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
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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 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 Relations Communications
Assistant Secretary
Family Services
for Offender Change

Assistant Secretary Financial Services

for Prisons
Human Resources
Assistant Secretary
for Reentry
December 1, 2015

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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

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Performance Management System

Seamless
and Integrated

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 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

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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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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

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 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
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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
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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
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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
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Results DOC Dashboard

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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?

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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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 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%
35.0% 34.2%
33.1%
32.1%
31.1%
30.4%
30.0% 29.3%
28.7% 28.7%
27.7% 27.9% 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
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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%

1,400 39% 40%

1,200 35% 35% 35%

32% 32% 31% 22%
29% 30%
1,000
25%
800 23%
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 Releases Returned Recidivated Gender

6,000 40% 4,000 45%
37%
35% 3,500 40% 40%
5,000 33%
30% 31% 30% 36% 35%
3,000
4,000 31%
24% 25% 30%
2,500
3,000 20%
19% 25%
2,000
2,000 14% 15% 20%
10% 1,500
15%
1,000
5% 1,000 13%
10%
0 0% 500 5%
White Black American Asian Other Unknown Hispanic 4%
Indian /Pacific Origin 0 0%
/Alaska Islander High Violent High Non- Moderate Low Unclassified
Native Violent

Releases Returned Recidivated Releases Returned Recidivated

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Race/Ethnicity Risk Level
 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% 36%
Oreille

4|0
Skagit
21% 0%
Stevens
123 | 44 33 | 7 40%
Island 0|0 33% 5|2
36% 27 | 9
Clallam 33% 47 | 17 31% Snohomish
58 | 19 526 | 162 Chelan
Douglas
56% Jefferson 32%
Kitsap 75 | 24 19% Lincoln Spokane
9|5
Mason
43% King
26 | 5
33% 34%
Grays Harbor 254 | 108 29% 515 | 175
42% 1,445 | 420 Grant
3|1
43% 69 | 29
131 | 56
Pierce Kittitas 33% Adams
Thurston
27% 28% 88 | 29
Whitman

34% 25 | 7
35% 44%
1,333 | 364 23 | 8 9|4
298 | 102
Pacific
28% Lewis 33% Franklin Garfield

29 | 8 151 | 50 Yakima 35% Columbia

0%
Wahkiakum 38% 88 | 31 3|0 Asotin
0%
Cowlitz Skamania
382 | 147
Benton Walla Walla 0% 20%
33% 37% 32% 1|0
7|0
268 | 88 33% 216 | 80 50 | 16 25 | 5
3|1
Clark 18% Klickitat
30% 17 | 3
Counties below 30%

30.4%
440 | 134
Counties above 30%
Rate of Return
CY2011 # Released | # Returned
Statewide Rate
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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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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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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

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Questions?

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