Department of Public Safety STRATEGIC PLAN and INFORMATION ...

[Pages:57]Department of Public Safety STRATEGIC PLAN and

INFORMATION TECHNOLOGY PLAN FY 2017 - 2019

By Secretary Frank L. Perry, Department of Public Safety

December 1, 2016

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Contents

1. DPS Strategic Plan Executive Summary......................................................................................................................2 2. DPS Quick Reference Guide........................................................................................................................................3 3. Enterprise Opportunities ..........................................................................................................................................10 4. DPS Vision, Mission, and Values ...............................................................................................................................11 5. DPS Goals, Objectives, and Measures of Success.....................................................................................................12 6. DPS Information Technology Plan Executive Summary............................................................................................39 7. DPS Information Technology Quick Reference Guide ..............................................................................................40 8. DPS IT Vision, Mission, and Values ...........................................................................................................................43 9. DPS IT Goals, Objectives, and Measures of Success .................................................................................................44 10. DPS IT Organizational Structure................................................................................................................................47 11. Enterprise IT Opportunities ......................................................................................................................................48 Appendix A: DPS Major IT Projects.................................................................................................................................439 Appendix B: DPS IT Accomplishments and Progress Review............................................................................................54

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1. DPS Strategic Plan Executive Summary

The North Carolina Department of Public Safety serves as the state's chief protector and defender of the public and is the statewide public safety and homeland security agency. Formed in early 2012 from the consolidation of the former departments of Corrections, Crime Control and Public Safety, and Juvenile Justice and Delinquency Prevention, the Department of Public Safety is the state's largest agency. It is home to the State Highway patrol, Alcohol Law Enforcement, State Bureau of Investigation, Homeland Security, State Capitol Police, Private Protective Services Board/Alarm System Licensing Board, N.C. National Guard, Emergency Management, Center for Safer Schools, Governor's Crime Commission, Adult Corrections and Juvenile Justice employing more than 23,000 North Carolina residents.

The Department focuses citizen and legislative attention on law enforcement and public safety issues, such as the supervision of offenders in prison or on community corrections, justice reinvestment, re-entry planning, drinking and driving, underage access to alcohol and tobacco, crime prevention, victim services, homeland security, and preparation for, as well as response to, disasters and state emergencies.

This Strategic Plan is a direct result of collaboration by the divisions of this agency. The information and framework presented derives from input provided by the divisions so that this document may better represent and serve them. A strategic plan, especially in the realm of Public Safety and Homeland Security, must be a living, breathing document specific enough to inform and direct action, and general enough to account for changing climates, technologies, events, and initiatives.

DPS seeks to further its commitment to the following goals: People, Perform, Prepare, Prevent, and Protect.

People: Through compensation study, succession planning, employee training and development, seeking permanent staff, auditing resources and time/leave, conducting process analysis and making process improvements to reduce hire and HR action/process times, benefits access, web-based training availability, recruitment and retention development efforts, and deploying occupational health nursing- the Department of Public Safety will make our organization a preferred employer.

Perform: Through appraisal of economy and efficiency, fiscal auditing, reducing administrative process times, policy and regulation compliance efforts, workers' compensation resolution, DPS Fleet management, paperless technology solutions for bids, and ensuring purchasing readiness to respond in the event of an emergency, the Department of Public Safety will make our organization recognized for excellent results.

Prepare: By improving strategic communications and inter-agency partnerships and optimizing infrastructure to gain efficiency in operations, the Department of Public Safety will make North Carolina a leader in public safety readiness, communication and coordination.

Prevent: By identifying and monitoring risks, while proactively participating in national partnerships that ready our operations for potential threats, maintaining continuity of operations plans, and relying on intelligence system development, the Department will make our organization the model for preventing and reducing crime.

Protect: By employing more sophisticated firewalls, increasing the number of IT forensic staff to monitor for intrusions and threats, training DPS staff on social engineering and security risks, instituting incident alerts and monitoring for patches, and replacing old information technology resources, DPS will improve our security posture; thus, enabling DPS staff and partners to make our communities safer for living, working, and visiting.

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2. DPS Quick Reference Guide

1.1 Objective 1.2 Objective 1.3 Objective 1.4 Objective

1.5 Objective

1.6 Objective

1.7 Objective

1.8 Objective 1.9 Objective 1.10 Objective 1.11 Objective 1.12 Objective

1.13 Objective

1.14 Objective 1.15 Objective 1.16 Objective 1.17 Objective 1.18 Objective

1.19 Objective

1.20 Objective 1.21 Objective

1.22 Objective

1.23 Objective 1.24 Objective 1.25 Objective

1.26 Objective 1.27 Objective 1.28 Objective 1.29 Objective 1.30 Objective

Goal 1 - People: Make our organization a preferred employer.

Department-Wide

Employee Training and Development

Improve Employee Development

Employee Training and Development (Technology)

Increase the use of web based training

Succession Planning/Readiness Compensation Study

Implement reorganization of people and processes to promote staff cross-training Conduct a pay study and implement findings in accordance with equity, recruitment, and morale needs.

Permanent Staff

To maximize productivity by transitioning six (6) Fab/Up fit Shop temporary solution staff into permanent positions, and creating one new Radio Engineer I position.

Organizational Consistency Time and Leave Management

Uniform Safety Program Leadership Provide necessary services not currently available to include monitoring, auditing, training to meet OSHR metrics and standards for reducing overpayments and under payments and ensure compliance with State and Federal laws, regulations and policies.

HR Position Classification Recruitment and staffing

Expand agency access to HR classification/compensation specialists to provide better service to agency management. Improve recruitment and staffing

Recruitment and staffing (Hiring)

Improve job postings and create consistent applicant screening process

Recruitment and staffing (Background Check) Salary Administration

Improve and expedite the background review process for recommended candidates Improve the monitoring and management of salary related requests.

Employment Processing

Monitor and maintain statistics regarding the REO business processes to determine where time frames may be improved/reduced, establish standardized business processes for the REO's.

Employment Processing (Time to Hire) Employee relations administration

Improve employment process and reduce the time frames between the offers of employment and start date of applicants. Refine the service provided to management and employees

Employee relations records administration

Ensure accurate and current HR employee relation records

Equal Employment Opportunity administration ER and EEO appeal administration

Refine the service provided to management and employees Streamline the employee appeal process

Employee Benefits

Evaluate the process established in the Disability/Retirement Section for adding new approvals to the Short-term disability program.

Employee Benefits (Overpayments) Employee Benefits (Staffing and Organization)

Improve processing of LOA/Separation actions Expand areas of benefits to the region

Policy Administration and Benefit Administration (Policy)

Improve administration of HR Leave Policies

Policy Administration and Benefit Administration Employee Development

Examine the process in place for Workers' Compensation Monitor and maintenance of NCVIP Program

Policy Administration and Compliance

Expand HR Policy and compliance unit

Division of Adult Correction and Juvenile Justice

Correctional Officer email

Provide email for all DPS staff

Increase and enhance communication Succession Planning

Establish email mailboxes for nearly 9000 correctional officers working inside all prison facilities. Work to ensure stability of staff by reducing turnover, encouraging job growth, preparing for succession.

Work Environment/Safety Job Satisfaction (Work Safety)

Complete Correctional Officer Pay Study Increase staff job satisfaction as relates to work environment

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1.31 Objective 1.32 Objective

1.33 Objective

1.34 Objective 1.35 Objective 1.36 Objective 1.37 Objective 1.38 Objective 1.39 Objective 1.40 Objective 1.41 Objective

1.42 Objective 1.43 Objective

1.44 Objective

1.45 Objective

1.46 Objective 1.47 Objective 1.48 Objective 1.49 Objective

1.50 Objective

2.1 Objective 2.2 Objective 2.3 Objective 2.4 Objective 2.5 Objective 2.6 Objective 2.7 Objective 2.8 Objective 2.9 Objective 2.10 Objective

Succession Planning(Professional Growth) Employee Development (Juvenile Justice)

Succession Planning(Juvenile Justice)

Ensure employees have the opportunity for professional growth. Improve basic and in-service development opportunities to all CP staff specific to their roles and the levels of services provided in Community Programs by providing web-based training opportunities Work to ensure stability of staff by reducing turnover, encouraging job growth, preparing for succession, and building strategic problem solving teams within CP as well as across DJJ.

JJ Strategic Plan/Reinvestment

Evaluate and establish needed personnel in response to implementation of the JJ Strategic Plan Work load studies

Work Environment/Safety. (Juvenile Justice)

Improve work environment/safety of staff

Job Satisfaction (Equipment and Resources)

Increase staff job satisfaction as relates to work environment

Job Vacancies

Decrease the amount of time a position remains vacant to prevent staff burnout and create safer facilities

Staff Risk Factors

Reduce the risk of harm from identified risk factors for Juvenile Court staff while working in the community and in the office

Staff recognition

Recognize the contributions of staff to the effective delivery of services within Juvenile Justice

Recruitment

To seek outside resources, including technological resources, to reach potential applicants for "hard to hire" positions.

In-Service Training

Provide to all staff training opportunities specific to their jobs and the population served

Emergency Management

Employee recruitment and development

Recruit highly capable professionals and implement a professional development system that develops a high performing team

Retention of employees and institutional knowledge Implement processes to retain high performing personnel and ensure continuity of knowledge for key programs

Supervisors and employees working together to

NCPPS management has been working with NCDPS HR management since April of '15 to implement 'recognition and rewards'

improve productivity and customer service to the

for the employees of PPS. This continues first as needed in-grade adjustments to assure fairness and transparency; and

industry and the public.

moving forward with HR toward merit-based increases.

State Capitol Police

Attract and hire diverse and qualified candidates

Recruit and hire qualified candidates who have completed service in the Armed Forces.

State Highway Patrol

Physical Fitness

To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

Equity Study

To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

Sworn Salary Study

To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

Increase Diversity

To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

National Guard

Educational Attainment

Increase educational attainment of NCNG Members

Goal 2 - Perform: Make our organization recognized for excellent results.

Project management office Service Cost Reduction Financial and Operating Information Regulations and Policies Resources Digitizing Bid Records

DPS Fleet Management System

Emergency Response (Purchasing) Vehicle Trailer Product Approval Database Modernization

Department-Wide

Increase our project management capacity Reduce cost of services to the taxpayer of NC Evaluate the reliability and integrity of financial and operating information. Ensure external regulations and internal policies and procedures are followed. Determine if resources are being used the most efficiently and economically. Implement paperless technology solution for bids Implement modern Enterprise Resource Planning system (ERP) in Fleet Management to effectively track and manage the 3,250 MFM rented vehicles and the 4,250 DPS owned vehicles To ensure readiness to respond to purchasing needs in the event of an emergency To gain efficiencies in readying vehicles for use and for surplus Streamline and modernize label approval database to make the process more efficient and to allow online label submissions.

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2.11 Objective 2.12 Objective 2.13 Objective 2.14 Objective 2.15 Objective 2.16 Objective 2.17 Objective 2.18 Objective 2.19 Objective 2.20 Objective 2.21 Objective 2.22 Objective 2.23 Objective 2.24 Objective

2.25 Objective

2.26 Objective

2.27 Objective

3.1 Objective

3.2 Objective

Division of Adult Correction and Juvenile Justice

Work Environment/Safety

Ensure continuity of care for the inmate population through documentation in electronic medical records and implementation of comprehensive program review.

Quality Control

Identify custody & population projections based on prisons re-missioning

Integration of Services Facility Security Juvenile Academic Success Juvenile Pro-social Skills and Individual Confidence.

Stakeholder satisfaction Case Review (Metrics) Hiring Time Budget and Strategy Alignment Business Analytics & Service Matching

Employee performance and recognition

Employee Engagement

Build a stronger infrastructure within Community Programs to support JJ staff participation across Juvenile Justice units for better integration of Community Programs services for target populations.

Improve facility safety through technology and lifesaving equipment Increase the number of youth in our care that achieve academic excellence and continue their education Increase the number of community based activities for all confined youth to include community based service projects, community based outing and community based activities in order to promote pro-socials skills and individual confidence. Maintain a high level of stakeholder satisfaction with services provided and community engagement activities by Juvenile Court staff. Implement a standardized case review protocol including quality metrics and specify metrics To develop a communication plan between hiring manager and Juvenile Justice Human Resources (and tracking process) to reduce hiring time To engage directors in aligning operational budgets with strategic priorities. To measure program and section decision effectiveness

Emergency Management

Pursue technological solutions that will enable NCEM to capture business performance metrics Providing excellent customer service Increase employee involvement with the related industries within both Private Protective Services and Alarm Systems Companies and representatives

State Highway Patrol

In-car Cameras

To provide professional public safety communications services and enhance operational-related technological capabilities.

Victims Services

Getting needed responses from LE and Medical Providers. Victim's knowledge of program. HIPPA laws. Maintaining staff and training levels. Increase state appropriation.

Improve overall services to victims reducing claim processing time

Increase funeral expense. Increase funding for RV program due to required HIV testing. Increase services provided to victims (family counseling, family counseling for immediate family of homicide victims.

Review statutes/changes

Goal 3 - Prevent: Make our organization the model for preventing and reducing crime.

Department-wide

Risks

Identify and monitor risks within the Department of Public Safety.

Center for Safer Schools

Core State Function

Prepare schools in NC for the types of multiple hazards they need to plan and respond to, including intruders on school grounds.

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