NCJ Number
166348
Journal
American Jails Volume: 9 Issue: 6 Dated: (January-February 1996) Pages: 65-68,70,72
Date Published
1996
Length
6 pages
Annotation
The 6-year process of cultural change in the jail operation in Orange County (Fla.) is described as an example of change in which employee participation and quality replaces a centralized bureaucratic approach.
Abstract
The process began in June 1987 when the Board of Orange County Commissioners voted to take over control of the jail operation from the sheriff due to the increasing portion of the county budget spent on corrections. The commissioners hired a Division Director who became the change agent and transformational leader. The new leader came from outside the organization and sought an immediate change in the perception of the organization by referring to its structure as an upside-down triangle in which the citizens of the community and the line staff were the most important people in the organization. Employees who survived and flourished during the change were those who regarded the changes as opportunities and pursued self-knowledge. The cultural transformation of the organization centered around six core themes: vision/mission, the values statement, the role of the manager, cost-efficiency, the staff management system in general, and inmate accountability. Before the process began decisionmaking was the exclusive privilege of management. Today the management system expects decisions to be made at the level closest to the issue. Inmates are held accountable for making productive use of their day; the day includes life skills training. Both insiders and outside observers can now easily tell that the culture of Orange County Corrections has been transformed over the 6-year period.