Milestone Three

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Dec 6, 2023

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1 Running Head: MILESTONE THREE Milestone Three Assessing the Florida Department of Corrections (FDC) Re-Entry subdivision, it is important to perform a strengths, weaknesses, opportunities and threats analysis (SWOT). This will assist in performing an overall assessment of FDC’s Re-Entry subdivision, which will offer recommendations in the final report. It’s important to identify major internal factors that positively and negatively affect the overall performance of the Re-entry subdivision. While assessing the FDC utilizing SWOT, internally we are able to explore FDC’s mission statement which can be considered a strength and create opportunities. It has been reported that in 2007 the FDC’s Re-Entry subdivision changed their mission statement in order to better assist offenders during their time in corrections. Internally the Re-Entry subdivision created a goal to bring the recidivism rate down from “the current rate of 32 percent to 20 percent” (The Florida Senate, 2008). This goal allows the FDC to save over $85 million a year along with “less investigations, arrests, and prosecutions” (The Florida Senate, 2008). The internal mission statement and goals within the Re-entry subdivision creates positivity and a sense of direction for the overall operation of the FDC and the Re-Entry subdivision. Establishing a new mission statement allows for a review of organizational policies. This strengthens the subdivision internally and opens the door for internal opportunities as well. While conducting a SWOT analysis weaknesses and threats must also be explored. In recent years we have seen a high turnover rate of employees working for the FDC. In Madison County it has been reported that the turnover rate among correction officers is 51 percent (Dailey, 2019). This can be considered a weakness internally for the organization. With the lack

Milestone Three of trained corrections officers and the need to train multiple new officers, inmates suffer. It has been pointed out by a warden within the FDC that the high turnover rate has allowed for 461 cases of contraband to enter the various prisons and facilities within the FDC. This has resulted in the rise of inmate-on-inmate assaults which leads to inmates not feeling secure in the facilities (Florida Department of Corrections, n.d.). Internal factors can influence outside factors. The Re-Entry subdivision allows for the structured rebuilding of inmate’s lives while they are incarcerated. Understanding SWOT, the Re-Entry subdivision is considered a strength and allows opportunities for inmates once they are released from the FDC. This can be considered an external factor because it allows inmates to become educated, receive substance abuse help, find housing and employment. In return this allows those who have been released to reduce their risk of recidivism to the FDC. Lowering the recidivism rate is evident that the Re-Entry subdivision is upholding its mission statement and creating better communities and changing public perception about the FDC externally. There are external factors that negatively affects the FDC that can be perceived as a weakness and threat which is negative public perception. This can be correlated with misconduct and corruption that has been seen within the department. An example of this can be seen when an FDC education supervisor within the Re-Entry program was arrested due to suspicion that he raped an inmate (Minor, 2020). A statement was released stating that “this is a more serious crime because it’s a betrayal of trust” (Minor, 2020). This can be related to the general public having a negative perception of the FDC and could lead to a decrease in state and federal funding due to misconduct. When looking at the internal factors, analyzing whether or not the organization is maximizing its strengths and minimizing its weaknesses is critical. Overall it appears that the

Milestone Three FDC is attempting to maximize its strengths. The change in the subdivisions mission statement allowed for a sense of restructuring to further strengthen the subdivision. While doing so, the subdivision was able to develop reachable goals to lower the recidivism rate and save over 85 million a year. Correction officer turnover is high within the FDC which should be addressed. If turnover rates continue it will be difficult to maintain the programs that are offered within the Re-Entry subdivision. This, ultimately going against the mission statement and goals of the subdivision. Senior members within the organization must develop ways to slow employee turnover in order to have the organization function as intended and keep the recidivism rate down. Looking at the identified external factors, it should be analyzed whether or not the organization is maximizing its opportunities and minimizing its threats. One of the leading causes for recidivism is due to the lack of felons obtaining employment. Within the Re-Entry subdivision inmates who have below a 6 th grade education must attend 150 hours of literacy training and those with an education that is deemed higher than 9 th grade work towards their GED and can begin vocational education (The Florida Senate, 2008). This indicates the FDC is maximizing the opportunities for a reduction of recidivism and allowing inmates to successfully transition back into the community as a productive member of society externally. Although employees are considered internal they do create external threats. The FDC needs to reevaluate their staffing and take control of corruption. High employee turnover and corruption such as the incident of rape can be seen as an external threat. If the FDC and the Re- Entry subdivision continue to see high turnover and corruption cases, it will affect inmates who are being released by not receiving the best opportunities that could come from the Re-Entry subdivision. The reasoning for this being an external threat comes from the fact that not

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Milestone Three receiving education and opportunities that come with the subdivision will increase the probability of recidivism which puts the community in harm’s way from those committing crimes due to the lack of opportunities and education that they should have received. This will show the community, local, and state representatives that the Re-Entry program is not successful which could result in decreased funding.

Milestone Three Reference: Blankenship, G. (2018, November 15). Offender Reentry is about Rebuilding Lives. Florida Bar. https://www.floridabar.org/the-florida-bar-news/offender-reentry-is-about-rebuilding- lives/ 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. (n.d.). Office of Programs and Re-Entry. http://www.dc.state.fl.us/development/index.html 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/ The Florida Senate. (2008, October 6). 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

Milestone Three

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