M C E BUSINESS PLAN - Maryland 2017/2019 Business Plan.pdf · Strategic Business Plan Fiscal Years...

www.mce.md.gov

STATE OF MARYLAND

LAWRENCE J. HOGAN, JR.GOVERNOR

BOYD K. RUTHERFORDLT. GOVERNOR

STEPHEN T. MOYERSECRETARY

J. MICHAEL ZEIGLERDEPUTY SECRETARY

OPERATIONS

WAYNE HILLACTING COMMISSIONER OF

CORRECTION

STEPHEN M. SHILOH, CCECHIEF EXECUTIVE OFFICER

Maryland Correctional Enterprises

BUSINESS PLAN FY 2019 - 2021

SEPTEMBER 2018

Department of Public Safety and Correctional Services

STATE OF MARYLAND

LARRY HOGANGOVERNOR

BOYD K. RUTHERFORDLT. GOVERNOR

STEPHEN T. MOYERSECRETARY

WILLIAM G. STEWARTDEPUry SECRETARY

ADMINISTRATION

J MICHAEL ZEIGLERDEPUTY SECRETARY

OPERATIONS

RHEA L. HARRISASSISTANT SECRETARY

PROGRAMS ANDSERVICES

DAVID N. BEZANSONASSISTANT SECRETARY

CAPITAL PROGRAMS

DIVISION OF CORRECTION

DAYENA M. CORCORANCOMMISSIONER

CAROLYN J. SCRUGGSACTING DEPUryCOMMISSIONER

MARYLANDCORRECTIONALENTERPRISES

STEPHEN M. SHILOH, CCECHIEF EXECUTIVE

OFFICER

Maryland Correctional Enterprises7275 WATERLOO ROAD. JESSUP, MARYI-AND 20794. www.mce.md.gov

(410) 540-5400. FAX (410) 540-s570. TTY USERS (800) 735-2258

September 2018Dear MCE Employees and Stakeholders:

On behalf of Maryland Correctional Enterprises (MCE), it is indeed a pleasure to present a copy of theStrategic Business Plan Fiscal Years 2019-2021 for your review. The Plan was developed by MCEemployees, facilitated by the DPSCS Police and Correctional Training Commissions, and is based onthe goals of: maintaining a self-supporting status, increasing inmate employment, increasing customersatisfaction, improving organizational excellence, and providing support and services for successfulinmate transition to the community.

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

The 2018 MFR Seminar occurred on May 15,2018. This year's seminar focused on preselectedstrategies to encourage participation, teambuilding, and promoting interdepartmental communicationthroughout MCE.

201 8 MFR ParticipantsFacilitators: Jennifer Beskid and Darla Rothman

(DPSCS Police and Correctional Training Commissions)

Michelle Baldwin

Donna Beck

Cliff Benser

Engrican Budoy

Stephen Compton

Todd Deak

James Jackson

Dave Jenkins

James John

Scott Johnson

Ashley Lohr

Thomas McBurney

JeffPeterson

Matt Robinson

Mark Rowley

Stephen Sanders

Steve Shiloh

Joe Sommerville

Chris Stouffer

Stability has been established in working towards attainment of the long range Goals and Objectivesby 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,Cliff Benser (410-540-5404) or Tom McBurney (410-540-5439).

Best Regards, ..Ifrats

Steve Shiloh "Chief Executive Officer



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

STEPHEN T. MOYER

SECRETARY

WILLIAM G. STEWART DEPUTY SECRETARY

ADMINISTRATION

J. MICHAEL ZEIGLER DEPUTY SECRETARY

OPERATIONS

RHEA L. HARRIS ASSISTANT SECRETARY

PROGRAMS AND SERVICES

DAVID N. BEZANSON

ASSISTANT SECRETARY CAPITAL PROGRAMS

DIVISION OF CORRECTION

WAYNE HILL

ACTING COMMISSIONER

VACANT DEPUTY COMMISSIONER

MARYLAND

CORRECTIONAL ENTERPRISES

STEPHEN M. SHILOH, CCE

CHIEF EXECUTIVE OFFICER

Stephen T. Moyer

Secretary Department of Public Safety and Correctional Services

J. Michael Zeigler Deputy Secretary - Operations


Wayne Hill

Acting Commissioner of Correction Division of Correction

MANAGING FOR RESULTS

MARYLAND CORRECTIONAL ENTERPRISES STRATEGIC

BUSINESS PLAN FISCAL YEARS

2019-2021

Stephen M. Shiloh, CCE Chief Executive Officer

SEPTEMBER 2018

Strategic Business Plan FY 2019 - 2021

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.

VISION STATEMENT

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

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.

MCE STRATEGIC BUSINESS PLAN FISCAL YEARS 2019-2021

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

Safety Compliance

Officer

Policies & Procedures

Manager

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 Moving & Labor Metal I & II, MCIH Furniture, WCI

Graphics II, MCIJ Mailing/Dist., MCI-W Textiles, ECI Textile Coordinator Meat, MCIH Brush/Carton, MCTC

Quick Copy,MCIJ Furn. Restor., ECI Laundry, ECI Laundry, MCIH

Graphics, RCI Laundry, CMCF

Inmate Workers

MANAGEMENT

Maryland Correctional Enterprises 7275 Waterloo Road Jessup, Maryland 20794 (410) 540-5400

Title Name Phone

Chief Executive Officer Steve Shiloh (410) 540-5401 Executive Assistant to the CEO Vacant Chief Operating Officer Joe Sommerville (410) 540-5402 Chief Administrative Officer Mark Rowley (410) 540-5412 Chief Development Officer Ashley Lohr (410) 540-5405 Director of Marketing Vacant Exec. Director of Mgmt. Council David Jenkins (410) 540-5472 Director of Sales Todd Deak (410) 540-5409 Sales Manager Jim Hook (410) 540-5407 Chief Financial Officer Verona Williams (410) 540-5403 Operations Manager Stephen Sanders (410) 540-5479 Projects Consultant Cliff Benser (410) 540-5404 Customer Service Manager Shari Hoffman (410) 540-5452 Design Manager Terry Hill (410) 540-5441 IT Manager Engrican Budoy (443) 936-8357 Re-Entry Services Director Vacant

REGIONAL MANAGERS

Region Name Phone

Western Ron Brown (240) 420-1255 Jessup/ECI Furniture Restoration Mat Hall (410) 540-6381 Textiles/ECI Liaison Donna Beck (410) 651-9102 Acting Graphics Jim Cluster (410) 540-6727 Central Warehouse Manager Vacant Acting Hagerstown Warehouse Manager Ricky Rowe (240) 420-1232

Maryland Correctional Enterprises/Q00A 03.01 Fiscal Years 2019 – 2021

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 2021.

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 Measures 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 Member

Summary of Strategy Results

FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

Net Operating Income 4.2% (1.2%) 2.2% 2.3% 5.3% 6.9% 9.3%

Adjusted Net Operating Income (after transfers) 2.6% (2.2%) (1.3%) 0.0% 5.3% 2.7% 9.3%

Adjustments:

FY2012 ($325,000) transfer to State’s General Fund for the Budget Reduction and Financing Act of 2011.

FY2013 ($500,000) transfer to State’s General Fund in FY2013.

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



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

Fiscal Year 2019

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.

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

Performance Measures Annual review of top 10 customer’s data to be compared to data from three prior FYs (2016, 2017, 2018).

Chairperson Director of Sales

Members Sales Manager, IT Manager


FY17 Customer Analysis was finalized: FY17 Customer percentage of sales broken down into 7 categories:

Furniture, Meat, Graphics, Textiles, Tag, Services, Miscellaneous MCE will switch to a 3-year comparison in FY2019.

Monitoring Monthly Quick Ship Sales FY19 Target Goal:

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

FY 18 313K 231K 305K 453K 1.3M

FY 19

Difference

Monitoring County K-12 Sales


FY 18 23K 49K 26K 98K 149.4K

FY 19

Difference

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 For:

University of MD – University College MD Transportation Authority

University of MD – College Park University of MD – Eastern Shore

Towson University MD State Department of Education

MD Aviation Administration Department of Commerce

Salisbury University Morgan State University

Account reps continually review/analyze on a monthly basis

Monitoring Website Sales

FY 18: 1st Qtr.:

FY 19:

Monitoring Incoming Orders FY19 Target Goal:

FY 18: 1st Qtr.: FY18 Daily Average:

FY 19: 1st Qtr.: FY19 Daily Average:

1 Continually Evaluating Waiver Requests/Bid opportunities.

Pursuing opportunities for a budget friendly sit/stand desk top model.

Now offering Humanscale Models (Shop #123). Pursuing opportunities to print on rolled paper/stickers.

MCE will be providing this out of Shop #149. Pursuing opportunities for interior signage. MCE awarded SHA Map Bid Distribution.

2

FY17/18/19 COUNTY K-12 SALES

County K-12 Sales FY 17 FY 18 FY 19 % Comp.

Allegany County $0.00 $0.00 Anne Arundel County $40,156.95 $42,545.00

Baltimore City $6,111.29 $2,669.83 Baltimore County $6,340.00 $10,054.00 Calvert County $0.00 $734.40 Carroll County $2,346.95 $2,397.80

Caroline County $0.00 $0.00 Cecil County $0.00 $0.00

Charles County $0.00 $0.00 Dorchester County $12,579.56 $15,532.15

Frederick County $2,064.00 $516.00 Garrett County $0.00 $0.00 Harford County $4,887.00 $2,157.00 Howard County $48,673.00 $69,198.00

Kent County $0.00 $0.00 Montgomery County $25,570.69 $2,877.67

Prince Georges County $0.00 $0.00 Queen Anne’s County $0.00 $0.00

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

Talbot County $0.00 $0.00 Washington County $2,048.50 $719.10 Wicomico County $0.00 $0.00

Worchester County $854.65 $0.00

Sub Total: $151,632.59 $149,400.95

MD State Dept. of Education HQS $147,488.22 $402,165.22

MSDE-Library for the Blind & Physically Handicapped

$14,970.00 $881.48 MSDE-Division of Rehab Services

(Timonium) $7,525.80 $5,298.00

MSDE-Division of Rehab Services (Baltimore)

$284,089.96 $309,176.28 MD School for the Deaf (Frederick) $22,766.00 $23,929.92 MD School for the Deaf (Columbia) $7,619.57 $9,975.36

Grand Total: $636,092.14 $900,827.21

Note: % comparison is based on FY 17/18 numbers

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

Performance Measures Implement, share and document cost reduction/avoidance and report quality assurance programs per fiscal year.

Chairperson Operations Manager

Members Chief Operating Officer, Director of Sales, Regional Managers, IT Manager, Plant Managers


1. Quality Improvement: Plant 124 uses a powder coat paint system, oven and conveyor process to apply the paint finish to its products. Integral components have failed over time due to the age of the equipment. Larger products such as the Board of Election, Election Carts have put a strain on the conveyor system. A combination of these factors has created quality concerns related to paint finish. To remedy the situation, the oven and conveyor system have been refurbished. Our Plant Manager has designed and incorporated an enclosed and covered spray booth area to reduce or eliminate environmental contaminants from entering the powder paint spray process. The new and improved conveyor chain eliminates chain related break downs and thus eliminates the potential for dirt and contaminants from dropping on the painted surfaces while traveling through the oven. A variable speed conveyor control allows our staff to bake the powder paint for the correct amount of time. The new ignitors and controls will provide for consistent, specific and continuous heat and eliminate faults that cause production interruptions and quality concerns. The result is a perfect painted surface free of dirt and paint mars, a reduction in paint repairs, an increase in our First Time Pass Rate, and happy customers.

2. MCE is continuing to monitor quality in all areas of production.

During the 4th Quarter, the process of refurbishing, updating and reprogramming the CNC router began in Plant # 146. MCE is currently updating and uploading all furniture software. Once complete, MCE will be able to program the specifications for each product line of furniture top that we produce. This will ensure consistent quality production 100% of the time. Operations that were previously performed by several machines will be accomplished by this CNC, therefore increasing the efficiency of the operation by eliminating product travel and operator walk time. Additional quality checks will be created to monitor the output of the machine before the product is transferred to the next phase of the production process. MCE will reduce cost by building it right the first time.

Strategy #: 1.1.1.4 Update standard costs and selling prices on an annual basis.

Performance Measures 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.


1. During the fourth quarter of FY18, the Finance Department completed standard costs and selling price analyses as follows:

Upholstery Plant #122: Individual guest chairs series:

Item nos. 122138xxx -122138xxx

Sign Plant #111: Picture Frames

Item nos. 111FR006; 111FR007 and 111FR0026

Results were that the upholstery items were within the standard gross profit range while the picture frames were under the expected gross profits and therefore discontinued.

In addition to the above, the pricing for all items listed in the FY19 catalog were successfully updated.

4

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

Performance Measures 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, Guest (other state rep).


1. MCE will continue to review the following items produced by the National Correctional Industries Association (NCIA): Annual Directory, Quarterly News Publications, and Webinars. MCE’s Chief Administrative Officer is also a member of the NCIA Board of Directors.

2. MCE received the annual NCIA Directory in January. MCE was again among the top ten correctional

industries in the nation ranking 8th in regards to sales and 6th in regards to the number of inmates employed.

3. The MCE Projects Consultant reviewed the Directory for future opportunities. When staffing permits;

MCE will investigate feasibility of additional certificate based programming. 4. Mark Rowley, Todd Deak, and Stephen Sanders attended the NCIA National Conference in Atlanta from

April 15-17. Stephen Sanders was awarded an Honor Role Award for his successes with MCE. The attendees explored new venture opportunities and investigated current practices for inmate savings programs.

5. MCE Staff participated in a “Managing Transportation and Logistics in CI” Webinar on May 23rd.

MASSCOR discussed a newly opened optical lab which has quickly become a top revenue generator. MCE will investigate this opportunity and feasibility.

5

Objective #: 1.2.1 Continue to achieve annual sales of at least $50,000,000.

Strategy #: 1.2.1.1 Biennially* (beginning January 2020) review and update the Marketing and Sales Plan. *Biennial means every other year.

Performance Measures Sales achieved in each fiscal year.

Chairpersons Director of Sales and Director of Marketing

Members Chief Executive Officer, Chief Operating Officer, Sales Manager, Operations Manager


Sales

FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

$53,026,538 $50,819,576 $51,799,493 $54,049,268 $61,442,491 $58,951,233 $55,003,182

4.9% (4.2%) 1.9% 4.3% 13.7% (4.3%) (6.7%)

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

Fiscal Year 2019


SALES (#’s taken from

preliminary reports)

FY19 FY18 $13.4 million $12.3 million $13.1 million $16.2 million $55.0 million

INCOMING ORDERS

FY19 FY18 $12.6 million $11.1 million $9.9 million $13.8 million $47.4 million

WEBSITE SALES

FY19 FY18 $137 thousand $108 thousand $165 thousand $346 thousand $756 thousand

6

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 Measures At least (12) presentations annually to new customers/stakeholders.

Chairpersons Director of Sales and Director of Marketing

Members Operations Manager, Regional Managers, Sales Manager, Chief Development Officer, Director of Reentry Services, Design Representative/Guest


1. FY2019 Conventions:

MD Association of Counties (MACo) DNR-MD Park Field Service Day Association of Boards of Education (MABE) State Board of Elections; Biennial Meeting Association of School Business Officials (ASBO) MCE Annapolis Showcase MD Association Elementary School Principals (MAESP) MD Library Association (MLA) Association of School Business Officials (ASBO) MD Correctional Administrators Association (MCAA) MD Municipal League (MML) MD Fireman’s Association (MFA)

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 Measures Maintain an appropriate number of civilian staff members in order to ensure a safe, secure, & efficient workplace.

Chairperson Chief Executive Officer

Members Chief Operating Officer, Chief Development Officer, Operations Manager, Regional Managers, Plant Managers


Inmate Employment

FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

2,065 2,038 2,0911

2,041

2,035

2,042 1,7192

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

Fiscal Year 2019

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.

7

Strategy #: 2.1.1.2 Develop private industry partnerships.

Performance Measures Pursue new PIE partnerships each fiscal year.

Chairperson Chief Development Officer

Members Executive Director of Management Council, Chief Operating Officer, Projects Consultant, Administrator I, Appropriate Plant Manager(s), Operations Manager

Summary of Strategy Results 1. MCE actively pursued the establishment of a PIECP program at Metal Plant 124 with Total Electric, Inc.

The program consists of assembling and packaging electrical boxes. NCIA and the BJA were notified of the intent to start a new PIECP project.

2. The Total Electric, Inc. PIECP program began on July 25, 2018 and employs eight men at Metal I.

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 Measures 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


The following graph represents findings from the Fiscal Year 2018 Customer Satisfaction Survey. Data was collected from 130 participants (Survey was closed 6/30/18).

Overall Customer Ratings for MCE Products and Services – Fiscal Year 2018

The majority of respondents rated MCE GOOD or EXCELLENT in

Customer Satisfaction, Prices, Quality and Delivery Time.

1%4%

1%

9%9%

27%

12%

24%

50% 49%

55%

49%

40%

20%

32%

18%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

CUSTOMER SATISFACTION PRICES QUALITY DELIVERY TIME

Poor Fair Good Excellent

8

Objective #: 3.1.2 Continue to improve MCE’s delivery time.

Strategy #: 3.1.2.1 Weekly evaluation of overdue orders.

Performance Measures Actual delivery times and monthly value of overdue orders.

Chairperson Chief Operating Officer

Members Operations Manager, Regional Managers, Warehouse Managers, Director of Sales, Administrator I, Administrative Assistant to COO


1. MCE Operations continues to track all overdue orders. At the end of fiscal year 2018 overdue orders were at 9.79% of total sales which is an increase compared to last quarter. This was due to one order MCE could not complete due to a failure from an vendor for over 900 stools. With staff shortages MCE anticipates this goal may trend in the wrong direction temporarily. Operations will continue to monitor and keep its focus on minimizing lead times for its customers. Overall, MCE is holding its own but may see delivery times continue to vary from one quarter to the next.

Average Delivery Time (Days)

FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018

23.5 26.2 31.3 25.4 22.3 22.9 24.4

The following divisions are tracked quarterly and annually:

Fiscal Year 2019 (Days)

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

Graphics

Textiles

Furniture

Miscellaneous

Total

AVERAGE DELIVERY TIMES

Graphics – 2 Weeks Textiles – 6 Weeks Furniture – 7 Weeks Miscellaneous – 2 ½ Weeks

9

Strategy #: 3.1.2.2 Evaluate the MCE Quick Ship product line.

Performance Measures 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


1. June 2018 sales results for all Quick Ship items totaled $279,015.00. This was a new MCE monthly Quick Ship sales record. An increase of $116,626.00 over the previous record of $162,389 which was set in October of FY 2013.

FY 2018 sales results for all Quick Ship items totaled $1,371,257.00. This is also a new MCE record. An increase of $38,131.00 over the previous record of $1,333,126 which was set at the end of FY 16.

MCE continues to deliver Quick Ship products within 15 business days or less. Orders placed over the maximum quantity identified in the Quick Ship guidelines, even though not guaranteed to be delivered within 15 business days or less, are generally delivered within the same time frame.

The customer feedback to the Quality of MCE’s Quick Ship products and quick delivery times have been overwhelmingly positive.

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 Measures Implement IT infrastructure by June 2020.

Chairperson 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


1. MCE has decided to upgrade the current AS400. New hardware & software is being purchased.

2. Ongoing discussions continued between MCE and DPSCS procurement for acquisition of a new ERP

system.

A new six month software maintenance agreement was initiated with INFOR.

Continue to repair the IT infrastructure throughout MCE.

10

Goal #: 4.1 To improve organizational excellence.

Objective #: 4.1.1 By June 2019, establish and implement additional initiatives to improve teamwork and morale.

Strategy #: 4.1.1.1 Identify opportunities to improve staff development.

Performance Measures Develop and implement a staff development and/or field training program.

Chairpersons Chief Development Officer

Members MCE Training Committee


1. On March 28th, the Training Committee met and voted to move forward with the implementation of “Job Shadow Days.”

2. A cross-training / job shadow program was approved for FY19. The program will begin implementation after July 1st and be monitored for effectiveness.

Objective #: 4.1.2 Continue and enhance opportunities to improve communications between headquarters and field staff.

Strategy #: 4.1.2.1 Identify opportunities to improve communication between headquarters and field staff.

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

Chairperson Director of Marketing

Members Chief Operating Officer, Operations Manager, Regional Managers, Plant Managers


1. The 2017 Training Needs Assessment revealed that communication training is a large interest for the agency. Training opportunities to enhance communication will be investigated.

2. Round three of the fireside chats will begin after July 1, 2018 and take the form of a town hall meeting. 3. The first MCE staff town halls will be held at the new Brock Bridge Road Warehouse.

11

Objective #: 4.1.3 Maintain ACA accreditation.

Strategy #: 4.1.3.1 Maintain ACA performance compliance annually.

Performance Measures Maintain ACA accreditation.

Chairperson Policy and Procedures Manager

Members Chief Executive Officer, Chief Operating Officer, Regional Managers, Chief Administrative Officer, Operations Manager, Administrator I, Chief Development Officer


1. The ECSO continues to prepare documentation for the upcoming ACA audit in conjunction with regional

managers, business units, HRSD, and institutional representatives. The initial electronic database is complete and undergoing adjustments.

2. The Annual ACA Compliance Report was submitted on January 18th.

3. The ECSO conducted an annual safety inspection at Plants 104 and 106, which included a NIC safety

check. 4. The ECSO is finalizing ACA documentation. Pre-audits of Jessup plants will be conducted in early FY19.

Objective #: 4.1.4 Establish and implement an employee recognition program by June 2019.

Strategy #: 4.1.4.1 Develop a committee to research and identify an employee recognition program.

Performance Measures Establish and implement an employee recognition program by June 2019.

Chairperson Account Representative

Members Departmental Volunteers


1. A meeting was held with members of the committee to discuss an employee recognition program. At the meeting, members discussed survey questions and developed an effective survey for gathering data. The survey was distributed to MCE employees.

Objective #: 4.1.5 Streamline paperwork by updating policy and procedures across all units.

Strategy #: 4.1.5.1 Evaluate documents that are currently being used for effectiveness.

Performance Measures Create uniformity in paperwork, policy and procedures.

Chairpersons Chief Development Officer

Members Plant Managers, Regional Managers, Departmental Managers, Chief Operating Officer, Chief Administrative Officer, Operations Manager, Policy and Procedure Manager, IT Manager


1. The Fiscal Department began a new scanning project that will eliminate the storing of paper files and reduce clutter in the work areas.

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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 Measures Monitor the outcomes established by MCE CARES (Enrollment, Completion, Employment, Recidivism)

Chairperson Director of Reentry Services

Members Chief Executive Officer, Chief Development Officer, Chief Operating Officer, Executive Director of the Management Council


1. Six participants graduated from the CARES program on January 31st.

2. The CARES program will be on hold until a new Director of Reentry is hired.

Objective #: 5.1.2 Monitor, evaluate, and enhance transition services for all MCE inmate workers.

Strategy #: 5.1.2.1 Identify businesses, community partners and economic resources to enhance inmate employment upon release.

Performance Measures Identify five additional business partners and assess the economic needs of the reentering inmate population.

Chairperson Director of Reentry Services

Members Chief Executive Officer, Chief Development Officer, Chief Operating Officer, Executive Director of the Management Council


1. A database has been created and will be maintained regarding releases/dismissals from plants within the

last five years in an attempt to ease connections to opportunities. MCE is working on establishing more communication with Parole and Probation Officers and Case Managers in order to assist in making career connections.

2. MCE provided a business unit tour of Plants 104 and 142 on December 4th for representatives from

DLLR and the Mayor’s Office of Employment Development. MCE and the Mayor’s Office will share potential job opportunities with the offender workforce.

3. Total Electric, Inc. based in Upper Marlboro, MD has agreed to hire former offenders.

4. Made in Baltimore and Pigtown Main Street continue to share available job opportunities.

5. On March 29th, MCE hosted a tour of Patuxent Institution for Living Classrooms Foundation, Power 52

and Pivot which all offer reentry services in Maryland. MCE will work on connecting offenders to these opportunities upon release.

6. The CDO and Management Council Director met with reentry practitioners at the West Baltimore Career

Pathways Collaboration on June 12th.

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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 Measures Review equipment and software requests on a bi-annual basis

Chairpersons Chief Operating Officer

Members Chief Executive Officer, Chief Development Officer, IT Manager, Regional Managers, Relevant Plant Managers, Property Manager, IT Staff


1. The MCE Graphics Division has recently completed an evaluation to improve quality and increase production at its silk screen department located in Graphics Shop # 149. Plant manager Steve Compton has recommended the purchasing of a new Automated Silk Screen Machine. This equipment is state-of-the-art. It is at par with the equipment that is being used by private industry. This purchase will not reduce MCE’s need for inmate workers. Instead, it will allow MCE to train its Graphics team on current technology and equipment thus increasing their knowledge base and personal sense of accomplishment. Upon release, these inmate workers will be prepared for job opportunities in the silk screen industry that require the use of this technologically advanced equipment.

Currently, MCE has purchased or has put out to bid the following: for RCI Graphics Plant, No. 149; automated silk screen carousels, vacuum screen tables and a roll label printer. For Tag Plant, No. 119, MCE is evaluating Solo jet computerized printers for log tag production. MCE is reviewing requests from all of its business units for FY18.

2. Plant 115 installed a computerized panel saw at the end of March. All training has been completed and we will begin seeing the benefits immediately. MCE 119 Plant Manager, MCE Operations Manager, and COO visited a vendor location on 3/27/18 to evaluate the Solo Jet computerized digital tag printer. The printer is now approved and purchasing is processing the PO. We continue to review request from all of our business units for FY18.

3. MCE’s inmate workers will be trained to input, program and run the refurbished and updated CNC

equipment located at Plant # 146. 4. Graphics software upgrade: During the 4th Quarter, after more than a year of investigation, technical

planning and procurement, the Adobe Creative Cloud software has been installed throughout all MCE Graphics Design areas. Mac computers were either upgraded to meet the minimum requirements, or they were replaced to create a platform for the Creative Cloud installation. This change has improved the Quality of MCE’s Graphics product as well as its capability to communicate with MCE’s Graphics customers using the most up to date and current software available to perform these functions on off-line computer work stations operated by its inmate work force. MCE inmate workers are being trained to use the newest version of the Adobe Creative Cloud, therefore increasing their employability upon release. The plan also included an upgrade for the Heidelberg Computer to Plate making equipment. Inmate workers employed in the MCE Graphics Shop # 140 pre-press area have the opportunity to train, work and experience real world modern Graphics processes by using the Adobe Creative Cloud and the Heidelberg Computer to Plate processing equipment. This specially designed program allows for annual upgrades using the Creative Cloud package without the use of a direct internet connection.

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7275 Waterloo RoadJessup, MD 20794

410-540-5400

www.mce.md.gov


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M C E BUSINESS PLAN - Maryland 2017/2019 Business Plan.pdf · Strategic Business Plan Fiscal Years...

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