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 c.

1. 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

2. 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

3. 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

4. · 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

5. 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

6. www.dc.state.fl.us
FLORIDA DEPARTMENT OF CORRECTIONS STRATEGIC
PLAN
https://docplayer.net/14287537-Florida-department-of-
corrections-2013-2016-strategic-plan.html
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
Professor Dr. J. Bradway
CJA/475
Team A:
Grace Acevedo, Patricia Sanchez, Lawrence E. Yarbrough
May 20, 2019

7. 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

8. training, we ensure that all our departments in our facilities are
both running efficiently and effectively.
Long Term Goals
The Scottsdale Police Department recognizes the changing
needs of the community and law enforcements role in
addressing those needs. Scottsdale is a thriving community that
is consistently rated among the nation’s best places to live. The
police department is committed to being proactive in serving the
community as they strive to enhance the safety and quality of
life in Scottsdale. The Strategic Plan Initiatives includes a
mission and vision for the future as well as long term goals and
operational objectives that can be regularly reviewed and
updated to reflect current community issues. The new initiatives
are used as a roadmap to guide the police department and law
enforcement in the city for the next three years. 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. Connecting to the community
through social media and increasing public relations are very
important in improving the effectiveness of the officers that
work in the community. The goal is to improve the recruitment
and hiring practices, update technologies, promote emergency
preparedness and re-evaluate law enforcements response to
crime trends. The city is projecting 27 percent growth in the
population through the year 2050, which will produce more
calls to the police department and an increase in crime. Tourism
is a main source of the city of Scottsdale’s economy, and
national and local crimes such as the opioid epidemic, human
trafficking, and network /data security will be challenged over
the next three years and beyond. Building trust, developing
good policies that support community involvement and
reduction of crime. Developing better training practicing and
supporting employee wellness, as criminal sophistication will
continue to increase.
The objectives for the Strategic Plan
The objectives for the Scottsdale strategic plan are:

9. · Implementation by means of a business planning approach.
· To remodel strategies and objectives into quantifiable
measures and achievements for each agency operating area.
· To employ the plan as a road map in achieving the mission,
vision, values and goals.
· 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.

10. References
2018-22 Strategic Plan - FDC - Florida Department of
Corrections
www.dc.state.fl.us/pub/sp/sp-2018.pdf
Using Mixed Methods for Strategic Planning - Voorhees Group
http://www.voorheesgroup.org/voorheesgroup-
tools/Strategic%20Planning%20with%20Mixed%20Methologies.
pdf
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STRATEGIC PLAN
FLORIDA DEPARTMENT
OF CORRECTIONS
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Secretary’s Message
I am pleased to present the 2018 - 2022 Department of
Corrections Strategic Plan. This plan represents the dedication
of more than 24,000 staff as we innovate and implement new

13. strategies to help the Department carry out our day-to-day
duties
and responsibilities. I have been fortunate to work with many of
the staff in developing future opportunities for a shared vision
of a
continuum of services for inmates and offenders. I am
continuously
amazed at the professionalism, work ethic and innovative
approaches by all our staff.
This document will serve as both a reminder to show how much
we have accomplished as an agency over the last several years
and
as a guide to improve future performance of FDC. Furthermore,
it details our prioritized investment in developing employees,
improving facilities, programs and security, with a focus on
inmate
rehabilitation and successful re-entry.
As an agency, our intent is to utilize the plan as a road map in
fulfilling our mission, vision, values and goals. By
implementing the
strategies and objectives in this plan, our employees will be
focused
on building a collaborative culture with our partners in
employing
innovative approaches to ensuring the safety and security of our
staff, those in our care, and protecting Florida communities.

14. Secretary Julie L. Jones
U.S. arsenal property at Chattahoochee
becomes Florida’s first penitentiary.
1868
Where Have We Been?
Florida’s prison system was established after the Civil War in
1868 with the construction
of the first penitentiary in Chattahoochee, Florida and the
appointment of the first
Commissioner of Public Institutions. Over the years, the
responsibility for super-
vising inmates shifted to several different state agencies under
various names
until 1978 when the Florida Department of Corrections (FDC)
was officially
established. During that time, the prison system grew
exponentially from
42 inmates in 1869 to 3,860 inmates in 1951 and 18,963 inmates
by
1977. The number of institutions expanded to 22 major institu-
tions to accommodate the increased inmate population. Many
significant milestones in the Department’s history were also
achieved during this time, including the creation of the
Florida Parole and Probation Commission in 1941,

15. the opening of the first women’s prison, Lowell
Correctional Institution, in 1956, and the es-
tablishment of the Reception and Medical
Center in 1968.
1913
Florida’s State Prison Farm, the state’s oldest and largest
correctional institution, is erected on an 18,000-acre
tract purchased for $5 an acre. It is named Raiford State
Penitentiary but also referred to as the “State Prison
Farm,” “Raiford Prison” and “Florida State Prison” which
is now Union CI.
Since 1978, inmate
and offender popula-
tions increased substan-
tially. By the year 2000, FDC
housed 71,233 inmates in 53
major institutions and 149,470 of-
fenders were on probation or parole. By
2010, those populations exceeded 101,000
inmates and 155,000 offenders. This popula-
tion increase created additional demand for hous-
ing and staff supervision, causing the number of FDC
major institutions to grow to 59 with 27,000 employees.
The following decade experienced a decline in inmate pop-
ulations bringing the population down below 100,000 inmates,
thus allowing the agency to close some of the older institutions.
Built in 2011 and opened in 2012,
2012
Florida Women’s Reception One of the most significant
achievements since 1978 was receiving

16. Center (FWRC) was the last major American Correctional
Association (ACA) accreditation in 1984, making
institution constructed by FDC.
FDC the largest fully accredited correctional agency in the U.S.
FDC is proud of its past accomplishments and achievements.
Through its growth and
evolution, the organization has consistently proved its ability to
address new challenges,
improve services and programs to accommodate demand, and
implement creative solutions
to ensure the safety of those in our custody and Florida’s
communities.
To read the full history of the Department, visit dc.state.fl.us/
oth/timeline/index.html 2
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Who Are We?
VALUES
• Safety
• Accountability
• Fairness &
Integrity
• Innovation
Inspiring success by
transforming one
life at a time.

18. VISION
MISSION
Provide 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.
Today, FDC has grown to become the third largest state prison
system in the country with an annual budget of $2.4 billion.
FDC incarcerates approximately 97,000 inmates in correc-
tional facilities and supervises nearly 167,000 offenders in the
community. FDC is also the largest of Florida's state agencies,
with more than 24,000 authorized full-time employees state-
wide. The Department has 148 facilities statewide, including
50 correctional institutions, seven private partner facilities, 17
institution annexes, 35 work camps, three re-entry centers, 13
FDC operated community release centers, 19 private com-
munity release centers, two road prisons, one forestry camp
and one basic training camp. Additionally, the Department has
approximately 115 probation offices. Working together, these
dedicated employees strive to ensure that judicial sentences
are safely and effectively administered in the fulfillment of our
mission, vision, values and goals.
1
2
3
4
Talent Development

19. CommunicationsGOAL
GOAL
GOAL
GOAL
Inmate/Offender Programs
Environment
3
-
-
Where Do We Want To Go?
Developing the 2018-22 Strategic Plan
The development of a strategic plan is the first step in an on-
going, multi-phased agency planning and improvement
process. The strategic plan is a powerful tool designed to guide
an agency’s growth and evolution towards the realiza-
tion of its mission, vision and goals. It should be visionary, and
yet practical, in that it establishes priorities for resource
allocation. Most importantly, it unites the staff in
accomplishing a common set of goals and provides a baseline to
mea-

20. sure progress.
Initial Collaboration
The 2018-2022 update of the FDC Strategic Plan was
achieved through the employment of a collaborative plan-
ning process which incorporated input from Department
leadership and staff across the state. Stakeholders from all
organizational levels and all program areas were assembled
to ensure a wide range of perspectives was considered. The
engagement process began with a leadership workshop to
identify the agency’s strengths, weaknesses, opportunities
and threats (SWOT). From this workshop, common themes
became evident that steered the development of an initial set
of strategies. Through meetings with the various functional
SWOT Workshop Themes
areas, these strategies were further refined to build on the
Department strengths, overcome threats, address weakness-
es and capitalize on opportunities for growth.
Prioritizing Objectives
The final step in the engagement process involved a leader-
ship meeting to prioritize the objectives based on the agen-
cy’s resources: time, treasure and talent. Participants were
asked to prioritize the objectives based on:
• Strategic Alignment: How well does this objective
help fulfill the strategy?
Enrich
Employee
Recruiting,
Retention

21. and Devel
opment
Enhance Internal
and External Com
munications
• Technical Architecture: How scalable and easy to
implement will the objective be?
• Operational Efficiency: Will the objective improve
operations, efficiency and cost savings for the agency?
• Risk: Will this objective have a high cost to implement
and will its implementation likely succeed?
This robust, collaborative planning process yielded sound,
sustainable and yet, adaptable strategies and objectives that
embody the foundation and future of FDC.
Seven workshops were conducted with leaders and
staff across the state to assist in developing strategies
and identifying objectives.
Employ Technology
and Innovation
to Improve
Operational
Efficiency
Expand
Re-entry

22. and Community
Programs and
Opportunities
Ensure the
Safety and
Security of
Staff and
Offenders
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GOAL 1 - Talent Development
Recruit, Develop and Maintain a Professionally Trained
Workforce to
Improve Employee and Agency Performance 1.A.
1.A.1.
1.A.2.
1.A.3.
1.A.4.
1.A.5.

24. 1.A.6.
1.A.7.
1.A.8.
Maintain proactive media-based employee recruitment programs
to remain competitive in the job market
Develop and standardize a tiered training program tailored
specifically to employee job duties for professional
growth and opportunity
Identify opportunities for inter-departmental cross training and
expand the Field Training Officer programs
for Community Corrections staff
Develop and conduct a new employee orientation course to
familiarize new employees with the various
organizational units and responsibilities and to better
comprehend their role in the agency
During on-boarding, provide new employees with a summary of
job duties and expectations tailored specific
to their positions
Integrate minimum training requirements into the employee
evaluation processes
Design training courses to address the learning and
communication styles of a diverse workforce
Encourage external training opportunities and award agency
training credits for attendance
Improve Employee Retention Through Leadership Development,

25. Mentoring, Incentives, Compensation and Succession Planning
1.B.
1.B.1.
1.B.2.
1.B.3.
1.B.4.
1.B.5.
1.B.6.
1.B.7.
Continue to pursue opportunities to competitively compensate
Department employees
Develop and implement employee incentives to retain staff and
encourage longevity
Establish a supervisor and management academy for employees
Regularly inform staff of institutional job postings and growth
opportunities via electronic bulletin boards
Build trust and improve communication between staff,
supervisors and management through increased
information sharing and more frequent Division, Bureau and
Section staff meetings
Implement a mentoring program for key level staff to facilitate
development

26. Establish a succession planning program throughout the agency
by overlapping key positions and
documenting job duties for retiring employees
Promote Employee Wellness and Resiliency Through Job-
related Training
and Information1.C.
1.C.1.
1.C.2.
1.C.3.
1.C.4.
Reduce officer shifts from 12 hours to 8 hours
Create and implement a resiliency program focused on reducing
employee stress and improving physical and
mental health
Develop training and incentives to encourage increased exercise
and improved nutrition
Provide technology to monitor and evaluate individual health
conditions
Priority 3Priority 1 Priority 2
6
GOAL 2 - Communications

27. Proactively Provide Internal and External Agency
Communications in
an Effective and Timely Manner 2.A.
2.A.1.
2.A.2.
2.A.3.
2.A.4.
2.A.5.
2.A.6.
Employ the use of social media, texting, videos and updated
agency internal and external websites to enhance
agency-wide and external communications
Provide accurate, transparent and timely information about the
Department and its facilities to inquiring
media
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 and
other field personnel to keep them informed of local initiatives,
directives and activities
Conduct regional and statewide meetings with leadership on a
regular basis to share information and
promote interactive communications

28. Improve communication between central office and field
operations to ensure investigative findings,
disciplinary actions and policy changes are implemented in a
timely manner
Promote the Agency’s Mission and Public Safety Efforts and
Results
of Our Proactive Rehabilitative and Re-entry Strategies to Staff,
the
Public and Stakeholders
2.B.
2.B.1.
2.B.2.
2.B.3.
2.B.4.
2.B.5.
2.B.6.
Maintain legislative outreach programs including prison tours,
legislative information packets, and community
corrections ride-alongs to engage decision makers
Ensure accurate, consistent agency statistics and messaging in
agency documents, presentations and on the
Department website
Enhance stakeholder awareness of the role, importance and
long-range outcomes of successful community
supervision

29. Expand partnerships between community corrections and law
enforcement agencies to increase exchange of
information and maximize resources through joint community
policing initiatives
Communicate data-driven forecast model results to community
agencies and the Legislature to provide an
overview of criminogenic risk factors and needs for inmates
approaching release
Continue to provide information to crime victims through the
Victim Information and Notification Everyday
(VINE) program
Priority 1
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GOAL 3 - Inmate/Offender Programs
Assess, Classify, House and Supervise Inmates and Offenders
According to Their Individual Needs and Risks to Provide
Access to
Appropriate Programs and Services
3.A.
3.A.1.
3.A.2.
3.A.3.
3.A.4.

31. 3.A.5.
Research and employ an array of evidence-based tools and
resources to assess inmate risk and criminogenic
needs
Continue research and development of individualized case
management plans for inmates and offenders
Implement specialty dorm programs to house inmates with
similar needs and backgrounds to encourage good
behavior
Pursue opportunities to provide direct interaction between
Classification Officers and inmates through
increased presence on the compound, housing units, and other
areas throughout the institution
Ensure appropriate use of Restrictive Housing
Prepare Inmates and Offenders for Successful Transition and
Reintegration into their Communities by Encouraging Positive
Behavior
3.B.
3.B.1.
3.B.2.
3.B.3.
Expand program opportunities and associated completions
through statewide standardization of the
academic curriculum and access to postsecondary education
provided by state colleges

32. Utilize a data-driven assessment process to analyze
interventions/programs and adequately address inmate
and offender criminogenic needs
Provide the appropriate level and increase the availability of
substance use treatment through enhanced
assessments and services
Reduce Recidivism and Enhance Public Safety Through the
Effective
Assessment, Classification and Supervision of Offenders in the
Community 3.C.
3.C.1.
3.C.2.
3.C.3.
3.C.4.
3.C.5.
Increase the number of agreements with circuit judges and state
attorneys regarding the use of specialty
courts and alternative sanctions statewide
Develop an offender reporting system to improve efficiency and
case management
Enhance the use of electronic applications to monitor and map
sex offenders
Coordinate with community partners to increase incentive
programs for offenders

33. Establish an organized program of continuous evaluation and
improvement between community corrections
and court administration
Priority 1
8
GOAL 4 - Environment
Optimize Organizational Performance and Efficiency of
Department
Programs and Processes 4.A.
4.A.1.
4.A.2.
4.A.3.
4.A.4.
4.A.5.
Evaluate and monitor the Department’s Risk Management
program to identify solutions and proactively
mitigate potential safety concerns and resolve issues prior to
litigation

34. Develop a robust email archive and retrieval system to provide
timely responses for public records requests
Integrate accountability in all Department functions through the
establishment and use of performance
measures and performance reporting
Identify and implement efficiencies in all Human Resources
processes
Ensure the Department’s contract bid and selection process is
open, transparent and monitored through the
use of performance measures to maximize Department resources
Promote the Safety of Inmates, Departmental Personnel and the
Public4.B.
4.B.1.
4.B.2.
4.B.3.
4.B.4.
4.B.5.
4.B.6.
Maintain and improve field safety, protective equipment and
officer communication equipment within
institutions
Improve the quality of intelligence data and analytics to identify
and predict criminal activity in prisons

35. Maintain effective emergency management procedures and
resources to respond to incidents
Monitor and manage volatile inmate populations as appropriate
Continuously evaluate and address inmate concerns and
complaints through the review of the Department’s
grievance monitoring system
Provide continuous review of custody assessment and
reclassification systems to include Inmate Risk
Management and the Inmate Behavior Assessment Scale
Improve the Efficiency and Security of Institutional and Field
Operations Through Enhanced Intelligence, Communication and
Technology
4.C.
4.C.1.
4.C.2.
4.C.3.
4.C.4.
Create a paperless officer incident reporting program through
the use of officer tablets and integrated
reporting functions
Network video cameras at institutions for improved security
monitoring and reduction of violence
Expand the use of body scanners, x-rays, cell phone call

36. blockers, restricted access plans, and other
technology to improve institutional security and reduce
contraband
Implement the use of cameras on transport vehicles to monitor
inmates and officer’s movements and enhance
safety
Priority 1 Priority 2
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38. GOAL 4 - Environment
Improve and Maintain the Physical Infrastructure and
Operational
Support of Agency Facilities and Assets to Ensure a Safe and
Humane
Environment
4.D.
4.D.1.
4.D.2.
4.D.3.
4.D.4.
4.D.5.
Continue to update and maintain aging facilities by
implementing preventative maintenance programs
Monitor maintenance and prioritization of fleet management

39. needs and vehicle acquisition to ensure
employee safety and efficiency
Identify, utilize, and develop skilled laborers to assist in facility
maintenance by assigning inmates who have
completed training in the construction trades to institutional
maintenance squads
Make facility improvements to be more energy efficient and
environmentally sustainable to reduce cost
Pursue opportunities for cost sharing with private entities to
modernize agency facilities
Enhance Existing Technology Infrastructure and Implement
Technology-Based
Solution
s to Improve Departmental Functions,
Increase Operational Efficiency and Meet Stakeholder
Satisfaction
4.E.
4.E.1.
4.E.2.

40. 4.E.3.
4.E.4.
Design and implement a virtual desktop infrastructure to
provide enhanced accessibility options, maximize
resources and create a centrally secured and managed solution
for FDC users
Streamline Office of Information Technology (OIT) processes
and establish best practices
Maintain a governance framework to ensure projects align with
strategic goals and that research,
communication, collaboration, transparency and accountability
is fostered in FDC technology projects
Implement security controls and standards to address gaps
identified in the IT Security Risk Assessment
Report
Meet and Maintain State and National Correctional Standards,
Accreditations and Licensures to Ensure Staff and Offenders
Are
Provided a Safe and Humane Environment

41. 4.F.
4.F.1.
4.F.2.
4.F.3.
4.F.4.
4.F.5.
4.F.6.
Maintain compliance with national audit standards of the Prison
Rape Elimination Act (PREA)
Maintain American Correctional Association (ACA) standards
and accreditation for Institutions and
Community Corrections
Ensure appropriate facilities and services are compliant with the
Americans with Disabilities Act (ADA)
Ensure compliance with Correctional Medical Authority

42. standards
Educate and identify staff to ensure standards are being met
Maintain compliance with the Department’s audit standards
related to overall operational performance by
conducting management reviews and unannounced security
audits
99 Priority 2Priority 1
GOAL 4 - Environment
Ensure All Inmates Receive Timely, Quality and Cost-Effective
Medical, Dental and Mental Health Care Services4.G.
4.G.1.
4.G.2.
4.G.3.
4.G.4.

43. 4.G.5.
4.G.6.
4.G.7.
Maintain and monitor contract healthcare providers to ensure
robust, quality medical programs and services
Pursue the implementation of an electronic medical records
system
Construct and develop state of the art mental health facilities
Employ enhanced technology such as Telehealth to improve
healthcare access, ensure timely medical
diagnoses and reduce medical costs
Assign inmates to institutions and housing accommodations that
best suit special physical and mental health
needs to ensure access to specialized healthcare
Create and offer healthcare re-entry services to inmates needing
specialized medical and/or mental health

44. services to support the Department re-entry initiatives
Develop research, information and analytics processes to better
identify, monitor and address healthcare
issues and trends
Priority 1 Priority 2 Priority 3
How Will We Get There?
Implementation and Measurement
The next step in the strategic planning process is the
implementation and measurement phase. Over the next
year, management will coordinate with the various divisions and
offices throughout the agency to implement
the strategies and objectives through a business planning
approach. This effort involves transforming the
strategies and objectives into measurable actions and
accomplishments for each agency functional area.
Annually, FDC will review its progress in integrating the
strategies into our core competencies and will high-
light new programs and initiatives created to fulfill these
principles. The plan will be a living, dynamic docu-
ment that will be revised and updated based on our changing

45. business environment and evolving statewide
policies and directives. This process will continue to improve
our performance while guiding the agency in a
forward direction.
10
FLORIDA DEPARTMENT OF CORRECTIONS (FDC)
Office of Strategic Initiatives
501 South Calhoun Street
Tallahassee, FL 32399-2500
(850) 488-5021 (General F DC Information)
(850) 717-3647 (Questions about this report)

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