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2009 Department of Justice Affairs
Strategic Plan
Cuyahoga County
Department of Justice Affairs Steering Committee
Kristen Blaze
Felicia Harrison
Larry Jones, II
Cynthia Mason
Jerry Mullins
Hugh Shannon
Bonnie Thomas
Jeff Whitson
Allen Shoaff
Alison Schmotzer
Prepared by:
Organizational Effectiveness Strategies, Inc. Bell & Lindsay, Inc.
6909 Royalton Road, Suite 302 2316 Richmond Rd.
Brecksville, Ohio 44141 Beachwood, OH 44122
(ph) 440.546.0008 (ph) 216-765-0949
(fax) 440.546.0059
www.oestrategies.com
1
Table of Contents
Executive Summary .............................................................................................3
Overview and Process ..........................................................................................4
Strategic Priorities .................................................................................................6
Bringing Mission into Focus ..................................................................................8
Strengths, Weaknesses, Opportunities, Threats ...................................................9
Overall Strategic Plan..........................................................................................10
Implementation Plan............................................................................................13
Appendix A: Organizational Chart .......................................................................16
Appendix B: Steering Committee Participants.....................................................17
Appendix C: Summary of Internal Interviews Conducted ...................................18
Appendix D: Summary of External Interviews Conducted ..................................19
Appendix E: Summary of Internal Focus Groups ..............................................21
Appendix F: Cuyahoga County Summary of External Data................................22
Appendix G: Summary of OLSIE Questions........................................................25
Appendix H: Administrative Services SWOT and Strategic Plan .........................26
Appendix I: Client Services SWOT and Strategic Plan.......................................38
Appendix J: Public Safety SWOT and Strategic Plan .........................................43
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Executive Summary
The Department of Justice Affairs completed a six-month strategic planning process
that incorporated both internal and external stakeholder analysis and rested on
inclusive, cross-departmental input. A steering committee focused their efforts on
managing the process and developing the overall objectives. Public Safety, Client
Services and Administrative Services each had a team that worked on a strategic plan
for their division. An important output of the process was to build capacity for
implementation by allowing staff of the Agency the opportunity to develop a shared,
unified sense of purpose and direction. That has been accomplished in this plan.
The process was built on the principles of OLSIE and focused on broad inclusion of
stakeholder views, leveraging the strengths of the organization, and creating incentive
in the process through opportunity to participate at all levels and functions within the
organization.
While much of the data is positive, there was both internal and external data showing
that the Department s components were seen as individual rather than an integrated
whole. As the teams involved, a steering committee and one team for each of the three
divisions worked through the process. They discovered that there is a shared and
aligned mission that needed to be better articulated. This mission statement more
accurately reflects the shared passion that the staff has for public service.
Department of Justice Affairs
Providing hope and opportunity for a safer community, ensuring justice, support
and recovery for all citizens.
Additionally, through the data analysis and reflection in the strategic planning sessions,
it became clear that there are four shared Pillars of organizational capacity that serve as
the support for the work of the department. 1. Data and knowledge management; 2.
Coordination and collaboration; 3. Fiscal accountability and sustainability; and 4. Need
based services. These Pillars are the foundation for the past and the future
achievements of the Department. The Pillars rest on an engaged and expert staff.
The SWOT analysis indicated that the Department can bring a regional view sensitive to
the needs of the public at a time when synergy and collaboration will be essential to
Cuyahoga Administrators. The Department sees a need to expand its current working
relationships and to continue to raise the bar on data driven decision-making and
priority setting.
In order to meet these needs the Department has identified Fiscal Accountability and
Sustainability, Need Based Quality Outcomes, Outreach, Collaboration and
Coordination, Employee Engagement and a Core Brand for the Department as its
strategic priorities for the next five years. The Department recognizes that the plan will
be flexible and has developed an implementation plan that will keep it refreshed and
adaptive. Yet, these strategic priorities are clearly supported by the division priorities
and are seen as providing a solid roadmap for the next 5 years.
3
Overview and Process
With a deep understanding of the needs and an ability to coordinate resources of
Cuyahoga County, the Department of Justice Affairs has historically been responsive
and creative in serving public health, safety and providing support to the judicial
process. The organization continues to be adaptive, particularly as the external
environment evolves, and has undertaken a strategic planning process to more
proactively shape services in Cuyahoga County given the changing structure and
economic landscape. With a regional perspective, the Department of Justice Affairs is
prepared to respond to regionally based needs, particularly for information and
coordination with a systemic and efficient approach.
In 2008, Gary Holland (Director of the Department of Justice Affairs) reorganized the
agency into 3 functional divisions: Administrative, Client Services, and Public Safety.
The Department of Justice Affairs established in its 2008 annual report the goal of
completing a strategic plan to guide the next five years. The Department embarked on a
process to understand the internal and external landscape and to be both broad and
inclusive in perspective. The deliverable was to develop a set of strategic goals that
represented and had buy-in from internal stakeholders at all levels. To accomplish this,
a process was designed to be energizing, interactive and inclusive. The process itself
modeled the OLSIE* criteria which are integral to this plan.
A steering committee representing a cross section of the Department worked together
over 5 months to guide data collection from key internal and external stakeholders.
Approximately 25 interviews were conducted with external stakeholders. Focus groups
and interviews were conducted internally with both staff and managers. Internal data
and external trend data were also gathered.
The steering committee developed an updated mission statement to re-connect both
internal and external stakeholders to the purpose of the organization. Strategic planning
workshops were held for each division in which staff and leaders developed division
specific mission statements and strategic priorities.
The work to refine the mission of the Department of Justice Affairs and develop a
detailed strategic plan has created alignment and clarity of purpose that prepares the
organization to enhance its effectiveness at serving its constituents including the
citizens, law enforcement, first responders and the judicial system.
The Strategic Pillars shown on the following page represent what the Department of
Justice Affairs brings to the table. Both the internal and external data confirm these core
strengths. These Pillars are foundational to the work of the Department and to the
success it has enjoyed. All strategies should optimize and leverage these core
capabilities of the organization. The capabilities rest on a platform of expertise and a
highly committed staff who have adapted to changing needs of the communities they
serve.
*See Appendix G
Note: See appendices A through E to find additional information on the process including an
organizational chart from June 2009, lists of steering committee and interview participants, and an
overview of the focus groups conducted.
4
Need Based
Services
Department of Justice Affairs
Fiscal Accountability and
5
Engaged, Expert Staff
Strategic Pillars
Sustainability
Coordination and
Collaboration
Data and Knowledge
Management
Strategic Priorities
Based on the data analyses, the steering committee as well as each division work group
identified the strategic priorities that will be the focus over the next five years. These
areas are broad, impactful and reflective of the mission. While each division worked
independently, it is notable that synergy exists between the goals of each division and
the steering committee s strategic priorities for the Department of Justice Affairs.
Overall Department of Justice Affairs Areas
· Fiscal accountability and sustainability
· Need based quality outcomes
· Outreach collaboration and coordination
· Core brand for the overall organization
· Employee engagement
Administrative Services Division
· Fiscal sustainability
· Program evaluation
· Communications
· Knowledge management
Client Services Division
· Program sustainability
· Develop a client centric approach
· Increase collaboration within and outside the agency
· Resource allocation
Public Safety Division
· Communication & relationship building with stakeholders
· Fiscal sustainability
· Technology and information management
· General communication with external agencies
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Strategic Priorities
Overall Goals
Administrative Services
Client Services
Public Safety
Client Centric Need Based
Approach
Quality Outcomes
Program
Evaluation
Resource Program
Allocation Sustainability
Knowledge Fiscal Fiscal
Management Accountability Sustainability
and Sustainability
IT & Information Fiscal
Management Sustainability
Core Brand for Outreach,
Communication w/ the Overall Communications Increase Collaboration and Relationship
External Agencies Organization Collaboration Coordination Building
Employee Engagement
7
Bringing Mission into Focus
Bringing clarity to mission is the first step in a strategic planning process. It is the
compass that guides all subsequent work. The mission statements resulting from this
process are as follows:
Department of Justice Affairs Overall:
Providing hope and opportunity for a safer community, ensuring justice, support and
recovery for all citizens.
Administrative Services
The Administrative Services division supports the Department of Justice Affairs
and the County through the effective coordination of criminal justice and public
safety initiatives by leveraging fiscal accountability and information technologies.
Client Services
The Client Services division supports individuals and families in building toward a
safer community through educational outreach, advocacy and clinical services.
Public Safety
The Public Safety Division is committed to serving Cuyahoga County and the
Northeast Ohio Region through reliable delivery of professional public safety
services in an unbiased and compassionate manner in order to protect the lives
and property of the citizens to improve the quality of life in our community.
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Department of Justice Affairs Strengths, Weaknesses,
Opportunities & Threats
A SWOT analysis was implemented to better understand internal and external factors
impacting the organization. Examining external opportunities allowed the organization to
explore future ways that it will be able to advance its mission. These are the external
trends or factors in the environment to take advantage of in strategic planning. As the
organization determined how it might capitalize on these opportunities, it considered
how to leverage strengths in moving the organization forward. On the flipside, the
organization also considered how to mitigate potential threats and address weaknesses
in its strategic plan.
In the external environment, Cuyahoga County is faced with challenges related to public
safety and crime recovery. With an increasing need for regional coordination in
emergency and terrorism response, a holistic and overarching approach is necessary.
With regards to crime recovery, re-entry is a vital community concern that requires
multiple coordinated services. Cuyahoga County has the highest number of returning
prisoners with 6,000 re-entering Cleveland in 2008. Given Ohio s prisons are already
exceeding their capacity along with the cost of incarceration ($24,736.50 per inmate
annually), supporting successful re-entry is vital and includes overcoming multiple
hurdles including employment, housing, establishing community and family connections,
substance abuse and/or mental illness.
Through civilian oversight and deep expertise, the organization provides objective and
on target responses to public safety and crime recovery needs. The organization is
composed of dedicated service providers who are committed to improving the
Department of Justice Affairs. This passion is accompanied with strong expertise that
has developed within each of the organization s divisions. Specifically in Public Safety,
external stake holders recognized that their expertise of EMA is exceptional. In Client
Services, external stakeholders noted the the Office of Re-Entry is very much needed
and Department of Justice Affairs offers good services in anger management, parental
support, and custody mediation. An overarching area of expertise contributing to the
strength of the Department of Justice Affairs is in the area of grants as Department of
Justice Affairs is seen as a grant administrator.
External stakeholders in all areas saw the need for leadership around coordination
across agencies. In a client centric approach the clients should not have to navigate
multiple systems without clear guidance and support. Marketing the Department of
Justice Affairs expertise and developing coordinated partnerships with other agencies
are both areas of opportunity. From an internal perspective, developing updated
infrastructure and procuring the human resources and human resource strategies to
support the updated goals and mission of the organization will be important for
continued success.
While the organization has challenges, as do all agencies, the strengths and Strategic
Pillars that it brings uniquely positions the Department of Justice Affairs to be in a place
for regional coordination in its service areas. The complete SWOT analysis summary
can be found on the following page.
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Department of Justice Affairs SWOT Analysis
Strengths Weaknesses
· Commitment to a helping mission · Lacking a shared mission
· Experts in the work · Accountability & inconsistent performance
· Strong services and desire to help management
· History of filling customer needs · Culture lacks internal collaboration
· Adaptable to new customer needs · Communication (within and with agency
· Grant expertise customers)
· Hope & optimism around Sr. leadership team · Employee trust with those outside units and
· Commitment to improving DJA morale
· Fiscal competencies · Cross-functional knowledge
· Avenue for client assessments and case · Infrastructure
management · Availability of staffing resources
· Teamwork/ internal employee recognition · Processes and documentation lacking in clarity
within units and thoroughness
· Community relationships (e.g., with Cleveland · Boards are not unified
Police Department) · No grant coordination
· Open-door policy of service providers & · Limited resources (e.g., staff, programs, training)
managers · IT restrictions
· Teamwork; We philosophy/trust · Visibility to community, other agencies and other
· Ongoing training of emergency personnel work units within DJA
· Coordination of public safety resources · Duplication of efforts between DJA work units
· External and outside agencies
communication/partnerships/relationships · Measurement/data is limited
· Employee reward system leads to turnover
Opportunities Threats
· Coordination to leverage strengths and · Unclear rationale for programs housed by DJA
maximize resources (e.g., agencies, services, · Competition for funding
municipalities) · Redundancy in services with external agencies
· Broad view of County and public needs · Damaged relationships/lack of trust with external
· Marketing services and capabilities agencies
· Community involvement · Economic instability
· Visibility to customers · Political shifts
· Shared prioritization of mission · Lack of preparedness for major disasters
· Critical funding with input from stakeholders · Social changes requiring more services
· Public education · Job opportunities for clients
· Service areas with unmet need · Federal mandates
· Trend to evidence based practices · Other agencies not being clear on role of DJA
· Better alignment of needed services with · Early retirement & loss of key knowledge
grants · Regionalism
· Re-evaluation of service offerings · Services underutilized
· Cross training within unit and across DJA units · Limited job opportunities for clients (e.g., re-
· Standardization of processes across County entry, DV victims)
· Stress management resources · No County wide record management system
· Lack of standardization in processes and
documentation
· Lack of coordination with law enforcement
· No County procurement plan.
Yellow=Administrative Services
Blue=Client Services Green=Public Safety
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Department of Justice Affairs Overall Strategic Plan
Strategic Area of Focus Goals and Major Activities Timeline Metrics
RD
Develop a uniform communication strategy to be used by the 3 Q 2011 Brand awareness
Department as a whole among
· Change message to be outcome focused constituents
One Core Brand · Make message positive with successes
· Develop a uniform brand that is recognizable to the Survey feedback
community from constituents
Increase ratio of grant dollars to general fund dollars Ongoing- 5:1 ratio of
· Focus grant seeking efforts to maintain and enhance 2013 general fund
the service areas we currently have. dollars for matched
grant dollars.
Increase grant
dollars in
Fiscal Accountability and sustainable
Sustainability program areas.
Optimize our operation (operational efficiency) Increasing quality
· Prioritization of how monies are used based on of outcomes
evidenced based outcomes.
· Move toward performance based contracts Ongoing
· Develop a metric to look at cost/expenditure savings to expenditure
the County/metrics and categorization system savings
· Reduce costs by improving the outcomes
Establish performance based outcome measurements for all An agreed upon
Need Based Quality divisions that reflect the benefits of the services set of measures
Outcomes for each Division
11
Create a system to make potential collaborators accessible Greater awareness
to us so that we are reaching out more effectively to other in the community
agencies
Elicit more public input on services we provide Community and
other agencies
Outreach Collaboration and access services
Coordination and support
Increase public visibility, education materials, public access Taxpayers see the
channels value that we bring
to the county and
benefit from public
service messages
Process to collect employee input on work/services. Ongoing
· Integrate into our planning
Improve Performance Management process 2010- ongoing Improved Morale.
· Gain employee input into learning goals
· Meet with employees quarterly rather than once a year Better
· Add a career development component to review Meeting/exceeding
meetings unit performance
Employee Engagement
· Develop an internal system of incentives to motivate outcomes and
employees milestones.
Training and Empowerment 3rd quarter Learning is seen
· Increase training need identification and cross training 2010 and as incentive by
· Feedback and employee development/training for all ongoing staff
supervisory personnel. 4 Improved manager
competence/
reviews
12
Implementation Plan
The plan was developed in a collaborative manner and the work process was managed
by a steering committee representing the three divisions and major functions in the
organization.
Governance and Implementation Structure
Because the steering committee was an effective working group it is recommended that
they continue to work together in the revisions of the plan that occur going forward. The
consultants played the roles of expert facilitator and secretary. These roles should be
formally selected by the committee. It is recommended that the role of facilitator be filled
by a trained external consultant that can provide objective oversight and implementation
support.
The steering committee should remain in place for 24-36 months. Rotation off the
steering committee should result in a successor being added to the committee. The
facilitator and the secretary can orient new members to the roles and purpose.
The steering committee roles include monitoring progress, recommending revisions,
being an ambassador, presenting an optimistic view of the future and engaging in two -
way communications about the plan.
Work groups are recommended for the development of implementation components
that require it. In other cases, managers may be held accountable for progress. It is
imperative that each element have a small group or individual accountable for the
progress. It is better for timelines to be adjusted by the steering committee rather than
to over tax a resource or miss milestones.
Culture Building
Work on the culture will be an important element of this plan process. Culture is
comprised of the beliefs, values and norms of an organization. Culture is an important
lever in strategy execution. The steering committee may wish to use a tool such as one
called Diagnosing Organizational Culture, By Harrison and Stokes. This or another
similar tool will help the steering committee begin to develop their own researched view
of the current and ideal culture and the methods that the leaders can use to develop the
culture in alignment to these strategies.
Communication Plan
County
The report and Strategic Plan should be provided to the Transition Advisory
Group (TAG) to support their work in making recommendations about the future
county governance.
Internal Communication
13
The Director and the steering committee should do single or multiple
presentations with an 85% attendance rate to include all employees in
understanding the Mission and Strategic Plan of the Department of Justice
Affairs.
A meeting in a box (a toolkit that contains all the necessary items to deliver the
meeting, such as an agenda, PowerPoint, instructions, etc. for conducting the
meeting) should be provided to managers who will be expected to talk about how
the plan relates to their work and how the plan supports the ongoing success of
the organization.
The strategic plan should be available to all employees on the intranet. As the
Department of Justice Affairs presents the plan in the County, updated
presentations should be made available.
The new mission statements should be highly visible to all members of DJA.
Posting them on office walls, letterhead, the employee manual, policies and
procedures, marketing material and other frequently viewed places are a few
examples.
Community
The Strategic Plan should be posted on the Department of Justice Affairs website
in PowerPoint form. .
Annual Review and Employee Forum
The strategic plan should be reviewed quarterly for progress and updated on an annual
basis. Because there will be many changes in the County government, the strategic
plan will need to be flexible. However, the strategies will remain relevant particularly if
the measures and activities are adjusted when there are external rationales for doing
so.
Keeping the staff involved and apprised of progress is critical to the sense of pride and
momentum created by this process. Keeping people involved and enthusiastic about the
contributions of this Agency is key.
External Resources
Two areas of resource were consistently raised in the process. Human resources and
technology were seen as critical areas for collaboration and need for service
improvement.
Technology needs included shared databases and the ability to have staff on the same
desktop systems to ease sharing of information and documents. Website development
and data management were also frequently mentioned when discussing sharing
information, building more effective outcome measurement and keeping up with
changing technological demands of clients/customers, particularly in the Public Safety
Division.
14
The Office of Human Resources is a needed partner in ensuring that right skilled
individuals are hired into roles in a timely manner. In addition there is need for reviewing
job descriptions, requirements and minimum qualifications when needed. Effective staff
is the foundation of the agency and collaboration with HR is needed to maximize the
match between people and positions. Right person; right role is the goal.
15
Appendix A
CUYAHOGA COUNTY DEPARTMENT OF JUSTICE AFFAIRS
16
Appendix B
Steering Committee Participants
Kristen Blaze, Clinical Services Manager- Treatment Services
Felicia Harrison, Business Services Manager - Fiscal Services
Larry Jones, II, Program Officer III Grants and Training
Cynthia Mason, Program Officer II Mediation
Jerry Mullins, Program Officer III Grants and Training
Hugh Shannon, Acting Director Department of Justice Affairs
Bonnie Thomas, Senior Administrative Assistant Administration
Jeff Whitson, Justice System Advocate Witness Victim Service Center
John Zachariah, Manager- Clinical Services
Alison Schmotzer, Operations Supervisor CECOMS
17
Appendix C
Summary of Internal Interviews Conducted
Employee Name Position Interview Date Interview Interviewer
Time
th
Hugh Shannon & Assistant Director June 15 , 9:00 A.M. Suzanne Miklos
Jerry Mullins & Program Officer 2009 & Josie Lindsay
III
Client Services Currently
Div., Assistant reports to
Director Gary, no one
in this
position.
No interview-
this area will
eventually
report to
Hugh.
Janet Kronenberg Witness Victim June 15th, 2:00 P.M. Suzanne Miklos
Bureau JA Manager 2009 & Josie Lindsay
Bob Cermak Public Safety June 19th, 11:00 AM Suzanne Miklos
Division, Program 2009 & Jody Wheaton
Officer Manager
Melissa Rodrigo Emergency June 24th, 3:00 P.M. Jody Wheaton &
Management, JA 2009 Josie Lindsay
Manager
Murray CECOMS JA June 19th, 11:00 AM Suzanne Miklos
Withrow Manager 2009 & Jody Wheaton
Administrative No interview
Services Division here.
Business Services
Manager
Felicia Harrison Fiscal Bureau JA June 24th, 2:00 PM Jody Wheaton &
Manager 2009 Josie Lindsay
Aldo Melaragno Network Manager June 15th, 3:00 PM Suzanne Miklos
2009 & Josie Lindsay
18
Appendix D
Summary of External Interviews Conducted
Individual
Interviewed Organization Interviewer Time and Date
August 12th, 10:00 AM-
Chief Arnold AMBER Alert Advisory 11:00 AM, Meeting Place
Stanko Board Rosanna Miguel TBD
August 11th, 12:00-1:00 PM,
Catholic Charities, 3135
Maureen Dee Catholic Charities Jody Wheaton Euclid Avenue
August 11th, 10:00-11:00,
DJA Conference Room,
Karl Cetina Catholic Charities Jody Wheaton Courthouse Square # 795
City of Cleveland, August 18th, 1:00 PM-2:00
Department of Homeland PM, 205 W. St. Clair Ave,
Noberto Colon Security Rosanna Miguel 5th Floor
August 10th, 3:00 PM-4:00
Judge Ronald B. Cleveland Municipal PM, Justice Center,
Adrine Court Rosanna Miguel Courtroom 15A
Cleveland PD, Domestic Friday 8/28; in person @
Sergeant Holby Violence Rosanna Miguel Justice Center
August 10th, 10:30-11:30,
Communications DJA Conference Room,
Chief Kevin Mohr Committee Rosanna Miguel Courthouse Square
August 4th, 2:30-3:30 via
Steve Killpack Community Endeavors Suzanne Miklos phone at 216.214.1556
Corrections Planning August 3rd, 9:00-10:00, 7th
Maria Nemec Board, Cuyahoga County Suzanne Miklos Floor, Marion Building
Cuyahoga County
(formerly Alcohol and Monday 8/31; in person @
Russell Kaye Drug Board) Rosanna Miguel County Admin Bldg.
Cuyahoga County Alcohol August 4th, 12:00-1:00,
Drug Addiction & Mental Rockefeller Building, 3rd
Crystal Bryant Health Board Dr. Scott Lindsay floor, W. Superior
Cuyahoga County Alcohol August 6th, 1:00-2:00,
Drug Addiction & Mental Rockefeller Building, 3rd
Kevin Berg Health Board Dr. Scott Lindsay floor, W. Superior
Cuyahoga County August 13th, 9:30 AM to
Department of Human 10:00 AM, County Admin
Nancy Eisner Resources Jody Wheaton Building
19
Cuyahoga County August 11th, 9:00 AM-10:00
Jim Tribble Juvenile Court Rosanna Miguel AM, Metzenbaum Building
Cuyahoga County August 11, 3:00-4:00 PM,
Tim McDevitt Juvenile Court Rosanna Miguel Metzenbaum building
Cuyahoga County August 3rd, 2:00-3:00, Suite
Dan Peterca Probation Pretrial Services Rosanna Miguel 512 Marion Building
Department of Children Jackie McCray-14th 4:30-
Deb Forkas and Family Services Suzanne Miklos Phone Interview
Phone interview on cell 216-
Department of Children 644-3792, August 14th 9:30-
Rich Opre and Family Services Suzanne Miklos 10:30
Director, Court Services, Wednesday 9/23 @ 10:00
Marita Kavalec Juvenile Court Rosanna Miguel AM; phone interview
August 6th, 2:30-3:30, Free
Clinic, 12201 Euclid Avenue-
Louis Weigele Free Clinic Dr. Scott Lindsay direct line 216.707.3466
August 11th, 1:00-2:00,
Greater Cleveland Drug Cleveland Muni Court,
Judge Laster-Mays Court Rosanna Miguel Courtroom 14C
Wednesday 9/16 @ 3:00 PM;
Bonnie Sieber Juvenile Court Rosanna Miguel phone interview
Partnership for a Safer Rosanna Miguel & August 10th, 1:00 PM-2:00
Michael Walker Cleveland Jody Wheaton PM, 2239 E.14th St.
The Center for Innovative Phone interview; Tuesday
Pam Mitterling Practice (MST Consultant) Suzanne Miklos 9/1/09; 9:00 AM
The Office of County Suzanne Miklos & In-person interview; July
Lee Trotter Administrator Jody Wheaton 22nd, 8:00AM
Friday 9/18 @ 3:00 PM; in
Urban Area Working person interview @ Bedford
Chief Ken Ledford Group Rosanna Miguel Heights FD
Vice Chair, Public Safety Friday 9/25 @ 8:30 AM; in
Chief James Urban Area Working person interview @ Euclid
Repicky Group Rosanna Miguel PD
20
Appendix E
Summary of Internal Focus Groups Planned and
Number of Participants Invited
Administrative Services Division & Grants and Training Bureau
· 1 FG Administrative Services
o 3 employees from Fiscal Bureau
o 1 employee from Privacy/HIPPA
o 2 employees from Information Technology
· 1 FG Grants and Training Bureau
o 3 employees from Public Safety Grants
o 3 employees from CJSA
Client Services Division
· 1 FG Witness Victim Bureau
o 10 employees
· 1 FG Custody Mediation
o 7-8 employees
· 2 FG Direct Services
o 1 FG TASC Bureau- 9-10 employees
o 1 FG Treatment Services Bureau- 7-8 employees
Public Safety Division
· 1 FG CRIS/CECOMS
o 5 employees CRIS
o 5 employees CECOMS
· 1 FG NEORFC and Emergency Management
o 3-4 employees NEORFC/5-6 employees Emergency Management
21
Appendix F
Cuyahoga County Summary of External Data
Population
· 1,283,925 (decreasing since 1970s)
· 67% white
· 18% no high school diploma
· 10% of families below poverty level
Education
· 382 public schools; 151 non-public schools
· Graduation rate: 80%
Income
· Median household income: $39,168
· 10% of families below poverty level
Labor Force
· 617,900 people employed
· 10.2% unemployment rate (June, 2009)
Crime
· Total number of incidents of crime: 48,328
· 41.7% larceny; 24.5% burglary; 16.9% theft; 9.4% robbery; 5% aggravated
assault; murder, arson and forcible rape less than 5%
· Juvenile delinquency (2008): 10,649
Ohio Prisons
· 50,889 incarcerated (April, 2009); capacity: 38,665
· 92.45% male
· 32 institutions
· Recidivism rate: 38% (National: 51.8%)
· 6,000 re-entry; highest number among all counties in Ohio
Re-Entry Challenges
· Employment
· Housing
· Reconnecting to family
· Community connections
Re-Entry Resources Cuyahoga County
· Vision Council Family Behavioral Health Initiative
· Citizen Circles (6 in the County)
· Comprehensive Anti-Gang Initiative
22
· Community Advocacy Program Cleveland Reentry Clinic
· Assertive Community Treatment
· Cleveland Transition Center
Community-Based Correctional Facilities
· 1,990 beds covering 87 counties
· Facility in Cuyahoga County to open 2010
· 2008, 82% completed correctional program
· 2008, 1,163 offenders took GED; 70% passed
Mental Disorders and Substance Abuse
· 36,431 received mental health services (through CCCMHB)
· Among those who received services,
o 38% under 18
o 38% diagnosed for mood disorders
· 10,021 received alcohol and drug addiction services (through ADASBCC)
o 2% under 18
· In Juvenile Arrestees
o Sixty-seven percent of arrestees are abusive or dependent on a
substance
o Sixty-three percent present both mental health and substance abuse or
dependence diagnosis
· Co-occurring disorders are defined as the presence of both a substance use
disorder and a mental health disorder.
o The incidence of a co-occurring disorder was higher in females (79%)
than in males (60%)
o Fifty-six percent (56%) of youth involved in the Juvenile Justice system
and the Alcohol and Drug system were also involved in the Mental Health
system
Domestic Violence
· Domestic Violence Calls and Arrest Statistics for Ohio (2008) (Source: Ohio
Domestic Violence Statistics, 2008)
o Total calls: 74,551
o Total arrests: 40,435
· Domestic violence report (Source: Ohio Bureau of Criminal Identification and
Investigation)
o Cuyahoga County
§ Domestic Violence Incidents: 2,641
§ DVI Other: 266
§ DVI No Charge: 4,757
23
· Awards for victims by county (Source: 2008 Crime Victims Annual Report)
o The most populated counties account for the greatest number of awards
and highest dollar figures.
o Cuyahoga County
§ Number of awards: 448
§ Total $ awarded: $1,277,538.68
Major Sources of External Data
§ Alcohol, Drug Addiction and Mental Health Services (ADAMHS) Board of Cuyahoga
County
§ Fedstats
§ Institute for Study and Prevention of Violence (Kent State University)
§ Ohio Department of Development
§ Ohio Department of Job and Family Services
§ Ohio Department of Public Safety, Office of Criminal Justice Services
§ Ohio Department of Rehabilitation and Correction
§ The Cuyahoga County Court of Common Pleas Juvenile Division
§ U.S. Department of Justice, Bureau of Justice Statistics
24
Appendix G
Summary of OLSIE Questions Used to Develop and Evaluate Goals
O=Optimize
Does the goal optimize our strengths?
Does the goal optimize our ability to meet the needs of our customers?
L=Leverage
How are we leveraging the resources and the talents found in DJA?
How are we leveraging the skills and talents of our staff?
How are we leveraging the other resources available to our customers/clients?
S=Synergize
What are the handoffs that we are seamlessly bridging?
How are we connected to other departments and agencies through collaborative
efforts?
Where are we innovating by removing barriers through collaboration?
I=Incentive
Where are people currently incented to behave in ways that work against these goals?
What incentives need to be better aligned?
How can we incent our partners, staff and customers to see this goal as a win for them?
E=Equity
How does our approach create equal access for those in need of our help?
How does our resource allocation fit in a concept of equity?
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Appendix H
Administrative Services SWOT and Strategic Plan
SWOT Analysis
Strengths Weaknesses
· Strong technical expertise · Communication and relationships with
· Grants other groups (internal and external)
· Fiscal competencies · More clear processes and
· Ability to change and adapt documentation
(responsive) · Troubled culture - trust, teamwork and
· Commitment to service training (managerial skills, training for
job advancement )
Opportunities Threats
· Coordination with others who apply · Redundancy in services
for the same grants · Perceived competition for funding
· Clarify mission & vision · Other agencies not being clear on role
· Market the strengths
26
Administrative Services Strategic Plan
Strategic Area of Focus Goals and Major Activities Timeline Metrics
1a. To aggressively seek and obtain Ongoing · Increase grant and fund
mission-driven grants and other portfolio by 10% by the
funding sources end of 2011.
· Assign staff members to project.
· Research and present to
management grant opportunities.
· Have grant writers submit grant
proposals to identified funding
source opportunities.
· Increase interaction with County
lobbyists.
1b. To improve internal fiscal Ongoing · Establishment a bi-
accountability measures annual divisional
· Schedule regular meetings quantitative survey.
between program, fiscal and · Reach achievement of
1) Fiscal Sustainability management on a grant-specific an average satisfaction
basis. rate of 90% or better
· The meetings will encourage all within 1 year of
parties to take an active, implementing the
responsive role concerning all increased
issues brought to the table on a communications effort.
grant-specific basis toward mutual
resolution satisfaction and overall
best interest of the Division.
· Upper-level management and
management to meet regularly, on
a grant-specific basis, to resolve
issues presented in
staff/management meetings on a
timely basis.
27
1c. To implement an internal control End of 3rd Quarter · The existence of a
program to provide assurance that 2012 documented system
operations are effective, efficient and of internal control for
in compliance with applicable laws the division by 3rd
and regulations, financial reporting is Quarter 2012.
reliable, and assets are secured · The existence of
against loss, misuse, and documented
unauthorized use. systems of grant-
· Form an internal control review specific internal
team to analyze overall divisional control for the
systems, controls and legal division by 3rd
compliance; thereby reducing Quarter 2012.
duplication of duties, promoting · A score of not less
collaboration and coordination, than 75% compliant
and leveraging County resources. on an internal
· The team will develop general control review
procedures and processes to conducted 6-months
implement a viable system of following
internal control (control implementation of
environment, risk assessment, the division internal
control activities, information & control system.
communication and monitoring). · A score of not less
· The team will develop grant- than 90% compliant
specific procedures and processes on an internal
to ensure the existence of a control review
working system of internal control. conducted 1 year
· Form focus group of following the
staff/management to fine-tune the implementation of
internal control process and adjust the division internal
as needed. control system.
· Implement internal control
program.
· The team will monitor, evaluate,
revise, etc. as needed.
·
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1d. To maintain appropriate level of End of 4th Quarter · Achievement of 100%
sub-grantee monitoring 2010 compliance within 1.5
· Grant-specific regular site visit years of
schedules should be developed implementation.
and implemented so that sub-
grantees are afforded partner
satisfaction in accordance with
grant guidelines.
· Management to monitor, adjust,
guide, etc. program/fiscal staff site
visit schedules during regularly
scheduled grant-specific meetings.
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1e. To improve program End of 2nd Quarter · An internal review of
implementation and management of 2010 the established
grants grants management
· Assign staff members to the database including
project. an assessment of
· Project team to work with ease of use, data
divisional staff in the credibility, report
development of Microsoft generation,
Access database applications inclusiveness of
toward the assembly, information/data,
presentation and reporting of etc. should be
divisional grants management conducted 6-months
information. following full
· Continue working on various implementation.
internal database applications · Achievement of an
toward identifying, collecting average (of all
and monitoring data relevant to parties involved)
the division (i.e., grants satisfaction rate of
management, asset 95% or better must
management, grant-overview be achieved;
synopsis, funding source, otherwise,
project period, amount, sub- adjustments to the
grantee and evaluations of sub- database must be
grantee effectiveness, etc.) made until such a
score is achieved.
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2a. To develop and implement a End of 1st Quarter · Achievement of 100%
comprehensive training and staff 2011 satisfaction rate on
development strategy internal quantitative
surveys within 1 year of
· Assign staff members to project.
implementation of the
· Conduct management/staff
strategy.
surveys towards development of
· Dissemination and
2) Employee a training strategy and
receipt of 100%
Engagement assessment critical needs.
response rate on
· Form focus group of
internal quantitative
staff/management to fine-tune
surveys within 1 year of
strategy and adjust as needed.
implementation of the
· Implement training/staff strategy.
development plan.
· Assigned staff member to
monitor, evaluate, revise, etc. as
needed.
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3a. To establish a process to End of 1st Quarter · Achievement of an
evaluate the effectiveness of sub- 2011 average score of 95%
grantees or better on an internal
review of sub-grantee
· Form an internal sub-grantee
report submissions
performance evaluation team.
(e.g., financial report
· Research past State/Federal
forms, site visits, etc.)
performance evaluations where
conducted 1.5 years
applicable
after implementation of
· Develop sub-grantee sub-grantee
performance evaluation criteria to performance evaluation
be reported on a quarterly basis process.
including spending status, project
3) Program Evaluation · Achievement of 100%
impact and capabilities,
completion rate of all
milestone status, etc.
sub-grantees within 2-5
· Form focus group of sub-
years of implementation
grantees and staff to fine-tune of the sub-grantee
performance evaluation criteria performance evaluation
on a grant-specific basis and process.
adjust as needed.
· Implement sub-grantee
performance evaluation program
including method for sub-
grantees to receive constructive
feedback and advisory board
support.
· The team will monitor, evaluate,
revise, etc. as needed.
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4a. To establish an intranet site End of 4th Quarter · Establish a visitor
· Identify staff member to 2010 counter (counting the
spearhead the intranet site number of times
project. someone views the
· Staff member to work with site). Achievement of
divisional staff toward content 50% increase from 6-
development. Some suggestions months to 1 year after
4) Communications are to include photos, bios, implementation.
alerts, notices, electronic · Provide link to message
suggestion box, and calendars. feedback facility.
· Form focus group of · Conduct random
staff/management to fine-tune intranet user
intranet site content and design. quantitative survey
· Implement divisional intranet site. within 1 year achieving
· Identified staff to monitor, a 95% satisfaction rate.
maintain, adjust, etc.
33
4b. To document divisional End of 4th Quarter · Conduct random divisional
procedures and processes in a 2010 procedures and processes
manual quantitative survey within 1
· Form a team of year achieving a 95%
staff/management to gather and satisfaction rate.
review existing divisional
procedures and processes
regarding grant management and
processing.
· Research external sources for
state, federal level grants
management regulations.
· Integrate information resources
into an electronic reference
guide.
· Disseminate draft to division staff
for review, question, comment,
correction.
· Review final reference guide and
allow access to divisional
personnel.
· Management to monitor, revise,
etc. as needed.
34
4c. To establish retreats/forums for End of 2nd Quarter · Achievement of an
the free flow of information, 2010 average satisfaction rate of
constructive criticism without 90% or better within 1 year
repercussion of implementation on
· Form a team of staff members to divisional quantitative
evaluate possible frequency, survey.
venues and forums for retreats.
· The team will develop fair
discourse rules and present
them to divisional staff for review
and comment.
· The final fair discourse rules,
frequency of retreats, forum, etc.
will be presented to divisional
staff for review and comment.
· The divisional retreat/forum
project will be implemented.
· Staff member to be identified as
representative between upper-
management and staff for project
monitoring purposes.
4d. To establish transparency of Beginning 1st · Staff is receiving relevant,
management-related initiatives. Quarter 2010 pertinent information on an
· Frontline staff to receive ongoing basis.
information in regards to County
led initiatives and management
led initiatives (i.e., minutes from
managers meetings, division
head meetings, etc.) on a regular
basis. Communication should
flow both ways.
35
4e. To utilize website for effective Ongoing · Establish a visitor counter
communication and information (counting the number of
sharing with external stakeholders times someone views the
· Staff member should be assigned site). Achievement of 50%
to website development. increase from 6-months to
· Staff member to work with 1 year after
divisional staff toward content implementation.
development. · Provide for link to message
· Form focus group of feedback facility.
staff/management to fine-tune · Achievement of an
website content and design. average score of 80% or
· Implement divisional website. better on an external
· Identified staff to monitor, division, random sub-
maintain, adjust, etc. grantee survey requesting
feedback on their
knowledge of the website.
4f. To establish a process to End of 1st Quarter · Achievement of an
evaluate the efficiency of Grants & 2011 average score of 90% or
Training Division internally and better on an internal
externally division personnel survey
· Form an internal team of requesting feedback on the
staff/management. fairness and applicability of
· Develop performance evaluation the personnel review
measures, process of process one year following
performance correction and implementation.
method of appeal. · Achievement of an
· Test and evaluate performance average score of 80% or
evaluation method semi-annually. better on an external
· Management to monitor, adjust, division, random County
guide, etc. survey requesting
feedback on their
knowledge of DJA.
5) Records Management 5a. To create a centralized filing End of 2nd Quarter · Conduct internal audit of
36
system for Grants & Training 2011 records management
· Establish a management led system achieving at least
working group to design records 90% compliance followed
management system. by 100% clearance of
· Implement, put into action and exception(s) noted.
document records management · Achievement of 100%
system. understanding from
· Included records management internal divisional
system in the division procedures personnel of the
and processes manual. implemented records
management system via
survey/questionnaire
conducted 6-months
following full
implementation.
37
Appendix I
Client Services SWOT and Strategic Plan
Strengths Weaknesses
· Avenue for client assessments and · Communication
case management · Need for evidence-based approach
· Vision to help · Service gaps
· Expertise of service providers · Limited resources (e.g., beds in
· Dedication & passion of providers facilities, staff, equipment)
· Teamwork within work units · Boards are not unified
· Community relationships (e.g., · Employee morale
with Cleveland Police Department) · No grant coordination
· Open-door policy of providers & · Undefined mission
managers · Management skills and accountability
· Internal employee recognition · Organizational structure
within units · Relationships (e.g., with probation
· Success with clients officers)
· Internal visibility
Opportunities Threats
· External communication · Services underutilized
· Coordination amongst agencies · Redundancy in services
· Collaboration amongst agencies · Limited job opportunities for clients
· Better alignment of needed (e.g., re-entry, DV victims)
services with grants · Economic instability
· Increased visibility across DJA and · Competition for funding & projects
externally · Regionalism
· Re-evaluation of service offerings · Lack of trust
· Relationship building internally and · Early retirement & loss of knowledge
externally
· Define and communicate mission,
vision and values
38
Client Services Strategic Plan
Strategic Area of Focus Goals and Major Activities Timeline Metrics
1a. Adopt a client centric delivery Determine processes to
system for providing our services · Q1 and Q2 measure: volume, milestones,
1) Develop a client centric · To achieve this goal we will need 2010 Surveys, contacts; set goals.
approach: The client services to determine basic client needs and focus groups
division will focus on building barriers to achieving their current and interviews. Track client satisfaction
processes, needs and analysis goals. Focus groups, interviews and · Q3 and Q4 surveys and focus groups
from the client perspective rather 2010 conducted and returned.
surveys may be tools that we use. -Increase survey response
than an institutional perspective. Determine areas
· Use the results of this data for improvement rate.
gathering to drive system and needed -Integrate learning into
improvement, staff training, and training. Make operational improvements.
increased mentoring/supervision as recommendation
s for upcoming Keep track of staff training
needed. Identify opportunities to
years. relative to client needs.
provide better services by increasing
efficiency. 2011 to 2015--
· Further develop, track and use Continue
client satisfaction surveys on a monitoring and
quarterly basis. Increase response adjusting using
rates. Integrate into operations. established metrics.
39
1b. Reduce client service gaps · Q1 and Q2 Monitor client outcomes and
2010 Gap level of client satisfaction with
· Identify gaps in services and identification services provided.
whether these gaps can be data collection
addressed by our agency; of those drawing upon Develop a measure and track
surveys, focus referral source satisfaction.
that can, evaluate prioritize by
groups, and
greatest need/ease of provision; interviews. Also Client completion of
consider agency identify milestones and successful
purposes/funding/mandates so as to community completion of programming
not jeopardize the agency sources. and services. Includes staff
· Implement QI process cycle and · Q3 and Q4 training and technology.
repeat (See image on last page) 2010
Determine gaps Only pursue grant
and make opportunities within our service
recommendation area.
s for upcoming
years. All grants meet mission
criteria.
2011 to 2015
Continue
monitoring and
adjusting using
established metrics.
2) Increase collaboration within 2a. Facilitate intra and inter- Start internally Q1 Track frequency of cross
and outside the agency to focus departmental communication. and Q2 of 2011 and communication and cross-
on working seamlessly on behalf move externally in training opportunities. Track
of client needs. · Create opportunities to interact Q3 and Q4 2011. number of other agency where
with other departments on a more we have partnerships
regular basis (e.g., lunch and learns) /contacts. Communication is
better and more timely.
based on client needs.
· Link clients. Train staff. Increase a number of diverse
collaborative relationships
within 5 years.
40
2b. Improve internal and external Start internally Q1 Measure effectiveness of
agency communication to identify and and Q2 of 2011 and educational outreach through
maximize efficient utilization of move externally in surveys and track the number
resources (both human and physical) Q3 and Q4 2011. of clients served.
· Determine commonalities that
could have mutual benefit such as Track changes, for example
training, grant-seeking, external better utilization of website.
relations, expertise and resource
Measure and report
sharing. Share in problems solving. partner/referrer satisfaction,
· Support better use of website e.g., judges/prosecutors.
more content, more timely
· Establish point of contact person
information officer
· Make explicit the quality of
programs available through
communications, networking,
publicity efforts and website.
3) Program Sustainability 3a. Maintain relevant and accurate Fourth Quarter Increased usable data to
data on agency practices for both 2012 demonstrate successful
internal and external access outcomes.
· Identify what information is
already shared and reported Improved outcome based
· Identify useful information to measurement.
share and report through questioning
and discussion
· Improve quality of measurement
and reporting
41
3b. Leveraging data, research and Ongoing. Work on Provide quality measures and
pursue grants/funding sources to sharpening comply with qualitative data.
address program priorities and gaps databases during
· Sharpen databases 2010. Be included in state process to
· Consider agency objectives and revise measures.
use to periodically report data
Be proactively involved in
policy making.
4) Resource allocation 4a. Establish a comprehensive DJA Fourth Quarter Demonstration of cost neutral
wide effort to coordinate our grant 2010. or better against existing
seeking efforts and to maximize County expenditures.
resource allocation
· Draw on 2b and 3b Review grants submitted and
success rates. Examine
Plan for sustainable, rather than efficiency of grant process.
temporary (grant period), programs
Set a target for sustainable
programming. Build efficiency
and conduct program cost-
benefit analyses.
42
Appendix J
Public Safety SWOT and Strategic Plan
Strengths Weaknesses
· Customer service · Relationships & communication
· Diversity of services offered across DJA
· Coordination of public safety · Insufficient resources (e.g., funding,
resources staff, etc.)
· Communication and relationship · Physical structure of offices
building externally · IT restrictions
· Dedicated service providers · Mission & identity
· Teamwork; we philosophy; trust · Lack of integration between work
· On-going training of emergency units
personnel · Visibility across DJA
· Complementary staff expertise & · Support from DJA
knowledge · Duplication of work efforts across
· Adaptability of staff work units
· Leadership within the work units · Measurement/data incomplete
· Networking support · Training needs
· Employee reward system
Opportunities Threats
· Cross-discipline planning · No County wide record management
· Cross-discipline training system (other than LEADS)
· Learn from other agencies · Interoperability capabilities & lack of
· Stress management standardization
· Bolster analytical capabilities · Economic instability
· Standardization of processes for · Competition
the County · Lack of coordination with law
· Increase visibility & marketing enforcement
· Mend relationships with other · State of flux ; uncertainty & anxiety
agencies · Focus of grants
· Collaboration with other DJA units · No County procurement plan
· Employee turnover due to
dissatisfaction and perceived lack of
performance rewards
43
Public Safety Strategic Plan
Strategic Area of Focus Goals and Major Activities Timeline Metrics
1a. Establish effective employee Begin upfront Increased perceptions of
communication and relationship analysis of communications among
building within Public Safety and communication in staff.
Q1 and Q2 of All Public Safety staff
across departments.
2010. Implement understand the mission
1) Communication & · Review and improve employee activities to and deliverables of the
Relationship Building communication systems improve agency.
· Agency shadowing in DJA communication.
· Yearly retreat function (team
building)
44
2a. Identify ways to increase Start accepting Decrease in cost to provide
efficiency and utilization and and implementing services
reduce costs. suggestions Q1 of
2010 and 10% increase in subscriber
· Provide a suggestion box;
continue program level annually.
reward employees
ongoing.
· Increase subscriber level 10%
2) Finances: Maximize
annually
financial sustainability of Subscribers plan
organization to begin in 2010
and continue over
next 5 years.
2b. Plan future investments needed Q3 and Q4 · Detailed planning for
in support, technology, training and business needs future resources and how
services to support the mission of assessment they will support business
public safety and the organization. outcomes
Grant funding · Increase in grants
Increase grant funding to support ongoing.
this initiative.
· Develop a detailed plan of
future resources and investments
needed to better support goals
· Commit 5% of time to Grant
applications during 12 month
period.
· Collaborate with admin
services grant writers
45
3a. Leverage Technology to Technology Increase performance and
increase efficient use of dollars begins in 2011 productivity
and quality of service and is ongoing.
Partner satisfaction
· Increase communication
across units regarding technology 85% satisfaction on help desk
3) Technology issues and concerns calls.
· All public safety agency on
windows within 12 months
· Efficiency of one product;
access to work space connect to
public
· One professional workshop or
training; Maintain professionalism
in each discipline
· Provide state of the are support
to our agencies; high quality of
help desk
46
4a. Increase visibility in the Targeted for 2011 Deeper broader relationships
community to maximize resources and ongoing with other agencies as
and create effective partnerships. measured by number and
· Networking with other agencies depth of partnerships.
· Marketing efforts to reach out
to the community and other Measure traffic to the website.
4) General Communication agencies
with External Agencies · Internet/Website with up to
date information
· Create Public Safety Blog
· Expand regional collaboration
building urban area working
group; Fusion Center
collaboration and CRIS,
CECOMS support.
47
