Strategic Planning and Strategic Management
Strategic Planning and Strategic Management document sample
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Strategic Planning Program Supported Agency Related FY 03-04 Key Cross Number Strategic Planning Key Agency References for and Title Goal/Objective Action Plan/Initiatives Performance Measures* l Complete the construction of the Camille Griffin Graham dorms and laundry project. l Complete the Tyger River project. Figure 7.2.1 II A. Plan for and accommodate inmate-housing l Complete the Kirkland renovation project. Figure 7.2.5 Programs & Services-- House and Care requirements. l Construct (3) 192-bedhousing units along with infrastructure upgrades. Figure 7.2.6 l Construct 16-bed lock-up unit-MacDougall. l Determine future bed capacity requirements and submit a request for bond funds. II A. Figure 7.2.10 Modify and improve our inmate Programs & Services-- l Review inmate walk-offs and escapes from Level I facilities. Figure 7.2.11 House and Care disciplinary system Figure 7.2.14 l Identify vehicle and radio replacement criterion. Figure 7.2.7 Review, modify and implement plan for II A. l Review current maintenance/replacement of radios (portable, mobile, base/ control Figure 7.2.8 the replacement and maintenance of Programs & Services-- stations and remote units). Figure 7.2.9 House and Care vehicles and radios consistent with Figure 7.2.10 available resources. l Identify revised preventive maintenance schedule of vehicles. Figure 7.2.11 II A. l Re-establish an ACA Accreditation process to officially accredit every institution by Programs & Services-- Accredit institutions and functions. 2008. Figure 7.5.2 House and Care l Supplement this process with the management review program. l Review needs and identify funds for employee safety equipment. l Procure and/or replace self-contained breathing apparatus (SCBA’s) at all institutions and other work sites. II A. Create a study group on employee assaults; establish review criterion, and implement Figure 7.2.12 l Programs & Services-- Make improvements in employee safety. new procedures/policies. Figure 7.2.13 House and Care Figure 7.2.14 l Update a plan for the utilization of additional camera equipment to provide/enhance safety and management of inmates. l Assess, evaluate and implement a plan to reduce employee/inmate accidents by 5 percent. l Utilizing the results of turnover analysis, develop training that will assist and improve the retention of employees. I. Expand training on diversity, character enhancement, sexual harassment, gender and Figure 7.4.1 l Internal Review, improve or modify employee supervision. Figure 7.4.4 Administration & training. l Restore training required to meet all applicable ACA standards. Figure 7.4.6 Support l Provide more training to supervisors on how to handle employee disciplinary matters. Figure 7.4.8 l Develop training programs and career paths for employees to fill managerial positions as existing staff leave the Agency. * Key Cross-References are a link to the Category 7 - Business Results. These References provide a Chart number that is included in the 7th section of this document. 1 Strategic Planning Program Supported Agency Related FY 03-04 Key Cross Number Strategic Planning Key Agency References for and Title Goal/Objective Action Plan/Initiatives Performance Measures* l Develop a "critical" and a "preventive" maintenance plan for every institution. II A. Figure 7.2.5 Update the plan and request resources to Review the current Construction and Maintenance organization and realign as Programs & Services-- l Figure 7.2.6 House and Care implement a maintenance program necessary for improved efficiency. Figure 7.2.14 l Prepare justification and funding request. l Assess security level and custody level designations of specific institutions. II A. Evaluate, assess, revise and validate our Figure 7.2.1 l Utilize an outside consultant to evaluate the current system. Programs & Services-- inmate classification system and the Figure 7.2.5 House and Care l Reassess staffing requirements as results of institutional re-designations. Reception and Evaluation Process. Figure 7.2.6 l Review assessment process for females and short-term offenders. II A. Continue to explore the feasibility of unit Figure 7.2.5 Programs & Services-- l Develop plan to phase in unit management as resources allow. House and Care management. Figure 7.2.6 l Hire adequate medical staff to stabilize the Agency workforce and provide appropriate medical services for inmates. II A. Assess and modify the provision of Figure 7.2.15 Programs & Services-- medical services consistent within l Improve the "on-call" procedures for efficient use of physicians and nurse practitioners. Figure 7.2.16 House and Care institutional re-designations. Figure 7.3.3 l Establish a cardiac care unit to provide in-house care. l Implement training for physicians and nurses concerning SCDC medical protocol. l Develop inter-agency understanding on meeting mental health needs of inmates. II A. Figure 7.2.15 Improve mental health services for l Provide additional mental health coverage for female offenders. Programs & Services-- Figure 7.2.16 House and Care inmates. l Provide appropriate psychiatric coverage for mentally ill population. Figure 7.3.3 l Setup behavioral management unit at BRCI to deal with self-mutilators. II A. l Define and identify special needs populations. Review the services provided to our Figure 7.2.15 Programs & Services-- l Evaluate/develop services for special needs offenders. House and Care special needs population Figure 7.2.16 l Review utilization of assisted living and handicapped beds. l Evaluate current programming effectiveness and make recommendations for II A. Reduce inmates use of controlled appropriate changes. Figure 7.2.15 Programs & Services-- House and Care substances. l Identify and secure funding to maintain current substance abuse services. Figure 7.2.16 l Expand and develop new program efforts. l Establish a task force to review and improve Title One activities focusing on improving II C. reporting and meeting regulations. Figure 7.2.16 Programs & Services-- Improve inmate educational and l Increase the vocational training opportunities for all inmates. Figure 7.2.17 Palmetto Unified vocational programs l Increase participation in the "SPICE" program. Figure 7.2.18 School Distr. I Figure 7.2.20 l Consider incentive programs that would promote greater participation and completion of educational programs. * Key Cross-References are a link to the Category 7 - Business Results. These References provide a Chart number that is included in the 7th section of this document. 2 Strategic Planning Program Supported Agency Related FY 03-04 Key Cross Number Strategic Planning Key Agency References for and Title Goal/Objective Action Plan/Initiatives Performance Measures* l Develop a comprehensive plan for the reentry process and implement programs Figure 7.2.16 II D. Figure 7.2.17 throughout SCDC institutions. Programs & Services-- Individual Growth & Prepare inmates for reentry. Ensure full utilization of pre-release program(s), the work release programs, and the Figure 7.2.18 l Management Short Term Offender Program (STOP). Figure 7.2.19 l Assess the feasibility of expanding the pre-release program. Figure 7.2.20 II B. l Develop an inmate labor plan consistent with institutional and agency needs, reentry Figure 7.2.18 Programs & Services-- plans, and the state. Figure 7.5.4 Work & Vocational Maximize utilization of inmate labor l Consider incentive programs that would allow inmates to favorably progress. Figure 7.5.5 Activities Figure 7.5.6 l Increase the number of female participants in the work program and shock program. l Improve CRT grievance tracking system to reflect all grievances filed by inmates, to include processed and unprocessed grievances. I. l Provide additional training sessions to all Institutional Grievance Coordinators. Internal Improve the handling and processing of Figure 7.1.1 Administration & Improve supervision of institutional Grievance Coordinators by increasing the number inmate grievances. l Figure 7.1.2 Support of visits to the institutions by Central Office Grievance Administrators. l Ensure Central Office Grievance Administrators are responsible for completing the technical portions of EPMS appraisals for Institutional Grievance Coordinators. I. Attend to victim rights and concerns when Provide "Impact of Crime Classes" for offenders, striving for offender accountability l Internal making inmate housing and programming and reduction in future crimes. Figure 7.2.6 Administration & decisions l Increase the opportunity to participate in faith-based programs. Support I. Maximize opportunities for positive interaction with the public and professional l Figure 7.1.3 Internal organizations. Administration & Keep the Public Informed Figure 7.1.4 Enhance the automated victim notification system by adding more information through Support l Figure 7.1.5 the inquiry function. Figure 7.4.2 Analyze turnover rate and provide recommendations to enhance recruiting strategies I. l Figure 7.4.3 and reduce turnover. Internal Review methods for recruiting, retaining, Figure 7.4.4 Administration & and recognizing staff. Figure 7.4.5 Support Expand the employee compensation, incentive and recognition plan to reward l Figure 7.4.6 employees. Figure 7.4.8 Identify program applications that can be transferred from mainframe processing to a Figure 7.2.1 l I. more efficient/less costly internal system. Figure 7.2.2 Internal Upgrade the Agency information Upgrade/replace hardware and software equipment that has become outdated and Figure 7.2.3 l Administration & technology infrastructure. inefficient. Figure 7.2.4 Support Figure 7.2.6 l Provide the necessary systems and equipment to all institutions to improve communications and eliminate needless paper documentation. Figure 7.2.19 * Key Cross-References are a link to the Category 7 - Business Results. These References provide a Chart number that is included in the 7th section of this document. 3 Strategic Planning Program Supported Agency Related FY 03-04 Key Cross Number Strategic Planning Key Agency References for and Title Goal/Objective Action Plan/Initiatives Performance Measures* l Construct a new dairy to provide more milk quantities for consumption and revenue. l Establish timber management program. l Increase farm crop production. Figure 7.2.18 l Enhance/enlarge the food processing plant. Figure 7.2.21 l Construct larger food service warehouse to take advantage of quantity purchases. I. Figure 7.5.4 Continue to engage in activities that will l Increase prices and product lines in institutional canteens. Internal Figure 7.5.5 Administration & positively impact the culture of the Implement uniform changes for both inmates and correctional officers to effect cost l Figure 7.5.6 Support organization savings. Figure 7.3.1 l Reduce energy consumption. Figure 7.3.2 Increase and improve equipment utilized in the recycling operation and increase the l Figure 7.3.3 volume of activity. l Investigate/determine merits of privatization relative to any operation within the Department. * Key Cross-References are a link to the Category 7 - Business Results. These References provide a Chart number that is included in the 7th section of this document. 4 Major Program Areas Program Major Program Area FY 02-03 FY 03-04 Key Cross Number Purpose Budget Expenditures Budget Expenditures References for and Title (Brief) Financial Results* Administrative functions critical to the operation of State: 10,499,158.20 State: 9,306,779.57 the Agency include: Office of General Counsel, Federal: 6,587,785.19 Federal: 8,214,663.70 Figure 7.2.18 Budget and Finance, Resource and Information Other: 1,291,539.69 Other: 419,199.65 I. Figure 7.3.2 Management, Construction and Maintenance, Total: 18,378,483.08 Total: 17,940,642.92 INTERNAL ADMN Agriculture and Food Services, Vehicle Figures 7.4.4 - 8 Maintenance, Human Resources, Canteen and Figure 7.5.1 Commissary. % of Total Budget: 5% % of Total Budget: 4% State: 202,655,398.28 State: 208,328,508.23 II. A. Safe and secure inmate housing within a structured Federal: 3,851,556.98 Federal: 1,713,404.67 Figures 7.2.1 - 2 HOUSING,CARE, and controlled environment that holds offenders Other: 19,750,638.72 Other: 16,360,534.29 Figures 7.2.4 - 15 SECURITY accountable for their actions. Total: 226,257,593.98 Total: 226,402,447.19 Figures 7.3.1 - 3 % of Total Budget: 65% % of Total Budget: 66% Productive work and vocational skill development State: 1,043,113.74 State: 891,467.62 II. B. opportunities to assist the inmate population with Federal: 0.00 Federal: 0.00 their transition into the community upon release. WORK & VOCATIONAL Includes areas such as industries, agriculture, Other: 19,705,698.74 Other: 21,903,349.69 Figures 7.2.18 - 20 ACTIVITIES building maintenance, construction, grounds Total: 20,748,812.48 Total: 22,794,817.31 maintenance, food service and warehousing. % of Total Budget: 6% % of Total Budget: 7% State: 6,522,999.98 State: 2,375,192.11 II. C. Academic, vocational, special education, library Federal: 1,346,733.39 Federal: 1,090,219.49 services and life skills intended to enhance Figure 7.2.17 PALMETTO UNIFIED community reintegration, the basic literacy skills, Other: 2,764,130.23 Other: 2,277,259.77 Figure 7.2.20 SCHOOL and the economic self-sufficiency of inmates. Total: 10,633,863.60 Total: 5,742,671.37 % of Total Budget: 3% % of Total Budget: 2% Programs and services for offenders in the areas of State: 3,259,956.61 State: 3,375,437.79 religion, recreation, volunteer activities, inmate Federal: 10,924.68 Federal: 149,986.41 II. D. organizational activities, inmate visitation and Other: 58,940.94 Other: 48,249.13 Figure 7.1.3 IND GROWTH & correspondence, substance abuse, re-entry programs, grants, HIV/AIDS and sex offender Total: 3,329,822.23 Total: 3,573,673.33 1% Figures 7.2.16 - 20 MOTIVATION counseling and special programs/services for youthful offenders. % of Total Budget: 1% % of Total Budget: Below: List any programs not included above and show the remainder of expenditures by source of funds. Remainder of Expenditures: State: 58,219,766.84 State: 57,231,309.24 II E PENAL FACILITY INSPECTION Federal: 1,230,357.16 Federal: 1,139,940.54 III EMPLOYEE BENEFITS Other: 9,498,277.11 Other: 10,697,873.57 CAPITAL PROJECTS Total: 68,948,401.11 Total: 69,069,123.35 % of Total Budget: 20% % of Total Budget: 20% * Key Cross-References are a link to the Category 7 - Business Results. These References provide a Chart number that is included in the 7th section of this document.