Assignment #2 Assignment Due Date 6219 by .docx

Assignment #2
Assignment Due Date: 6/2/19 by 11:59m
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Submit your typed assignment (NO hand-writing) as a SINGLE
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Use the artifacts you have created in Assignment #1along with
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2. List of use-cases ( brief-format)
3. Use-Case Diagram

Strategic Plan Presentation
Andersen Dupiton, Grace Acevedo, Lawrence Eric Yarbrough,
Patricia Sanchez, Wendi Burgund
CJA/475
Dr. Jacquelyn Bradway
May 27, 2019
1
Introduction
In the most straightforward terminology, the strategic planning
process is the technique that administrations exercise to
improve and develop strategies to attain a complete, and lasting
objectives. Communication between departments is a key factor
in having this goal come to fruition.
The total reason and point of strategic management are to grow
an 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.
Communication is one of the key goals in any organization. It is
especially important in the Florida Department of Corrections.
Some of the key factors in effective communication in any

agency be it law enforcement or not, is respect, transparency,
and clarity. It is also important to know the non-verbal and
verbal ways to communicate with another person. Body
language is much more important than people think it is.
2
Mission Statement
Short Term Goals
Long Term Goals
Remodel Strategies
Objectives
Innovation
The mission statement for our department is based on several
factors. Short term goals, long term goals, remodel strategies
and objectives into quantifiable measures and achievements for
each agency operating area, and to developing a joint way of
thinking by involving state-of-the-art approaches to assure the
protection and security of the staff, inmates, and the
communities. Part of the mission is also to be able to apply
programs on every level needed throughout the Florida
Corrections Department. providing the safety and professional
community with the purpose of decreasing victimization
allowing a safer way of life
3
Vision Statement
Successful transition for inmate s back into society
Provide job opportunities and program to reduce victimization
Better Communication throughout the department
Ensuring the safety of staff and inmates

Florida Department of Corrections takes the safety of the
community as the main focus. Making sure that our staff is able
to provide security in and out of the facility which starts with
helping to provide inmates with opportunities for the successful
reentry into society and capitalizing on partnerships to better
their life in Florida. This organization is built on the
characteristics of responsibilities, honesty, management, and
leadership. In order for the vision to stay successful, they will
assure the proper and effective equipment and training is
provided by all employee personnel. The Florida Department of
Correction has a vision of continuous service of the department,
guaranteeing and entrust the proper care providing the safety
and professional community with the purpose of decreasing
victimization allowing a safer way of life. The State of Florida
and the staff is very important and with the correct resources,
this can be achievable.
4
Overview of objectives for the strategic plan
Develop and implement employee incentives to retain staff and
encourage longevity
Build and maintain positive relationships with media to
establish a pattern of trust and transparency
Establish regular communication between central office,
regional offices, wardens, circuit administrators
Coordinate with community partners to increase incentive
programs for offenders
Improve the quality of intelligence data and analytics to identify
and predict criminal activity in prisons
The strategic plan for the Florida Department of Correction is to
better the lives of our staff, the community and the inmates. The
plan will have many safety plan put in place not only for staff

but for offenders. FDC overall wants to build on the
departments strengths, weaknesses and threats to capitalize on
opportunities to grow.
5
Time frames for status checks at each interval
6 months Budget should be cut
12 months Review plan.
24 months budget and inmate programs should be working.
On the six month mark budget should be cut. The way this can
be accomplished is by a simple budget audit, by doing this most
significant audit we can find excess expedition that are
necessaries that can be used to take care of our front-line
employees.
In twelve months the department will review the plan and the
budget cut from other expenses to compensate employees.
In twenty four months after all the employees see the better
training and the pay increase it would reduce the turnover of
the department and the training and programs for inmates and
employees will help to run the facility in a better way.
6
Strategic Goals
Talent development
Enhance communications
Integrate proper inmate/offender programs
Improve the environment

Talent development
The department aims to recruit, develop, and maintain
professionally trained workforce
Enhance employee retention through incentives, mentorship,
leadership development, and compensation
Promote employee wellness and resiliency
Communications
Provide internal and external agency communications
effectively and timely
Promotes the Agency’s mission and public safety
7
Implementation & Measurement
Management will coordinate with various divisions and offices
to implement the plan
FDC will review the progress of the plan annually to determine
its progress
The document will be subject to change based on the changing
business environment
Implementation and Measurement
The management will coordinate with various divisions and
offices to implement the plan
FDC will review the progress of the plan annually to determine
its progress
The document will be subject to change based on the changing
business environment
8

Short, and Long- Term Goals
SMART Goals are reachable and can be easily achieved with
hard work. One of the short term goals of the Florida
department of corrections is considering the use of body
cameras in corrections. The use of these devices are not widely
known in corrections and Florida plans to pilot a program to
detail the effectiveness of using the device in the near future.
They have also begun to improve technologies used in facilities
and recommend the continued use of video surveilance.
To select appropriate individuals for parole
To ensure informed decision-making by the commissionand
board of executives
To guarantee timely decisions
To ensure informed decision-making by the board on RCR with
a Hearing cases.
To ensure informed decision makingby the Board on Restoration
of civil rights without a hearing.
9
Strategic
Alignment
This Photo by Unknown author is licensed under CC BY-SA.
There are many strategies and making sure they are aligned with
21st Century can be challenging. Changes in government
policies, budget allocations, community interactions will
continue to happen and many people see technological

innovations as the major driving force for many of these
changes. Improved technology enhanced data analytic
capabilities will alter many aspects of our daily lives. Strategies
that continue to support diversty in the workplace will take on
many forms, including racial, ethnic and cultural.
10
Strategies, Data Collection & Analysis
Strategies for giving and receiving Feedback
Face- to-Face
Written form
Methods for Data Collection and Analysis
Data Collection
Observation
Interviews
Surveys
Questionnaires
Data Analysis
Quantitative
Qualitative
Strategies for giving and receiving feedback
Face- to-face-providing timely feedback, listening attentively to
feedback
Written form

Methods for data collection and analysis
Data Collection
Observation
Interviews
Surveys
Questionnaires
Data Analysis
Quantitative-Focuses on numerical information
Qualitative- focuses on opinions or views
11
Reference
Improve the quality of intelligence data and analytics to identify
and predict criminal activity in prisons
https://www.dc.state.fl.us/public/sp/sp-2018.pdf
2018-22 Strategic Plan - FDC - Florida Department of
Corrections
www.dc.state.fl.us/pub/sp/sp-2018.pdf
2

Strategic Plan: Mission, Vision, and Goals
Florida Department of Corrections
Professor Dr. J. Bradway
CJA/475
Grace Acevedo, Patricia Sanchez, Wendi Burgund, Andersen
Dupiton, Lawrence E. Yarbrough
May 20, 2019
Introduction
In order to assess the effectiveness of a criminal justice
program, criteria which define an effectively managed program
must first be developed. Criminal justice system activities are
diverse. For criteria to apply across programs, they should not
relate to only specific types or classes of programs,
organizational arrangements, and management styles.
Consequently, the criteria are described in terms of the program

management and accountability processes. These two processes
define, on a case-by-case basis for a program, what the program
is and how its effectiveness is to be judged.
Mission Statement
The mission statement for our department is based on several
factors. Short term goals, long term goals, remodel strategies
and objectives into quantifiable measures and achievements for
each agency operating area, and to developing a joint way of
thinking by involving state-of-the-art approaches to assure the
protection and security of the staff, inmates, and the
communities. Part of the mission is also to be able to apply
programs on every level needed throughout the Florida
Corrections Department.
Vision Statement
The Florida Department of Correction has a vision of
continuous service of the department, guaranteeing and entrust
the proper care providing the safety and professional community
with the purpose of decreasing victimization allowing a safer
way of life. The State of Florida and the staff is very important
and with the correct resources, this can be achievable. The
public and staff safety is formed around the effective
supervision of our leaders and providing proper care and
management. For inmates to have a successful transition back
into the community with proper programs and job opportunities
to reduce victimization. Having an increase in officer presence
in each compound thus assuring the safety of the inmates and
staff. With the proper supervision of offenders in the
community, public safety is the main focus. Florida Department
of Corrections takes the safety of the community as the main
focus. Making sure that our staff is able to provide security in
and out of the facility which starts with helping to provide
inmates with opportunities for the successful reentry into
society and capitalizing on partnerships to better their life in
Florida. This organization is built on the characteristics of
responsibilities, honesty, management, and leadership. In order

for the vision to stay successful, they will assure the proper and
effective equipment and training is provided by all employee
personnel. Communication is also a big aspect which will be
expanded between the regional and central offices, circuit,
warden’s administration through leadership conferences on a
monthly basis allow all parties to promote and share
information.
Short Term Goals
One of the short-term goals is to make sure employees,
especially deputies, get paid a competitive pay. The way this
can be accomplished is by a simple budget audit, by doing this
most significant audit we can find excess expedition that are
necessaries that can be used to take care of our front-line
employees. If they are not able to find the budget cuts, plan B
should be to have the correctional department to apply for
bonds to fund this short-term goal. What this short-term goal is
going to do is keep the current employees who would reduce the
turnover.
All this translates to is more experience officer in the jail,
which make for a better and safer correctional facility. The
second short term goal that needs to get fix is all about training
upper management. The reason this short-term goal is so
important is that training is crucial for any position in the
hierarchy, all the way from the top to the bottom they have been
too many complaints about commanding officers having issues
with taking the lead or being in charge. The focus of the short-
term goal is to train the commander officers in both
communications and leadership skills. With this kind of
training, we ensure that all our departments in our facilities are
both running efficiently and effectively.
Long Term Goals
The Strategic Plan Initiatives includes a mission and vision for
the future as well as long term goals that will be regularly
reviewed and updated to reflect current issues. The direction
and objectives have been made clear and being able to keep up
with the changes in modern technologies will be vital to the

success of the department. Keeping the community informed of
the updates and changes of the prison functionality through
social media and increasing public relations are very important
in improving the communication. The goal is to develop a
shared viewpoint by engaging advanced methods to assure the
safety and welfare of the staff, inmates, and the communities.
The objectives for the Strategic Plan
The objectives for the Florida Department of Corrections
strategic plan is its implementation on a business planning
approach, remodel strategies and objectives into quantifiable
measures and achievements for each agency operating area,
employ the plan as a road map in achieving the mission, vision,
values and goals, and to concentrate on developing a joint
philosophy by engaging state-of-the-art methods to guarantee
the protection and wellbeing of the staff, inmates, and the
communities. The plan will be reviewed and restructured based
on the varying business conditions and changing statewide
policies and ordinances.
Method for Data Collection and Analysis
A successful strategic planning integrates collectively
quantitative and qualitative data collection in a supportive
manner. The quantitative method supports in describing the
“what” in strategic planning, while the qualitative method
replies the “why” of the trend.
Tashakkori and Teddlie (2003) propose three time-based cycles
for combining quantitative and qualitative data: (a)
simultaneously, where two categories of information are
gathered and comparably analyzed, (b) consecutively, where
one category of information affords a starting point for
gathering another category of information; and (c) adaptation,
where the information is "qualified" or "quantified" and
reevaluated. In conjunction, these serve as main and derivative
techniques in its application to particular sections of strategic
planning.
Presenting these results in a SWOT format can be summarized

in the form of statements, phrases or brief statements and
priority. This analysis determines the critical strategic factors
which, once identified, can be used as leverage to support
changes, merging internal strengths, minimizing the weaknesses
of the system, and taking advantage of the disadvantages, and
eliminating or reducing threats that can decrease the
effectiveness of improvement initiatives.
References
Corrections
Using Mixed Methods for Strategic Planning - Voorhees Group
http://www.voorheesgroup.org/voorheesgroup-
tools/Strategic%20Planning%20with%20Mixed%20Methologies.
pdf
Florida Department of Corrections- Suggested Action or Change
OutlineAndersen Dupiton, Lawrence Yarbrough, Patricia

Sanchez, Grace Acevedo, Wendi Boyd
CJA 475
May 13, 2019Dr. 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
Strengths
· The 3rd largest prison in the country.
· 24,000 employees
· 52% crime rate drop
Weaknesses
· Low Pay
· Low Budget
· Over 95,000 inmates and not enough supervision
Opportunity
· Higher pay to create more tenure on employees.
· Fix the stigma of corruption abuse.

· Make competitive pay to decrease the turnover of employees.
Threats
· At the top of the hierarchy, management is not fully train.
· Employees don’t represent the authority of the prison.
· Stop giving free training and create a mandatory stay period,
to get back an investment.
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
www.dc.state.fl.us
FLORIDA DEPARTMENT OF CORRECTIONS STRATEGIC
PLAN

https://docplayer.net/14287537-Florida-department-of-
corrections-2013-2016-strategic-plan.html
Corrections

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