2. A picture is worth a thousand words. It
looks like this…

5.  We are the third largest state prison
system in the nation
 We supervise over 100,00 inmates and
approximately 146,000 offenders
 We employ over 22,000 personnel

6. To promote safety of the public, our staff &
offenders by providing security, super-
vision, and care, offering opportunities for
successful re-entry into society, and
capitalizing on partnerships to continue to
improve the quality of life in Florida.

7. Kaizen can be applied to any kind of work,
but it is perhaps best known for being
used in Lean Programming, a practice
based on the importance of taking the
views and opinions of all employees
seriously.

8. The Florida Legislature has supported this effort as noted
in the 2014 Florida Statutes, 944.474(1), which is
excerpted below:
“…A healthy workforce is a productive workforce,
and security of the state correctional system can best
be provided by strong and healthy employees. The
Department of Corrections may develop and
implement an employee wellness program. The
program may include, but is not limited to, wellness
education, smoking cessation, nutritional education,
and overall health risk-reduction, including the
effects of using drugs and alcohol.”

9. Our annual survey has received an
average of 3,900 responses over the past
two years. It is the largest employee
survey in the history of the agency.
“The training plan is developed, evaluated,
and updated based on an annual
assessment that identifies current job-
related training needs.” - Pursuant to the
American Correctional Association (ACA) Standard on Training,
4-4075

10.  “Provide training that promotes career
advancement, personal and professional
growth….”
 “Training that promotes personal growth,
fosters a desire to advance on a
professional level…”
 “…No one is going to approve money for
training of non-security staff so I just don't
ask anymore. This is what leads to our
inability to retain good talent.”

11.  “Basically training is a broad spectrum
and does not promote career
advancement or professional growth….”
 “…At this point in time some motivational
and professional training needs to be
provider. Taking pride in personal
presentation, work ethics and overall
professionalism in the work place…”

12.  “…We do need more [training] that focuses on
staff personal health and well-being as staff are
constantly asked to do more and more with
less and less….”
 “It would be beneficial to all region and
central office staff to have more courses
dealing with subjects geared more to our work.
Topics could include - etiquette (phone, email
and welcoming "live" guests) and protocol,
more on dealing with stress, personal health
issues, the new strategic plan, office safety.”

13. Used a dormant webpage with OIT’s
assistance to get it up and running
Connected to Employee Assistance
Program (EAP)
Link to DOCTube for additional delivery
options in multimedia

14. Key facilitators of Successful Wellness Programs
1. Effective communication strategies
2. Opportunity for employees to engage
3. Leadership engaged at all levels
4. Use of existing resources and relationships
5. Continuous evaluation

15. Many studies have noted the importance
of a healthy workforce as a crucial
element in overall productivity.

16. Key facilitators of Successful Wellness Programs Survey
Please Check Yes or No
Regarding employee wellness programs, my organization provides:
1. Effective communication strategies Yes No
2. Opportunities for employees to engage Yes No
3. A mechanism to engage your employees Yes No
4. Leadership engaged at all levels Yes No
5. The use of existing resources and relationships Yes No
6. Continuous evaluation Yes No
Please add additional comments including a description of your
Employee Wellness Program (If you have knowledge of or are
aware of a program):

17. The Curriculum, Planning, and Evaluation
section has taken a proactive approach
to address the health concerns of staff
by the creation of this website.
It includes a Health and Wellness Program
section which provides evidence-based
and best practices content while
emphasizing health promotion and
disease prevention.

20. People are our only appreciable asset.
Based on comments from last year’s
annual training needs survey, a strong
interest existed in the area of self-
development.
Our employees requested assistance in the
areas of personal and professional
growth.

21. Solid evidence exists on the many-varied
benefits of supporting a healthy workplace
environment.
The challenge in our Agency was to establish
such an environment. Our intent was to
create an accessible resource that
supported employees’ ability to achieve
their fullest potential—both personally and
professionally.

22. Challenges included:
1. the human characteristic of resisting new ideas;
2. playing to the middle of a large, diverse statewide
workforce;
3. access to technology (18,000 do not have login
access)
4. skepticism that employees perceive the value of
personal growth; and,
5. keeping the website “fresh” to the eye.

23. The Curriculum, Planning and Evaluation Unit,
“…Though she be but little, she is fierce!...”*
…undertook a concerted effort to engage
other units within the Agency to address this
challenge.
*― William Shakespeare, A Midsummer Night’s Dream

24. Fortunately, we found partners in our
Office of Information Technology
(OIT), Video Production Services Unit,
and the Webmaster, which resulted in
the development of a Personal and
Professional Resource Exchange
website.

25. The introductory page of the website along
with the topics covered appears on the
next slide.
The content on the webpage is updated
frequently and focuses on addressing
priority health concerns including the
areas of nutrition and wellness, amongst
others.

30. To receive as many “hits” as possible
The data on the number of “hits” on
various components of the website has
revealed a growing interest in
employees for a resource that is
pertinent and responsive to their
expressed needs.

36. In the first five months since launching the
Personal and Professional Development
Resource Exchange, the “HIT” Count is:
6767

39.  Consider use of docking stations to allow
employees without computer access the
opportunity to complete survey.
 Place renewed emphasis on obtaining
support from top Administrators for
employee participation.
 Based on free response results adjust
training toward more job–specific duties,
institute more cross-training, provide more
supervisor-specific training…etc.

40.  Please share your thoughts and
ideas with us.
Additional Information:
Mark A. Mahoney, Ph.D., R.D. N.
mahoney.mark@ mail.dc.state.fl.us
Tim Mahler, M.S.
mahler.timothy@mail.dc.state.fl.us