Ohios Department Mismanagement - Term Paper Example

 Introduction Ohio’s department of correction is currently plagued with the issues and problems pertaining to mismanagement and has generated negative publicity that has tarnished the reputation of the department itself and has severely affected the leadership of the governor too. The governor seeks for new leader that will address strategically these problems. He read and heard about my professional and administrative skills in correction management as evidenced by my past employment as a correctional officer, Captain, Warden and director of the department of correction in another state. The governor also noted my educational degrees from the school of criminal justice of DeVry University. The governor noted as well the various professional seminars and programs I have attended on a state and national level. Believing that my educational background, skills and status demonstrate the necessary competence to lead the department, the governor, without hesitation, offered the opportunity to employ me as the new Secretary of the Department of Correction. If I would accept the appointment, the opportunity brought with it responsibilities as head in the operation management of 26 major institutions, 30 road camps, 23 halfway house facilities, and 3,000 correctional employees. The prison population consists of 9,200 prisoners of mixed ethnicity and gender. I will be salaried in six figures and will have a central office with five staff assistant directors and a hundred of employees. As supposed secretary of the department, I am also tasked to delve into alleged issues of nepotism, mistreatment of prisoners antiquated correctional facilities that do not meet ACA accreditation standard, including the dissatisfaction of employees on the insufficiency of revenue of new correctional officers or employees. This paper will therefor explicate my plan of action to address all problems in the department including the plan on providing incentive for existing personnel, as well as, how to negotiate with the union in order to avoid an employee strike. Lastly, I will also address the order priority on how to address management issues. Conduct of organization capacity assessment The first subject that I will tackle, if I will assume the receive and assume the roles embedded in the appointment, is to conduct a comprehensive organizational capacity assessment which will be participated by staffs and heads of 26 major institutions, 30 road camps, 23 halfway house facilities, and 3,000 correctional employees. The organizational capacity assessment will be undertaken in a summit format where they will be subjected to a thorough assessment, evaluation and appraisal of their performances (Rootchange.org, 2009). The latter will be delved in a workshop-type to determine the root causes of the problems of the department, to determine the organizational strength, weaknesses, opportunities and threats (Rootchange.org, 2009). The result of evaluation will be gauged on the vision, mission, goals (VMG), programs and standards of the organization’s performance to determine if these remained consistent to the VMG and to internal organizational policies (Rootchange.org, 2009). It will also generate recommendations that will be utilized in a strategic organizational planning as foundation for comprehensive changes that will be undertaken within the organization within the period of my office in the department (Rootchange.org, 2009). The organizational capacity assessment, as an instrument for participative and communicative forms of appraisal, allows the reflection of the cyclical nature of organizational development as well as imposes the need to sustainably review assessment results and action plans to make them as strategic tools for organization's change strategy (Rootchange.org, 2009). This systematic, logical and simplified method or organizational evaluation will become the empirical bases in catalysing changes and allow all stakeholders to identify solutions for effective and positive results (Rootchange.org, 2009). And, as organization can be re-administered periodically, the department can track their progress in achieving goals; in valuing the capacity; in strengthening inputs, results, and outcomes; and, adjust action plans to ascertain that these are systematic, measurable, attainable, reasonable, and time-bound (SMART) (Rootchange.org, 2009). With the use of organizational capacity assessment, I will be able to determine the programs and action plans and ascertain that these are consistent to the vision, mission, and goals of the organization. The human resources and their respective skills, expertise, educational qualifications will also be subjected for thorough review. This will be the reasonable way to rid nepotism under the department (Rootchange.org, 2009). Human resources will be hire or renewed (of their contract), and evaluated on their performance on the bases of their skills and competence to complete their tasks to meet targeted result under their matrixes of work plans (Guest & Conway, 1997). Hence, employees evaluation will be performance-based and such assessment will be based or inspired on organizational learning and accountability; effectiveness and impacts of programs and services; complementation of strategic plans; and in increasing organizational efficiency (Harrison, 1997). The result of this comprehensive evaluation will be submitted to the office of the governor and to other stakeholders of the department of corrections including the plans of actions as the official strategic action plan under my term of office. Developing standard rules on human resource management Under my direction, a comprehensive rules and standards will be developed for human resource management. These standards will be utilized using established internal framework and systems that will regulate the conduct of employees and members, including the manner on how decisions are made and how stakeholders interact within the environ of business operations (Salman, Arnesson & Shukur, 2009). Under these standards, the employees and the administration under this department will be subject to roles, rules, responsibilities and accountabilities that aim at protecting the interest of the department, the workers, stakeholders and the interests of the government in the establishment of the Department of Corrections. The policies that will be set would be consistent to the existing provisions of the labour code and labour relations (Gan & Kleiner, 2005). The human resource policy will contain the aims and goals of this department; statement of responsibilities of employees; the employment standard practices and hiring rules; policies on leaves and absences; the provisions on the termination of employees and its causes; the conditions of employments (which will cover works statuses or schedules; standard of conduct, matters pertaining to conflict of interests and personal records of employees); rules on benefit and compensation; and policies in the workplaces to ensure health and safety of workers (Gan & Kleiner, 2005). All of these will be made consistent to civil rights laws, regulations and executive orders of the state and of the country. The working hours will also be defined in accordance to labour policy of the country including the rights and privileges of the employees (Gan & Kleiner, 2005). Notices in workplaces will be strictly adhered too in the workplace as part of maintaining open communication with all stakeholders (Gan & Kleiner, 2005). Regular meetings and periodic evaluations will be conducted too to gather issues, updates and concerns from the entire bureaucracy (Gan & Kleiner, 2005). This way, immediate problems will be addressed and issues are provided with appropriate remedies. The processes identified in these human resource standards are expected to eliminate patronage and nepotism in the bureaucracy and is expected to increase the performance rate of the employees. Improving the state of the correctional facilities As the organizational capacity assessment will certainly generate evidences of the statuses and problems of the correctional facilities, the recommendations cited by stakeholders in 30 road camps and 23 halfway house facilities will be crucially evaluated which of these camps and facilities require dire improvements and infrastructural supports. Representatives and leaders of these offices will be required to come up with designs and plans how these camps and facilities will be improved to ensure that those persons detained will also live a human condition while serving their sentences or while they are undergoing reformations (Grant, 1991). Details about the number of inmates and their situation within the facilities will be assessed too to determine their conditions. The department will welcome an independent evaluation standards used by the American Correction Accreditation (ACA) in determining the facility's strengths and weaknesses; determining the obtainable goals; the implementation of policies and procedures; enforcement of specific guidelines for daily operations; aiding defence of frivolous lawsuits; increasing community support for detained and persons undergoing rehabilitation; and professionalism of workers and maintaining their morale in the delivery services (American Correctional Association. 2013).  The ACA has also its standard national “benchmark for the effective operation of correctional systems throughout the United States and are necessary to ensure that correctional facilities are operated professionally (American Correctional Association. 2013, p. 1).” They address services, programs and operations essential to good correctional management which cover “administrative and fiscal controls, staff training and development, physical plant, safety and emergency procedures, sanitation, food service, and rules and discipline (American Correctional Association, 2013, p. 1).” Its standard also includes “practical, up-to-date policies and procedures that safeguard the life, health and safety of staff and offenders (American Correctional Association. 2013, p. 1)” Adhering to independent accreditation process of verification of correctional agencies/facilities will ensure compliance to national standards established by the American Correctional Association (American Correctional Association, 2013). This accreditation is attained and undertaken using series of reviews, evaluations, audits and hearings (American Correctional Association, 2013). It also delve into the management system of the correctional but under my management, standard process will be enforced while maintaining flexibility to distinct condition in each of the correctional facility (American Correctional Association, 2013). It must also be endeavoured that the correctional management will also improve its monitoring of in-mates and their activities using surveillance cameras that will be mounted in strategic areas of the facility (Drucker, 1955 & Gannon, 1995). This way, observing and documenting the behaviours of inmates can be done well specially in caring for the juveniles or those minors undergoing reformation (Drucker, 1955 & Gannon, 1995). In case there are recommendations for infrastructural improvement of the facilities, these will be planned, designed, and collaborated with government agencies and with the governor’s office to generate financial support to further the improvement of the facilities (Drucker, 1955 & Gannon, 1995). The management will also collaborate with departments of health and education to provide healthcare and social services for prisoners as well as alternative education for them to ensure that they will be able to maximize their free period in learning technical expertise or those that can assist in harnessing their personal values (Drucker, 1955 & Gannon, 1995). This will ensure that they will pass through integrated personal reform so that they can be reintegrated back in the community with better vision of their selves (Drucker, 1955 & Gannon, 1995). Acculturation of the values of diversity & administration Anent to my personal plan to instil transformational leadership and management in all facilities, my administration will harness the values of diversity and multi-ethnicity in all correctional facilities (Grant, 1991). This will facilitate better relations with the bureaucracy, among in-mates and with the parents or guardians of detained persons. Policy on maintaining non-discrimination based on race, national origin, color, creed, sex, economic status or political belief will be maintained and enforced diligently (Drucker, 1955). This administration will likewise work that policies are enforced fully and are observed diligently by the teams in each facility to maintain sanitation, discipline, safety, and security (Drucker, 1955; American Correctional Association, 2013). Each facility are mandated to maintain fiscal records that will transparently indicate the total operational cost of the facility based on generally accepted accounting principles (American Correctional Association, 2013). These records will include wages and salaries, food, and operating supplies. Each jail will also have written policies and procedures that will govern the facility’s operations which will be reviewed yearly and will be improved as necessary (American Correctional Association, 2013) such policies will be approved by the approved by the sheriff, chief, or warden and shall be made available to all employees. It must be consistent to the standard of the Department administrative rules and regulation. Strategic plans in dealing with emergencies such as escape, prisoner disturbances, assaults on employees, hostage taking, and emergency evacuation plans must be also laid and be considered as part of the operational manual of the facilities (American Correctional Association, 2013). The officers will undertake continuing education too to upgrade their skills and expertise in managing inmates and their peculiarities. Moreover, rules on visitation and list of articles or materials that will be allowed in the cell must be regulated strictly including the number of hours’ requirements under written policy allowing inmates to converse with their respective visitors (American Correctional Association, 2013). This policy will however depend on the classification of inmates. High risk inmates are of course, should be regulated and be held under close security management (American Correctional Association, 2013). Conversely, the young or minor inmates must also be separated from the influences of adult inmates and must be dealt with sensitively. Visitations should also be documented and good physical exercise should be accorded to them using additional living areas of the facilities (American Correctional Association, 2013). Erring inmates will be ruled on the bases of standard policies set by the penology and the same will determine the nature and extent of corrective action as form of discipline subject to limitations set by laws of Ohio (American Correctional Association, 2013). Moreover, each of these facilities must have collaborative plans with the department of health in regard to the need to deploy health authority that will manage and plan for the health care services of the inmates. This health authority could either be a physician or a health administrator or an agency. The services may include healthcare, dental, regular check-up, and the like. Quarterly report must be submitted by health officer with recommendations about what needs to be enhance in the facilities condition to ensure that inmates will still enjoy healthy environ (American Correctional Association, 2013). In case an inmate deserves treatment, standard requisites should be obtained with proper certification to do so (American Correctional Association, 2013). Records and credential of the physician must be submitted to the penology to determine his license and credentials (American Correctional Association, 2013). Priorities Under my administration, the priority will be comprehensive evaluation and assessment will be undertaken by the department to come up with empirical evidences as bases for strategic planning and development of workplans. Through these, target goals and desired results as well as outcomes will be logically determined for funding and resource allocations. The effective performance of the department and the attainment of desired outcomes within specified period (under my term of service) will only be obtained if the human resources under my administration will be performing their services and duties efficiently and effectively. Through this, the improvement of management and the bureaucracy’s system will follow logically. The performance of the staffs and employees will be standardized and patronage or nepotism are removed. Standard operating rules and administration within the penology will be observed and all those who will not be able to follow the internal mandates will be subject for termination or sanction under my administration. This is a bit stringent than what is required in working relations, but the enforcement of policies and rules is a must to correct and address the problems that plagued within the system. The operations and performances of all offices within my department will be based on merits and everyone, including my office, will be subject to the scrutiny of regular but fair evaluations and monitoring. Attaining all these plans require collaboration with other agencies, with the office of governor, with the Department of Justice, with legislators, with staff, employees and other agencies needed for the implementation of the plan. This administration will also rely on nurturing transformational leadership to ensure that managing changes will be undertaken collectively and in a manner where there is respect for open communication. References American Bar Association (2013). Standards on Treatment of Prisoners. ABA riminal Justice Section, Chicago, IL., US, http://www.americanbar.org/publications/criminal_justice_section_archive/crimjust_standards_treatmentprisoners.html Accessed: 9 January 2013. Rootchange.org (2009).Root Change’s Organizational Capacity Assessment: Facilitator’s Handbook, Washington, DC, pp. 3-27. American Correctional Association (2013). Standard and Accredition, Alexandria, VA. https://www.aca.org/standards/faq.asp#standards_differences Accessed: 9 January 2013. Drucker, P., (1955). The Practice of Management 2nd Ed, Heinemann, London. pp. 3-368. Gannon, M., (1995). Personal development planning, in The Performance Management Handbook, ed. M Walters, Institute of Personnel and Development, London. pp. 1-27. Grant, R.M. (1991) The resource-based theory of competitive advantage: implications for strategy formulation, California Management Review, 33(3), pp. 14-35. Gratton, L.(1999). Strategic Human Resource Management, Oxford University Press, Oxford, London, UK, pp. 1-10. Gan, M. & Kleiner, B., H. (2005). How to write Job Descriptions Effectively. Management Research News, vol. 28(8), pp. 48-54. Guest, D. E., and Conway, N., (1997). Employee Motivation and the Psychological Contract, Institute of Personnel and Development, London, pp. 1-12. Harrison, R., (1997). Employee Development, 2nd Edition, Institute of Personnel and Development, London, pp. 3-8. Salman, K. , Arnesson, L., & Shukur, G. (2009). Coach Succession and Team Performance: The Impact of Ability and Timing -- Swedish Ice Hockey Data. Journal of Quantitative Analysis in Sports, Berkeley Electronic Press, vol. 5(1), page 2. Read More