BUSINESS PLAN 2020 - Maryland

BUSINESS PLAN2020FY2021-2023

Stephen Sanders

Chief Executive Officer

Robert L. Green

Secretary

Department of Public Safety and Correctional Services

Wayne Hill

Acting Deputy Secretary of Operations


Maryland Correctional Enterprises Strategic Business Plan

Fiscal Years 2021- 2023

September 2020

2

September 2020

Dear MCE Employees and Stakeholders:

On behalf of Maryland Correctional Enterprises (MCE), it is indeed a pleasure to present a copy of the Strategic Business Plan Fiscal Years 2021-2023 for your review. The Plan was developed by MCE employees, facilitated by the DPSCS Police and Correctional Training Commissions, and is based on the goals of: maintaining a self-supporting status, increasing inmate employment, increasing customer satisfaction, improving organizational excellence, and providing support and services for successful inmate transition to the community.

In May 2001, the first MFR Seminar was held at the Maritime Institute of Technology to review the first Business Plan published in September 2000 and to prepare for the next edition. MCE has held to this schedule ever since.

Due to the COVID-19 Pandemic, MCE’s 2020 MFR Seminar was conducted remotely and focused on planning for success in this new era. Thank you to all those involved in this year’s seminar.

2020 MFR Participants Facilitators: Jennifer Beskid and Darla Rothman

Cliff Benser

Ron Brown

Ricky Budoy

Jim Cluster

Nicole Copeland

Christine Cunningham

Todd Deak

Derek Hadley

Mat Hall

Janet Lane

Ashley Lohr

Ricky Rowe

Mark Rowley

Stephen Sanders

Thomas Seltzer

Steve Shiloh

Verona Williams

Stability has been established in working towards attainment of the long range Goals and Objectives by the accomplishment of the shorter term Strategies. However, success of the plan can only be achieved through cooperation and teamwork. Any questions or comments may be directed to myself, Ashley Lohr (410-540-5405) or Cliff Benser (410-540-5404).

Best Regards,

Stephen Sanders


Maryland Correctional Enterprises 7275 WATERLOO ROAD • JESSUP, MARYLAND 20794 • www.mce.md.gov

(410) 540-5400 • FAX (410) 540-5570 • TTY USERS (800) 735-2258

STATE OF MARYLAND

LARRY HOGAN GOVERNOR

BOYD K. RUTHERFORD

LT. GOVERNOR

ROBERT L. GREEN SECRETARY

RACHEL SESSA CHIEF OF STAFF

CHRISTOPHER McCULLY

DEPUTY SECRETARY ADMINISTRATION

WAYNE HILL

ACTING DEPUTY SECRETARY OPERATIONS

CAROLYN J. SCRUGGS

ASSISTANT SECRETARY

GARY W. McLHINNEY ASSISTANT SECRETARY

MARYLAND CORRECTIONAL

ENTERPRISES

STEPHEN SANDERS CHIEF EXECUTIVE OFFICER

Transforming lives through mentoring, providing marketable skills, and instilling positive work ethics to contribute to a safer community.

VISION STATEMENT

VALUES STATEMENT

The following beliefs (core principles) support our mission and vision statements:

Quality and Customers - We are committed to provide our customers with the highest quality products and services in a timely manner within all areas of Maryland Correctional Enterprises. Environmentally Friendly – We are committed to improving our environmental awareness in all areas of Maryland Correctional Enterprises. Financially Successful - We will manage our financial resources (assets, profits, sales, cash, investments) to support existing operations and future expansion. Transition Services - We are committed to quality training and preparation of our inmate work force to enhance their employment opportunities upon release. Teamwork and Communications - We value each employee as an important asset in helping to achieve the mission of the agency through teamwork and effective communications. Professionalism - We value effective leadership and strive for impartiality and fairness in the workplace. We encourage personal and professional development. We recognize and reward dedication and commitment to excellence.

4

Strategic Business Plan FY 2021 - 2023

MISSION STATEMENT

The mission of Maryland Correctional Enterprises (MCE) is to provide structured employment and training activities for offenders in order to improve employability upon release, to enhance safety and security, to reduce prison idleness, to produce quality, saleable goods and services, and to be a financially self-supporting State agency.

Chief Executive Officer Executive Assistant

Projects Consultant Management Council Executive Director

Chief Operating Officer Chief Administrative Officer Chief Development Officer Administrative Aide

Director of Sales

Director of

Marketing

Operations Manager

Chief Financial

Officer

Information Technology

Manager

Policies & Procedures

Manager (ECSO)

Director of

Reentry Services

Design Manager

Cust. Service Manager

Sales Manager

Accts. Payable Manager

Inventory Manager

Purchasing Manager

Accounting Services

Accts. Rec. Manager

Fixed Assets/ Payroll Manager

Cost Accounting Manager

Graphics Regional Manager Jessup

Regional Manager Textiles Regional Manager Central Warehouse

Manager Hagerstown Warehouse Manager

Western

Regional Manager

Design, Sign, PATX Furn. Manufact., JCI Sew, JCI Courier Service Upholstery, MCIH Partition, MCTC MCIW Graphics I, MCIJ Tag, JCI Sew, MCIW Textile Coordinator Metal I & II, MCIH Furniture, WCI

Graphics II, MCIJ Mailing/Dist., MCI-W Textiles, ECI Moving and Labor Meat, MCIH Brush/Carton, MCTC Quick Copy,MCIJ Furn. Restor., ECI Laundry, ECI Laundry, MCIH PIE, MCIH Graphics, RCI Laundry, CMCF

Inmate Workers MANAGEMENT

Maryland Correctional Enterprises (410) 540-5400

Title Name Chief Executive Officer Stephen Sanders Executive Assistant to the CEO Vacant Chief Operating Officer Vacant Chief Administrative Officer Mark Rowley Chief Development Officer Vacant Staff Development Director Ashley Lohr Director of Marketing Nicole Copeland Exec. Director of Mgmt. Council David Jenkins Director of Sales Todd Deak Sales Manager Jim Hook Chief Financial Officer Verona Williams Operations Manager Vacant Senior Advisor Steve Shiloh Projects Consultant Cliff Benser Customer Service Manager Shari Hoffman Design Manager Terry Hill IT Manager Engrican Budoy Re-Entry Services Director Janet Lane Regional Managers Name Western Ron Brown Jessup/ECI Furniture Restoration Mat Hall Textiles/ECI Liaison Thomas Seltzer Graphics Jim Cluster Central Warehouse Derek Hadley Hagerstown Warehouse Ricky Rowe

Staff Development Director

Director

REGIONWestern Ron BrownJessup/ECI Furniture Restoration Mat HallTextiles/ECI Liason (Acting) Tom SeltzerGraphics Jim ClusterCentral Warehouse Derek HadleyHagerstown Warehouse Ricky Rowe

REGIONAL MANAGERS

Chief Executive Officer Stephen SandersExecutive Assistant to the CEO VacantChief Operating Officer VacantChief Administrative Officer Mark RowleyChief Development Officer VacantStaff Development DirectorDirector of Marketing

Ashley LohrNicole Copeland

Exec. Director of Management Council David JenkinsDirector of Sales Todd DeakSales Manager Jim HookChief Financial Officer Verona WilliamsOperations Manager VacantSenior Advisor Steve ShilohProjects Consultant Cliff BenserCustomer Service Manager Shari HoffmanDesign Manager Terry HillIT Manager Engrican BudoyReentry Services Director Janet Lane

MANAGEMENT

6

Maryland Correctional EnterprisesFiscal Years 2021 – 2023

Goals, Objectives, Strategies

Goal 1.1 To maintain self-supporting status to support existing operations and future expansion. Objective 1.1.1 To achieve a 3% net operating income level every fiscal year through June 2022.

Strategy 1.1.1.1 Analyze revenues and expenditures, including agency wide control of costs, on a monthly basis and take corrective action when necessary to ensure the objective.

Performance Measure Net operating income level achieved in each fiscal year. Chairperson Chief Executive Officer Members Chief Operating Officer, Chief Administrative Officer, Chief

Financial Officer, Regional Managers, Senior Accountant, Operations Manager, Inventory Manager, Invited Guest Members

Summary of Strategy Results

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

Net Operating Income 2.2% 2.3% 5.3% 6.9% 6.9% 2.93% 0.11

Adjusted Net Operating Income (after transfers) (1.3%) 0.0% 5.3% 2.7% 6.9% 2.93% 0.1

Adjustments:

FY2014 ($1,800,000) transfer to State’s General Fund in FY2014.



1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

Fiscal Year 2021

The Chief Executive Officer conducts Gross Profit meetings with the Committee Members each month except for July, August, and September when financial data is not available due to the annual financial audit of MCE.

1 MCE incurred increased, unexpected expenses as a result of the COVID-19 Pandemic beginning in March 2020.

Maryland Correctional EnterprisesFiscal Years 2021 – 2023

Goals, Objectives, Strategies

8


Adjustments

9

Strategy 1.1.1.2 Evaluate the purchasing practices of our customers to determine trends and analyze data.

Performance Measure Annual review of top 10 customer’s data to be compared to data from three prior FYs (2018, 2019, 2020).

Chairperson Director of Sales Members IT Manager, Sales Manager, Director of Marketing


• FYs 18, 19, and 20 top 10 customer’s analyzation and distribute of the information will be distributed in the

first quarter of FY21. • Continually Evaluating Waiver Requests / BID opportunities

o Pursuing opportunities for interior signage (Brail). MVA and DJS potential. • UMCP / UMBC is working with a new EProcurement platform:

o Once our website contact is finalized, we will address the capabilities of linking into these procurement platforms.

• In May we launched COVID19 protective equipment products. • In May we joined the Maryland Manufacturing Network. • Monitoring Monthly Quick Ship Sales.

- FY20 Target Goal: 1.6M

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter* YTD FY 19 377k 310k 360k 494k 1.5M FY 20 426k 290k 336k 89k 1.1M Difference +13% -7% -7% -82% -26%

*Dramatic 4th quarter decrease attributed to COVID-19 Pandemic

• Monitoring County K-12 Sales - FY20 Target Goal: 2% Increase

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter* YTD FY 19 49k 23k 57k 65k 194k FY 20 20k 29k 15k 23.6k 79k Difference -58% +21% -74% -64% -60%

*Dramatic 4th quarter decrease attributed to COVID-19 Pandemic

• Monitoring Monthly Graphics Sales - Utilizing report to pursue customers that have purchased from us in the past or ones that are not utilizing

our graphic capabilities. • Monitoring Weekly Open Order Reports:

- Account reps continually review/analyze on a monthly basis. • Monitoring Protective Equipment Sales. • Monitoring Sales from the MD Manufacturing Network


10

FY18/19/20 COUNTY K-12 SALES

County K-12 Sales FY 18 FY 19 FY 20 % Comp.

Allegany County $0.00 $0.00 $0.00 0% Anne Arundel County $42,545.00 $58,770.00 $173.06 -99.71%

Baltimore City $2,669.83 $7,672.50 $54.40 -99.29% Baltimore County $10,054.00 $13,473.50 $19,083.00 42% Calvert County $734.40 $0.00 $0.00 0% Carroll County $2,397.80 $3,132.12 $800.55 -74%

Caroline County $0.00 $0.00 $0.00 0% Cecil County $0.00 $0.00 $0.00 0%

Charles County $0.00 $0.00 $0.00 0% Dorchester County $15,532.15 $14,655.30 $3,871.05 -74% Frederick County $516.00 $0.00 $0.00 0% Garrett County $0.00 $0.00 $0.00 0% Harford County $2,157.00 $2,525.00 $0.00 -100% Howard County $69,198.00 $44,528.00 $31,078.00 -30%

Kent County $0.00 $0.00 $525.00 100% Montgomery County $2,877.67 $773.50 $843.50 9%

Prince Georges County $0.00 $18,101.00 $6,637.00 -63% Queen Anne’s County $0.00 $0.00 $0.00 0%

Somerset County $0.00 $0.00 $0.00 0% St. Mary’s County $0.00 $0.00 $0.00 0%

Talbot County $0.00 $525.00 $0.00 -100% Washington County $719.10 $362.30 $324.95 -10% Wicomico County $0.00 $0.00 $0.00 0%

Worchester County $0.00 $594.00 $913.80 54%

Sub Total: $149,400.95 $165,112.22 $78,763.71 -52%

MD State Dept. of Education HQS $402,165.22 $348,213.55 $165,221.49 -53% MSDE-Library for the

Blind & Physically Handicapped $881.48 $129.90 $0.00 -100%

MSDE-Division of Rehab Services (Timonium) $5,298.00 $133.00 $1,793.00 1248%

MSDE-Division of Rehab Services (Baltimore) $309,176.28 $160,033.94 $1,202,356.18 651%

MD School for the Deaf (Frederick) $23,929.92 $19,967.47 $7,374.46 -63% MD School for the Deaf (Columbia) $9,975.36 $9,358.40 $6,756.85 -28%

Grand Total: $900,827.21 $702,948.48 $1,462,265.69 108%

Note: % comparison is based on FY 19/20 numbers

FY18/19/20 COUNTY K-12 SALES

11

Strategy 1.1.1.3 Identify, share and implement quality improvements and cost reduction/avoidance programs each year.

Performance Measure Implement, share, document cost reduction/ avoidance and report quality assurance programs quarterly.

Chairperson Operations Manager Members Chief Operating Officer, Director of Sales, IT Manager, Regional

Managers, Plant Managers


• Quality improvement follow-up:o Metal Plant #124 has improved the process of installation of security cages into the DPSCS

transport vehicles. MCE has eliminated the use of welding to attach the panels to the interior of the vans, using an alternative, yet secure method. Quality control checks are performed to ensure consistency. Final installation Quality Checks are performed by MCE staff, before the vehicles are released resulting in a professional, durable defect free installation.

o Plant #112 received a quality control issue identified by Morgan State University, where fabricwas coming off panels. Upon investigation, it was discovered that the plant was not utilizing enough fabric and the backing of the double-sided tape. A Five Step Problem Solving Report has been requested and new quality control checks will be implemented.

• Cost reduction: Follow-up:o MCE Meat Plant #125. Since adjusting the work span for this Plant from a four-day, ten hour per

day schedule for a five-day, eight hour a day schedule, the need for daily overtime on Friday was eliminated. The work schedule is based on the capacity of the freezer, which coincides more with an eight hour day.

• Cost reduction and efficiency:o Graphics Plant #132 to 6:00am start, corresponding with the other Graphics Plants within MCIJ.

The plant will continue to wok five days per week, eight hours per day, but by matching the other Graphics Plants the DOC will only require one movement for Plant start up thus reducing the cost and the need for additional manpower.

o At the close of quarter three, MCE dramatically reduced operations as a result of the COVID-19pandemic to enhance operational safety. The only shops continuing a full-scheduled dedicated resources to manufacturing PPE and rotating staff when possible. All MCE purchases are being reviewed by CEO and CAO to reduce unnecessary spending during the COVID-19 pandemic.

o ECI plants have reduced operation to four days a week and work ten-hour shifts. As we haveseen in other shops on the same schedule, this decreases idle time spent on shop opening and closing.

• Cost reduction through standardization:o At the request of the Department, MCE Graphics has standardized the form used for inmate

vouchers, across all prisons. This will reduce the cost for the Department of Public Safety and improve the voucher process focusing on the SID number.


12

Strategy 1.1.1.4 Annually review and audit business unit standard costs and selling prices for profitability.

Performance Measure Annually review and audit business unit standard costs and selling prices for profitability.

Chairperson Chief Financial Officer Members Cost Accountant, Director of Sales, Chief Operating Officer,

Director of Marketing, Senior Accountant, Purchasing Manager


• The Finance Department completed the following standard costs analyses:o Shop 140

§ 4-Part Carbonless Form - White Canary-Pink & Goldenrod• Item numbers 140134-A, 140135-A, 140135-B, 140135-C and 140136.

§ The resulting analysis showed that manufacturing costs have increased in the range of79.0 -106.0% over the previous standard costs.

o Shop 122§ The following series of chairs supplied by OEI were reviewed due to vendor price

increases. • Item numbers: 122017, 122018, 122013, 122014, 12274JR39XXX, and

12278JR39XXX. § The resulting analysis showed that manufacturing costs have increased in the range of 3.8

-28.4% over the previous standard costs. The results were forwarded to the marketingdepartment for market studies.

o Shop 115§ Annapolis II series of executive desks and credenzas

• Item numbers: 115A2EDR231, 115A2EDR113, 115A2STCFLF13 and115A2STFCBB234.

§ The resulting analysis showed that manufacturing costs have increased in the range of2.1 - 18.4% over the previous standard costs. The results were forwarded to the marketing department for market studies.

§ Canton Office Suite• Item numbers: 115LDRB33, 115VFGS11, 115LF4B33, and 115RDT36B52

§ The results of this analysis indicted an increase in the current selling prices.

• All study results were forwarded to the marketing department for market studies.


13

Strategy 1.1.1.5 Network with other state correctional industries to identify best practices & additional venture opportunities.

Performance Measure Compile an annual FY report identifying relevant best practices & additional venture opportunities.

Chairperson Chief Development Officer Members Operations Manager, Chief Operating Officer, Chief Administrative

Officer, Regional Managers, Director of Marketing, Plant Managers Director of Sales, Staff Development Director, Projects Consultant, Guest (Other state rep)


• MCE Staff attended multiple NCIA Webinars focusing on becoming “LEAN” and Maintaining Self-Sufficiency.Both provided valuable information and additional training opportunities will be investigated.

• An annual report of best practice research was submitted to the CEO on August 26, 2019• MCE submitted NCIA Directory information on August 30, 2019• NCIA held two conference calls overviewing best practices during COVID-19 crisis, one focused on the

production of hand sanitizer. Continued information on production of COVID-19 supplies by CI are being shared by NCIA.

• MCE’s Staff Development Director and Policies and Procedure Manager participated in the NCIA PIECPwebinar on 3/26/2020. MCE will undergo a BJA audit of the Metal PIE program in late 2020. Documents for a preliminary desk audit were submitted prior to the May due date.

• Due to COVID-19, many initiatives have been placed on hold.

Objective 1.2.1 Continue to achieve annual sales of at least $50,000,000. Strategy 1.2.1.1 A minimum of biennially review and update the Marketing and Sales Plan.

A. Evaluate sales trends that have resulted from the COVID-19 pandemic.B. Evaluate marketing using existing resources to track the impact of newproducts resulting from the pandemic which has shifted operations.

Performance Measure Sales achieved in each fiscal year. Chairpersons Director of Sales & Director of Marketing Members Chief Executive Officer, Chief Operating Officer, Sales Manager

Operations Manager, MCE Staff


Sales

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

$51,799,493 $54,049,268 $61,442,491 $58,951,233 $55,003,182 $52,457,137 $55,772,218

1.9% 4.3% 13.7% (4.3%) (6.7%) (4.6%) 6.3%

Cumulative Totals 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

Fiscal Year 2021


14

1st Quarter 2nd Quarter 3rd Quarter 4th Quarter YTD

SALES (FY 20 figures taken

from preliminary reports)

FY19 $11.5 million $13.7 million $10.9 million $16.4 million $52.5 million


INCOMING ORDERS



WEBSITE SALES

FY19 $170 thousand $139 thousand $158 thousand $272 thousand $739 thousand

FY20 $182 thousand $191 thousand $175 thousand $64 thousand $612 thousand

*All tracking measures decreased in the fourth quarter due to negative impacts of the COVID-19 pandemic

• 2020-21 Marketing and Sales Plan, distributed in early 2020: Three goals/objectives for sales:

Ø Goal 1: Increase Sales (2% goal)• Incoming orders Calendar Year 2020 (Jan-June): 24.5M• Incoming orders Calendar Year 2019 (Jan-June): 28.1M

o 12.8% decrease (due to pandemic)• Customer Analysis: FYs :18, 19, 20 top 10 customer’s analyzation and distribute

of the information will be distributed in FY21 1st qtr.• Relocation of the Sales Dept. to the new showroom was in the beginning stages

to implement the move in April; however, delayed due to pandemic, looking to start in 1st quarter of FY21.

• In May Provided Sales/Design/C.S. options for protective barrier furniture we currently have to offer

• Shop 124 developed a mobile barrier screen• Joined the MD Manufacturing Network• Reached out to vendor partners to gather info/ideas regarding barrier type

furniture products (OEI, Norix, Harford Forest, Bay Products, Nightingale)• New Products/Services:

o Held NPC Restart Meeting in Jan. (First Presentation Meeting to be in May)

o We started selling COVID19 Protective Equipment§ Sneeze Guards, Face Shields, Gowns, Hand Sanitizer,

Protective Workspace Equipment, Univ. Care Packages (smaller sanitizers, custom sneeze guards

• New brochures / email advertisements:o Email Blast:

§ Feb: MCE Surveyo New Brochure:

§ UMCP Brendan Iribe Case Study§ April: COVID-19 Chemical Offerings§ April: COVID-19 Delay notification/Q.S. and Clearance reminder§ May: COVID-19 Protective Equipment§ June: COVID-19 Protective Workspace Solutions§ June: Clearance Discounts§ June: Return to Office Needs Survey§ June: Back to Work Essentials

• New Panel Fabrics Selected for Contract• New Customers

o 2019 - 2020 Total: 61

15

Ø Goal 2: Training Opportunities • 2019 Oct – Dec:

o Dec. Shop 113/147 Training (Mailing & Distribution/ Data Entry) • 2020 Jan. - March:

o Jan: OEI Cubical Training o Monthly Security Awareness Training o Initial tablet training

• 2020 Jan.-Dec. o Google Training Opportunities o Monthly Security Awareness Training o Sexual Harassment Training

Ø Goal 3: Explore Possibilities of Expanding Technology

• Tablets: All tablets have been provided to Sales and part of C.S./Install Coordinators.

o Working with IT to get laptops for the Design team and tablets for the remaining C.S. staff

• SalesForce while in discussion, has been put on hold due to COVID-19 • Microsoft Project Software was ordered and not installed due to COVID-19. • Started discussions with IT regarding external hard drive implementation for all

MCE orders. Process on hold due to pandemic.

• Under a more aggressive plan – sending out weekly emails including re-engagement emails; providing the Account Representatives with marketing collateral to help them in the sales process.

• Google Analytics has been utilized recently, enabling MCE to track conversations and revenue. During the first 28 days of use, users (people who visit our website) have grown by 55%. In addition, 47% have come to our website by searching for us organically and 44% have come to our website by typing in the URL www.mce.md.gov.

o Google Analytics data Ø Sessions by device: Ø 76.5% (down by 3.5 %) Ø Mobile 20.1% (up by 2.7%) Ø Tablet 3.3% (up by 1.2%)

o The top channel for driving users to our website is organic. The top 3 search words are:

Ø MCE Ø Maryland Correctional Enterprises Ø Amazon

• Last Quarter, after sending consistent emails traffic to the website has increased, resulting in purchases of

face shields, hand sanitizer, sneeze guards and hospital gowns.

16

Objective 1.3.1 Improve MCE’s visibility among our customer base and other stakeholders. Strategy 1.3.1.1 Identify and educate customers and stakeholders.

Performance Measure Develop/update presentations to adapt to the changing environment that may require social distancing and other personal protective measures.

Chairpersons Director of Sales & Director of Marketing Members Operations Manager Regional Managers, Sales Manager, Chief

Development Officer, Director of Reentry Services, Design Representative, Staff Development Director, Guest


• Detailed performance measures were established:o Conduct one institution tour a quarter to a new group of customers.o Send out monthly sales emails to our customer contact list.o Do eight presentations annually to new customers/stakeholders.o Director of Sales and Director of Marketing attends one new networking event per quarter to create

new business opportunities.o Exhibit at 10-12 conventions per year.o Host a bi-annual Clearance event at the Brock Bridge Road Warehouse and Showroom (Spring

2020 and Fall 2020).o Advertise in the NCIA directory.

• FY2020 Conventions:

• Corporate Philanthropy July 18, 2019 Baltimore, MD

• MD Association of Counties (MACo) August 14-16, 2019 Ocean City, MD

• Maryland Association of Boards of Education (MABE) October 2-4, 2019 Annapolis, MD

• DNR Maryland Park Field Savers Day September 25, 2019 Boonsboro, MD

• Association of School Business Officials (ASBO) October 25-28, 2019 National Harbor, MD

• Re-Entry Symposium January 6, 2020 Baltimore, MD

• Annapolis Showcase January 23, 2020 Annapolis, MD

• Tours:o DGS toured MCE JCI shopso Judiciary Committee toured MCIW and MCIJo Eastern Shore Legislatures EIo MVA toured JCIo DJS New Showroom Touro MSU toured MCI-H and MCTC shopso DGS toured showroom

• Presentationso Nov: UMCP (Asst. V.P. Procurement & Strategic Souring)o Nov: Hagerstown Community College (President and Staff)o Jan. 6th: Re-entry Champion Employer Symposiumo Jan. 17th: Conference Call Information on MCE to NIC/Philcoro Jan. 9th: New Products Committee Meetingo Feb. 24th: Green Purchasing Committee Meeting

• Email blasts:o Email Blast 1: MCE Catalog Announcement, 765 recipients, 413 email opens (27%), and 36 clicks

(3%)o Email Blast 2: MCE Flash Sale to Wardens, 24 recipients, 17 email opens (70.8%)o Email Blast 3: MACO Summer Conference, 763 recipients, 299 email opens (25%)o Email Blast 4: MCE Catalog Now Available, 982 recipients, 299 opens (31%)o Email Blast 5: MCE MABE Annual Conference Follow-Up, 9 recipients, 8 opens (63%)

§ NCIA published MCE’s advertisement in the January 2020 directory.


17

§ We have an idea of who our target market is. See the Google Analytics data below. This is a small snapshot of who are audience is because most purchases are not made on our website.

Goal 2.1 To maximize inmate employment by providing occupational skills and training. Objective 2.1.1 Continue to employ inmates while maintaining a safe staff to inmate ratio. Strategy 2.1.1.1 Investigate inmate employment opportunities based on industry standards as

recommended by National Institute of Corrections and National Correctional Industries Association (NCIA).

Performance Measure Maintain an appropriate number of civilian staff members in order to ensure a safe, secure, & efficient workplace for staff and inmates while adhering to recommended personal protective measures during a State or national emergency.

Chairperson Chief Executive Officer Members Chief Operating Officer, Operations Manager, Chief Development

Officer, Staff Development Director, Regional Managers, Plant Managers


Inmate Employment FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

2,0911 2,041 2,035 2,042 1,7192 1,5163 8214

NOTES: 1. MCE was forced to close its Upholstery Plant at NBCI in October 2013 due to the continuing Lock-down situation at that Institution. This action resulted in the loss of 25 inmate positions.

2. MCE has a current vacancy rate of 25%. Recruiting difficulties negatively affected FY18 inmate employment.

3.

4.

MCE Field Staff directed to NOT EXCEED 1:20 staff to inmate ratio. MCE has a current vacancy rate of 25.8%. Recruiting difficulties continue to negatively affect FY2019 inmate employment.

Due to plant closures and staff reductions as a result of COVID-19 precautions, MCE has experienced a dramatic drop in inmate employment. At the direction of DPSCS, ten business units remained closed as of 6/30/2020.


Strategy 2.1.1.2 Develop private industry partnerships. Performance Measure Pursue PIE partnerships each fiscal year. Chairperson Chief Development Officer Members Executive Director of Management Council, Chief Operating Officer

Projects Consultant, Staff Development Director, Policy & Procedures Manager, Appropriate Plant Manager(s), Operations Manager


• MCE met with Tom James on July 18th and August 7th. No immediate interest in a PIE partnership, but

opportunities may arise in the future. The company is interested in hiring returning citizens. • MCE held a conference call with MidAtlantic Farm Credit on August 20, 2019 to explain PIE Program. There

were no plausible partnerships identified currently. • New PIECP Literature has been developed and is available on the website. Once staffing reaches adequate

levels, MCE will work on promoting PIE programs. • On March 3rd, MCE held a conference call with Vision Technologies, Inc. for a potential opportunity in which

inmates would prefabricate IT wiring. A follow up meeting was to be scheduled; however, investigation has halted due to the COVID-19 pandemic.

• On July 9th, MCE participated in a Visioning Session with the Governors Workforce Development Board (WFDB). During the session PIE opportunities were discussed and information will be shared with local businesses.

• Once normal operations resume, MCE will investigate additional PIE opportunities utilizing both the customer and employer models.

Goal 3.1 To increase customer satisfaction. Objective 3.1.1 Determine customer satisfaction factors and take appropriate steps to address these issues. Strategy 3.1.1.1 Annual customer survey to identify areas of customer needs. Performance Measure Review survey results and analysis annually. Chairperson Director of Marketing Members Customer Service Manager, IT Manager, Regional Managers,

Sales Manager, Director of Sales, Operations Manager, Warehouse Managers


18

19

Objective 3.1.2 To continue to improve MCE delivery time. Strategy 3.1.2.1 Weekly evaluation of overdue orders.

Performance Measure Actual delivery times and weekly value of overdue orders. Chairperson Chief Operating Officer Members Operations Manager, Regional Managers, Warehouse Managers

Director of Sales, Administrative Assistant to COO


• MCE implemented a new, automated delivery tracking system. This new process has resulted in increaseddelivery times, as MCE is no longer excluding the Annapolis Furniture line and other miscellaneous products from the report. The new report is also based on invoice date, rather than delivery date that may account for a one-day variance. Although the delivery times have increased, this method improves the accuracy in data analysis. Despite the increase, over 90% of MCE's deliveries occur on time, in 90 days or less.

• The overdue order report is generated and reviewed weekly. As of January 13, 2020, the weekly comparison oforders over ninety days old was reduced by $453,854.00 or 47.48%.

• MCE experienced increased delivery time in FY20 due to state closures. Many state agencies were notaccepting orders, resulting in increased delivery times. In addition, continued closures at furniture, textiles, and graphics plants have resulted in increased production times. Despite these factors, nearly 90% of all MCE deliveries remain on time.

Average Delivery Time (Days)

FY2014 FY2015 FY2016 FY2017 FY2018 FY 2019 FY 2020

31.3 25.4 22.3 22.9 24.4 27.4 42.1

AVERAGE DELIVERY TIMES

Graphics – 4.9 Weeks Textiles – 8.5 Weeks Furniture – 9.6 Weeks Miscellaneous – 3.3 Weeks

Strategy 3.1.2.2 Evaluate the MCE quick ship product line. Performance Measure Annually review the MCE Quick Ship product line based on

customer requests and needs. Chairperson Operations Manager Members Director of Sales, Director of Marketing, Warehouse Managers,

Plant Managers, Regional Managers, Cost Accountant


• FY20 Quick Ship sales were $1.1 million which were down $400,000 from last year as a result of reduced 4th

quarter sales. This is largely attributed to the COVID-19 pandemic.• MCE raised par levels on specific quick ship products to meet customer demand. We have made this decision

based on statistical data. This will increase our minimum allowable order for Quick Ship products from five to ten units per order (except for Annapolis II desks).

• The Alta standard leg will replace the Alta sled-based chair, as this product has been discontinued.• Two “office in a box” options will be created for customers in order to help our customers select and purchase

office needs from MCE in one convenient package, delivered within fifteen business days or less.• We have unofficially added several COVID-19 Response Items to our quick ship offerings. While quantities are

available, the following ship in 15 days or less:o Personal cotton sneeze guards (facemasks)o Face shieldso Reusable hospital gownso Alcohol based hand sanitizer gel


Objective 3.1.3 Use of technology to enhance customer service and satisfaction. Strategy 3.1.3.1 Improve MCE’s infrastructure to align all processes which provide enhanced internal

and external customer service. Performance Measure Actual delivery times and weekly value of overdue orders. Chairpersons Chief Administrative Officer and IT Manager Members Director of Sales, Customer Service Manager, Director of

Marketing, Warehouse Managers, Chief Financial Officer Chief Operating Officer, Operations Manager, Regional Managers, MCE Staff


We are continuing with the objective efforts to improve MCE’s information technology infrastructure. • After approval from the Board of Public Works to hire during July and August Agile PM interviews were

conducted. A total of ten candidates were interviewed and the interviews yielded three candidates that ranked highly for further consideration.

• December: The initial candidate for Project Manager declined the offer. We are continuing to move forward with the 2nd Candidate.

• On December 5th, - We met with Director of DoIT’s Program Management Office to go over the next steps for moving the project forward.

• On December 23rd, Jamaal Boynes a temporary IT Technician has joined the MCE IT team to help manage, support and maintain the MCE’s IT assets and technologies used by our MCE users for their day to day production and operations use. Additional efforts to improve MCE’s infrastructure includes the implementation of a new CSR and ERP system.

• In September, Skyline Technology Solutions provided the first drafts of the CSRs the Consulting Services Request through Network Maryland for the work to begin the building of the MCE statewide intranet. This infrastructure is critical for the implementation of the ERP. Skyline Technology Solutions submitted a CSR for the following MCE sites: SITE 1: HQ (7275 Waterloo Rd, Jessup, MD) SITE 2: ECI (30420 Revells Neck Rd, Westover, MD) SITE 3: JCI (7805 House of Correction Rd, Jessup, MD) SITE 4: MCI-J (7803 House of Correction Rd. Jessup, MD) SITE 5; MCI-W (7943 Brockbridge Rd Jessup, MD)

• On February 9th, DoIT’s Dr. Scott A. Bernard the State’s Chief Enterprise Architect has committed to assist us

with the ERPIP technical solution efforts. Dr. Bernard will be reaching out to other state correctional industries principals to help gather technical information on the various ERP and manufacturing enterprise systems that are being utilized throughout the country.

• The Board of Public Works has approved the RFR to hire the 2nd Project Manager Candidate for the ERPIP. • On May 13th, William Mark Conrad from Business Solutions Group (BSG) was on boarded as the 2nd Project

Manager for the ERPIP. • DoIT Office of the Enterprise Architect (OEA) completed a Solution Assessment for the MCE proposing an

Enterprise Resource Planning System which recommends that MCE implement Global Shop Solutions (GSS) as the replacement ERP. This proposal was submitted and approved by the Secretary of DoIT.

• Since being on boarded, the PM revised all existing ERPIP documentation and provided decision support analysis leading to a decision to reset the focus on pursuing a sole-source procurement of GSS without publication of a standard RFP. The team solicited and received three proposals from GSS to use in our procurement activities.

• On June 26th, MCE IT and Skyline Technology Solutions submitted the Network Service Requests (NSR) to DoIT requesting NetworkMD network services for MCE sites moving MCE forward in building the MCE statewide intranet.

20

Objective 3.1.2 To continue to improve MCE delivery time. Strategy 3.1.2.1 Weekly evaluation of overdue orders.

Performance Measure Actual delivery times and weekly value of overdue orders. Chairperson Chief Operating Officer Members Operations Manager, Regional Managers, Warehouse Managers

Director of Sales, Administrative Assistant to COO


• MCE implemented a new, automated delivery tracking system. This new process has resulted in increaseddelivery times, as MCE is no longer excluding the Annapolis Furniture line and other miscellaneous products from the report. The new report is also based on invoice date, rather than delivery date that may account for a one-day variance. Although the delivery times have increased, this method improves the accuracy in data analysis. Despite the increase, over 90% of MCE's deliveries occur on time, in 90 days or less.

• The overdue order report is generated and reviewed weekly. As of January 13, 2020, the weekly comparison oforders over ninety days old was reduced by $453,854.00 or 47.48%.

• MCE experienced increased delivery time in FY20 due to state closures. Many state agencies were notaccepting orders, resulting in increased delivery times. In addition, continued closures at furniture, textiles, and graphics plants have resulted in increased production times. Despite these factors, nearly 90% of all MCE deliveries remain on time.

Average Delivery Time (Days)

FY2014 FY2015 FY2016 FY2017 FY2018 FY 2019 FY 2020

31.3 25.4 22.3 22.9 24.4 27.4 42.1

AVERAGE DELIVERY TIMES

Graphics – 4.9 Weeks Textiles – 8.5 Weeks Furniture – 9.6 Weeks Miscellaneous – 3.3 Weeks

Strategy 3.1.2.2 Evaluate the MCE quick ship product line. Performance Measure Annually review the MCE Quick Ship product line based on

customer requests and needs. Chairperson Operations Manager Members Director of Sales, Director of Marketing, Warehouse Managers,

Plant Managers, Regional Managers, Cost Accountant


• FY20 Quick Ship sales were $1.1 million which were down $400,000 from last year as a result of reduced 4th

quarter sales. This is largely attributed to the COVID-19 pandemic.• MCE raised par levels on specific quick ship products to meet customer demand. We have made this decision

based on statistical data. This will increase our minimum allowable order for Quick Ship products from five to ten units per order (except for Annapolis II desks).

• The Alta standard leg will replace the Alta sled-based chair, as this product has been discontinued.• Two “office in a box” options will be created for customers in order to help our customers select and purchase

office needs from MCE in one convenient package, delivered within fifteen business days or less.• We have unofficially added several COVID-19 Response Items to our quick ship offerings. While quantities are

available, the following ship in 15 days or less:o Personal cotton sneeze guards (facemasks)o Face shieldso Reusable hospital gownso Alcohol based hand sanitizer gel


21

Strategy 3.1.3.2 Develop key performance indicators to be incorporated into metrics to measure customer satisfaction.

Performance Measure Develop key performance indicators by June 2021. Chairpersons Chief Administrative Officer and IT Manager Members Director of Sales, Customer Service Manager, Director of

Marketing, Warehouse Managers, Chief Financial Officer, Chief Operating Officer, Operations Manager, Regional Managers, MCE Staff


• We are in the process of developing a customer satisfaction survey (CSAT) to measure past and current customer experiences and expectations. The CSAT will be used to obtain measurable data which should help the Information Technology department better understand customer satisfaction levels with our products, services and experiences.

• Development continues on the customer satisfaction survey (CSAT) to measure past and current customer experiences and expectations. The CSAT will be used to obtain measurable data which should help the Information Technology department better understand customer satisfaction levels with our products, services and experiences.

Goal 4.1 To improve organizational excellence. Objective 4.1.1 Continue to establish and implement additional initiatives to improve teamwork and morale. Strategy 4.1.1.1 Identify opportunities to improve staff development. Performance Measure Develop and implement a staff development and/or field training

program. Chairperson Staff Development Director Members Operations Manager, Director of Sales, Plant Managers, Regional

Managers, Director of Re-entry, Chief Administrative Officer, Account Representative


• MCE is exploring Lean Manufacturing Certification for staff. • Awaiting staffing improvement and training survey results to develop new programs. • The 2020 Training Needs Assessment was distributed to staff. 83 responses were received. The majority of the

participants are interested in training covering the following areas: o Business and Leadership o Productivity and Office Suite o MCE Specific Training

• Staff Development Director position was created. • The 2020 ACA Training Packet has been moved to a digital format. • DPSCS pre-service has been converted to an online training format for three days and a self-study packet for

two days. • All MCE staff will be required to participate in a two-hour Sexual Harassment Training. • Research will continue for lean manufacturing training, updated field training, and updated orientation

schedules. • MCE HQ staff have been converted to teleworking capabilities as a result of the COVID-19 pandemic. The IT

team was instrumental in acquiring resources needed to extend these capabilities. • Staff on Administrative Leave may be assigned to other state agencies during the Pandemic. • Free training opportunities have been distributed to staff. • MCE is looking to update orientation and field training for FY21. • MCE has been placed under the state hiring freeze. One employee was hired during the fourth quarter; we are

awaiting an exemption to hire four additional staff members.


22

Objective 4.1.2 Explore opportunities to utilize technology to enhance opportunities to improve communications between headquarters and field staff.

Strategy 4.1.2.1 Identify opportunities to improve communications between headquarters and field staff.

Performance Measure Explore opportunities to improve communications between headquarters and field staff.

Chairpersons Director of Marketing and Staff Development Director Members Chief Operating Officer, Operations Manager, Regional Managers,

Plant Managers

Summary of Strategy Results • We are continuing to send out the newsletter. • New employee announcements, promotions, and internal events. • We are continuing to host town hall meetings. • We are continuing to send out the newsletter • New employee announcements, promotions and internal events. • We are continuing to send out the newsletter. • New employee announcements, promotions, and internal events. • We are continuing to send out the newsletter. It is now being sent out digitally. • We have added all MCE staff to the marketing/sales email distribution list.

Objective 4.1.3 To ensure a safe working environment for all staff, inmates, and visitors. Strategy 4.1.3.1 Establish policies and procedures in accordance with Centers for Disease Control

and Prevention (CDC) guidelines. Performance Measure Implement developed policies and procedures. Chairperson Policy and Procedures Manager Members Chief Executive Officer, Chief Operating Officer, Regional

Managers, Chief Administrative Officer, Operations Manager, Chief Development Officer, Staff Development Director

NEW STRATEGY DEVELOPED AT 2020 MFR SEMINAR

Strategy 4.1.3.2 Ensure adherence to policies and procedures. Performance Measure Audit adherence to established policies and procedures. Chairperson Policy and Procedures Manager Members Chief Executive Officer, Chief Operating Officer, Regional

Managers, Chief Administrative Officer, Operations Manager, Chief Development Officer, Staff Development Director

NEW STRATEGY DEVELOPED AT 2020 MFR SEMINAR


23

• Mobile Barriers (Vinyl and Plastic)• Cubicle Wall Additions and Stackers• Rolling Doors• Counter-top/Tabletop Screens and Barriers• Genius Walls• Safety Signage

Objective 4.1.4 Maintain ACA Accreditation. Strategy 4.1.4.1 Maintain ACA performance compliance annually. Performance Measure Maintain ACA accreditation. Chairperson Policy and Procedures Manager Members Chief Executive Officer, Chief Operating Officer, Regional

Managers, Chief Administrative Officer, Operations Manager Chief Development Officer, Staff Development Director


• A review of potential training opportunities for both HQ and Field staff continues. Areas of possible training include: general safety, ladder safety, office programs (Word & Excel), Bloodborne Pathogens.

• Safety Inspections have taken place at ECI and will be continuing over the coming months, to finish out the calendar year.

• ECSO meeting most recently held focused on the continued inspections for Health and Safety being done by DPSCS & SERMA at facilities around the state.

o Notice has come that ECI and Hagerstown will be inspected within the next month. • Additional information included the distribution of NARCAN to facilities and identification of gaps in coverage for

later distribution. • Completion and distribution of the Emergency Response Binder: • Completed the safety inspections of all MCE plants, confirming overall compliance with OSHA, MOSH, and ACA

Standards. • Began gathering and preparing supporting documents to satisfy the 2019 ACA requirements. • Continued the review of MCE policies and procedures to determine any gaps that will need to be addressed in

2020. • Continued communication and collaboration with the ECSOs at facilities where MCE has production or

warehouse locations. • Gathered data and submitted annual ACA report for compliance. • Gathered and submitted MDE/EPA report for waste disposal. • Annual MOSH/OSHA 300A forms completed and distributed to plant managers to be posted. • Successful fire drill completed for Quarter. • Completed the safety inspections of all JCI plants, confirming overall compliance with OSHA, MOSH, and ACA

Standards. • Compliance documents and review of Tool Control policy received and logged for all shops. • Policies and Procedures Manager Christine Cunningham became OSHA (10 Hours) Certified. • Memos generated and distributed related to the COVID-19 requirements around social distancing, safety and

awareness. • Posted safety posters related to preventing the spread of COVID-19 and other viruses. • Continued to monitor information related to COVID-19 and distributed information from CEO and DPSCS. • Ensured that all Regional Managers and Shop Managers were aware of social distancing and PPE guidelines to

ensure a safe work environment for civilian employees and inmates. • Developed SDS for New Hand Sanitizer product. • Began providing information related to fire and environmental to Safety precautions to DPSCS Risk

Management in the form of a monthly report. • Crafted memo outlining safety precautions established around manufacturing and delivering goods to

customers. • Began tracking of field staff tested outside of the correctional institutions and forwarded results to DPSCS Health

for tracking. • At the very end of June, distributed memo requiring the testing of employees prior to returning to work. • Throughout the Quarter, continued monitoring several organizational websites to ensure that we are up to date

on any COVID-19 guidance on returning to work, continuing to work, and manufacturing operations. Any pertinent information was disseminated to CEO, CFO, and Staff Development Director for review before distribution to employees.

• Continued to participate in OSHA webinars to stay up to date on any developments in workplace safety and distribute to staff as necessary.


24

Objective 4.1.5 Continue the employee recognition program. Strategy 4.1.5.1 MCE has an employee recognition program. Performance Measure Continue the employee recognition program. Chairperson Account Representative Members Committee Volunteers


• Employee Recognition Program began in September. Information was sent via Email to all of MCE. • We have awarded the first two winners of Employee Recognition FY20. • MCE plans to select an Employee of the Year at the end of FY20; criteria will need to be established. • Program on hold due to COVID-19 and will restart in FY21.

Objective 4.1.6 Streamline paperwork by updating policy and procedures across all units, including digital

access. Strategy 4.1.6.1 Evaluate documents that are currently being used for effectiveness. Performance Measure Create uniformity in paperwork, policy and procedures. Chairperson Chief Development Officer Members Chief Operating Officer, Chief Administrative Officer, Operations

Manager, Policy & Procedure Manager, Plant Managers Regional Managers, Departmental Managers, IT Manager


• The Policies and Procedures Manager has updated a majority of active policies. All revised policies contain links

to standard forms. • New procedure for Storing & Retrieving Work Orders was implemented on September 24, 2019. • The Policies and Procedures Manager continues to update policies as needed. • New Weekly Safety Inspection sheet created and distributed. • The Policies and Procedures Manager will perform annual review of all policies to ensure they align with current

practices. • The Policies and Procedures Manager submitted the annual MCE forms report to DPSCS.

Strategy 4.1.6.2 Develop a plan to digitize records by June 2021. Performance Measure Create uniformity in paperwork, policy and procedures. Chairperson Chief Development Officer Members Chief Operating Officer, Chief Administrative Officer, Operations

Manager, Policy & Procedure Manager, Plant Managers Regional Managers, Departmental Managers, IT Manager


• The MCE Fiscal and Projects Departments are working towards digital filing. • The Policies and Procedures Manager is working with the GPS Unit to update and modernize the retention

schedules for MCE. • 2020 ACA Training Packets will be submitted digitally. • Paperless process for invoicing inventory, etc. will require the implementation of a new ERP system. • Electronic signature software is being investigated. • Teleworking operations have begun as a result of COVID-199; many operations are being completed

electronically. • Inmate payroll is being submitted electronically using the X Drive. This will be done for many other reoccurring

reports to prepare for the implementation of the new ERP system. Future efforts will be based on anticipated needs of ERP.

• MCE purchased AdobeSign software to allow digital signatures. Ten users can be assigned to the account.




25

Goal 5.1 To provide support and services for successful inmate transition to the community. Objective 5.1.1 Monitor, evaluate, and enhance MCE CARES. Strategy 5.1.1.1 Partner with State, county, and local organizations to increase the effectiveness of

the CARES program for eligible participants. Performance Measure Monitor the outcomes established by MCE CARES (Enrollment,

Completion, Employment, Recidivism). Chairperson Director of Re-Entry Services Members Chief Executive Officer, Chief Development Officer, Chief

Operating Officer, Executive Director of the Management Council

Summary of Strategy Results • The Client Services Specialist will conduct the InsideOut Dad Program. • A new Business Development Coordinator started on September 18th and will instruct Employment Readiness. • Only three participants remain in the class; graduation is scheduled for December 5, 2019. • During the Fall of 2019, The CARES program implemented the planned expansion to MCI-H and began to

recruit participants. In cooperation with DPSCS, an office was set up in Warehouse # 152 in January 2020 for the new reentry director.

o In partnership with MCI-H case management, Horizon Goodwill, Gatekeepers, Inc. and Wells Fargo, a solid curriculum was developed which included workforce development, financial literacy, and a cognitive behavioral program. 18 men were enrolled. These classes, slated to span over several months, were to begin on March 18th, but have stalled due to the COVID-19 protocols.

• Effectiveness of any reentry program depends on cooperation from multiple sources and agencies. In anticipation of preparing our MCE inmate employees for release, we are also working with the new DPSCS Transitional Coordinator, the Joint Skills Training Program, (JSTP) and the Maryland Department of Labor (MDDOL). The added stressors resulting from the pandemic’s impact on the economy, will increase the need to work collaboratively and strategically to assist returning citizens in obtaining employment.

• Two community nonprofits, Project Evolution and The Community Grace Church, contacted us to express their interest in helping our reentering population when they return to their communities.

• In conjunction with MCE plant Management, institutional case management, social workers, transitional coordinators and the Office of Data Development, we have been able to identify former and current MCE workers with at least six months of successful experience who are nearing release. Eligible participants are offered reentry services to ensure returning citizens have needed documentation (social security card and birth certificate), home plans, and transportation to their homes on the day of release.

• The Hagerstown Team social work supervisor included us as part of their statewide team of those providing transitional services. We will be on monthly conference calls seeking to find logistical solutions to issues that arise during the month.

• Project Evolution from Prince George’s County generously made Hygiene Kits for dispersal to MCE employees on their day of release. We are awaiting approval from MRDCC to begin disbursement of these kits.

• Contact was made with two men who graduated our 2019 CARES class and who are no longer in an institution. The first graduate has steady employment, received an excellent performance review, and is doing well according to family and his parole agent. A second graduate is on home detention and is attempting to apply online for his social security card and birth certificate. As soon as he can work, he can reduce his sentence by 10 days per month.


Strategy 5.1.1.2 Identify additional locations/populations in FY21. Performance Measure Monitor the outcomes established by MCE CARES (Enrollment,

Completion, Employment, Recidivism). Chairperson Director of Re-Entry Services Members Chief Executive Officer, Chief Development Officer, Chief



• MCE received approval from the Warden on September 18, 2019. The Executive Director of the Management Council will handle recruitment for the next class start of CARES at MCIH.

• Ideally, we would like to be able to offer C.A.R.E.S. classes to most of our pre-release workers. For the immediate future, we will investigate the feasibility of offering the C.A.R.E.S. program at MCI-W and MCI-J. It is important that C.A.R.E.S. classes augment, and not replace, any beneficial classes. Both institutions house motivated individuals demonstrated by employed with MCE, and enrollment in the Goucher College program. Prior to implementation, MCE will assess the level of interest and the number of workers at each institution who are eligible to participate.

• Our priority is to ensure that the C.A.R.E.S class that was scheduled to begin on March 18, 2020 at MCI-H begins and is completed. We are looking into alternatives to conduct the class.

• We will need to examine budgets and class availability prior to planning for new CARES class locations. As soon as safely possible, we will be visiting MCI-W, MCI-J, and discussing potential plans and partnerships for the Brock Bridge Pre-release Center.

Strategy 5.1.2.1 Identify businesses, State agencies, and community partners as resources for inmate workers upon release.

Performance Measure Continue to develop business partners and assess the economic needs of the re-entering inmate population.

Chairperson Director of Re-Entry Services Members Chief Executive Officer, Chief Development Officer, Chief


Summary of Strategy Results • MCE conducted a tour for Tom James on August 7, 2019. They are interested in hiring former offenders

returning to or willing to work in Carroll County. • MCE met with Hand B. Services on August 14, 2019. They are planning to create an employee reentry program.

MCE has asked that they share future programming information. • MCE is awaiting a tour of the National Center on Institutions and Alternatives training facility. • “Reform Installation” expressed interest in becoming a hiring partner. The Installation Manager is a former MCE

worker. • “Sudano’s Produce” is interested in being an MCE hiring partner. Contact information was distributed to Plant

Managers and the DRCF work-release coordinator. • As of March 2020, about 40 businesses are identified in Washington County as those who hired people with

backgrounds. • In February 2020, we discovered an older list of 60 businesses with whom we had some relationship and who

were willing to hire justice-involved individuals. These companies covered the counties of Montgomery, Prince George’s, Anne Arundel, Howard, Baltimore City, and Baltimore County. We commenced a call campaign to verify whether those businesses currently did employ or would continue to hire. The vast majority said they do and would continue. We also verified their locations and contact information. Current vacancies were documented and shared. A few larger companies said they would no longer hire those with backgrounds.

• Particularly with the current health crisis, and in an ongoing effort to support employment opportunities for MCE employees through the C.A.R.E.S. program, we began to explore additional avenues through the re-invigoration of the DPSCS/MDDOL Apprenticeship programs. When we are fully operational, there is a waiting list for MCE plants and shops. Apprenticeships can offer a vast array of skills that can be taught and practiced while

26



expanding connections to the employment network. We will be meeting with the DPSCS Director of Correctional Education and the MDDOL Director of Apprenticeship Training.

• As reentry plans are formulated, several MCE staff have indicated that they will have employment upon release from their institutions.

• The Reentry Director connects with family members listed on the reentry plans, to verify all aspects of the plan including employment.

• There are now five regional Reentry Navigators for the Maryland Department of Labor. After a recent conference call, a referral process was established, whereby we can connect those near or post release, or on home detention. Navigators sign participants onto Maryland Workforce Exchange, (MWE) aide in writing and posting resumes at the American Job Centers and connect people with employers with whom they have established relationships. Distribution and logistics are two of the emerging employment opportunities

• Since one of the goals of MCE is to provide valuable training that can lead to future employment, it is noteworthy that even in these difficult times, Warehouse # 152 was able to certify 18 men on the forklift.

Objective 5.1.3 Increase modern, technical training opportunities for inmates. Strategy 5.1.3.1 Identify opportunities to modernize manufacturing equipment and software. Performance Measure Review equipment and software requests on a bi-annual basis. Chairperson Chief Operating Officer Members Chief Executive Officer, Chief Development Officer, Chief

Information Officer, Regional Managers, Relevant Plant Managers Property Manager, IT Staff, Director of Re-entry Services, Operations Manager

Summary of Strategy Results • No new initiatives in the first quarter. • MCE continues to purchase new state of the art equipment and software when replacing old equipment with the

training of our inmate workforce in mind. The following list covers but a few examples of this initiative: o Graphics Plant #11, new laser engraver o Graphics Plant #111, new computerized CNC router o Graphics Plant #132, new high speed, color and black and white copiers o Furniture Manufacturing Plant #115, new edge bander with Windows operator interface o Furniture Manufacturing Plant # 146, CNC and control center software upgrade o Textiles Plant # 142, new high efficiency pant pressers o Continued use of the Adobe Creative Cloud Graphics Design program to support our Graphics Design and

Graphics Plants by using a program designed for Government entities that does not require constant connection to the internet. This initiative allows MCE to be current and competitive while providing training and experience for our inmate offenders who will find this experience invaluable upon release.

o Continued use and upgrades of the CAD design programs used in our Design Plant. This training program featured by MCE is used to plan million-dollar Capital Projects. Inmate workers who excel in this program are likely to find job opportunities upon release in a specialized field of employment. Examples of this opportunity and training can be seen at MCE HQ where x-offenders are employed in their field.

o Textiles: future investment planned for a state-of-the-art computer, CNC fabric cutter. • Plant # 124 Pie Program. Production of prefabricated wiring units for construction. • MCE spending will be reduced as a result of decreased production and sales during the COVID-19 pandemic.

The following items were procured to provide essential services during the health crisis: o Plant 123 – A new Hand Sanitizer Business Unit was constructed utilizing tent rentals. MCE procured

necessary flame-resistant materials, an explosion proof mixer, and two fill stations to facilitate this operation. Prior to production, MCE received approval from the State Fire Marshall and Kibart Consulting Engineers.

o Plant 125 – A new Vacuum Stuffer was procured to replace the broken equipment at the Meat Plant. • Attachments (spiral bits) were purchased for CNC routers at Plant 146 to assist in cutting and shaping

polycarbonate for new desktop sneeze guard prototypes. Plant 115 will also make these items when operations resume.

27


Objective 5.1.4 Develop post-incarceration follow-up with MCE CARES alumni. Strategy 5.1.4.1 To be discussed at FY21 MFR. Performance Measure Convene a committee to discuss development of post-incarceration

follow-up for MCE CARES. Chairperson Director of Re-Entry Services Members TBD


• This will remain on the agenda for the FY2020 MFR seminar. • We are already working with the DPSCS Office of Data Development to ensure that we can track outcomes of

MCE employees who have been released into the community. We will be focused on those who had a minimum of one year of employment with us.

• We will be continuing to expand our relationships with DPP for post-release communication, and case management, plus regional transitional coordinators, and our MDDOL partners for pre-release. This will allow us to suggest vital resources and to keep track of compliance progress and changes of contact information or housing locations after release.

• With the combination of using comprehensive, pre-release reentry plans, and in collaboration with our state agencies, we aim to keep in contact with released employees and invite them to supportive, attend alumni events.

• Explore the possibility of former MCE inmate employees becoming peer mentors for those who will be returning citizens soon.

• Due to current COVID restrictions, this objective is on hold. The Marketing Team is working on a project to share success stories of returning citizens.

28


7275 Waterloo RoadJessup, MD 20794

410-540-5400

www.mce.md.govDesigned & Printed by MCE

BUSINESS PLAN 2020 - Maryland

Documents

Transcript of BUSINESS PLAN 2020 - Maryland