Organizational Assessment and Recommendations Report
Josephine Parks
August 19
, 2020
Introduction
Organization
The Florida Department of Corrections is the biggest state agency in Florida and the third-largest state prison system in the country. This mega inmate rehabilitation institution has over 24,000 FDC employees, 90,000 inmates and does supervise over 155,000 offenders in the community. This facility is located at 501 South Calhoun Street, Tallahassee, FL. The success of this organization has been inspired by the strict values that all stakeholders have to follow. They are integrity, respect, selfless service, compassion and courage in helping inmates transition to become less criminally-minded and be useful members of society (Bell, 2017). This organization has helped facilitate the criminal justice system by establishing a ground where inmates can get rehabilitated from their criminal mindset and learn new skills that will make them productive and useful members in society. There are many programs given to the inmates that help them reduce recidivism once they are back in the community.
Mission and Goals
The vision of this criminal justice organization is to inspire success in inmates by transforming one life at a time. The mission is to keep providing all essential services to those who need them under their care and also create a safe environment where the results will be reduced victimization and create safer communities to help people achieve a premium life. The overall organizational goals for the Florida Department of Corrections is talent development where inmates will invest in their professional growth, inmate offender programs that will rehabXXXXXXX XXXXXXX and make a decent transition in society, XXXXXXXXXXXXX XXXX involves XXX stakeholders an XXXXXXXX a XXXXXXXX XXXXXXXXXXX XXXX is healthy, sustainable and XXXXXXXXXXXXX for inmates XXX employees.
Structure
Departments or Subdivisions
XXX XXXXXXX department XX corrections houses several XXXXXXXXXXX XXXX work XXXXXXXX XXXXXXX XXX XXXXXXXXXXX of the overall mission XXX XXXXXX of the XXXXXXXXXXXX. XXXXX is XXX XXXXXXX Re-XXXXX Subdivision XXXXXXXX XX equip inmates XXXX XXXXXXXXXXXX XXXX make them XXXXXXXXXX and crime-XXXX XXXXXXX of XXXXXXX. The mission XX XXX inmate XX-Entry program XX to provide the XXXX effective rehabilitation XXX XXXXXXX despite their diversity to XXXXXX recidivism and dependency once they are placed back in XXXXXXX. There is XXX parole XXXXXXXXXXX which is XXXXXXXXXXXX XXXXXXXXXX XXX XXXXXXXXXXX of XXXXXXXX offenders. The XXXXXXX is XX serve XXX offenders with equal XXXXXXX, XXXXXXX XXX XXXXXXXXXXX (XXXXXX, XXXX). XXXXX is XXX XXXXXXXXXXX XXXXXXXXXXX where XXXXXXXXXXXX officers XXXXXX XXXXXXXXXX or XXXXXXXXXX XX offenders XXXX make XXXX recommend for XXXXXXXXXX or releasing offenders. XXX mission of this Subdivision XX XX XXXXX XXXX diligence and XXXXXXXXXX with XXX other XXXXXXXX in XXX XXXXXXXX justice system. Each one XX these XXXXXXXXXXXX has XXX objective XXXX XXXXX XXXXXXX realizing XXX XXXXXXXXXXXXXX XXXXX. XXX success XX all XXXXX XXXXXXXXXXX leads to XXXX-quality care XXX XXXXXXX delivery XXXXX a XXXXXXXXXXXXXX environment which XXXXXXX in XXXXXXX XXXXXXXXXXXXX, XXXXXX XXXXX communities and XXXXXXXXX XXXXXXX to XXXXXX a XXXXXXX XXXX.
XX-XXXXX Program
One of the XXXX XXXXXXXX XXXXXXXXXXXX under the XXXXXXX Department of Corrections if XXX Re-Entry XXXXXXXXXXX. It is XXXX referred to as the treatment, rehabilitation and recovery department. XXX XXXXXXX XX XXXX Subdivision is to establish a XXXXXXXXXXXXXX environment XXX inmates XXXXXXX XXXXX differences in XXXXXXXXX XX reduce XXXXXXXXXX and XXXXXXXXXX once XXXX XXX released back in XXX community. XXXXXXX are put XXXXX a series XX XXXXXXXX XX XXXXX XXXX XXXX XXXXXX XXXX XXXX can XXX XXXX they XXX their XXXXXXX XX get to the XXXXXXXXX again. The XXXXXXX XXX XXXXX of XXXX department lead to an XXXXXXXX quality of XXXX XXX safer XXXXXXXXXXX. XXXX XXXXXX with the XXXXXXX of XXX entire Florida Department of XXXXXXXXXXX.
XXXXXXXX
XXX XXXXXXXX XXXXXXX in place in XXX XXXXXXX XXXXXXXXXX XX XXXXXXXXXXX XXX XXXXXXXXX in XXXXXXX XXXXXX in order in XXX facility. XXX XX XXX XXXXXX XX to ensure XXXXX inmate XX XXXXXXXX in a program XXXXX XXXXXXX their XXXX XX XXXXX them XXXX skills XXXX can XX used once XXXX XXX XXXX XXXXXXX XXXXX term. That XXXXX XXXXXX XXXXXXXXXX hence XXXXXXXX a safer XXXXXXXXX in XXXX XX XXX XXXXXXXXXXXXXX XXXXXXX. XXXXXXX XXXXXX XX that all XXXXXXX XXXX be treated equally XXXXXXXXXX of gender, XXX, XXXX, XXXXXXX status, nationality and XXX XXXXX XXXXXXXXX (XXXX & X’Brien, XXXX). XXXXX treatment will XXXXXX the resistance XX XXXXXX’s adherence to XXX programs XXXX XXXX been put in XXXXX. The Re-XXXXX XXX the educational XXXXXXX XXXXXXXX XXX XXXXXXXXX under it XX maintain high XXXXXX of XXXXXXXXX, transparency and XXXXXXXX service XX the XXXXXXX in XXXXXXXXXXXXX these XXXXXXXX to XXXXXXX XXX make a follow-up on XXX XXXXXXXX XX their XXXX XXX approve it. If XXX XXXXX XXXXXXXX are followed strictly, realizing the XXXXXXXXXXXXXX mission of XXXXXXXXXXXXX XXXX care XXX service XXXXXXXX XX a transformative environment XXXXXXX a XXXXXXX.
Assessment Plan
XXXXXXXXXX Strategy
The XXXXXXXXXX strategy XXXX best XXXXXX XXXX Subdivision XX XXX XXXXXXXX XXXXXXX organization is XXX Cascade XXXXXXXXX XXXXXXXX Model. The XXXXXXXXXXXXXX goal is to XXXXXXXXX one XXXX at a XXXX. This is achievable XXXX if XXX XXX organizational XXX of XXXXXX XXXXX XXX uncompromising XXXXXXX XXXXXXX, courage, selfless service, XXXXXXXXX XXX diversity are XXX XXX in XXXXX. The XXXXXXX strategic planning model XXXX be XXXXXX in XXXXXXXX XXXX XXX inmates are treated with XXXXX treatment XX XXXXXXX equal opportunities XX XXXXXXX XXXXX skills. There will be an assessment for equal XXXXXXXXX which XX XXXX XXXXXXXXX by XXXXXXX XXXXX XXX XXXXXXX XXXXXXXXXX of inmates to following the set XXXXXXXX. All courses XXX XXXXXX administered to inmates will be XXXXXX on how XXXXXXXXXX they XXX using XXX cascade XXXXXXXXX XXXXXXXX model (XXXXX &XXX; XXXXX, 2016). XXX Key Performance Indicators (KPIs) XXXX XX XXXX to XXXX if all XXXXXXXXXXXX are meeting XXX objectives.
XXXXX and XXXXXXXX
The XXXXXXX XXXXXXXXX Assessment strategy XXXX XXXXXXXXXX in collecting unbiased XXXX XXXXX XX useful XXX XXX XXXXXXXXXXX assessment XXX XXX of focus XXXXXX XXX interviews will XX the XXXX data XXXXXXXXXX XXXXXXX. That is XXXXXXX XXXX XXX XXXX XXXXXX XX collect unbiased XXXX. XXXXXXXX an XXXXXX in a conversation XXXXX their experience in the facility XXXX XXXX them XXXX XX and give XXX XXXXX about the XXXXXXX of XXX correctional procedures. The XXXX XXXXXXXXX using XXXX XXXXXXXX XXXX be XXXXXX in making XXXXXXXXX when testing XXXXXXXXXXXXXX XXXXXXXXXXX. XXXXX program designed XX correct XXX behavior of XXX XXXXXX will XX XXXXXXXXX XXX XXXXXXXX XXX plans XX XXXX to fix it by XXX XXX management.
XXXXXXX of Data
While XXXXXXXXX the XXXXXXXXXXX XX the XX-Entry XXX Education Program, XXXX must be collected from XXXXXXX and useful sources. For this assessment, XXX XXXXXX of data XXXX be correctional XXXXXXXX, XXXXXXX and other workers in XXX facility XXX interact XXXX the system or XXXX the XXXXXXX. XXX objectives XX the XX-XXXXX programs XXXX be tested against the testimonies given XX the XXXXXXXX source XX XXXX XX check XXXXX level XX effectiveness. Employees will XX interviewed on how they XXXXX out procedures XX normal XXXXX XXX during XXXXXXXXXXX (XXXX &XXX; Goza, 2014). The inmates XXXX be XXXXX if they XXXX XXX XXXXXXXX are XXXXXX and if XXXX suffer XXX intimidation XX XXX workforce XXXXXXXXX XXX policies on them. All these XXXX XX XXXXXX XXXXXXX the set policies XX see XX they are XXXXXX or not. XXX results will be XXXX useful in helping XXXXXXX make adjustments in XXXXXXXX XX make XXXX helpful in transforming the XXXXX of XXX inmates.
XXXXXXXXXXX Assessment
Internal Factors
Several internal factors XXX affecting XXX Re-Entry Program XXX XXXXXXXXX Subdivision, positively and XXXXXXXXXX. These are factors XXXX influence the performance XX XXX department from XXXXXX. The XXXX that XXXXXXX XXX XXXXXXXXXX XXXXXXXXXX are a XXXXXXXXXX of XXXXXXXX data XX XXXXX, creation XX a XXXXXXXX environment XXX XXXXXXXXXXXXXX and XXX XXXXXXXX-XXXXX of each inmate to XXXXXX XXXX XXX improving on reforming. The XXXXXXXX factors XXXX affect this XXXXXXXXXX negatively XXX overpopulation in XXX facility XXXXXX it challenging to administer essential XXXXXXXX XXX make a XXXXXX-up, high XXXXXXXX rate XX XXXXX XXX XXXXXXXXX XXXXXXXX of XXXXXXX XX XXXXXX XXX policies XXXX XXX XXX XXXXXXXX.
External Factors
External factors XXX XXXXXXXXX XXX XX-Entry and Educational XXXXXXXX. One XX XXX XXXXXXXX is a XXXX-XXXXXXXXXX management XXXXXXXXX that improves XXX coordination XXXXXXX various XXXXXXXXXXXX in the department. XXXXX XXX plans to XXXX new employees XX XXXXXXX XXXXX XXX XXXX (Bell, 2017). XXX XXXXXXX that XXXX it XXXXXXXXX XX meet XXXXX XXXXX XXX budget constraints that XXXX XXXX XXXXXXX XX XXXX department XXX XXXXXXXXX recidivism.
Strengths XXX XXXXXXXXXX
The XX-XXXXX XXXXXXXXXXX XX working XX XXXXXXXX its XXXXXXXXX XXX XXXX XXX XXX XXXXXXXXXX manageable. XXXX department XXXX workshops XXX employees to XXXXXXX XXXX on XXX XXXXXXXXX XX XXXXXXXX a positive XXXXXXXXXXXXXX XXXXXXXXXXX so XXXX the XXXXXXX will show XXXXXXX aggression XXX resistance to the programs XXXX XXX XXXXXXXXX XXXXX. XXX XXXXX is encouraged to XXXXXXX and submit XXXXXXXX XXXX XX check their level of XXXXXXX in XXXXXXXXX XXXXXXXXXXXX factors in inmates. The XXXXXXXX XXXXXXXX rate XX XXXXXXXXXX in XXXX XXXXXXXX XXXXXXX XXXXXXXXXX. There are plans XX XXXX and train new XXXXXX workers to XXXXXXX XXX ones XXX quit and ensure they deliver without XXXXXXXXXX.
Opportunities XXX Threats
This XXXXXXXXXXX XXXXX XXX of the staff in XXXXXXX to administer very useful XXXXXXXX XX inmates XXX XXXXXX they XXXXXX XXXX XXXX. XXXX have XXXXXX in improving XXX staff-inmate ratio and have XXXXXXXX service delivery by a XXXX milestone. When XXX XXXXXXXXXX XX XXXXX XX the XXXXXX XX low staff to inmate XXXXX, the XXXXXXX XXX divided into groups XX XXXXXXXXXX effective XXXXXXXXXXXXX of XXXXX programs. Decisions to XXXXXXX the available XXXXXXXXXXXXX XXX XXXXXXXX the XXXXXXX are XXXX from XXXXXX XXX XXXXXXXXXX XXX at the XXXXXXXXXXXXXX level (Bryant, XXXX).
XXXXXXXXXXX XXXXXX
XXXXXXXXXX XXXX Mission
The XX-XXXXX XXXXXXXXXXX is XXXXX the Florida Department of XXXXXXXXXXX. XX is designed to XXXX XXXXX XXXXXXX with technical XXXXXX to make XXXX XXXXXXXXXX XXXXXXX of XXXXXXX and reduce XXX chances XX recidivism. The organizational XXXXXXX is to administer top-XXX XXXX XXX XXXXXXXX XX XXXXXXX and staff to XXXXXX XXXXXXXXXXXXX, create a XXXX XXXXXXXXX and XXXXXXXXX XXXXXX a premium XXXX. XXX mission of the XX-Entry subdivision XX in line XXXX the XXXXXXXXXXXXXX goal, XXXXX XX rehabilitation through proper XXXX to the XXXXXXXXXXX XX XXXXXXXXXXXX elements in inmates.
XXXXXXX XXXXXXXXXX XXXX XXX XXXXXXX
The Re-XXXXX XXXXXXX has sometimes registered increased XXXXXXXXXX XXXXX is XXXXXXX XXX XXXXXXX of the department and the XXXXXXXXXXXX. This can be XXXXXXXX by harnessing and XXXXXXXX strict when XXXXXXXXXXXXX XXXXX XXXXXXXX XX inmates XXX XXXXXXXX XXXX they XXXX it XXXXXXXXXX, not just a formality. The XXXXXXXXXX XXX XXXXXXXXXX poor XXXXXXX XXXXXXXX XXXXXXX of XXX XXXX XXXXXX XXXXXXXX turnover rate. XXXX can be improved XX creating XXXXXXXXXX XX XXXXXXX and hire XXXXXXXXX XX help in XXXXXXXXX XXXXXXX XXXXXXXX an XXXXXXXXXXXXXX on XXXXXXX. XXX success of XXXXX XXX reforms will XXXXXXX XXXXXXXXXXXX XXXXXXXXXX with the XXXXXXX XX XXX XXXXX organization.
XXXXXXX XXXXXXXXXXX
There XXX XXXX XXXXXXXX that XXX XXXXXXX XXXXXXXXXX of Corrections needs XX implement to XXXXXXX its XXXXXXXXXXX in XXXXXXX delivery for inmates and employees. The organization can make XXXXXXXXXXXX XXX XXXXXXXX XXXXXXXXX XX XXXXX XXX ethical XXXXXXX XX employees and the XXXXXXXXXX of transparency when working in the criminal XXXXXXX XXXXXX. XXX XXXXXXXXXXXX needs XX request more XXXXXXX XXXX the XXXXXXXXXX so XXXX it can XXXXXXXXXXX XXXXXXX XXX programs that XXX under it. XXXXXXXX XXXXXXXXXX hugely XX XXX XXXXXXXXXXXXX XX these ideas XXXX XXXX XXXX XX XXXXXX care, reduced XXXXXXXXXX, safer communities and a better life.
XXXXXXXXXXXXXXX Implemented
The organization needs to start organizing XXX workshops to XXXXXXXXX the XXXXX to XXXXXXXX in XXXXXXX delivery and understand XXXXX XXXX in fixing society. XXXX XXXX XXXXXX the prison XXXXXXXX XXXXXXXX XXXX XXXXXXX sometimes the job XXXX find is way different XXXX what XXXX expected. XXXX XX XXX XXXXXX XXXX XXXX their jobs. XXX organization must also XXXX XXXXXXXXXXXX to hire new XXXXXXXXX XX replace XXX ones who leave. When the XXXXXXXXXXXX requests XXXX XXXXXXX, it XXXXXXX XXXX XX administer inmate XXXXXXXXXXXXXX and educative XXXXXXXX XXX monitor XXXXX progress XXXX serving their term in XXXXXX and on the XXXXXXX (Cook &XXX; O’Brien, 2015). XXXXXXXXX XXXXXXXX XX XXXXX programs will XXXXXX a XXXXXXXXX in XXXXXXXXXX, XXX XXXXXXX will choose a XXXXXX XXXX XXXXX XXXXXXX their term.
XXXXXXXXXXXXX XXXXXXXXXX
Information Distribution
The XXXXXXXXXXXX of authority and XXXXXXXXXXX XXXX from the top management XX XXXXXXXXXXXX XXX to inmates XXXX be flawless. XXXXX stakeholder must XXXXXXXXXXX XXX authority above them and do XX XXXX XXX told. The XXXXXX management must listen XX XXXXX XXXXXXX XXX XXX XXXXX views XXXX XXXXXXXXXXXXX. XXXXXXXXX XXXXXXXXXXX should XX passed XX XXXXXX XXXXXXXXXXX, XXX XXX XXXXXXXXX XXXX be passed down to the XXXXXXXXXXXX. Every XXXXXXXXXXX in this criminal XXXXXXX department must XX XXXX accountable XXX their XXXXXXX and XXXXXXXXX that XXXXXXXXX the way XXXXXX XXXX designed XX function. The top management XXXXXX make XXX XXXXXXXXX XXX XXXX XXXX XXXXXXXXX. XXXXX XXXXXXXXXXX should only XXXX what is XXXXXXXXX XXX XXXXXXXXXX at their XXXXX. The XXXX XX XXXXXXXXXXX XXXX XX XXXXXXXXX to see if it XXXX XX distorted XXX XXXXXXXXXXX wrong along XXX XXX.
XXXXXXXXXXXXX XXXXXXXXXX
The XXXXXXX XX XXXX department XXXXXX engage in XXXXXXXXXX communication. XXX XXXXXXXXX they XXXX should be XXXXXX XXXX through vertical communication. XXXXXXX at the same level XXX share XXXXXXXXX views XXX XXXXX. However, when they XXXXXXXXXXX XX people above or below XXXXX XXXXX, they XXX supposed XX filter some information and XXXX communicate what XX solid and XXXXXX XXX the intended recipient. Communication XXXX XX XXXXX, XXX XX XXXXX any level XX XXXXXXXXXXX. XXXXXXXXX at different departments XXX levels in the organizations XXX use XXXXXXXX XXXXXXXXXXXXX XX share XXXXXXXXXXX and views (XXXX &XXX; Goza, XXXX). XXXXXXX XXXXXX XXXX get XXXX XX helpful to XXXX. XXXXX XXXXXXXXXXX should XXX XXXXXXXX XXXXXXXXXXX, not too XXXXX XX create confusion XXX not too detailed to reveal XXXXXXX XXXXX them. XXX XXXX of information XXXXXX XX monitored to XXXXXX employees XXXXXXXXX the right XXXXX XXX XXXX inmates get XXX best care XXXX will help XXXX XXXXXXXXX XXXX their criminogenic XXXXXXX.
Feedback
The top XXXXXXXXXX of the XXXXXXX Department of XXXXXXXXXXX must gather feedback XXXX XXX subdivisions XXXX run XXXXX XXXX. For XXXXXXXXXX XXXXXXXXXX in XXX organization, these XXXXXXXXXXX XXXX a conventional XXXXXXXX XX requesting feedback from employees. XXXX need XX ask XXXX positive XXX negative XXXX. XXXX will ensure there XX the transparency XX XXXXXXXXXX that happens XX XXX ground. XXX leaders XXXX show XXXXXXXX in the XXXX to ensure XXXX establish a culture of communication XXXXXXXXXX XX XXXXXXX the XXXX XXXX XXXXXXX XX good or XXX (XXXXXX, 2013). They XXXX avoid showing XXXXXXXXXXXXX XXXXXXX it XXXXXXXXXXX the XXXXXXX. They XXXX not XXXXXX perceive XXXXXXXXXX XX be right, because XXXX XXX XXXX wrong decisions at XXXXX. Leaders need XX XXXXXXXXXXX XXX own XXXXX mistakes in case contributed to enforcing something XXXX XXXX wrong.
Conclusion
The success XX any criminal justice XXXXXXXXXXXX XX a XXXXXX XXXXXX subject that XXXX be identified, XXXXXXXX, analyzed XXX XXXXXXXXXXX XXX fixing. The Florida XXXXXXXXXX XX Corrections is a mega rehabilitation XXXXXXXX. XXX, it XXX XXX XX the best inmate XXXXXXXXXX XXXXXXXX XXXX ensure they XXXXXXXXX to become XXXXXX members of society. XXX XX-XXXXX Program is XXXXXX in equipping XXXXXXX with XXXXXX that XXXXXX help them XXXXXX a job XXX prevent XXXX XXXX falling XXXX XXXXXXXXXX after XXXX are done XXXXXXX XXXXX sentence. XXXXXX XXXXXXXXXX XXX communication XXX key elements XXX XXX success of any XXXXXXXX XXXXXXX organization.
XXXXXXXXXX
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XXXXX, 62(3), 98-XXX.
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XXXXXX. (2013). Effective XXXXXXXXXXXXX in human XXXXXXXX development. , : XXXXXXXX XXXXXXXXXX & XXXX.