DOC Management Systems and Processes
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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,
2 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
3 Department of Corrections Organizational Chart Secretary Dan Pacholke Indeterminate Sentence Review Board Chair Deputy Secretary Jody Becker-Green Assistant Secretary for Community Corrections Assistant Secretary for Correctional Industries Assistant Secretary for Health Services Assistant Secretary for Offender Change Advance Corrections Initiative Executive Policy Tribal Relations Assistant Secretary for Administrative Operations Performance Mgmt. Research and Data Analytics Communications Family Services December 1, 2015 Assistant Secretary for Prisons Assistant Secretary for Reentry Financial Services Human Resources 3
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
5 Performance Management System Seamless and Integrated 5
6 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
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 7
8 Performance Management Linking Key Goals to Performance Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders 8
9 Performance Management Engaged and Respected Staff Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders Staff Engagement Staff Recognition Staff Retention Well Trained and Educated Staff Effective Leaders Developing the Workforce 9
10 Performance Management Safer Operations Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders Staff Safety Offender Safety Ensuring Safe Environments Providing Basic Needs Managing Emergencies 10
11 Performance Management Innovative, Efficient, and Sustainable Business Practices Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders Cost Containment Sustainable Facilities Budget Compliance Mitigating Risk Communicating Managing Finances Managing Information Improve Performance 11
12 Performance Management Supporting Successful Transition Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders Case Plan Compliance Successful Transition Release of the Offender Managing Offenders in the Community Enhancing Partnerships 12
13 Performance Management Positively Changed Offenders Improve Public Safety Engaged and Respected Staff Safer Operations Innovative, Efficient, and Sustainable Business Practices Supporting Successful Transition Positively Changed Offenders Offender Accomplishments Offender Employment Recidivism Assessing Offenders Providing Programming Pathways for Improvement 13
14 Results DOC Dashboard 14
15 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
16 An Example of Cascading Data Prison Violence 16
17 An Example of Cascading Data Prison Violence 17
18 Moving the Needle 18
19 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% 35.0% 33.1% 34.2% 34.8% 34.4% 30.0% 27.7% 29.3% 32.1% 31.1% 28.7% 27.9% 27.8% 28.7% 30.4% 25.0% 25.4% 20.0% 15.0% 10.0% 5.0% 0.0% '98 '99 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 Overall 3-Year Rate Trend Line 19
20 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% 1,400 1,200 1, % 35% 35% 32% 32% 29% 23% 21% 9% 40% 35% 30% 25% 20% 15% 10% 5% 31% 22% 0 19 and Under Age Group and Up Releases Returned Recidivated 0% Gender 6,000 5,000 4,000 3,000 2,000 1, % 31% 37% White Black American Indian /Alaska Native 24% Asian /Pacific Islander 14% Other 19% 33% Unknown Hispanic Origin 40% 35% 30% 25% 20% 15% 10% 5% 0% 4,000 3,500 3,000 2,500 2,000 1,500 1, % High Violent 31% High Non- Violent 36% 13% 4% Moderate Low Unclassified 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Race/Ethnicity Releases Returned Recidivated Risk Level Releases Returned Recidivated 20
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 Clallam 56% 9 5 Grays Harbor 43% Pacific 33% % 29 8 Jefferson Wahkiakum 0% % CY2011 Statewide Rate Mason 42% San Juan 0% 4 0 Thurston Island Kitsap Lewis Cowlitz 43% Clark Pierce King % 1, % % % % % % % % % 1, Skamania 33% 3 1 Skagit Whatcom Snohomish 18% 17 3 Kittitas Yakima Klickitat Chelan 32% % % Okanogan 21% 33 7 Douglas 19% 26 5 Grant 33% Benton 37% Franklin 35% Ferry 0% 0 0 Lincoln 33% 3 1 Adams 35% 23 8 Walla Walla 32% Stevens 33% 27 9 Columbia 0% 1 0 Spokane Whitman Garfield Pend Oreille 40% % % 9 4 0% 3 0 Asotin 20% 25 5 Counties below 30% Counties above 30% Rate of Return # Released # Returned 21
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 22
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 23
24 Leadership Development Our intention is to grow leaders at all levels of the organization Empower staff to manage operations at the lowest level possible Offer opportunities for staff to attend national academies offered 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 24
25 Questions? 25
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