January 10, 2008
Quality Assurance
Annual Progress Report
Progress Reported on Implementation of Approved Recommendations and Measurements Established During Organizational Review Processes
Employee Assistance Program Tulsa Correctional Emergency Response Team Victim Services Volunteer Services
Implementation of Organizational Review Recommendations
Progress At-A-Glance
Area Reviewed
Num ber of Recommendations 11 9 17 30
Num ber Completed 9 2 5 25
Number In Progress 2 7 6 5
Num ber Pending 0 0 6 0
Em ployee Assistance Tulsa CERT Victim Services Volunteer Services
Organizational Review of the Employee Assistance Program
The Organizational Review Panel, composed of internal and external subject matter experts, com pleted a comprehensive review of the agency’s Employee Assistance Program and submitted its final report on June 19, 2006.
Desired State
The “Desired State” resulting from this review is, “Employee Assistance will effectively provide confidential, efficient, measurable services and the best utilization of resources at either no cost or a reduced cost. EAP will assist employees in obtaining professional help with life’s stresses and provide services which contribute to a reduction in employee turnover and a productive and healthy workforce.”
Performance Measures
Performance measures identified include: (1) A reduction in the cost to provide Employee Assistance Program services to agency employees; (2) A reduction in employee turnover; (3) An increase in the number of employees and family members participating in the program and the number of sessions provided to each; (4) A reduction in the out-of-pocket expenses to employees participating in the Employee Assistance Program; and (5) An increase in employee satisfaction. Following is progress reported on performance measures identified: # A reduction in the cost to provide Employee Assistance Program services to agency employees Progress Reported: The figures from 2005 will be used for comparison because that was the last full year that EAP functioned as an internal EAP with a remote location. The total operating cost for 2005 including the EAP budget and personnel costs (salaries and benefits) was $177,909. Dividing this number by the total number of employees, 4,632, provides a cost of EAP services of $38.41 per employee or $3.20 per employee per month. There are eight months of service through Integris CAP on which to base a comparison. For the months of April through November, the total cost of the Integris contract was $15,672. Annualized, this represents a cost of $23,508 for a 12 month period. Allowing $2,000 for training between now and the end of the fiscal year, brings the total cost to $25,508. There is no budget for EAP, and the only other expense is the portion of salary and benefits of the EAP Coordinator which is spent to support the program. Salary and benefits at 33% (time spent) would add $20,733.75 to the cost of the program. Adding these two figures brings the total cost of the EAP to $46,241.75. The cost of the EAP for the year is calculated by dividing this total by the total number of employees, 4,649, for a cost per employee of $9.95 or a cost per employee per month of $0.83. (Note: This method of calculation is consistent with the method originally used at the beginning of the review process.)
#
A reduction in employee turnover Progress Reported: As turnover is calculated annually, this will be reviewed and reported in mid January 2008 for calendar year 2007. The first full year of the contract period will be reported in August 2008 for FY 2008.
#
An increase in the number of employees and family members participating in the program and the number of sessions provided to each Progress Reported: In 2006 we were following the “assessment and referral” model. We provided services to 81 new clients consisting of employees and family members during the time period between April 1, 2006, and November 30, 2006. Because of the limitations of this model, we have no way of tracking the number of sessions conducted.
#
A reduction in the out-of-pocket expenses to employees participating in the Employee Assistance Program Progress Reported: During the same months of 2007 Integris CAP conducted 96 intakes and 156 sessions. T h e increase from 81 to 96 represents an approximate 16% increase. The cost of the intake could be seen as the assessment process for the 2006 period which the employees and family members did not pay for. Assuming that the employees and family m em bers utilized Health Choice PPO insurance and attended the same number of sessions (158), they would have paid a co-pay of $25.00 for each of the 158 sessions, costing a total of $3,950.00. Due to confidentiality and the reporting methods of Integris CAP, we have no way of knowing the number of sessions utilized by each client.
#
An increase in employee satisfaction Progress Reported: The surveys returned to Integris CAP indicate a degree of general satisfaction that is comparable with surveys returned to EAP prior to the initiation of the contract. There were only four surveys returned during the third and fourth quarter of 2007; however, there have been no negative comments returned.
Recommendations and Progress
# Store a back-up copy of the EAP client database off-site to ensure appropriate security is maintained. Improvement will be measured in the event that the data is lost by EAP staff and the back up data is readily available so that business can continue. Progress Reported: Completed. This recommendation was satisfied due to the outsourcing of the Employee Assistance Program.
# Revise OP-110217 to discontinue use of EAP field representatives. There appears to be a gap between policy and actual practice. EAP aw areness and program marketing activities are primarily conducted by the central EAP. Based on input received from the site representative, there is no longer a need for EAP field representatives. Improvement will be measured by issuance of a revised OP-110217 and consistency between policy and practice. *Note: OP-010110 entitled, “Enrollment Procedures for New Employees” will also be modified to ensure the Employee Assistance information is provided to new employees. Progress Reported: Completed. OP-110217 was revised in accordance with the above recommendation.
# Clearly define management reporting terms based on state standards and ensure consistency in management reporting. Improvement will be measured by implementation of standardized definitions that are consistent with those utilized by the Office of Personnel Management. Progress Reported: Completed. This recommendation was satisfied due to the outsourcing of the Employee Assistance Program.
# Incorporate a presentation by ODOC EAP staff into correctional officer pre-service training offered at the Department of Corrections Training Academy. Improvement will be measured by increased awareness as a result of training as documented by EAP client survey results. Progress Reported: In progress. Information sharing strategies are being developed related to pre-service and Leadership Development.
# Revise OP-110214 to eliminate the Threat Management Team. The proposed draft of OP-110218 entitled “Employee Medical Exams/Inquiries, and Records,” provides a mechanism for the facility/unit head to request authorization for a fitness for duty examination. The procedure also provides that prior to granting or denying approval, the personnel administrator may assemble a review committee consisting of department staff from outside the Personnel unit and may include representatives from the general counsel and the affected employee’s chain of command. Additionally, there is a gap between OP-110214 and actual practice related to the Threat Management Team. OP-110214 requires the Threat Management Team to consult with and serve as a resource to management by meeting quarterly, reviewing incidents, identifying trends, developing appropriate prevention plans, providing training, and making recommendations for program improvement. The site representative indicated that beyond meeting incident-by-incident and reviewing the policy annually, the Threat Management Team has been primarily inactive. Improvement will be measured by issuance of a revised OP-110214 and consistency between agency policy and practice. Progress Reported: Completed. OP-110214 was revised in accordance with the above recommendation.
# Address the gap between agency policy and agency practice related to the reporting of workplace violence incidents by requiring managers to report all incidents (whether resolved formally or informally) so that the agency has a more informed view of workplace violence trends statewide. Improvement will be measured by a comparative analysis of incidents. *Note: During the May 3, 2006, meeting with decision makers, this Quick W in was identified as needing further discussion. As a result, the measurement was revised to read, “Improvement will be measured by issuance of a revised OP-110214 and consistency between policy and practice.” This revised measurement was submitted, along with the panel’s final recommendations, to Director Jones on May 19, 2006, and approved by Director Jones on May 23, 2006. Progress Reported: Completed. OP-110214 Addendum-01 was issued December 27, 2006. This addendum requires a verbal report of any incident within 48 hours and a written report within two weeks. A reporting form/checklist was developed.
# Incorporate a presentation by ODOC EAP staff into the Correctional Leadership Development Program so that the program’s services and referral processes are reinforced with new supervisors. Improvement will be measured by increased awareness as a result of training as documented by EAP client survey results and an increase in the number of supervisory referrals. *Note: Because of concerns related to increasing the length of Correctional Leadership Development training, an online course will be developed to serve as a reminder and refresher for supervisors. Improvement will be measured by the percentage of new supervisors trained. Progress Reported: In progress. Information sharing strategies are being developed related to pre-service and Leadership Development.
# Revise OP-110217 to include a more specific description of EAP services offered and how employees may access the ODOC EAP (i.e., contact name, number, e-mail, etc.). Revise OP-110217 to also specifically address who is eligible for these services (i.e., family members, part-time employees, student interns, volunteers, etc.). Improvement will be measured by increased awareness resulting from agency policy on the EAP client survey and family services provided reported on monthly management report. Progress Reported: Completed. OP-110217 was revised in accordance with the above recommendations.
# The EAP currently uses a client survey; however, the data collected is limited and the response rate is low. Revise the EAP Client Survey to also gather information on the following so that awareness, method of contact, response time, number of sessions, level of resolution, nature of visit, trends based on job classification, and overall satisfaction can be more effectively measured: # How the client learned or heard about EAP (i.e., co-worker, supervisor, family member, training session, policy, written promotional materials, etc.) # How the client contacted EAP (local telephone number, toll free number, e-mail, etc.) # How long it took for the EAP representative to get back in touch with the client and if the response time was satisfactory (i.e., immediately, within one hour, within 24 hours, other) # If the client met face-to-face with an EAP representative for consultation or counseling and the frequency # If the client did not meet face-to-face with EAP representative, was the issue resolved over the phone and if not, why not # If the client contacted EAP because of work-related issues and what those work-related issues were (i.e., relationship with co-worker, workload, relationship with supervisor, organizational changes, work and personal issues combined, other) # If the client feels his or her concerns were sufficiently addressed (if so, how AND if not, why) # If the client would recommend the EAP counselor to a friend, co-worker, or loved one? If not, why? # Client’s job classification if confidentiality is not breached Survey immediately after services are provided and at an interval of three months with an incentive for response. Improvement will be measured by an increased number of client surveys returned, management reporting of results, identification of areas needing improvement, and development of strategies to address those areas needing improvement. *Note: During the May 3, 2006, meeting with decision makers, the interval of three months was deleted. Language regarding providing an incentive was also deleted. This recommendation will be implemented through an online survey or telephone survey conducted by EAP staff. Improvement will be measured by employee client satisfaction based on returned surveys. Progress Reported: Completed. The client survey has been revised in accordance with the above recommendation.
# Based on input from the Employee Assistance Program experts serving on the Organizational Review Panel, it is recommended that the reporting structure for EAP manager be placed at a higher level in the organization (i.e., reporting to the associate director or the director). If this recommendation is approved, it is further recommended that the EAP manager and the personnel administrator positions be reviewed for potential refactoring due to the change in reporting structure and fiscal responsibility. *Note: During the May 3, 2006, meeting with decision makers, this Quick W in was deferred until the final report was completed and additional information was provided to key decision makers regarding a comparison of internally and externally operated Employee Assistance Programs. The panel subsequently recommended withdrawal of this recommendation in its May 19, 2006, submission of final recommendations to Director Jones. Director Jones approved withdrawal of the Quick Win recommendation on May 23, 2006. Progress Reported: Completed. Director Jones approved withdrawal of this recommendation on May 23, 2006.
# By January 1, 2007, out source the agency’s Employee Assistance Program based on a fee-per-service contract. Utilize the existing classified Employee Assistance Program Coordinator position to serve as the “face of the DOC EAP” and the agency’s liaison with the contracting entity. Also utilize this position to respond to daily information requests, conduct training, etc. Reallocate the remaining two FTE (unclassified Employee Assistance Program Manager and classified Administrative Assistant I) to other areas of need within the agency or eliminate these two FTE through attrition.
Eliminate rent and office expense by housing the agency’s EAP Coordinator in existing office space in Oklahoma City and funding office supplies, etc., within the existing Personnel budget. Transfer responsibility for the Employee Health and Wellness component to the Benefits area of the Personnel Unit. At a minimum, Benefits should purchase pre-packaged employee health and wellness campaign kits to issue to field coordinators monthly. No new FTE will be required to coordinate these health and wellness services. Model the Department of Corrections Invitation to Bid after the Department of Human Services bid (copy available from Quality Assurance) to include: Intakes; One to six counseling sessions (to include legal and financial) per employee (full-time, part-time, temporary/contract, student interns) and immediate family members (defined as spouse, children, parents, brothers, sisters, but includes step, grand, half, foster, or in-law relationships to immediate family members AND household members defined as those persons who reside in the same home, who have reciprocal duties to and do provide financial support for one another including foster children and legal wards even if they do not live in the household but does not include persons sharing the same general house, when the living style is primarily that of a dormitory or commune); On-site intervention services (i.e., group assessment and consultation for situations such as critical incidents, workplace violence, death/suicide of a co-worker, etc.); Monthly training services (training on pertinent EAP topics such as stress managem ent, workplace violence, etc.); and Monthly management reporting, and provision of marketing materials. Progress Reported: Completed. On March 21, 2007, the Department of Corrections entered into a contract with Integris C orporate Assistance Program to provide EAP services. The terms of the contract meet requirements listed above. OP-110217 entitled, “Employee Assistance Program,” was revised to reflect contracting of EAP services. The policy was approved and issued effective June 19, 2007. Revisions have been made to OP-110501 to reflect EAP contract provider. This policy was effective August 10, 2007. The classified EAP coordinator was relocated to the administration building on July 1, 2006, and serves as the liaison with Integris Corporate Assistance Program. The unclassified EAP Manager was reassigned to a vacant Human Resources Management position on July 1, 2006. The classified Administrative Assistant I was reassigned to the staffing area of Personnel on August 15, 2006. The Shawnee office was closed and all services cancelled September 1, 2006. All office moves and staff relocations to the administration building were completed August 15, 2006. OP-110216 was abolished. OP-110217 was revised to include health and wellness information. The Health and Wellness Program is now coordinated by the Administrative Programs Officer II assigned to Human Resources Manager Curtis Gilley. Health information is provided through a subscription to WELCOA, participation in the State Wellness Program, and OK Health. WELCOA provides pre-packaged health and wellness materials which are distributed to field staff.
Organizational Review of the
Tulsa Correctional Emergency Response Team
The Organizational Review Panel, composed of internal and external subject matter experts, completed a comprehensive review of the agency’s Tulsa Correctional Emergency Response Team and submitted its final report on November 28, 2006.
Desired State
The “Desired” state resulting from this review is, “The Division of Community Corrections will develop a uniform policy that utilizes best practices and the most cost-effective methods of efficiently responding to escapes from community corrections settings.”
Performance Measures
Process measures include: (1) Consistency in community corrections escape data and (2) Consistency in notification processes and steps taken to apprehend escapees across districts.
Recommendations and Progress
# Eliminate the Tulsa Correctional Emergency Response Team. Progress Reported: Completed. The Tulsa Correctional Emergency Response Team has been eliminated.
# Establish a uniform protocol for community corrections escapes. The uniform protocol will include, at a minimum: Definition of escape in the community corrections setting (whether contract community corrections or state community corrections), reporting requirements including reporting to the Agency Escape Hotline, the district chain of command, and the halfway house contract monitor (if applicable), as well as time frames for reporting. Progress Reported: In progress. A Process Action Team was established and is underway with the goal of establishing a uniform protocol for community corrections escapes. The protocol will include the definition of an escape, reporting requirements, district chain of command, and time frames for reporting. An escape analysis was developed for all escapes during Calendar Year 2006 to identify patterns and problem areas. The Process Action Team anticipates completing its work within the next 30 to 60 days.
#
The uniform protocol will clearly establish an escape recovery team composed of members identified by the district supervisor with duties and responsibilities clearly specified regarding gathering intelligence, following up on leads, notifying local law enforcement, and apprehension procedures, etc. Only CLEET certified staff will be utilized to follow-up on leads in the community. Progress Reported: In progress. The Process Action Team identified above will also address the escape recovery team composition including duties and responsibilities. Only CLEET certified staff will follow-up on leads in the community.
#
Should advanced training be deemed appropriate for those staff who are transporting offenders, following up on leads in the community, etc., the training will be obtained within the 16 hours of continuing education required by CLEET and completed on work time so that overtime is not accrued for completion of CERT training.
Progress Reported: In progress. Upon completion of the Process Action Team recommendations, a divisional policy will be established to address advanced training to be obtained within the 16 hours of continuing education as required by CLEET. This training will be completed on work time.
#
Review the possible relocation of a fugitive apprehension agent position to the Tulsa area during the organizational review of Internal Affairs. Progress Reported: Completed. The Internal Affairs Unit has established an office in Tulsa to include a fugitive apprehension agent.
#
Revise OP-050103 to ensure consistency between agency operations memorandum and community corrections uniform protocol once developed. Progress Reported: In progress. Once the Process Action Team has developed a uniform protocol, policy revisions will be made.
#
Review and revise the halfway house contract to ensure escape procedures--definition, notification process, time frames, etc.,--are clearly specified in the contract. Progress Reported: In progress. Halfway house contractors are required to follow OP-050103. Recommended revisions to the operations memorandum addressing the above will be submitted upon completion of the Process Action Team’s work.
#
Review and revise the halfway house contract to ensure Oklahoma Department of Corrections staff have timely access to offender files. Progress Reported: In progress. All halfway house contracts are being rewritten and standardized. Timely access to offender files will be addressed in the contract or via a directive.
#
Establish a Process Action Team to study transportation of community corrections offenders to ensure transports are being carried out in the most cost-effective and efficient manner. Progress Reported: In progress. A Process Action Team has been established to address transportation of offenders.
Organizational Review of Victim Services
An Organizational Review Panel, composed of internal and external subject matter experts, completed a comprehensive review of the agency’s Victim Services Unit and submitted a final report dated December 18, 2006.
Desired State
The “Desired” state resulting from this review is, “Victim Services within the Department of Corrections will act as the initial point of contact in assisting victims of crimes by: (1) Providing resources or referrals to meet immediate needs; (2) Ensuring the opportunity for victim notification through VINE; (3) Providing the opportunity for victim/offender dialogue; and (4) Educating staff and offenders regarding victim issues. Victim Services within the Department of Corrections will also collaborate with other county, state, and federal agencies to develop training, education, awareness, and information sharing initiatives.”
Performance Measures
Victim Services performance measures identified include: (1) Satisfaction with the victims’ receipt of information about statutory rights, and their perception of the overall implementation of their rights; (2) Delivery and quality of services provided by Victim Services; and (3) Victims’ perceptions of their treatment by agency staff.
Recommendations and Progress
# Implement the Victim Information Notification Everyday (VINE) system immediately with consideration of time frames for the development of the offender COMIT system. Progress Reported: Pending. The target implementation date was set for November 2007; implementation is outside the control of the Department of Corrections.
#
Once VINE has been implemented, dispose of offender files maintained by Victim Services in a appropriate manner consistent with Department of Libraries guidelines. Progress Reported: Pending. This is pending implementation of VINE.
#
Reallocate the existing classified Administrative Programs Officer Level II position to an unclassified position titled Victim Services Coordinator by working with Personnel to develop a job description and factor the position. Progress Reported: Pending. An Unclassified Position Description Questionnaire was submitted in April 2007. The director suspended further action pending the outcome of the legislatively-mandated performance audit.
#
Reallocate an existing vacant classified position within the Division of Treatment and Rehabilitative Services to assist with all activities associated with expansion of the Victim Services program. Adding a second position to the Victim Services Unit will also provide an opportunity for succession planning/replacement training. Note: This recommendation was identified as “Needs Further Discussion.” A determination regarding the need for additional full-time employees will be made following (1) the reallocation and factoring of the Administrative Programs Officer Level II position and (2) implementation of VINE. Progress Reported: Pending. An Unclassified Position Description Questionnaire was submitted in April 2007. The director suspended further action pending the outcome of the legislatively-mandated performance audit.
#
Establish a Victims Advisory Council, composed of internal and external stakeholders, to: (1) Serve as a resource in developing a strategic plan for the expansion of Victim Services and (2) Provide ongoing guidance regarding program development.
Progress Reported: Completed. This first meeting of the Department of Corrections Victim Justice Advisory Council was held February 6, 2007. A policy statement has been signed by the Board of Corrections. The mission statement and goals have been approved. By-laws were completed in July 2007.
#
Conduct a comprehensive review of the Victims Compensation Fund. The review will include an audit conducted by the agency’s internal auditors as well as a review by the general counsel’s office and Finance and Accounting. Progress Reported: Completed. This fund was subsequently discontinued.
#
Develop a strategic plan for the expansion of Victim Services to include: (1) Community corrections/probation and parole victim advocacy; (2) Executions; (3) Offender education, awareness, and training; (4) Victim/offender dialogue/mediation; (5) Protecting victims from intimidation, harassment, or harm; (6) Restitution advocacy; (7) Staff education, awareness, and training (preservice and in-service); and (8) Community outreach and education. The strategic plan should be developed with input from internal and external stakeholders (Victims Advisory Council) and modeled after the New Hampshire Department of Corrections plan to include specific goals, objectives, time frames for completion, and performance measures for each. Additionally, the plan should incorporate specific plans for automating associated processes, data collection, and record keeping, etc. Progress Reported: In progress. The Victim Justice Advisory Council has been provided information and has begun developing a strategic plan. The target date for completion of the plan is March 1, 2008.
#
Work in partnership with the agency’s Executive Communications Administrator to develop a victim services public education/awareness “tool kit” to include printed publications (brochures, handbooks, etc.), PowerPoint presentations, video, etc. Content must be approved by the Deputy Director of Treatment and Rehabilitative Services. Utilize this information in community outreach and staff/offender education/awareness efforts. Additionally, provide this “tool kit” to field victim services liaisons for their use in local education and awareness and training activities. Progress Reported: In progress. A meeting has been held with the Executive Communications Administrator to discuss needs and desires. This unit designs the newsletter once the Victim Services liaison has completed it and before it is distributed to over 500 recipients. Brochures will be developed following implementation of VINE.
#
Work in partnership with the agency’s Executive Communications Administrator, as well as internal and external stakeholders, to review the existing web-site for opportunities for improvement to ensure it provides information sufficient to meet the needs of victims. Progress Reported: In progress. A meeting has been held with the Executive Communications Administrator to discuss desires. Victim Services liaison has been gathering examples from other states, and the Council is deciding what they would like to have on the web site.
#
Revise existing employee performance appraisals for Victim Services coordinator to include “meets standards” measurements. Progress Reported: Completed. Measurements were established on February 15, 2007.
#
Implement an Impact of Crime on Victims Program. Progress Reported: Pending.
# Using the Deschutes County Juvenile Justice Client Evaluation Form as a model, develop and implement a Victim Satisfaction Survey as a means of measuring victim satisfaction and gathering data for the continuous improvement of Victim Services. The survey will be made available in several formats to enhance participation. Formats should include written format, availability
on the agency’s web page via a link, and e-mail distribution via SurveyMonkey.com. Survey results will be reviewed by the Victim Services Coordinator and may be reviewed by the Advisory Board and field liaisons in making ongoing improvements to Victim Services. Progress Reported: In progress. A survey has been completed, and distribution is pending.
# Work through the Deputy Director of Treatment and Rehabilitative Services to ensure compliance with OP-090215 entitled “Victim Services,” by partnering with each facility and district to recruit a staff member who is willing (voluntarily and based on expressed interest) to serve as a victim services liaison for each facility and district and coordinating with these field liaisons in the fulfillment of their responsibilities as outlined in policy. Provide an education/awareness segment for upper management to seek recruits, reinforce compliance with policy, and seek assistance in ensuring a consistent approach to addressing victim issues. Develop and deliver an orientation/training program for field victim services liaisons, once identified, which must be completed prior to serving in that capacity. Meet with field liaisons quarterly or biannually to provide training, presentations from outside speakers, etc., and to work on activities associated with Victim Services program development and delivery. Progress Reported: In progress. Information gathering from other states that utilize this system has begun.
#
Establish a toll free line for out-of-state callers. Progress Reported: Completed. The toll free line was established January 30, 2007.
#
As part of the program expansion effort previously recommended, employ a “wrap around service” philosophy by partnering with the agency’s transition coordinators to ensure victims interests are represented in the reentry process. Progress Reported: In progress. The Victim Justice Advisory Council has been provided information and has begun developing a strategic plan. The target date for completion of the plan is March 1, 2008.
#
Revise Standard Operating Procedures once VINE has been implemented and as needed thereafter. Ensure these procedures are reviewed and approved by the appropriate chain of command prior to publication or utilization of their names on the procedures. Progress Reported: Pending. This is pending implementation of VINE.
#
Review publications and training curriculum on an annual basis to ensure information is up-to-date and accurate. Progress Reported: Completed. Deputy Director Mahaffey has reviewed everything currently being distributed and will rereview in January 2008.
Organizational Review of Volunteer Services
The Organizational Review Panel, composed of internal and external subject matter experts, completed a comprehensive review of the agency’s Volunteer Services program and submitted its final report on May 9, 2006.
Desired State
The “Desired” state resulting from this review is, “Volunteer Services will ensure a well-trained, diverse volunteer workforce whose services are respected and appreciated, and with the support of staff, result in a benefit to the agency by saving dollars; providing a pool of potential employees; increasing offender pro-social behavior while incarcerated and upon re-entry; maintaining family connections; supporting at risk children of offenders; and reducing recidivism.”
Performance Measures
Volunteer Services performance measures identified include: (1) An increase in the dollar value of services provided; (2) An increase in the number of volunteers (occupational and programmatic); (3) An increase in the number of volunteers and student interns hired as employees; (4) An increase in the number of volunteers referring applicants who are hired as employees; (5) A reduction in the number of offender misconducts and new arrests while under supervision; (6) An increase in the success rates of offenders while under supervision in the community; (7) An increase in the number of volunteers providing re-entry programs and services to offender; (8) An increase in the number of volunteers providing programs and services provided to at-risk children of offenders; and (9) A reduction in offender recidivism rates defined as no new felony convictions.
Recommendations and Progress
# Improve communication with volunteers by presenting to upper management volunteer survey findings and the areas of improvement identified by volunteers and making an increased management commitment and emphasis on resolving these issues. *NOTE: The Organizational Review Panel made a presentation to upper managers on June 20, 2006. Progress Reported: Completed. A presentation on the Volunteer Services Quality Assurance Review was provided to upper management in June 2006. A presentation on the results of the volunteer survey was made to upper management in November 2006. A new survey will be issued during 2008.
# Utilize the existing volunteer force as recruiters to help address agency’s critical recruitment and retention needs by modifying the Connect & Collect! program to include a one-time incentive payment (same as that given to retirees) to volunteers who meet policy requirements. *NOTE: This request was initially referred to Associate Director J’me Overstreet for further discussion. Ms. Overstreet subsequently approved the recommendation by memorandum dated May 1, 2006. Progress Reported: Completed. OP-110227 was revised August 23, 2007, to include volunteers in the Connect & Collect! program. To date, no volunteer has received payment through the program. The Volunteer Services Unit will work to increase awareness of this incentive.
# Address the needs of chaplains and local volunteer coordinators for clerical services (as indicated by the site representative) by the agency volunteer coordinator identifying the level of need, location of need, and developing a recruitment campaign, in coordination with the Executive Communications Administrator, to address this need. Progress Reported: Completed. Based on the 2007 survey, the number of volunteers providing clerical support to correctional chaplains and volunteer coordinators has increased slightly.
#
Store a back-up copy of the volunteer database off-site to ensure appropriate security is maintained. Progress Reported: Completed. Volunteer data is now maintained on the Department of Corrections server with automatic back-ups.
# Address the gap between agency policy and agency practice related to program planning by including language in the volunteer policy currently under review that requires a formalized needs assessment be completed annually to include: Identification of stated outcomes, performance measurements, position descriptions for need areas, development of plans to address needs identified (i.e., increased use of Citizen Advisory Boards as a resource), and an approval process by the agency volunteer coordinator to ensure compliance with policy and consistency with agency vision and goals. Progress Reported: Completed. Volunteer Services operations memorandum No. OP-090211 has been revised to clarify and strengthen language regarding the annual needs assessment as indicated above. The revised volunteer policy was effective September 27, 2007. To date, there have been no annual needs assessments submitted, but they will be submitted by each facility and office during 2008.
#
Increase the use of Citizen Advisory Boards as a resource for addressing areas identified by volunteers as needing improvement (i.e., to provide equipment, supplies, recognition items, etc.) as well as needs identified during the program planning process. Progress Reported: Completed. The Volunteer Services operations memorandum No. OP-090211 and the Citizen Advisory Board operations memorandum No. OP-090401 have been revised in accordance with this recommendation. The revised Volunteer Monthly Report which is submitted by the volunteer coordinator contains a section for documenting their work and reports to the Citizen Advisory Board. The revised format was implemented October 2007. At this time, there have been no reports indicating contact with the Citizen Advisory Board. This will be documented on reports during 2008.
#
Complete development and implementation of the centralized volunteer database so that the volunteer approval process can be streamlined and secure access to facilities can be maintained. Progress Reported: Completed. The volunteer database has been completed. Work continues to update data so that reports are current and available. Data problems should be resolved by February 29, 2008, at which time all reports will be available to each facility, district, and unit.
#
Include in the data base design, a method of collecting knowledge, skills, and abilities information on volunteers so that the agency can utilize volunteers, not only for programmatic purposes, but also for occupational purposes. *NOTE: This “Quick Win” has potential applicability to employees as well. Progress Reported: Completed. The revised Volunteer Application Form requests the volunteer provide information on the volunteer’s knowledge, skills, and abilities, and the volunteer database contains specific fields to collect this information. All new entries into the database contain any information the volunteer provides related to the volunteer’s knowledge, skills, and abilities.
# Resolve procedural conflict related to retention of background information by ensuring OP-090211 (Volunteer Program procedures), OP-110210 (Background Investigation procedure), and the Agency Records Disposition Schedule are consistent. *NOTE: All procedural conflicts related to Volunteer Services are to be examined and resolved. Progress Reported: Completed. Volunteer Services now maintains background information for a period of five years in accordance with OP-110210. The Volunteer Services operations memorandum has been revised in accordance with agreed procedures.
# Implement a process to obtain feedback from volunteers attending training by developing and implementing a pre- and posttest for training, as well as a participant feedback form following training. *NOTE: Implement post-testing only and following each module/section of the training.
Progress Reported: Completed. Post-test and feedback forms have been developed. They are being implemented effective with the January 19, 2008, training sessions. Test results and feedback will be reported to the Deputy Director of Treatment and Rehabilitative Services quarterly beginning with the first quarter of 2008.
#
Revise existing employee performance appraisals for Volunteer Services staff to include “meets standards” measurements. Progress Reported: Completed. All Volunteer Services staff have performance appraisals with measurements.
# Modify the employee exit survey for use by volunteers and offer the opportunity to complete an exit survey to those volunteers who leave the agency in good standing. Survey results will be entered into a database by the Volunteer Services central office, reviewed to identify trends/areas needing improvement, and reported, on a quarterly basis, to local volunteer coordinators and upper managers so that areas identified for improvement can be addressed. Progress Reported: Completed. Survey is developed and ready to utilize. Very few volunteers leave the agency. Efforts will be made to identify through local volunteer coordinators any exiting volunteers that may be eligible to complete the survey. At this time, no surveys have been completed.
# Modify OP-090211 entitled “Volunteer Program” to provide a one-year consistent time frame for allowing ex-offenders and offenders to serve as volunteers. Time frames for sex offenders or persons with domestic abuse should be considered on a case-by-case basis. Progress Reported: Completed. A survey of other correctional agencies was completed during 2006. After the survey was examined and discussions were held with internal and external stakeholders, it was determined that an 18 month time frame was more appropriate. The Volunteer Services operations memorandum No. OP-090211 has been revised to allow a consistent 18 month time frame for allowing ex-offenders to apply for volunteer service. This time frame applies to offenders that are discharged and those released to supervision. Over 50 ex-offenders have been approved as volunteers over the past year.
#
Explore the feasibility of establishing Citizens Academies and utilizing volunteers to schedule and coordinate academy offerings. Progress Reported: Completed. The Agency Volunteer Coordinator has cooperated with the Executive Communications Administrator in exploring the viability of a Citizens Academy and the possible use of volunteers within the academy. The implementation of a Citizens Academy is still in the development stages.
#
Readminister the organizational review survey to volunteers (including local volunteer coordinators) on an annual basis and utilize the feed back received as input into the formalized needs assessment process previously identified as well as in making ongoing improvements. Be transparent in publicizing survey findings and improvements made as a result of this input. Progress Reported: In progress. A small follow-up survey was issued during 2007, and a general survey is planned during 2008.
#
Establish a five-year strategic plan for Volunteer Services with input from internal and external stakeholders. Improvement will be measured by establishment of a five-year strategic plan that includes goals and objectives focused on achievement of the DESIRED state. Progress Reported: In progress. A Process Action Team was established in January 2007 to develop a strategic plan for Volunteer Services. The team encountered difficulties with meeting schedules and has not yet completed the plan.
#
Resolve the conflict between OP-090211 and agency practice related to volunteers completing mandatory in-service training required for full-time employees. Revise OP-090211 to remove this requirement and specify that volunteers will complete an independent course of study, and completion will be documented by the local volunteer coordinator. Procedural language regarding volunteers and student interns receiving “annual updates” should also be deleted based on the above revision. Improvement will be measured based on volunteers receiving in-service training in compliance with agency policy.
Progress Reported: Completed. Volunteer Services operations memorandum No. OP-090211 has been revised in consultation with the Procedures and Accreditation Administrative Manager to ensure compliance with American Correctional Association standards. Annual updates and/or volunteer in-service training will be provided to all volunteers through local volunteer coordinators. Since the revised policy was issued on September 27, 2007, there have been no annual updates or training. The updates and training will be documented during 2008.
# Resolve the conflict between OP-090211 and OP-110210 related to completion of background investigations on volunteers. Improvement will be measured when OP-090211 and OP-110210 are consistent with regard to background investigation requirements for volunteers. Progress Reported: In progress. Meetings and correspondence took place with Internal Affairs to resolve the conflict. Agreement was reached to conduct a full background investigation on occupational volunteers and programmatic volunteer leaders and a criminal records check on all other volunteers. OP-090211 has been revised to clarify those volunteers that will receive complete background investigations and those who will receive a criminal records check. OP-110210 has yet to be revised to reflect the agreed procedure.
#
Revise OP-090211 to address student interns separately from volunteers and require that background investigations for student interns include a records check only. Improvement will be measured by an increased number of student interns. Progress Reported: Completed. OP-090211 has been revised. Student interns now require only a criminal records check. No data is available at this time to determine if there has been an increase in the number of student interns.
# Working in partnership with the agency’s Executive Communications Administrator, develop a recruiters tool kit and provide it as a resource to local volunteer coordinators. The kit will include tools such as a recruitment brochure, a PowerPoint presentation that can be used to promote Volunteer Services in the community, a web site recruitment component with access to fill out the volunteer application on-line, etc. The tool kit should also include information specifically for student interns. Ensure the recruitment effort is reciprocal between Volunteer Services and Personnel (Recruitment and Retention). Once the Volunteer Services tool kit has been developed, the information will be provided to the agency’s recruitment coordinator so that it can be included in information made available during job fairs, speaking presentations at colleges and universities, etc. Additionally, Volunteer Services will make contact with the agency’s recruitment officer to obtain employment recruitment materials so that when volunteer recruitment activities are held or information is distributed, it will also include information on employment opportunities. This reciprocal effort is designed to enhance both employee and volunteer recruitment. Improvement will be measured by development and implementation of these recruitment recommendations and an increase in the number of occupational volunteers, volunteers delivering reentry services, as well as student interns. Progress Reported: In progress. A meeting was held with the Executive Communications Administrator to establish support and cooperation in developing the volunteer recruitment kit. A meeting was held with the agency recruitment officer to establish cross recruitment, using employment recruitment materials at volunteer events and volunteer recruitment materials at employee recruiting events. Individual parts of the recruitment kit are not yet developed.
# Develop a method for maintaining active status (active/inactive status data field) and require the local volunteer coordinator to review the database annually to ensure the database contains only active volunteers and that an accurate number of active volunteers is reported on the monthly report. Improvement will be measured when an accurate number of active volunteers is reported as part of the monthly report along with the dollar savings. Progress Reported: Completed. OP-090211 has been revised to require all volunteers to have an annual evaluation which is completed by either the volunteer coordinator or the volunteer programmatic leader. This evaluation process will be used to weed out any inactive volunteers. The volunteer database indicates active and inactive status. Annual evaluations will begin during 2008.
#
Revise OP-090211 to specify that the warden’s review of the volunteer’s application be made at the end of the process after the records check has been completed instead of at the front of the process before the records check has been conducted.
Progress Reported: Completed. OP-090211 has been revised to place the warden or facility head’s review at the end of the process following the records check.
# Explore alternative methods of delivering just-in-time training for volunteers. This could involve increasing the number of staff who have completed training for trainers and using these trainers to offer classes more frequently, etc. Video conferencing will also be explored as an alternative. Progress Reported: Completed. Volunteer training has been revised to allow more flexibility in providing volunteer training sessions in remote locations. Most staff have been trained to provide volunteer training. The possibility of video conference volunteer training was examined, and it was determined the current system would not accommodate the number of needed training sites. OP-090211 has been revised to allow for a more streamlined volunteer application process. This has enabled us to place volunteer applicants in training sessions in a more timely fashion.
# Revise OP-090211 as indicated: Remove Section III.D. related to special event requirements and address these requirements in the volunteer handbook and during training; Revise OP-090211 so that scheduling of volunteer services (found in Section II.D.4.) is listed as major heading D; Renumber the remaining sections appropriately; and Revise Section III.C.4. so that the request for agency mediation services is listed above language that indicates the decision of the facility/unit head is final. Progress Reported: Completed. OP-0901211 has been revised in accordance with this recommendation.
#
In coordination with Quick Win #9 related to records disposition issues, implement electronic imaging of volunteer files with any necessary approvals from the Department of Libraries and any modifications to the Agency Records Disposition Schedule.
Progress Reported: In progress. Meetings and correspondence have taken place to develop a digital filing system. Volunteer Services has been approved to use the system currently being implemented in the General Counsel’s office and in Personnel. Volunteer Services is waiting on Information Technology to install the software.
#
Establish minimum standards (i.e., some type of activity during National Volunteers Week) for recognition of volunteers and provide a resource tool kit (i.e., certificates, standard letters, etc.) for local volunteer coordinators to use in recognizing volunteers. Require local volunteer coordinators to report volunteer recognition activities as part of their monthly report to central Volunteer Services. Additionally, the Board of Corrections is a volunteer board and should be appropriately recognized annually for their service to the agency. Improvement will be measured based upon annual resurvey of volunteers. Progress Reported: Completed. Volunteer Services has provided resources and suggestions for volunteer recognition events. The Volunteer Monthly Report has been revised to include information on volunteer recognition events which will be included in the Volunteer Services Monthly Report. Surveys will be completed in 2008 which will report on Volunteer Services recognition events during 2007.
# Require local volunteer coordinators to comply with current policy related to development of position descriptions. Revise OP 090211 to require that a copy of the appropriate position description be given to each volunteer to ensure an understanding of what is expected of them at work. Improvement will be measured by local volunteer coordinators providing copies of position descriptions upon request from central Volunteer Services and responses of volunteers upon resurvey. Progress Reported: Completed. Volunteer position descriptions have been developed. OP-090211 has been revised in accordance with this recommendation. Several facilities have provided position descriptions when requested by the Volunteer Services Unit.
#
Develop an annual individual performance appraisal system for volunteers. Improvement will be measured by volunteer responses upon resurvey. Progress Reported: Completed. OP-090211 has been revised to require a performance evaluation for each volunteer. A Volunteer Evaluation Form has been developed and is an attachment to the revised policy. The 2008 survey will be the first to take place after the establishment of the annual volunteer evaluation system.
# In coordination with recommendation above, ensure the Executive Communications Manager is included in the communications loop with regard to increase use of Citizens Advisory Boards to provide subject matter expert guidance, publications, and to provide the Executive Communications Manager with another avenue/link into local communities across the state. Progress Reported: Completed. Meetings and correspondence have taken place to ensure the Executive Communications Administrator is included.
#
Work with Quality Assurance to charter process action teams as deemed appropriate to assist with the implementation of Quick Wins as well as recommendations listed above.
Progress Reported: Completed. A Process Action Team was chartered to develop the five year strategic plan for Volunteer Services.