Ohio Department of Rehabilitation and Correction QStP Team Projects - Data Management Projects
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SERENDIPITY 2001 - A.P.A.
Mansfield Region (2001)
The mission of the SERENDIPITY 2001 team was to improve the pre-sentence investigation (PSI) referral process for offenders in the Elyria District Office by increasing customer satisfaction and decreasing the amount of time spent on a referral. The team pilot tested a new process that allows the offender to fill out much of the required paperwork at home, rather than in the office. Prior to implementation of the new process, 33% of the parole officers in the Elyria District Office were spending in excess of 45 minutes preparing PSI’s. Since the new process was established, 100% of the parole officers complete the PSI’s in 45 minutes or less. Additionally, 95% of the parole officers report being satisfied or very satisfied with the new process compared to just 14% prior to its implementation. Team members: David Pummell (Team Leader), Sherry Clouser, Michael Mawson, Richard Sibilski, Holly Sickle, Janis Tuttle, Mary Warchol. Co-Facilitators: Melody Craig, Richard Rhines. For more information contact David Pummell (419) 365-5000.
CO-QWESTT
Central Office (2000)
"Gold" level team - 2000 TEPS Showcase. Since the inception of Quality Services through Partnership (QStP) in Ohio state government, the Department of Rehabilitation and Correction (DRC) has been in the forefront of agencies utilizing the team concept to implement new or improve existing department processes. In DRC Central Office, however, it has been very difficult to verify the existence or track the successes of process improvement teams due to the fact that the eight different divisions and offices which comprise Central Office are located in five separate buildings spread over a 34-acre complex. The CO-QWESTT (Central Office - Quality Workers Engaged in Standardized Team Tracking) team successfully developed and implemented a new process to identify, track and monitor both formal and informal QStP teams in Central Office. Team members: Eric Simmons (team leader), Sharon Brown, Ollie Chandler, Bill Dauer, Judith Montjoy, Brian Niceswanger, Frankie Smith, Dan Sturkey, Eric Brown (facilitator), Arlette Brown (facilitator). For more information contact Eric Simmons (614) 644-9334.
SUSKO KIDS
Akron APA (2000)
"Bronze" level team - 2000 TEPS Showcase. The Susko Kids sought to address the problem of Parole Board hearing reschedules. It was discovered that roughly 8% of these reschedules were caused by incomplete investigations provided by the APA and/or other outside agencies. Through interviews with the Parole Board, it was determined that utilization of the Parole Board guidelines should eliminate questions about offenses that cause these continuances. A guide sheet developed from those guidelines was pilot tested by the Akron Region and is now in use. Team members: Allison Ball (team leader), Ed Cantor, Pat Cleary, Joe Dubina, John Geras, Michelle Sommerville. For more information contact Allison Ball (330) 643-3010.
VOICE BY CHOICE
Cleveland APA (2000)
Departmental records reflect that Cuyahoga County has the highest number of offenders convicted and ultimately sentenced to Ohio institutions. Subsequently, the Cleveland Parole and Probation Regions produce the highest number of investigative and supervisory reports as well as supervise the highest number of offenders in a single county. Due to the high volume of reports, the Voice by Choice team worked to develop a process to prevent report backlogs and improve the efficiency and timeliness in which reports are generated. Team members: Joyce Gillespie (team leader), Joyce Chisar, William Beck, Michael Howell, Amy Meuler, Debbie Welsh, Martina Grier (facilitator). For more information contact Joyce Chisar (216) 787-3010.
FULL HOUSE
Lima APA (2000)
There was a consensus among Full House team members that the Lima APA Region’s parole officers were having difficulty locating residences/shelters for homeless Post Release Control (PRC) offenders being released from correctional institutions. The team developed a resource directory for Lima APA Region staff to assist them in obtaining emergency housing, food and clothing for homeless offenders under their supervision. Team members: Connie Maassel (team leader), John McIntyre, Sharon Crouse, Scott Coleson, John Deck, Terry Emrick, Kathy Green, Adam Heath, Lana Mergentheler, Tina Patrick, James Robincheck, Jill Springer. For more information contact Connie Maassel (419) 227-2631.
M&M TEAM
Mansfield APA and Marion Correctional Institution (1999)
For the first time since the advent of QStP, an APA and a correctional institution joined forces to improve an active process. There was a consensus that the Post Release Control Placement Investigation Request process was lacking in timeliness, communication, and tracking. The M&M team generated goals of building uniformity into the process, thereby increasing the efficiency and timeliness of Placement Investigation Requests. The team thoroughly evaluated the status quo. The major difficulty was in the way that parole board hearing officers reviewed offender cases. The team created a universal tracking system that enabled the record office to quickly identify offenders serving nine months or less. As a result, all offenders with a nine month or less sentence are screened within five business days of their arrival at a reception center. Before improvements, inmates were screened within 10 to 20 days. Because the process unfolds so much faster, records staff have more lead time to organize parole board hearings and the community receives a greater level of protection due to the efficiency of screening offenders with a nine month or less sentence. Stuart Hudson, Leader 440-365-5000.
CONTACT TEAM
Hocking Correctional Facility (1999)
Hocking Correctional Facility staff have not consistently documented contact with the inmate population. Audit standards require that staff document their contact with inmates. Some of the institution departments report having contact with the inmates but they do not have the supporting documentation to back their claims. The team proposed the expansion of the number of security post and departments utilizing inmate contact sheets and the incorporation of training on how to complete and maintain contact sheets in the annual in-service training.
SPACE-A-RANGERS TEAM
North Central Correctional Institution (1998)
Over five hundred unit files were housed outside of filing cabinets in violation of ACA and DRC policies. The team used a variety of quality tools to ensure files were appropriately housed. Useable space in the vault has increased from 11 to 17 square feet. Staff time away from the work area as well as inmates being out of place has decreased. Dorene Williams, Leader 740-387-7040.
Q.U.E.S.T TEAM
Chillicothe Adult Parole Authority (1997)
The team responded to dissatisfaction with the organization of the Pre-Sentence Investigation and Offender Background Investigation questionnaire. They identified internal and external customers then formulated a survey in order to measure customer concerns. The analysis of collected data focused on developing a "user friendly" document while maintaining the specifications of the agency’s policies. Laura Kirby, Leader 740-702-1200.
"SHOW ME THE MONEY"
Ohio Penal Industries (1997)
Receiving reports were being delayed in getting to Ohio Penal Industries’ Account Payable Section. The reports were not being processed within the ideal thirty days timeframe. As a result of the teams work, two to four days has been cut form the turn around time. John Sharpe, Leader 614-752-0287.
CYBER C.A.T.S.
Cleveland Parole And Probation (1996)
The CYBER C.A.T.S. of the Cleveland Parole and Probation Regions are Tim Boomer (leader), Charles Dawson, Paula Williams, Leticial Mathis, Calvinia Muhammad, Jones Whitner, Doriene M. LesCook, Melvin Brinson, Sharyna Cloud and Lisa Stewart. The team found employees were manually comparing the caseloads of offenders in the APA Cleveland Regions to all individuals processed b the Cuyahoga County Sheriff’s Office and the Cleveland Police Department on a daily basis. The process averaged 2.5 hours per day or 12.5 hours per week for parole officers who compared the data. The team benchmarked with a number of agencies and determined customer requirements. They also surveyed and brainstormed before instituting a solution on a trial basis. The solution, to computerize the process, will assure that officers receive offender information in a more timely and accurate manner. The 12.5 hours will be reduced to 5 hours a week, allowing staff more time to concentrate on other aspects of their job. Tim Boomer, Leader 216-787-4899.
IT CAN BE FIXED IN 96
Adult Parole Authority Columbus Region (1996)
The team began by looking at the file maintenance process for the APA Columbus Regional Offices. They discovered there was not a tracking system, resulting in an average of 4-6 files being misfiled every six months. Fifteen percent of the files in a six month period were not located when needed. Ninety-five percent of the parole officers complained that loose filing in the "TO BE FILED" basket was not filed in a timely manner. The team did a flow chart of the process and began to collect data from users of the system in order to verify the problem. The team used several tools to determine the solution. Results of the team’s work made the file room accessible to only specified staff. A tracking system has been put into place. A flow chart of the new system was completed and team members plan to provide -training to all staff. Stephanie Blanchard, Leader 614-847-9450.
OHIO’S CLASS ACT
Management Information System (1996)
The goal of creating an accurate database to guide agency policy and state legislation was not being met. Attempts at gathering data on the entire intake population were falling short by thirty percent. After extensive analysis of the problem the team determined that the only workable solution was to collect data on the intake population for a specified two month period. The team reported its results in three areas. A representative intake database that is useful for the agency and legislative decision making can be produced by the end of 1996. Finally, a more complete and accurate database will result. Lee Norton, Leader 614-728-1120.
WIDE RECEIVERS
Lorain Correctional Facility (1996)
The Wide Receivers from LorCI were formed to look at the
reception process. Specifically, they explored why court papers
were not being received by the Record Office staff in a timely
manner. Their project became an improvement of the Reception
and Discharge (R&D) process by changes in security, accountability
and organization. The team made changes in the lay out of the
R&D area which has addressed some of the concerns. The group
continues to monitor and make changes as appropriate. Lidia
Hishynsky, Leader 216-748-1049.