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

Florida Department of Corrections
Timothy H. Cannon, Interim Secretary

Goal 2-6: To find and initiate partnerships with public or private agencies/organizations that will further fulfillment of the department's mission.

Key indicators in assessing progress toward Goal 2-6:

(Baselines indicated in parentheses)

 

  1. Number of mutually beneficial partnerships and consortiums with educational or vocational institutions and public/private organizations. (95/96: 6)

  2. Alliances and collaborations with communities, public and private sector organizations. (1995: 222)


Condition Descriptions, Objectives and Strategies

Participation in Partnerships

The department has traditionally forged partnerships with other entities, many of them through its Dialogues and Linkages Program initiated in 1993. The program is founded upon the department's belief that there is more involved in achieving safety and quality of life in our communities than simply building more prison beds. Of equal importance is reducing the number of initial entries into the correctional system and significantly reducing high rates of recidivism. In January 1995 there were 222 partnership agreements with public and private organizations, many of which operated at multiple locations.18

Number of Community Based
Partnership Contracts by Modality
(July 1, 1995 - June 30, 1996)
Thumnail of Chart (Number of Based Partnership Contracts by Modality)
Chart 2-8. Click for larger view.
Getting the most from these partnerships is important to the progressive development of the department. For this reason evaluation criteria for all existing partnerships are being developed to assess their value and improve their worth. All partnerships will be evaluated against six major success factors: environment, membership characteristics, process/structure, communication, purpose, and resources. As the department collaborates on new partnerships and agreements, the six factors will be components of a unique review process employed to assure the new alliances will meet their stated goals. Additionally, the department's new organizational realignment facilitates effective development of community partnerships, necessary to accomplish the community correction aspects of its mission. This initiative is spearheaded by the department's probation and parole services operations throughout the state. Its implementation strengthens relationships between private and public entities targeting crime prevention. Ongoing and planned initiatives to be pursued with local communities include crime reduction, community enhancement, school and work improvement opportunities. Chart 2-8 illustrates the progress made involving probation and parole contracted partnerships.19

Objective 2-6.1

By June 30, 2002, 100% of the department's partnerships will produce results stated in the individual partnership agreements and meet the criteria established in the department's partnership directive and local agreements.

(Work, Training and Restitution Program)

Projection Table
Pending development of evaluative system

Strategies:

  1. Evaluate all formal statewide and local partnerships for quality and production of intended results. Lead Org. Unit: Executive Services.
  2. Promote the utilization of citizen volunteers and the establishment of community partnerships with state and local organizations. Lead Org. Unit: Education and Job Training; Other Org. Unit: Executive Services
  3. Develop additional funding sources for community-based prison diversion programs for low risk offenders and increase the number of probation and parole prison diversionary beds. Lead Org. Unit: Community Corrections; Other Org. Units: Executive Services, Administrative Services.
  4. Strengthen the relationship with the Department of Elder Affairs and other community agencies providing services for the elderly. Lead Org. Unit: Security and Institutional Management
  5. Develop partnerships that will increase program offerings at youthful offender institutions and strengthen program treatment opportunities for offenders under community supervision. Lead Org. Units: Security and Institutional Management, Community Corrections
  6. Reduce substance abuse dependency of the supervised population through the utilization of community resources, partnerships and provider contracts. Lead Org. Units: Community Corrections, Education and Job Training
  7. Support the expansion of religious programming through the cooperative efforts of local churches and religious organizations. Lead Org. Unit: Security and Institutional Management.
  8. Expand the Partners In Excellence Program statewide. Lead Org. Unit: Education and Job Training.
  9. Develop plans in each region to work with local school boards in an effort to reduce dropouts for at-risk youth. Lead Org. Unit: Regions
  10. Strengthen services to families of incarcerated parents through programs such as Even Start, Girl Scouts, and parent education classes and family counseling. Lead Org. Units: Security and Institutional Management; Education and Job Training
  11. Facilitate student internship and part-time student employment programs in each of the five regions of the Department. Lead Org. Unit: Executive Services; Other Org. Units: Security and Institutional Management; Regions
  12. Increase the quality of the department's Probation and Restitution Center's program and provide additional offender services through local partnerships. Lead Org. Unit: Community Corrections
  13. Initiate, encourage, and support the establishment of "drug courts" in all judicial circuit as a means of diverting offenders from county jail and prison beds and an opportunity to deal directly with their substance abuse problem while under community supervision. Lead Org. Unit: Community Corrections
  14. Improve partnerships and coalitions with other criminal justice agencies to foster public safety. Lead Org. Unit: Community Corrections
  15. Develop linkage with Job Training Partnership Act, Wagner Piser and apprenticeship programs to enhance inmate employment opportunities. Lead Org. Unit: Community Corrections; Other Org. Unit: Education and Job Training.
  16. Strengthen the relationship with the Division of Vocational/Rehabilitation, providing services for the disabled and special education inmates. Lead Org. Unit: Education and Job Training; Other Org. Unit: Community Corrections.
  17. Expand the use of Volunteers in Service to America (VISTA) as volunteer service coordinators in the correctional system. Lead Org. Unit: Security and Institutional Management; Other Org. Unit: Community Corrections.
  18. Enhance inmate employment opportunities for paid employment. Lead Org. Unit: Community Corrections; Other Org. Unit: Administrative Services

Objective 2-6.2

By June 30, 2000, increase mutually beneficial partnerships with educational and vocational training institutions and other public and private organizations by 50% above the baseline number of 6 partnerships in effect on June 30, 1996.

(Health Services Program)

Projection Table
FY 98
7
(16.7%)
FY 99
8
(33.3%)
FY 2000
8
(50%)

Strategies:

  1. Determine national best practice benchmarks for identified functions of department operations. Lead Org. Unit: Executive Services
  2. Facilitate the establishment of a national corrections partnership program information exchange network. Lead Org. Unit: Executive Services; Other Org. Units: Education and Job Training

Objective 2-6.3

By June 30, 1999, achieve quality and cost benefits for health services to inmates by evaluating 100% of Health Services partnership initiatives.

(Health Services Program)

Projection Table
Ongoing evaluative system

Strategies:

  1. Define and develop criteria for successful health service partnerships. Lead Org. Unit: Health Services
  2. Identify, establish and evaluate potential new partnerships based upon criteria. Lead Org. Unit: Health Services