Department of Public Safety STRATEGIC PLAN and … · Department of Public Safety 4 | P a g e 1.31...

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

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

1.1 Objective Employee Training and Development Improve Employee Development

1.2 Objective Employee Training and Development (Technology) Increase the use of web based training

1.3 Objective Succession Planning/Readiness Implement reorganization of people and processes to promote staff cross-training

1.4 Objective Compensation Study Conduct a pay study and implement findings in accordance with equity, recruitment, and morale needs.

1.5 Objective 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.

1.6 Objective Organizational Consistency Uniform Safety Program Leadership

1.7 Objective Time and Leave Management 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.

1.8 Objective HR Position Classification Expand agency access to HR classification/compensation specialists to provide better service to agency management.

1.9 Objective Recruitment and staffing Improve recruitment and staffing

1.10 Objective Recruitment and staffing (Hiring) Improve job postings and create consistent applicant screening process

1.11 Objective Recruitment and staffing (Background Check) Improve and expedite the background review process for recommended candidates

1.12 Objective Salary Administration Improve the monitoring and management of salary related requests.

1.13 Objective 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.

1.14 Objective Employment Processing (Time to Hire) Improve employment process and reduce the time frames between the offers of employment and start date of applicants.

1.15 Objective Employee relations administration Refine the service provided to management and employees

1.16 Objective Employee relations records administration Ensure accurate and current HR employee relation records

1.17 Objective Equal Employment Opportunity administration Refine the service provided to management and employees

1.18 Objective ER and EEO appeal administration Streamline the employee appeal process

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

1.20 Objective Employee Benefits (Overpayments) Improve processing of LOA/Separation actions

1.21 Objective Employee Benefits (Staffing and Organization) Expand areas of benefits to the region

1.22 Objective Policy Administration and Benefit Administration (Policy)

Improve administration of HR Leave Policies

1.23 Objective Policy Administration and Benefit Administration Examine the process in place for Workers’ Compensation

1.24 Objective Employee Development Monitor and maintenance of NCVIP Program

1.25 Objective Policy Administration and Compliance Expand HR Policy and compliance unit

Division of Adult Correction and Juvenile Justice 1.26 Objective Correctional Officer email Provide email for all DPS staff

1.27 Objective Increase and enhance communication Establish email mailboxes for nearly 9000 correctional officers working inside all prison facilities.

1.28 Objective Succession Planning Work to ensure stability of staff by reducing turnover, encouraging job growth, preparing for succession.

1.29 Objective Work Environment/Safety Complete Correctional Officer Pay Study

1.30 Objective Job Satisfaction (Work Safety) Increase staff job satisfaction as relates to work environment


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1.31 Objective Succession Planning(Professional Growth) Ensure employees have the opportunity for professional growth.

1.32 Objective Employee Development (Juvenile Justice) 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

1.33 Objective Succession Planning(Juvenile Justice) 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.

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

1.35 Objective Work Environment/Safety. (Juvenile Justice) Improve work environment/safety of staff

1.36 Objective Job Satisfaction (Equipment and Resources) Increase staff job satisfaction as relates to work environment

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

1.38 Objective 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

1.39 Objective Staff recognition Recognize the contributions of staff to the effective delivery of services within Juvenile Justice

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

1.41 Objective In-Service Training Provide to all staff training opportunities specific to their jobs and the population served

Emergency Management 1.42 Objective Employee recruitment and development Recruit highly capable professionals and implement a professional development system that develops a high performing team

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

1.44 Objective Supervisors and employees working together to improve productivity and customer service to the industry and the public.

NCPPS management has been working with NCDPS HR management since April of '15 to implement 'recognition and rewards' for the employees of PPS. This continues first as needed in-grade adjustments to assure fairness and transparency; and moving forward with HR toward merit-based increases.

State Capitol Police 1.45 Objective Attract and hire diverse and qualified candidates Recruit and hire qualified candidates who have completed service in the Armed Forces.

State Highway Patrol 1.46 Objective Physical Fitness To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

1.47 Objective Equity Study To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

1.48 Objective Sworn Salary Study To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

1.49 Objective Increase Diversity To create a work environment that recruits and sustains a professional, productive, and healthy workforce.

National Guard 1.50 Objective Educational Attainment Increase educational attainment of NCNG Members

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

2.1 Objective Project management office Increase our project management capacity

2.2 Objective Service Cost Reduction Reduce cost of services to the taxpayer of NC

2.3 Objective Financial and Operating Information Evaluate the reliability and integrity of financial and operating information.

2.4 Objective Regulations and Policies Ensure external regulations and internal policies and procedures are followed.

2.5 Objective Resources Determine if resources are being used the most efficiently and economically.

2.6 Objective Digitizing Bid Records Implement paperless technology solution for bids

2.7 Objective DPS Fleet Management System 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

2.8 Objective Emergency Response (Purchasing) To ensure readiness to respond to purchasing needs in the event of an emergency

2.9 Objective Vehicle Trailer To gain efficiencies in readying vehicles for use and for surplus

2.10 Objective Product Approval Database Modernization Streamline and modernize label approval database to make the process more efficient and to allow online label submissions.


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Division of Adult Correction and Juvenile Justice

2.11 Objective Work Environment/Safety Ensure continuity of care for the inmate population through documentation in electronic medical records and implementation of comprehensive program review.

2.12 Objective Quality Control Identify custody & population projections based on prisons re-missioning

2.13 Objective Integration of Services 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.

2.14 Objective Facility Security Improve facility safety through technology and lifesaving equipment

2.15 Objective Juvenile Academic Success Increase the number of youth in our care that achieve academic excellence and continue their education

2.16 Objective Juvenile Pro-social Skills and Individual Confidence. 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.

2.17 Objective Stakeholder satisfaction Maintain a high level of stakeholder satisfaction with services provided and community engagement activities by Juvenile Court staff.

2.18 Objective Case Review (Metrics) Implement a standardized case review protocol including quality metrics and specify metrics

2.19 Objective Hiring Time To develop a communication plan between hiring manager and Juvenile Justice Human Resources (and tracking process) to reduce hiring time

2.20 Objective Budget and Strategy Alignment To engage directors in aligning operational budgets with strategic priorities.

2.21 Objective Business Analytics & Service Matching To measure program and section decision effectiveness

Emergency Management 2.22 Objective Employee performance and recognition Pursue technological solutions that will enable NCEM to capture business performance metrics

2.23 Objective Providing excellent customer service

2.24 Objective Employee Engagement Increase employee involvement with the related industries within both Private Protective Services and Alarm Systems Companies and representatives

State Highway Patrol

2.25 Objective In-car Cameras To provide professional public safety communications services and enhance operational-related technological capabilities.

Victims Services

2.26 Objective 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

2.27 Objective

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

3.1 Objective Risks Identify and monitor risks within the Department of Public Safety.

Center for Safer Schools

3.2 Objective 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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3.3 Objective Prevent Crime & reduce probation/parole violations and revocations

Expand local reentry councils across the state.

3.4 Objective Prevent Crime & reduce probation/parole violations and revocations, enhance inmate productivity with prison.

Implement evidenced based programming based on criminogenic needs within prison facilities, communities and during reentry to effectively prevent crime, reduce probation/parole violations & promote program participation within the offender population.

3.5 Objective Prevent Crime & reduce probation/parole violations and revocations.

Expand the Mental Health Probation Officer pilot program statewide in Community Corrections.

3.6 Objective Work Environment/Safety (Therapeutic Diversion) Incorporate additional Therapeutic Diversion Units.

3.7 Objective Work Environment/Safety (Restrictive Housing) Decrease the number of inmates in restrictive housing.

3.8 Objective Work Environment/Safety (Prison Mission) Staff prison facilities commensurate with their mission.

3.9 Objective Reentry/Transition(Transitional Housing) Provide Transitional Housing

3.10 Objective Reentry/Transition (Probation) Establish Probation Officers at Prisons Transition Centers.

3.11 Objective Reentry/Transition(Technology) Incorporate technology through electronic learning and programming for specialized inmate populations.

3.12 Objective Preventing Juvenile Crime Strategically implement community programming to effectively prevent juvenile crime or the escalation of crime for at-risk, early offending youth as well as expand services for higher needs youth.

3.13 Objective Use of Evidence-based Programming In community-based programs serving court-involved youth, increase percentage of programs that are characterized as evidence supported and/or evidence based.

3.14 Objective Mental Health Assessments, Psychotherapy, Monthly Service Planning, Post-Release Supervision Planning

Provide education and treatment services to court-involved youth that promote mental and physical health, civic engagement, and readiness to promote the prevention of future offending while increasing public safety

3.15 Objective Behavior Change To affect real behavior change in secure custody that is transferrable during and following re-entry

3.16 Objective Family Engagement To reduce recidivism by skill building and establishing familial supports

3.17 Objective Health Assessments and Health Plans Provide education and treatment services to court-involved youth that promotes mental and physical health, civic engagement, and readiness to promote the prevention of future offending and increase public safety

3.18 Objective Reduce Incidents of Injury Reduce the number of facility based incidents resulting in injury to staff or juveniles

3.19 Objective Risk and Needs Assessments Utilize risk and needs assessments, to divert appropriate juveniles from court who can safely and adequately be served in the community

3.20 Objective Juvenile Community Services Work collaboratively with SRO's and school officials to provide appropriate services to juveniles in lieu of court involvement while holding youth accountable

3.21 Objective Raise the Age To prepare for and implement potential raise the age legislation.

Governors Crime Commission

3.22 Objective Funding priorities address the largest and most current criminal justice problems

By being flexible in our funding priorities to provide resources to address most recent criminal justice topics.

Private Protective Services

3.23 Objective A combination of PPS Employees and strong coordination with DPS IT (Cooperation)

NCPPS is in the process of moving to an on-line computer system that will take the agency from 'paper-based' to a near 'paperless' business. This will allow a more expedient process to assure that Industry Security Officers, Private Investigators, and numerous other armed and unarmed industry members have criminal background checks in days rather than months, and create safer situation for the public in NC.

State Capitol Police

3.24 Objective Increase vehicular and foot patrols especially on nights, weekends and holidays

Consistent enforcement of established regulations and laws.


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Goal 4 - Protect: Make our communities safer for living, working, and visiting. Department-wide

4.1 Objective IT Security- Security Boundary Devices Improve our security posture.

4.2 Objective IT Security- Security Staff Improve our security posture.

4.3 Objective IT Security- Training Improve our security posture.

4.4 Objective IT Security- Manage Vulnerability Improve our security posture.

4.5 Objective IT Security- End of Life Systems Improve our security posture.


4.6 Objective Student Safety Protect our students in NC schools by providing them with an anonymous means of reporting school safety concerns to staff at their school.


4.7 Objective Reentry/Transition (Sex Offender Treatment Program) Establish Probation Officers at Sex Offender Treatment Program at Harnett Correctional Institution.

4.8 Objective Reentry/Transition(Female CRV) Establish a female Confinement in Response to Violation Behavior Modification Center.

4.9 Objective Quality Control Utilize technology by using newly developed Prisons Dashboard.

4.10 Objective Prevent recidivism (Partnership) Continue partnership between Community Corrections and the Administrative Office of the Courts with the offering of Veteran's Court located in Harnett, Cumberland & Buncombe Counties

4.11 Objective Reentry/Transition(Male Post Release) Establish a male Post Release Supervision Center.

4.12 Objective Improving infrastructure Increase number of facilities with Managed Access.

4.13 Objective Reentry/Transition (Substance Abuse Treatment) Identify substance abuse treatment needs within offender and inmate population

4.14 Objective Prevent recidivism (Pre-Sentence Investigations) Increase the number of counties participating in Pre-Sentence Investigations.

4.15 Objective Work Environment/Safety (Inmate Health Care) Provide healthcare services to inmates that meet accepted community standards.

4.16 Objective Work Environment/Safety (Security Risk Group) Identify Security Risk Group members & associates.

4.17 Objective Work Environment/Safety (Correctional Officer Training)

Reduce the number of days a correctional officer waits to attend certified basic training.

4.18 Objective Work Environment/Safety (Equipment) Ensure equipment is operational and ready to perform.

4.19 Objective Reentry/Transition (Inmate Job Training) Increase job training for inmates through Correction Enterprises

4.20 Objective Work Environment/Safety (Diagnostic Testing) Perform diagnostic testing within 30 days of incarceration.

4.21 Objective Success Rate of Juveniles in Community Programs [Family Engagement]

Guide programs to engage youth and families to promote satisfactory and successful completions of community programs.

4.22 Objective Reducing Juvenile Escapes Continue to work towards zero facility based escapes on an annual basis and maintain no more than 2% of non- returns from community based visits

4.23 Objective Safer Environment for Juveniles Provide a safe and secure living and work environment for youth and staff through full implementation of Behavior Expectations (Policy YC 4.1) and Effective Behavior Management practices.

4.24 Objective Mental Health Clinician Training All youth development centers will operate in small, updated facilities (built 2008) that will promote a high level of CBT/TFCBT programming, safer living environments, increased staff interactions, and supervision of youth.

4.25 Objective Juvenile Recidivism/Re-entry Implement and operationalize the objectives outlined in the Second Chance re-entry grant

4.26 Objective Risk and Needs Assessments Implement best practices to match intensity of service levels and supervision to reflect juveniles risk and needs scores

4.27 Objective Electronic Monitoring Increase the use of electronic monitoring, including GPS capacity, based on risk levels

Emergency Management

4.28 Objective Prevention, protection, mitigation, response and recovery from all threats and hazards

Identify, implement and/or enhance programs and capabilities that support the National Preparedness Goal (NPG) and National Preparedness System (NPS)


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4.29 Objective To provide technical assistance for the fiscal and programmatic oversight of these federal/state funds.

To administer grant funds to our Criminal Justice Stakeholders to support community based projects and programs; while enhancing the quality of living in those communities.


4.30 Objective A combination of PPS Employees and strong coordination with DPS IT (Communication)

NCPPS employees working in concert with NCDPS IT will soon be better able to assure the applicants for licenses and registrations have been vetted through an expedient, while still competent, background and fingerprint check.


4.31 Objective Public Safety To provide a safe and secure environment for public officials, state employees, and visitors within the State Government Complex and at state-owned properties.

State Highway Patrol 4.32 Objective Align Goals To reduce the number of fatalities through effective and efficient deployment of Patrol resources.

4.33 Objective Decision Support Analytic System To reduce the number of fatalities through effective and efficient deployment of Patrol resources.

4.34 Objective Performance Strategies To reduce the number of fatalities through effective and efficient deployment of Patrol resources.

Victims Services

4.35 Objective Provide a rapid, coordinated, and sensitive response to terrorism and mass violence victim sin need of compensation.

Protocol for responding to mass casualty incidents in North Carolina

Goal 5 - Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. Department-wide

5.1 Objective Strategic Communications/Agency Partnerships Improve strategic communications and inter-agency partnerships

5.2 Objective Physical Infrastructure Optimize physical infrastructure to gain efficiency in operations


5.3 Objective Education for professionals working with students. Coordinate and provide "Safer Schools, Safer Children Regional Seminar Series" in regions of the state next year. The target audience will be school support staff, mental health experts, and law enforcement staff who work with children associated with schools.

Division of Adult Correction and Juvenile Justice 5.4 Objective Work Environment/Safety Increase safety for staff and inmates during transports.

5.5 Objective Annual Evaluations and Planning Conduct annual strategic evaluation and planning with Community Programs staff to ensure alignment of functions, programming and requirements based on statutory expectations

5.6 Objective Motivational Interviewing Implement Motivational Interviewing within Court Services state wide

5.7 Objective Staff Training Provide training opportunities to all staff specific to their jobs and the population served, including in-service training to all certified staff in quality elements in documentation


5.8 Objective New innovative means to ensure organizational functionality and preparedness

Explore and implement innovative means to further enable long-term financial stability to insulate NCEM from the volatility of federal funding


5.9 Objective Employees working with new business model and coordinating efforts with the primary vendor and IT.

Through modernization and training as NCPPS moves toward a paperless model, public safety, readiness, communication and coordination with the industry, the Boards, and with NCDPS will experience a markedly positive operations model that will be the benchmark for like agencies across the nation.


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State Capitol Police 5.10 Objective Information Sharing Make North Carolina a leader in public safety readiness, communication and coordination.

State Highway Patrol 5.11 Objective NG 911 Compliant Dispatch System To provide professional public safety communications services and enhance operational-related technological capabilities.

5.12 Objective Training Facilities / Infrastructure Improvement Improve effectiveness of training by upgrading training facilities and infrastructure that support our employees and prepare them as public servants

5.13 Objective Training Academy, Armory, and Support Services Co-locate Training Academy, Armory, and Support Services

Victims Services

5.14 Objective Outreach Identify counties and communities that may be unaware of this program. Identify/develop strategy for contacting and providing information/priority agencies (DA's, LE, Hospital, Social Work Staff, and Hospital Patient Acct. Staff). Identifying Hispanic victim agencies.

VIPER

5.15 Objective Tower Construction To enhance and continue to provide professional public safety voice communications services and enhance operational-related technological capabilities to all emergency responders across Federal, State and Local agencies

5.16 Objective System Integrity To enhance and continue to provide professional public safety voice communications services and enhance operational-related technological capabilities to all emergency responders across Federal, State and Local agencies

5.17 Objective Support Staff To enhance current VIPER support staff through additional positions allowing for the redistribution of supervision and improve response times through the creation of a third technical team assigned to the Central portion of the state.

National Guard

5.18 Objective

Increase 100% State Funded Program Managers from 0 to 3 in order to manage 3 projects equaling $70.0M over the next 5 years (270K per yr./$1.35 million over 5yrs))

Align our Readiness Centers enhancing our ability to respond to contingencies at home and abroad:

Execute ConnectNC Bond funded projects within 5 years. NCNG must utilize 100% state funded employees to execute ConnectNC funded projects.

5.19 Objective Be a leader in Domestic Operations Increase current 800MHz radios to one per assigned Force Package (185 total, current on hand 130) in the next FY. Project cost of $140,000.

5.20 Objective Be a leader in Domestic Operations Increase live tracking to devices to one per assigned Force Package in the next FY. Project cost of $30,000.

5.21 Objective Be a leader in Domestic Operations Establish domestic operations funding mechanism for State Active Duty training. Project cost of $150,000.


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3. Enterprise Opportunities

The Department of Public Safety’s enterprise opportunities are as varied as the entities within DPS, with a

purposeful mission to “Safeguard and preserve the lives and property of the people of North Carolina

through prevention, protection, and preparation with integrity and honor.” Please find the list of potential

initiatives and collaborative opportunities below.

REFERENCE: Department of Public Safety’s New Initiatives/Projects, “Major IT Projects,” which includes the

new and existing IT initiatives/projects.

3.1. Potential Initiatives

The Department of Public Safety has identified four (4) potential enterprise opportunities:

Center for Safety Schools:

o Providing mini-grants to schools for school safety improvements. Need will be established

through school risk assessments.

o Work with DPI, DOT, and SHP on training for school bus drivers when dealing with critical and

multi-hazard situations.

Juvenile Justice: Plan for and respond to raise the Age legislation. The Courts Commission proposal is

available at http://nccalj.org/wp-content/uploads/2016/07/Criminal-Investigation-and-Adjudication_-

interim-report_NCCALJ.pdf. This initiative will impact the Division of Adult Correction and Juvenile Justice,

Juvenile defenders, courts, local law enforcement entities, community programs, and others. System

design and technological advances and updates will be required in addition to process changes.

Emergency Management: All hazard impact modeling for natural, tech, and human hazards at municipal,

county and regional level.

3.2. Collaborative Opportunities

The Department of Public Safety has identified seven (7) collaborative opportunities:

Department-wide: Email and authentication ought to be provisioned at the enterprise level via

appropriation.

Division of Adult Correction and Juvenile Justice:

o Veteran's Court partnership with Administrative Office of the Courts and Veterans Affairs.

o Statewide adoption and implementation of the YASI (Youth Assessment and Screening

Instrument), a validated needs assessment and case planning tool, will improve reentry outcomes,

as well as the identification of criminogenic needs and quality of case planning for youth at all

points of contact with the system.

Center for Safer Schools: Work with 911 Board to design a panic alarm component to be integrated with

the SPK UP NC. Funded by 911 surcharge. Center for Safer Schools.

Emergency Management:

o NC Sparta 2.0

o Risk Management Tool

National Guard: Locate like department activities at the locations for the Regional Readiness Centers.

(Morganton, McLeansville, Rocky Mount (future))

http://nccalj.org/wp-content/uploads/2016/07/Criminal-Investigation-and-Adjudication_-interim-report_NCCALJ.pdf

http://nccalj.org/wp-content/uploads/2016/07/Criminal-Investigation-and-Adjudication_-interim-report_NCCALJ.pdf


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4. DPS Vision, Mission, and Values

4.1 Vision

To provide the finest safety and security services for all North Carolinians.

4.2 Mission

Safeguard and preserve the lives and property of the people of North Carolina through prevention,

protection, and preparation with integrity and honor.

4.3 Values

Safety

We value the safety of our employees and the citizens we serve.

Integrity

We perform our work in an ethical, honorable, respectful, courageous, truthful, and sincere way.

Customer Service

We consistently exceed our customers’ expectations through speed of delivery of services and continuous

evaluation.

Professionalism

We exhibit courteous, conscientious, and businesslike manner in all customer service activities; We stay

knowledgeable of all aspects of our job; We act for the public good without regard to convenience or self-

interest.

Diversity

We draw strength from our differences and work together as a family in a spirit of inclusion, teamwork and

mutual respect.

Quality

We pursue excellence in delivering the programs and services entrusted to us.


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5. DPS Goals, Objectives, and Measures of Success

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

Department-Wide

1.1 Objective - Improve Employee Development

Employee Training and Development

Initiative

Increase number of competency based training programs across HR functional areas. Average decrease time between hiring/promotion and completion of training Establish on-boarding program from new employees Establish on-boarding program for new supervisors Transition delivery of EEO and Diversity Fundamentals from Office of Staff Development to Human Resources. Seek legislative funding for two (2) instructional designers. Seek legislative funding for nine (9) HR trainers to be assigned regionally (one of these replaces a position lost during 2016 budget). Seek legislative funding for one (1) HR Training Coordinator East. Seek legislative funding for one (1) HR Training Coordinator West. All position requests to include associated office equipment costs.

The Department recognizes the need to ensure that employees are provided the necessary tools, resources and training to perform the assigned job duties and responsibilities.

1.2 Objective - Increase the use of web based training

Employee Training and Development (Technology)

IT Initiative

Upgrade existing e-learning development tools and purchase software that allows for more efficient course development, more engaging and interactive content. Purchase voice over equipment that allows for more clear voice recordings for online courses and for use in webinars. Develop web based training for field HR Representatives to allow for just-in-time training opportunities to increase job knowledge and proficiency across HR areas.

The Department recognizes the need to ensure that employees are provided the necessary tools, resources and training to perform the assigned job duties and responsibilities.

1.3 Objective - Implement reorganization of people and processes to promote staff cross-training

Succession Planning/Readiness

Initiative Within three years, no disruption of service or change in processing time (Purchasing & Logistics)

Purchasing and Logistics is working to ensure sustainability by reorganizing supervisors and processes to maximize cross training and skill development. This investment in employee development serves staff, the organization, and external vendors.

1.4 Objective - Conduct a pay study and implement findings in accordance with equity, recruitment, and morale needs.

Compensation Study Initiative

Within 2 years, all Purchasing and Logistics positions are paid at least comparably to State positions in other agencies, adjusted for years of experience.

Purchasing and Logistics expects to seek pay adjustments to align with the new classification and compensation study, effects of which would be implemented February 2017. The new classifications will need funding.

1.5 Objective - 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.

Permanent Staff Initiative

Within 2 years, secure 6 new positions for the Fab/Up fit Shop, and 1 Radio Engineer I position.

Purchasing and Logistics loses 210 productivity days annually due to positions classified as temporary instead of permanent. These positions have become essential to operations. Also requested is one (1) new position (Radio Engineer I) as the growth of the Radio Shop's reach within DPS has doubled since 2013.


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1.6 Objective - Uniform Safety Program Leadership

Organizational Consistency

Initiative

The Department of Public Safety recognizes the need for Regional Occupational Health Nurses to assist the agency's Occupational and Environmental Health Physician and the Director of Safety in the planning, development, coordination, implementation, delivery and evaluation of occupational and environmental health programs and services for all agency employees and working sentenced offenders

Promote, deliver, and analyze implementation of occupational and environmental health programs and services agency wide by strategically placing nurses regionally throughout the State. Therefore, four (4) additional Occupational Health Nurse positions to better serve the agency at a regional level. All associated office equipment costs included.

1.7 Objective - 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.

Time and Leave Management Initiative

The Department recognizes the need to reduce and eliminate overpayments and underpayments caused by time, leave errors, and ensure compliance with State and Federal laws, regulations and policies.

Monitor overpayments and underpayments on a regular basis at the work locations where audits have been conducted and training provided to modify and refine the audit functions, training materials and frequency of these activities. Requesting one (1) additional position at the Personnel Analyst I level to include associated office equipment costs.

1.8 Objective - Expand agency access to HR classification/compensation specialists to provide better service to agency management.

HR Position Classification

Initiative

The Department recognizes the need to carefully review and monitor classification requests to ensure consistency and to assist managers with job design to ensure maximization of all resources within the work unit. It is further necessary to monitor and manage studies related to compensation (i.e., in-range adjustments, salary adjustment funds, and labor market studies).

Seek funding to establish (2) Classification Analyst III positions, located geographically to provide better access to these services across the state. All associated office equipment costs included.

1.9 Objective - Improve recruitment and staffing

Recruitment and staffing

Initiative

Monitor and improve employee retention rates. Develop and maintain department wide exit surveys and interviews, employee surveys, on boarding and mentoring programs, facilitate training related to employee acquisition and onboarding for managers.

Monitor vacancies, employment demographics, turnover rates to establish measurements to be used for improving processes. Requesting one (1) additional position at the Personnel Analyst I level. All associated office equipment costs included.

1.10 Objective - Improve job postings and create consistent applicant screening process

Recruitment and staffing (Hiring)

Initiative Develop and maintain consistent process for reviewing, posting, screening and referral within the recruitment and selection procedures.

Review requests to post, consult with the hiring managers to determine position duties/KSA's, postpositions, screen refer applicants, and track/monitor the time frame between each step. Requesting one (1) additional position at the Personnel Technician II level. All associated office equipment costs included.

1.11 Objective - Improve and expedite the background review process for recommended candidates

Recruitment and staffing (Background Check)

Initiative Establish and reduce the time frames for the required background reviews where possible within guidelines allowed.

Monitor the timeframes for conducting the background review/investigation to include I-9 work authorization verification and compliance with the E-Verify Program; processing of foreign national credentials, processing of MMPI tests for pre-employment recruitment screening for certified positions. Requesting one (1) additional position at the Personnel Technician I level. All associated office equipment costs included.


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1.12 Objective - Improve the monitoring and management of salary related requests.

Salary Administration

Initiative

The Department recognizes the need to provide prompt responses to management of salary related requests, to monitor all requests to ensure fair and equitable distribution of limited funds, to ensure fair and consistent treatment of employees. Requesting an additional position at the Personnel Assistant V level to provide oversight of tracking to ensure all Salary related requests are logged and distributed to appropriate staff. Reviews all supporting documents submitted to ensure information submitted meets standard documentation requirements. Incumbent communicates with appropriate HR field staff and management to confirm receipt of request, provide a status of the request, and to obtain any missing documents before assigning to Salary Technicians/Analysts. Incumbent is responsible for providing procedural guidance on the submitting salary related requests to HR field staff and management. Incumbent provides support to file room staff assisting with organizing active files, transferring files to central archives, and purging old files. Incumbent processes actions for National Guard staff.

Analyze and monitor receipt of salary related requests and measure the time frames between the date of request, submission to OSHR if required, resolution and response times. Requesting additional position at the Personnel Assistant V level. All associated office equipment costs included.

1.13 Objective - 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

Initiative The Department recognizes the need to have and maintain standardized business processes for employment among each REO.

Provide management consultation, audit employment processes to develop standardized business process for REO's. Seek funding and requesting one (1) additional position at the Personnel Analyst I level.

1.14 Objective - Improve employment process and reduce the time frames between the offers of employment and start date of applicants.

Employment Processing

Initiative

The Department recognizes the need to reduce the time frames between an offer of employment and the date of employment to ensure that the Department is able to not only make good selections during the recruitment and interview process, but to actually hire those individuals. Extended time frames result in the loss of recommended candidates.

Analyze and reduce the time frames through standardized processes and additional positions. Seek funding for additional positions for the respective REO's as follows: ECREO: One (1) Personnel Technician II, one (1) Personnel Technician I PTREO: One (1) Personnel Technician II, one (1) Personnel Technician I WFREO:One (1) Personnel Technician II, One (1) Personnel Technician I, one (1) Personnel Assistant V RREO: one (1) Personnel Technician II, one (1) Personnel Technician I, one (1) Personnel Assistant V All associated office equipment costs included.

1.15 Objective - Refine the service provided to management and employees

Employee relations administration

Initiative The Department recognizes the need to provide consolation regarding ADA issues and minimize the time between the request and resolution.

Analyze and reduce the time between receipt and response of ADA accommodation requests. Requesting funding for one (s) position at the Personnel Analyst I level to review ADA requests, respond and provide management and employee consultation in this subject area.

1.16 Objective - Ensure accurate and current HR employee relation records

Employee relations records administration Initiative

The Department recognizes the need to ensure accurate and time employee relations data in the OSC Integrated HR-Payroll System as salary administration policies are increasingly relying on this data to determine eligibility for various initiatives.

Analyze and reduce the time between receipt of emails via the DPS HR Disciplinary Action Mailbox and the updating of the employee records to ensure timely data in the OSC Integrated HR-Payroll System. Requesting the reallocation of an existing position and funding for one (1) additional position to meet this need. All associated office equipment costs included.


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1.17 Objective - Refine the service provided to management and employees

Equal Employment Opportunity administration

Initiative

The Department recognizes the need to provide consultation on EEO policies to management, supervisor and employees; the need to provide quick resolution to EEO cases; the need to provide timely training as required by general statute. The geographic assignment is a continued expansion of the current organizational structure within the DPS/HR/ER and EEO Section as three positions are already assigned by region.

Analyze and reduce the amount of time between receipt and resolution of EEO cases; Analyze and reduce the amount of time between employee promotion to a supervisor position and completion or EEO training; Analyze and increase the number of EEO audits conducted that will ultimately reduce the number of violations. Requesting funding for two (s) positions at the Personnel Analyst II level to provide these services and to assign the positions geographically to better serve the DPS. All associated office equipment costs included.

1.18 Objective - Streamline the employee appeal process

ER and EEO appeal administration

Initiative

The Department recognizes the need to ensure timely resolution of employee appeals at the least cost to the Department. The current process of using the Employee Advisory Committee is costly and time consuming and can result in significant delays for management, supervisors and employees as they attempt to resolve appeals.

Analyze and reduce the cost associated with the current Employee Advisory Committee by requesting one (1) full-time Agency Legal Specialist position to serve as the primary DPS Hearing Officer responsible for all employee appeals at the Department level. All associated office equipment costs included.

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

Employee Benefits Initiative

The Department is committed to ensuring that employees can access their benefits when necessary within the regulations and policies.

"Review the number of disability applications received. Review criteria for applications approved internally and increase internal approvals to 85% Review criteria for submitting applications to the Medical Board for approval and decrease number submitted externally Examine the impact on increasing internal approvals on adding employees to the STD payroll within 3 months of application submission Seek funding to convert temporary position to a position at the Personnel Assistant IV level to meet 85% internal approval metric."

1.20 Objective - Improve processing of LOA/Separation actions

Employee Benefits (Overpayments)

Initiative The Department recognizes the need to ensure employee access to benefits, but to also balance that with the agency need to minimize overpayments.

"Review the number of LOA/Separation actions worked by Region and/or Division. Determine which actions can be processed by field personnel Establish workflow for actions processed in the field to be reviewed and approved. Develop and implement a process to comply with OSHR’s requirement of working actions within 10 days of the effective date at the facility level up to the Central HR level for processing. Seek legislative funding for positions to meet the 10 day processing timeframe."

1.21 Objective - Expand areas of benefits to the region

Employee Benefits (Staffing and Organization)

Initiative The Department recognizes the need to provide guidance to managers and employees and that this can be better accomplished if the subject matter expert(s) are geographically located near those service regions.

"Seek legislative funding for four (4) positions to function as Benefit Managers to staff regional office locations. Seek legislative funding for eight (8) positions to function as benefits technicians to staff regional office locations. Funding must include associated office costs. Develop and implement plan to move the Voluntary Shared Leave program to the Regional Employment Offices. Develop and implement a plan to move the administration of the Insurances (Annual enrollment, New Hire Enrollment, QLEs, Exceptions etc.) to the Regional Offices."


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1.22 Objective - Improve administration of HR Leave Policies

Policy Administration and Benefit Administration (Policy)

Initiative The Department is committed to ensuring that employees can access their benefits when necessary within the regulations and policies.

"Establish reports for tracking the expiration of FMLA. Establish reports for tracking the exhaustion of FIL. Establish a Subject Matter Expert for FMLA, FIL, CSL, Military etc."

1.23 Objective - Examine the process in place for Workers’ Compensation

Policy Administration and Benefit Administration

Initiative The Department is committed to ensuring that employees can access their benefits when necessary within the regulations and policies.

"Review number of open cases. Continue to work with DPS legal in identifying cases for settlements utilizing funds from OSHR to assist with costs. Evaluate the WC return to Work Program to see if changes are needed in the process."

1.24 Objective - Monitor and maintenance of NCVIP Program

Employee Development

Initiative The Department recognizes the need to be responsive to managers and supervisors in providing technical support for the NCVIP system in a timely manner.

"Establish process for intake of helpdesk tickets Seek legislative funding for Technical Support position to manage intake of helpdesk Seek Legislative funding for Consultant position to develop, implement and monitor calibration process for goals and ratings."

1.25 Objective - Expand HR Policy and compliance unit

Policy Administration and Compliance

Initiative

The Department recognizes the need to maintain current HR policies to ensure up to date training materials, correspondence, and resources for managers, supervisors, and employees. It is further recognized the need to maintain HR data in a secure and confidential manner consistent with State Security policies and procedures and to minimize the opportunity for any breach of confidentiality of employee records.

"Develop and implement auditing program for HR security across multiple platforms and functional areas including Beacon; PeopleAdm; LMS; NCVIP; Applicant Tracking. Review HR curriculum for policy compliance. Manage CDL alcohol and drug program Manage HR Policy and Procedure and internal correspondence Develop HR Policy Compliance program for DPS Seek legislative funding for two (2) positions at the Personnel Analyst I level to include associated office equipment costs"


1.26 Objective - Provide email for all DPS staff

Correctional Officer email

IT Initiative Email for 100% of DPS staff

Historically, we have provided email to a subset of correction officers as a cost savings measure. Increasingly, state government expects to be able to communicate to all staff via email. This initiative would add email for about 9,000 staff.

1.27 Objective - Establish email mailboxes for nearly 9000 correctional officers working inside all prison facilities.

Increase and enhance communication Initiative

Incorporate email for correctional officers in order to enhance and increase inter-agency communication.

Adult Correction-Prisons recognizes the critical need to communicate with correctional officers through email mailboxes.

1.28 Objective - Work to ensure stability of staff by reducing turnover, encouraging job growth, preparing for succession.

Succession Planning

Initiative

1. Document strategies that support cross training and new employee development. 2. Develop and implement a plan for replacing and training staff 3. Implement onboarding plan and "buddy system" for all new professional and custody staff. Compare pre and post implementation retention rates to reform any revisions necessary to increase staff retention. Conduct survey of staff participating in onboarding/buddy system programs & make program adjustments in accordance with findings.

Create an environment that enhances employee’s professional and personal growth.


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1.29 Objective - Complete Correctional Officer Pay Study

Work Environment/Safety

Initiative Implement final phase of Correctional Officer Pay Study

Improve work place safety for community, staff and inmates.

1.30 Objective - Increase staff job satisfaction as relates to work environment

Job Satisfaction (Work Safety) Initiative

Analyze retention rates; survey outcomes; vacancy rates. Implement correctional officer exit survey, implement additional supervisory and leadership training to first line, mid-level and upper-level supervisors & managers.


1.31 Objective - Ensure employees have the opportunity for professional growth.

Succession Planning(Professional Growth)

Initiative Provide educational opportunities and resources in order for staff to participate in programs to enhance personal and professional growth.

Create an environment that enhances employee’s professional and personal growth.

1.32 Objective - 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

Employee Development (Juvenile Justice)

IT Initiative Obtain software and have one or more modules in place.

Juvenile Justice began exploring and implementing web based learning in September of 2016. Measures of success lead the path training development takes. JJ Community Programs specifically seeks to augment its training program by equipping itself with online training creation tools that can be distributed in LMS and signed off on by Community Program staff and other interested JJ staff. Resources will also be produced for partner education.

1.33 Objective - 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.

Succession Planning(Juvenile Justice) Initiative

1. Identify areas where there need to be standard operating procedures (index). 2. Develop procedures that incorporate long-standing practices. 3. Document strategies that support cross training and new employee development (establish and document areas of focus of JCPC work). 4. Develop and implement a plan for replacing and training staff

JJ Community Programs anticipates numerous vacancies within the upcoming 5 years and is seeking solutions within succession planning models. This will be an intensive project including documenting processes, contacts, and work practices in order to yield long standing and useful resources guides. The plan will also include shadowing work, additional JJ system position reclassifications as new employees will be replacing career experts, and collaboration with partners.

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

JJ Strategic Plan/Reinvestment

Initiative Establish the numbers of field and administrative positions needed.

Linked to "Succession Planning", as funds are diverted as a result of justice reinvestment, additional fund management and consultation work is required of JJ Community programs staff. As a result, position reclassifications will be requested within the justice reinvestment framework.

1.35 Objective - Improve work environment/safety of staff

Work Environment/Safety. (Juvenile Justice)

Initiative Reduction in number of workman's compensation claims.

Promote Health with Wellness training with staff. Supply radio's for each staff and continue to teach verbal de-escalation and yearly refresher training in RCDT.

1.36 Objective - Increase staff job satisfaction as relates to work environment

Job Satisfaction (Equipment and Resources)

Initiative Improved retention rates; survey outcomes; vacancy rates.

Promote Health with Wellness training with staff. Supply radio's for each staff and continue to teach verbal de-escalation and yearly refresher training in RCDT.

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

Job Vacancies Initiative Improved tracking of vacant positions.

Continue with continuous recruitment with jobs that are hard to fill. Supervisors will give priority to filling positions that have been vacant the longest.


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

Staff Risk Factors Initiative

Create Standard Operating Procedures for Court Services staff related to best risk reduction practices for work in community and office settings. Create by 4-1-17. Percent of staff trained in Standard Operating Safety Procedures. 100% FY17-18.

Ensuring staff safety is a top priority for JJ. Creating comprehensive, standardized procedures for staff to follow in the district to enhance safety will increase staff safety and clarify expectations. Purchasing more reliable, safer vehicles for Court Services staff will provide Court Services staff with reduced risk in the community.

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

Staff recognition Initiative

Implement a staff recognition practice for Court Services staff to be shared monthly across Court Services and within Juvenile Justice as appropriate. Implement by End of FY 16 -17.

JJ recognizes that employee engagement is essential to mission success. This initiative will foster a culture of engagement through formal and informal recognition of outstanding service to North Carolinians.

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

Recruitment IT Initiative

Number of times a position is posted before position is filled. Fill positions in two (2) or less job postings over the biennium.

Juvenile Justice seeks to post vacancies where they are most likely to be viewed and filled by qualified applicants.

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

In-Service Training

Initiative

Increase curriculum understanding scores whereby staff indicates understanding of established objectives in in-service training; plan for and implement training data quality measures; establish in-service and FTO training plans; and increase staff and instructor satisfaction with the JJ in-service training program.

The Juvenile Justice in-service training programs will be designed to provide to all staff with training opportunities specific to their jobs and the population served.


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

Employee recruitment and development

Initiative

Attract and retain the brightest and the best candidates (NCEM Goal 2 Obj. 1). Develop a transparent system where employees can envision themselves ascending through our ranks (NCEM Goal 2 Obj. 2). Demonstrate the value of our employees with metrics that support defensible arguments for human resource policy reform (NCEM Goal 2 Obj. 3).

Director's Office to conduct Division-wide salary study to help reflect need for employee salary raises and demonstrate value of NCEM personnel (NCEM Goal 2. Obj. 1 Act. 1). NCEM sections to implement a formal section On-Board Process (NCEM Goal 2. Obj. 1 Act. 2). NCEM sections to develop formal off-boarding process and track compliance; implement a formal exit interview process that records metrics and reports information back to the Division (NCEM Goal 2. Obj. 1 Act. 3). Recovery Section to expand mentorship opportunities for understanding of Section operations (NCEM Goal 2. Obj. 1 Act. 4). NCEM sections to develop formal interview and onboarding training for new supervisors (NCEM Goal 2. Obj. 1 Act 5). Planning and Homeland Security Section to lead effort to develop Roadmap for Career Advancement and Personnel Structure; once number of key positions are identified then measure the percentage of completion of that total number (NCEM Goal 2. Obj. 2 Act. 1). Recovery Section to foster Division-wide cross-Section exposure to jobs and other activities and measure through quarterly basis (NCEM Goal 2. Obj. 2 Act. 2). Sr. Staff to record performance metrics that articulate the agencies turnover rate (NCEM Goal 2. Obj. 3 Act. 1). Sr. Staff to annually record salary performance of our agency v. other governmental agencies (NCEM Goal 2. Obj. 3 Act. 2).


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1.43 Objective - Implement processes to retain high performing personnel and ensure continuity of knowledge for key programs

Retention of employees and institutional knowledge

Initiative

Institute an internal training and leadership program (NCEM Goal 3 Obj. 1). Develop a career roadmap that will enable our employees to identify a career path (NCEM Goal 3 Obj. 2). Institute an Emergency Management Internship Program (NCEM Goal 3 Obj. 3).

Sr. Staff to develop shareable training road map that outlines basic required qualifications and training related to each specific position in NCEM that can be used to train employees; develop road map requirements (Plans, Recovery, Mitigation, Area Coordinator…) and ensure trackable credit; deliver section; deliver section awareness campaign; conduct monthly training from each Branch section to present to the Division to promote section duty awareness (NCEM Goal 3. Obj. 1 Act. 1). NCEM sections to develop Turnover Manuals to include timeline of upcoming deliverables, file locations, important POCs and support (NCEM Goal 3. Obj. 1 Act. 2). Enhance internal training to include cross training within each Section's program and with other Division sections (NCEM Goal 3. Obj. 1 Act. 3). Recovery support staff to explore the full parameters of opportunities within their Section/current role; measure through number of career-enhancing opportunities achieved to become Emergency Managers in Recovery Section (NCEM Goal 3. Obj. 2 Act. 1). Develop internship program documentation; develop working relationship with academia to identify and recruit potential interns; leverage academia with Emergency Management programs for research and other resources that may be utilized in support of the Division (e.g. student research projects) (NCEM Goal 3. Obj. 3 Act. 1). Planning Homeland Sec. Section to perform Pilot Internship Program (SP-2015 & FA 2015) and hire internship coordinator; expand use of interns (NCEM Goal 3. Obj. 3 Act. 2 & 3).


1.44 Objective - NCPPS management has been working with NCDPS HR management since April of '15 to implement 'recognition and rewards' for the employees of PPS. This continues first as needed in-grade adjustments to assure fairness and transparency; and moving forward with HR toward merit-based increases.

Supervisors and employees working together to improve productivity and customer service to the industry and the public.

Initiative Employee morale is higher than in the past. All eligible employees received a 10% across the board salary adjustment in Fiscal year '15 - '16; and the Director is working with HR on several positions discussing an 'in-grade' equity adjustment.

Better distribution of job assignments to assure higher productivity and insure optimal work ethic from the PPS Employees


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

Attract and hire diverse and qualified candidates

Initiative Evaluate and develop recruiting practices to increase diversity and quality of applicants.

Collaborate with the DPS National Guard and create partnerships with criminal justice programs at local colleges and sponsor candidates in BLET classes.


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

Physical Fitness Initiative Implement a mandatory physical fitness assessment for all sworn members.

Develop criteria for successful evaluation. 75% of sworn personnel are in compliance with the established minimum fitness requirement within 5 years


Equity Study Initiative

Partner with DPS-Human Resources on creating an equity study on our civilian classifications.

Improved civilian compensation so as to bolster hiring of qualified individuals and increased retention of existing employees


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Sworn Salary Study Initiative Develop and present a sworn salary study to the Office of State Human Resources

Present peer averages from local, state, and federal agencies to bolster compensation adjustments


Increase Diversity Initiative Recruit a diverse workforce to reflect the workforce of North Carolina

5% annual increase of Black/African American troopers from 2013 baseline. 5% annual increase of female troopers from 2013 baseline

National Guard

1.50 Objective - Increase educational attainment of NCNG Members

Educational Attainment

Initiative Increase funding for the North Carolina Tuition Assistance Program by $500,000

The NCNG recognizes that one of the top reasons that service member’s joint and remain in the NCNG is due to educational benefits. The NCNG also recognizes that better educated members positively impacts the success of the organization.


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

Department-Wide

2.1 Objective - Increase our project management capacity

Project management office

IT Initiative

DIT requires that all purchase with an IT component have an associated project manager. We do not have enough managers to meet the volume of purchases.

Add sufficient project management staff to keep up with DIT requirements.

2.2 Objective - Reduce cost of services to the taxpayer of NC

Service Cost Reduction Initiative

The Department will monitor workers’ compensation costs and work with the Office of State Human Resources to reduce this cost through safety programming and facility evaluation/improvement.

Percent decrease in workers compensation cost.

1.3 Objective - Evaluate the reliability and integrity of financial and operating information.

Financial and Operating Information

Initiative Plan and conduct financial audits and report findings to management. Make recommendations for improvement.

Analyze financial and accounting records. Identify inaccuracies and discrepancies.

2.4 Objective - Ensure external regulations and internal policies and procedures are followed.

Regulations and Policies Initiative

Plan and conduct compliance audits and report any exceptions to established policies, procedures, regulations, statutes, etc.

Determine the extent of compliance with policies, procedures, laws and regulations, which could have a significant impact on operations. Ensure staff awareness and adherence.

2.5 Objective - Determine if resources are being used the most efficiently and economically.

Resources Initiative

Plan and conduct operational audits to ensure efficient and effective use of resources. Identify areas for potential improvement and make recommendations.

Appraise the economy and efficiency with which resources are administered to identify opportunities for cost savings. Document potential cost savings.

2.6 Objective - Implement paperless technology solution for bids

Digitizing Bid Records

IT Initiative

Purchasing and Logistics is seeking a paperless solution to include digitizing bids, which will also require technology upgrades. This initiative will serve records retention requirements (5 years after expiration), prevent citizens from having to pay for paper copies upon request and expedite record delivery, save money in staff time to process records requests, and minimize physical space and supplies needed to maintain paper records.

"Decrease in square footage for file storage by 80% 50% decrease in time taken to fill public records requests by each responding Elimination of taxpayer dollars for hard copies (Purchasing & Logistics)"

2.7 Objective - 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

DPS Fleet Management System

IT Initiative

The recommended new database is a tool that would allow DPS (excluding SHP who already has a vehicle database) to manage its disparate and diverse vehicle inventory, specifically including the 3,250 MFM rented vehicles and the 4,250 DPS owned vehicles. A single database through which all these vehicles would be funneled would allow DPS to much more clearly see the big picture as it relates to budgetary planning and potential operational synergies. (The ultimate “vehicle decision-making” would continue to reside at the various agency-operational levels within DPS, but those decisions would be informed with data.

Efficiently track and report on the 3,250 MFM rented vehicles and the 4,250 DPS owned vehicles such that (1) within 2 years, the database is operational and loaded with the current inventory, and (2) reports are provided to division and section managers regarding inventory, condition, and replacement needs. The estimated cost is $40,000.


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2.8 Objective - To ensure readiness to respond to purchasing needs in the event of an emergency

Emergency Response (Purchasing)

Initiative

During an emergent event such as a hurricane or natural disaster, the Purchasing and Logistics section teams with Emergency Management to navigate the purchasing process and acquire lifesaving supplies/equipment and services for responders. The Purchasing and Logistics section designated its central office as essential to COOP (Continuity of Operations Plan). A related cost is securing a generator for that building.

Purchasing and Logistics central office location maintains power in the event of a power outage

2.9 Objective - To gain efficiencies in readying vehicles for use and for surplus

Vehicle Trailer

Initiative

Currently, Central Supply Warehouse (CSW) on-boards between 500 and 1,000 replacement vehicles per year (both owned vehicles and MFM vehicles), which concurrently results in “surplusing” the same number of older vehicles. Processing all these vehicles (1,000 – 2,000/year) requires some logistics, which in turn requires the extensive use of DPS' parking area at Leagan Drive, MFM’s parking area at Blue Ridge Road, and the “Hwy 70 Lot.” Our CSW staff are shuttling vehicles between these various parking lots at least 60-70% of all workdays. Frequently we assign teams of 3-7 drivers who are deployed part of, or all of, the day dropping-off and picking-up vehicles from these locations. The addition of a “Vehicle Trailer” will allow one (1) driver to simultaneously transport 4 sedans (for example), which will “free up” at least 3 people for assignment to other duties. A secondary utilization of the “Vehicle Trailer will be delivery of (or retrieval of) vehicles across the state (when they breakdown/selected for surplusing/require extensive repair/etc.). Several times per month, CSW is dispatched to locations across the state with our “rollback truck” that allows the transport of 1 vehicle on its bed. Using the Vehicle Trailer instead would allow for greater dispatch flexibility and the simultaneous relocations of multiple vehicles. Estimated savings in person hours and efficiency benefits will result in saving DPS P&L over $9,000/year.

Purchasing and Logistics central office location maintains power in the event of a power outage

ABC Commission

2.10 Objective - Streamline and modernize label approval database to make the process more efficient and to allow online label submissions.

Product Approval Database Modernization IT

Initiative

IT Developers will be secured. They will plan with internal and external stakeholders to organize and develop an updated database that will maximize staff efficiencies. Implementation of this modernized database will speed the turnaround time for customers to receive product label approvals.

Continued analysis of the work progress to insure the completion of the project. This includes four steps, which include planning, organizing, development and implementation. Compliance with regulations requiring that each malt beverage, wine and spirituous liquor product be approved by the Commission prior to being sold in this state


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

Work Environment/Safety Initiative

The Division recognizes the need to provide consistent healthcare services to the inmate population and have appropriate methods to document and monitor adherence to policy.

Analyze the need to add additional programming to the electronic medical records for the inmate population. Based on data, add additional programs that focuses on meeting community healthcare standards and provides continuity of care.

2.12 Objective - Identify custody & population projections based on prisons re-missioning

Quality Control

Initiative

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to generate and analyze data to provide the necessary treatment, programming and appropriate supervision to the offender population.

Update the Prison Custody Simulator and Automated System Query in order to generate categories consistent with Justice Reinvestment changes and to form the facing of Justice Reinvestment dashboard.


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2.13 Objective - 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.

Integration of Services Initiative

It is essential to form collaborative structures whereby partners and stakeholders have an opportunity to provide input in the strategic planning process, which includes direction of resources towards establishing needed services.

"1. Formulate a needs assessment process for Level II JCPC Endorsed, Alternative to Commitment, and statewide Level II services for implementation in the next RFP process cycle. 2. Create a process to review quarterly progress toward our collaborative efforts to align and support these service needs, particularly with new juvenile justice initiatives. "

2.14 Objective - Improve facility safety through technology and lifesaving equipment

Facility Security IT

Initiative

All youth development centers and detention centers will utilize video surveillance systems and continue to upgrade systems as needed. Juvenile Justice will seek enhanced security equipment and explore more secure door and window materials.

Increase the number of Centers with video surveillance/upgrade existing video surveillance systems. Utilize random video footage reviews on monthly basis by local management teams. Inspect room door integrity and replace wooden doors with metal ones. Explore replacing steel reinforced windows with more secure materials. Explore enhanced control panels and security techniques for the control panels.

2.15 Objective - Increase the number of youth in our care that achieve academic excellence and continue their education

Juvenile Academic Success Initiative

Juvenile Justice seeks to establish benchmarks for and increase the number of youth in youth development centers that achieve academic excellence and continue their education.

"Educational Achievement: Academy of Reading and Math Data (EOC data on all grade levels). Number of individuals who took test upon entering and growth. Grade Promotion: Percentage of students promoted to the next grade level based on pre and post scores on Math and Reading. Secondary School Graduation: Number graduated with High School Diplomas. Complete high school or equivalent: Number of students obtained High school equivalency from Community Colleges while in JJ schools. Complete high school or equivalent: Number of students who will have diplomas who will have 22 credits based on NC Standards & Number of students who passed the high school equivalency."

2.16 Objective - 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.

Juvenile Pro-social Skills and Individual Confidence.

Initiative Encourage staff to initiate community outreach projects, thereby promoting local involvement.

"Establish baseline to report on: Number of educational trips into the community Number of community based service learning projects/events Number of spiritual community outings"

2.17 Objective - Maintain a high level of stakeholder satisfaction with services provided and community engagement activities by Juvenile Court staff.

Stakeholder satisfaction Initiative

Accountability to citizens and effective collaboration with stakeholders are values to which JJ is committed. Stakeholder feedback is an essential component to Continuous Quality Improvement.

Create a stakeholder feedback process regarding services provided by court services staff. Create by End of CY 2016. Establish a baseline and report change over time. Create baseline in FY 16-17/90% by FY 17-18.

2.18 Objective - Implement a standardized case review protocol including quality metrics and specify metrics

Case Review (Metrics)

Initiative

JJ is committed to assuring that employees have a clear understanding of expectations. Creating metrics for indicators of quality service and standardizing the review process will provide a tool and process for consistent measurement of case management quality and form a basic for staff coaching.

Establish quality metrics for case documentation and desirable benchmarks and track change over time. Create baseline in FY 16-17/90% by FY 17-18.


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2.19 Objective - To develop a communication plan between hiring manager and Juvenile Justice Human Resources (and tracking process) to reduce hiring time

Hiring Time Initiative

Staff vacancies affect program success/outcomes, as well as morale and burnout. By ensuring the JJ hiring process is streamlined for CJ certified and non-certified staff, JJ is able to reduce the effects of vacancies.

Business days taken to complete hiring process for certified staff. Reduce hiring time by three (3) days during biennial for certified staff.

2.20 Objective - To engage directors in aligning operational budgets with strategic priorities.

Budget and Strategy Alignment

Initiative Juvenile Justice seeks to maintain a budgetary process that is stable and Director-informed.

Realignments (budget) conducted as a result of remedial actions. 10% fewer realignments over the biennium.

2.21 Objective - To measure program and section decision effectiveness

Business Analytics & Service Matching

IT Initiative

Juvenile Justice's strategic planning process seeks an additional level of verification by monitoring outcomes in association with actions taken. In using our strategic planning measures, we will be able to identify trends and/or outcomes associated with decision points in time. Juvenile Justice hopes to develop a public facing interactive tool that can also provide some real time measures. JJ is also working with GDAC and SAS to produce a service matching system through the Second Chance re-entry project.

To reduce recidivism by matching proven services with juveniles' risk and needs; establish a method to produce program effectiveness data for Community Programs; produce Pentaho dashboards reflecting measures of success/effectiveness in order to make data driven decisions; direct funding towards programs that work.


2.22 Objective - Pursue technological solutions that will enable NCEM to capture business performance metrics

Employee Performance and Recognition

Initiative

Branches within each NCEM section to identify and develop internal measurements to demonstrate time commitment required for personnel duties (e.g. time spent managing plans, developing plans, outreach and etc.) to give to their Assistant Director to inform Sr. Staff Working Group (NCEM Goal 1. Obj. 1 Act. 1.). Conduct Division-wide assessment of activities performed versus positions-filled to quantitatively demonstrate surplus of personnel duties (NCEM Goal 1. Obj. 1. Act. 2). Division to utilize NCVIP to measure employee work performance (NCEM Goal 1. Obj. 1. Act. 3). Recovery Section to set measurement objectives to be met monthly and reviewed against quarterly reports (NCEM Goal 1. Obj. 1 Act. 4). NCEM Tech Hazards Branch to conduct feedback survey with Tier II filers and hazmat constituents (NCEM Goal 1. Obj. 2 Act. 1). Division to conduct and utilize State and regional Threat Hazard Identification & Risk Assessment (THIRA) and State Preparedness Report (SPR) results to inform allocation of grant monies; annually conduct and track SPR capability gap score improvements to demonstrate ROI for state and regional ability to prevent, protect, mitigate, respond to and recover from identified threats and hazards (NCEM Goal 1. Obj. 2 Act. 2). NCEM Senior Staff to develop Technology Steering Coordination Committee to provide oversight application of technological solutions (which can include subcommittees (NCEM Goal 1. Obj. 2 Act. 3). Recovery Section to perform Benefit Cost Analysis (BCA) on Hazard Mitigation grants projects (NCEM Goal 1. Obj. 2 Act. 4). Recovery Section to provide quarterly list of accomplishments to Recovery Sr Leadership (NCEM Goal 1. Obj. 2 Act. 5). NCEM Grants Management Branch to perform an analysis of the types of equipment, training utilized during events (NCEM Goal 1. Obj. 2 Act. 6). Branch Offices to update Field Operations Guide (FOG) (NCEM Goal 1. Obj. 3 Act 1) and Standard Operating Procedures (SOP) for area coordinators (NCEM Goal 1. Obj. 3 Act 2). Recovery Section to review and update SOG's to include Battle Rhythm and checklists (NCEM Goal 1. Obj. 3 Act. 3). Operations Section to update procedures to streamline resource notification, activation, deployment, and demobilization to increase efficiency and ensure essential elements of information are captured for both long and short term planning at all levels. (NCEM Goal 1. Obj. 3 Act. 4). Operations Section to increase functionality of WebEOC to easily track resource status and other resource essential elements of information (NCEM Goal 1. Obj. 3 Act. 5). Logistics Section to pilot Branch Training Metrics not recorded in TERMS (NCEM Goal 1. Obj. 4 Act. 1). Logistics section to ensure all sections are reporting completed trainings, education, and exercise participation to training section in order to maintain an accurate transcript (NCEM Goal 1. Obj. 4 Act. 2). Recovery Section to track all Recovery training with a centralized process (NCEM Goal 1. Obj. 4 Act. 3).

Develop an internal measurement process that identifies the type and volume of work that our employees perform and captures the hidden costs (NCEM Goal 1 Obj. 1). Develop a process that demonstrates the Return on Investment (ROI) of fiscal investments (NCEM Goal 1 Obj. 2). Develop a process that captures recurring and ad hoc tasks so that the Division can develop a catalog of essential job functions for each position ensuring that the loss of institutional knowledge is limited (NCEM Goal 1 Obj. 3). Continue to capture emergency management training, education and exercise metrics (NCEM Goal 1 Obj. 4).


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2.23 Objective - Providing excellent customer service

Initiative Providing constant programmatic and fiscal grant monitoring


2.24 Objective - Increase employee involvement with the related industries within both Private Protective Services and Alarm Systems Companies and representatives

Employee Engagement

Initiative

The Department recognizes that employee engagement is essential to mission success. Employee engagement is linked to revenue growth in the private industry. The Department will foster a culture of engagement through formal and informal recognition of outstanding service to North Carolinians, as well as request and advance ideas for operational efficiencies.

Analyze employee interaction with the industry. Increase service through new on-line system allowing more time to interact with industry one-on-one for issues related to 74C and 74D.


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

In-car Cameras IT Initiative

Deploy 368 cameras per year (2016, 2017, 2018) needed to equip all 1,644 enforcement members and implement a replacement plan for older cameras

Complete full deployment of in-car cameras for troopers.

Victims Services

2.26 Objective - Improve overall services to victims reducing claim processing time

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

Initiative Measures: Updated information printed and provided to listed agencies. All staff trained in at least one job other than their own.

Continued use of technology, phone, fax, email. Provide information to victims, victim advocates, DA's office, LE agencies and other victim service agencies advising them of the required information needed to process their application. Requesting victims to sign medical release forms. Continue cross raining and staff development. Continue to advocate for additional funding for VC through the Crime Victims Compensation Commission.

2.27 Objective - Review statutes/changes


Initiative Measures: Legislation prepared. Sponsor secured for legislation.



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

3.1 Objective - Identify and monitor risks within the Department of Public Safety.

Risks Initiative Identify high-risk areas and determine if controls are in place to minimize the risks.

Plan and conduct risk assessments (to include Information Technology risks) and perform audits based on the results. Identify risks and provide recommendations to reduce risks.


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

Core State Function

Initiative

Regional trainings will be provided to school, law enforcement, and emergency response personnel on how to respond to a critical incident at a school. Maps and schematics will be collected from each school to assist first responders. School risk plans will be developed to assist with planning and response.

Center for Safer Schools staff will work with DPI and Emergency Management to implement the trainings, and gather information about which schools have completed training, maps and schematics, and school risk plans. Intensive outreach will be given to those schools which have not completed training


3.3 Objective - Expand local reentry councils across the state.

Prevent Crime & reduce probation/parole violations and revocations

Initiative Incorporate reentry councils to assist inmates with productive transition from prison to the community.

With a continued focus on the implementation of Justice Reinvestment, Adult Correction recognizes the need to provide critical transition and reentry services to inmates upon their release from incarceration. The reentry councils focus on housing, jobs, treatment, mentoring, etc. Preventing crime and reducing recidivism is a part of Adult Correction and Juvenile Justice's mission.

3.4 Objective - Implement evidenced based programming based on criminogenic needs within prison facilities, communities and during reentry to effectively prevent crime, reduce probation/parole violations & promote program participation within the offender population.

Prevent Crime & reduce probation/parole violations and revocations, enhance inmate productivity with prison.

Initiative

Continue to track the implementation of Justice Reinvestment. Measure and analyze reduction in probation violations and revocations. Analyze inmate productivity through lower disciplinary infractions, number of inmates eligible for custody promotions and inmates participating in reentry programs and work release.

With a continued focus on the implementation of Justice Reinvestment, Adult Correction recognizes the need to provide evidenced based programming to offenders based on their criminogenic needs. Preventing crime and reducing recidivism is a part of Adult Correction & Juvenile Justice's overall mission.

3.5 Objective - Expand the Mental Health Probation Officer pilot program statewide in Community Corrections.

Prevent Crime & reduce probation/parole violations and revocations.

Initiative Measure and analyze reduction in probation violations with offenders suffering from serious and persistent mental illness. Ensure continuity of supervision and mental health treatment for offender.

Mental Health PPO Pilot is currently in 6 counties and is operating with a ratio of 1 PPO to 30 offenders who have been diagnosed with a serious & persistent mental illness.

3.6 Objective - Incorporate additional Therapeutic Diversion Units.

Work Environment/Safety (Therapeutic Diversion)

Initiative Reduce the number of inmates in restrictive housing that have been diagnosed with mental illness. Divert inmates diagnosed with mental illness from restrictive housing.


3.7 Objective - Decrease the number of inmates in restrictive housing.

Work Environment/Safety (Restrictive Housing)

Initiative Continue implementation of behavior modification program at Marion Correctional Institution and incorporate program at Pasquotank Correctional Institution.



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3.8 Objective - Staff prison facilities commensurate with their mission.

Work Environment/Safety (Prison Mission)

Initiative Conduct staffing analysis based on mission of prison facility. Staff facility appropriately based on mission designation.


3.9 Objective - Provide Transitional Housing

Reentry/Transition(Transitional Housing)

Initiative Analyze the need to expand transitional housing for offenders in order to increase compliance with supervision.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to provide a housing area that promotes productive living and increases the chances of offenders complying with probation supervision.

3.10 Objective - Establish Probation Officers at Prisons Transition Centers.

Reentry/Transition (Probation)

Initiative Probation Officers will be assigned caseloads at designated prisons reentry centers in order to assist inmates with proper transition back to the community.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to provide transition services to each inmate being released from prison. This initiative will provide each inmate with continuity of treatment and care upon release to the community.

3.11 Objective - Incorporate technology through electronic learning and programming for specialized inmate populations.

Reentry/Transition(Technology)

Initiative Place electronic learning devices at prison facilities designated to incarcerate specialized populations.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to provide educational programming through the use of technology to the inmate population.

3.12 Objective - Strategically implement community programming to effectively prevent juvenile crime or the escalation of crime for at-risk, early offending youth as well as expand services for higher needs youth.

Preventing Juvenile Crime

Initiative

Through an expansion of evidence-based prevention programming, Juvenile Justice seeks to increase dollars for prevention and diversion programming in the community (e.g., Teen Court, SNAP, etc.) Through Level 2 RFP, process increase community based residential services (expansion) for Level II youth by 5%.

Preventing juvenile crime is a part of Juvenile Justice's overall mission. Our prevention and diversion efforts will focus on the at-risk, undisciplined, and younger juvenile offender (6-12) through targeted evidence based prevention programming at an average cost of $3900 per youth/family served.

3.13 Objective - In community-based programs serving court-involved youth, increase percentage of programs that are characterized as evidence supported and/or evidence based.

Use of Evidence-based Programming

Initiative

1. Increase the overall distribution of programs in the acceptable range of SPEP scoring by 5 percentage points. 2. Of programs not subject to SPEP, the average Quality of Service score will increase 5%.

Promote evidence-based practices to support the legislative mandate to fund effective programming via the use of the Standardized Program Evaluation Protocol.


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3.14 Objective - Provide education and treatment services to court-involved youth that promote mental and physical health, civic engagement, and readiness to promote the prevention of future offending while increasing public safety

Mental Health Assessments, Psychotherapy, Monthly Service Planning, Post-Release Supervision Planning

Initiative

• Percentage of youth receiving comprehensive mental health assessments using standardized assessment measures within 30 days of admission to a Youth Development Center (YDC). 90% by FY16-17/95% by FY 17-18 • Percentage of youth receiving individual psychotherapy with a licensed mental health clinician at least monthly while in an YDC. 90% by FY16-17/95% by FY 17-18 • Percentage of youth participating in monthly service planning meetings while in an YDC. 90% by FY16-17/95% by FY 17-18 • Percentage of youth participating in Post-Release Supervision Planning Conferences prior to release from an YDC. 90% by FY16-17/95% by FY 17-18

An initiative is underway to revise our comprehensive standardized mental health assessment battery, with rollout anticipated in Spring 2017. Licensed mental health clinicians at all YDCs have been trained in evidence-based group and individual treatments. We aim to continue to offer this ongoing training to newly hired clinicians through the NC Child Treatment Program.

3.15 Objective - To affect real behavior change in secure custody that is transferrable during and following re-entry

Behavior Change

IT Initiative

Incorporate behavior documentation into NC-JOIN in order to produce reports to illustrate accomplishments and areas for improvement. Once NC-JOIN2 is updated and ready for information analysis, the strategy will be to ensure that juveniles acquire prosocial skills during the stay, and that all juveniles acquire at least 10 basic/fundamental prosocial skills (or 75% of all skills identified as in need of acquisition). Facility effectiveness in delivering the Model of Care program will also be measured by attaining at least a 2 for all lenses, staff and youth alike, on the Methodist Group Homes fidelity assessment.

JJ seeks to effectively deliver Model of Care programming in all youth development centers in order to affect behavior change and reduce recidivism through therapeutic interactions and healthy behavior practice. Model of Care programming is dependent upon sustainable interactions by well-trained staff with receptive juveniles. The coupling of de-escalation training and model of care training with the readiness for a change concepts inherent in motivational interviewing will maximize success as long as periodic refreshers and staff practice is instituted. Juvenile Justice is seeking sustainability experts in setting up a system that can live past its creators, to ensure facility adherence to program design, which will in turn lower recidivism. Also, JJ is planning for NC-JOIN2 updates to allow for entry and analysis of this valuable behavior change information.

3.16 Objective - To reduce recidivism by skill building and establishing familial supports

Family Engagement Initiative Reduce length of stay and increase family contacts (visits, phone calls).

Juvenile Justice seeks to engage families in the decision making process while youth are housed in secure custody, as well as encourage contacts with their confined son/daughter r/etc., in order to secure lasting supports who feel better prepared to assist their family member upon re-entry.

3.17 Objective - Provide education and treatment services to court-involved youth that promotes mental and physical health, civic engagement, and readiness to promote the prevention of future offending and increase public safety

Health Assessments and Health Plans

Initiative

• Percentage of youth with a completed health assessment to identify factors impacting optimal physical and mental health functioning. 90% by FY16-17/95% by FY 17-18 • Percentage of youth with a known chronic condition and an individualized health plan outlining care while in the center. 90% by FY16-17/95% by FY 17-18

Juvenile Justice will respond to the increasing number of juveniles admitted to detention centers and youth developments centers with chronic health conditions by providing health plans for each of those juveniles to prescribe care while at the center.

3.18 Objective - Reduce the number of facility based incidents resulting in injury to staff or juveniles

Reduce Incidents of Injury IT Initiative

Decrease in number of fights and number of assaults resulting in injury to staff or juvenile; increase in facility staff and juvenile feelings of safety within youth development centers (staff surveys)

Juvenile Justice seeks to improve staff and juvenile safety in facilities by implementing strategies and technology that reduce the opportunity for injury.


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3.19 Objective - Utilize risk and needs assessments, to divert appropriate juveniles from court who can safely and adequately be served in the community

Risk and Needs Assessments

Initiative Percent of juveniles placed on diversion who do not receive a new complaint within two years. 70% by FY 16-17/75% by FY 17-18.

Building on the success of current diversion practices, this objective will maintain community safety, produce better outcomes for juveniles and result in a more timely experience of consequences for the juvenile. Quarterly district level and state level statistical reports will be used to monitor progress to goal attainment.

3.20 Objective - Work collaboratively with SRO's and school officials to provide appropriate services to juveniles in lieu of court involvement while holding youth accountable

Juvenile Community Services

Initiative Percent of reduction of complaints approved for court for school based behaviors from FY 15 - 16. 5% by FY 16-17/10% by FY 17-18

This initiative reflects nationally recognized best practices that results in better outcomes for juvenile and reduces costs to the state. Quarterly district level and state level statistical reports will be used to monitor progress to goal attainment.

3.21 Objective - To prepare for and implement potential raise the age legislation.

Raise the Age IT Initiative

Reduce recidivism of the new juvenile justice population: persons 16 and 17 year olds at the time of complaint.

Raise the Age legislation is being considered to include the 16 and 17 year olds (minus A-E felonies) in the Juvenile Justice System. The legislation will improve outcomes for youth and decrease recidivism. It will also require additional resources, as it will increase facility occupancy, require new resources in the community for diversion programming as well as case management resources. The initiative requires several IT Solutions with court records (AOC).


3.22 Objective - By being flexible in our funding priorities to provide resources to address most recent criminal justice topics.

Funding priorities address the largest and most current criminal justice problems

Initiative Feedback from stakeholders

Our Crime Commission changes/updates their funding priorities yearly depending on current Criminal Justice trends.


3.23 Objective - NCPPS is in the process of moving to an on-line computer system that will take the agency from 'paper-based' to a near 'paperless' business. This will allow a more expedient process to assure that Industry Security Officers, Private Investigators, and numerous other armed and unarmed industry members have criminal background checks in days rather than months, and create safer situation for the public in NC.

A combination of PPS Employees and strong coordination with DPS IT (Coorperation)

IT Initiative Work together with DPS IT to assure a state of the art system is implemented to assure optimal interaction with the industry within PPSB rules & requirements.

Strong working relationship and cooperative interaction between PPS and DPS IT


3.24 Objective - Consistent enforcement of established regulations and laws.

Increase vehicular and foot patrols especially on nights, weekends and holidays

Initiative Record the number of alarm responses and security checks of state-owned facilities conducted by officers and security guards as recorded in CAD.

Compare the numbers of security checks called out both by security guards and officers in CAD, and compare it to previous years. The numbers should be increasing every year.


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Goal 4 - Protect: Make our communities safer for living, working, and visiting.

Department-wide

4.1 Objective - Improve our security posture.

IT Security- Security Boundary Devices

IT Initiative Add and improve Security Boundary Devices

Increase the number and sophistication of firewalls at the various DPS locations.


IT Security- Security Staff IT Initiative Add sufficient security staff to meet current needs

Increase staff to perform forensic work and to monitor for intrusions and threats


IT Security- Training IT Initiative Provide better and more frequent awareness training for DPS staff

Many if not most of the breaches result for social engineering and poor user security practices. This initiative would provide more directed training at more frequent intervals.


IT Security- Manage Vulnerability

IT Initiative Vulnerability management

Add devices and software to alert us of incidents and make sure devices are patched.


IT Security- End of Life Systems

IT Initiative End of lifecycle systems

Replace switches, firewalls and servers which are at end-of-life


4.6 Objective - Protect our students in NC schools by providing them with an anonymous means of reporting school safety concerns to staff at their school.

Student Safety

Initiative

Engage 70 schools to pilot the anonymous reporting application for students. The app is downloadable onto student's cellphones and on a recent survey 90% of students indicated they would use an anonymous reporting tool if available to them. Train support staff at schools to receive tips and investigate them. Engage students to be aware of the app and its purposes.

Center for Safer Schools staff will identify school districts interested in participating in the pilot and work with the IT Company to train them and get them ready to operate the system. Center will develop reports on the types of tips coming in through the categories of bullying, fighting, weapons, drug and alcohol abuse, and danger. They will also collect data on the number of calls made from the pilot schools to the NC Suicide Lifeline. The Center will use the information about the types of tips coming in to proactively plan prevention programs. When "high alert" tips come in, Center staff will ensure that personnel within the school district are appropriately activated.


4.7 Objective - Establish Probation Officers at Sex Offender Treatment Program at Harnett Correctional Institution.

Reentry/Transition (Sex Offender Treatment Program) Initiative

Measure reduction in probation violations with offenders. Ensure continuity of supervision from prison to the community. Identify and train Probation Officers for placement within selected facilities and programs. Develop and implement specific re-entry plans for special populations. Near re-entry, collect ratings of program. Provide training to staff on trauma informed care and substance abuse.

Create a seamless transition from prison to the community where the offender receives appropriate programming during incarceration and upon release.

4.8 Objective - Establish a female Confinement in Response to Violation Behavior Modification Center.

Reentry/Transition(Female CRV)

Initiative Implement a behavior modification program that is specifically designed to effectively address the female offender.

With a continued focus on the implementation of Justice Reinvestment, Adult Correction recognizes the need to provide intense behavior modification programming to female offenders. This center will provide treatment in co-occurring disorders and behavior modification programming in an environment that is solely created for the female population.


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4.9 Objective - Utilize technology by using newly developed Prisons Dashboard.

Quality Control Initiative

Analyze dashboard data such as inmate population trends, staff assaults, contraband, staff vacancies. Available data will assist in developing and implementing policy & procedures.

Data will be used to be proactive in managing trends, predicting future behavior, preventing negative events from occurring.

4.10 Objective - Continue partnership between Community Corrections and the Administrative Office of the Courts with the offering of Veteran's Court located in Harnett, Cumberland & Buncombe Counties

Prevent recidivism (Partnership) Initiative

Probation Officers work with Veteran Offenders to assist them with successfully completing probation sentences. The PPO also helps offender seek the needed treatment to be successful in the community.

The Department recognizes the value in collaborating with stakeholders to reduce recidivism and rehabilitate Veterans.

4.11 Objective - Establish a male Post Release Supervision Center.

Reentry/Transition(Male Post Release) Initiative

Implement a behavior modification program that addresses co-occurring issues with the offender who has violated their post-release supervision and has received a 3-month sentence to prison.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to provide intense behavior modification programming to post release violators.

4.12 Objective - Increase number of facilities with Managed Access.

Improving infrastructure

Initiative

Request for Purchase has been issued. Incorporate Managed Access technology at designated prison facilities. Decrease cell phone contraband. Work with facility management to install necessary infrastructure. Pilot at several institutions and use outcome data to assist with activation at remaining sites.

This initiative will improve community, staff and inmate safety.

4.13 Objective - Identify substance abuse treatment needs within offender and inmate population

Reentry/Transition (Substance Abuse Treatment)

Initiative Implement substance abuse treatment programs that involve medication-assisted treatment. Provide available resources to accomplish this program.


4.14 Objective - Increase the number of counties participating in Pre-Sentence Investigations.

Prevent recidivism (Pre-Sentence Investigations)

Initiative Expand implementation of Probation/Parole Officers conducting Pre-Sentence Investigations.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to assist judges in determining sentences, type of probation supervision and any treatment conditions as part of probation.

4.15 Objective - Provide healthcare services to inmates that meet accepted community standards.

Work Environment/Safety (Inmate Health Care)

Initiative

Respond appropriately to inmate medical and psychological needs based on diagnosis. Treatment will involve a wide range of medical & psychological needs. Analyze statewide and national data on medical & psychological treatment, health outbreaks, hospital bed needs, etc. Identify appropriate resources to address inmate healthcare.


4.16 Objective - Identify Security Risk Group members & associates.

Work Environment/Safety (Security Risk Group)

Initiative Develop additional resources to readily identify and manage offenders that are participating in security risk groups in the community and during incarceration.


4.17 Objective - Reduce the number of days a correctional officer waits to attend certified basic training.

Work Environment/Safety (Correctional Officer Training)

Initiative Analyze the appropriate instructor staffing resources needed to reduce the days correctional officers wait to attend training.



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4.18 Objective - Ensure equipment is operational and ready to perform.

Work Environment/Safety (Equipment)

Initiative Analyze the need to replace equipment used for statewide construction projects. Provide resources as needed.


4.19 Objective - Increase job training for inmates through Correction Enterprises

Reentry/Transition (Inmate Job Training)

Initiative Establish Correction Enterprises operations in an effort to reduce inmate idleness and teach employable skills to the inmate population.

With a continued focus on the implementation of Justice Reinvestment, and in an effort to reduce recidivism, Adult Correction recognizes the need to provide the necessary job skills to inmates to assist with their reentry & transition.

4.20 Objective - Perform diagnostic testing within 30 days of incarceration.

Work Environment/Safety (Diagnostic Testing)

Initiative Analyze diagnostic center testing and incorporate resources needed to quickly identify serious and persistent mental health needs with new admissions.

The Division recognizes the need to provide consistent healthcare services to the inmate population and have appropriate methods to document care.

4.21 Objective - Guide programs to engage youth and families to promote satisfactory and successful completions of community programs.

Success Rate of Juveniles in Community Programs (Family Engagement) Initiative

Educate JCPC community programs and contracted providers on family engagement best practices. 1. Examine program provider policy and practices via monitoring and quality of service reviews. 2. Engage JCPC community programs and contracted providers in processes and practices that produce parent/youth feedback on services rendered.

Integrate best practice family engagement models via juvenile reentry reform efforts into community programs provider practices at strategic points along the service continuum.

4.22 Objective - Continue to work towards zero facility based escapes on an annual basis and maintain no more than 2% of non- returns from community based visits

Reducing Juvenile Escapes Initiative Percent decrease in number of escapes per 100 service days

To ensure public safety, it is essential that juvenile committed to the secure custody of a Juvenile Justice facility, are securely housed and supervised in a manner that eliminates the possibility of an escape from the facility. Juvenile Justice seeks to put measures in place to reduce the likelihood of non-returns during home visits while minimizing the impact to treatment (as home visits are essential to re-entry planning and success).

4.23 Objective -

Provide a safe and secure living and work environment for youth and staff through full implementation of Behavior Expectations (Policy YC 4.1) and Effective Behavior Management practices.

Safer Environment for Juveniles

Initiative

Measures from Peer Reviews including compliance with standards in Safety & Security; Admin & Mgmt.; Facility Services; Physical Plant & Maintenance and Policy YC 4.1. All Certified staff will participate in Mental Health First-Aid training and policy YC 4.1 refresher. By January 2017, all facilities will operate within the guidelines of the Model of Care programming model.

Juvenile Justice recognizes national best practice in eliminating isolation, as it is harmful to psychological health. Juvenile Justice also seeks to ensure staff are re- equipped with de-escalation and mental health first aid skills to effectively manage juvenile behavior without using isolation. It is imperative that staff and juveniles feel safe in our facilities.

4.24 Objective -

All youth development centers will operate in small, updated facilities (built 2008) that will promote a high level of CBT/TFCBT programming, safer living environments, increased staff interactions, and supervision of youth.

Mental Health Clinician Training

Initiative Percentage of licensed mental health clinicians trained in evidence-based practices (Tf-CBT, SPARCS, TGCT-A). 75% by FY 16-17

Bi-monthly coach and fidelity monitoring visits by model experts will continue, with written feedback shared with facility directors and local facility-based implementation teams. Semi-annual Fidelity Assessment site visits will also be conducted twice annually, with each facility's youth and staff being scored along fidelity criteria in five key areas. Fidelity to evidence-based mental health treatments will be supported via monthly meetings and case reviews among practitioners.


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4.25 Objective - Implement and operationalize the objectives outlined in the Second Chance re-entry grant

Juvenile Recidivism/Re-entry

Initiative

Percent decrease of juvenile crime/recidivism by implementing an effective after care program for all confined youth; Transition to regular program by type. Number of student who were released and went back to their LEA. Employment: Number of students who are placed in paid or unpaid internships (business partnerships, summer jobs). Postsecondary education and job training: Number of students who enroll in community college, military, universities.

Juvenile skill building within a confined setting is only transferrable with practice. Just as juveniles practice skills within a youth development center, so should they practice these learned behaviors outside the facility. In building community supports, securing referrals for physical and mental health needs to include medication, supporting the family/re-entry unit, and fostering a dialogue between educators/assisting the juvenile with securing employment as applicable, juveniles are less likely to recidivate.

4.26 Objective - Implement best practices to match intensity of service levels and supervision to reflect juveniles risk and needs scores

Risk and Needs Assessments Initiative

Rates of intensity of case management services by Juvenile Court Counselors will reflect the risk and need levels of juveniles as measured by correlation statistics (intensity of services increases as risk level increases). Correlation factor of .6 by FY16-17/.7 by FY18

This initiative reflects nationally recognized best practices that results in better outcomes for juvenile and reduces costs to the state.

4.27 Objective - Increase the use of electronic monitoring, including GPS capacity, based on risk levels

Electronic Monitoring IT Initiative

Increase rates of use of Electronic monitoring for pre-adjudication, high risk (R4 & R5) and PRS juveniles from FY 15-16. 5% by FY16-17/10% by FY 17-18

This initiative reflects a nationally recognized best practice that results of providing graduated sanctions as an alternative to secure custody. It produces better outcomes for juvenile and reduces costs to the state. Quarterly district level and state level statistical reports will be used to monitor progress to goal attainment.


4.28 Objective - Identify, implement and/or enhance programs and capabilities that support the National Preparedness Goal (NPG) and National Preparedness System (NPS)

Prevention, protection, mitigation, response and recovery from all threats and hazards

Initiative

Prevent or avoid imminent threats and hazards from impacting the public safety of North Carolina's residents, visitors, infrastructure and important assets (NCEM Goal 5 Obj. 1). Protect North Carolina's residents, visitors, infrastructure and assets against all identified threats and hazards (NCEM Goal 5 obj. 2). Mitigate the loss of life and property by lessening the impacts of a disaster (NCEM Goal 5 Obj. 3). Respond quickly and efficiently to save lives and property when a disaster does strike and support an efficient transition to recovery efforts (NCEM Goal 5 Obj. 4). Recover and restore resident and visitor way of life following a disaster (NCEM Goal 5 Obj. 5).

Reconstitute NCEM's operating fund which maintains the State Emergency Operations Center (SEOC), NCEM offices based in JFHQ's Claude T. Bowers building, downtown Raleigh-based Alternate SEOC at the Department of Administration (DOA), and other key faculties (NCEM Goal 5 Obj. 2 Act. 1). Enhance ability to mitigate likelihood and impact of acts of violence in North Carolina's schools by expanding the School Risk Management System roster with four additional personnel (two planners and two IT personnel) (NCEM Goal 5. Obj. 3 Act. 1). Pursue $2.3 million in 2017-2019 expansion to enhance and maintain statewide Mass Search and Rescue capabilities through recurring funding sources to insulate program from volatility of federal grants (NCEM Goal 5. Obj. 4 Act. 1).


4.29 Objective - To administer grant funds to our Criminal Justice Stakeholders to support community based projects and programs; while enhancing the quality of living in those communities.

To provide technical assistance for the fiscal and programmatic oversight of these federal/state funds.

Initiative Our analysis section was RIFed two years ago; therefore, we have no in-house trained evaluator (researcher) to provide input concerning best evidence based practices. Therefore, our best form of evaluation is feedback from our stakeholders.

Resources are provided to our stakeholders from our three major funding committees: Criminal Justice Improvement, Juvenile Justice, and Crime Victim Services. Staff is assigned to each committee to administer/monitor grants.


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4.30 Objective -

NCPPS employees working in concert with NCDPS IT will soon be better able to assure the applicants for licenses and registrations have been vetted through an expedient, while still competent, background and fingerprint check.

A combination of PPS Employees and strong coordination with DPS IT (Communication)

IT Initiative Develop a better product, while implementing measures that that will be both cost effective and reduce registration and licensing time for the industry.

The DPS team keeping up to date on all changes as we evolve from a paper based to on-line business model. Assuring the new model does not overlook the needs of the industry as we move forward.


4.31 Objective - To provide a safe and secure environment for public officials, state employees, and visitors within the State Government Complex and at state-owned properties.

Public Safety Initiative

Conduct Security Assessments at state-owned property throughout the Raleigh/Wake County area. Implement recommended security enhancements at identified state-owned facilities.

Track the number of security assessments conducted and recommendations made as recorded by emails and internal documents.


4.32 Objective - To reduce the number of fatalities through effective and efficient deployment of Patrol resources.

Align Goals Initiative Use of non-arbitrary national goals

"Align crash reduction goal and performance measures with the Governor's Highway Safety Plan. Align ""Vision Zero"" philosophy in the four achievement areas: engineering, education, enforcement, and emergency response."


Decision Support Analytic System

IT Initiative Develop a statewide web-based decision support analytic system for tracking, measuring, and reporting goal performance

"Develop plans and implement DDACTS’ approaches to crime and traffic safety for the traditional and motor carrier enforcement members through continued development of web-based performance analytics platform for measuring, tracking and prioritizing enforcement activities Continue utilizing and improving online scorecards to track and measure performance for meeting operational goals, dashboards for in-depth trend and comparison analysis, dynamic reports to streamline and simplify reporting requirements, and geospatial analytics to prioritize times and locations for prioritized enforcement Develop a map analytic application to help prioritize and target enforcement activities in areas of underperformance as well as crash reduction efforts statewide Develop functional improvements and maintain the existing scorecard, dashboard and reports while aligning improvements with NCSHP MCE’s COVERLAB Analytics improvements Maintain existing data updates, security and architecture necessary to support both applications"


Performance Strategies Initiative Troops identify performance strategies for yearly work plan

"Identify gaps/impediments for achieving continual progress toward initiatives outlined for use of non-arbitrary national goals. Link Troop Operations' strategies to non-arbitrary goals. Develop a working relationship with state safety partners which affect safety countermeasures beyond the Patrol's direct scope of influence."


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Victims Services

4.35 Objective - Protocol for responding to mass casualty incidents in North Carolina

Provide a rapid, coordinated, and sensitive response to terrorism and mass violence victim sin need of compensation.

Initiative

Network with EM (seek information on the Incident Command System and how crime victim compensation fits into the module (determine if a mobilized crime victim compensation unit may locate a field office site, and if not, seek suggestions for other locations). Meet with state governmental and private agencies that are responsible for or likely to become active in mass casualty or disaster-relief efforts concerning crime victim compensation becoming part of their disaster-response protocol. Become involved in any formal or informal network of agencies and officials organized to respond to mass-violence. Consider that victim compensation may be of greater assistance after FEMA and other disaster related Federal agencies and nonprofits have completed normal-response financial procedures.

Goal 5 - Prepare: Make North Carolina a leader in public safety readiness, communication and coordination.

Department-wide

5.1 Objective - Improve strategic communications and inter-agency partnerships

Strategic Communications/Agency Partnerships

Initiative Increase the number of public information campaigns to raise awareness. Increase the percentage of counties with established public safety committees.

By highlighting partnerships and resulting successes internally and externally, the Department will further bolster the significance of working together towards common goals, a practice that maximizes efficiencies while securing work product that addresses the needs of a greater number of North Carolinians. Public safety is served by bringing together community leaders with an interest in addressing county specific public safety concerns, persons who can communicate issues and their solutions for broader implementation where appropriate. We will record the number of public information campaigns geared towards agency collaborations and the number of counties with established public safety committees to monitor progress in these counts.

5.2 Objective - Optimize physical infrastructure to gain efficiency in operations

Physical Infrastructure Initiative

Optimize physical plant footprint (square feet). Maximize the percentage of facilities in good condition (condition rating, adequacy).

The Department seeks to save taxpayer dollars by optimizing its physical plant footprint. When programming and mission allow, co-location of DPS functional entities and public safety partners will be considered in project design. The Department will assess the condition, rating, and adequacy of facilities and increase the percentage of facilities in good standing.


5.3 Objective -

Coordinate and provide "Safer Schools, Safer Children Regional Seminar Series" in regions of the state next year. The target audience will be school support staff, mental health experts, and law enforcement staff who work with children associated with schools.

Education for professionals working with students.

Initiative

Training will include bullying awareness and prevention; suicide awareness and prevention; critical incident response; mental health first aid for youth; and crisis intervention techniques for youth. Locate regions of the state who would like to receive training, and begin to secure a facility. Work through the Safer Schools Task Force to identify additional topics and needs for training. Develop a process for registration. Identify staff with expertise to provide the training, including from our partnering agencies.

Center for Safer Schools' staff will work with the Governor's Task Force on Safer Schools to identify regions in the state where training can be offered, and priority topics for training. Center staff will reach out to expert staff at DHHS and DPI, as well as utilize Center staff, to provide the training on specific topic areas.


5.4 Objective - Increase safety for staff and inmates during transports.

Work Environment/Safety Initiative

Establish vehicle camera systems in transport vehicles to ensure safety of staff and inmates.



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5.5 Objective - Conduct annual strategic evaluation and planning with Community Programs staff to ensure alignment of functions, programming and requirements based on statutory expectations

Annual Evaluations and Planning Initiative

1. Set strategic plan for the year for Community Programs. 2. Meet every quarter to review implementation of progress toward the strategic plan.

JJ Community Programs staff seeks to enhance its communication plan and hence direct productivity towards strategic points of service. The establishment of community program effectiveness measures is also a component of this goal.

5.6 Objective - Implement Motivational Interviewing within Court Services state wide

Motivational Interviewing Initiative

Percent of JCCs who meet expectations in utilizing motivational interviewing. 60% by FY 16-17/75% by FY 17-18.

This initiative is an evidence-based practice that improves the capacity of Court Counselors to engage juveniles and results in increased success rates of completion of probation.

5.7 Objective - Provide training opportunities to all staff specific to their jobs and the population served, including in-service training to all certified staff in quality elements in documentation

Staff Training Initiative

Percent of certified staff who receive in-service in juvenile law. 90% by FY 16-17/100% by FY 18. Percent of certified staff who receive in-service in appropriate documentation. 90% by FY 16-17/100% by FY 18.

The Juvenile Justice in-service training programs will be designed to provide to all staff with training opportunities specific to their jobs and the population served.


5.8 Objective - Explore and implement innovative means to further enable long-term financial stability to insulate NCEM from the volatility of federal funding

New innovative means to ensure organizational functionality and preparedness

Initiative

Develop risk-based metrics that illustrate risk across all five-mission areas (NCEM Goal 4 Obj. 1). Utilize risk-based metrics to demonstrate and develop opportunities for "cradle to grave" solutions that brings all available resources to bear on a particular "performance gap" (NCEM Goal 4 Obj. 2). Demonstrate the strength of NCEM's fiscal responsibility through metrics (NCEM Goal 4 Obj. 3).

Operations section to develop capital improvement plan to leverage multiple funding sources; develop capital forecasting to replace Regional Response Team (RRT) reliance on Homeland Security Grant Program (HSGP) grants (NCEM Goal 4. Obj.2 Act. 1). Update State Homeland Security Strategy (SHSS) while exploring and implementing new modeling and other tools to improve process (NCEM Goal 4. Goal 2. Act. 2). Tech Hazards to increase Tier II Filing compliance and stabilize budget (NCEM Goal 4. Obj. 3 Act. 1). Recovery and Grants Management to demonstrate fiscal responsibility through proper management of grant funds as validated by state and federal audits (NCEM Goal 4. Obj. 3 Act. 2 & 3).


5.9 Objective -

Through modernization and training as NCPPS moves toward a paperless model, public safety, readiness, communication and coordination with the industry, the Boards, and with NCDPS will experience a markedly positive operations model that will be the benchmark for like agencies across the nation.

Employees working with new business model and coordinating efforts with the primary vendor and IT.

Initiative Work with current vendor to provide a paperless business model and an online resource for the industry.

Working on a daily basis with the vendor and the Board Members to assure the process is user friendly on a 360-degree basis.


5.10 Objective - Make North Carolina a leader in public safety readiness, communication and coordination.

Information Sharing IT Initiative

Expand the use of social media platforms such as Facebook, Twitter, & Nixle smartphone applications as to increase communication in the event of an emergency.

Implement Nixle, which offers free and paid notification services for local police departments, county emergency management offices, municipal governments and their agencies. The Nixle service allows government agencies to send messages to local residents and employees via phone, email and web. Information is delivered almost instantly. Nixle serves government agencies and organizations in all 50 states.


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

NG 911 Compliant Dispatch System

IT Initiative Move NCSHP Computer Aided Dispatch System to modern NG 911 Compliant Dispatch System

NG911 State Level Law Enforcement CAD Needs Study. NG911 CAD Study for State to offer NG911 capability to state and local law enforcement (as Primary or backup NG911 system). NG911 CAD Funding Study-Funding Alternatives. NG911 successfully achieving funding, training and implementation management process.

5.12 Objective - Improve effectiveness of training by upgrading training facilities and infrastructure that support our employees and prepare them as public servants

Training Facilities / Infrastructure Improvement

Initiative Upgrade to State-of-the-art Training Facilities, which serve approximately 2300 employees within the Patrol and allow critical training to other law enforcement agencies.

Seek funds for new dormitories, new classrooms and infrastructure improvements at the Training Academy campus. Both new and updated buildings facilitate higher quality training for our employees.

5.13 Objective - Co-locate Training Academy, Armory, and Support Services

Training Academy, Armory, and Support Services

Initiative Construct a new Logistics facility on the Training Academy campus

Co-locating Training, Armory, and Logistics to create efficiencies when deploying equipment to cadets and sworn members. It would be more efficient by preventing the loss of time that is required to travel to the Blue Ridge Road location where our current Logistics Unit is located.

Victims Services

5.14 Objective - Outreach

Identify counties and communities that may be unaware of this program. Identify/develop strategy for contacting and providing information/priority agencies (DA's, LE, Hospital, Social Work Staff, and Hospital Patient Acct. Staff). Identifying Hispanic victim agencies.

Initiative

Use database query using specific parameters. Provide information through literature, on site visits, and access to VC website. Presentations at conferences who are involved with victims (NC Conference of DA's, NC Funeral Assoc., NC Hospital Assoc., NC Law Enforcement Offices Assoc.). Retrieving a list of all Hispanic organizations in every county in NC. Print wallet size cards with VC information to distribute to LE agencies. Providing brochures in English and Spanish to victim agencies, hospitals, churches, universities and shelters.

Measures: Number of conferences attended. Number of Hispanic agencies contacted. Cards printed and distributed.

VIPER

5.15 Objective -

To enhance and continue to provide professional public safety voice communications services and enhance operational-related technological capabilities to all emergency responders across Federal, State and Local agencies

Tower Construction Initiative

To complete construction of the statewide VIPER 800 MHz interoperable radio communication system that will provide interoperable communications for all public safety agencies in North Carolina.

Construct the remaining VIPER radio tower sites to reach the stated goal of 241 sites statewide

5.16 Objective -

To enhance and continue to provide professional public safety voice communications services and enhance operational-related technological capabilities to all emergency responders across Federal, State and Local agencies

System Integrity IT Initiative

Maintain integrity of the VIPER network by addressing problems associated with aging systems requiring excessive maintenance and repair cost, inadequate vendor support, unavailable replacement parts and system failures.

Secure funding and replace existing Quantar Base Stations that will reach end of life 31 December 2018 and will no longer be supported by the manufacturer, with GTR base stations. Secure funding and replace current MOSCAD site monitoring solution, which will allow improved site monitoring and the ability to monitor and control replacement GTR base stations, microwave stations, environmental, and power control systems at VIPER tower sites. Secure funding and upgrade the current T1 Microwave network to Ethernet in advance of a projected replacement of all microwave radios to begin in FY21 Secure funding and replace the current Microwave Radio Network upon completion of upgrade of existing network to Ethernet vs. T1 operation.


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5.17 Objective -

To enhance current VIPER support staff through additional positions allowing for the redistribution of supervision and improve response times through the creation of a third technical team assigned to the Central portion of the state.

Support Staff Initiative

Provide support personnel to keep the network operating at optimal levels 24 hours per day 7 days per week and strive for zero down time.

Secure funding and create central technical team such that the state’s geography is roughly divided into thirds (East, Central, West) Secure funding and create additional support staff positions needed to ensure the effective flow of information and the processing of administrative requirements

National Guard

5.18 Objective -

Align our Readiness Centers enhancing our ability to respond to contigencies at home and abroad: Execute ConnectNC Bond funded projects within 5 years. NCNG must utilize 100% state funded employees to execute ConnectNC funded projects.

Increase 100% State Funded Program Managers from 0 to 3 in order to manage 3 projects equaling $70.0M over the next 5 years (270K per yr./$1.35 million over 5yrs))

Initiative Monitor construction progress to ensure completion of 3 Readiness Centers in accordance with the project schedule.

NCNG recognizes that completion of construction projects of our facilities in optimal locations is essential to mission success. Upon completion of construction, NCNG will relocate units and divest of older facilities to ensure optimal utilization of our facilities along with placing our Soldiers in "right-sized" facilities to allow for proper training activities. Additionally, it places NCNG personnel in close proximity of to activate and support the citizens of North Carolina.

5.19 Objective - Be a leader in Domestic Operations

Increase current 800MHz radios to one per assigned Force Package (185 total, current on hand 130) in the next FY. Project cost of $140,000.

Initiative Increase radio communications capability with emergency response partners by acquiring, at minimum, one 800 MHz radio per each assigned NCNG State Active Duty (SAD) Force Package.

The National Guard recognizes that the state and local emergency authorities rely heavily on the use of 800MHz radios during emergency response as their primary means of communication. The National Guard will commit to the acquisition of 800 MHz radios, which are not organic to the military inventory, in order to increase communications capabilities and state response readiness.


Increase live tracking to devices to one per assigned Force Package in the next FY. Project cost of $30,000.

Initiative Increase shared situational awareness during State Active Duty missions through the addition of live tracking devices for personnel and critical equipment, in order to provide timely and accurate information during State Active Duty activations.

Accurate tracking during State Active Duty response is vital to improving predictability to local emergency managers in need of National Guard resources during times of disaster. The ability to real time track National Guard resources increases our response coordination capability at all levels and increases the ability for state and local authorities to more appropriately align resources to increase public safety.


Establish domestic operations funding mechanism for State Active Duty training. Project cost of $150,000.

Initiative Identify and implement a predictable funding stream that allows National Guard personnel the ability to train in Domestic Operations response and actively participate in joint exercises with state and local emergency response authorities.

Current Federal funding for the National Guard is geared for training in Federal "war time" tasks. A predictable funding stream to allow personnel to train for domestic (state active duty) response would greatly increase the readiness of the National Guard and improve the National Guard's ability to provide support to the citizens of NC during times of disaster.


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6. DPS Information Technology Plan Executive Summary

The Department’s five goals are Prevent, Prepare, People, Perform, and Protect. IT supports those goals as

evidenced by the range of expansion items with significant IT content that the agency will put forth.

With regard to the Prevent goal, we constantly look for better ways to rehabilitate offenders so that they do not

re-offend when they leave prison. They need education. They need job hunting skills. In the correction

industry, tablets have become a preferred device to deliver educational content as well as some entertainment

content. Access to the education content when they are in their cells increases their exposure to this type of

learning. Using the tablet to offer entertainment content creates a behavioral tool…good behavior gets access;

poor behavior denies access. This initiative is our first foray into this new tool.

Floods have unfortunately been too much in the news lately. Emergency Management’s function is to Prepare

citizens for these events. Another initiative is to update flood maps so that citizens and first responders can

anticipate where flooding will occur and evacuate as needed.

With regard to the People goal, we have long had about 9,000 lower-level Correction officers for whom we just

could not afford email. This has become increasingly untenable, as the expectation is all state employees will be

reachable by email. We have an initiative to add email for these staff members so that they are addressable as

DPS employees when the need arises.

In the Perform goal area, we have initiatives to improve compliance with some new auditing tools. We also

have requested new project managers to meet OSBM and DIT procedures, which call for most material IT

expenditures to be considered as a project and have an assigned project manager. DPS, primarily due to cost

constraints, has been slow to staff up a project management office, but we are at a place now where we simply

have to add staff to assure that pressing business needs do not have to wait just because no project manager is

available. The ABC Commission has also identified an improvement they need to make to their database to

allow better transparency of the state warehouse stock to local ABC Boards.

Finally, in the Protect goal area, which is perhaps the major focus for the Department, we have a number of

initiatives. As part of a statewide security assessment, each of the agencies identified remediation targets to

improve our security posture. Those remediation costs are one of our important expansion items. The Highway

Patrol has also requested consideration of two expansion requests that will bring them into the Next Generation

911 technology, as well as increasing bandwidth of their network to recognize that newer applications require

more bandwidth than is currently available. Emergency Management has also identified that their ReadyNC

app, which received heavy citizen use during Hurricane Matthew, is due for an upgrade. School safety is on

everyone’s mind these days, and we have initiatives to provide school administrators and first responder’s

better information in any kind of event at a school, community college or university. In addition, we have an

initiative out of Emergency Management to improve digital damage assessment in the field. Again, recent

events have shown how important this is, to officials and to citizens.


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7. DPS Information Technology Quick Reference Guide

Goal Objective Initiative Brief Description Funding

Mechanism

Anticipated

Completion

Date

Prepare Objective 1.1

Improve citizen

ability to anticipate

flooding.

Initiative 1.1.1

Upgrade Flood.nc.gov site

Project entails the revamping of the current

www.ncfloodmaps.com site that is approximately 15 years

old. Cost is below $500k. (Emergency Management)

Expansion FY2018

People Objective 2.1

Improve our ability

to communicate

with all DPS staff.

Initiative 2.1.1

Email for all correctional

officers

As a cost saving measure, (then) Department of Correction

elected not to pay for email for approximately 9,000

correctional officers who had limited administrative duties.

Over time, email has become a standard provisioning item,

expected by both staff and senior management. Cost exceeds

$500K. (Adult Corrections)

Expansion FY2018

Prevent Objective 3.1

Provide better

educational and

behavioral tools to

inmates.

Initiative 3.1.1

Electronic tablet project

This effort will provide educational programming to specialized

inmate populations. This is part of the Justice Reinvestment

initiative. Cost exceeds $500K. (Adult Corrections)

Expansion FY2018

Perform Objective 4.1

Improve

operational control

and compliance

Initiative 4.1.1

Automated audit work

papers

Implement software for automated audit working papers, such

as TeamMate. Cost is below $500K. (Internal Audit)

Expansion FY2018

Initiative 4.1.2

Audit workflow database

Convert the current workflow database for managing audits

from an Access database to a web-based database. Cost is

below $500K. (ABC Commission)

Expansion FY2018

http://www.ncfloodmaps.com/


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Mechanism

Anticipated

Completion

Date

Objective 4.2

Provide adequate

project resources to

meet OSBM/DIT

protocols and

insure project

success

Initiative 4.2.1

Additional project

managers to handle

volume of projects

DPS currently has two full-time project managers. This is

inadequate for the size of the agency, and the increasing

requirement by OSBM and DIT that qualified project managers

manage large dollar purchases with an IT component. This

insufficiency means that most agency purchases have to wait in

line for a project manager to free up and prepare project

documents. Cost exceeds $500K. (DPS IT)

Expansion

FY2018

Objective 4.3

Greater efficiency

in monitoring and

licensing liquor

sales

Initiative 4.3.1

ABC product approval

database conversion

Improve the connection between local ABC boards and the

approved product database. Cost is below $500K. (ABC

Commission)

Expansion FY2018

Protect Objective 5.1

Improve

information

security to meet

state standards

Initiative 5.1.1

Security improvements in

five DIT-specified areas

In September 2016, DIT required agencies to complete a

standardized security assessment, prepare a plan and price to

remediate any deficiencies, and submit the resulting need in

agency expansion budget requests. This item reflects that

effort. Cost exceeds $500K. (DPS IT)

Expansion

FY2018

Objective 5.2

Improve emergency

communications

infrastructure

Initiative 5.2.1

Integrated Next

Generation 911

telephone, computer-

aided dispatch, records

management system and

logging recorders

NENA i3 standards compliant NG 911 telephone system, located

at all five SHP communication centers, and with pbx service at

all SHP facilities and NENA i3-compliant computer aided

dispatch (CAD) system integrated with the new NC 911 system.

Cost exceeds $500K. (State Highway Patrol)

Expansion FY2018


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Mechanism

Anticipated

Completion

Date

Initiative 5.2.2

Increase network

bandwidth/infrastructure.

This would increase network bandwidth to meet the demands of

higher-use applications, and convert older analog equipment to

digital. Cost exceeds $500K. (State Highway Patrol)

Expansion FY2018

Initiative 5.2.3

ReadyNC upgrade

This project entails the expansion of functionality for the current

ReadyNC website. Cost is below $500K. (Emergency

Management)

Expansion FY2018

Objective 5.3

Improve school

safety

Initiative 5.3.1

School Risk & Response

Management System

Statute calls for the Department to establish a school risk

management-planning tool and a complimentary school

emergency response application. Cost is below $500K.

(Emergency Management)

Expansion FY2018

Initiative 5.3.2

School Risk Management

Planning – Higher

education

This project is the next phase of School Risk Management. This

phase includes all state supported universities and community

colleges. Cost is below $500K. (Emergency Management)

Expansion FY2019

Objective 5.4

Improve our ability

to deal with

disaster situations

Initiative 5.4.1

Damage assessment

This project entails the capability to assess and digitally

document damage in the field, and to incorporate that

information quickly into the state’s crisis information

management system. Cost is below $500K. (Emergency

Management)

Expansion FY2018


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8. DPS IT Vision, Mission, and Values

8.1 IT Vision

We will provide technology systems that are robust and secure, and we will help the agency use technology in

innovative ways to advance our shared mission and goals.

8.2 IT Mission

The Department of Public Safety takes on all perils under all conditions to protect the citizens of North Carolina. The IT

system needs to mirror and support that mission by providing an IT infrastructure and a portfolio of applications that

operate well in difficult circumstances. Given the statutory autonomy of the agency’s law enforcement and emergency

management components, that infrastructure by definition is going to be a hybrid IT organization. Negotiating, building,

and managing that hybrid infrastructure are our mission.

8.3 IT Values

We think people who work in public safety are “the good guys.” When we do our IT work, we try to operate with that in

mind. Protecting the public or helping folks get through a disaster are classic services people want from their

government. We try to do our work in the way citizens want to see it done.


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9. Department of Public Safety IT Goals, Objectives, and Measures of

Success

Goal 1 – Build a hybrid IT infrastructure that ties the agency together

DPS, by legislative design, has a hybrid nature with regard to IT. The law enforcement components are not part

of the IT consolidation. The agency divisions share a data center outside of the Eastern Data Center, along with

utilizing the EDC and WDC. Some email and other key functions must remain on premise. One of the critical

challenges is how IT can provide seamlessness within those constraints.

1.1 Objective – Create an environment that allows complete and free-flowing communication across

the Department.

Measures of Success - Demonstrated ability to send emails across divisions and to send blast

emails to all DPS employees with high reliability.

1.1.1 Initiative – Expansion request to add all correctional officers to email.

1.1.2 Initiative – Resolve Active Directory Federated Service (ADFS) discussions with

DIT.

1.2 Objective – Manage a hybrid data center footprint that meets statutory language about state

data centers while maintaining certain DPS data centers that serve law enforcement,

Emergency Management, and DPS overall where severing like functions doesn’t make sense.

Measures of Success – Demonstrated ability to operate seamlessly out of multiple data

centers (DIT, DPS and cloud).

1.2.1 Initiative - Negotiate with DIT, or seek legislative clarity as needed, to define

qualifying DPS data centers as state data centers. This includes providing ESRMO

visibility into data center security and data classification.

Goal 2 – Continue to improve our security posture

DPS is in the security business. This means keeping our data and infrastructure secure at the highest levels, as

befits the sensitive information we hold. It means keeping the offenders in our care secure while they are with

us, and the public secure from these offenders. It means improving the safety and security of citizens.

2.1 Objective – Create a continuous improvement system for technology security across the agency.

Measures of Success – Increasing maturity and lack of vulnerabilities as rated by internal and

external assessments.

2.1.1 Initiative – Expansion request to fund critical remediations identified in the CSET

tool.

2.1.2 Initiative – Expansion requests to add IT audit capability, improve audit

database, and work papers.

2.2 Objective – Focus our efforts on improving school safety and incident response.

Measures of Success – Fewer school incidents; reducing school violence; faster incident

response.


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2.2.1 Initiative – Expansion request for School Risk and Response Management System

to aid first responders and administrators, first in public schools and then in community

colleges and universities.

Goal 3 – Build new and better delivery systems

DPS, by legislative design, has a hybrid nature with regard to IT. The law enforcement components are not part

of the IT consolidation. The agency divisions share a data center outside of the Eastern Data Center, along with

utilizing the EDC and WDC. Some email and other key functions must remain on-premise. One of the critical

challenges is how IT can provide seamlessness within those constraints.

3.1 Objective – Improve citizen and first responder ability to anticipate flooding.

Measures of Success – Reduced property damage. Better, faster, more complete evacuations.

3.1.1 Initiative – Expansion request to upgrade flood maps.

3.2 Objective – Make disaster damage assessment quicker and more accurate.

Measures of Success – Reduce time it takes to receive federal disaster assistance. Reduce

the time it takes private insurers to reimburse policyholders.

3.2.1 Initiative – Expansion request to improve digital in-the-field damage assessment.

3.2.2 Initiative – Update ReadyNC app.

3.3 Objective – Improve our ability to meet DIT and OSBM procurement and project protocols.

Measures of Success – Reduce transit time for IT procurements. Get needed technology to

the business faster. Improve the cost/schedule performance of projects.

3.3.1 Initiative – Expansion request for additional project management staff.

3.4 Objective – Make disaster damage assessment quicker and more accurate.

Measures of Success – Reduce time it takes to receive federal disaster assistance. Reduce

the time it takes private insurers to reimburse policyholders.

3.4.1 Initiative – Expansion request to improve digital in-the-field damage assessment.

3.5 Objective – Improve our ability to manage inmates’ behavior and provide skills training.

Measures of Success – Better behavior; improved learning; lower recidivism.

3.5.1 Initiative – Provide tablets with associated content to inmates so that it is easier

to access training materials. Manage behavior with the tablets by rewarding good behavior,

and limiting access for bad behavior.

3.6 Objective – Improve emergency communications infrastructure.

Measures of Success – Reduced latency in accessing modern applications. Faster response

time to distress calls.

3.6.1 Initiative – Expansion request to prepare for Next Generation 911.

3.6.2 Initiative – Expansion request to increase network bandwidth statewide.


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3.7 Objective – Improve database for alcoholic beverages.

Measures of Success – Allows local ABC Boards visibility into product availability at the State

Warehouse

3.7.1 Initiative – Convert current ABC database.


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10. Department of Public Safety IT Organizational Structure

Please see attached BEACON org chart for DPS CIO plus two levels down. This represents the current structure as of October

2016. Please go to the BEACON org chart application for further drill-down.


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11. Enterprise IT Opportunities

11.1. Potential Initiatives

We would like access to highly skilled IT procurement assistance. Our purchasing agents are excellent, but do not have

the background, and cannot get enough experience, to go toe-to-toe with technology vendors in procurement

negotiations.

11.2. Collaborative Opportunities

To engender equity among agencies, which will become particularly important in a consolidated IT environment, we

would like to see certain things provisioned as a standard, as part of creating or maintain a position. Active Directory,

authentication, email, Office tools, possibly a standard desktop setup would be candidates for this.


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Appendix A: DPS Major IT Projects

New Initiatives/Projects Initiative/ Project Short Description (indicate if

>$500,000) Related Goals and Objectives Funding

Mechanism Anticipated Benefits Anticipated

Completion Date

Agency

Automated Audit Working Papers

Implement a software for automated audit working papers. (For example, TeamMate)

Expansion Ensure backup for all audit files and working papers, automate audit process, and reduce manual file storage.

Internal Audit

Audit Workflow Database Convert the current workflow database for managing audits from an Access database to a web-based database.

To provide a tracking mechanism for audit reports, including number, type, timing and auditees.

Expansion Ease of updating data, creating standard and specialized reports, and looking at the data statistically.

Internal Audit

Information Technology Audit Supervisor Position

Reclassify Job Position #60056101 from Auditor II/Asst. IS Auditor to Information Technology/Systems Audit Supervisor

To provide adequate audit coverage and deter risks related to the various IT systems in DPS.

Existing Identify IT risks affecting DPS, improve systems efficiency, and ensure compliance with state/federal regulations.

Internal Audit

Security improvements in five DIT-specified areas.

Security improvements totaling over $500K.

Protect/IT Security Appropriation Better security posture on-going Department-wide

Additional project managers

Additional certified PMP's. Total recurring cost over $500K.

Perform/Increase our project management capacity

Appropriation Faster throughput, better project results on-going Department-wide

Email for all correction officers

Email for all correction officers; over $500K People/Email for 100% of DPS staff Appropriation Better communication. on-going Division of Adult Correction and Juvenile Justice

Improve overall service to victims reducing claim processing time

3 laptops Continued use of technology Victims Services

Product Approval Database Conversion

Conversion of product database to existing permitting system. To include public accessing electronic submission of label approvals.

Efficiency. North Carolina regulations require that each malt beverage, wine and spirituous liquor product be approved by the Commission prior to being sold in this state

Receipt Streamline and modernize existing database 18 months ABC Commission

Electronic Tablet Project Provide educational programming to specialized inmate populations. Over 500,000

This type of programming is part of Justice Reinvestment.

Expansion Reduction in Recidivism 2018 Division of Adult Correction and Juvenile Justice


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Integrated NG 9-1-1 Telephone, Computer Aided Dispatch, Records Management System and Logging Recorders

NENA i3 standard compliant NG 9-1-1 Telephone System, located at all five SHP communication centers, and to include pbx service at all SHP facilities along with NENA i3 compliant Computer Aided Dispatch system, integrated with NG 9-1-1 telephone. >$500,000.00

Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. To provide professional public safety communications services and enhance operational-related technological capabilities.

Expansion Will provide near exact location of callers transferred to SHP from 9-1-1 centers throughout the state. It will also allow the Patrol to identify and determine the location of callers who call directly into the Patrol’s Communication Centers. These technology improvements will allow a quicker response to roadway emergencies. Working in conjunction with the NG 9-1-1 telephone, CAD will streamline the process for call processing, thus increasing telecommunicator efficiency. Will provide for more accurate data retention related to all aspects of calls for service.

June 2020 State Highway Patrol

Maintain Industry Technology Standards

Funding to increase network bandwidth, covert analogy equipment to digital and maintain strategic technology reserves.

Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. To provide professional public safety communications services and enhance operational-related technological capabilities.

Expansion Meet increased technology demands to support communication centers. Will provide the ability to transfer data faster. Enable the ability to transfer video across network and provide central storage facility. Keep current equipment operational.

TBD State Highway Patrol

School Risk & Response Management System

As defined by statute, this project is the establishment of a school risk management-planning tool and a complimentary school emergency response application. Cost is below $500k.

Supports the department goals of protect and prepare.

Appropriations; HLS

Efficient Response September 2017


Flood.nc.gov Project entails the revamping of the current www.ncfloodmaps.com site that is approximately 15 years old. Cost is below $500k.


Floodplain mapping receipts

Enhanced public awareness March 2017 Emergency Management

School Risk Management Planning - Higher Education

Project is the next phase of School Risk Management. Phase includes all state supported universities and community colleges. Cost is below $500k.


HLS Efficient Response July 2017 Emergency Management

Damage Assessment Project entails the capability to assess and document digitally in the field damages to structures, and efficiently incorporate the information into the state's Crisis Information Management Systems. Cost is below $500K.


NOAA grant Efficient Response February 2017


ReadyNC Upgrade Project entails the expansion of functionality for the current ReadyNC website. Cost is below the $500k.


EMPG Enhanced public awareness December 2016



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Existing Initiatives/Projects Initiative/ Project Short Description (indicate if

>$500,000) Related Goals and Objectives Funding

Mechanism Anticipated Benefits Anticipated

Completion Date

Agency

SPK UP NC Student Anonymous Tip Reporting Application

SPK UP NC is a tool for students to use to report their school safety concerns in a manner that is convenient and anonymous. The information is received by designated staff at the school who will use the information to prevent a potentially dangerous act from occurring and to proactively analyze hotspots for problems and times and days it is most likely to occur. Tips from the pilot schools are ranging from bullying and drugs on campus (most highly reported) to weapons, suicide, and self-harm games (reported at lower rates). The cost of taking this to all middle and high schools in the state will be >$500,000.

SPK UP NC is part of a continuum of services provided by the Center for Safer Schools and Emergency Management referred to as School Risk and Response Management System (SRRMS). The system includes SPK UP NC, school maps and schematics and risk plans, and integration with a panic alarm application.

This project is currently funded as a pilot for 70 schools through a GCC grant. In order to meet the legislative mandate requiring it be implemented in all schools by July of 2018, state funding is required.

Schools will be able to offer an environment more conducive to learning when students have the ability to share safety concerns anonymously and conveniently. Studies show that students cannot learn as well when they are concerned for their safety. School staff will have a better idea of the concerns at their school and can better prevent bullying, drugs, fights, and weapons on campus. Students will have access to a trained mental health professional when they activate the suicide lifeline on their app. Schools can use the data program on the application to identify hotspots for incidents in schools, as well as times of day and days of the week they may occur at higher rates. The state/N.C. Center for Safer Schools can have a greater understanding of the types of issues schools are confronting, and can plan preventative programming.

If the mandate to have it in schools by July of 2018 is to be met, then schools must be trained and brought on board by the end of the 17-18 school year. Beyond the first year of implementation, there is a reduced maintenance cost that is recurring.


Watchguard In-car Video System Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. To provide professional public safety communications services and enhance operational-related technological capabilities.

Existing Funds Officer Safety & Evidence Collection Reoccurring State Highway Patrol

MDC Refresh Maintain current and updated status Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. To provide professional public safety communications services and enhance operational-related technological capabilities.

Existing Funds Improved performance Reoccurring State Highway Patrol


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800 MHz Project Maintain current and updated status Prepare: Make North Carolina a leader in public safety readiness, communication and coordination. To provide professional public safety communications services and enhance operational-related technological capabilities.

Existing Funds Improved performance Reoccurring State Highway Patrol

Service Planning and Service Matching Project

We are working with the NC Government Data Analytics Center and its corporate partner, SAS, to develop a directory of resources, services, and programs matched to domains of need on a validated needs assessment and its associated case plan. Data analytics will be applied to identify programs and services best suited to address youth with common characteristics. This total cost of this project is > $500,000.

Under our juvenile reentry system reform initiative, we are also working to improve family engagement across our continuum of services, improve education advocacy, transitions, and support services following reentry, and the adoption of an improved and validated needs assessment and case-planning instrument (the YASI).

OJJDP SCA Juvenile Reentry System Reform Implementation Grant

Improved identification of treatment needs, coupled with improved needs-to-service matching, and are expected to result in reduced rates of reoffending.

June 2017 Division of Adult Correction and Juvenile Justice

Establish Software Upgrade Assurance agreement (SUA)

Enter into SUA with Motorola such that a contract exists to upgrade firmware and hardware at three (3) Zone controller locations. Failure to enter into the SUA will result in an annual fund requirement of $1.25M plus the actual cost of the upgrade when performed. Cost to enter into the SUA is $2.5M per year and is a Recurring Expense. >$500,000


Legislative Increase (Recurring)

Maintains VIPER system at current firmware release levels and ensures that system is supportable.

VIPER

Upgrade MOSCAD site monitoring software and hardware.

With the transition to GTR base stations, our current MOSCAD site monitoring hardware/software will no longer communicate with the GTR stations. A replacement software package and associated hardware is necessary to complete the replacement of the current MOSCAD such that we may continue to monitor the VIPER network. Without the replacement, NOC Technicians will be unable to remotely view and control the base stations in the field resulting in unnecessary trips by the field staff to the sites as well as potential increased down time and degradation of service to the VIPER system users. >$500,000


Legislative Increase (One year, non-recurring)

Allows for the continued operation of the VIPER system without interruption or degradation of current level of service

6/30/2018 VIPER

Transition from Quantar to GTR base stations

Replacement of Quantar base stations with GTR platform stations. Quantar base stations will no longer be supported by the manufacturer beyond 31 December 2018. >$500,000

Continues to support VIPER network and the 86K plus users currently on the network

Legislative Increase (Two year, non-recurring)


6/30/2019 VIPER


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Transition current Microwave Network to Ethernet operation

Transition to Ethernet operation across the current statewide microwave network is necessary to prepare for the change out of microwave radios across the network slated to commence in 2021. The current T1 technology is no longer supported by the manufacturer at the level required to continue VIPER system operation, therefore it is necessary to upgrade to Ethernet operation. >$500,000

Continues to support VIPER network and the 86K plus users currently on the network

Legislative Increase (One year, non-recurring)


6/30/2019 VIPER

Replacement of current MDR8000 microwave radios

Upon completion of the upgrade of the current microwave network to Ethernet, we will need to commence with the replacement of the current MDR8000 microwave radio. This will be a four-year change out, and is slated to begin in FY21. Without the replacement, we will no longer be able to support the current microwave radios, which are nearing obsolescence. >$500,000


Legislative Increase (Four year, non-recurring)


6/30/2024 VIPER

Flood Risk Information System

FRIS contains digitally accessible flood hazard data, models, maps, risk assessments and reports that are database driven.

Continually enhance and maintain the data and web interface specific to the flood hazard


Provides geospatial base map data, imagery, LiDAR data, along with hydraulic and hydrologic models that is available for download and use.

Ongoing Maintenance


NC SPARTA 2.0 Crisis Information Management System Upgrade

Enhance the overall resource management capability

EMPG Efficient management of all deployable resources during daily operations and activations

February, 2017


Risk Management Tool Application and databases that will enable users to input, analyze, and report data pertaining to natural and man-made hazards

Support the creation of a statewide hazard mitigation plan. Support the creation of the statewide THIRA.

PDM Enable counties to create a full risk assessment and mitigation plan for all hazards. Enable the capability of a statewide rollup.

April, 2017 Emergency Management

Risk Management Portal Redesign

Web interface that will provide an entry point into several planning applications and tools.

Support the creation of a statewide hazard mitigation plan. Support the creation of the statewide THIRA.

EMPG / Floodplain Mapping receipt

Coordination of information and resources for hazard risk management. Provide access to information and tools that will help North Carolinians better understand hazards and manage risks.

November, 2016


Flood Inundation Mapping and Alert Network

FIMAN provides real-time data on stream elevation, rainfall and weather parameters from over 550 gages across North Carolina. Many sites have flood inundation boundaries that show anticipated flood impacts at various levels.

Support State and County Emergency Managers before, during, and after flooding events.


Provide real time and anticipated flooding data that will enable better-informed decisions before, during and after flooding.

Ongoing Maintenance



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Appendix B: DPS IT Accomplishments and Progress Review

FY15-17 Goal FY15-17 Objective FY15-17 Initiative Progress

Review

Anticipated

Completion Date

Goal 1

Protect

Objective 1.1

Provide a secure base of

operations for DPS emergency

and incident managements

statewide

Initiative 1.1.1

Consolidate DPS data center operations around the

JFHQ and WDC.

Completed FY 15-16

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