be done rather simply. Given that the Department of Justice has already allocated $60 million dollars for the FDC’s Re-Entry Subdivision, it should be rather simple to begin writing grant requests and submit the applications to obtain the funding. Once funding is received, the FDC can begin the hiring process for new employees within the subdivision, which results in further education opportunities in the Re-Entry Subdivision for inmates, which will show compliance with the mission of the organization. Long term the FDC should advocate for increased funding by highlighting the success that the Department of Justice’s grant did to assist with the Re-Entry Subdivision. Short term, reviewing and amending organizational and department policy can slow the spread of employee turnover and corruption. If internal policies are not amended or created, short term, increasing staffing with grant funding will not solve the problem of what is causing employees to leave the organization. Long term if policy is amended or created, this will allow employees to remain employed, ultimately saving FDC revenue. The funding saved can be re- invested into the subdivisions such as Re-Entry which will provide needed resources in order to ensure the subdivision is in compliance with the mission. Communication Strategies: Within the organization, the administration side of the FDC should receive this key information within the report. The administration includes the Secretary, Chief of Staff,

9 Final Project Community Corrections Assistant Secretary, General Counsel and the Chief Financial Officer (Florida Department of Corrections, n.d.). The information in the report should go to the administration because the information could then be distributed down the line to mid management and individuals within the different subdivisions. All employees should eventually be able to view the information in order for the FDC to maintain organizational integrity. In return, allowing all employees to view the information will develop trust between the employees and the organization. There are numerous different strategies that can be used to communicate information to employees within the organization. One valid form of communication would be though a memorandum. It may be the case that some employees do not have access to email, which would limit the information being released to all employees. A memorandum allows access to the information for all employees. Another effective communication strategy is to have supervisors within the Re-Entry Subdivision explain the memorandum to the employees in small workshops in order for employees to ask questions and offer suggestions, this also helps build organizational transparency. Organizations such as the FDC and its subdivisions should always be looking to improve, including in ways not necessarily identified in this report. In order to improve, the FDC should gather feedback from the employees. In order to gather feedback from employees one recommendation would be to have anonymous feedback forms which are easily accessible. Anonymous feedback allows employees to freely speak their mind and mitigates the fear of being punished or questioned by the organization.

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10 Final Project References: Dailey, R. (2019 February 7). Florida Prison Wardens: High Staff Turnover Rates Create unsafe, Pressure Cooker Conditions. WRN. https://www.wlrn.org/2019-02-20/florida-prison- wardens-high-staff-turnover-rates-create-unsafe-pressure-cooker-conditions Florida Department of Corrections. (2019). Officer of Inspector General: Annual Report Fiscal Year 2018-2019. Accessed August 31, 2020. Retrieved from http://www.dc.state.fl.us/ig/igannual/OIG_Annual_Report_FY2018-19%20FINAL.pdf Florida Department of Corrections. (n.d.). Office of Programs and Re-Entry. http://www.dc.state.fl.us/development/index.html Florida Department of Corrections. (n.d.). Our Vision. Accessed August 31, 2020. Retrieved from http://www.dc.state.fl.us/vision.html International Trade Centre. (n.d.). “Measuring Organizational Performance”. Accessed September 8, 2020. Retrieved from https://www.tisibenchmarking.org/uploadedFiles/Common/Content/Benchmark/HOME/ Benchmarking_Fact-sheet_ENG-big.pdf Minor, T. (2020, February 20). Corrections employee & pastor accused of raping inmate at Florida State Prison. News 4. https://www.news4jax.com/news/local/2020/02/07/corrections-employee-accused-of- raping-inmate-at-florida-state-prison/

11 Final Project The Florida Senate. (2008, October). Breaking the Cycle of Crime: The Department of Corrections and Re-Entry Programming. http://archive.flsenate.gov/data/Publications/2009/Senate/reports/interim_reports/pdf/200 9-313cj.pdf Warren-Hicks. (2020, April 3). U.S. Attorney Announces Nearly $60 million of Grant Money Available for Re-entry Program. https://www.pnj.com/story/news/crime/2020/04/03/u-s- attorney-says-nearly-60-million-available-reentry-programs/2942177001/

CJ 550 Final Project

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