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

Florida Department of Corrections
Michael D. Crews, Secretary

Imperative VII: Optimize Organizational Performance

As the third largest state corrections system in the nation and the largest agency in the state, the Department’s vision is to serve as a world model of organizational performance excellence and innovative correctional practices. The Department realizes this vision through the cultivation of a servant-leadership culture and process improvements that continuously support Departmental operations while promoting good stewardship of the state’s human, financial and facility resources. This imperative focuses on issues relating to the agency’s fundamental commitment to people, processes and products as well as the leveraging of technology and innovation to achieve optimum performance.

Goal 1: Promote effective and innovative correctional practices

Key Performance Indicators:

  1. Establishment of a cross-functional agency Planning and Innovations Advisory Team (PIT)
  2. Publish an organizational performance excellence and innovations plan

Strategic Objectives:

  1. By July 1, 2010, appoint a cross-functional Planning and Innovations Team (PIT) to review and recommend the feasibility of proposals for agency advancement.
  2. By October 1, 2010, approve and publish the agency organizational performance excellence and innovations plan.

Goal 2: Develop effective communication tactics with Department staff and the public

Key Performance Indicators:

  1. Quality of agency communications
  2. Survey results of employee knowledge on agency issues, policies and practices
  3. Survey results of public knowledge on the agency’s mission, issues and practices

Strategic Objectives:

  1. By September 1, 2010, approve and publish an agency communications plan.
  2. By July 1, 2011, and annually thereafter, increase employee knowledge of agency issues, policies, and practices from established 2010 baselines as measured by staff developed survey tools that are administered by executive leadership substantive areas.
  3. By July 1, 2011 and annually thereafter, increase public knowledge on the agency’s mission and practices from established 2010 baselines as measured by staff developed survey tools that are administered by executive leadership substantive areas.

Goal 3: Improve agency operations through innovations and the use of technology advancements

Key Performance Indicators:

  1. Published agency innovations and technology advancement plan
  2. Number of results-oriented operational changes using innovation and technology as strategies
  3. Employee education on efficient use of computer and other technology tools
  4. Employee education on innovation and strategic thinking, application and processes

Strategic Objectives:

  1. By January 1, 2011, approve and publish an agency technology and innovations plan.
  2. By August 30, 2010, identify current uses of technology and other innovations implemented to increase agency effectiveness and efficiency, recommend future innovative strategies to improve agency processes and practices, and report findings to the Executive Leadership Team.
  3. By August 31, 2010, develop an agency-wide computer and technology tools educational training program designed to increase productivity and effectiveness.
  4. By January 1, 2011, implement educational course offerings on innovative and strategic thinking, application and processes.

Goal 4: Develop results-based partnerships to accomplish the Departmentís mission

Key Performance Indicators:

  1. Quality of partnership and resource development strategy
  2. Number of services and funding received through inter-agency and other partnerships statewide

Strategic Objectives:

  1. By January 1, 2011, publish an agency partnership and resource development plan to strategically address agency priority needs.
  2. Annually increase the number of statewide services and funding received through inter-agency, community, and other partnerships in designated categories (e.g., reentry, inmate programs) above the 2009 established baselines.