Ohio Department of Rehabilitation and Correction QStP Team Projects - Human Resources Projects
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OHIO PENAL INDUSTRIES ENHANCED SECURITY
Chillicothe Correctional Institution (2001)
The mission of the O.P.I.E.S. team was to assess the entire operation of the Ohio Penal Industries (OPI) at Chillicothe Correctional Institution in an effort to meet or exceed Ohio Audit Standards, enhance security, and maintain or increase production while decreasing staff overtime. The team recommended changing the OPI work schedule from a 5-day (8 hours per day) workweek to a 4-day (10 hours per day) workweek. As a result, the average daily inmate work hours increased from 5.75 hours to 7.56 hours; overtime for OPI supervisors was reduced 64% for an annual cost savings of $126,985; OPI production increased 57%; and security in the OPI work areas was increased. Team members: Neil Glendening (Team Leader), Craig Branham, Kevin Fultz, Tony Fultz, George Gallion, Andrea Thomas. Facilitator: Diana Markel.
OFFENDER URINALYSIS PROGRAM - A.P.A.
Akron Region (2001)
The project mission for the O.U.P. team was to provide a mechanism that will decrease the time parole officers spend collecting urine from offenders in order to meet the new substance abuse policy recommendations. The new procedure developed by the team is also designed to increase randomization of urinalysis testing, increase specimen integrity, and reduce the amount of time before officers receive the results. By utilizing lab techs in the collection and transportation process, the volume of specimens collected increased by 72%, and parole officers collected 73% fewer urine specimens. Officers no longer transport specimens. Drug testing is now conducted on a completely random basis. Due to the lab techs’ knowledge of the substance abuse policy and procedures, no errors regarding offender information were made on the specimen cups or paperwork. No urine specimens collected by a lab tech were discarded during the pilot study or during the implementation of OUP in the Canton District Office. The interval between sample collection and receiving the test result decreased by 45%. Team members: James Dowdell (Co-Leader), Nicole Kulesh (Co-Leader), Allison Ball, Chuck Haggerty, Polly Mallett, Leticia Mathis, Jennifer Viall. Facilitator: Joseph Dubina. For more information contact James Dowdell (330) 643-1055 or Nicole Kulesh (330) 643-1052.
E.I.E.I.O. - EXPERIENCING INSTITUTIONAL ENVIRONMENT THROUGH INTERNSHIP OPPORTUNITIES
Oakwood Correctional Facility with Lima Technical College (2001)
The team’s mission was to improve the quality of college internship programs at OCF while enhancing professional development and employability. The team developed orientation manuals to be used by the student and field advisor throughout the internship. By providing a more formalized process that focuses on retention, the team documented an estimated savings of approximately $8,910 per year by hiring four former interns. Also, estimated savings of approximately $58,209 per year were achieved by retaining four newly hired employees. And estimated savings of approximately $2,520 were realized by augmenting services with interns over a twelve-week college quarter. Team members: Tereasa Moorman (Team Leader), Krista Fylak, Tony Haithcock, Tom Hull, Annette Nelson, Heather Powell, Gerald Simpson, Terri Weis-Haithcock. Facilitator: Celeste Kill.
S.U.R.V.I.V.O.R. - SEEKING USEFUL RESOURCES FOR VITAL IDENTIFICATION OF VOLUNTEER ORGANIZATIONAL ROLES - DP&CS, C.O. with A.P.A.
Columbus (2001)
The mission of the Columbus APA team is to increase the number of volunteers as well as the number of volunteer roles. The team believed the skills, resources and insight of citizen involvement would enhance the ability of the APA to provide quality services and build valuable partnerships with local communities. At the time the project began, there were no volunteers assigned within the Columbus region of the APA. The team implemented a formal recruiting plan, working with the Columbus Region Volunteer Coordinator. One individual was chosen for the pilot project, and was trained and assigned various clerical tasks in accordance with the team’s findings. At the conclusion of the 30-day pilot project, twelve volunteer hours had been completed. Team Members: Kathy Millikin (Team Leader), Roni Burkes, Grace Naegele, Kara Peterson, Tracey Rammelsberg, Tyrone Reynolds, Ann Short, Steve West. Facilitator: Marti Jerew. For more information contact Kathy Millikin (614) 462-4323.
IT2C - IMPROVING TRANSPORTATION THROUGH COOPERATION - A.P.A.
Cleveland Region (2001)
The mission of the IT2C team was to improve the process of transporting offenders awaiting violation hearings by consolidating transportation assets, thereby decreasing man-hours and resources. The team sought input from internal and external stakeholders, including the Cuyahoga County Sheriff's Office and the Lorain Correctional Institution. Upon learning that the Sheriff’s Office makes multiple trips per day to LorCI with recently sentenced inmates, a proposal was submitted to the CCSO asking for their assistance in the transportation of APA offenders awaiting violation hearings to LorCI from the Cuyahoga County Jail. The team concluded that the plan provided an opportunity to further develop a positive working relationship with the CCSO and to improve the efficient use of resources between the two agencies. Team Members: Charlene Taylor (Team Leader), Timothy Bacha, Angela Bragg, Rodney Delaney, Ronald Downs, Larry Goble, Jerry Grammes, Tia Lawson, Rochelle Slay. Co-Facilitators: Richard Rhines, James Riley.
THE POSITIVE SOLUTION
Mansfield APA (2000)
"Gold" level team - 2000 TEPS Showcase. Under current practice, the Parole Officers (POs) of the State of Ohio personally collect urine specimens from offenders under their supervision to be tested for the use of drugs. The volume of specimens that need to be collected has resulted in POs spending more time in the office collecting, waiting to collect, and transporting specimens and less time in the community providing effective supervision. The team identified an alternative method of collecting specimens that meets the required level of testing while simultaneously delivering quality services to offenders and optimizing community safety. As a result, POs are able to spend nearly five (5) additional hours per month on other supervision activities. Team members: Melody Craig (team leader), Victor Brown, Martin Grosses, Tina Mawhorr, Heidi Swetel, Angelika Manz, Brian Stokes, James Zappa, John Matthews (facilitator). For more information contact Melody Craig (419) 522-2441.
CLOCKWORK BELMONT
Belmont Correctional Institution (1999)
The mission of the Clockwork Belmont Team was to review the mechanics of the overtime tracking process established in fiscal year 1998. The team analyzed the current Overtime Tracking Form (OTF). The team then reviewed the current system to determine if improvements were needed to the current OTF. Through increased awareness and training, the team suggested that the supervisors/department heads monitor and control overtime usage. As a result, over $120,000 of lapsed overtime funds were saved in each quarter of fiscal year 1999.
EMT (EMPLOYEE MORALE TEAM)
Southern Ohio Correctional Facility (1999)
The mission of the Employee Morale Team included the use of more positive ideas to improve employee esprit de corps at the Southern Ohio Correctional Facility (SOCF). The team surveyed staff and then formulated ideas to improve communication, to boost employee recognition and to employ perks and incentives for employees. As a result, photos of new employees and employees of the month were posted, articles were published in the local newspaper and union newsletter and a television monitor, displaying informational updates, was placed in the lobby for employee viewing. From their efforts, the team feels that they have made a positive contribution.
E. A. T. TEAM
Orient Correctional Institution (1997)
The goal of this team was to develop and promote employee recognition, appreciation and fellowship, thus, improving employee morale, interaction and quality of life. Several activities were developed by the team which included Fund Raising events, Smoking Cessation Class, Christmas Party, Election for Supervisor, C.O. and Employee of the Year, and Employee Week and Recognition Picnic. As a result of the team’s efforts, other employees began volunteering their ideas. Bill Blaney, Leader 614-877-4367
MISSION POSSIBLE A.W.O.L TEAM
Correctional Reception Center (1997)
The warden at the Correctional Reception Center determined that the seven-day operation staff was exceeding the authorized level of overtime. The Mission Possible team was developed to improve attendance by decreasing the amount of unnecessary sick leave while maintaining a high standard of security. Evaluation tools were developed to determine the number of call offs and reasons. Then a combination of three initiatives was proposed. Task assignments, both team and individual were developed on a Gantt Chart and the implementation period was identified. Gerald Clay, Leader 614-877-2441.
THE REDUCERS TEAM
Trumbull Correctional Institution (1997)
This team’s mission was to improve the overtime usage by process by decreasing overtime hours while maintaining overall operational efficiency. Data was collected from check sheet, pareto chart and brainstorming. Numerous problems were identified such as late relief, scheduling errors, supervisors not being aware of employees’ leave balances and inservice instructors teaching on their days off.
Proposed solutions were evaluated by an established benchmark. This resulted in in-house supervisory training, the development of a new computer tracking leave balance tracking system, cross-training of staff and a new monitoring system for transportation officers. Carolyn Henning, Facilitator 330-898-0820.
THE LIGHTER SIDE TEAM
Columbus Adult Parole Authority (1997)
The Lighter Side used QSTP to improve the quality of productivity and supervision standards within the Columbus APA region. The team was able to develop a newsletter which was written with a sense of humor and distribute to all staff. The response from staff was overwhelmingly positive as it provided increase inter-office communication. Sandy Papp, Leader 614-847-9450.
THE OUTSIDERS TEAM
London Correctional Institution (1997)
The team worked to improve the unit management process at the prison. Initial data showed correctional officers, an integral component of unit management, did not feel a part of the process. Most identified themselves as strictly custody. The team used the continuous improvement process to develop a system that increased communication, support and teamwork. Diane McSavaney, Leader 740-852-2454.
PIT
Corrections Reception Center (1996)
New budgeting procedures led to a need to evaluate staffing levels and work flow processes at CRC. The team was formed to review the perception that staff is not always utilized in the most efficient or equitable manner. Another driving factor for the team’s work was the fact that people who make decisions regarding inmate classification and placement do not have ready access to pertinent information. Each step of every clerical process was examined and staff members were interviewed. Research was conducted to find solutions to redundant overbearing paper flow problems. PIT’s teamwork has led to recommendations that could ultimately change the entire paper flow systems for DRC. Karen Wolfe, Leader 614-877-2441.
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