doc management systems and processes€¦ · policy tribal relations assistant secretary for...

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

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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


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

http://www.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


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


Engaged and Respected Staff

9

Engaged and

Respected

Staff

Safer

Operations

Innovative,

Efficient, and

Sustainable

Business

Practices

Positively

Changed

Offenders

Supporting

Successful

Transition


Staff Engagement

Staff Recognition

Staff Retention

Well Trained and Educated Staff

Effective Leaders

Developing the Workforce


Safer Operations

10

Engaged and

Respected

Staff

Safer

Operations

Innovative,

Efficient, and

Sustainable

Business

Practices

Positively

Changed

Offenders

Supporting

Successful

Transition


Staff Safety

Offender Safety

Ensuring Safe Environments

Providing Basic Needs

Managing Emergencies


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


Cost Containment

Sustainable Facilities

Budget Compliance

Mitigating Risk

Communicating

Managing Finances

Managing Information

Improve Performance


Supporting Successful Transition

12

Engaged and

Respected

Staff

Safer

Operations

Innovative,

Efficient, and

Sustainable

Business

Practices

Positively

Changed

Offenders

Supporting

Successful

Transition


Case Plan Compliance

Successful Transition

Release of the Offender

Managing Offenders in the

Community

Enhancing Partnerships


Positively Changed Offenders

13

Engaged and

Respected

Staff

Safer

Operations

Innovative,

Efficient, and

Sustainable

Business

Practices

Positively

Changed

Offenders

Supporting

Successful

Transition


Offender Accomplishments

Offender Employment

Recidivism

Assessing Offenders

Providing Programming

Pathways for Improvement

Results DOC Dashboard

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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?

An Example of Cascading Data

Prison Violence

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An Example of Cascading Data

Prison Violence

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Moving the Needle

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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


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


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


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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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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Leadership Development

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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?

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