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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
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
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
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
6
DOC Strategic Plan 2015-2017www.doc.wa.gov/aboutdoc/docs/strategicplan2015-2017.pdf
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
8
Engaged and
Respected
Staff
Safer
Operations
Innovative,
Efficient, and
Sustainable
Business
Practices
Positively
Changed
Offenders
Supporting
Successful
Transition
Improve Public Safety
Performance Management
Engaged and Respected Staff
9
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
Performance Management
Safer Operations
10
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
Performance Management
Innovative, Efficient, and Sustainable Business Practices
11
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
Performance Management
Supporting Successful Transition
12
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
Performance Management
Positively Changed Offenders
13
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
Results DOC Dashboard
14
Results DOC Counting Rules
15
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?
An Example of Cascading Data
Prison Violence
16
An Example of Cascading Data
Prison Violence
17
Moving the Needle
18
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 Line19
Current State: Demographics for CY2011 Returns
Age Group Gender
Risk LevelRace/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%
0
200
400
600
800
1,000
1,200
1,400
1,600
19 andUnder
20-24 25-29 30-34 35-39 40-44 45-49 50-54 55 andUp
Releases Returned Recidivated
30% 31%
37%
24%
14%
19%
33%
0%
5%
10%
15%
20%
25%
30%
35%
40%
0
1,000
2,000
3,000
4,000
5,000
6,000
White Black AmericanIndian/AlaskaNative
Asian/PacificIslander
Other Unknown HispanicOrigin
Releases Returned Recidivated
40%
31%
13%
4%
36%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
0
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 Recidivated20
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 HarborMason
Kitsap
Pierce
Pacific
Thurston
Lewis
Wahkiakum Cowlitz
Clark
Skamania
Island
Yakima
Klickitat
Kittitas
Chelan
Okanogan
Douglas
Grant
Benton
Franklin
Walla Walla
Columbia
Garfield
Asotin
AdamsWhitman
SpokaneLincoln
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 | 233%
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 Rate21
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
Leadership Development
24
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
Questions?
25
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