CJ 550 Final Project Guidelines and Rubric

Overview
The final project for this course is the creation of an organizational assessment and recommendations report.

The study of organizational assessment and program evaluation is a growing subfield within the field of criminal justice. As professionals in criminal justice
systems are often faced with dynamic environments and high expectations of performance, citizens demand accountability, and politicians challenge the
effectiveness of current policies. Many criminal justice organizations are employing assessment or policy and planning personnel to assess their organization's
effectiveness in meeting their stated goals or mission. These skills in assessment are vital to the development of leadership roles in police agencies, corrections,
and the court system. Given the contemporary issues surrounding the police use of force, prison escapes and violence, and court personnel overstepping their
roles, the performance of criminal justice organizations has been questioned by the general public, government, and media. It is vital that professionals
continuously assess a criminal justice organization’s performance and ensure the organization is meeting the goals of its established mission statement in a
dynamic and changing landscape, to build effective public service organizations.

In the summative assessment, you will assess the performance of a subdivision of a criminal justice organization from the provided case scenario. You will begin
by examining the structure and mission of your selected criminal justice organization to identify the specific goals and responsibilities of the subdivisions in
relation to the performance of the overall organization. Next, you will select a specific subdivision in the organization on which to base your performance
assessment. You will assess the effectiveness of the subdivision in reaching the organization’s established goals, utilizing measurement strategies to identify the
strengths, weaknesses, opportunities, and threats to the organization. Based on your assessment, you will create recommendations for the organization to
improve its performance, as well as recommend communication strategies to distribute relevant information to the appropriate individuals within the
organization.

The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Four, Five, and Seven. The final submission is due in Module Nine.

In this assignment, you will demonstrate your mastery of the following course outcomes:

 Analyze criminal justice organizational structures and policies for informing the development of methods to improve organizational performance
 Determine appropriate organizational assessment strategies to acquire valid and reliable data for measuring the effectiveness of criminal justice
organizations in meeting their established goals
 Analyze how internal and external factors impact the effectiveness of organizational performance in criminal justice organizations
 Develop evidence-based recommendations to improve the performance of criminal justice organizations in meeting their established goals
 Propose strategies to communicate evidence-based recommendations to diverse audiences within criminal justice organizations for informing
continuous improvement of organizational performance
 Prompt
For your final project, you will select one of the three listed subdivisions of the Florida Department of Corrections to use as the basis for a performance
assessment. This document holds some information for the organization and each subdivision, though you will be expected to perform your own research on the
organization, comparable organizations, and trends in the field to determine opportunities and external threats.

Florida Department of Corrections

 For information regarding the Florida Department of Corrections’ (FDC) mission statement and organizational goals, visit its website:
http://www.dc.state.fl.us/vision.html
 For an organizational diagram to determine how each subdivision is influential to the organization as a whole:
http://www.dc.state.fl.us/org/orgchart.html

Florida Re-Entry Subdivision (aka Recovery, Treatment, and Rehabilitation)

The role of the Re-entry subdivision is to provide quality programs to inmates, equipping them with the competencies necessary to become productive, crime-
free members of society. In addition to the FDC organizational mission statement, the Re-entry Subdivision has its own mission, to provide the most effective
rehabilitative care for inmates of any race, religion, age, sex, sexual orientation, marital status, creed, national origin, or color, and to engage in research,
development, and teaching programs to reduce both recidivism and dependency.

This subdivision has recently been faced with some challenges, including budget constraints leading to inadequate funding for programs, overpopulation of
corrections facilities, lack of sufficient staff, and a high rate of inmate recidivism. These impacts have led to a high employee turnover rate. However, the staff
that has been hired has shown great motivation to learn the job, creating a positive environment in the department. Documented flexibility has shown that the
department is capable of adjusting and adapting to changes effectively.

 Re-entry Subdivision policies: http://www.dc.state.fl.us/orginfo/reentry/2011Initiatives/Reentry_Programs.ppt

Parole/Probation Subdivision (aka Community Corrections)

The roles of the Parole/Probation subdivision revolve around performing professional assessment and supervision of criminal offenders. Correctional probation
officers are responsible for investigating, assessing, supervising, counseling, and/or classifying offenders. In addition to the FDC organizational mission
statement, the Parole Subdivision has its own mission, The Community Corrections Department and its officers shall service all adult offenders and families,
victims, law enforcement officers, agency representatives, and the public—with equal respect, dignity, and sensitivity. The Community Corrections Department
will develop an array of comprehensive services addressing the needs of both inmates and the surrounding community.

This subdivision has recently been faced with some challenges, including lack of interdepartmental communication, low supervisor-to-subordinate ratio,
obsolete information technology software, and an unreliable record management system. These impacts have led to a high employee turnover rate as well as
gaps in accurate tracking of offenders. The department has a low rate of offenders and one of the best re-entry programs in the state. The surrounding
community is satisfied with the level of service the department provides.

 Parole subdivision policies: http://www.dc.state.fl.us/cc/index.html

Corrections Subdivision (aka Detention)

The primary function of a corrections officer is to protect the community by supervising offenders and reporting noncompliance to the sentencing or releasing
authority. In addition to the organizational mission statement, the corrections subdivision has its own mission. The mission of the Department of Detention is to
serve diligently and reliably collaborate with other entities within the criminal justice community. The Department of Detention will ensure protection of the
surrounding community by establishing safe, secure, and human supervision and confinement of inmates.

This subdivision has recently been faced with some challenges, including overpopulation of inmates, budget constraints, and high attrition rates. The factors
have led to outdated officer equipment, low employee retention rates, and inexperienced management. There is a high level of camaraderie between
employees, and interdepartmental communication is exceptional. There is also rapid personnel growth due to many advancement opportunities and efficient
employee training and education. The benefits package is one of the better offerings in the state.

 Re-entry subdivision policies: http://fldocjobs.com/paths/cpo/index.html

Your organizational assessment and recommendations report should answer the following prompt: How effectively is the criminal justice organization meeting
its mission and established goals, and how can the organization improve its performance?

Specifically, the following critical elements must be addressed:

I. Introduction: In this section, you will describe your selected criminal justice organization to set the stage for your performance assessment.
A. Describe your selected organization, providing specifics of the general purpose of the organization, the location, and any other relevant
information necessary to set the stage for the performance assessment.
B. Describe the mission statement of your selected organization and its related goals or objectives. What are the specific goals or objectives set
forth to deliver on the mission of your organization? For example, the mission of the New Jersey Department of Corrections is to protect the
public by operating safe, secure, and humane correctional facilities.

II. Structure: In this section, you will analyze the overall structure of the organization to set the stage for your performance assessment. For the purposes
of this project, you will select a subdivision of the agency on which to focus your performance assessment.
 A. What are the departments or subdivisions into which your selected organization is divided, and how do these subdivisions work together as a
whole in relation to the mission of the organization? In other words, each department or subdivision has its own goals, but how do all the
departments or subdivisions work together to achieve the organization’s mission?
B. Describe your selected subdivision and outline the specific goals and responsibilities of the subdivision, describing how they align with the
overall mission of the agency. Consider how the goals of the selected subdivision align with the mission of the agency.
C. Describe the key policies in place that run your selected subdivision of the organization, explaining how these policies align with the mission of
the subdivision. For example, the subdivision might have specific rules and regulations within its operating procedures and laws that ensure the
subdivision meets its established goals.

III. Assessment Plan: In this section, you will develop a plan to gather valid and reliable data in your performance assessment, and outline specific
assessment strategies and sources of information.
A. Determine the organizational assessment strategy that would be most appropriate to use in your assessment of the selected subdivision of the
organization. Justify your selection. For example, you might select an organization assessment plan or model, such as the systems model, to
assess compliance and effectiveness of the subdivision with the mission.
B. Justify how your previously selected organizational assessment strategy will ensure you collect valid and reliable data in your performance
assessment. For example, the systems model will allow you to examine the specific inputs such as resources, policies, and procedures that
determine how far the organization is achieving its mission.
C. Outline the sources of data and information you will use to assess the organization's performance, justifying your selection of sources. For
example, you might use crime report statistics to identify areas of high crime rates, or you might interview specific individuals to assess the
effectiveness of policies and procedures within the organization.
D. Performance Assessment: In this section, you will assess the performance of your selected subdivision in the organization in relation to the
mission and goals of the overall organization by performing a SWOT (strengths, weaknesses, opportunities, and threats) analysis.
i. Identify the major internal factors that positively and negatively affect the organizational performance. Justify your identifications. For
example, a key internal factors may be the selection criteria for staff or clients.
ii. Identify the major external factors that positively and negatively affect the organizational performance. Justify your identifications. For
example, key external factors may laws, legislators, and citizen inputs.
iii. Based on the previously identified internal factors, analyze whether or not the organization is maximizing its strengths and minimizing
its weaknesses. Substantiate your claims. For example, consider the areas of the subdivision that have the most impact on success, such
as the classification of offenders.
iv. Based on the previously identified external factors, analyze whether or not the organization is maximizing its opportunities and
minimizing its threats. Substantiate your claims. For example, consider the areas that are most vulnerable in assuring success and how
these can be turned into strengths, such as housing inmates in a reception area to adequately assess their needs, not simply classifying
on offense criteria.

IV. Performance Report: In this section, you will develop recommendations to improve the performance of the organization, basing your recommendations
on evidence from your performance assessment.
 A. Determine where the organization is in compliance with its organizational mission. Substantiate your findings with evidence from your
performance assessment. In other words, where is the organization complying with its stated goals to move the organization toward its mission?
B. Determine where the organization is in noncompliance, or can improve its compliance with the organization's mission. Substantiate your
findings with evidence from your performance assessment. In other words, where can the organization improve in complying with its stated
goals to move the organization toward its mission?
C. Provide specific recommendations to improve the organization's performance in meeting its goals and mission. Justify your recommendations
with evidence from your performance assessment. For example, you might provide recommendations to bring areas of noncompliance into
compliance with the mission.
D. Explain how these recommendations might be implemented in the organization. Consider the short- and long-term approach to implementing
the recommendations. Consider the costs involved in implementing, the staffing necessary, or whether or not policies must be created.

V. Communication Strategies: In this section, you will recommend communication strategies for the leadership to communicate the findings and
associated recommendations of the report.
A. Recommend who in the organization should receive the key information related to the report, justifying how this recommended distribution
could improve organizational performance. Consider why some people should receive certain information, while others should not, or why all
employees should receive the same information.
B. What communication strategies would you recommend the leadership use when communicating the previously identified information to the
previously identified individuals in the organization? Justify your recommendations. Consider how your strategies might change based on your
target audience.
C. Provide recommendations to the leadership for how they can gather feedback from the employees on the previously identified
recommendations to inform organizational performance, and explain how this feedback can inform continued improvement in the organization.
What strategies can be used to elicit feedback from the employees, and how will this feedback be used to improve the organization’s
performance with respect to the previously outlined recommendations?

Milestones
Milestone One: Structure
In Module Two, you will submit a draft of the Structure section (Section II) of your final project. Discuss the departments or subdivisions into which your
organization is divided. Describe your subdivision and outline the specific goals. Examine the key policies that are in place and explain how the policies align with
the mission of the subdivision. This milestone is graded with the Milestone One Rubric.

Milestone Two: Assessment Plan

In Module Four, you will submit a draft of the first three elements of the Assessment Plan section (Section III: A, B, and C) of your final project. Consider the type
of organizational assessment strategy that would be most appropriate to use in your assessment of the selected subdivision of the organization. Justify how your
previously selected organizational assessment strategy will ensure you collect valid and reliable data in your performance assessment. Outline the sources of
data and information you will use to assess the organization's performance, justifying your selection of sources. This milestone is graded with the Milestone
Two Rubric.
Milestone Three: Performance Assessment
In Module Five, you will submit a draft of the Performance Assessment (Section III: D) of your final project. Identify the major internal factors and major external
factors that positively and negatively affect the organizational performance. Based on the previously identified internal factors, analyze whether or not the
organization is maximizing its strengths and minimizing its weaknesses. Also, consider the previously identified external factors, analyze whether or not the
organization is maximizing its opportunities and minimizing its threats. This milestone is graded with the Milestone Three Rubric.

Milestone Four: Performance Report

In Module Seven, you will submit a draft of the Performance Report section (Section IV) of your final project. Determine where the organization is in compliance
with its organizational mission. Conversely, determine where the organization is in noncompliance, or can improve its compliance with the organization's
mission. Provide specific recommendations to improve the organization's performance in meeting its goals and mission and explain how these recommendations
might be implemented in the organization. This milestone is graded with the Milestone Four Rubric.

Final Submission: Organizational Assessment and Recommendations Report

In Module Nine, you will submit your organizational assessment and recommendations report. It should be a complete, polished artifact containing all of the
critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This final submission will be graded using
the Final Project Rubric.

Deliverables
Milestone Deliverable Module Due Grading
One Structure Two Graded separately; Milestone One Rubric
Two Assessment Plan Four Graded separately; Milestone Two Rubric
Three Performance Assessment Five Graded separately; Milestone Three Rubric
Four Performance Report Seven Graded separately; Milestone Four Rubric
Final Submission: Organizational Nine Graded separately; Final Project Rubric (below)
Assessment and Recommendations Report
 Final Project Rubric
Guidelines for Submission: Your organizational assessment and recommendations report must be 8–10 pages in length (plus a cover page and references) and
must be written in APA format. Use double spacing, 12-point Times New Roman font, and one-inch margins. Include at least four references cited in APA format.

Critical Elements Exemplary (100%)
Introduction: Meets “Proficient” criteria and
Organization description is especially detailed
to set the stage for the
performance assessment
Introduction: Meets “Proficient” criteria and
Mission and Goals description is especially clear and of the selected organization and of the selected organization and
detailed
Structure: Meets “Proficient” criteria and
Departments or demonstrates keen insight into
Subdivisions the obligations of the specific
subdivisions of the organization
Structure: Meets “Proficient” criteria and
Subdivision demonstrates keen insight into
how the goals and responsibilities goals and responsibilities,
of the subdivision align with the
mission of the agency
Structure: Policies Meets “Proficient” criteria and
demonstrates keen insight into
how the subdivision’s policies
align with the mission
Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
Describes the selected Describes the selected Does not describe the selected 4
organization, providing specifics organization, providing the organization
of the general purpose of the general purpose of the
organization, the location, and organization, the location, and
other relevant information other relevant information
necessary to set the stage for the necessary to set the stage for the
performance assessment performance assessment, but
with gaps in specificity, detail, or
accuracy
Describes the mission statement Describes the mission statement Does not describe the mission 4
statement of the selected
its related goals or objectives its related goals or objectives, but organization and its related goals
with gaps in detail or accuracy or objectives
Outlines the departments or Outlines the departments or Does not outline the departments 5.8
subdivisions of the organization subdivisions of the organization or subdivisions of the
and explains how the subdivisions and explains how the subdivisions organization and does not explain
work together as a whole in work together as a whole in how the subdivisions work
relation to the mission of the relation to the mission of the together as a whole in relation to
organization organization, but with gaps in the mission of the organization
detail or accuracy
Describes the selected Describes the selected Does not describe the selected 5.9
subdivision, outlining the specific subdivision, outlining the specific subdivision
goals and responsibilities,
describing how they align with describing how they align with
the overall mission of the agency the overall mission of the agency,
but with gaps in detail or
accuracy
Describes the key policies in place Describes the key policies in place Does not describe the key policies 5.9
that run the selected subdivision that run the selected subdivision in place that run the selected
of the organization, explaining of the organization, explaining subdivision of the organization
how these policies align with the how these policies align with the
mission of the subdivision mission of the subdivision, but
with gaps in detail, accuracy, or
logic
 Assessment Plan: Meets “Proficient” criteria and
Assessment Strategy demonstrates keen insight into
the appropriate selection of
organizational assessment
strategies
Assessment Plan: Meets “Proficient” criteria and
Valid and Reliable demonstrates keen insight into
how the selected organizational
assessment strategy will ensure
valid and reliable data is acquired
from the performance
assessment
Assessment Plan: Meets “Proficient” criteria and
Sources of Data demonstrates keen insight into
the appropriate sources of data
to assess organizational
performance
Performance Meets “Proficient” criteria and
Assessment: Internal demonstrates keen insight into
Factors how internal factors impact
organizational performance
Performance Meets “Proficient” criteria and
Assessment: External demonstrates keen insight into
Factors how external factors impact
organizational performance
Determines the organizational
assessment strategy most
appropriate for the assessment of
the selected subdivision of the
organization, justifying selection
Justifies how the previously
selected organizational
assessment strategy will ensure
collection of valid and reliable
data from the performance
assessment
Outlines the sources of data and
information to be used to assess
the organization's performance,
justifying selection of sources
Identifies the major internal
factors that positively and
negatively affect the
organizational performance,
justifying identifications
Identifies the major external
factors that positively and
negatively affect the
organizational performance,
justifying identifications
Determines the organizational
assessment strategy most
appropriate for the assessment of
the selected subdivision of the
organization, justifying selection,
but with gaps in detail, logic, or
justification
Justifies how the previously
selected organizational
assessment strategy will ensure
valid and reliable data from the
performance assessment, but
with gaps in detail or logic
Outlines the sources of data and
information to be used to assess
the organization's performance,
justifying selection of sources, but
with gaps in detail, logic, or
justification
Identifies the major internal
factors that positively and
negatively affect the
organizational performance,
justifying identifications, but with
gaps in detail, logic, or
justification
Identifies the major external
factors that positively and
negatively affect the
organizational performance,
justifying identifications, but with
gaps in detail, logic, or
justification
Does not determine the 5.8
organizational assessment
strategy most appropriate for the
assessment of the selected
subdivision of the organization
Does not justify how the 5.9
previously selected organizational
assessment strategy will ensure
valid and reliable data from the
performance assessment
Does not outline the sources of 5.9
data and information to be used
to assess the organization's
performance
Does not identify the major 4.4
internal factors that positively
and negatively affect the
organizational performance
Does not identify the major 4.4
external factors that positively
and negatively affect the
organizational performance
 Performance Meets “Proficient” criteria and
Assessment: demonstrates keen insight into
Strengths and the impact of internal factors on
Weaknesses the effectiveness of
organizational performance
Performance Meets “Proficient” criteria and
Assessment: demonstrates keen insight into
Opportunities and the impact of external factors on
Threats the effectiveness of
organizational performance
Performance Report: Meets “Proficient” criteria and
Compliance with demonstrates keen insight into
Mission assessing where an organization
is meeting its established goals
Performance Report: Meets “Proficient” criteria and
Improve Compliance demonstrates keen insight into
with Mission assessing where an organization
is not meeting its established
goals
Analyzes whether or not the
organization is maximizing its
strengths and minimizing its
weaknesses based on the
identified internal factors,
substantiating claims
Explains whether or not the
organization is maximizing its
opportunities and minimizing its opportunities and minimizing its
threats based on the identified
external factors, substantiating
claims
Determines where the
organization is in compliance with organization is in compliance with
its organizational mission,
substantiating determinations
with evidence from the
performance assessment
Determines where the
organization is in noncompliance organization is in noncompliance
or can improve its compliance
with its organizational mission,
substantiating determinations
with evidence from the
performance assessment
Analyzes whether or not the Does not analyze whether or not 4.4
organization is maximizing its the organization is maximizing its
strengths and minimizing its strengths and minimizing its
weaknesses based on the weaknesses based on the
identified internal factors, identified internal factors
substantiating claims, but with
gaps in detail, logic, or
justification
Explains whether or not the Does not explain whether or not 4.4
organization is maximizing its the organization is maximizing its
opportunities and minimizing its
threats based on the identified threats based on the identified
external factors, substantiating external factors
claims, but with gaps in detail,
logic, or justification
Determines where the Does not determine where the 4.4
organization is in compliance with
its organizational mission, its organizational mission
substantiating determinations
with evidence from the
performance assessment, but
with gaps in detail, logic, or
support
Determines where the Does not determine where the 4.4
organization is in noncompliance
or can improve its compliance or can improve its compliance its
with its organizational mission, organizational mission
substantiating determinations
with evidence from the
performance assessment, but
with gaps in detail, logic, or
support
Performance Report: Meets “Proficient” criteria and
Improve demonstrates keen insight into
Performance developing evidence-based
recommendations to improve
organizational performance
Performance Report: Meets “Proficient” criteria and
Recommendations demonstrates keen insight into
Implemented the implementation of
recommendations in criminal
justice organizations
Communication Meets “Proficient” criteria and
Strategies: recommends keen insight into
Information the appropriate distribution of
Distribution information to improve
organizational performance
Communication Meets “Proficient” criteria and
Strategies: demonstrates keen insight into
Communication appropriate communication
Strategies strategies to distribute
information to key individuals
Communication Meets “Proficient” criteria and
Strategies: Feedback demonstrates keen insight into
strategies to gather feedback for
continuously improving
organizational performance
Provides specific Provides recommendations to
recommendations to improve the improve the organization's
organization's performance in performance in meeting its goals
meeting its goals and mission, and mission, justifying
justifying recommendations with recommendations with evidence
evidence from the performance from the performance
assessment assessment, but with gaps in
detail, logic, specificity, or
justification
Explains how the previously Explains how the previously
identified recommendations identified recommendations
might be implemented in the might be implemented in the
organization organization, but with gaps in
detail or logic
Recommends who in the Recommends who in the
organization should receive the organization should receive the
key information, justifying how key information, justifying how
the recommended distribution of the recommended distribution of
information could improve information could improve
organizational performance organizational performance but
with gaps in detail or logic
Recommends communication Recommends communication
strategies for leadership to strategies for leadership to
communicate previously communicate previously
identified information to specific identified information to specific
individuals, justifying individuals, justifying
recommendations recommendations, but with gaps
in detail, logic, or justification
Provides recommendations to Provides recommendations to
leadership for how they can leadership for how they can
gather feedback from employees gather feedback from employees
on the previously identified on the previously identified
recommendations to inform recommendations to inform
organizational performance, and organizational performance, and
explains how this feedback can explains how this feedback can
inform continued improvement in inform continued improvement in
the organization the organization, but with gaps in
detail or logic
Does not provide 4.4
recommendations to improve the
organization's performance in
meeting its goals and mission
Does not explain how the 4.4
previously identified
recommendations might be
implemented in the organization
Does not recommend who in the 5.8
organization should receive the
key information
Does not recommend 5.9
communication strategies for
leadership to communicate
previously identified information
to specific individuals
Does not provide 5.9
recommendations leadership for
how they can gather feedback
from employees on the
previously identified
recommendations to inform
organizational performance, and
does not explain how this
feedback can inform continued
improvement in the organization
Articulation of Submission is free of errors Submission has no major errors Submission has major errors Submission has critical errors 4
Response related to citations, grammar, related to citations, grammar, related to citations, grammar, related to citations, grammar,
spelling, syntax, and organization spelling, syntax, or organization spelling, syntax, or organization spelling, syntax, or organization
and is presented in a professional that negatively impact readability that prevent understanding of
and easy-to-read format and articulation of main ideas ideas
Total 100%