Ohio Department of Rehabilitation and Correction QStP Team Projects - Inmate Services Projects
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OPERATION PROFESSIONAL PACK-UP
Warren Correctional Institution (2001)
The mission of the WCI team was to improve accountability for inmate property (pack-up process) by decreasing the property theft/loss reports filed, thereby decreasing expenses. The State of Ohio spent an average of $80.00 per WCI inmate to replace missing or unaccounted for property. There were 24 complaints filed from May 1999 to May 2000 that were directly related to the pack-up process. This accounted for over one-third of all property theft/loss reports filed during that period. Small claims awards that result from loss of property during the pack-up process averaged $260.00 per inmate per awarded claim. The team’s solution was to create and implement a Quartermaster Depository in the pack-up process. After a pilot test was conducted, the number of pack-ups reaching the Quartermaster increased from 50% to 90%, resulting in a savings of $86,241.45. The number of claims filed for property lost or stolen during the pack-up process was reduced by 80%, and cost the institution $74.00. Team Members: Steve Ball (Team Leader), Surjeet Bilkhu, Terry Browder, Dawn Brown, Melissa Chenoweth, Chae Harris, Ron Hawkins, Troy Lynch, Doug McGlothen, Alicia Middleton, John Rodriguez. For more information contact Steve Ball (513) 932-3388.
L.I.N.C.S. - LIVES INCORPORATING NEW CONCEPTS SUCCESSFULLY - A.P.A.
Mansfield Region with Marion Correctional Institution and North Central Correctional Institution (2001)
The L.I.N.C.S. team’s mission was to assist 10% of the offenders being released from MCI and NCCI in their successful reentry, and to increase by 50% the use of community services in Marion County. The team worked with people from the community to establish a Citizens Circle, made up of community members, the offender, and the offender’s family members. The Citizens Circle develops a plan to assist the offender in becoming a productive citizen. As a result, 100% of the offenders involved with the Citizens Circle had maintained housing, 66% had maintained viable employment, and 0% had re-offended as of the completion of the team’s project. Team members: Magda Cooper (Team Co-Leader), Hugh Daley (Team Co-Leader), Ryan Bacon, Taggart Boyd, Barb Jackson, Gwen King, Tammy Mayer, Judy Mount, Beverly Muntean, Penny Richardson. Facilitator: John Matthews. For more information contact Magda Cooper (740) 382-5781.
H.O.P.E. FOR A BETTER TOMORROW
Madison Correctional Institution (2001)
This team was developed to make improvements in the Youthful Offender (juveniles convicted as adults) unit at MaCI. The team was tasked with the responsibility of developing more effective ways of managing the unit as well as dealing with the increase in conduct reports, suicide watches, and use of force reports. The team developed lesson plans and inmate handbooks along with other structured programs to address the various problems associated with these young offenders. The team developed the H.O.P.E. manual and trained 108 staff in the H.O.P.E. procedures and philosophy. The team has also designed a one-hour in-service training session for all staff at MaCI. Team members: Captain Steven Neal (Team Leader), Rebecca Brown, Russ Parrish, Virginia Workman, Hugh Forde, Tina Moore, Erik Johnson, Tom Newland, Bret Rumer, Eddie Blair, Joel Petkovich. Facilitator: Timothy Martin. For more information contact (740) 852-9777.
2.4 AND NO MORE
Lebanon Correctional Institution (2001)
The LeCI team’s mission was to develop a system to ensure that all inmates are compliant with the 2.4 cubic feet property limits. During recent block clear-outs, it was discovered that a number of inmates possessed property in excess of the limit established by departmental policy. It became apparent that employees’ inadequate knowledge of property limits contributed to the situation. The team developed a reference card that displays limits for each property item. As a result, there was an increase in employee knowledge of property limits, officers were enabled to achieve greater efficiency in their cell searches, cleaner living space was provided, and inmates were held accountable for having excessive property. Team Members: Kevin Hall (Team Leader), Christopher Case, George Crutchfield, William Murray, Peggy Rice.
THE EXPENDITURERS
Dayton Correctional Institution (2001)
The mission of this team was to develop a comprehensive plan of action to reduce the budget for DCI laundry services. They concerned themselves with those services that do not involve contractual obligation. Two identified areas for cost savings were the number of types of clothing issued to inmates and the vendor from whom the institution purchased shoes. By reducing the number of inmate clothing categories from six to three, and by purchasing shoes from an outside vendor, a savings of $19, 532.60 could be achieved. Team Members: Robert Gregory (Team Leader), Wayman Moore, David Ragland, Ellen Shoecraft, Oscar Young. Facilitator: Chris Fletcher. For more information contact Robert Gregory (937-263-0060.
RAG$ TO RICHE$
Chillicothe Correctional Institution (2000)
"Bronze" level team - 2000 TEPS Showcase. In August 1999, Chillicothe Correctional Institution Warden, Mike Randle, identified a need to review the institution’s budget as it related to the institution quartermaster. Quartermaster expenditures in recent years were high and not commensurate with the visual quality of clothing worn by the inmates. The Rag$ to Riche$ team developed a plan to reduce this expenditure by inventorying and changing the process by which inmate clothing is distributed at CCI. Team members: Ginny Lamneck (team leader), Sherry Lewis, Jeff Lovely, Marsha Straub, Theresa Magill. For more information contact Ginny Lamneck (740) 773-2616.
THE ACCOUNTABLES
Lebanon Correctional Institution (2000)
"Silver" level team - 2000 TEPS Showcase. In 1999, state-issued inmate clothing worth nearly $11,000 was reported lost when inmates were packed up and placed in isolation. Poor accountability in the processes used to track inmate clothing and failure to hold inmates accountable for their clothing contributed significantly to these losses. The team developed a new process for tracking clothing and holding inmates accountable. This new process saved the institution approximately $3,056 that would eventually be reported on theft/loss reports in the first five months of the year 2000. Team members: Tim Brunsman (team leader), April Averly, Renee Davis, B. Fisher, Art Wash, Keith Boothe, Tim Timler, J.T. Hall. For more information contact Tim Brunsman (513) 932-1211.
TEAM O.P.P.
Warren Correctional Institution (2000)
At Warren Correctional Institution, more than one-third of all formal complaints made by the inmate population related to property theft/loss as a result of the pack-up process. The O.P.P. (Operation Professional Pack-Up) team’s mission was to improve the accountability of inmate property by decreasing the number of property theft/loss reports filed and to decrease the institution’s expenses due to the re-issue of state property items. Team members: Steve Ball (team leader), Dawn Brown, Alicia Middleton, Surjeet Bilkhu, John Rodriguez, Troy Lynch, Terry Browder, Ronald Hawkins, Jamie Gee (facilitator). For more information contact Steve Ball (513) 932-3388.
COMMISSARY PROS AND CONS
Correctional Reception Center (2000)
The CRC commissary has been in operation since 1987 with no significant changes in the product line available for inmate purchase. The Commissary Pros and Cons team was established to improve the commissary’s customer service, increase sales and profit margin and lower product costs for its inmate customers. Team members: Michelle Silvus (team leader), Pam Braddy, Paul Carter, Bruce Bowman, Herb Jackson, Jerome Asebrook, Rhonda Willis, Angie Smith, Larry Green (facilitator). For more information contact Michelle Silvus (614) 877-2441.
THE LAUNDRY SOLVENTS
Dayton Correctional Institution (2000)
With the removal of the washers and dryers from the housing units in March 1999, all inmates’ clothing is delivered to the institutional laundry in individual laundry bags, washed, dried and then delivered back to the housing units for distribution to the inmates. As a result of this new procedure, DCI saw an increase in the number of both formal and informal complaints as well as an increase in the number of theft reports. The Laundry Solvents team was formed to develop and implement new procedures to improve the overall efficiency of the laundry process. Team members: Cheryl Anderson (team leader), Fern Boddie, Chris Fletcher, Rita Gunn, Vivian Covington (facilitator). For more information contact Cheryl Anderson (937) 263-0058.
ORW.SHOP.COM
Ohio Reformatory for Women (2000)
The ORW.SHOP.COM team was given the task of improving the Ohio Reformatory for Women commissary’s service to the inmates. The team benchmarked with other Ohio institutions to find the most effective ways to serve the inmate population without jeopardizing security. Many of the team’s recommendations related to storage, additional staff and shopping procedures have been implemented. An additional commissary is also being opened in the institution’s Camp Meridian building for the assisted living inmates. Team members: Jeannette Steward (team leader), Elizabeth Wright, Helen Brooks, Melissa Thornton, Jill Mershon, Ruth Smith, Kim Godfrey, Sue Collins, Cindy Gonzalez, Emmit Jarvis (facilitator). For more information contact Jeannette Steward (937) 642-1065.
PROPERTY CONTROL TEAM
Ross Correctional Institution (1999)
In November of 1997, Ross Correctional Institution (RCI) encountered numerous incidents of inmate property losses. Offender property was stored in several areas of the prison, which increased the chance of inconsistency in processing incidents of lost property. Property losses incurred financial responsibility for the institution, which under the Administrative Regulations, must replace items unaccounted for. The team studied the situation and recommended a centralized vault. In 1998, property losses totaled $4,351. In 1999 there were zero losses. Judy Immell, Facilitator 740-774-7050.
WAY TO GO TEAM
Pickaway Correctional Institution (1999)
The team was formed to implement changes in the process of issuing clothing to offenders being released from Pickaway Correctional Institution (PCI). PCI staff were experiencing difficulties identifying offenders being released from those in general population because they were issued the same uniform. The specific tasks of the team were to decrease clothing expenditures, improve accountability in the clothing issue department, and increase offender acceptance of the issued clothing. The team developed a plan to issue sweat clothing in a color that is not permitted within the institution, reducing the risk of theft. As a result, clothing now issued costs an average of $6.49 less per offender, and accountability has increased dramatically. Projected annual cost savings are $12,220.67 (29.6%). Carolyne Crockett-Harris, Leader 614-877-4362.
MAILROOM TEAM
Franklin Pre-Release Center (1999)
The Mailroom Team set out to make a more efficient mailroom and vault for both staff and inmates at the Franklin Pre-Release Center. The team recommended that the post orders of the institutional entrance needed updating to include the procedures for processing legal and certified mail. The team further recommended that legal mail be distributed on second shift due to the slower flow of inmate traffic and less inmate and staff commotion in the administration building. There is also less risk because the entrance door is accessed less. The team proposed that, in order to benefit the mailroom,, the hours of thevault officer should be changed from 8:00 a.m. to 4:00 p.m., with Sunday and Monday off, to 7:00 a.m. to 3:00 p.m. with Saturday and Sunday off.
STAY IN TO STAY OUT, WITH HELP
Grafton Correctional Institution (1999)
The Grafton Correctional Institution (GCI) team was tasked with enhancing the earned privilege system for the inmates of the Therapeutic Community (TC) at GCI. The enhanced system would reinforce positive participation behaviors in order to encourage program completion and reduce the likelihood of recidivism. The team developed a list of earned privileges that TC inmates may receive upon the completion of each phase of the program.
HOOCH BUSTERS TEAM
Warren Correctional Institution (1998)
The team developed a process to reduce the raw materials available to inmates The team also initiated a process for better record keeping for cases where "hooch" was involved. Greg Cook. Leader 513-932-3388.
IMPROVING CLOTHING EXPENDITURES (ICE)
Southern Ohio Correctional Facility (1998)
The team’s goal was to develop a process for clothing issuance which made staff and inmates more accountable. The team used quality tools to gather data. ICE conducted training for specific staff with a nexus to the problem. A clothing accountability log and new inmate job qualifications have been implemented. Blair F. Copen and Dave L. Newsome, Leaders 740-259-5544.
DOUBLE TROUBLE TEAM
Southeastern Correctional Institution (1998)
Concerns were expressed about the disruptions and length of time it took to process inmates through the clothing and bedding department. The team revised the lay out of the department and changed functions and timing. As a result disruptions decreased by 47 percent, waiting time was reduced by 39 percent and 29 percent more inmates are provided service. Sheri Blackburn, Leader 740-653-4324.
GREEN THUMBS TEAM
Oakwood Correctional Facility (1998)
The team targeted chronically mentally ill and cadre inmates for their project, which was to develop and implement a year- round horticultural program with an apprenticeship component. After an initial pilot test the team has seen a significant difference between the pre and post groups. David Lee, Leader 419-225-8052.
2.4 TEAM
Noble Correctional Institution (1998)
The prison experienced an 18 percent claim of theft/loss from 260 "pack ups" in a thirty day period. The team proposed a policy to replace three internal communication memorandum being used at the prison. The team collected data and brainstormed possible causes. Implementation is pending approval, and the team plans to continue their work in resolving the problem. Joel White, Leader 740-732-5188.
SORRC INFORMERS
Madison Correctional Institution (1998)
SORRC provides assessment and basic offender education services to all inmates who are designated sex offenders. The unit noted a lack of inmate knowledge about the mission of SORRC. The team developed an informational process for inmates and the staff classifying them to the unit. Angela Hite, Leader 740-852-9777.
OMVI PROTECTION TEAM
Pickaway Correctional Institution (PCI) (1998)
PCI was designated DRC’s Intensive Program Prison for Senate Bill (SB) 166. The team developed a process to ensure the provisions of SB 166 were followed. Mike Poggi, Leader 614- 877-4362.
LOCK-N-LOAD TEAM
Grafton Correctional Institution (1998)
The mission of the team was to establish an inmate behavior modification unit for therapeutic and rehabilitative purposes. The team believes the overall result should impact the number of monthly positive drug screenings. Mary Migra, Leader 216-748-1161.
GAPs TEAM
Community Justice Cabinet (1998)
The team developed a process to ensure that all offenders are exposed to Community Justice principles through groups, activities and programs. The process encourages offenders to take responsibility for their actions and provides an opportunity to repair the harm done to victims and the community. Carolyne Crokett, Leader 614-877-4362.
THE YOUNG AND THE RESTLESS TEAM
Ohio Reformatory For Women (1997)
This team took on the arduous task of exploring the incarceration of female juvenile offenders at a traditional adult women facility. Through brainstorming, the symptoms of problems were identified. The goal of the team became the development of services for juvenile offenders, specifically designed to meet their emotional, physical and educational needs. A Gantt Chart was developed by the team documenting the development of new programs and policies. Dick Bishop, Leader 937-642-1045.
THE TITLE HOLDERS TEAM
Lebanon Correctional Institution (1997)
The Title Holders team mission was to increase the accuracy in titling. This would be measured by fewer contraband items being confiscated during clear-puts and cell searches. This process would further the Department’s policies of zero tolerance for contraband. Problem areas were identified via brainstorming and potential solution with an implementation plan was developed. The also planned to develop a database for tracking all titled property. Julie Bush, QStP Coordinator 513-932-1211.
PACK RAT PATROL TEAM
North Central Correctional Institution (1997)
Forty-six percent of inmates at the prison exceeded the allowable space for personal property (2.4 cubic feet). After inspection of the property for 2251 inmates, the writing of 1,020 conduct reports, completion of 2,251 inventory sheets and the use of a variety of quality tools, the team achieved it’s property reduction goal. Colleen Fiant, Leader 740-387-7040.
NEON TEAM
NOBLE CORRECTIONAL INSTITUTION (1997)
The New Employment Opportunities Now Team was formed to improve the present job development process by identifying additional jobs and programs for inmates. One thousand seven hundred twenty-eight inmate jobs were identified resulting in a shortfall of over 500 jobs in a prison holding 2,300 inmates. The team, after completing several processes, was able to identify 2, 586 inmate jobs. A. Mackie, Leader 740-732-5188.
LIFE TEAM
Corrections Medical Center (1997)
The Team was formed because the facility lacked linen supplies for inmate patients. After a review of relevant data and the use of quality tools, the team developed an accountability process for linens. Carrie Wiggins-Britford 614-445-5960.
INMATE EDUCATION PROGRAM TEAM
Dayton Correctional Institution (1997)
The PSP team was developed in order to curtail inmate idleness. The group brainstormed and analyzed data provided by the school administrators and job developers. A list of possible caused of idleness was developed. As a result, the team was able to formalize criteria for possible solutions. As a result of this process, inmates were reclassed to attend education programming three hours of each day. When they were not in school, they were assigned to job sites. This increased an inmate’s scheduled activities from three hours to six hours, thus, idleness diminished. Clay Dixon, Leader 513-263-0060.
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