Florida Department of Corrections
Michael D. Crews, Secretary

Issue 4: Increase Productivity through Continuous Quality Improvement

GOAL: To improve productivity through the application of quality management and development of human resources.

Our effort to enhance departmental productivity through tenacious application of Correctional Quality Managerial Leadership (CQML) principles and assist our employees achieve their full potential through performance excellence has made significant progress.

The 1998 Legislature appropriated our correctional officers a $1900 pay increase to be effective January 1, 1999. However, this increase was offset in South Florida by a $1900 reduction in the Competitive Area Differential pay. To further improve our work environment, a new position, allocated to the Bureau of Research & Data Analysis, will focus on our workforce turnover rate. Issues to be addressed, but not limited to, are demographics of employees who leave as compared to those who stay, why employees leave, what areas have the highest turnover, and establishing a career development system all staff.

Our agency is replete with CQML successes that streamlined our operations and saved money; the pinnacle of this is the annual DC Quality Showcase competition where our best efforts are compete for recognition. These "Best Practices" and numerous others will be shared department-wide through our forthcoming "Best Practices" data base.

Objective 4-1:

By July 1, 1999, the department's career service employees will be compensated equitably compared to staff of other state agencies.

• We were successful in obtaining approval, by the 1998 Legislature, for a $1,900 increase to base pay effective January 1, 1999, for all employees in the Correctional Officer series. This increase was offset in Regions III, IV, and V by a reduction of $1,900 in the current Competitive Area Differential (CAD). We have implemented Temporary Special Duty, additives for all employees in the Correctional Probation Officer series, effective June 19, 1998 for major institutions and July 10, 1998 for Community Corrections.

Objective 4-2:

Maintain an annual turnover rate of no more than 10% in each occupational group.

• A position within the Bureau of Research & Data Analysis will focus on the development of a data warehouse of information on the corrections workforce, using the department's Human Resources Database, statewide personnel system data (Consolidated Personnel Employee System - COPES), and statewide certified law enforcement officer databases. Among the issues we will be able to analyze are the demographic characteristics of employees who leave compared to those who stay, where employees go after they leave, areas where employee turnover is particularly high or low, and career paths within the department.

• To resolve employee problems/conflicts through mediation, we have conducted initial training on mediation and research additional training resources for enhanced program development. The Mediation program is in an initial pilot phase.

• In our pursuit of stress reduction, we are preparing to re-bid our Employee Assistance Program services contract to increase covered services, e.g. pay for 3 visits instead of 1. We continue to conduct Post Trauma Staff Support training. Our Bureau of Staff Development conducts stress reduction training. The Bureau of Security Operations is working issues that are potential stress relievers: An enhanced radio system for improved communications, personal body alarms for correctional officers that alarms when movement ceases, and resolving/correcting lock malfunction problems.

Objective 4-3:

By July 1, 1999, establish a career development system for employees.

• Standardizing selection modules for the hiring of employees are still in developmental stages.

• Standardizing selection modules for promotions are still in developmental stages.

• Determining the knowledge, skills and abilities an employee must possess to follow their desired career track are still being developed.

• A program to mentor, guide and train potential supervisors/managers is still in the developmental stages.

Objective 4-4:

By July 1, 1999, contribute to the overall effectiveness of state government by having in place a workforce reflective of the community of all races, gender, and ethnicity in the available labor market as reflected in census data.

• Region 1 places continual emphasis on attracting and retaining a diverse workforce reflective of the available labor market. Participating in, coordinating, and monitoring the recruitment efforts of all institutions through the Regional Human Relations Committee does this. In addition, this committee, monitors the activities of the institutional and Community Corrections Human Relations Committees. Census data reflected in the department's Affirmative Action Plan indicates female employees included in the White, Hispanic, and Other EEO groups are under-utilized in Region 1. Continuing emphasis on attracting and retaining members of under-utilized groups produced significant results as reflected below:

  EEO Group	7/1/97 Workforce	6/30/98 Workforce	% Change
  White	25.9	26.8	.9%
  Hispanic	.3	.3	--
  Other	.6	.7	.1%

• Human Relations Committee meetings are held statewide and the minutes are reviewed to determine specific field strategies that were successful pursing diversity in the workforce.

Objective 4-5:

By January 1998, the Department of Corrections will have in place a culture based on CQML principles which will increase productivity by 3% per year based on reduction in unit operating cost compared to June 30, 1995.

• The identification, mapping, and improvement of the department's core and primary support processes, and the implementation of the Best Practices database, will provide the data necessary to document the department's increased productivity. Upon completion of the initial core and primary support processes improvements, the department will prepare for external benchmarking activities.

• All CQML training curricula have been expanded and updated. These improved curricula along with staff experience will further expand the level of CQML knowledge within the department's ranks. The culture based upon CQML principles is established and is continuously improving.

• Within Community Corrections, our major CORE processes were determined and sub-processes are being developed.

• Basic quality management principles training and related concepts were provided to 100% of the Security and Institutional Management staff. We are now in the stage of incorporating quality management principles as part of our daily operation. Staff understanding was expanded through the use of bureau quality teams and staff training classes on various concepts of quality management.

• Region 1 accomplished these initiatives to create & promote a culture conducive to CQML:
  • Participated in and trained staff in the area of CQML
  • Developing lesson plans pertinent to this area
  • Implemented newsletters & suggestion boxes
  • Coordinated trained staff in showcasing, as well as, hosted the Regional Quality Showcase
  • Established the Regional Quality Library, regional operating procedure for direction and review of best practices
  • Established quality teams at each facility
  • Trained staff on the resource guide to CQML
  • Tracked and disseminated implementation of best business practices regionally,
  • Established guidelines for all facilities to enhance CQML at their facility.

• Region 5 has increased its productivity. Using the PIDS process, we analyzed the Region V vehicle fleet to determine vehicle utilization. Analysis identified eight vehicles that were under-utilized. These vehicles were identified to be re-allocated to other regional entities, whose vehicle need were not met. The budget process was also analyzed to determine per diem costs for detailed expenditures at all facilities. The study hopes to identify those facilities operating at the lowest per diem rate in a specific category, identifying the practices used by that facility, and sharing the cost saving ideas with other facilities to help lower per diem rates region-wide. The accounting section has reduced staff by consolidating functions, and eliminating redundancy in work. This enabled accounting to reduce staff by 10%, yet maintain the workload.

• Community Corrections, in Region V, continues to strive for a better understanding of CQML by staff and the monitoring of our processes and successes. During this year, with Regional Director guidance, the Circuit Administrators and the Superintendent of Community Facilities held town hall meetings with staff to review the responses of the Quality Survey conducted last year. In addition, "Best Practices" were submitted using the PIDS process and flow-charts and are being reviewed, not only by management, but staff as well for input. Continuous Improvement Correctional Action Teams (CATs) are being held throughout Community Corrections to solicit suggestions and ideas from staff. Also, "Quality Initiatives" is a permanent agenda item at all of our monthly staff meetings, from local offices to our Regional Community Corrections level. Management reports such as COPS Collections, Investigations Completed, Offender Contacts and Structure Treatment Program Referrals and Drug Testing are being monitored so we can emphasize our successes, correct our weaknesses and make constructive suggestions to improve the system to accomplishment the department's mission.

• The Region 5 Division of Executive Services has an on going Continuous Improvement Team that implemented numerous recommendations over the past 12 months. Each department within the Division began developing and reviewing process mapping of functional responsibilities. We have provided training in PIDS, team building, survey development and other quality principles as the need/appropriateness is evident

• At one Region 5 institution, the education staff developed process maps to determine core problems in an effort to reduce absenteeism. With direction from the quality team, cooperation from Classification and Security has reduced absenteeism since January from an average of 16% to an average of 4%--a reduction of 75%. At another institution, staff is attempting to benchmark their Computer Aided Instruction Lab, but due to budgeting, equipment and software constraints, their effort is hampered. When the lab is fully operational they plan to perform the analysis to establish benchmarks for this instructional program. Another institution implemented a CAT team for increasing education enrollments and improving average daily attendance. This CAT used a PIDS process to establish procedures for Work Camp inmates to receive vocational training opportunities. Education staff at another institution has partnered with their food service staff in developing curriculum for a "quantity food production" training program for food service inmates. Once operating, they will use quality tools to benchmark this program for productivity, effectiveness, and outcome measurements. At another facility a vocational instructor developed and implemented test stands in his program to totally eliminate the use of gasoline and transmission fluid in his program. This represents a 100% reduction in the use of some very hazardous materials.

• Bureaus within Security and Institutional Management completed a workflow analysis on various tasks performed by all staff based of their individual position descriptions and current assignments and responsibilities. This information will be maintained at each duty station to provide a resource for new replacements and keep supervisors current with specific responsibilities assigned to their staff.

• Within Region 5, all of the institutions report active CQML programs. Staff participation has led to numerous quality initiatives. These include, but are certainly not limited to, increased production on farm/garden projects, cost reductions in inmate barber shops, vehicle fleet maintenance, office supplies, increased participation in vocational programs, database development to track reports and grievances and improve call-out procedures, improved recycling programs, improved trash collection procedures, better security through roving patrols, and enhanced tool control.

• Region 3 continues to use quality management tools to streamline the operation and save money. Use of multiple teams throughout the Region has saved hundreds of thousands of dollars and increased productivity at the same time. We continuously use flow-charting, process mapping, teams, and data to make decisions. Benchmarking was used minimally and informally, but will be used more as staff is trained in its use. Our biggest areas of savings are in clustering of services, delivery of medical services, and hiring of pre-certified P&P recruits. However, there are many smaller areas where money was saved and productivity increased, particularly when one considers our expanding use of technology to collect data and produce products.

• In January of 1998, an opportunity was identified by E. A. Dameff, M.D., Director Regional Health Care, to improve the process for providing specialty medical and/or surgical consultation services to inmate patients in Region V Institutions. Using the DC Correctional Quality Managerial Leadership (CQML) principals, specifically, the Ten Steps to PIDS for CQML, Corrective Action Team members developed a standardized procedure outlining process, responsibility and accountability to insure:
  1. Consultations and specialty requests are addressed within a thirty (30) day period.
  2. Continuity of patient care.
  3. Protect the financial assets of the State of Florida through reducing liability by avoiding delay(s) in treatment.
  4. Clinicians would avoid risk for loss of "Credentials" caused by delayed diagnosis and treatment.

  The CQML techniques included in the Consultation Request Process Improvement addressed measurement of improvement actions and performance. In addition, processes were defined to provide feedback to the health services staff in Region V Institutions.

• Region 1 benchmarked in areas that include personnel procedures and lesson plans from National Institute of Corrections (NCI).

Objective 4-6:

By December 2001, implement a Quality Management Plan that produces continuous improvement in all facets of operations.

• The implementation of a Quality Management Plan began with the publishing in November 1997, of the Resource Guide to Correctional Quality Managerial Leadership (CQML). To complete the plan, work has begun on a CQML operational plan that will implement the strategies objectives and strategies set forth in Issue 4 of the department's Strategic Management Plan (Part 2 of our ASP). A component of this plan will be the utilization of the Sterling Challenge Criteria as a benchmark of organizational excellence. Select staff will attend Sterling Challenge Criteria training to provide the department with a staff resources for the application of the criteria.

Objective 4-7:

By July 1999, increase the number of citizen volunteers and service hours by 15% over Fiscal Year 1995- 96 levels and ensure 90% of all department locations are using citizen volunteers.

• Revision of the Policy and Procedure Directive (PPD) (3.06.01) for Volunteers, Interns, and Contributors was completed and distributed statewide. Development of the Operational Plan for Student Volunteer/Intern Partnership Program was completed. An Advisory Committee for Volunteers/Interns in Correctional Institutions is underway and actively pursuing the development of the "Orientation and Training Manual for Volunteers/ Interns in Correctional Institutions". State review of this manual integration of the input was also accomplished. When the Office of Community Corrections accomplishes final review, the manual will be distributed to all probation and parole offices.

• Volunteers guide for Probation and Parole was developed. We are revising the first addition. We are in the final stage of development of a volunteer guide for Community Facilities.

Objective 4-8:

By July 1999, the department will have standardized 70% of its training lesson plans.

• Approximately 40 % of the department's staff development lesson plans were standardized.

• Curricula were developed for 95 % of the critical areas and 15% of the non-critical areas.