Introduction
Penal reform is considered contentious due to conflicting agendas among the parties involved. For this reason, all stakeholders should be documented and engaged to initiate the needed reforms and help restore confidence in the system. The prison is regarded as an arena characterized by a fierce public debate involving diverse alliances. These individuals compete for influence and scarce resources (Jiang, 2020).
As a new director, power dynamics among affiliations will be determined to manage different expectations (Jiang, 2020). Stakeholder analysis can highlight power imbalances and potential areas of conflict or cooperation. This action plan utilizes the political frame to address the varying interests of different constituencies.
Stakeholder Analysis
Polls on reforms assist the media in gauging the masses’ perspectives about the current state of prisons. The roles that radio and print play in informing the people shape opinions in the public sphere. According to the case study, the prison system is “villainized” through numerous reports following offenses committed by former inmates. Thus, policymakers may be compelled to enact new reforms and guarantee that those previously incarcerated do not engage in crime.
Additionally, the prison board and the guards are integral to the transformation needed to manage correctional institutions. These groups may exert their influence and advance their interest despite being part of the same system. Although the board wields more power than their counterparts, they may be influenced to address the demands for higher wages due to their union membership size. Although disputes between parties can be resolved through bargaining, those exercising more control can let decisions emerge from self-interest (Holmes & Scull, 2019). Thus, the board may determine available resources and prioritize the needs that can sustain their facilities.
The Constitution mandates that legislators address multiple areas of interest, including budget constraints, and promote public safety. Among stakeholders invested in the prison reforms, lawmakers exercise more control and influence due to their position of power.
This is because they are directly involved in policy-making that can address overcrowding issues (see Figure 1). Therefore, their influence in the reforms is supreme because they can veto funds for a new facility.
Advocacy crowds, including liberal statewide public advocacy, statewide victims’ rights, and conservative movements, share common goals, including progressive policies, protection of human rights, and accountability. However, the influence is moderate, which means there may be a lot of negotiation, bargaining, and even compromise during dialog (Dolamore & Kline, 2023). In the political frame where different interest camps compete for resources and time, factions, such as prison boards and lawmakers, may have an advantage in the reform change process. For example, the former may not support new policies or fail to provide an oversight role for accountability.
Figure 1 – Stakeholders.
Action Plan
The following is a visual representation of the steps that need to be taken to restore confidence and trust in the system (see Figure 2). This action plan highlights stakeholders that will be engaged during the system reform process. Additionally, the timeline or when specific tasks will be completed is also indicated, and how the results will be measured. The strategy outlined below will ensure that a number of concerns are addressed to restore public confidence in how jails are managed within the region. The diagram illustrates different interactions between various participants.
References
Dolamore, S., & Kline, A. (Eds.). (2023). Organizational culture and social equity: An experiential guide. Taylor & Francis.
Holmes, W. T., & Scull, W. R. (2019). Reframing organizations through leadership communications: The four-frames of leadership viewed through motivating language. Development and Learning in Organizations: An International Journal, 33(5), 16–19. Web.
Jiang, H. (2020). Leadership in perspective of the organizational frame. Open Access Library Journal, 7(12), 1-14. Web.