2RECOMMENDATIONS TO IMPROVE THE FDC27-.docx

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RECOMMENDATIONS TO IMPROVE THE FDC 2
7-2 Milestone Four: Performance Report
Destiny Nance
Southern New Hampshire University
CJ 550
The Florida Department of Corrections performance assessment
provides several insights into the inner working of the
organization. It helps to give an evaluation of the various
functionalities of the organization. This allows for analyzing
whether the organization operates in line with its mission

(Sakala, 2019). The assessment shows a few ways in which the
organization is operating in line with its mission. One of the
ways it is doing this is by providing rehabilitative care to every
inmate, regardless of features such as religion, race, age, creed,
national origin, or ethnicity (Sakala, 2019). There have been no
cases of discrimination by hindering individuals from accessing
rehabilitative care. The organization also complies with its
goals by providing teaching programs to reduce recidivism.
Despite a lack of funding, the organization has made an effort
to provide programs such as books and GED programs to reduce
recidivism among its residents.
The organization fails to comply with its mission with
regard to research and development. The Florida Department of
Corrections has yet to innovate new products and ways to attend
to prisoners, relying on old ways (Latessa & Lovins, 2019).
This is by no means a fault of their own. The department is
underfunded, meaning most funds go to staffing and operations,
leaving little in innovation and development. Another form of
non-compliance by the Florida Department of Corrections is its
inability to offer proper rehabilitation due to underfunding
(Latessa & Lovins, 2019). While the organization does not
discriminate, it has been unable to offer rehabilitative services
to its residents properly. Many of the staff in the organization
are often too busy keeping order and locking inmates away from
society to bother with rehabilitation. In the absence of a
prisoner's initiative, rehabilitation can fail to happen (Latessa &
Lovins, 2019). The organization has also failed to implement
research models that have been known to have results. For
example, Norway leads the world with the lowest recidivism
rates due to its prison system (Tuck et al., 2022). The Florida
Department of Corrections has failed to implement similar
systems to achieve similar results (Latessa & Lovins, 2019).
One of the recommendations to improve the organization’s
performance is to improve rehabilitation by providing proper
accommodation to its residents (Lucken, 2020). The norm in

America regarding the department of corrections is to punish
and not to rehabilitate. This means that inmates are often kept
in poor living conditions, which often results in
institutionalization. To reverse this, the first recommendation is
to improve prison conditions to facilitate rehabilitation. The
second recommendation is the provision of services that
promote rehabilitation, such as education access, access to
psychological care, and skills. An inmate who learns a
particular skill in prison is less likely to enter into crime again
than one who has no skill (Lucken, 2020). Another
recommendation is the introduction of research and
development in the FDC. The department has yet to invest in
research and development, which is one reason its growth has
stalled. The department must invest in growth, which requires
investment in research in development.
One of the short-term steps the organization can take to
implement the recommendations is directing funding toward
programs that encourage learning. This means that the FDC
should increase the funding aimed at programs that reduce
institutionalization, such as learning and psychological
assistance programs (Lucken, 2020). However, many of the
changes that can have a significant impact on the current system
are long-term and involve external factors. One of these actions
that can aid in implementing changes in the FDC is the use of
legislation to petition for an increase in funding toward
improving conditions in correction facilities. With an increase
in funds, the FDC can implement the recommendations, such as
increasing programs that decrease the chances of recidivism by
increasing the staff in corrections centers (Lucken, 2020).
Another long-term plan is the use of legislation to improve
living conditions in correction centers. Private corrections
centers are an integral part of the FDC, and they can only be
impacted by the policy. This is why steps to ensure policy
changes are essential in implementing the suggested
recommendations. For example, suppose a federal policy that
provides a standard of how an organization should treat its

inmates is implemented. In that case, every entity under the
FDC will comply, resulting in change.
References
Latessa, E. J., & Lovins, L. B. (2019). Privatization of
community corrections.
Criminology & Public Policy,
18(2), 323-341.
Lucken, K. (2020). Game changer? The impact of the reentry
movement on post-prison supervision.
Criminal Justice Policy Review,
31(1), 58-79.
Sakala, L. (2019).
Smart Reforms to Prison Time Served Requirements in
Florida. Urban Institute.
Tuck, R. H., Damsa, D., & Kullman, E. (2022). All-foreign
prisons in the United States, England and Wales, and Norway:
Related logics and local expressions.
Theoretical Criminology, 13624806221116092.
Power and Influence
Power and influence can promote the greatest good or facilitate
the worst evil. Power comes in many different forms.
September 11, 2001 Americans watched power at its worst. A
group of terrorists murdered over 3,000 people in New York
City. They had a form of power. They had knowledge that they
gained from flight schools and terrorist camps. They had the
ability to overpower some and intimate others into submission.
That is power at its absolute worse. We still see this type of
power in our world today. In fact, it is growing.

But on September 11th, 2001, the American people exhibited a
different kind of power: compassionate and self-less power.
Some fireman and policeman lost their lives helping others
escape the burning towers. They had the power of courage.
That courage was exhibited on a plane that crashed in
Pennsylvania because a group of passengers were unwilling to
let their airplane be used as another weapon. From what I
understand, I believe the courage of some of those brave men
came from their faith in Jesus Christ because several of them
were men of faith.
The president possessed another kind of power: legitimate
power. He demanded that all planes be on the ground within an
hour. That power was used for the safety of the American
people. On that tragic day, we saw power at its best and at its
worst. We have a choice as to how we will use our own power.
Your textbooks discuss many kinds of power, but I would like
to add a few that they do not discuss. The first kind of power
that I see in our society is the power of the athlete. While I am
not a sports fan, I recognize that athletes have the power to
command the respect of our young and influence their lives.
They have power to command huge salaries and sometimes see a
different kind of justice than the average man. Beauty can also
be a source of power. Handsome men and beautiful women are
treated differently in our society. The research shows that many
advantages are given to the attractive. They make more money
than the average person and get more promotions. Beauty can be
used to obtain many favors.
My personal favorite kind of power is spiritual power. As a
believer in Jesus Christ, I have seen God’s power meet my
needs. I have seen healing. I have seen God provide financial
resources. I have seen God protect His children from danger. I
personally would rather have access to Jehovah through his son

Jesus, than all the other power in the world. But then that is
just me. Your textbook won't discuss that kind of power
because that would be politically incorrect.
Probably one of the most potent kinds of power is being able to
influence and to motivate others. If you have this gift, if you
develop this skill, then you can multiply your influence and
your impact on the world. If you motivate someone to do a
better job, then you have accomplished your responsibilities as
a manager. If you motivate that person to seek a higher level
position within the company, then you have helped the
organization grow. Through motivation you will be able to
accomplish higher goals. I hope you enjoy reading about power.
Think about your own power. Where does it come from? How
will you use it?
(Adapted from Dr. Melody Hufman)
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Manager Analysis
The assignment requires you to select a famous manager,
research him, and then analyze his style using the theories in
class.
1) Select one famous manager.
2) Then do extensive research on this manager.
3) Write a description of the history you discovered in your
research being sure to document.
4) Describe trait leadership, functional leadership, and Path-

Goal Situational Leadership.
5) Apply each of those theories to the manager.
6) Explain which theory most accurately described the
manager you were analyzing based on the applied to the
manager based on the information that you had.
7) Which theory was the most difficult to apply and why?
This paper should be a minimum of 5-6 pages. It may be
longer. Cite from 5-7 academic sources. Do not quote directly
from the text but put this material in your own words being sure
to document. Use the APA (7the edition) format to document
the websites. Please consult the
writing guidelines for the course.
Inquiry and Analysis Rubric
Excellent (3)
Acceptable (2)
Unacceptable (1)
Criteria
Topic
The student thoroughly described the manager including
information over several years. Many details were included.
The student described the manager including information over
serval situations.
The student includes only vague information over the manager.

Existing Knowledge, Research, and/or Views
The student synthesized in-depth information from relevant
sources representing various points of view/approaches.
Student included at least 8-10 sources.
The student presented information from relevant sources
representing limited points of view/approaches. The student
included 5-7 sources.
The student presented information from irrelevant sources
representing limited points of view/approaches. Student
included 4 or fewer sources.
Design Process
The student thoroughly described all three theories including
the details: Trait Leadership, Path-Goal Situational Leadership,
and Functional Leadership.
All three theories were described, but some elements of the
theoretical framework were missing, incorrectly developed, or
unfocused.
The paper demonstrated a misunderstanding of the theories.
Analysis
Student accurately and comprehensively applied all three
theories to the manager.
The student accurately applied two theories, but had some
trouble with the one of them.
The student had trouble applying the theories.

Conclusions
Student thoroughly explained which theory gave the most
insights into this particular manager including specific details.
The student identified which theory more accurately described
the manager and explains why.
Student had some trouble explaining why one theory most
accurately described the manager.
Limitations and Implications—
Thoroughly discussed why a particular theory was difficult to
apply and explained their rationale for making that decision,
Discussed why a particular theory was difficult to apply to that
manager.
May have selected a theory which was difficult to apply, but
provided limited rationale for that selection.
Running head: CJ 550-2 Milestone 1
CJ 550-2 Milestone 5
CJ 550-2 Milestone Three

Destiny Nance
September 25th, 2022
Introduction
Ultimately, the purpose of this paper is to offer an evaluation of
the Florida Re-entry program ( Recovery, Treatment, and
Rehabilitation). In this case, "factors" refers to both internal
and external influences on the facility's operation, both of
which might have good and bad effects. At last, the facility's
internal environment, including its strengths and weaknesses,
would be analysed. The facility's capacity to make the most of
opportunities and reduce risks posed by external sources would
also be evaluated.
Internal factors
There are several internal factors that affect the performance of
the subdivision. The first factor is human resources which refers
to the members of the organization. The major internal factors
affecting Florida Re-Entry Subdivision include strength of
employees, strategic risks and the level of innovation. There is
no more important internal business component than the quality
of the company's personnel. It is important to assess whether or
not staff members are enthusiastic, committed, and skilled.
Effectiveness and efficiency can also be increased by adjusting
the procedures and connections between and within
departments. Strategic risks faced by the corporation are
another internal factor influencing the organization. As a result,
these factors influence how well your company performs
relative to its business plan. This may be the result of the
effects of new technologies or shifts in consumer preferences.
These elements may be dangerous since they have the potential
to affect consumers' opinions of the services offered by the
organization (Nayer et al, 2021). Thirdly, the extent to which
the company innovates has an impact. Staying ahead of the
game is crucial. The marketing industry is a potential source of
innovation. In addition, advertising strategy, employee
development, and care could all play a role. The greatest

approach to keep up with technological developments is to
embrace new technology.
External factors
Florida Re-Entry Subdivision is affected by several factors in
the external environment. One of the factors that have been
affecting the organization is legislation. The facility is affected
by the state and federal laws that are adopted and implemented
in the state of Georgia. Another factor that affect the
organization is the high level of inflation in the economy. This
has contributed to increased prices of commodities needed in
the operation of the organization. As a result of the increased
prices, the overall expenditure of the organization has increased
thus making it challenging for the management of the
organization to run the organization within the allocated budget.
Strengths and weaknesses
There has been certain internal factors that contributes to the
strength of the organization. One of the internal factors that
contribute to the strength of the organization is the strong
internal control. The presence of strong internal control in the
management of the organization ensures the programs adopted
in the organization are effective enough. Another strength of the
organization is positive brand popularity where the organization
has been associated with value creation in the society which in
turn contribute to a greater number of members of the
community supporting the programs proposed by the facility.
However, Florida Re-entry Subdivision is also affected by a
major weakness of a lengthy decision-making process. This is
contributed by presence of very many stakeholders who are
involved in the planning and decision-making process.
Opportunities and Threats
One of the opportunities that are exposed to the facility is the
development of awareness creation on the importance of re-
entry programs. This has created a sense of importance on the
role of re-entry programs and facilities in the community. With
such attention, it becomes easier for the elected leaders to
advocate the allocation of funds to the divisions (Butts, 2021).

However, the Florida Re-Entry program is faced by a threat of
negative reputation in relation to the challenges involved in the
re-entry process. According to critics, the division lacks
effective framework and system to protect the needs of the
clients during the re-entry program.
Reference
Butts, C. P. (2021).
The Successful Road of Reentry After Conviction
(Doctoral dissertation, Walden University).
Nayer, G., Perez-Feliciano, L., & Adams, M. (2021). Got
Faith?-An in-depth analysis and review of five faith-based
prisoner reentry programs in Florida.
An in-Depth Analysis and Review of Five Faith-Based
Prisoner Reentry Programs in Florida (October 30, 2021).
1

4-2 Milestone Two: Assessment Plan
Destiny Nance
CJ 550
September 25th, 2022
MILESTONE TWO
The Florida Department of Corrections (FDC) is
considered one of the large agencies in the united states. There
are over 96 000 incarcerated inmates under the custody of the
FDC. At some time, there are over 166000 people that are
considered to be within the community. The FDC has employed
over 24 000 that are working in its organization. Currently, the
head of the FDC is Julie Jones, the first woman to be appointed
as secretary of the FDC. The FDC has developed the strategy
framework that has been used to help reduce recidivism of the
inmates by providing a rehabiltaion program (FDC, 2018). The
assessment of the transformation is considered to be important
in helping to determine how effective that program is and if the
adopted policies are in relation to the organization's goal and
mission.
The assessment plan
The assessment re-entry subdiuvision includes the
rehabaitalitaion, recovery, and treatment program that have
been integrated as being an essential part of the FDC mission.
The mission state, "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." The key aim of the FDC Mission statement is
that the organization is focused on providing services and
programs that will play a critical role in preparing them when
they live in incarceration centers (FDC, 2018). The re-entry
subdivision is considered highly effective in helping the FDC

fill its mandate and gaol by ensuring that they provide the
inmate with the necessary skill to succeed after leaving the
correction facility.
Therefore, determining the organizataion assement
strategy entails gathering reliable data between various
departments that need a good understanding of data collection.
However, it is important to incorporate interdependence. One of
the most effective assessment strategies that can be adopted is
the Burke-Litwin Model for organizational performance. Then
the model can be considered effective in helping assess the FDC
re-entry policies and program (FDC, 2018). The data that has
been collected using this model would play an important role in
helping the organization to be able to determine the need to
have specific changes using valid and reliable data that has been
collected. The data is considered useful to the organization
since it also helps to indicate the personalized sub-division
variable transformation.
The various sources considered ethical and unbiased
would require effective analysis to facilitate the assessment of
the FDC re-entry subdivision. The sources that would have been
used would require to be monitored. The Uniform Crime Report
(UCR) and the Florida Department of Law Enforcement (FDLE)
are significant sources considered reliable and can be used
during the assessment. The two organizations usually report
their crime statistics every three months and toward the end of
the year (FDLE, 2018). Other data sources that can be used
include self-reports, recidivism reports, follow-up reports on
already released inmates, and the interviews conducted by
former inmates concerning substance abuse, mental conditions,
employment, and their emotional health. The Bureau of Applied
Science Research and Policy (BASRP) is one of the FDC
subdivision departments that can be incorporated by utilizing
the data that they have gathered from their analysis in helping
to determine if the adopted policies and programs by the FDC
are effective (FDC, 2018). The incorporation of the budget can
play a vital role in helping to determine the overall success of

the FDC in attaining its objective, mission, and goal.
The Burke-Litwin Model is considered to be an essential
tool for understanding and analyzing data concerning the
assessment of any organization. The model incorporates the
employee performance m budget, skill, leadership, and the
evaluation of the organization's culture, which are considered
vital to affect the organization's change (Mitre, 2018). The
model also provides a framework for effective analysis of
communication, the development recommendations, and
management of change happening within the organization
Reference
Florida Department of Corrections. (2018). Division of
Development: Improvement and
Readiness. Retrieved from
http://www.dc.state.fl.us/development/index.html
Florida Department of Corrections. (2018). Office of the
Secretary. Retrieved from
http://www.dc.state.fl.us/secretary.html
Florida Department of Corrections. (2018). Organization Chart.
Retrieved from
http://www.dc.state.fl.us/org/orgchart.html
Florida Department of Law Enforcement. (2018). Uniform
Crime Reports.Retrieved from
www.fdle.state.fl.us/FSAC/UCR-reports
MITRE. (2018). Performing Organizational Assessments.
Retrieved from
https://www.mitre.org/publications/systems-engineering-
guide
1

CJ 550 2-2 Milestone One
Destiny Nance
CJ 550
September 4th, 2022
CJ 550 2-2 Milestone One
A. What are the departments or subdivisions into which your
selected organization is divided, and how do these subdivisions
work together as a whole in relation to the mission of the
organization?
Office of Programs and Re-entry is an organization that focuses
on leadership alongside rehabilitative programs ensuring better
lives within the community. The organization is divided into
four central departments that work together to achieve a
common goal. The first department is the Bureau of program
development which focuses on the various designs and
implementation of risks and needs assessment tools. It also
implements other processes and policies key to the restoration
alongside rehabilitation of justice to the affected individual
within the surrounding.
The second is the department Bureau of Education, which deals
with academic and career issues, including technical education
and library services (Bell et al., 2018). The third department is
the Bureau of Substance Use Treatment which is helpful in
dealing with services assisting in the transition period between
incarceration and the return to society. The other department is
the Bureau of Chaplaincy services dealing with spiritual matters
on inmates and offenders. The last department is volunteering
with the FDC to assist in a rewarding experience for the

citizens. All the departments work together to achieve the
organizational goal and mission in leadership and rehabilitation
programs that assist the community. Every department has strict
policies that make it possible to ensure that it helps the
organization achieve its mission.
B. Describe your selected subdivision, and outline the specific
goals and responsibilities of the subdivision, describing how
they align with the overall mission of the agency. Consider how
the goals of the selected subdivision align with the mission of
the agency.
The correction officers have a specific function: protecting the
community by leading and supervising offenders and reporting
the individual who has failed to comply with the regulations to
sentencing. Alongside the organizational mission, the correction
subdivision has its designed mission. Its mission is to deliver
effective service to the community by service diligently while
collaborating with other agencies of the criminal justice
community (Bell et al., 2018). As such, it serves the community
without violating their rights. The detention department ensures
people's safety within the community by protecting the
surrounding society in various ways, such as establishing safe,
secure, and human supervision. It also provides the confinement
of inmates by making them follow the law without violation.
However, the subdivision is faced with challenges like the
overpopulation of inmates. The inmates are flocked within the
organization, thus posing a challenge of how to deal with them
(Karthaus, Block & Hu, 2019). Inmates have different
characters; hence, when populated in a given place, they create
problems within the organization's premise. The other challenge
is budget constraints due to the increase in the population of
inmates. When the number grows high, the management faces
the challenge of ensuring they are fed. The last challenge is
high attrition rates within the department. Such factors have
resulted in outdated officer equipment, among other issues.
C. Describe the key policies in place that run your selected

subdivision of the organization, explaining how these policies
align with the mission of the subdivision.
The department has adopted policies to ensure that every
activity is carried out without employee interference. The first
policy is adequate training for the employees within the
subdivision. The employees are trained to ensure they handle
the inmates and other offenders strictly following the rule of
law. The other policy is treating inmates as other human beings
to avoid intimidation. They should be corrected peacefully to
help build a better community—finally, leadership with
integrity and perfect deliverance to the community based on the
provided services. The policies align with the organization's
mission since they all focus on changing the community by
providing better services. The rehabilitation programs must be
accomplished according to the dictates of the organization.
References
Bell, W. C., Mitchell, J. G., Bevino, J., Darabi, A., & Nimer, R.
(1992). Florida Department of Corrections substance abuse
programs.
NIDA Research Monograph,
118, 110-110.
Karthaus, R., Block, L., & Hu, A. (2019). Redesigning prison:
The architecture and ethics of rehabilitation.
The Journal of Architecture,
24(2), 193-222.
Destiny Nance
1-2 Journal: Case Study Selection

It’s fundamental for the intimates to have a better and more
conducive environment in custody. Here in the office of the
program and re-entry ensures that it upholds and is well
committed to adhering to stipulated leadership and
rehabilitative program. The idea is aimed to instigate and
support the practical improvement of the intimates who live in
custody. The department ensures that it instigates evidence-
driven strategies which ensure the providence of enough
security and anticipated basic safety in custody. Concurrently,
the re-entry subdivision ensures the provision of the
programming, which heightens productive learning and
increases the chances of transforming the behaviors through
teaching the pro-social skills essential for better integration into
communities. Notably, some of the practical sections in the
program and re-entry support include the Bureau of program
development, which is designed to induce the policies
instrumental in rehabilitation and restoration. The section
provides coaching and fidelity monitoring and enables better
monitoring. Additionally, the bureau of education enables the
administration to induce education career and technical
knowledge, which help the intimates to have better cognitive
programming behaviors. Concurrently, the section of the Bureau
of substances use and treatment enables the intimates to
implicate positive transition during incarceration and returning
to the community. On the other hand, the Bureau of chaplaincy
services in the correctional department ensures that it induces
compelling spiritual needs and requirements in the intimates
and the offenders. The situation enables the intimates to be
deduced to the individual religious belief and practices, which
can be helpful in their spiritual growth even after the correction
period. Volunteering in the correction services is the most
rewarding experience, and it fosters security and safety of the
correction facilities for both the intimates and the offender in
programming.

References
http://www.dc.state.fl.us/development/index.html
CJ 550 Final Project Guidelines and Rubric
Overview
The final project for this course is the creation of an
organizational assessment and recommendations report.
The study of organizational assessment and program evaluation
is a growing subfield within the field of criminal justice. As
professionals in criminal justice
systems are often faced with dynamic environments and high
expectations of performance, citizens demand accountability,
and politicians challenge the
effectiveness of current policies. Many criminal justice
organizations are employing assessment or policy and planning
personnel to assess their organization's
effectiveness in meeting their stated goals or mission. These
skills in assessment are vital to the development of leadership
roles in police agencies, corrections,
and the court system. Given the contemporary issues
surrounding the police use of force, prison escapes and
violence, and court personnel overstepping their
roles, the performance of criminal justice organizations has
been questioned by the general public, government, and media.
It is vital that professionals

continuously assess a criminal justice organization’s
performance and ensure the organization is meeting the goals of
its established mission statement in a
dynamic and changing landscape, to build effective public
service organizations.
In the summative assessment, you will assess the performance
of a subdivision of a criminal justice organization from the
provided case scenario. You will begin
by examining the structure and mission of your selected
criminal justice organization to identify the specific goals and
responsibilities of the subdivisions in
relation to the performance of the overall organization. Next,
you will select a specific subdivision in the organization on
which to base your performance
assessment. You will assess the effectiveness of the subdivision
in reaching the organization’s established goals, utilizing
measurement strategies to identify the
strengths, weaknesses, opportunities, and threats to the
organization. Based on your assessment, you will create
recommendations for the organization to
improve its performance, as well as recommend communication
strategies to distribute relevant information to the appropriate
individuals within the
organization.
The project is divided into four milestones, which will be
submitted at various points throughout the course to scaffold
learning and ensure quality final
submissions. These milestones will be submitted in Modules
Two, Four, Five, and Seven. The final submission is due in
Module Nine.
In this assignment, you will demonstrate your mastery of the
following course outcomes:

• Analyze criminal justice organizational structures and policies
for informing the development of methods to improve
organizational performance
• Determine appropriate organizational assessment strategies to
acquire valid and reliable data for measuring the effectiveness
of criminal justice
organizations in meeting their established goals
• Analyze how internal and external factors impact the
effectiveness of organizational performance in criminal justice
organizations
• Develop evidence-based recommendations to improve the
performance of criminal justice organizations in meeting their
established goals
• Propose strategies to communicate evidence-based
recommendations to diverse audiences within criminal justice
organizations for informing
continuous improvement of organizational performance
Prompt
For your final project, you will select one of the three listed
subdivisions of the Florida Department of Corrections to use as
the basis for a performance
assessment. This document holds some information for the
organization and each subdivision, though you will be expected
to perform your own research on the

organization, comparable organizations, and trends in the field
to determine opportunities and external threats.
Florida Department of Corrections
• For information regarding the Florida Department of
Corrections’ (FDC) mission statement and organizational goals,
visit its website:
http://www.dc.state.fl.us/vision.html
• For an organizational diagram to determine how each
subdivision is influential to the organization as a whole:
Florida Re-Entry Subdivision (aka Recovery, Treatment, and
Rehabilitation)
The role of the Re-entry subdivision is to provide quality
programs to inmates, equipping them with the competencies
necessary to become productive, crime-
free members of society. In addition to the FDC organizational
mission statement, the Re-entry Subdivision has its own
mission, to provide the most effective
rehabilitative care for inmates of any race, religion, age, sex,
sexual orientation, marital status, creed, national origin, or
color, and to engage in research,
development, and teaching programs to reduce both recidivism
and dependency.
This subdivision has recently been faced with some challenges,
including budget constraints leading to inadequate funding for
programs, overpopulation of
corrections facilities, lack of sufficient staff, and a high rate of
inmate recidivism. These impacts have led to a high employee
turnover rate. However, the staff
that has been hired has shown great motivation to learn the job,

creating a positive environment in the department. Documented
flexibility has shown that the
department is capable of adjusting and adapting to changes
effectively.
• Former Offender Re-Entry Programs and Resources in Florida:
https://www.recordgone.com/articles/former-offender-re-entry-
programs-and-resources-
florida.htm
Parole/Probation Subdivision (aka Community Corrections)
The roles of the Parole/Probation subdivision revolve around
performing professional assessment and supervision of criminal
offenders. Correctional probation
officers are responsible for investigating, assessing,
supervising, counseling, and/or classifying offenders. In
addition to the FDC organizational mission
statement, the Parole Subdivision has its own mission, The
Community Corrections Department and its officers shall
service all adult offenders and families,
victims, law enforcement officers, agency representatives, and
the public—with equal respect, dignity, and sensitivity. The
Community Corrections Department
will develop an array of comprehensive services addressing the
needs of both inmates and the surrounding community.
including lack of interdepartmental communication, low
supervisor-to-subordinate ratio,
obsolete information technology software, and an unreliable
record management system. These impacts have led to a high
employee turnover rate as well as

programs-and-resources-florida.htm
programs-and-resources-florida.htm
gaps in accurate tracking of offenders. The department has a
low rate of offenders and one of the best re-entry programs in
the state. The surrounding
community is satisfied with the level of service the department
provides.
• Parole subdivision policies:
http://www.dc.state.fl.us/cc/index.html
Corrections Subdivision (aka Detention)
The primary function of a corrections officer is to protect the
community by supervising offenders and reporting
noncompliance to the sentencing or releasing
authority. In addition to the organizational mission statement,
the corrections subdivision has its own mission. The mission of
the Department of Detention is to
serve diligently and reliably collaborate with other entities
within the criminal justice community. The Department of
Detention will ensure protection of the
surrounding community by establishing safe, secure, and human
supervision and confinement of inmates.

including overpopulation of inmates, budget constraints, and
high attrition rates. The factors
have led to outdated officer equipment, low employee retention
rates, and inexperienced management. There is a high level of
camaraderie between
employees, and interdepartmental communication is
exceptional. There is also rapid personnel growth due to many
advancement opportunities and efficient
employee training and education. The benefits package is one of
the better offerings in the state.
• Re-entry subdivision policies:
http://fldocjobs.com/correctional/
Your organizational assessment and recommendations report
should answer the following prompt: How effectively is the
criminal justice organization meeting
its mission and established goals, and how can the organization
improve its performance?
Specifically, the following critical elements must be addressed:
I. Introduction: In this section, you will describe your selected
criminal justice organization to set the stage for your
performance assessment.
A. Describe your selected organization, providing specifics of
the general purpose of the organization, the location, and any
other relevant
information necessary to set the stage for the performance
assessment.
B. Describe the mission statement of your selected organization
and its related goals or objectives. What are the specific goals

or objectives set
forth to deliver on the mission of your organization? For
example, the mission of the New Jersey Department of
Corrections is to protect the
public by operating safe, secure, and humane correctional
facilities.
II. Structure: In this section, you will analyze the overall
structure of the organization to set the stage for your
performance assessment. For the purposes
of this project, you will select a subdivision of the agency on
which to focus your performance assessment.
http://www.dc.state.fl.us/cc/index.html
http://fldocjobs.com/correctional/
A. What are the departments or subdivisions into which your
selected organization is divided, and how do these subdivisions
work together as a
whole in relation to the mission of the organization? In other
words, each department or subdivision has its own goals, but
how do all the
departments or subdivisions work together to achieve the
organization’s mission?
B. Describe your selected subdivision and outline the specific
goals and responsibilities of the subdivision, describing how
they align with the
overall mission of the agency. Consider how the goals of the
selected subdivision align with the mission of the agency.
C. Describe the key policies in place that run your selected

subdivision of the organization, explaining how these policies
align with the mission of
the subdivision. For example, the subdivision might have
specific rules and regulations within its operating procedures
and laws that ensure the
subdivision meets its established goals.
III. Assessment Plan: In this section, you will develop a plan to
gather valid and reliable data in your performance assessment,
and outline specific
assessment strategies and sources of information.
A. Determine the organizational assessment strategy that would
be most appropriate to use in your assessment of the selected
subdivision of the
organization. Justify your selection. For example, you might
select an organization assessment plan or model, such as the
systems model, to
assess compliance and effectiveness of the subdivision with the
mission.
B. Justify how your previously selected organizational
assessment strategy will ensure you collect valid and reliable
data in your performance
assessment. For example, the systems model will allow you to
examine the specific inputs such as resources, policies, and
procedures that
determine how far the organization is achieving its mission.
C. Outline the sources of data and information you will use to
assess the organization's performance, justifying your selection
of sources. For
example, you might use crime report statistics to identify areas
of high crime rates, or you might interview specific individuals
to assess the

effectiveness of policies and procedures within the
organization.
D. Performance Assessment: In this section, you will assess the
performance of your selected subdivision in the organization in
relation to the
mission and goals of the overall organization by performing a
SWOT (strengths, weaknesses, opportunities, and threats)
analysis.
i. Identify the major internal factors that positively and
negatively affect the organizational performance. Justify your
identifications. For
example, a key internal factors may be the selection criteria for
staff or clients.
ii. Identify the major external factors that positively and
negatively affect the organizational performance. Justify your
identifications. For
example, key external factors may laws, legislators, and citizen
inputs.
iii. Based on the previously identified internal factors, analyze
whether or not the organization is maximizing its strengths and
minimizing
its weaknesses. Substantiate your claims. For example, consider
the areas of the subdivision that have the most impact on
success, such
as the classification of offenders.
iv. Based on the previously identified external factors, analyze
whether or not the organization is maximizing its opportunities
and
minimizing its threats. Substantiate your claims. For example,
consider the areas that are most vulnerable in assuring success
and how

these can be turned into strengths, such as housing inmates in a
reception area to adequately assess their needs, not simply
classifying
on offense criteria.
IV. Performance Report: In this section, you will develop
recommendations to improve the performance of the
organization, basing your recommendations
on evidence from your performance assessment.
A. Determine where the organization is in compliance with its
organizational mission. Substantiate your findings with
evidence from your
performance assessment. In other words, where is the
organization complying with its stated goals to move the
organization toward its mission?
B. Determine where the organization is in noncompliance, or
can improve its compliance with the organization's mission.
Substantiate your
findings with evidence from your performance assessment. In
other words, where can the organization improve in complying
with its stated
goals to move the organization toward its mission?
C. Provide specific recommendations to improve the
organization's performance in meeting its goals and mission.
Justify your recommendations
with evidence from your performance assessment. For example,
you might provide recommendations to bring areas of
noncompliance into

compliance with the mission.
D. Explain how these recommendations might be implemented
in the organization. Consider the short- and long-term approach
to implementing
the recommendations. Consider the costs involved in
implementing, the staffing necessary, or whether or not policies
must be created.
V. Communication Strategies: In this section, you will
recommend communication strategies for the leadership to
communicate the findings and
associated recommendations of the report.
A. Recommend who in the organization should receive the key
information related to the report, justifying how this
recommended distribution
could improve organizational performance. Consider why some
people should receive certain information, while others should
not, or why all
employees should receive the same information.
B. What communication strategies would you recommend the
leadership use when communicating the previously identified
information to the
previously identified individuals in the organization? Justify
your recommendations. Consider how your strategies might
change based on your
target audience.
C. Provide recommendations to the leadership for how they can
gather feedback from the employees on the previously identified
recommendations to inform organizational performance, and
explain how this feedback can inform continued improvement in
the organization.

What strategies can be used to elicit feedback from the
employees, and how will this feedback be used to improve the
organization’s
performance with respect to the previously outlined
recommendations?
Milestones
Milestone One: Structure
In Module Two, you will submit a draft of the Structure section
(Section II) of your final project. Discuss the departments or
subdivisions into which your
organization is divided. Describe your subdivision and outline
the specific goals. Examine the key policies that are in place
and explain how the policies align with
the mission of the subdivision. This milestone is graded with
the Milestone One Rubric.
Milestone Two: Assessment Plan
In Module Four, you will submit a draft of the first three
elements of the Assessment Plan section (Section III: A, B, and
C) of your final project. Consider the type
of organizational assessment strategy that would be most
appropriate to use in your assessment of the selected
subdivision of the organization. Justify how your
previously selected organizational assessment strategy will
ensure you collect valid and reliable data in your performance
assessment. Outline the sources of
data and information you will use to assess the organization's
performance, justifying your selection of sources. This
milestone is graded with the Milestone
Two Rubric.

Milestone Three: Performance Assessment
In Module Five, you will submit a draft of the Performance
Assessment (Section III: D) of your final project. Identify the
major internal factors and major external
factors that positively and negatively affect the organizational
performance. Based on the previously identified internal
factors, analyze whether or not the
organization is maximizing its strengths and minimizing its
weaknesses. Also, consider the previously identified external
factors, analyze whether or not the
organization is maximizing its opportunities and minimizing its
threats. This milestone is graded with the Milestone Three
Rubric.
Milestone Four: Performance Report
In Module Seven, you will submit a draft of the Performance
Report section (Section IV) of your final project. Determine
where the organization is in compliance
with its organizational mission. Conversely, determine where
the organization is in noncompliance, or can improve its
compliance with the organization's
mission. Provide specific recommendations to improve the
organization's performance in meeting its goals and mission and
explain how these recommendations
might be implemented in the organization. This milestone is
graded with the Milestone Four Rubric.
Final Submission: Organizational Assessment and
Recommendations Report
In Module Nine, you will submit your organizational assessment
and recommendations report. It should be a complete, polished
artifact containing all of the
critical elements of the final product. It should reflect the
incorporation of feedback gained throughout the course. This
final submission will be graded using

the Final Project Rubric.
Deliverables
Milestone Deliverable Module Due Grading
One Structure Two Graded separately; Milestone One Rubric
Two Assessment Plan Four Graded separately; Milestone Two
Rubric
Three Performance Assessment Five Graded separately;
Milestone Three Rubric
Four Performance Report Seven Graded separately; Milestone
Four Rubric
Final Submission: Organizational
Assessment and Recommendations Report
Nine Graded separately; Final Project Rubric (below)
Final Project Rubric
Guidelines for Submission: Your organizational assessment and
recommendations report must be 8–10 pages in length (plus a
cover page and references) and
must be written in APA format. Use double spacing, 12-point
Times New Roman font, and one-inch margins. Include at least
four references cited in APA format.

Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Introduction:
Organization
Meets “Proficient” criteria and
description is especially detailed
to set the stage for the
performance assessment
Describes the selected
organization, providing specifics
of the general purpose of the
organization, the location, and
other relevant information
necessary to set the stage for the
organization, providing the
general purpose of the
organization, the location, and
other relevant information
necessary to set the stage for the
performance assessment, but
with gaps in specificity, detail, or
accuracy
Does not describe the selected
organization
4
Introduction:
Mission and Goals

description is especially clear and
detailed
Describes the mission statement
of the selected organization and
its related goals or objectives
Describes the mission statement
of the selected organization and
its related goals or objectives, but
with gaps in detail or accuracy
Does not describe the mission
statement of the selected
organization and its related goals
or objectives
4
Structure:
Departments or
Subdivisions
demonstrates keen insight into
the obligations of the specific
subdivisions of the organization
Outlines the departments or
and explains how the subdivisions
work together as a whole in
relation to the mission of the

organization
Outlines the departments or
and explains how the subdivisions
work together as a whole in
relation to the mission of the
organization, but with gaps in
detail or accuracy
Does not outline the departments
or subdivisions of the
organization and does not explain
how the subdivisions work
together as a whole in relation to
the mission of the organization
5.8
Structure:
Subdivision
how the goals and responsibilities
of the subdivision align with the
mission of the agency
subdivision, outlining the specific
goals and responsibilities,
describing how they align with
the overall mission of the agency

subdivision, outlining the specific
goals and responsibilities,
describing how they align with
the overall mission of the agency,
but with gaps in detail or
accuracy
Does not describe the selected
subdivision
5.9
Structure: Policies
how the subdivision’s policies
align with the mission
Describes the key policies in place
that run the selected subdivision
of the organization, explaining
how these policies align with the
mission of the subdivision
Describes the key policies in place
that run the selected subdivision
of the organization, explaining
how these policies align with the
mission of the subdivision, but
with gaps in detail, accuracy, or
logic

Does not describe the key policies
in place that run the selected
subdivision of the organization
5.9
Assessment Plan:
Assessment Strategy
the appropriate selection of
organizational assessment
strategies
Determines the organizational
assessment strategy most
appropriate for the assessment of
the selected subdivision of the
organization, justifying selection
Determines the organizational
assessment strategy most
appropriate for the assessment of
the selected subdivision of the
organization, justifying selection,
but with gaps in detail, logic, or
justification
Does not determine the
organizational assessment
strategy most appropriate for the
assessment of the selected
subdivision of the organization

5.8
Assessment Plan:
Valid and Reliable
how the selected organizational
assessment strategy will ensure
valid and reliable data is acquired
from the performance
assessment
Justifies how the previously
selected organizational
collection of valid and reliable
data from the performance
assessment
Justifies how the previously
selected organizational
valid and reliable data from the
with gaps in detail or logic
Does not justify how the
previously selected organizational
valid and reliable data from the

5.9
Assessment Plan:
Sources of Data
the appropriate sources of data
to assess organizational
performance
Outlines the sources of data and
information to be used to assess
the organization's performance,
justifying selection of sources
Outlines the sources of data and
information to be used to assess
the organization's performance,
justifying selection of sources, but
with gaps in detail, logic, or
justification
Does not outline the sources of
data and information to be used
to assess the organization's
performance
5.9
Performance
Assessment: Internal
Factors

how internal factors impact
Identifies the major internal
factors that positively and
negatively affect the
organizational performance,
justifying identifications
Identifies the major internal
justifying identifications, but with
gaps in detail, logic, or
justification
Does not identify the major
internal factors that positively
and negatively affect the
4.4
Performance
Assessment: External
Factors
how external factors impact

Identifies the major external
justifying identifications
Identifies the major external
justifying identifications, but with
justification
Does not identify the major
external factors that positively
and negatively affect the
4.4
Performance
Assessment:
Strengths and
Weaknesses
the impact of internal factors on

the effectiveness of
Analyzes whether or not the
organization is maximizing its
strengths and minimizing its
weaknesses based on the
identified internal factors,
substantiating claims
Analyzes whether or not the
identified internal factors,
substantiating claims, but with
justification
Does not analyze whether or not
the organization is maximizing its
identified internal factors
4.4
Performance
Assessment:
Opportunities and
Threats

the impact of external factors on
the effectiveness of
Explains whether or not the
opportunities and minimizing its
threats based on the identified
external factors, substantiating
claims
Explains whether or not the
external factors, substantiating
claims, but with gaps in detail,
logic, or justification
Does not explain whether or not
the organization is maximizing its
external factors
4.4
Performance Report:
Compliance with
Mission
assessing where an organization

is meeting its established goals
Determines where the
organization is in compliance with
its organizational mission,
substantiating determinations
with evidence from the
its organizational mission,
support
Does not determine where the
its organizational mission
4.4
Performance Report:
Improve Compliance
with Mission
assessing where an organization
is not meeting its established
goals

organization is in noncompliance
or can improve its compliance
with its organizational mission,
or can improve its compliance
with its organizational mission,
support
Does not determine where the
or can improve its compliance its
organizational mission
4.4
Performance Report:
Improve
Performance
developing evidence-based
recommendations to improve

Provides specific
recommendations to improve the
organization's performance in
meeting its goals and mission,
justifying recommendations with
evidence from the performance
assessment
Provides recommendations to
improve the organization's
performance in meeting its goals
and mission, justifying
recommendations with evidence
from the performance
assessment, but with gaps in
detail, logic, specificity, or
justification
Does not provide
recommendations to improve the
organization's performance in
meeting its goals and mission
4.4
Performance Report:
Recommendations
Implemented

the implementation of
recommendations in criminal
justice organizations
Explains how the previously
identified recommendations
might be implemented in the
organization
Explains how the previously
identified recommendations
might be implemented in the
organization, but with gaps in
detail or logic
Does not explain how the
previously identified
recommendations might be
implemented in the organization
4.4
Communication
Strategies:
Information
Distribution
recommends keen insight into
the appropriate distribution of
information to improve

Recommends who in the
organization should receive the
key information, justifying how
the recommended distribution of
information could improve
Recommends who in the
key information, justifying how
the recommended distribution of
information could improve
organizational performance but
with gaps in detail or logic
Does not recommend who in the
key information
5.8
Communication
Strategies:
Communication
Strategies
appropriate communication
strategies to distribute
information to key individuals
Recommends communication

strategies for leadership to
communicate previously
identified information to specific
individuals, justifying
recommendations
Recommends communication
strategies for leadership to
communicate previously
identified information to specific
individuals, justifying
recommendations, but with gaps
in detail, logic, or justification
Does not recommend
communication strategies for
leadership to communicate
previously identified information
to specific individuals
5.9
Communication
Strategies: Feedback
strategies to gather feedback for
continuously improving
leadership for how they can
gather feedback from employees
on the previously identified

recommendations to inform
organizational performance, and
explains how this feedback can
inform continued improvement in
the organization
leadership for how they can
gather feedback from employees
on the previously identified
explains how this feedback can
inform continued improvement in
the organization, but with gaps in
detail or logic
Does not provide
recommendations leadership for
how they can gather feedback
from employees on the
previously identified
does not explain how this
feedback can inform continued
improvement in the organization
5.9
Articulation of
Response
Submission is free of errors
related to citations, grammar,

spelling, syntax, and organization
and is presented in a professional
and easy-to-read format
Submission has no major errors
spelling, syntax, or organization
Submission has major errors
that negatively impact readability
and articulation of main ideas
Submission has critical errors
that prevent understanding of
ideas
4
Total 100%

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