Ohio Department of Rehabilitation and Correction QStP Team Projects - Capital Improvement Projects

LOST FOR SPACE

Franklin Pre-Release Center (2001)

This team’s mission was to improve the space, efficiency, and safety in the commissary, mailroom, vault, quartermaster, and storeroom. At the conclusion of their study, the team recommended moving the commissary to an outdoor location in a modular unit, followed by moving the mailroom and vault into the vacated commissary space, and moving the quartermaster into the space vacated by moving the mailroom and vault. These changes will allow the processing of items from the storeroom to occur in a more timely fashion. Relocating outdoor recreation space provided a new area twice as large and much more visible for officers. Team members: Sharon Morbitzer (Team Co-Leader), Kim Taylor (Team Co-Leader), Officer Alfred, Gerald Clay, Alice Cochenour, Sheila Drayer, Officer Hankinson, Officer Notestone, Kent Williams. Facilitator: John Nicholson. For more information contact Kim Taylor (614) 445-8600.

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THE ENTRY EDUCATORS

Noble Correctional Institution (2001)

The team’s mission was to improve the front entry process by increasing efficiency and eliminating unauthorized items from entering the institution while maintaining security. During the peak staff entry times at NCI, some employees were required to wait up to 9½ minutes to be processed through the entry building. The average time to wait was more than 4½ minutes. The team redesigned the entry building and staggered the start time for various departments. As a result, the average wait time was reduced to less than 2.5 minutes. Additionally, the change has reduced the number of unauthorized items entering the institution by preventing staff and visitors from entering secured areas prior to passing through the metal detector. Team members: Sally Friend (Team Leader), Steve Dunn, Peggy Davis, Linda Woytko, Dennis McMullen, Don Rhinebarger. Facilitator: Anna Mackie. For more information contact Sally Friend (740) 732-5188.

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POWER RANGERS

Southeastern Correctional Institution (2000)

"Silver" level team - 2000 TEPS Showcase. The Power Ranger team determined to address a problem that would make positive changes in the institution, impact the environment and save the taxpayers money. It was decided by the team to seek answers for the question: "Why is the institution spending so much money on electricity?" According to SCI’s Business Office, the institution paid an extraordinary $271,371 in power usage for the main compound from March 1999 to March 2000. Of this amount, $1,224 was paid for late fees due to the complexity of the billing process. The specific tasks of the team were to increase awareness of staff and inmate customers on the importance of energy conservation and extend the grace period for billing thereby cutting costs and meeting guidelines under Ohio Revised Standards to have an energy conservation program in place. Team members: Sherril Black (team leader), Novica Olinger, Toni Basse, Sheri Lynch, Melinda Cunningham (facilitator). For more information contact Sheri Lynch (740) 653-4324.

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SPACE SAFARI

Correctional Reception Center (1999)

The Space Safari Team’s mission was to review the use of office space at the Correctional Reception Center. By repositioning offices according to their purpose and function, staff could more effectively address the primary institutional missions of the reception processing of inmates and of maintaining security. Security staff were relocated to a central location which improved their observation of the compound, particularly of areas of higher inmate traffic, such as the dining hall, recreation yard, education, the quartermaster and the commissary. Staff were also relocated to department-specific areas that decreased the distance between supervisors and those they supervise. The team maximized office space with OPI workstations, which, in turn, increased the available office space for a growing staff.

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SPACE INVADERS TEAM

Akron APA Region (1998)

The team’s mission was to address the lack of adequate office space and to allow supervisory parole officers to have separate offices while utilizing existing space allocation. The team made recommendations for space changes in the region. David Martin, Facilitator 330-643-3010

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ASSET CONTROL TEAM

Central Office (1998)

The team developed an inventory process to track tangible property with a value of $1000 or greater. The team accomplished its mission by developing a manual, conducting training, and establishing and enforcing policies/procedures. Juliette Oberle, Leader 614-728-1619

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GREEN THUMB TEAM

Chillicothe Correctional Institution (1998)

The team’s mission was to improve the appearance and maintenance of the prison grounds. They formulated a beautification project that included planting trees, seeding, and an incentive award program. Ernie Moore, Leader 740-773-2616

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THE A (BUILDING) TEAM

Hocking Correctional Facility (1997)

The A-Team is a multiple disciplinary team. Their mission was to enhance the efficiency and security of the institution’s entrance building in order to make a positive first impression. Initially, the building was cluttered, dark and inefficient. The vista of the entranceway was restricted; thus, security was compromised. The team’s vision resulted in an aesthetically pleasing and renovated entrance building, which enhanced security and improved productivity. Sandra Arnold, Leader 740-753-1917

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BECI GROWS

Belmont Correctional Institution (1996)

The BeCI GROWS team began with the premise that a prison can look beautiful! BeCI was a new correctional institution in 1995 without grass, flowers, scrubs, signs, or places for outside seating. The team knew that BeCI had to improve its appearance. Using a variety of quality tools, BeCI GROWS developed plans for landscaping, gardens signage, benches and picnic tables. Belmont Correctional Institution was beautified while inmate jobs were created. Tim Mason, Leader 740-695-5169

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PHOENIX PROJECT

London Correctional Institution (1996)

The team from LOCI worked on a long term quality improvement process concerning the implementation of a four year, five phase renovation of the prison. Its goal is the inclusion of a cross section of the entire staff in the designed and work phases of the project. The staff will work in a series of six process improvement teams to achieve success. When the renovations are completed, LOCI will be changed from the 1920’s style of architecture to a 21st century design. Richard J. Ebin, Leader 614-852-2454