Skip navigation.
Home | About Us | Contact Us
Rick Scott, Governor
Florida Department of Corrections, Secretary Michael D. Crews

Florida Department of Corrections
Michael D. Crews, Secretary

Imperative VI: Cultivate a Servant-Leadership Organizational Culture that Sustains Professionalism and Leadership Succession at All Levels of the Agency

The Florida Department of Corrections is a dynamic public agency committed to its leadership role in public safety. As a criminal justice agency, long-term organizational performance excellence requires building healthy relationships and a system of performance-based organizational succession. Our focus is on cultivating a servant-leadership-centered culture that motivates employees to achieve their fullest potential professionally and personally. To sustain a vibrant servant-leadership community, agency leaders, supervisors, managers, and staff at all levels are expected to consistently model ethical conduct and instill core values and elements of correctional professionalism. To promote the growth of all employees, agency leadership will encourage educational advancement, community service and the ongoing recognition of employee success and contributions at all level of the organization. This mission-centered imperative focuses on building strong relationships with the premise that we are all leaders and contribute by leading at our level of service. The agency commits to the belief that our people are our greatest asset and their development as professionals and individuals are critical to organizational success.

Goal 1: Goal 1: Ensure a servant-leadership culture committed to the development and practice of nationally recognized correctional and criminal justice leadership skills and competencies agency-wide

Key Performance Indicators:

  1. Needs assessment and quality of agency leadership succession and professionalism
  2. Number of agency executive and senior level leaders completing recognized criminal justice and agency designated correctional leadership programs
  3. Number of agency managers and supervisors completing agency designated supervisory correctional leadership and succession programs
  4. Number of agency leadership succession and professionalism courses and programs implemented
  5. Number of agency staff completing designated leadership and professionalism courses and programs
  6. Number of staff completing voluntary and required leadership and professionalism courses and program

Strategic Objectives:

  1. By October 1, 2010, develop for approval, comprehensive performance-based leadership and professionalism needs assessment tools for all levels and categories of Department staff.
  2. By January 1, 2011, the executive leadership team will approve a performance-based leadership and professionalism development plan for statewide implementation.
  3. By July 1, 2011, all executive and designated levels of senior agency leaders will have completed recognized criminal justice, corrections or agency specific leadership programs
  4. By July 1, 2011, all agency staff in manager or supervisor level positions will have completed or be in the process of completing recognized criminal justice, corrections or agency specific supervisory leadership programs
  5. On an annual basis, increase the number of leadership and professionalism courses and programs available to Department employees statewide.
  6. By July 1, 2011, all correctional employees will have access to agency approved required and elective corrections specific leadership and professionalism courses and programs.

Goal 2: Develop and retain a diverse, well-trained and prepared workforce

Key Performance Indicators:

  1. Employee retention and turnover rates
  2. Multi-cultural and generational workforce
  3. Professional advancement of internal candidates
  4. Number of agency-wide cross-training program initiatives
  5. Development and implementation of an agency succession plan

Strategic Objectives:

  1. Increase employee retention and decrease turnover rates in all categories by 3 % annually from 2009 baselines
  2. By August 31, 2010, develop a multi-generational workforce and cultural diversity program to be implemented agency-wide.
  3. Increase promotion rates of internal candidates in all categories from the 2009 baseline.
  4. By January 1, 2011, produce guidelines for exemplary cross-training protocols within the parameters of the Department’s rules and procedures.
  5. By July 1, 2010, obtain approval for an agency-wide succession plan and implementation strategy from the Executive Leadership Team (ELT).

Goal 3: Ensure professional development opportunities, employee recognition and career advancement pathways for all agency employees

Key Performance Indicators:

  1. Number and type of employee recognitions and awards
  2. Number of innovative recommendations submitted by employees and adopted
  3. A staff development action plan, number of programs and courses addressing self- awareness and personal development including but not limited to grief and bereavement, stress awareness, anger management, and the prevention of domestic and workplace violence
  4. Number of staff development classes promoting educational development, career advancement and correctional career pathways for all employee levels
  5. Number of employee recognitions, acknowledgements and celebration events statewide

Strategic Objectives:

  1. By July 1, 2010, establish and implement a consistent process/procedure for internal and public recognition of employees for innovations, leadership, educational advancement, professional accomplishments and community service.
  2. By July 1, 2010, develop an action plan to promote educational development, career advancement and correctional career pathways for all employees.
  3. By July 1, 2010, develop a comprehensive staff development plan and a set of programs and courses to address self-awareness and personal development for all agency employees.
  4. By January 1, 2011, develop and implement statewide staff development programs to promote the agency’s commitment to educational development, career advancement and correctional career pathways for all employees (areas include but are not limited to grief and bereavement, stress awareness, anger management, and the prevention of domestic and workplace violence.
  5. Increase opportunities and celebration events for employee recognition, acknowledgements, and accomplishments annually.