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

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

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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

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SLIDE 1

Joint Work Session of the

SENATE LAW & JUSTICE AND ACCOUNTABILITY & REFORM

Committees

DOC Management Systems and Processes

DAN PACHOLKE, SECRETARY JODY BECKER-GREEN, Ph.D., DEPUTY SECRETARY

JANUARY 18, 2016

1

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SLIDE 2

Department of Corrections

Core Foundations and Values

2

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
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SLIDE 3

Department of Corrections

Organizational Chart

3 December 1, 2015

Secretary Dan Pacholke Deputy Secretary Jody Becker-Green Assistant Secretary for Community Corrections Assistant Secretary for Prisons Assistant Secretary for Health Services Assistant Secretary for Correctional Industries Assistant Secretary for Offender Change Assistant Secretary for Reentry

Indeterminate Sentence Review Board Chair

Advance Corrections Initiative Executive Policy Tribal Relations Assistant Secretary for Administrative Operations Communications Family Services Financial Services Human Resources Performance Mgmt. Research and Data Analytics

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SLIDE 4

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

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SLIDE 5

Performance Management System

Seamless and Integrated

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SLIDE 6

Strategic Planning

  • The strategic plan will be updated in conjunction with
  • ur 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

6

DOC Strategic Plan 2015-2017

www.doc.wa.gov/aboutdoc/docs/strategicplan2015-2017.pdf

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SLIDE 7

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

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SLIDE 8

Performance Management

Linking Key Goals to Performance

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

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SLIDE 9

Performance Management

Engaged and Respected Staff

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

  • Staff Engagement
  • Staff Recognition
  • Staff Retention
  • Well Trained and Educated Staff
  • Effective Leaders
  • Developing the Workforce
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SLIDE 10

Performance Management

Safer Operations

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

  • Staff Safety
  • Offender Safety
  • Ensuring Safe Environments
  • Providing Basic Needs
  • Managing Emergencies
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SLIDE 11

Performance Management

Innovative, Efficient, and Sustainable Business Practices

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

  • Cost Containment
  • Sustainable Facilities
  • Budget Compliance
  • Mitigating Risk
  • Communicating
  • Managing Finances
  • Managing Information
  • Improve Performance
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SLIDE 12

Performance Management

Supporting Successful Transition

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

  • Case Plan Compliance
  • Successful Transition
  • Release of the Offender
  • Managing Offenders in the

Community

  • Enhancing Partnerships
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SLIDE 13

Performance Management

Positively Changed Offenders

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Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Positively Changed Offenders Supporting Successful Transition

Improve Public Safety

  • Offender Accomplishments
  • Offender Employment
  • Recidivism
  • Assessing Offenders
  • Providing Programming

Pathways for Improvement

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SLIDE 14

Results DOC Dashboard

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SLIDE 15

Results DOC Counting Rules

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  • 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?
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SLIDE 16

An Example of Cascading Data

Prison Violence

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SLIDE 17

An Example of Cascading Data

Prison Violence

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SLIDE 18

Moving the Needle

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SLIDE 19

Current State:

4.2.3: Decrease rate of return to institutions for offenders from 27.8% to 25.0% by 2020

25.4% 27.7% 29.3% 33.1% 34.2% 34.8% 34.4% 32.1% 31.1% 28.7% 27.9% 27.8% 28.7% 30.4%

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11

Return to Institutions Rate Overall 3-Year Rate for All Offenses

Overall 3-Year Rate Trend Line

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SLIDE 20

Current State: Demographics for CY2011 Returns

Age Group Gender Risk Level Race/Ethnicity

4.2.3: Decrease rate of return to institutions for offenders from 27.8% to 25.0% by 2020

22% 31%

39% 35% 35% 32% 32% 29% 23% 21% 9%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 200 400 600 800 1,000 1,200 1,400 1,600 19 and Under 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 and Up Releases Returned Recidivated

30% 31% 37% 24% 14% 19% 33%

0% 5% 10% 15% 20% 25% 30% 35% 40% 1,000 2,000 3,000 4,000 5,000 6,000 White Black American Indian /Alaska Native Asian /Pacific Islander Other Unknown Hispanic Origin Releases Returned Recidivated

40% 31% 13% 4% 36%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 High Violent High Non- Violent Moderate Low Unclassified Releases Returned Recidivated

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SLIDE 21

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

Whatcom Skagit Snohomish King San Juan Clallam Jefferson Grays Harbor Mason Kitsap Pierce Pacific Thurston Lewis Wahkiakum Cowlitz Clark Skamania Island Yakima Klickitat Kittitas Chelan Okanogan Douglas Grant Benton Franklin Walla Walla Columbia Garfield Asotin Adams Whitman Spokane Lincoln Ferry Stevens Pend Oreille

30%

440 | 134

33%

3 | 1

18%

17 | 3

38%

382 | 147

33%

151 | 50

33%

268 | 88

0%

7 | 0

28%

29 | 8

43%

131 | 56

42%

69 | 29

43%

254 | 108

29%

1,445 | 420

27%

1,333 | 364

56%

9 | 5

33%

58 | 19

0%

4 | 0

36%

47 | 17

31%

526 | 162

36%

123 | 44

33%

214 | 71

21%

33 | 7

0%

0 | 0

40%

5 | 2

33%

27 | 9

32%

75 | 24

28%

25 | 7

33%

88 | 29

19%

26 | 5

33%

3 | 1

34%

515 | 175

35%

23 | 8

37%

216 | 80

35%

88 | 31

32%

50 | 16

0%

1 | 0

0%

3 | 0

20%

25 | 5

44%

9 | 4

34%

298 | 102

Counties below 30% Counties above 30% Rate of Return # Released | # Returned

30.4%

CY2011 Statewide Rate

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SLIDE 22

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

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SLIDE 23

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

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SLIDE 24

Leadership Development

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  • Our intention is to grow leaders at all levels of the
  • rganization
  • Empower staff to manage operations at the lowest level

possible

  • Offer opportunities for staff to attend national academies
  • ffered through the National Institute of Corrections,

American Correctional Association, and American Probation and Parole Association

  • Leverage the on-going leadership training efforts of the

Department of Enterprise Services (DES)

  • Conduct internal supervision and leadership training
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SLIDE 25

Questions?

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