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

Florida Department of Corrections
Michael D. Crews, Secretary

Executive Summary

Issue 1: Acquiring Supplemental Resources for Department Programs

GOAL: By June 30, 2003, increase the total dollar amount received from all funding sources except general revenue and trust fund sources by 10% above the baseline total of June 1997.

The Department of Corrections is the fourth largest prison system in the nation. It consistently faces the challenge of acquiring resources necessary to carry out its mission. A significant gap exists between the funding of Agency Strategic Plan strategies and the actual funding provided by the Legislature. It is essential for the department to identify and gain access to as many external funding sources as possible.

Objective: Fund 75% of strategic plan strategies requiring additional resources beyond those appropriated by alternative funding sources.

  • Identify unfunded needs and additional funding sources
  • Obtain funding to meet the determined needs
Objective: Fund 25% of the strategic plan strategies requiring additional resources beyond those appropriated through the activities of the Direct Support Organization.
  • Determine departments unfunded program needs
  • Conduct fund raising activities

Issue 2: Increasing Productivity through Application of Continuous Quality Improvement Principles

GOAL: By June 30, 2003 improve the productivity of the department through the application of continuous quality improvement techniques that reduce cycle time and / or costs determined for core process by 10%.

The department's primary aim is the application of quality management to establish the efficient and effective use of tax dollars. As a strategic issue, productivity is the relationship between the value of a product or service to an organization's stakeholders and its cost. Correctional Quality Managerial Leadership (CQML) is the philosophy developed in the department to facilitate the cultural changes necessary to fulfill our mission. CQML can have a positive influence to improve employee recruitment and retention. The use of technology for program delivery and staff development is a powerful medium for quality training. CQML process analysis principles increase productivity in many areas of operation.

Objective: Establish a culture based on CQML principles that will increase productivity by 3% per year.

  • Determine DC core processes
  • Evaluate core processes and operating programs
  • Expand staff understanding of CQML
  • Benchmark internal and external processes
  • Adopt Sterling Challenge criteria
Objective: Increase the employee retention rate by 10% department wide and in each occupational group.
  • Analyze reasons for employee turnover
  • Mediate employee problems/conflicts
  • Reduce stress in the workplace
Objective: Increase by 50% the number of employee training opportunities using distance learning.
  • Increase the Corrections Distance Learning Network (CDLN) staff training program offerings.
  • Increase use of video conferencing technology
Objective: Improve job performance by 10% through applied technology.
  • Install local area networks at major institutions, circuits and regional offices.
  • Create the internal capacity to develop and deliver training through technology.

Issue 3: Developing Partnerships with Public and Private Agencies to Further the Department's Mission

GOAL: Partnership contracts / agreements with public and private organizations will meet the department's six main evaluation factors.

As the department prepares for the 21st century an important component of our mission fulfillment is the development of partnerships with public and private organizations. The department is developing six criteria to use to evaluate potential and existing partnerships. These include:

  • Environment
  • Membership characteristics
  • Process/structure
  • Communication
  • Purpose
  • Resources
Partnerships with law enforcement agencies and courts are important because they share our mission in public safety. The department's programs of dialogues and linkages provide access to educational and other resources. Also, health service partnerships can reduce costs as well as improve the quality of medical services available to incarcerated offenders.

Objective: The department's partnerships will produce results stated in partnership agreements and meet the department's evaluative criteria.

  • Evaluate all existing statewide and local partnerships and establish new partnerships
  • Strengthen relationships with service providers to the elderly
  • Develop partnerships to serve youthful offenders, offenders under community supervision and supervised offenders in need of substance abuse treatment
  • Expand Partners in Excellence Program
  • Develop partnerships to serve at - risk youth through local school boards and to serve families of incarcerated parents
  • Support establishments of "drug courts"
Objective: Strengthen partnerships with police and other criminal justice agencies that result in timely, accurate reports that assist in crime prevention and control.
  • Determine the information needed by other agencies
  • Develop automated formats to deliver information
Objective: Strengthen partnerships with prosecutors, judges and court administrators to produce timely, accurate, and complete sentencing guidelines scoresheets.
  • Improve prior record collection processes.
  • Improve the referral process for preparation of sentencing guidelines scoresheets.
  • Annually measure satisfaction of users of sentencing guideline scoresheets.
Objective: Increase mutually beneficial partnerships with educational and vocational training institutions and other public and private organizations.
  • Evaluate continuation or termination of existing partnerships
  • Establish partnership training and communications network
  • Establish a national correctional partnership program information exchange network
  • Expand dialogues and linkages network.
Objective: Identify, coordinate, develop, implement and evaluate 100% of the Health Services partnership initiatives.
  • Develop partnerships meeting established criteria.

Issue 4: Establishing Effective Communication With Department Staff and the Public

GOAL: By June 30, 2003, increase incrementally each year the percentage of department staff, news media representatives and general public survey respondents reporting an accurate knowledge of the department's role and mission to 80% as determined by responses on objective survey questions.

Improving the public's understanding of the dynamics of corrections is considered by management to be a critical priority. The perception of the agency's role and scope held by the general public as well as other criminal justice agencies does not reflect a true understanding of department responsibilities. A survey conducted by the University of Florida indicated that the public is misinformed about a number of correctional issues.

Often, the department's communication with the public is initiated through the media. Negative events (e.g. a disturbance, an escape, etc.) capture most media attention. These accounts tend to foster public misconceptions about the department and its functions. Another important aspect of communication with external groups is the awareness of department employees concerning the priority issues and objectives of the agency. Keeping all staff, attuned to the priority efforts of the department is of strategic significance in better informing the public. By proactively communicating the many positive effects the department has on community safety and quality of life, public support for effective criminal justice programs can be improved.

Objective: Increase internal target groups' knowledge of agency issues, policies, and practices.

  • Improve staff's ability to understand and communicate pertinent issues and facts about the Department.
  • Reassess the level of knowledge of correctional issues, policies, and practices possessed by staff.
  • Reassess the image of the department held by internal target groups.
Objective: Increase external target groups' knowledge of agency issues, policies, and practices.
  • Improve each external target group's ability to understand and communicate pertinent issues and facts about the department.
  • Reassess the level of knowledge of correctional issues, policies and practices possessed by external target groups
  • Reassess the image of the department held by external target groups.

Issue 5: Using Technology Efficiently and Effectively to Improve Timeliness and Accuracy of Department Administration.

GOAL: The department's technology based operations and business processes, as measured by reduction in retrieval and response time, will operate below the baseline level of 1.5 seconds on average in 1997.

The accurate, timely processing of offender release dates, revocation rates and disciplinary records is necessary for informed policy decisions to be made in criminal justice agencies. The department's information technology strategy provides a long range vision of the major technology issues that support the business processes of the agency. The emphasis in the Strategic Management Plan is on the agency's business needs and ensuring an adequate technology infrastructure to meet those needs. See Appendix 7, Department of Corrections Agency Strategic Plan (ASP) 1998-2003 for description of the integration of information technology relative to critical issues in the ASP.

For the past several years, the department's previously aggressive office automation initiative has been severely set back due to lack of appropriations during the state's fiscal crisis. This has lead to a critical unmet need to replace end-of-life, just plain worn out, or severely overloaded minicomputers and workstations currently supporting office automation. Moving away from minicomputer based office automation and toward a client server based platform offers the department a modern, less expensive, more flexible solution.

The Offender Based Information System (OBIS), the department's bread and butter offender data base system, supports the basic statewide operation of both major institutions and the probation and parole offices. The department's growth projections indicate the need for a mainframe capacity upgrade in the future. A shortage of programmer and analyst staff has resulted in a heavy backlog of pending maintenance and enhancement requests. The backlog of OBIS change requests is just one indication of a technology support function that is still grossly understaffed when compared with other state agencies of like size and scope.

Objective: Increase the information retrieval capabilities by providing the hardware, software and network infrastructure necessary for improved access at all department sites.

  • Enhance the operations of the Corrections Data Center in order to provide support on a twenty-four a day, seven days a week basis.
  • Provide upgrades to the central processor and other peripheral equipment at the Corrections Data Center over the next five years
  • Install client server LAN based system connections at all department sites.
  • Install appropriate computer equipment and systems in each new facility as it is constructed.
  • Provide upgrades to existing LAN and client server systems over the next five years
  • Add additional statewide area data circuits with sufficient speed and capacity to match the department's growth.,
  • Obtain cost effective hardware maintenance and repair services for department computer equipment.
  • Acquire workstations for every staff member who has a legitimate need for one.
  • Update old, worn-out and obsolete equipment with updated models.
  • Provide access to applications at other sites, including statewide systems, other criminal justice sites and other state, local, and federal government sites.
Objective: Obtain the technology support staff levels, create an organization structure and implement policies and procedures that will produce a measurable increase in effectiveness.
  • Obtain legislative approval for additional central office and field information systems support staff.
Objective: Implement all needed hardware and software changes to successfully move into the year 2000 and the new millennium.
  • Obtain necessary hardware replacements and upgrades to ensure all processors are year 2000 compliant.
  • Complete all software maintenance to department applications to correctly process dates into the next century.
  • Ensure all systems software running on the Corrections Data Center mainframe processor and all processors at distributed sites are year 2000 compliant.

    Increased Use of Information Technology and Innovations:

    The use of imaging technology, mobile communications, client server LAN based systems, kiosk-style reporting stations in probation offices, payments from offenders by electronic charge or debit cards all represent new technology concepts that can be used to increase the department's productivity and efficiency. The department also faces a growing demand for Internet-related capabilities, both in terms of information available through the Worldwide Web and in terms of leveraging Internet functions (e-mail, web browsing, etc.) for employees This growth emphasizes even more the lack of infrastructure to support current technologies that exists in many areas of the department.

Objective: Accomplish application support system projects described in strategies.
  • Provide timely, responsive support to the Parole Commission .
  • Provide timely response to requested changes and improvements to the department's basic support software systems.
  • Secure out-sourced technology consultant and programming support to augment MIS staff
  • Provide top management with high-level critical information on a daily basis.
  • Improve the computer assisted Sentencing Guidelines module of the Offender Information System..
  • Convert all community facilities from the mainframe inmate banking system to cashless canteen and inmate bank. systems.
Objective: Contribute to improved administration of criminal justice by implementing all approved information technology projects.
  • Establish an automated food services system, that aids in production planning and provides communication and information flow .
  • Expand the amount and quality of information on the department's worldwide web site.
  • Develop and implement, a controlled-access Intranet system.
  • Develop and implement, a comprehensive public information web site with online documents.