DOC Management Systems and Processes DAN PACHOLKE, SECRETARY JODY - PowerPoint PPT Presentation

Joint Work Session of the S ENATE L AW & J USTICE AND A CCOUNTABILITY & R EFORM Committees DOC Management Systems and Processes DAN PACHOLKE, SECRETARY JODY BECKER-GREEN, Ph.D., DEPUTY SECRETARY JANUARY 18, 2016 1

Department of Corrections Core Foundations and Values Mission  The mission of DOC is to improve public safety. Vision  Working together for safe communities. Values  Staff as our greatest asset  Professionalism and quality of service  A safe, healthy work environment  Respect for individuals  Clear, open, honest communication  People's ability to grow and change  Community interaction and partnerships 2

Department of Corrections Organizational Chart Secretary Dan Pacholke Indeterminate Sentence Review Deputy Secretary Board Chair Jody Becker-Green Assistant Secretary Advance Assistant Secretary for Community Corrections for Administrative Corrections Initiative Operations Assistant Secretary Performance Mgmt. Executive for Correctional Policy Industries Research and Data Analytics Assistant Secretary Tribal for Health Services Communications Relations Assistant Secretary Family Services for Offender Change Financial Services Assistant Secretary for Prisons Human Resources Assistant Secretary for Reentry December 1, 2015 3

Performance Management System  Agency Strategic Plan  Fundamentals Map  Results DOC Dashboard  All employees have access to view performance data  All measures have defined counting rules  Data can be cascaded to work location, if applicable  Roadmap for 2016 4

Performance Management System Seamless and Integrated 5

Strategic Planning  The strategic plan will be updated in conjunction with our biennial budget activities  Operational and administrative business plans are developed in support of the agency strategic plan  Outcome measures are connected to the strategic plan  Data is reviewed on a regular basis to track progress and identify areas for improvement DOC Strategic Plan 2015-2017 www.doc.wa.gov/aboutdoc/docs/strategicplan2015-2017.pdf 6

Performance Management  Results Washington  Goal 4 – Healthy and Safe Communities  Goal 5 – Efficient, Effective, and Accountable Government  Results DOC  Fundamentals Map connected to the strategic plan and focused on processes and customers  Performance dashboard, monthly performance reviews, and Quarterly Target Reviews  Continuous improvement and Lean Transformation  Leveraging the work methods and approach of Results Washington, Department of Enterprise Services, and other state agencies 7

Performance Management Linking Key Goals to Performance Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices 8

Performance Management Engaged and Respected Staff Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices Staff Engagement  Staff Recognition  Staff Retention  Well Trained and Educated Staff  Effective Leaders  Developing the Workforce  9

Performance Management Safer Operations Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices Staff Safety  Offender Safety  Ensuring Safe Environments  Providing Basic Needs  Managing Emergencies  10

Performance Management Innovative, Efficient, and Sustainable Business Practices Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices Cost Containment Managing Finances   Sustainable Facilities Managing Information   Budget Compliance Improve Performance   Mitigating Risk  Communicating  11

Performance Management Supporting Successful Transition Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices Case Plan Compliance  Successful Transition  Release of the Offender  Managing Offenders in the  Community Enhancing Partnerships  12

Performance Management Positively Changed Offenders Improve Public Safety Engaged and Safer Innovative, Supporting Positively Respected Operations Efficient, and Successful Changed Staff Sustainable Transition Offenders Business Practices Offender Accomplishments  Offender Employment  Recidivism  Assessing Offenders  Providing Programming  Pathways for Improvement 13

Results DOC Dashboard 14

Results DOC Counting Rules  All measures have defined counting rules and are available to all staff  Counting rules include:  Who is responsible for the measure?  Description of the measure  What are we measuring?  Purpose of the measure  Why are we measure it?  Goal Statement  What are we trying to accomplish and by when?  Counting Rules  How do we, in detail, measure it?  Target and Indicator Rules  What is your target?  When does it move from green, yellow or red? 15

An Example of Cascading Data Prison Violence 16

An Example of Cascading Data Prison Violence 17

Moving the Needle 18

4.2.3: Decrease rate of return to institutions for offenders from 27.8% to 25.0% by 2020 Current State : Return to Institutions Rate Overall 3-Year Rate for All Offenses 40.0% 34.8% 34.4% 34.2% 35.0% 33.1% 32.1% 31.1% 30.4% 29.3% 30.0% 28.7% 28.7% 27.9% 27.7% 27.8% 25.4% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 19 Overall 3-Year Rate Trend Line

4.2.3: Decrease rate of return to institutions for offenders from 27.8% to 25.0% by 2020 Current State : Demographics for CY2011 Returns 1,600 45% 39% 40% 1,400 35% 35% 35% 1,200 32% 31% 32% 22% 30% 29% 1,000 25% 23% 800 21% 20% 600 15% 400 10% 9% 200 5% 0 0% 19 and 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 and Under Up Age Group Gender Releases Returned Recidivated 6,000 40% 4,000 45% 37% 40% 35% 40% 3,500 5,000 33% 36% 30% 31% 30% 35% 3,000 4,000 31% 25% 24% 30% 2,500 3,000 20% 19% 25% 2,000 14% 15% 20% 2,000 1,500 10% 15% 13% 1,000 1,000 5% 10% 0 0% 500 5% 4% White Black American Asian Other Unknown Hispanic Indian /Pacific Origin 0 0% /Alaska Islander High Violent High Non- Moderate Low Unclassified Native Violent Releases Returned Recidivated Releases Returned Recidivated 20 Risk Level Race/Ethnicity

4.2.3: Decrease rate of return to institutions for offenders from 27.8% to 25.0% by 2020 Current State : CY2011 Returns by County 33% Whatcom 214 | 71 San Juan Okanogan Pend Ferry 0% Oreille 36% 21% Skagit Stevens 0% 4 | 0 40% 123 | 44 33 | 7 33% Island 0 | 0 5 | 2 36% 27 | 9 31% 33% Clallam 47 | 17 Snohomish 526 | 162 58 | 19 Chelan Douglas 32% 56% Jefferson 19% Spokane Lincoln Kitsap 75 | 24 9 | 5 43% King 34% 26 | 5 33% Mason 29% Grays Harbor 254 | 108 515 | 175 42% 3 | 1 1,445 | 420 Grant 43% 69 | 29 33% Pierce Kittitas Adams 131 | 56 28% Whitman Thurston 27% 88 | 29 35% 44% 34% 25 | 7 1,333 | 364 23 | 8 9 | 4 298 | 102 Pacific 33% 28% Lewis Garfield Franklin 0% 35% 151 | 50 29 | 8 Yakima Columbia 38% 3 | 0 88 | 31 Asotin Wahkiakum 0% Walla Walla Cowlitz Skamania Benton 0% 20% 382 | 147 32% 33% 37% 1 | 0 7 | 0 33% 25 | 5 50 | 16 268 | 88 216 | 80 3 | 1 18% Clark Klickitat 30% 17 | 3 Counties below 30% 30.4% 440 | 134 Counties above 30% Rate of Return CY2011 # Released | # Returned Statewide Rate 21

Performance Management System Roadmap for 2016  Create goal councils for the five agency key goals  Hold monthly performance reviews  Develop and track progress using action/improvement plans  Apply Lean tools and problem solving to support moving the needle on measures  Invite field staff to participate  Conduct Quarterly Target Reviews  All goal councils present data and discuss progress  Create a performance advisory committee 22

Performance Management System Roadmap for 2016  Develop a program to build a performance community to increase our Lean resources across the state  Invest in people. Train them. Coach and mentor them. Track their efforts. Ensure fidelity/quality. Sustain the efforts.  Complete Results DOC Pilot and develop the playbook  This document will influence our approach to fully implement Results DOC statewide.  Expand capacity to develop, understand, and utilize performance data 23