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

Florida Department of Corrections
Timothy H. Cannon, Interim Secretary

Executive Services

Correctional Quality Managerial Leadership

Correctional Quality Managerial Leadership is the department's continuous quality improvement program. It embodies the philosophy that to be successful in corrections there must be a merging of leadership and management. Management is a science and involves mastering routines to achieve efficiencies. Leadership equates to vision and judgment to achieve effectiveness.

Under the direction of the Secretary and the Executive Leadership Committee, the Statewide Quality team has the mission to ensure continuous improvement through quality initiatives and to promote and champion a quality culture throughout the department. The team membership includes each Director of Regional Executive Services and the team leader from the Central Office Quality Team. Each institution, circuit and Central Office bureau has a quality team responsible for quality initiatives and the quality culture within their respective work units.

Plan, Identify, Develop, Solve (PIDS): This is the process analysis system for Correctional Quality Managerial Leadership, created by Bureau Chief Bill Bales in the Bureau of Research and Data Analysis. The department uses PIDS to aid in making decisions based on a systematic examination of current processes, the identification and collection of pertinent data relative to the process, the presentation of the data in an informative manner, analysis of causes, and the evaluation of corrective action taken.

STEP 1: Identify and state the issue

STEP 2: Create a team

STEP 3: Establish a work plan for the team

STEP 4: Summarize the current situation

STEP 5: Identify, collect, analyze and present data as information

STEP 6: Analyze causes affecting the issue

STEP 7: Establish objectives and target timelines for improvement

STEP 8: Develop and implement corrective action

STEP 9: Measure effectiveness of corrective action

STEP 10: Summarize the change in outcome

Best Practices

The department's Best Practices process is an internal benchmarking procedure that provides for the sharing of information with staff in an effort to improve productivity, reduce the cost of operations, and ultimately reduce cost to our stake holders, the taxpayers of the state of Florida.

STEP 1: An idea is born. Any individual, work unit or team can make a recommendation to the appropriate authority for process improvement.

STEP 2: The idea is worked through PIDS or some other form of process analysis.

STEP 3: The results of Step 2 are reviewed and evaluated by local quality teams for the application of quality management tools and principles.

STEP 4: The results of Step 3 are reviewed by the Regional Leadership committee or the Central Office Quality Team for appropriate action, which may include piloting the project, requesting additional analysis, termination of the project or submission to the Executive Leadership Committee.

STEP 5: The Secretary and the Executive Leadership Committee may implement the project statewide, request additional analysis or terminate the project.

STEP 6: The application and progress of implementation of Best Practices projects are reported in the Regional or Assistant Secretary's Quarterly report.

STEP 7: The Office of Executive Development assimilates and maintains a Best Practices file for inquiry and research by department staff and other interested parties.

The Bureau of Executive Services will maintain a repository of Best Practices information for review and research. Eventually, the information will be available on the department's Best Practices web page.


Examples of Best Practices

Region I

Apalachee Correctional Institution: (Reduction of radio repair costs) Many radio repairs were caused by simple battery problems and the repair costs were extensive. A battery maintenance system was purchased that allowed for the analysis and reconditioning of the battery. Cost savings over a period of 16 months totaled $3,540.90 for Apalachee Correctional Institution.

Circuit 14, Panama City: (Reduction in postage costs) An increase in the use of electronic mail and frequent mail courier runs between field offices resulted in a 23 percent savings in postage costs during a six-month period.

Region II

Many Florida inmates participate in recycling  programs.

Many Florida inmates, such as these two at Jefferson CI, participate in recycling programs.

North Florida Reception Center: (Reduction in overall landfill expenses) Inmate labor was used to thoroughly search for items that could be recycled and or that were still operable. During a one-week period, NFRC saved $572.70.

Jacksonville Probation and Restitution Center: (Reduction in expense of operating center) A cost analysis was done to determine the operating costs versus the occupancy rate of the center. The analysis suggested that privatization of the center might be more cost-effective. The per diem cost per resident for the department was $59.28. The Salvation Army proposed a contract per diem cost of $32.00. A contract between the department and the Salvation Army was implemented.

Region III

Central Florida Reception Center: (Reduction in cost and workload associated with MRI and EEG procedures for inmates) A contract between the institution and local healthcare providers will result in projected cost savings for the first full year of $71,500. This particular Best Practice won first place in the Sterling Region III Showcase competition.

Community Corrections: (Reduction in cost of training Correctional Probation Officers) The cost to the department for training a CPO was approximately $14,000. An agreement was made with Seminole Community College to provide qualified applicants with training prior to employment. Since its inception, this method of training has saved the department over $892,000.

Region IV

Martin Correctional Institution: (Reduction in number of attempted suicides using psychotropic medications.) The conversion of all psychotropic medication from a pill to a liquid resulted in a decrease in the number of attempted suicides and cost savings of $130,000 in a six-month period following the medication conversion.

Circuit 15, West Palm Beach: (Organized multi-agency child alert response team) In cooperation with local law enforcement agencies, a Probation and Parole child response team was organized to assist in the search for missing children.

Region V

Avon Park Correctional Institution: (Increased farm productivity) An improved irrigation system resulted in an increase of 286,120 pounds of produce.

Circuit 06, St. Petersburg: (Improved accuracy of sentencing guidelines score sheets) A Correctional Action Team identified the specific problems causing errors in guidelines score sheets and implemented changes. As a result, the error rate has dropped below 10 percent.