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Rick Scott, Governor
Florida Department of Corrections, Secretary Michael D. Crews

Florida Department of Corrections
Michael D. Crews, Secretary

Executive Services

Bureau of Executive Development

Katherine Pennington
Bureau Chief
(904) 922-8596
SUNCOM 292-8596

The Bureau of Executive Development is responsible for coordinating, developing and implementing the department's strategic and operational plans. The bureau directs the Correctional Quality Managerial Leadership (CQML) initiatives of the department. Among these initiatives are the identification, demonstration and introduction of feasible "best practices" where appropriate throughout the state correctional system. Finally, the bureau is responsible for the Grants Development and Assistance program, which develops partnerships with academic institutions, other governmental agencies at the federal, state and local levels, and in the private sector.

  • Published the Agency Strategic Plan for the period 1996-2001 and the Annual Progress Assessment.
  • Monitored/administered the Work Force Research Grant under a National Institute of Justice (NIJ) program.
  • Provided technical assistance to DC units regarding:
    • The Evaluation of Residential Substance Abuse Treatment for State Prisoners Grant (NIJ);
    • Corrections Technology Development Grant (NIJ);
    • The Music Therapy component of the Drug Abuse Treatment Grant (NIDA);
  • Coordinated CQML coordinator's conferences,
  • Developed and coordinated two satellite broadcast programs related to CQML, one concerning communication and the other on the use of statistical tools in process analysis.

Strategic and Operational Planning:

Seven critical issue teams consisting of central office staff, augmented by Corrections Action Teams formed in each region annually develop draft revisions to the Agency Strategic plan (ASP) . The final plan is published after review and approval by executive management and the Office of the Governor. In keeping with the department's quality management initiative calling for maximum feasible employee participation, about ninety employees are annually involved in revisions to the plan. The seven priority issues of previous plans were reordered into a priority ranking effective with the 1996 publication. The new priority order is:

  1. Public Safety
  2. Offender Programs
  3. Financial Resources
  4. Productivity
  5. Partnerships
  6. Public Communications
  7. Technology

Emphasis is consistently placed on improving condition descriptions, those segments of the ASP that describe the current and future situation regarding the issue area. The Department continues to make them more data-driven and focused on future projections. Likewise, Strategic Plan objectives are studied and modified to make them more outcome oriented and measurable.

The Department continues to move forward in operational planning, i.e. that level of planning that sets forth the action steps necessary to accomplish strategic plan strategies. A policy and procedures directive has been promulgated that provides specific guidance on accomplishing this level of planning. The implementation of operational plans department-wide remains the ultimate goal of this effort.