GOAL: By June 30, 2003, increase the total dollar amount received from all funding sources except general revenue and trust fund sources by 10% above the baseline total of June 1997.
The Department of Corrections is the fourth largest prison system in the nation. It consistently faces the challenge of acquiring resources necessary to carry out its mission. A significant gap exists between the funding of Agency Strategic Plan strategies and the actual funding provided by the Legislature. It is essential for the department to identify and gain access to as many external funding sources as possible.
Objective: Fund 75% of strategic plan strategies requiring additional resources beyond those appropriated by alternative funding sources.
Issue 2: Increasing Productivity through Application of Continuous Quality Improvement Principles
GOAL: By June 30, 2003 improve the productivity of the department through the application of continuous quality improvement techniques that reduce cycle time and / or costs determined for core process by 10%.
The department's primary aim is the application of quality management to establish the efficient and effective use of tax dollars. As a strategic issue, productivity is the relationship between the value of a product or service to an organization's stakeholders and its cost. Correctional Quality Managerial Leadership (CQML) is the philosophy developed in the department to facilitate the cultural changes necessary to fulfill our mission. CQML can have a positive influence to improve employee recruitment and retention. The use of technology for program delivery and staff development is a powerful medium for quality training. CQML process analysis principles increase productivity in many areas of operation.
Objective: Establish a culture based on CQML principles that will increase productivity by 3% per year.
Issue 3: Developing Partnerships with Public and Private Agencies to Further the Department's Mission
GOAL: Partnership contracts / agreements with public and private organizations will meet the department's six main evaluation factors.
As the department prepares for the 21st century an important component of our mission fulfillment is the development of partnerships with public and private organizations. The department is developing six criteria to use to evaluate potential and existing partnerships. These include:
Objective: The department's partnerships will produce results stated in partnership agreements and meet the department's evaluative criteria.
Issue 4: Establishing Effective Communication With Department Staff and the Public
GOAL: By June 30, 2003, increase incrementally each year the percentage of department staff, news media representatives and general public survey respondents reporting an accurate knowledge of the department's role and mission to 80% as determined by responses on objective survey questions.
Improving the public's understanding of the dynamics of corrections is considered by management to be a critical priority. The perception of the agency's role and scope held by the general public as well as other criminal justice agencies does not reflect a true understanding of department responsibilities. A survey conducted by the University of Florida indicated that the public is misinformed about a number of correctional issues.
Often, the department's communication with the public is initiated through the media. Negative events (e.g. a disturbance, an escape, etc.) capture most media attention. These accounts tend to foster public misconceptions about the department and its functions. Another important aspect of communication with external groups is the awareness of department employees concerning the priority issues and objectives of the agency. Keeping all staff, attuned to the priority efforts of the department is of strategic significance in better informing the public. By proactively communicating the many positive effects the department has on community safety and quality of life, public support for effective criminal justice programs can be improved.
Objective: Increase internal target groups' knowledge of agency issues, policies, and practices.
Issue 5: Using Technology Efficiently and Effectively to Improve Timeliness and Accuracy of Department Administration.
GOAL: The department's technology based operations and business processes, as measured by reduction in retrieval and response time, will operate below the baseline level of 1.5 seconds on average in 1997.
The accurate, timely processing of offender release dates, revocation rates and disciplinary records is necessary for informed policy decisions to be made in criminal justice agencies. The department's information technology strategy provides a long range vision of the major technology issues that support the business processes of the agency. The emphasis in the Strategic Management Plan is on the agency's business needs and ensuring an adequate technology infrastructure to meet those needs. See Appendix 7, Department of Corrections Agency Strategic Plan (ASP) 1998-2003 for description of the integration of information technology relative to critical issues in the ASP.
For the past several years, the department's previously aggressive office automation initiative has been severely set back due to lack of appropriations during the state's fiscal crisis. This has lead to a critical unmet need to replace end-of-life, just plain worn out, or severely overloaded minicomputers and workstations currently supporting office automation. Moving away from minicomputer based office automation and toward a client server based platform offers the department a modern, less expensive, more flexible solution.
The Offender Based Information System (OBIS), the department's bread and butter offender data base system, supports the basic statewide operation of both major institutions and the probation and parole offices. The department's growth projections indicate the need for a mainframe capacity upgrade in the future. A shortage of programmer and analyst staff has resulted in a heavy backlog of pending maintenance and enhancement requests. The backlog of OBIS change requests is just one indication of a technology support function that is still grossly understaffed when compared with other state agencies of like size and scope.
Objective: Increase the information retrieval capabilities by providing the hardware, software and network infrastructure necessary for improved access at all department sites.
Increased Use of Information Technology and Innovations:
The use of imaging technology, mobile communications, client server LAN based systems, kiosk-style reporting stations in probation offices, payments from offenders by electronic charge or debit cards all represent new technology concepts that can be used to increase the department's productivity and efficiency. The department also faces a growing demand for Internet-related capabilities, both in terms of information available through the Worldwide Web and in terms of leveraging Internet functions (e-mail, web browsing, etc.) for employees This growth emphasizes even more the lack of infrastructure to support current technologies that exists in many areas of the department.