Foundation greater Opportunity Through Innovative Change
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| Part of this increase is attributable to growth in federal grants. The department's Health Insurance Rate Review Division (HIRRD) is "charged with protecting Arkansas health insurance consumers from unreasonable premium rate increases. The Affordable Care Act (ACA) requires states to establish a process for reviewing these increases,"193 according to the questionnaire.
Definition of efficiency. The Insurance Department defines efficiency as:
AID officials state the department has driven efficiencies by operating with 30 fewer FTEs "through attrition and absorption of duties."194 Performance measures. The Insurance department, in its response, noted, "Through our internal review, we have initiated discussions on policy changes that will assist in evaluation of workplace distractions; promotion of wellness and rewards for good work; and addition of accountable and measurable performance goals within each division and tied to Performance Evaluations." The department is proposing "a way to show appreciation to those employees that have diligently and faithfully executed their duties and are reaching milestones in those careers: 10, 15, 20, 25, 30 years of service ..." The department also suggests providing a "symbolic milestone memento for those at the 20 and 30 year mark," and "a one-time bonus for those reaching the 15-, 20-, 25- and 30-year marks." Another idea is a meeting with the governor to acknowledge long-serving employees. Customer base. The base includes, but it is not limited to "consumers, insurance agents, insurance companies (domestic, foreign and alien), General Assembly, Governor, other state agencies, state employees, advisory organizations (NAIC, NCCI, etc.), and industry trade associations (Independent Insurance Agents, ISO, NAIFA, etc.)." Efficiencies in states in region. None identified by volunteer.195 Recommendations
Arkansas Military Department/National Guard Summary
Use of Tax Dollars. Total operational expenditures increased 15.5% versus CPI (9.0%) in the period under review. The following chart shows funding by source:199 FY 2009 FY 2015 General Revenue $8,670,440 $9,897,204 Federal Revenue $39,134,517 $50,580,564 Cash Funds $954,346 $120,264 Other Funds $3,915,817 $234,574 Total Operating Expenditures $52,675,120 $60,832,606 Definition of efficiency. ARNG defines efficiency as "A measure of productivity, with the goal being to maximum productivity with minimum wasted effort or expense. (Lean Six Sigma). During continuing times of constrained resources and increased requirements, we define efficiency as “doing more with less."200 Performance measures. ARNG "uses numerous metrics to track the status or progress against established goals and objectives. An objective ideally contains the following characteristics: Specific, Measurable, Achievable, Relevant, and Time-bound."201 Customer base. ARNG defines its customer base as follows: "Our Product is: Trained, ready professional and units. Our Customers are: Nation, State, and Community. A more specific product/customer breakout is: Product: Combat Mission Capable Units Customer: Department of Defense
Customer: NORTHCOM (U.S. Northern Command) Product: Natural Disaster Response (State) Customer: Governor Product: Local Community Support (Manpower, Facilities, Equipment) Customer: Communities" Efficiencies in states in region. None identified by volunteer.202 Recommendations
Department of Arkansas Heritage Summary
Use of tax dollars. The Department of Arkansas Heritage (DAH) includes a central office and seven state agencies. The four museums are the Delta Cultural Center, Historic Arkansas Museum, Mosaic Templars Cultural Center, and Old State House. The three resource/grant-making agencies are the Arkansas Arts Council, Arkansas Historic Preservation Program, and Natural Heritage Commission. Total department operational expenditures declined in the period under review as the following chart illustrates:204 FY 2009 FY 2015 General Revenue $5,840,047 $6,852,716 Special Revenue $7,202,119 $6,430,526 Federal Revenue $2,416,891 $1,619,484 Cash Funds $1,353,514 $601,336 Other Funds $7,985,507 $2,661,259 Total Operating Expenditures $24,798,078 $18,165,321 Definition of efficiency. The Heritage department's central office provided the following definition: "Although technical efficiency is producing the required outcome with the minimal (or appropriate) amount of resources, time, and cost, heritage agencies are outside the dictates of a normal market economy which makes measuring efficiency difficult. For museums, several indicators of productivity are computed including energy efficiency, per visitor gross sales income at museum store, marketing efficiency and fund raising efficiency. Even total visitation and usage of online collection databases is a measure of consumption; however, other factors such as the quality of the exhibits and the significance of the collection to future generations is not easily measured. In addition, for resource agencies, indicators of productivity include number of educational programs produced or grant recipients served, number of constituents who receive technical service, and number of species/acreage of natural areas protected and maintained." DAH has voluntarily eliminated 8 positions, reducing authorized staff from 139 full-time employees to 129 full-time employees.205 Performance measures. The department, in its response to a questionnaire, listed more than 30 performance measures, though gaps in utilization exist among resource agencies. The Arkansas Arts Council relies on 21 measures. One example: "Audience reached through direct investment in arts organizations and programs." The Arkansas Historic Preservation Program uses four measures. The Mosaic Templars Cultural Center relies on six measures. These are "data in relation to budget, attendance, social media coverage, volunteers and staffing for all of our public programs to include education museum tours and outreach." The Old State House Museum is "accredited by the American Alliance of Museums" and uses "performance measures ... related to maintaining that status. Other measures were vague or nonexistent. The Historic Arkansas Museum stated, "Most of our performance measures have to do with customer satisfaction and self-evaluation with an eye toward efficiency and the quality of the product." The Natural Heritage Commission does not utilize performance measures that "specifically define efficiency." The Delta Cultural Center "does not utilize what is defined as performance measures." The Arkansas State Archives uses nine performance measures.206 Customer base. All seven Heritage department resource agencies answered they identify their customer base, though only one cited taxpayers in a response.
Efficiencies in states in region. None identified by volunteer.207 Recommendations
State Bank Department Summary
Use of tax dollars. Arkansas State Bank Department (ASBD)212 total operating expenditures increased at a rate (9.8%) similar to CPI (9%) in the period under review. The following chart shows funding by source:213 FY 2009 FY 2015 General Revenue --- --- Special Revenue $7,005,852 $7,693,381 Total Operating Expenditures $7,005,852 $7,693,381 Definition of efficiency. The Arkansas State Bank Department (ASBD) defines efficiency as "the successful control and management of resources (financial and human) over expenditures and required actions (overhead and operational objectives)."214 ASBD has voluntarily eliminated five positions, reducing authorized staff from 77 to 72, while Arkansas state-chartered bank assets have increased from $40.25 billion (June 2009) to $71.8 billion (June 2016).215 Performance measures. ASBD identified seven performance measures:216
Customer base. The ASBD identifies its customer base as "the regulated entities, Arkansas state chartered banks, as identified in the Arkansas Banking Code of 1997, as well as the consumers who are the economic beneficiaries of a safe and sound state banking system." Efficiencies in states in region. None identified by volunteer.217 Recommendations
1 Examples include Chandra, Amitabh and Douglas Staiger. 2016. "Sources of Inefficiency in Healthcare and Education." American Economic Review, 106(5): 383-87; Kamada, Yuichiro and Fuhito Kojima. 2015. "Efficient Matching under Distributional Constraints: Theory and Applications." American Economic Review, 105(1): 67-99; and Hauner, David and Annette Kyobe, "Determinants of Government Efficiency." IMF Working Paper 08/228. The first abstract notes: "Healthcare and education exhibit wide variation in spending that is loosely associated with outcomes." The second notes, "Many real matching markets are subject to distributional constraints." The third is "the first examination of the determinants of government efficiency with a large country panel, building on a newly compiled dataset of scores of public sector performance and efficiency in education and health around the world." 2 Posner, Richard A. 2007. Economic Analysis of Law (7th ed.) (New York) Aspen Publishing. 3 One cites the Arkansas Game & Fish Commission. Melissa Maynard reported, "States are increasingly offering more mobile apps to citizens in the hopes of connecting better with them and improving the efficiency of service delivery." May 23, 20134 Four appeared in Governing in 2016. Chieppo, Charles. "State Spending and the Search for Hidden Efficiencies" (February 2); Goldsmith, Steven. "Social Media's Place in Data-Smart Governance" (May 18); Goldsmith, Steven. "Infusing Government with a Data-Driven Culture" (May 26); Goldsmith, Steven and Jane Wiseman. "The Billions We're Wasting in Our Jails" (June 22). 5 Goldsmith, Steven. 2013. "Building a Culture of Efficiency in Government." Governing (March 20) 6 Moore's Law explains this process. See Moore, Gordon E. 1965. "Cramming more components onto integrated circuits." Electronics (April 19). There are multiple examples but personal computers and smart phones are among the most prominent. 7 Governing has described how governments have controlled their headcounts through attrition. See Eggers, William. 2013. "The Real Story of the State and Local Workforce." (August 14) 8 Gov. Hutchinson signed a second executive order requiring a review of state agency rules and regulations prior to submission. 9 Efficiency initiatives saved $2.5 million during the first six months of 2015. 10 Savings were estimated at $10 million to $12 million over five years. Gov. Hutchinson termed mergers "efficiencies measures." 12 Gov. Asa Hutchinson public remarks, December 17, 2015 13 "Gov. Hutchinson Memorandum, State Government Efficiency Project" 14 Kaza, Greg. 2016. "Government efficiency project seeks to identify cost savings" (March 16). The column noted earlier Arkansas initiatives : "Republican Winthrop Rockefeller (1967-1971) proposed a state government reorganization. His ideas advanced under his successor, Democrat Dale Bumpers (1971-75), according to the Encyclopedia of Arkansas. An entry notes, “Much of Rockefeller’s legislative agenda was adopted by Bumpers, including the plan to reorganize state government management from hundreds of disparate agencies into a small group of departments.” Bumpers’ entry notes, “He gained legislative approval of several major reforms that Rockefeller had championed but had been unable to convince the Democrat-controlled state legislature to enact.” 15 North Carolina undertook a similar broad efficiency review in 1992. 16 The Policy Foundation has been an SPN member since 1995. 17 Following is one Louisiana media account: http://theadvocate.com/home/9351628-125/report-offers-27-billion-in 18 http://www2.ljworld.com/news/2015/oct/06/kansas-inks-efficiency-study-26m/ 19 http://ksn.com/2016/01/12/firm-says-its-proposals-would-save-kansas-2b-over-6-years/ 20 The Arkansas State Highway and Transportation Department voluntarily offered to complete the questionnaire. 21 Budget manuals prepared by the DFA for state agencies were part of this process. Each agency has statutory authority listed, an agency history, and a departmental appropriation summary. State agency total operational expenditures are also listed. http://www.dfa.arkansas.gov/offices/budget/Pages/budgetRequestManuals.aspx 22 Lt. Gov. Griffin's recommendations are posted at: http://ltgovernor.arkansas.gov/news/detail/griffin-recommends-bold-innovative-and-comprehensive-reorganization-of-dhs 23 Alabama, Arkansas, Florida, Georgia, Kentucky, Louisiana, Mississippi, North Carolina, South Carolina, Tennessee, Virginia and West Virginia. 24 The Arkansas State Highway and Transportation Department (AHTD) includes a reference to efficiency in its mission statement, and has a strategic plan that cites efficiency. http://www.arkansashighways.com/about/strategic_plan.aspx 25 Arkansas revenues are cyclical, i.e., they tend to contract around periods of recession and grow in expansions. Revenues declined around the 2001 recession, leading policymakers to impose a temporary tax increase that was later rescinded. The National Bureau of Economic Research's Business Cycle Dating Committee is the arbiter of cyclical turns in the U.S. economy. The last recession occurred between December 2007 and June 2009. The Consumer Price Index increased 9% from 2009 to 2015. 26 AHTD uses various performance measures including Administrative Costs per Mile. The department has an Efficiency Evaluation Committee that is currently reviewing past efforts at improving efficiency. AHTD response to questionnaire 27 AHTD includes "those who pay for the state highway system" among its customer base. 28 Have other states in the southeast region used efficiency initiatives such as privatization to reduce costs? Data for other states was compared to Arkansas. Six states in the region used privatization to deliver public services in the same area as the agency. 29 Does not include four efficiencies identified by AHTD in response to a questionnaire: 1) E-Construction (2016); 2) Equipment Lease/Purchase Pilot Program (2016); 3) Workforce Management (Timekeeping and Hiring Management) (2012 & 2014); 4) Network Fleet Equipment Diagnostic and Monitoring System (2012). 30 http://www.gfoa.org/establishment-strategic-plans 31 CPI data is available from the Federal Reserve System. Alternative metrics include growth in Arkansas per capita disposable personal income and median household income. These are reported by the U.S. Bureau of Economic Analysis and U.S. Census Bureau. The practical effect of a CPI-Expenditures link is that it incentivizes officials to search for efficiencies in a low-inflation environment, though an argument for equity can also be made: state government should not spend at a percentage rate greater than growth in Arkansas household income. The goal is not unrealistic: total operational expenditures declined at 13 Arkansas agencies between FY 2014 and FY 2015. These were: Assessment Coordination ($17,453,295 to 17,430,818); Career Education ($147,692,230 to $136,641,334); Community Correction ($90,637,133 to $89,680,879); Economic Development ($87,006,519 to $45,589,380); Emergency Management ($53,574,202 to $39,812,016); Health ($370,701,506 to $370,387,770); Heritage ($20,348,799 to $18,165,321); Higher Education ($17,674,754 to $13,066,990); Insurance ($72,444,979 to $57,736,238); Labor ($6,544,604 to $6,486,450); State Bank ($8,215,813 to $7,693,381); Veterans Affairs ($12,845,755 to $11,605,581); and Workforce Services ($518,335,925 to $460,258,462). 32 AHTD's Achieving Career Excellence Program (ACE) (implementation beginning in April 2016) uses a "Performance, Learning, and Compensation Management System that centers on employee performance evaluations, goal setting, training opportunities, and performance-based pay. The goal is to promote a positive, productive, and career-focused work environment that will result in lower employee turnover and compensation tied to performance." Performance-based pay is an example of an incentive. 33 These recommendations are included in agency sections. 34 “The Arkansas Agriculture Department "is dedicated to the development and implementation of policies and programs for Arkansas agriculture and forestry to keep its Farmers and Ranchers competitive in national and international markets while ensuring safe food, fiber and forest products for the citizens of the state and nation." aad.arkansas.gov 35 AAD identified 17 efficiencies in its response to a questionnaire: 1) The deputy director for aquaculture position was divided into two separate program manager positions to serve needed areas. This job realignment resulted in cost savings of approximately $25,000 per year; 2) The duties of the administrative specialist previously serving as an executive assistant for the deputy director of aquaculture were realigned to other needed areas when the position was vacated in 2015 (cost savings of approximately $17,500 per year); 3) Four human resource positions were moved under the Department from the Forestry Commission and the Plant Board. This has resulted in greater efficiency due to realigned workloads, better coordination of duties, and improved employee cross training; 4) Ten fiscal positions were moved under the Department from the three subordinate agencies (four from the Forestry Commission, four from the Plant Board, and two from the Livestock and Poultry Commission). This consolidation has improved the efficiency of timekeeping and budgeting staff and has allowed for increased cross training and realignment of job responsibilities; 5) In 2014 the Forestry Commission and Plant Board each surrendered a fiscal position to allow for the creation of a grants coordinator at the Forestry Commission. The position was realigned in 2015 to be the grants coordinator for the Department. The creation and realignment of the grants coordinator position has increased efficiency by improving grant reporting and compliance and allowing for timely and consistent reimbursement requests; 6) The consolidation of the mail room facilities of the Plant Board and Livestock and Poultry Commission (cost savings of approximately $11,000 in equipment purchases and approximately $3,000 in service and equipment fees); 7) The retirement of a long-term fiscal department employee provided an opportunity to fill that position at a lower salary (cost savings of $12,000); 8) The elimination of executive staff positions at the Livestock and Poultry Commission and Plant Board (cost savings of approximately $170,000 annually); 9) The Department is in the process of surrendering 19 budgeted vacant positions. The cost of budgeted but vacant positions comes at a cost of $420 per month per employee position– meaning that surrendering the 19 budgeted vacant positions would result in annual savings of $95,760. Surrendering these positions would reduce our total authorized positions from 590 to 571; 10) The Department is in the process of adding the Livestock and Poultry Commission employee's to the Plant Board's phone system (cost savings of approximately $15,000 per year). Furthermore, consolidation would allow the Department to eliminate a receptionist position (additional cost savings of $23,000 per year); 11) The Department conducted a thorough review of state vehicle usage and was able to reassign vehicles to needed areas and personnel (cost savings of at least $40,000 per year); 12) The Department is working towards consolidating additional employees at the main office on Natural Resource Drive which would promote operational efficiency (cost savings of $58,036 per year); 13) Historically, each Department sub-agency has maintained their own separate IT staff. The Department is currently consolidating IT staff which will result in standardized processes, sharing of resources, and additional efficiencies and cost-savings. The Department has identified the following potential changes to reduce costs and improve efficiency: 14) The development of a new combined lab to replace the aging and separate lab facilities of the Livestock and Poultry Commission, Plant Board, and Bureau of Standards 36 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx 37 AAD response to questionnaire. 38 AAD communication 39 AAD response to questionnaire 40 Act 1978 of 2005 directs AAD to "develop and implement policies and programs for Arkansas agriculture and forestry to keep them competitive while ensuring safe food, fiber and forest products for the citizens of the state and nation." The Arkansas Forestry Commission (PA 234 of 1931) to protect Arkansas’s forests, and those who enjoy them, from wild land fire and natural hazards. The Plant Act (1917) instructs the Plant Board to maintain administrative services and controls to effectively serve the regulated industries and the general public. The Livestock and Poultry Commission's enabling legislation authorizes it "to safeguard human and animal health, assure food safety and quality, and promote Arkansas livestock and poultry industries for the benefit of our citizens." The specific customer base of programs within AAD is identified "as prescribed by program rules and regulations. Regulatory programs maintain lists of licensees, registrants, inspection locations and testing sites. Lists of participants in the department’s voluntary programs are also maintained." 41 Reason Foundation, Annual Privatization Report 2014, 2015 42 ACD's mission statement states, “Our mission is to ensure fair and equitable valuation of property for ad valorem tax purposes.” 43 ACD identified three efficiencies in its response to a questionnaire: 1) ACD office staff recently completed the “7 Habits of Highly Effective People” training course provided through DFA-OPM; 2) ACD is currently compiling work flow charts for all department functions; after the work flow charts are complete, the functions will be reviewed and assigned to the most appropriate staff members; and 3) ACD is also in the process of revising job descriptions for office and field staff. 44 ACD states "the objective of attaining ad valorem taxation fairness, consistency and equity among taxpayers in Arkansas. While property taxes are locally assessed, administered, collected and dispensed by each County, the equity of the assessments within the County and between Counties is of state-wide importance." 45 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx 46 The department noted, "These performance measures do not readily lend themselves to ACD’s functions, which include providing guidance to county assessors on the market value of personal property, auditing the progress of county-wide real property reappraisals, determining county-wide reappraisal compliance with statutory requirements, providing ad valorem tax assistance to taxpayers, county officials, the General Assembly and the Executive branch of Arkansas state government and compiling ad valorem tax data for the General Assembly and Executive branch of Arkansas state government." 47 Reason Foundation, Annual Privatization Report 2014, 2015 48 During an interview it was noted the department has operated with five staffers. 49 ADA is funded by a special revenue derived from the sales tax on aviation fuel, aircraft, aircraft parts and maintenance. The department receives no general revenue funds. Sales tax revenues are price sensitive. Hence, when the price of fuel increases department revenues increase. Conversely, when the cost of fuel drops, revenue drops as well. Fuel prices (and revenues) peaked in 2010-2012 and "have been experiencing a fairly steady decrease since." ADA communication 50 Arkansas Department of Aeronautics Mission Statement: http://fly.arkansas.gov/mission-statement.html 51 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx. 52 Reason Foundation, Annual Privatization Report 2014, p. 66. Virginia Department of Transportation, operation of "five transportation operations centers." 53 "First, our grant program is very simple. We believe that by reducing "bureaucracy" and keeping the program simple it will reduce staff involvement while, at the same time, making the program "user friendly" for our airports. Our grant program is available to all 92 public-owned airports in Arkansas and all 92 have participated in the program. We believe that the "K.I.S.S." method is a significant reason that airports are participating in the grant program at a high rate. Second, we have made our grant application process elegantly simple as well. The application itself is available to airports on our website and can be submitted electronically reducing time and resources necessary to apply for a grant. The application is only 2 pages and is very simple and straight-forward to complete. Third, by requiring that airports apply for a grant BEFORE beginning a project, we can eliminate many potential pitfalls, both in the grant application and the project itself, which, again, reduces staff workload and project resources." ADA communication 54 ARCareerEd includes Career Education and Arkansas Rehabilitation Services (ARS). ARCareerEd "has the mission of providing leadership and contributing resources to serve the diverse and changing career educational needs of Arkansas youth, adults, and persons living with disabilities. As part of the mission, ARCareerEd oversees career and technical education programs in the secondary schools, secondary area career centers, adult and youth apprenticeship programs, two postsecondary technical institutes and the vocational technical school within the Department of Correction, Arkansas Rehabilitation Services, and adult education programs. ARCareerEd also works with the Veterans Administration to approve state educational programs for veterans’ benefits.” 55 ARCareerEd has a strategic plan but a volunteer did not find it posted. 56 ARCareerEd identified 13 efficiencies in its response to a questionnaire: 1) "Every time the finance division has vacant positions, instead of seeking an extra help, we distribute the job duties to the appropriate employees to avoid interruption or delay of services; 2) (Adult Education Division) Staff meetings are held twice a month to inform employees, exchange information and collaborate in order to reach organization goals. Issues and concerns are brought before the group, policies and procedures are reviewed, and new strategies for implementation are created. Team members have input on the direction the organization is headed and the expectations are high. As a result, the morale and motivation within the division is high. One of the factors that contribute to the division’s efficiency is the ability to hire qualified individuals who are competent, professional, and have the desire to make a difference. Hiring individuals who possess the experience, skills, and leadership not only increases the efficiency of an organization, but also reduces any training costs or mistakes that may occur as a result of hiring unqualified individuals for a position; 3) The Technical Assistance Visit program has been revised to provide three types of visits: full visit by staff to schools, abbreviated visit by staff to schools or staff completes or a desk audit based on recommendations from state staff and staff in the educational service cooperatives; 4) Professional development guidelines have been implemented to enhance agency efficiency. ARCareerEd staff training and training for school teachers and administrators is being planned and executed in a more efficient method, both in human and financial resources; 5) The Modern Workplace, a professional development initiative to teach LEAN, KAIZEN and 5S, has enabled staff to make many efficient suggestions for better serving students and schools while maintaining the service of the agency; 6) ARCareerEd OSD is at the beginning stages of implementing a program of conversion of paper filing, reporting, and signoff to electronic processes among all programs, beginning with rollout of OSD Grants. This should result in a reduction in paper usage of at least 50% and considerable time savings; 7) ARCareerEd OSD, in collaboration with ARCareerEd CTE and the ARCareerEd Finance Office, as well as with inputs from the Department of Education (ADE) and community colleges, are reviewing all SCTC budget, operations, and programs in order to provide more equitable services to students statewide, eliminate waste, and improve the quality of high priority programs. The efforts significantly implicate and impact community colleges and school districts both in terms of meeting state education requirements, quality of services, and budgets. It is estimated that an SCTC budget may be as much as 20% of a community college’s total budget in certain cases. SCTC indirect costs paid to host schools range from zero to 30%; 8) (Adult Education Division) All forms used by grantees have been put on the department’s homepage for easy access. 9) Travel policies have been implemented to provide a more efficient method of staff travel, enhancing both human and financial resources; 10) ARCareerEd has used technology to provide meetings, interviews, and enable staff to participate in more opportunities in a more efficient method of delivery. 11) In order to help reduce the amount of time spent completing data match and funding, the state office is creating a step by step written process.; 12) During February and March, the Adult Education Division held a meeting for local education agencies (LEA) overseeing adult education and literacy programs. During program reviews and financial audits over the years, it was discovered that some LEAs were unaware they were the fiscal agent responsible the adult education and literacy programs. In order to address this issue, the state office conducted its first LEA meeting .. This is the first time that the Adult Education Division has conducted a training specifically designed for entities that oversee the adult education and council programs." (ARS) "Recent implementation of an agency wide fiscal year out of state travel plan for FY2016 has improved efficient use of limited agency funds for training and program support." 57 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx. Subtotal includes Crowley's Ridge Technical Institute, Northwest Technical Institute, Rehabilitation Services, Riverside Vo-Tech School, and Public School Fund. 58 PA 787 of 2009 renamed the Arkansas Department of Workforce Education as the Arkansas Department of Career Education. http://www.dfa.arkansas.gov/offices/budget/budgetRequests/0590_career_ed.pdf 59 ARCareerEd response to questionnaire. 60 ARCareerEd communications 61 ARCareerEd response to questionnaire 62 At a Board strategic meeting in June, the following customers were identified: "i. Secondary and Postsecondary administrators, teachers and students, educational cooperatives, sub-grantees, federal and state funders, federal and state lawmakers, all federal and state agency partners, employers, employees, governor of Arkansas. b. The balance is specific to ARS and should be noted as such." The ARS base includes "Arkansas employers seeking to hire or retain individuals with disabilities as part of their workforce." 63 Ibid. 64 West Virginia (2013); and Florida, Georgia, Kentucky and South Carolina (2014) used a PPP (Public-Private Partnership) or privatization initiative to develop student housing, dining facilities, a health clinic, pharmacy and a fitness center. Reason Foundation, Annual Privatization Report 2014, pp. 38-39; Annual Privatization Report 2015, pp. 12-15. 65 Mission Statement: “To enhance public safety by enforcing state laws and court mandates through community partnerships and evidence-based program that hold offenders accountable while engaging them in opportunities to become law-abiding, productive citizens.” http://www.dcc.arkansas.gov/about-us. ACC may consider the issue at a November meeting. ACC communication. 66 ACC identified 19 efficiencies: "ACC has worked to incorporate efficiencies and savings in order to make up a $2 million shortfall in operating expenditures from previous administrations that required salary savings to make up the difference." (Information Technology) 1) Eliminated landlines in lieu of cell phones where employees had both. (Y1 savings: $158,000; 2) Renegotiated a new cell phone and table/Ipad plan and phased out tablet service in lieu of hotspots saving $40 per device per month ( $100,000 estimated Y1 savings); 3) Using online GoTo meetings to save travel costs; (eOMIS-Offender Management Information System) 4) Automated offender banking and implemented online deposits to address a Legislative Audit Finding. The policy will save staff time entering money orders and monthly reconciliations; 5) Automation of Arkansas Parole Board processes and voting system enabling commissioners to have current data available when making parole release decisions–eliminated ACC Release Officer staff having to print “boxes” of information weekly resulting in staff time and paper, copier, and transportation expenses; 6) Installed signature pads to capture staff and/or offender signatures on documents eliminating printing costs and staff time to “scan” printed documents; 7) Automate additional processes as time/money allows to save officers time on administrative tasks to allow more time for offender supervision. Example–referral process for offenders automated for assessments for counseling, drug treatment, etc; (Reentry Efforts) 8) Operationalizing the Good Grid-comprehensive web-based reentry portal for offenders in need of various services. Includes a statewide director of employers, volunteers and service providers that assist in successful offender reentry. Includes resume builder and job bank of businesses willing to hire offenders. Donation of programming/development services has been valued at $20 million + benefit to the state; 9) Reentry Services had placed more than 300 residents in reentry facility beds in 2015 as of Sept. 30, and 122 have graduated. The average resident housing cost at a reentry facility is less than half the amount to house a state prison inmate. ACC estimates reentry facilities have saved approximately $2.5 million to date; 10) Significant progress in all ACC locations to assist parolee/probationers to apply for insurance coverage under the Affordable Care Act which gives them substance abuse disorder and mental health treatment coverage. Policy reduces need for additional in-house treatment and counseling staff; (Parole and Probation Services) 11) Implemented a risk and needs assessment tool and have one year of data to reassess its validity. Board adopted a new Offender Violation Guide and parole revocation policy that provides offenders more opportunities to comply with conditions of parole when used with assessment tool. County jail backup significantly reduced; 12) Implemented kiosk reporting for low-risk offenders. Sixty kiosks in 41 statewide locations that allow low-to-medium risk offenders, biometrically enrolled, to check in, pay fees, and receive messages from officers. Policy allows officers more time for moderate and high-risk offenders and to direct resources and programs toward offenders more likely to reoffend; (Administrative Services) 13) Eliminated receptionist and automated reception line; 14) Scrutinize all leases up for renewal and alternative space acquired when costs can be lowered. Bentonville ($14.42 a sq. ft., 7,500 sq. ft.) to Rogers move ($8 a sq. ft., 9,900 sq. ft., annual savings of about $36,000). Purchased Hope Workforce Services Building ($25,000). The building will be paid for within five years with current lease cost after renovations. Proposed Walnut Ridge move to Pocahontas ($10,000 annual savings) did not occur. Central and Parole Office leases are $688,000 per year (about 43,000 sq. ft.) The $13.85 per sq. ft. cost could be reduced if not in the LR Financial quarter; 15) Phased out personal printers/fax machines in lieu of a multi-print station and high reliance on scanning to email rather than hard copies; 16) Implemented new procurement procedure requiring prior approval from central office supervisor for all but required/emergency purchases; 17) Staff training to the field to reduce travel expenses; 18) Centralized food ordering system based on dietician’s menu and number of residents reduces potential over-ordering of supplies; 19) Ordering less expensive but equivalent quality bullet proof vests (SML) in lieu of individually fitted vests that can be reused until expiration date. 67 ACC estimates Reentry Beds privatization has saved approximately $2.5 million to date, about "half of what it would have cost to keep the inmate in prison. When all 500 reentry beds are on line, the savings should be $6.2 million annually not counting the additional 6 to 12 months the offender(s) likely would have stayed in prison." ACC communication 68 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx. Total expenditures declined from 2014 to 2015. 69 ACC response to questionnaire. 70 ACC communication 71 ACC response to questionnaire 72 The first performance measure seeks a 70% participation rate by FY-2017-18. The second seeks a 100% rate by FY 2017-18. Analysts from the Council of State Governments Justice Center briefed the Efficiency Project on performance measures. The Center presented testimony to the Arkansas Legislative Criminal Justice Oversight Task Force. The Pew Charitable Trusts help fund the initiative. Center analysts contend the greatest opportunity for increasing public safety is improving supervisory systems. 73 ACC response to questionnaire 74 Reason Foundation, Annual Privatization Report 2014, 2015 75 ACC communication 76 ACC response to questionnaire. The other two areas are Information Technology/Research and the Interstate Compact. 77 Community-based supervision allows offenders to live at home under defined conditions: a) All parolees have been granted a conditional release from prison prior to end of their sentence and are placed under ACC supervision. Probationers have been allowed by a judge to remain in the community under ACC supervision under specific conditions; b) All offenders are placed on minimum, medium or maximum level of supervision in accordance with a validated risk/needs assessment. The assessment helps guide placement of offenders in treatment/education/employment programs. Community based sanctions and treatment alternatives are utilized to reduce the number of offenders sent or returned to prison; c) Parole and Probation Officers assigned to one of 13 areas (52 offices) across the state attend the Arkansas Law Enforcement Training Academy and are specially-certified law enforcement officers; d) Institutional Release Officers identify when an inmate is eligible for parole consideration and are responsible for scheduling the inmate for a parole hearing when eligible, and preparing paperwork to enable the release of inmates approved by the Arkansas Parole Board; e) Field Services includes a Sex Offender Aftercare Program that trains specialized Parole/Probation officers to supervise high profile level 3 and 4 sex offenders in the community; f) Field Services includes a Special Response Team trained in fugitive parole/probation apprehension of those that abscond (fail to report) their supervision; g) Field Services assists with Reentry Programs as a department program; h) Field Services staff (officers, counselors, administrative specialists) supports specialty courts that handle probation cases involving alcohol, substance abuse, and behavioral health issues through intense supervision, monitoring, and treatment programs. Clients receive outpatient and/or inpatient treatment and counseling, are subject to economic and other sanctions, and are subject to include frequent drug testing and court appearances. Successful completion of the program results in dismissal of the charges, reduced or set-aside sentences, lesser penalties, or a combination; i) A Parole and Probation Manual guides daily requirements for parole and probation supervision of offenders; j) Day Reporting Centers provide comprehensive, non-residential services designed to promote public safety, provide offender accountability and control through intense supervision and surveillance, facilitates offender rehabilitation through behavior modification, substance abuse counseling and education, and helps develop employment skills. Offenders may participate as a condition of supervision or as a sanction for non-compliance with supervisory terms and conditions; k) Parole & Probation Field Services operations are accredited by the American Correctional Association and the Division is under the executive direction of the Deputy Director of Field Services." 78 "Five regionally based residential licensed treatment facilities provide structure, supervision, surveillance, drug/alcohol treatment, educational and vocational programs, employment counseling, socialization and life skills programs, community work transition and/or forms of treatment and program." A Technical Violator Center located at Malvern provides an alternative sanction for offenders who commit technical parole violations, decreasing the number of parolees returned to an Arkansas Department of Correction prison for technical violations. Current capacity is 1,603. Commitments range from 45 days to two years. The average resident spends about 9 months in a treatment center. Center operations are accredited by the American Correctional Association. The residential centers are under the executive direction of the Deputy Director of Residential Services." 79 "Act 1190 of 2013 charged the ACC with the responsibility of convening joint sessions with multiple state and local agencies and community organizations to creating “a holistic and seamless approach for reentry” for Arkansas. The Act 1190 Report provides a summary of current efforts to reduce the recidivism rate of returning offenders in Arkansas and additional recommendations for policies and resources needed to improve the state’s reentry system. This report and corresponding recommendations are available on the ACC webpage. Out of the report grew a Reentry Division headed by an Assistant Director of Reentry. The division is currently under the executive direction of the ACC Chief Deputy Director. Efforts that have been implemented include: a) A recommendation of the reentry plan included a recommendation to open 500 reentry beds which were funded by Governor Hutchinson. An RFP was released and ACC is in the process of awarding contracts for the operation of these beds; b) Transitional housing is funded through Best Practices monies and provides housing for offenders who have been transferred or paroled to the ACC by the Parole Board or has been placed on probation by a circuit or district court. ACC licenses and monitors all transitional housing providers for accountability to offenders and the state; c) The Good Grid is a comprehensive reentry portal designed to assist offenders and their families identify community resources; d) A Mentoring Coordinator is establishing a statewide mentoring program that seeks to match all returning offenders with a mentor in their respective community; e) Community Based Organizations – ACC is supporting efforts of the Restore Hope AR initiative, dedicated to facilitating public/private partnerships and collaborations with stakeholders statewide to provide evidence based solution that will not only have an impact on recidivism of offenders, but on restoration of families; f) Counselors and substance abuse program leaders provide substance abuse and co-occurring disorder services stateside. Services include outpatient substance abuse and mental health related counseling, life and social skills, employment readiness, health education, and referral services." 80 Chieppo, Charles. 2015. "The Pay-for-Performance Approach to Reducing Recidivism: The early success of a Pennsylvania program for parolees shows the potential for one form of privatization" (Sept. 10) Governing. Chieppo is a Research fellow at the Harvard Kennedy School's Ash Center. 81 “The vision of the Arkansas Department of Correction is to be an honorable and professional organization through ethical and innovative leadership at all levels, providing cost efficient, superior correctional services that return productive people to the community.” http://adc.arkansas.gov/goals-and-objectives 82 http://adc.arkansas.gov/images/uploads/2012-2016_Strategic_Plan.pdf 83 ADC identified two efficiencies in its response to a questionnaire: "1) In an initiative to improve efficiency, the Department replaces outdated equipment with newer energy-efficient equipment and expands construction efforts that incorporated energy-saving elements. As a result, the ADC received ‘checks’ symbolic of energy savings and incentives from CenterPoint Energy and Entergy. The checks for energy efficiency incentives total close to $400,000 from all efforts combined and amount to savings of about $2.8 million; 2) The Department has also improved our pre-release planning by assigning eligible inmates to a re-entry barracks with a designated accountability coach who will work on preparing the inmates for successful re-entry into the community." 84 http://www.dfa.arkansas.gov/offices/budget/Pages/actualExpenditures.aspx. Total expenditures increased from 2014 to 2015. 85 ADC response to questionnaire. 86 ADC communication 87 ADC response to questionnaire 88 Reason Foundation, Annual Privatization Report 2014, 2015 89 Reason Foundation, Annual Privatization Report 2015, Criminal Justice and Corrections, p. 7, http://reason.org/files/apr-2015-criminal-justice.pdf. A department official said in an interview that privatization had been tried but did not work. 90 Ibid., Sources: 2012-2013 data: U.S. Department of Justice, Bureau of Justice Statistics, Prisoners in 2013 , September 2014, p. 14, http://www.bjs.gov/content/pub/pdf/p13.pdf 91 a) Salaries and matching expenses; b) Medical; c) Food Purchases; d) Utilities; and e) Building and Grounds Maintenance. 92 a) Seed, Feed, Fertilizer, Chemicals, Non-Inventory Items; b) Salaries and matching expenses; c) Utilities; d) Repair Services–Building & Equipment; e) Rent/Lease-Equipment. 93 a) Resale Non-Inventory Items; b) Salaries and matching expenses; c) Utilities; d) Repair Services – Building & Equipment 94 a) Building and Grounds Maintenance; b) Utilities; c) Food Purchases; d) Fuel Download 463.86 Kb. Share with your friends:
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