Corrections_Today_Fall_2025_Vol.87_No.3

TRAINING

As Secretary Ricky Dixon noted during his dialogue with participants, the Department is moving toward a future that demands transparency, innovation, and strong leadership. The recent enhancements to the training pro gram are foundational steps in ensuring that future leaders are not only prepared to lead but to inspire, reform, and build a stronger, more resilient Department. In the words of Deputy Circuit Administrator Michael Johnson: “Critical thinking in a crisis is paramount when preparing for an impending disaster and assessing damage after a catastrophic loss. With an agency of this magnitude, these training opportunities are not a luxury — they are a necessity.” By investing in people, promoting shared learning, and reinforcing the Department’s mission and values, the Office of Community Corrections is cultivating leaders who are ready to meet today’s challenges and tomorrow’s possibilities. Conclusion Over the past four and a half years, the Office of Community Corrections has laid a strong foundation for leadership development by investing in our frontline supervisors. Through a well-structured, thoughtful, and purpose-driven training program, we are shaping not just better managers, but better leaders. We are creating a culture where leadership is grounded in service, commu nication, and integrity — where supervisors see their role as mentors, motivators, and guardians of our mission. As we look to the future, this training will continue to evolve, reflecting new best practices, emerging challenges, and the ever-changing landscape of community supervi sion. But one thing will remain constant: our belief that the success of this Department depends on the quality of its leadership — and that leadership begins with those who stand at the front lines, every single day. CT

The future of leadership training in Florida Community Corrections is bright and evolving.

Aligning with national correctional leadership strategies Florida’s leadership training program exempli fies many of the best practices promoted by national organizations such as the American Correctional As sociation (ACA) and the American Probation and Parole Association (APPA). Its tiered structure — spanning foundational, operational, and advanced levels — mir rors the “leadership pipeline” model endorsed by the National Institute of Corrections (NIC), ensuring a clear and purposeful path for professional growth. The program’s use of experiential learning techniques, including case studies, simulations, and panel discus sions, embraces adult learning principles that encourage critical thinking, dialogue, and real-world application. By integrating seasoned leaders into the training environ ment, Florida strengthens mentorship and succession planning, building relationships that prepare emerging talent for future administrative roles. A strong emphasis on ethics and the Department’s core values — integrity, respect, courage, and selfless service — reinforces a culture of principled leadership. Finally, the inclusion of panels featuring victims, returning citizens, and com munity stakeholders grounds the training in restorative justice and reminds participants of the human impact of their leadership decisions. Looking ahead The future of leadership training in Florida Communi ty Corrections is bright and evolving. Plans for expanding Advanced Leadership Training to additional cohorts are underway, with considerations for incorporating more peer instruction, virtual components for follow-up learn ing, and issue-based modules on timely topics such as digital leadership and public engagement.

Joe Winkler, the Assistant Secretary of Community Corrections at the Florida Department of Corrections, oversees operation of over 146 statewide probation offices and provides direction to correctional probation staff supervising adult felony offenders, bringing over two decades of experience in various roles within the department.

Corrections Today | Fall 2025

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