CJ 550 Southern New Milestone 4 Florida Department of Correction Performance Report Submit Milestone Four of your final project. For this milestone, you will submit a draft of the Performance Report section (Section IV) of your final project. The performance report allows you to propose recommendations from the performance assessment derived from the previous two milestones. The report will help you make evidence-based recommendations for the future directions of your criminal justice organization. To complete this assignment, review the Milestone Four Guidelines and Rubric document.attached are all milestones incase they are needed CJ 550 Final Project Milestone Four Guidelines and Rubric
Overview: The performance report allows you to propose recommendations from the performance assessment. The driving factors behind the performance
report will be taken from the assessment. The report will help you make evidence-based recommendations for the future direction of your criminal justice
organization.
Prompt: Submit a draft of the performance report (Section IV) of your final project.
Specifically, the following critical elements must be addressed:
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 towards 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, staffing necessary, or whether or not policies must be created.
Guidelines for Submission: Your paper must be submitted as a 2- to 3-page Microsoft Word document with double spacing, 12-point Times New Roman font,
one-inch margins, and at least three sources cited in APA format.
Critical Elements
Performance
Report:
Compliance with
Mission
Proficient (100%)
Determines where the organization is in
compliance with its organizational
mission, substantiating determinations
with evidence from the performance
assessment
Needs Improvement (80%)
Determines where the organization is in
compliance with its organizational
mission, substantiating determinations
with evidence from the performance
assessment, but with gaps in detail, logic,
or support
Not Evident (0%)
Does not determine where the
organization is in compliance with its
organizational mission
Value
22
Performance
Report: Improve
Compliance with
Mission
Determines where the organization is in
noncompliance or can improve its
compliance with its organizational
mission, substantiating determinations
with evidence from the performance
assessment
Performance
Report: Improve
Performance
Provides specific recommendations to
improve the organization’s performance
in meeting its goals and mission,
justifying recommendations with
evidence from the performance
assessment
Performance
Report:
Recommendations
Implemented
Articulation of
Response
Explains how the previously identified
recommendations might be implemented
in the organization
Submission has no major errors related
to citations, grammar, spelling, syntax, or
organization
Determines where the organization is in
noncompliance or can improve its
compliance with its organizational
mission, substantiating determinations
with evidence from the performance
assessment, but with gaps in detail, logic,
or support
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
Explains how the previously identified
recommendations might be implemented
in the organization, but with gaps in
detail or logic
Submission has major errors related to
citations, grammar, spel ling, syntax, or
organization that negatively impact
readability and articulation of main ideas
Does not determine where the
organization is in noncompliance or can
improve its compliance with its
organizational mission
22
Does not provide recommendations to
improve the organization’s performance
in meeting its goals and mission
22
Does not explain how the previously
identified recommendations might be
implemented in the organization
24
Submission has critical errors related to
citations, grammar, spelling, syntax, or
organization that prevent understanding
of ideas
Total
10
100%
Running head: CULTURE OF A CRIMINAL JUSTICE ORGANIZATION
Culture of a Criminal Justice Organization
Samantha Panizo
Southern New Hampshire University
1
CULTURE OF A CRIMINAL JUSTICE ORGANIZATION
2
Overview of the Florida Department of Correction
The Florida Department of Corrections (FDC) is in the United States in Florida. The
vision of the organization is to inspire victory by changing lives. The mission of the correctional
facility is to give a continuum of facilities and monitoring to meet the requirements of the
individuals who have been put under their care, constructing a professional and safe setting with
the results of abridged victimization, to ensure better societies and stress of the importance of life
(FDC n.d). The facility values respect, integrity, selfless service, courage, and compassion. The
goals of FDC are to develop talent, create inmate programs, better communication, and better the
general environment.
The Departments and subdivisions and how they work together towards the mission
The FDC is broken down into four major departments, which include community
corrections, administration, institutions, and finance. The four departments have three added
departments, which are internal affairs, development, and legal counsel. Within the four
departments of the organization, there are additional subdivisions that work together cohesively
to ensure that the main department works together in a manner that allows for the betterment and
growth of the organization (FDC n.d). The departments and the subdivisions work towards the
mission of the organization by lowering the rate of inmate deaths, employee turnover, employee
corruption, and the escape of inmates. The cohesion of the subdivisions and the departments also
ensures that FCD attains its mission of ensuring that there is a continuum in the safety of the
people in care.
The Goals and Responsibilities of the Probation/Parole Subdivision
CULTURE OF A CRIMINAL JUSTICE ORGANIZATION
3
Probation and parole subdivisions are referred to as community corrections. The
probation and parole subdivision supervises offenders who have been released from prison on a
conditional medical release or parole. The division is also responsible for overseeing criminals
who have been placed on court order supervision like criminal drug probation, administrative
parole, regular probation, and public control (FDC n.d). The division is responsible for
supervising offenders who have been provided pre-trial intervention. The mission of the unit is to
safeguard the society by guarantying that offenders are monitored, and any form of misconduct
is reported to the releasing and the sentencing authority, which aligns with the general mission of
the facility.
Key Policies that run the Subdivision and high they align with the Mission
The community correctional officers enforce standard states of supervision that have
been stipulated by the statute together with special conditions that have been put instore by the
sentencing authority. The conditions that are instituted include substance abuse, victim
restitution, and mental health treatment plans, among other restrictions and sanctions. The
lawbreakers are kept an eye on through the use of filed contacts at their homes, worksites, and
other areas in the local area (FDC n.d). The parole officers perpetrate investigations like presentence researches, violation reports, and formal investigations to create professional and safe
settings of the state. The parole officers use the available resources to help the offenders to
complete their supervision term effectively, which aligns with the mission of the subdivision of
ensuring safety by supervising the offenders.
CULTURE OF A CRIMINAL JUSTICE ORGANIZATION
References
FDC (n.d). Organization Chart. Florida Department of Corrections. Retrieved from
http://www.dc.state.fl.us/org/orgchart.html
FDC (n.d). Probation Services. Florida Department of Corrections. Retrieved from
http://www.dc.state.fl.us/cc/index.html
FDC (n.d). The Vision, Mission, Values, and Goals. Florida Department of Corrections.
Retrieved from http://www.dc.state.fl.us/vision.html
4
Running head: ASSESSMENT STRATEGY
Assessment Strategy
Southern New Hampshire University
November 24, 2019
1
ASSESSMENT STRATEGY
2
Introduction
Assessment is an integral part of maximizing organization performance. For my
assessment plan for the Florida department of corrections, I will use the Weisbold’s six box
model to assess the growth and effectiveness of the departments and subdivisions in the
Florida department of corrections in achieving the vision of transforming lives through proper
correction. The Florida department of corrections is categorized into four main departments.
They are the finance, institutions, community corrections, and administration. Each of these
departments has three included departments, and they are internal affairs, development, and
legal counsel.
The Weisbold’s six box model
Marvin Weisbold established the six box model to evaluate the functioning of an
organization. Its general structure fits in well in evaluating the Florida department of
corrections. The model is comprised of six components. The first is purpose: this aspect of
the model works on the main assumption that the management of the Florida department of
correction and its corrections officers are in agreement and in support of the vision and
mission of the correctional facility. It is an obvious piece of the puzzle, but it is an important
piece. In a case of disharmony in views on the vision and mission of the facility between
management and the officers, ultimately there will be a breakdown in command and service
delivery.
Structure
This aspect of the model looks at how the Florida department of corrections is divided
in terms of management and correctional officers’ command structure and duties assignment.
It is a very integral aspect of the institution given it’s a discipline force organization.
Questions such as what duties are assigned to each correctional officer? How do these duties
ASSESSMENT STRATEGY
3
contribute to the overall vision and mission of the institution? May arise. A proper structure
avoids confusion ensures there are efficiency and growth. A proper structure promotes
accountability and identification of weaknesses in the facility. Given this is an institution that
security is the principal concern, water tight well-organised structure in all departments and
subdivisions is of great importance
Relationships and reward
An organization is an endless stream of relationships. In the case of the Florida
department of corrections facility, the relationship stream involves the relationship between
management and the correctional officers, the interdepartmental and division’s relationship,
and the relationship between the facility and technology. These relationships must be
managed to minimize and manage conflict effectively. The facility is heavily reliant on
technology to ensure security is tight. Continued upgrades and training of the correctional
officers on the use of new technology is essential for attainment of the vision. A proper
reward system for correctional officers improves workplace morale. This also dissuades them
from engagement in illegal activities such as smuggling
Leadership, helpful mechanisms, and source of data
A strong leadership promotes confidence and puts purpose in focus. Strong leadership
involves understanding and consideration of employees. Stable leadership and open
communication fosters cohesiveness in the facility. Helpful mechanisms, in this case,
technology, are continuously changing and improving. In looking at the relationship between
the facility and this mechanism usefulness it is easy to gauge efficiency. For the source of
data, I will use interviews of the correctional officials and key management and correctional
records from the administrative subdivisions of the facility. I will use the interviews as the
ASSESSMENT STRATEGY
primary source of data given that interviews have a personal touch, and I will gather more
information such as attitudes of the officers.
4
ASSESSMENT STRATEGY
5
Reference:
FDC (n.d) chart of the organisation for the Florida Department of Corrections. Retrieved
from
http://www.dc.state.fl.us/org/orgchart.html
Lusthaus.k (2015). Organizational Assessment: groundwork for continued Performance
improvement. Ottawa: IDRC.
1
Running head: SWOT ANALYSIS
SWOT Analysis
Southern New Hampshire University
Samantha Panizo
November 30, 2019
2
SWOT ANALYSIS
Internal factors
An organization has control over internal factors as opposed to external factors.
Internal factors are factors within the company, which affect success and approach to
operations. (Sarhone 2014). A key internal factor influencing performance positively is the
quality of skill in employees. Employees have to be highly skilled, and trainings are
conducted weekly to ensure these standards are maintained. The management also plays a
vital role where the management structure is well set. It greatly helps with the handling of
officers and overseeing other parts of the internal environment. To minimize conflict and
handle internal politics, the organization has a dedicated office to ensure conflict and
organizational politics don’t come in the way of service provision.
The main weakness is the assimilation of new technology and despite the high levels
of training and education, a lack of integrity and laxity in some officials. Some officers have
been involved in scandals inside the facility. These scandals mainly include the smuggling of
contrabands. It has significantly compromised the security in the facility. The organization is
minimizing this weakness by installing new updated surveillance technology and scanning
technology. Security is critical in the facility to ensure there are no escapes and this can only
be achieved with the use of quality technology. The facility also needs a boost in the number
of officers. It is to ensure there are enough numbers in cases of a security breach. A reduction
of facility funding is another factor affecting the organization.
External factors
External factors represent the factors that the facility has no control over (Snelling
2014). Inmate advocacy groups, courts, parole and probation, prosecutors, and police agencies
3
SWOT ANALYSIS
are some of the external stakeholders who influence external factors affecting an
organization. Large sweeps of offenders by local police bring in an overwhelming intake
overnight in the facility. This large intake puts great levels of stress on the facilities in terms
of the officer’s numbers and funds. Prosecutors may also make prosecution of certain cases a
priority. It leads to increases in the number of inmates in the facility in a short time, in turn
impacting its limited resources.
When offenders violate the terms of their probation or parole, they are surrendered
back to the facility. When probation officials do a large no of surrenders, it impacts bed
space, classification, and safety of the facility. Courts have the power to dictate how a facility
does business. Courts also rule on cases filed by offenders, advocacy groups, and family
members. Medical care issues, legal care issues, and confinement conditions are the basis of
most of these cases. These suits bring change to the facility in terms of the policy, which in
turn impacts the facilities budget. The courts can also have a positive effect on the facility. In
cases of overcrowding, the court may order the release of inmates to ensure that the living
condition in the facility meets constitutional regulation. Through the regular training to
ensure security standards are met shows that the facility is working toward maximizing its
strength. The structure of the management and the availability of an internal office to handle
cases of complaints among officers plays to the strength of the facilities.
Conclusion
Although the facility has a shortfall in the assimilation of new technology and
discipline among a few officers, I would say the organization has maximized its strengths. On
the issues pertaining to external factors, the facility is facing challenges, and threats are not
effectively minimized. To mitigate this, the facility has to work more closely with courts, law
4
SWOT ANALYSIS
enforcement, and prosecutors to address issues of overcrowding and strain on the facilities
budget (Surhone, Timpledon and Marseken, 2014).
Reference
Sorsby, A. (n.d) SWOT Analysis. Morrisville, NC: Lulu.com.
Snelling, J. (2014). The Influence of the SWOT Analysis in Organizational Development
Strategic Planning. Munich, Germany: GRIN Verlag.
Surhone, L. M., Timpledon, M. T., & Marseken, S. F. (2014). SWOT Analysis. Beta script
Publishing.
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