An Emotional Intelligence Management Approach -Angela Thomas Smith

 

Implementing an Emotional Intelligence Management Approach at

TDCJ: Strengthening Organizational Outcomes, Enhancing Officer

Retention, and Overcrowding.

Introduction

The purpose of this paper is to propose a strategic solution to the CEO of the Texas

Department of Criminal Justice (TDCJ) regarding the implementation of an emotional

intelligence (EI) management approach. With the aim of improving organizational outcomes,

addressing the declining trend in officer retention, and overcrowding within TDCJ, this proposed

solution will highlight the benefits of an EI approach and provide recommendations for its

successful implementation.

Current Challenges at TDCJ(EI and Motivation)

The Texas Department of Criminal Justice (TDCJ) currently faces several challenges,

including overcrowding within its facilities. One contributing factor to this issue is the parole

data, which shows a high number of cases being considered but a relatively low approval rate.

“Over the past five years, the number of cases considered has ranged from 62,579 to 80,495,

while the approval rate has ranged from 33.00% to 39.32%”(TDCJ, 2). These figures highlight the

need for a more effective approach to managing the parole process and preventing the

overcrowding problem from worsening.Moreover, TDCJ is also grappling with a significant issue regarding officer retention.

According to the “Texas Workforce Commission, the turnover rate across TDCJ statewide has

increased from 24.8% in 2018 to 32.5% in 2022” (Clarke, 3). This high turnover rate is

concerning and has implications for the overall effectiveness and stability of the organization. It

is crucial for TDCJ to address the underlying factors contributing to officer turnover and

implement strategies to enhance officer retention. By doing so, the department can ensure a more

skilled and experienced workforce, thereby strengthening organizational outcomes and

improving the overall functioning of TDCJ.

The Significance of Emotional Intelligence (EI, Social Skills, and

Decision-Making)

Emotional intelligence plays a significant role within the Texas Department of Criminal

Justice (TDCJ) as it relates to strengthening organizational outcomes, enhancing officer

retention, and tackling overcrowding issues. In the context of TDCJ, emotional intelligence

“refers to the ability of staff members, including officers and parole board members, to

understand and manage their own emotions, as well as effectively navigate and respond to the

emotions of others”(Mary, 1).

By implementing an emotional intelligence management approach, TDCJ can improve

communication and decision-making processes, leading to more efficient and effective parole

evaluations. This, in turn, can help reduce overcrowding within TDCJ facilities by ensuring that

parole decisions are made with a comprehensive understanding of each case. Additionally,

promoting emotional intelligence among staff members can contribute to a more positive work environment, enhancing officer job satisfaction, reducing turnover rates, and ultimately

improving organizational outcomes. Overall, recognizing the significance of emotional

intelligence within TDCJ can lead to positive outcomes in various areas, reinforcing the

importance of integrating it into the management approach.

Proposed Strategic Solutions(Effective Teams)

In order to develop effective teams within the administration, parole board, and among

the inmates, certain core attributes must be embraced. Firstly, open communication channels

should be established to encourage transparency and understanding among team members. This

will foster a sense of trust and cooperation, promoting a positive team dynamic. Additionally,

individuals must possess a high level of self-awareness and empathy, allowing them to

understand the perspectives and emotions of others. By recognizing and valuing the diversity

within the teams, conflicts can be resolved more effectively, and collective goals can be

achieved.

Strategies that can be implemented to develop these team dynamics include providing

training and education on emotional intelligence and effective communication skills. This will

equip team members with the necessary tools to identify and manage their own emotions, as well

as understand and respond to the emotions of others. Regular team-building activities and

workshops can also be conducted to create a sense of camaraderie and foster stronger

relationships among team members. Furthermore, creating a supportive and inclusive work

environment where ideas and opinions are valued will encourage collaboration and innovation.

By prioritizing emotional intelligence in team development, the TDCJ administration can create

a work culture that promotes effective teamwork, leading to improved organizational outcomes, increased officer retention, and a more efficient approach to tackling overcrowding within the

prison system.

Conclusion

The implementation of an emotional intelligence (EI) management approach at the Texas

Department of Criminal Justice (TDCJ) holds significant potential for addressing the current

challenges of overcrowding and declining officer retention. The importance of emotional

intelligence in strengthening organizational outcomes and enhancing the overall functioning of

TDCJ cannot be overstated.

By fostering open communication, developing self-awareness and empathy among team

members, and valuing diversity within teams, effective team dynamics can be achieved.

Providing training and education on emotional intelligence, conducting regular team-building

activities, and creating a supportive work environment will further promote effective teamwork

and collaboration.

Integrating emotional intelligence into the management approach will not only improve

communication and decision-making processes, leading to more efficient parole evaluations, but

also create a positive work environment, enhancing officer job satisfaction and reducing turnover

rates. These strategies will ultimately contribute to the improvement of organizational outcomes

and the successful tackling of overcrowding within TDCJ.

Overall, prioritizing emotional intelligence in the management approach is crucial for the

long-term success and sustainability of TDCJ, supporting its mission of ensuring public safety

and effective rehabilitation.

References

1. Mary Uhl-Bien. 2023. Organizational Behavior. . Strayer University Bookshelf, (3rd Edition). Wiley Global

Education US.

2. Texas Department of Criminal Justice. February 1, 2023. Annual Statistical Report FY

2022. https://www.tdcj.texas.gov/bpp/publications/FY_2022_Annual_Statistical_Report.pdf.

3. Matthew Clarke. February 1, 2023. Guards Fleeing Texas Prison. Prison Legal News 3. Matthew

Clarke. February 1, 2023. Guards Fleeing Texas Prison. Prison Legal News |

https://www.prisonlegalnews.org/news/2023/jan/1/guards-fleeing-texas

prisons/#:~:text=According%20to%20a%20March%202022,higher%20still%2C%20at%2040.3%25..

How Politics and Power influence an organization and its Culture- BY ANGELA THOMAS SMITH

 

Introduction

In any organization, understanding the dynamic of power and politics is crucial for both

individual success and overall effectiveness. This is especially true in the case of the Texas

Department of Criminal Justice (TDCJ), where the complex interplay of power dynamics and

political relationships can significantly impact the organization's culture and operations. By

delving into the influence of politics and power within the TDCJ, we can uncover how these

forces shape decision-making, resource allocation, and employee interactions, ultimately

influencing the success or failure of the agency as a whole.

Influence of Politics and Power

Navigating Power and Politics: The Crucial Dynamics within TDCJ

The Texas Department of Criminal Justice (TDCJ) is one of the largest prison systems in

the United States, overseeing a vast network of facilities and thousands of employees. Within

such a complex and hierarchical organization, understanding the dynamics of power and politics

is absolutely crucial for all individuals involved. From executive leadership to correctional

officers and staff, navigating these power dynamics can determine how decisions are made,

resources are allocated, and justice is administered.

Politics and power dynamics play a significant role in shaping the culture of TDCJ. At

the top of the organizational pyramid, executive leaders must juggle competing interests, build

alliances, and navigate political pressures to advance their agendas. The decisions made by these

leaders can have far-reaching implications for employees, inmates, and the broader community. Without a keen awareness of power dynamics, these leaders may succumb to internal politics,

favoritism, and conflicts of interest, compromising the integrity of the institution.

For correctional officers and staff on the front lines, understanding power and politics is

equally important. In an environment where authority is paramount, navigating power dynamics

can determine the success or failure of their work. Furthermore, the culture of power within

TDCJ can directly influence the daily interactions between staff and inmates, affecting safety,

morale, and overall outcomes within the facilities.

Over the last three to four decades, examples of the negative impact of power and politics

within TDCJ have surfaced. One glaring issue is the prevalence of corruption and abuse of power

among some correctional officers and administrators. Reports of unethical behavior, favoritism,

and even criminal activity have tarnished the reputation of the agency and eroded public trust. In

some instances, power dynamics have led to the mistreatment of inmates, lack of accountability,

and widespread misconduct within the system.

Additionally, power struggles among TDCJ leadership have resulted in inconsistent

policies, inefficiencies in operations, and a lack of transparency. This has hindered the agency's

ability to effectively address systemic issues such as overcrowding, understaffing, and

inadequate rehabilitation programs. Furthermore, the influence of external political forces on

TDCJ operations has at times compromised the agency's mission of rehabilitation and public

safety.

Understanding the dynamic of power and politics within TDCJ is essential for creating a

culture of transparency, accountability, and fairness. By acknowledging and addressing these power dynamics, individuals within the agency can work towards a more ethical and effective

criminal justice system that upholds the principles of justice and serves the needs of both staff

and inmates. It is imperative for employees at all levels to be vigilant against abuses of power,

advocate for ethical decision-making, and strive for a culture of integrity and professionalism

within TDCJ. Only through a collective commitment to understanding and navigating power

dynamics can the agency truly fulfill its mission of rehabilitation, public safety, and justice.

Sources of Power

In the Texas Department of Criminal Justice (TDCJ), there are several sources of power

that can be utilized to influence the department and improve organizational performance. One

key source of power that can be applied within TDCJ is referent power. TDCJ, where hierarchy

and authority are inherently important, referent power can play a significant role in influencing

others and driving performance.

In the context of TDCJ, management can use referent power to benefit the department

and improve organizational performance by cultivating strong relationships with inmates,

subordinates, colleagues, and superiors. By demonstrating integrity, competence, and fairness in

their actions, Officers can earn the respect and trust of those around them, leading to increased

cooperation, engagement, and commitment from inmates. Warden not showing favoritism with

inmates but upholding the law guidelines and regulations at all time.

Additionally, officers can leverage their referent power to build a positive organizational

culture, foster teamwork, and motivate inmates to strive for parole and release. By serving as role

models and embodying the values and principles of the organization, officers can inspire others to align their behavior and attitudes with those of the department. This can lead to improved

inmate morale, reduced incidents of misconduct, and ultimately, a safer and more rehabilitative

correctional environment. Instead of officers giving out instructions to inmate they can work

along side them showing them.

Furthermore, management can use referent power to influence decision-making processes

within TDCJ. By building strong relationships with key stakeholders, such as policymakers,

community leaders, and other agencies, officers can gain the support and backing needed to

implement new initiatives, policies, and programs aimed at improving the department's

operations and outcomes. Through effective communication, collaboration, and engagement,

officers can build credibility and influence others to adopt and champion their ideas and

proposals.

Overall, referent power is a valuable source of influence that can be harnessed by

management within TDCJ to drive positive change, enhance organizational performance, and

ultimately, contribute to the department's mission of public safety and rehabilitation. By

cultivating strong relationships, embodying the values of the organization, and leveraging their

credibility and trustworthiness, officers can effectively lead and inspire others to work towards

common goals, resulting in a more effective and efficient correctional system.

Leadership Behavior and Culture Proposed recommendations

The Texas Department of Criminal Justice (TDCJ) is an organization that operates in a

highly complex, high-stress environment. The leadership behavior within the organization plays

a critical role in shaping the culture and ultimately impacting the effectiveness of the organization. In order to improve the TDCJ culture, it is essential to study power and politics and

understand how they influence leadership behavior.

Power and politics play a significant role in shaping leadership behavior within

organizations. Power refers to the ability to influence others and make decisions, while politics

involves the use of power to achieve personal or organizational goals. In order to be effective

leaders, it is important for TDCJ employees to understand how power and politics operate within

the organization and how they can be used positively to achieve organizational goals.

One recommendation to improve leadership behavior within the TDCJ is to provide

training and development opportunities for leaders at all levels. This training should include

education on power and politics, as well as strategies for using power and influence in a positive

and ethical manner. By equipping leaders with the knowledge and skills to navigate power

dynamics within the organization, they can better lead their teams and create a more positive and

productive work environment.

Another recommendation is to foster a culture of transparency and accountability within

the organization. Transparency and accountability are essential components of any successful

organization, but they are particularly crucial within the Texas Department of Criminal Justice

(TDCJ), where the stakes are high, and the consequences of misconduct can be severe. In recent

years, TDCJ has faced scrutiny and criticism for a lack of transparency and accountability,

leading to a breakdown in trust between employees, management, and the public. In order to

rebuild trust and improve the overall culture within the organization, it is imperative for the

TDCJ to prioritize transparency and accountability at all levels.Transparency starts at the top. Leaders within the TDCJ must set the tone by being open

and honest in their communication with employees and the public. This means providing clear

and timely information about decisions, policies, and practices within the organization. By being

transparent, leaders can demonstrate their commitment to ethical behavior and build trust with

employees and stakeholders. Additionally, leaders should encourage open communication and

feedback from employees, creating a culture where concerns and issues can be raised without

fear of retaliation.

Accountability is equally important. Employees within the TDCJ must be held

responsible for their actions and decisions. This means establishing clear expectations and

consequences for misconduct and implementing mechanisms for oversight and monitoring.

When employees know that their actions will be scrutinized and that there are consequences for

unethical behavior, they are more likely to act with integrity and adhere to organizational values.

Leadership Influence: Shaping Organizational Structure and Performance

Leadership behavior plays a pivotal role in shaping the culture, structure, and

performance of an organization. The actions and decisions of leaders have a profound impact on

the way employees engage with their work, interact with each other, and ultimately achieve

organizational goals. Understanding the importance and complexity of leadership behavior is

crucial for organizations looking to improve their effectiveness and drive success.

One of the key aspects of leadership behavior is its influence on organizational structure.

Leaders have the power to shape the way work is organized, how decisions are made, and how

resources are allocated within the organization. By establishing clear goals, creating efficient processes, and fostering collaboration among teams, leaders can structure the organization in a

way that maximizes productivity and promotes innovation. On the other hand, ineffective

leadership behavior can result in confusion, silos, and inefficiencies that hinder organizational

performance.

Furthermore, leadership behavior has a direct impact on employee engagement and

motivation, which in turn affects organizational performance. Leaders who demonstrate

empathy, communicate effectively, and provide meaningful feedback create a positive work

environment where employees feel valued and motivated to perform at their best. On the

contrary, leaders who are distant, authoritarian, or micromanaging can create a toxic work

culture that stifles creativity, autonomy , and ultimately leads to high turnover and low

productivity.

The complexity of leadership behavior lies in the fact that it is influenced by a myriad of

factors, including individual traits, past experiences, organizational culture, and external

pressures. Effective leaders must navigate these complexities with emotional intelligence,

adaptability, and a deep understanding of their role in shaping organizational dynamics. They

must lead with integrity, set a positive example for their teams, and make decisions that align

with the organization's values and goals.

In order to harness the power of leadership behavior to enhance organizational structure

and performance, organizations must invest in developing their leaders. Providing training,

coaching, and mentorship opportunities can help leaders cultivate the skills and mindset needed

to lead effectively in today's complex and dynamic business environment. Additionally, organizations should foster a culture that values and rewards ethical leadership behavior,

transparency, and accountability.

Leadership behavior is a driving force that shapes the culture, structure, and performance

of organizations. By recognizing the importance and complexity of leadership behavior,

organizations can empower their leaders to create a positive work environment, foster

collaboration, and drive success. Strong leadership behavior not only influences how employees

work together but also sets the stage for organizational growth, innovation, and long-term

success.

Conclusion

In conclusion, understanding the dynamic of power and politics within the Texas

Department of Criminal Justice (TDCJ) is paramount for all individuals working within the

organization. The influence of politics and power on the TDCJ's culture cannot be

underestimated, as they shape decision-making processes, resource allocation, and overall

organizational dynamics.

One potential source of power that could be utilized to positively impact the department

and improve organizational performance is expert power. By fostering a culture of expertise and

knowledge-sharing, management can leverage this influence to enhance operational

effectiveness, promote innovation, and drive positive change within the TDCJ.Leadership behavior plays a key role in shaping organizational culture, and

recommendations stemming from the study of power and politics can inform strategies to

improve leadership practices within the TDCJ. By promoting transparency, accountability, and

ethical conduct, leaders can cultivate a more inclusive and supportive work environment that

fosters employee engagement and empowerment.

Over the last few decades, we have witnessed the negative effects of politics, power

dynamics, and organizational culture within the TDCJ. It is time for a change, and this paper

aims to spark interest and involvement in efforts to reform and improve the TDCJ for the benefit

of all stakeholders. Let us work together to create a more equitable, ethical, and successful

organization that prioritizes the well-being of staff and inmates alike. Your engagement and

commitment to driving positive change within the TDCJ are essential to achieving these goals.

The time for action is now.

Resources:
1. Mary Uhl-Bien. 2023. Organizational Behavior.. Available from: Strayer University
Bookshelf, (3rd Edition). Wiley Global Education US,.
2. Jennifer Erschabek. January 9, 2015. Erschabek: TDCJ needs more
transparency,accountability. https://www.houstonchronicle.com/opinion/outlook/articl
e/Erschabek-TDCJ-needs-more-transparency-10846014.php.
3. Lauren McGaughy. March 7, 2018. 'Culture of cover-up:' Warden forced to retire
from prison where whistleblower says teen inmates
abused. https://www.dallasnews.com/news/crime/2018/03/07/culture-of-cover-up
warden-forced-to-retire-from-prison-where-whistleblower-says-teen-inmates-abused/

Dear State of Texas Department of Justice and Federal Bureau of Investigations,

 Dear State of Texas Department of Justice and Federal Bureau of Investigations,

I am writing to you today with a sense of urgency regarding the inhumane conditions and undue trauma being inflicted upon inmates within the state of Texas. Reports from inmates and their families continue to pour in, detailing instances of neglect, abuse, and even death at the hands of those sworn to serve and protect.

It is clear that the current leadership within the TDCJ has failed in their duty to ensure the safety and well-being of those under their care. Instead of focusing on rehabilitation and preparing inmates for reentry into society, it seems that many are simply fighting to survive in what has been described as "The Wild Wild West" of prisons.

The recent reports of officers beating inmates, resulting in death, as well as the staggering number of suicides within the prison system, are clear indications that immediate action must be taken. The culture of cover-up and protection of those responsible for these atrocities must be exposed and eradicated.

I am calling on you, as the authorities responsible for ensuring justice and upholding the rights of all individuals, to launch a thorough and impartial investigation into the state of the Texas prison system. The same individuals who have been complicit in these failures for decades cannot be trusted to bring about meaningful change. It is time for outside intervention from entities with no vested interests in the power and money that flows through the TDCJ.

We mre calling for the following case to be reopened, Ruiz vs. Estelle, the Texas Prison Reform & Litigations Act, the 8th Amendment, and laws prohibiting cruel and unusual punishment. The ombudsman office, which is supposed to serve as a watchdog for inmate rights, appears to be complicit in the cover-up of abuses within the prison system.

The time for action is now. Lives are at stake and justice must be served. I implore you to prioritize this matter and take decisive steps to address the systemic issues within the Texas prison system.

Sincerely,
Angela Thomas Smith, Co-Founder of The Free Texas Campaign

***MC CONNELL UNIT

I received a call on Sunday 3/24/24

1.  stating that 4-5 OFFICERS beat up an inmate and he later died at hospital.

2.,  another suicide a 19 yr old baby

3.   inmates have started referring to the prison as the WILD WILD WEST  

4.   They killing us by slowly starving us with Johnny's (a dab of peanut butter and a heavy amount of substance that they think is syrup but cant be identified and that's the normal.  Why is Huntsville allowing the constantly feeding these inmates like animals.

5.  I have yet to hear back about the inmate that was found dead in his cell and EMts refuse to remove the body or the stabbing death in Connally unit g2 was stabbed and killed by g4 this should've never happened they should have been in the same area.

WE NEED ANSWERS THIS INCIDENT CAN'T KEEP GOING UNADDRESSED!!!!!!!

DO YOUR JOB PLEASE 

(WE CURRENTLY HAVE TOO MANY INDIVIDUALS WRONGFULLY AND OVERLY INCARCERATED ENDURING UNDUE TRAUMA!!!

                   

                                                  

CALLING FOR AN INVESTIGATION OF Eric Nichols Chairman & TBCJ - Office of the Independent Ombudsman

BASED ON MY LIVE VIDEO ON TIKTOK WITH THE WAREHOUSE MANAGER WE CAN SEE  ANOTHER EXAMPLE OF THE COVER UP THAT IS CONSTANTLY TAKING PLACE WITHIN TDCJ AND TEXAS JUDICAL SYSTEM.  

THE WAREHOUSE MANAGER STATEMENTS DOSEN'T MATCH WHAT WAS STATED IN THIS REPORT AND WHAT WAS REPORTED BY THE INAMTES.

Inmates have stated it wasn't the 1st time it happened but no one has complained before so they have been getting away with it.  I was told by the warehouse manager that their would be no more deliveries sent to the prison because it wasn't intended to cause conflict it was intended to provided some relief for prison.  

STRIAGHT LIES AND WE ARE CALLING FOR THE INVESTIGATOR TO BE INVESTIGATED BECAUSE THIS IS TROUBLE SIGNS OF COVER-UP IS IN PLAY AND NEEDS TO BE ADDRESSED..... YOU CAN ONLY HIDE FOR SO LONG....... SOMEBODY GONNA SLIP UP REALLY BAD AND YOU WANT BE ABLE TO COVER IT UP ANYMORE......  ASK THE FORMER WARDEN AT CLEMONS UNIT(WHO SHOULD HAVE BEEN FIRED) SO WHY HE WASNT FIRED? (WHEN YOU ARE APART OF THE CORRUPTION YOU COVERED BECAUSE THEY DONT WANT YOU TO SNITCH)   IT WILL ALL COME OUT SOON!!!!!!

 Eric Nichols Chairman 

February 29, 2024 

Angela Thomas 

freetexascampaign@gmail.com 

Background 

Inquiry No.: 24-0000-1194 

This correspondence is provided in response to concerns directed to the Texas Board of Criminal Justice (TBCJ) Office of the Independent Ombudsman (IO) regarding a food donation from the San Antonio Food Bank (SAFB) to the William G. McConnell Unit. You alleged a SAFB food donation to the McConnell Unit on or about January 31, 2024, intended for inmate consumption, was diverted, and consumed by officers instead. You allege this is a misallocation of the donated food items. 

Action Taken 

The IO received your complaint on February 7, 2024, via email and conducted an investigation into the matter. First, the IO contacted the Texas Department of Criminal Justice (TDCJ) Business & Finance Division (BFD), which serves as the point of contact for planned donations, regarding any food bank donations to the McConnell Unit during the month of January and the first week of February 2024. The BFD responded stating they had no knowledge of this donation. Typically, the BFD is notified by donors in advance by utilizing a TDCJ Personal Property Donation (PPD) form when donations, to include donated food items, occur. This form allows the donor to specifically note for whom the donation is intended (e.g., Chaplaincy Department, Unit Use, Inmate Consumption, Staff Use). The SAFB typically completes the form at the time the donation is provided because these deliveries are usually, but not always, scheduled in advance. 

Next, the IO contacted the SAFB requesting information on food deliveries to the McConnell Unit for January 2024 through the first week of February 2024. The SAFB confirmed a delivery was made to the McConnell Unit on January 31, 2024, The SAFB also noted the items had a short shelf life and was unable to find any agreement with the TDCJ which states for whom their donations are intended. The SAFB provided the IO with their agency order form for the January 31, 2024, delivery; however, they confirmed no TDCJ PPD form was ever completed for this delivery because the delivery was made on short notice. In the absence of the PPD form, we sought out guidance in the TDCJ Food Service Procedures Manuel (FSPM) and identified FSPM Number 04.07, Subject – Donations, which states: 

TDCJ acknowledges that situations may arise where a local business, farmer or school may wish to donate an item(s) to a facility. 

Due to the perishable nature of food items, these items may be accepted and consumed immediately. 

With the exception of perishable food items, the Texas Board of Criminal Justice must approve all donated items prior to acceptance. 

The IO then contacted the TDCJ Laundry, Food, and Supply (LFS) headquarters and requested a response to your concerns. The LFS reported the food in this delivery was secured in a storage area when received, which is only accessible to the McConnell Unit Food Service Major (FSM), prior to an inventory being performed on the food items. The donation of food was noted to include items which were beyond the recommended "use by" date and 

TBCJ - Office of the Independent Ombudsman 

PO Box 99 

Huntsville, Texas 77342-0099 

Office (936) 437-5620 · Fax (325) 223-1334 io@tdej.texas.gov 

were discarded to ensure no inmates or staff consumed the expired food products. The remaining food items were served to the inmate population, as well as staff. 

Conclusion 

The Office of the Independent Ombudsman evaluates complaints objectively and bases its findings upon the preponderance of evidence. This means the evidence must show it is more likely than not the agency erred before we can make a critical finding and propose a recommendation. Since the SAFB did not provide a TDCJ PPD form specifying for whom the donation was intended, and because the FSPM does not prohibit the actions you alleged in this matter, we find your allegation is unsubstantiated. 

Recommendation 

None, 

Please feel free to contact this office should you have additional concerns. 

Sincerely, 

звався 

Brian Patrick, Director 

TBCJ Office of the Independent Ombudsman 

TBCJ - Office of the Independent Ombudsman PO Box 99 

Huntsville, Texas 77342-0099 

Office (936) 437-5620 · Fax (325) 223-1334 io@tdej.texas.gov