A data-driven and strategic agency that is continuously improving.
1. Collect accurate data to measure the impact of agency performance and progress toward achieving VCPA’s vision.
2. Enhance agency capacity to analyze data, create dashboards, and report outcomes.
3. Use data to establish budget priorities and allocate resources efficiently.
4. Implement a comprehensive continuous improvement process.
• 90% of VCIJIS and VCRAS data that is entered accurately.
• 90% of VCIJIS and VCRAS data that is entered completely.
• 95% of new VCIJIS person entries that do not require a record merge.
• 90% of data requests filled within the timeframe established by policy.
• 100% of divisions that have a data dashboard.
• 80% of staff who know their unit performance outcomes for any given year.
• 70% of programs and services funded at the determined level of need.
• Increase and sustain a 25% increase in total number of process improvement events implemented.
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 1 | Collect accurate data to measure the impact of agency performance and progress toward achieving VCPA’s vision. |
07/01/2022 | 12/31/2025 | |
| Task 1 | Create and deliver a training and coaching plan for all staff on the importance of acquiring accurate and complete data and on established processes for VCIJIS data entry. Expand data entry accountability using tools such as exception and audit reports to provide feedback at individual, unit, and division levels. Perform a systematic data cleanup prior to VCIJIS 2.0, identifying and addressing reasons data is not entered or is entered inaccurately. Consider having light duty staff or retirees help conduct the cleanup. | CD Business Services | 07/01/2022 | 12/31/2024 |
| Task 2 | Increase the efficient collection and reporting of individual and unit performance measures by automating monthly workload stats for officers and administrative professionals that are currently submitted manually. | CD Business Services | 01/01/2025 | 12/31/2025 |
| Task 3 | Create and adopt a plan to mitigate the need for “person merges” with VCIJIS 2.0. | CD Business Services | 10/01/2025 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 2 | Enhance agency capacity to analyze data, create dashboard, and report outcomes. | 07/01/2022 | 12/31/2025 | |
| Task 1 | Identify needed data elements, their uses, and data collection processes. The agency needs to identify standard data (demographics, age, offense, etc.) that is common among all units, unique data needed for each unit, and ways to collect the data. The data should include data elements required by outside sources (CPOC, BSCC, federal government, grants, courts, CPRA, etc.). Several steps will enhance this identification and collection effort, namely: 1) constructing a flowchart and/or matrix that maps out who receives what data and which reports rely on what data, 2) training staff in the effective and accurate reporting and management of data, and 3) developing a data management handbook as a reference guide for staff. The data management handbook would cover a wide range of topics, including but not limited to the use of required fields before proceeding with data entry, data retention policy, access trees for staff permissions, and designated points of contacts for outside agencies needing access to data. | CD Business Services | 07/01/2022 | 12/31/2022 |
| Task 2 | Once the agency’s data needs are fully understood, identify the nature and scope of resources needed to maintain and sustain timely retrieval of data on a regular basis. | CD Business Services | 01/01/2023 | 12/31/2025 |
| Task 3 | Adopt and support new technologies to advance the agency’s goals. New technology (e.g., phone apps for clients, real-time tracking, new drug-testing tech, kiosks, portals, online reporting, check-in tablets, accessibility features) will improve the agency’s ability to achieve its mission. Once identified, these technologies will need to be supported. For example, units will need to select their desired data elements so the agency can develop a scope of work for an RFP process and decide which technology will best meet their needs. Additional steps might include securing technology demonstrations through an RFP procurement process, providing web-based tutorials for clients, providing language translation devices, field testing solutions, and establishing a technology evaluation team workgroup. |
CD Business Services | 01/01/2023 | 12/31/2025 |
| Task 4 | Expand Research Unit support. The Research Unit will provide the agency with expertise to enhance data collection, analysis, and evaluation of services. However, the Research Unit’s current capacity (two FTEs proposed) to achieve this goal is limited. Without additional support, many of the desired data-related outcomes will likely not be achieved. The Research Unit can establish its long-term needs by prioritizing short/mid/long-term goals and identifying additional resources (staff, software access, equipment) needed to support its goals. | CD Business Services | 07/01/2024 | 12/31/2024 |
| Task 5 | Launch a new Interagency Case Management System (VCJIS 2.0). Successful implementation of VCJIS 2.0 is contingent on several steps, such as developing the requirements to generate scope of work for the RFP and procurement process; creating a detailed development plan for vendor contracting; drafting interagency MOUs and SOPs for VCJIS use and data entry; assembling the standard and unique data needed for each probation unit; and developing a user training plan. | CD Business Services | 07/01/2024 | 12/31/2025 |
| Task 6 | Develop internal and external dashboards and portals for public use. Key data and performance measures should be published on the agency’s website and be accessible to the public. A portal should also be created for clients to access. To operationalize this activity, several steps are required, such as determining the person(s) responsible for entering and maintaining dashboard data; assigning an existing staff member as a data coordinator for each unit/division to ensure that data is accurately reported; developing a procedural manual for dashboard reporting; and ensuring the dashboards are compatible with existing and future software programs. | CD Business Services | 07/01/2024 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 3 | Use data to establish budget priorities and allocate resources efficiently. | 01/01/2024 | 12/31/2025 | |
| Task 1 | Implement processes to review, utilize, and communicate outcomes and performance measures internally. An agency that utilizes data to inform decision making must have processes and methods to communicate the data and hold itself accountable to achieving performance targets. A Data Communications Plan should be developed that describes how performance data will be communicated to all agency staff in the most effective manner. This could include technology, staff, and external resources. | CD Business Services | 01/01/2024 | 06/30/2024 |
| Task 2 | Increase the efficient collection and reporting of individual and unit performance measures by automating monthly workload stats for officers and administrative professionals that are currently submitted manually. | CD Business Services | 01/01/2025 | 12/31/2025 |
| TASK | ACTIVITY | ASSIGNED TO | PLAN START | PLAN END |
|---|---|---|---|---|
| Objective 4 | Implement a comprehensive continuous improvement process. | 01/01/2024 | 06/30/2024 | |
| Task 1 | Create a roadmap–including a step-by-step guide with templates, forms, and processes–to allow for the consistent application of the continuous improvement plan (CIP). Specific steps to achieve this activity include extracting unit-specific performance data and key indicators for internal unit and agency-wide dashboards; developing a policy that describes which performance data will be reviewed at various agency levels and how often; identifying which data will be incorporated into standardized reports; and developing protocols that require examination of data before making decisions. Develop a comprehensive continuous improvement structure and plan for each division. The CIP would identify the division goals, the key activities that contribute toward the achievement of those goals, and a series of processes to measure fidelity to the activities and specific methods to boost performance when those measures indicate the need for improvement. Such methods include coaching, audits, booster training, communities of learning, use of internal subject matter experts (SMEs), use of VCPA Service Excellence processes, performance reporting, and use of third-party consultants. | CD Business Services | 01/01/2024 | 06/30/2024 |
