ASCAPERFORMANCE BASED

MEASURES SYSTEM

GOOD MORNING!!

Introductions to ASCA Team

Patricia Hardyman, PBMS System Administrator

Brittany Brothers, Project Manager

Camille Camp, Program Director

INTRODUCTIONS

Name

Position

Facility/Division

Your expectations?

OVERVIEW OF AGENDA• ASCA Mission & PBMS Goals and History

• Get to know PBMS staff – Who to call for Help!!

• Introduction to Performance Standards• Learn about Standards, Measures, Key Indicators

and counting rules

• Administration of System• Learn how to navigate System

• Report Features Learn how to retrieve PBMS data

Explore ways to make PBMS Useful to YouAnswer your questions.

ASCA: WHAT IS ASCA?

The Association of State Correctional Administrators is a national professional organization representing the directors of corrections for the 50 States, the Federal Bureau of Prisons, and five large urban jail systems (NYC, LA, Philadelphia, Cook County, and D.C.) Members also represent Puerto Rico, Guam, and the Virgin Islands.

Why did the ASCA create the Performance Measures System?

In-state and out-of-state corrections numbers were being usedinappropriately to describe an agency’s correctional performance.

Who is scrutinizing correctional performance?

The public has strong opinions about crime, and responds to information about the prison issue of the day with votes that adversely affect prison management.

The media publishes sensational stories about prisons using figures to support sometimes erroneous conclusions that undermine administrators’ efforts to manage well. Absence of good data creates a disconnect between “reality and what is reported.”

Governors’ Budget Offices press for corrections budget justifications, imposing cut after cut to allow more money for schools and other priority projects. Directors often have no standard performance data available to demonstrate critical needs.

Legislative bodies research and use data to call administrators to task. For example, “Why does a prisoner’s food cost more in our state than in other states?”

Courts issue orders against corrections that are based on data that might have been erroneous or taken out of context.

Far too frequently, unfair comparisons are made among state corrections agencies.

Methods for arriving at measures vary among agencies, for example, recidivism rates.

Agencies define terms differently, for example, “assaults.” No one knows what the real thing is.

Without uniformity in defining measures and counting according to the same rules, comparisons of measures among jurisdictionsare an “apples and oranges” proposition. Consequently, the meaning is lost.

= 0

More importantly, when critical decisions are made based on erroneous data, no one wins, and frequently the ability of administrators to maintain secure and safe prisons is compromised.

During the ’90s, these issues were regularly discussed at ASCA meetings and trainings. Everyone agreed that ASCA jurisdictions should come together to develop uniform measures of correctional performance.

Performance Measures Committee Formed in 2000

Mission: Define uniform standards, measures, key indicators, and counting rules with which to measure agencies’ performance and make comparisons across jurisdictions.

Performance Measures Development Process

1. Standards of Performance (areas of performance to be measured, for example, Public Safety)

2. Measures (for example, Escapes)

3. Key Indicators of Performance (Ex. number of escapes from secure perimeter, number from outside secure perimeter etc.)

4. Counting Rules (definition of the indicator and specific rules for counting the events).

47 (State DOCs) + FBOP

All participants are equal.

Information is contributed by agencies to one repository.

Information, in turn, is shared among all participants.

47 Member Agencies Entering Data

PERFORMANCE STANDARDS, MEASURES, AND KEY INDICATORS

ASCA

21

PBMS HIERARCHY

PBMS is a hierarchical typology of performance standards, measures, and key indicators of critical

practices that was designed to translate the missions and goals of correctional agencies into a set of

measurable outcomes.

ASCA

22

PBMS HIERARCHY

PERFORMANCE STANDARDS represent the goals and objectives viewed as critical to determining the quality and effectiveness of correctional operations and/or program performance.

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PBMS Hierarchy

Current PBMS Performance Standards:

I. Contextual InformationII. Public Safety III. Institutional Safety IV. Substance AbuseV. Mental HealthVI. JusticeVII. EducationVIII. HealthIX. FiscalX. Personnel

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PBMS Hierarchy

Measures identify the various topic areas included within a standard.

For example, under the Performance Standard of public safety, the Measures are Escapes and Recidivism.

25

PBMS Hierarchy

Key indicators have been specified for each measure.

Key indicators represent specific data or outcome indicators that are to be collected.

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PBMS Hierarchy

Key indicators for the Performance Standard Public Safety measure escapes are:

II.1.1 Escapes from a Secure DOC Facility

II.1.2 Escapes from a Secure non-DOC facility

II.1.3 Escapes from Outside a Secure DOC Facility

II.1.4 Unauthorized Absence from a Facility without a Secure Perimeter

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PBMS Hierarchy

Counting rules standardize how the data are to be collected for each key indicator.

Each key indicator is reported as a rate adjusted for the number of inmates held by a particular department or facility in a given month.

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PBMS Hierarchy

For each Key Indicator, the Counting Rules specify the rules for the Numerator and Denominator. For example:

•Numerator - represents who or what is counted for the key indicator, i.e.,

# of inmates who escaped from a secure facility.

•Denominator - is the base for calculating the rate per 1,000 inmates, i.e.,

# of inmates in the custody of the facility in a given month.

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Powerful Reporting Feature Available

ASCA’s Performance Based Measures System accepts data and churns out valuable reports to users on demand.

Agency Report CapabilitiesTrack your agency or facility’s performance on important operational, program and service measures, for examples:

Numbers of inmates needing and accessing health, programs, substance abuse treatment, psychological services, etc.;

Numbers and rates of assault, use of force, high profile diseases (MRSA, TB, HIV);

Population management measures such as agency inmate count compared with number of beds by security level.

Agency Report Capabilities

Compare your agency’s performance (e.g. recidivism rates, misconduct rates, etc.)

with other jurisdictions similar to yours,

with all agencies, or

with the national average.

Quick Answers to ?? From Legislature: % Violent Crime – 4/2014

Connecticu

t

Miss

issippi

Vermont

Rhode Island

Oklahoma

Iowa

Kentucky

Miss

ouri

New Hampsh

ire

Nebraska

North Caro

linaM

aine

Wyo

mingAlaska

South Caro

lina

Florid

a

Nevada

North D

akota

Texas

Virginia

Ohio

West

Virginia

New York

Maryl

andUtah

Tennessee

New Mexic

o

Massa

chuse

tts

Georgia

Oregon

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

29.039.0 39.7 41.5

46.0 47.1 48.0 48.2 48.9 49.1 49.2 49.5 50.3 50.6 51.2 51.8 51.8 53.1 54.2 54.5 55.0 55.0 56.3 58.7 61.1 61.3 62.4 63.1 66.1 66.7

71.061.0 60.3 58.5

54.0 52.9 52.0 51.8 51.1 50.9 50.8 50.5 49.7 49.4 48.8 48.2 48.2 46.9 45.8 45.5 45.0 45.0 43.7 41.3 38.9 38.7 37.6 36.9 33.9 33.3

% Violent % Non-Violent

Quick Answers to ?? From Director: Comparable Pop: 2/2014

Comparative Organization Report

Comparative Organization Report – PBMS Graph

Comparative Facility Report

PBMS KEY Indicator Report – Rates Across Multiple Facilities

Trend Data – PBMS Key Indicator Available for 2006 -2014

As the PBMS database builds, PBMS will be able to provide trend data.

Following are 7-year trend charts for contraband – cell phones and administrative segregation based on PBMS data.

Contraband Finds – WeaponsPBMS 7-Year Trends

2008 2009 2010 2011 2012 2013 2014.00

.05

.10

.15

.20

.25

.30

.18

.24

.14

.09 .11

.20

.15

.09 .09

.18

.26

.14

.12

.28

.23

.16 .15

.22

.13 .13.15

My Agency Linear (My Agency)Comp. DOCs National

Rate of Administrative Segregation:PBMS 7-Year Trends

2008 2009 2010 2011 2012 2013 2014.00

.05

.10

.15

.20

.25

.30

.35

.40

.01 .02 .01 .01 .02 .01

.05

.03 .02

.18

.38

.18

.07

.15

.17 .16

.33.35

.23

.10

.15

My Agency Comp.DOCs National Mean

Agency Operational Costs - 2013

AR DOC

KY DOC

MD DOC

WV DOC

National

$- $10,000.00 $20,000.00 $30,000.00 $40,000.00

$3,390.81

$14,532.68

$35,158.62

$32,506.25

$32,025.71

PBMS Dashboard: Monthly Rate of Assaults - Agency

PBMS Dashboard: Monthly Rate of Assaults – LA

Facilities

The Key to a Successful PBMS System

For the project to be effective, all ASCA member agencies must be trained and committed to entering PBMS data each month.

Participation

Six good reasons to participate in PBMS1. Promotes performance

accountability and enhanced decision-making capability in your own agency and in the profession nationwide;

2. Produces accurate, consistent, and relevant national reporting of correctional performance;

3. Allows access to performance data from all member agencies; (Best practices.)

PBMS Participation Benefits, continued

4. Promotes fair and healthy comparisons with other departments of corrections;

5. Allows study of trends within your own DOC and among other DOC’s.

6. Allow us to define ourselves and clear up myths/misperceptions about corrections.

Agencies’ Participation in PBMSAugust 27, 2015

PA

IL

TX

AZ

CA

Trained, Partial Data Entry (18)

Required Characteristics & 75% of KIs (8)

OH

LA

MS

VA

NCTN

SCGA

ME

AL

FL

MO

MI

AR

IN

WI

MNID

WA

OR

NV

UT

WYSD

NDMT

NMOK

HIAK

KSCO

NE IA

KY

NY MA

RI

MD

DE

VTNH

WV

Philadelphia, PANYC

No Data Entry (6)

NJ

DC

FBOP

All Characteristics & All Key Indicators (10)

CT

Required Characteristics & 50% of KIs (6)

Required Characteristics & 25% of KIs (6)

LA County

Not Trained (1)

Number of Organizations and Facilities for which PBMS

Characteristics and Key Indicators were Input

2008 2009 2010 2011 2012 2013 2014 Aug-15

0

5

10

15

20

25

30

35

40

45

50

15

21

25

29

33

37

4543

7

15

1921

2528

32 32

Org Characteristics

0

100

200

300

400

500

600

700

800

900

1000

259

357 360

516

668

764

908 908

216

283327

485

628 628 610

714

Facility Characteristics

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PBMS Training and Technical Assistance

Training and TA Options: Emails and Phone calls:

pbms-support@asca.net ; phardyman@asca.net

Deliver both remote and on-site assistance to agency staff with PBMS data collection, data entry, and the production/use of reports; Submit request to ASCA.

Outreach to DOC to proactively to identify any barriers or technical assistance needs that can be addressed by ASCA.

Find out more about PBMS standards, measures, key indicators and counting rules at asca.net/pbms.

“GO BLUE FOR PBMS!”

1. Enter All Agency Characteristics,

2. Enter All Facility Characteristics,

3. Enter ALL Agency indicators, and

4. Enter All Facility indicators.

Blue for PBMS – How? Communicate PBMS as a top priority to all

divisions in your agency – administrative, operational, programs, MIS, planning and research etc.

Identify a PBMS champion in your agency to oversee inputting, retrieval, and maintenance of data in the system.

Review and revise agency policies, procedures, and measures to conform with PBMS counting rules (most difficult and time consuming).

Allocate sufficient time for staff to participate in PBMS in addition to their other duties.

Blue for PBMS, continued

Monitor participation – are institutional and agency-level data inputted on a timely basis? Are data accurate? (Dashboard being developed.)

Generate reports to compare your Agency and Facilities with other agencies and facilities.

Participate in the Performance Measures Committee.

Provide feedback to the Performance Measures Committee’s requests for input regarding standards and key indicators.

Formulate policy and “institutionalize” your agency’s participation in PBMS.

AQUA – Eligibility Criteria

1. Enter all required Agency Characteristics

2. Enter all required Facility Characteristics

3. Enter 36 of 48 (75%) key agency indicators, with one or more in Public Safety, Substance Abuse, Mental Health, Justice, Academic Education, and Health Care

4. Enter 42 of 56 (75%) Facility indicators, with one or more in Public Safety, Institutional Safety, Justice, and Health Care.

“GO GREEN!” – Eligibility Criteria

1. Enter all required Agency Characteristics

2. Enter all required Facility Characteristics

3. Enter 24 of 48 (50%) key agency indicators, with one or more in Public Safety, Substance Abuse, Mental Health, Justice, Academic Education, and Health Care

4. Enter 28 of 56 (50%) Facility indicators, with one or more in Public Safety, Institutional Safety, Justice, and Health Care.

Criteria for Purple

Enter monthly data for:

• Agency characteristics,

• Facility characteristics,

• 25 % of the Agency or Facility key indicators.

Criteria for Pink

Enter monthly data for one or more of the four types of data:

• Agency characteristics,

• Facility characteristics,

• Agency key indicators, and

• Facility key indicators.

ASCA’s Current Performance Measures Committee Membership

Bob Lampert (WY), Chair

Charles Ryan (AZ)Jerry Bartruff (IA)James LeBlanc (LA)Tom Roy (MN)Leann Bertsch (ND)Joseph Ponte (NYC)

Greg Cox (NV)Gary Mohr (OH)Robert Patton (OK)Derrick Schofield (TN)Andrew Pallito (VT)

PBMS – Tell me about it. When Did ASCA Begin Work on the PBMS?

Long, Long Ago, in a far-off land What’s in the Box?

Numerical DOC Information Agency - level data

Organization Characteristics = 50 Unique items Performance Data (67 Unique items)

Facility Information Descriptive Characteristic Data (27 Unique items) Performance Data ( 57 Unique items)

How Much Information is in the Box? -- A lot, and more is on the way. 46 Jurisdictions are entering some or all Descriptive Characteristics about

their Department 32 Jurisdictions are entering some or all Performance Data about their

Department Even Facility-level data is in the box: 970 Facilities are entering some or all Descriptive Characteristics about

their Department 797 Facilities are entering some or all Performance Data about their

Department