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Oregon Institutions Coffee Creek Correctional Facility (CCCF) Powder River Correctional Facility (PRCF) Columbia River Correctional Institution (CRCI) Santiam Correctional Institution (SCI) Deer Ridge Correctional Institution (DRCI) Shutter Creek Correctional Institution (SCCI) Eastern Oregon Correctional Institution (EOCI) Snake River Correctional Institution (SRCI) Mill Creek Correctional Facility (MCCF) South Fork Forest Camp (SFFC) Oregon State Correctional Institution (OSCI) Two Rivers Correctional Institution (TRCI) Oregon State Penitentiary (OSP) Warner Creek Correctional Facility (WCCF)
Community Corrections Douglas County Linn County
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Table of Contents
I. Oregon Department of Corrections - Description of Agency ....................................................................................... 7
A. Mission and Objectives .................................................................................................................................................. 7
Mission: .......................................................................................................................................................................... 7
Shared Vision: ................................................................................................................................................................. 7
Core Values: .................................................................................................................................................................... 7
B. Agency Director .............................................................................................................................................................. 8
C. Governor’s Policy Advisor for DOC ................................................................................................................................ 8
D. Affirmative Action & Diversity Representative ............................................................................................................ 8
E. Affirmative Action & Diversity Representative Employees .......................................................................................... 8
F. Organizational Chart ....................................................................................................................................................... 8
Table 1. Gender Workforce Demographics by Division .................................................................................................. 10
Table 2. Ethnic Workforce Demographics by Division .................................................................................................... 10
Table 3. Disabled Workforce Demographics by Division ................................................................................................ 10
II. Affirmative Action Plan ............................................................................................................................................ 14
A. Agency Affirmative Action Policy Statement/Agency Diversity & Inclusion Statement ....................................... 14
DOC’s Affirmative Action Policy Statement ................................................................................................................ 14
Mission .......................................................................................................................................................................... 14
Vision ............................................................................................................................................................................ 14
B. Diverse Workforce Policy ............................................................................................................................................. 14
a. Agency AA Policy/DI Statement/State and Federal Employment Law Documents ............................................... 14
C. Employment ................................................................................................................................................................. 15
a. How does your agency work to implement equity? ............................................................................................... 15
i. Hiring ..................................................................................................................................................................... 15
ii. Retention .................................................................................................................................................................. 17
iii. Promotion ................................................................................................................................................................ 20
iv. Succession Planning ................................................................................................................................................. 21
D. Training, Education, and Development Plan (TEDP) Report on access, availability, tracking/monitoring, and return on investment (ROI) of professional development offered agency-wide .......................................................... 21
a. Training overview ..................................................................................................................................................... 21
c. Volunteers ................................................................................................................................................................. 22
d. Contractors/Vendors ................................................................................................................................................ 23
E. Leadership Development/Training Program(s) ........................................................................................................... 24
a. Equal Employment Opportunity (EEO) data of trainees (job classification by category; includes gender, and demographic information) ........................................................................................................................................... 24
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F. Programs ....................................................................................................................................................................... 25
a. Internship Program(s) .............................................................................................................................................. 25
b. Mentorship Program(s) ............................................................................................................................................ 25
c. Diversity Awareness Program(s) .............................................................................................................................. 25
i. Agency-Wide Diversity Council ............................................................................................................................ 25
G. Community Engagement (may include, but not limited to Career Fairs, Community Events/Festivals, Trade-specific events) ................................................................................................................................................................. 26
H. Executive Order 17-11 Updates ................................................................................................................................... 27
a. Respectful Leadership Training (Diversity, Equity, & Inclusion), and Sexual Harassment .................................... 27
b. Statewide Exit Interview Survey .............................................................................................................................. 27
c. Performance Evaluations of all Management Personnel ........................................................................................ 32
I. Status of Contracts to Minority Businesses (ORS 659A.015) ....................................................................................... 32
a. Certification Office of Business Inclusion and Diversity (COBID) ........................................................................... 32
COBID contracts for the current biennium. .................................................................................................................. 33
III. Roles for Implementation of Affirmative Action Plan ............................................................................................ 33
A. Specific, active engagement, and/or innovative activity of: ...................................................................................... 33
a. Director/Administrator ............................................................................................................................................ 33
b. Managers and Supervisors ....................................................................................................................................... 34
c. Affirmative Action Representative .......................................................................................................................... 34
IV. July 1, 2019 - June 30, 2021 ...................................................................................................................................... 34
A. Accomplishments in goal attainment/progress from current biennium’s Affirmative Action Plan ......................... 34
B. Progress made or lost since previous biennium, if applicable ................................................................................... 34
A. Goals for agency Affirmative Action Plan ................................................................................................................ 35
Strategies: ..................................................................................................................................................................... 36
Timeline: ....................................................................................................................................................................... 36
VI. Appendix A - State Policy Documentation .............................................................................................................. 37
A. ADA and Reasonable Accommodation Policy (Statewide Policy 50.020.10) ................................................................ 37
B. Discrimination and Harassment Free Workplace - (Statewide Policy No. 50.010.01).................................................. 37
C. Employee Development and Implementation of Oregon Benchmarks for Workforce Development (Statewide Policy 50.045.01) ........................................................................................................................................................... 37
D. Veterans Preference in Employment (105-040-0015) .............................................................................................. 37
E. Equal Opportunity and Affirmative Action Rule (105-040-0001) ............................................................................. 37
F. Executive Order 17-11 ............................................................................................................................................... 37
VII. Appendix B – Federal Documentation .......................................................................................................................... 37
A. Age Discrimination in Employment Act of 1967 (ADEA) ........................................................................................... 37
B. Disability Discrimination Title I of the Americans with Disability Act of 1990 .......................................................... 37
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C. Equal Pay and Compensation Discrimination Equal Pay Act of 1963, and Title VII of the Civil Rights Act of 1964 .. 37
D. Genetic Information Discrimination Title II of the Genetic Information Nondiscrimination Act of 2008 (GINA) .... 37
E. National Origin Discrimination Title VII of the Civil Rights Act of 1964 .................................................................... 37
F. Pregnancy Discrimination Title VII of the Civil Rights Act of 1964 ............................................................................ 37
G. Race/Color Discrimination Title VII of the Civil Rights Act of 1964 ........................................................................... 37
H. Religious Discrimination Title VII of the Civil Rights Act of 1964 .............................................................................. 37
I. Retaliation Title VII of the Civil Agency Affirmative Action Policy ............................................................................ 37
J. Sex-Based Discrimination Title VII of the Civil Rights Act of 1964 ............................................................................ 37
K. Sexual Harassment Title VII of the Civil Rights Act of 1964 ...................................................................................... 37
VIII. Appendix C - Agency documentation in support of its Affirmative Action Plan ........................................................ 37
Internal policies and procedures for implementation of Affirmative Action Plan goals. ................................................. 37
L. Diversity and Inclusion Policy; 10.1.8 ........................................................................................................................ 37
M. Mission, Vision, and Core Values; 20.1.1 .............................................................................................................. 37
N. Code of Ethics; 20.1.2................................................................................................................................................ 37
O. Code of Conduct; 20.1.3 ........................................................................................................................................... 37
P. Equal Employment Opportunity and Affirmative Action; 20.4.1 .............................................................................. 37
Q. ADA and Reasonable Accommodation; 20.5.16 ....................................................................................................... 37
R. Promotion of a Respectful Workplace; 20.6.1 .......................................................................................................... 37
S. Violence-Free Workplace; 20.6.14 ............................................................................................................................ 37
T. Wellness Policy; 20.6.18............................................................................................................................................ 37
Pictured: Agriculture programs at DOC institutions.
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I. Oregon Department of Corrections - Description of Agency A. Mission and Objectives Mission: The Mission of the Oregon Department of Corrections (DOC) is to promote public safety by holding offenders accountable for their actions and reducing the risk of future criminal behavior. Shared Vision: We serve our communities and protect the public by:
Valuing Employee Wellness Employee wellness is supported at every level. We continuously encourage a high standard of overall health. A balance between work and personal life is maintained. These values are reflected in our practices.
Engaging Employees We work in a culture of respect and diversity, and our team communicates positively and openly. We are dedicated, empowered, supported, and have built a strong organization.
Operating Safe Facilities We are innovative leaders who take pride in the work we do and the service we provide. We use proven practices to encourage and maintain a positive, safe, and healthy workplace.
Implementing Innovative Business Practices We are a dynamic organization that is data-driven and achieves outcomes using innovation, evidence-based practices, and progressive technologies.
Preparing Individuals for Reentry We provide meaningful work experiences, education, programs, and opportunities for those incarcerated to develop pro-social life skills to become productive citizens. We continue to lower the recidivism rate. We recognize individuals can change. We promote healthy relationships that play an important role in incarceration, successful reentry, and community supervision.
Partnering with Our Stakeholders We build relationships with our stakeholders by fostering communication through an open exchange of information. We work together to return adults in custody as law-abiding, productive community members, and to reduce future victimization. This vision supports our mission and is how we will be known.
Core Values:
• Integrity and Professionalism • Dignity and Respect • Safety and Wellness • Fact Based Decision Making • Positive Change • Honoring Our History • Stewardship
*The agency uses Shared Vision and Core Values in place of Objectives
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B. Agency Director Colette S. Peters
Director, Oregon Department of Corrections 2575 Center Street SE, Salem, OR 97301-4667
(503) 945-0927
C. Governor’s Policy Advisor for DOC Constantin Severe
Public Safety/Military Policy Advisor, Office of the Governor [email protected]
(503) 986-6550
D. Affirmative Action & Diversity Representative Steve Cox
Diversity, Equity, and Inclusion (DEI) Administrator [email protected]
(503) 934-1077
E. Affirmative Action & Diversity Representative Employees Steve Cox
Office of Strategic Planning and Operations Administrator [email protected]
(503) 934-1077
Eric Wilkinson DEI Officer
[email protected] (503) 378-3593
Liz Fairley
Workforce Planning Inclusion Strategist [email protected]
(503) 922-2039
Patrick Vance Diversity Conference Organizer
Eric Westerfield Workforce Analyst
[email protected] (503) 934-0406
F. Organizational Chart
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Table 1. Gender Workforce Demographics by Division
Table 2. Ethnic Workforce Demographics by Division
Table 3. Disabled Workforce Demographics by Division
Table 4. Veteran Workforce Demographics by Division
Table 5. Positions by EEO-4 Category for Each Division
Division Female Male TotalPercent Female
Administrative Services Division 49 131 180 27.2%Community Corrections Division 38 33 71 53.5%Correctional Services Division 559 183 742 75.3%Director's Office 96 60 156 61.5%Human Resources Division 39 23 62 62.9%Operations Division 731 2535 3266 22.4%Grand Total 1512 2965 4477 33.8%
DivisionTotal
Employees White POCPercent
POCAdministrative Services Division 180 160 20 11.1%Community Corrections Division 71 67 3 4.2%Correctional Services Division 742 647 91 12.3%Director's Office 156 139 16 10.3%Human Resources Division 62 54 8 12.9%Operations Division 3265 2792 468 14.3%Grand Total 4476 3859 606 13.5%
Division Disabled TotalPercent Disabled
Administrative Services Division 3 180 1.7%Community Corrections Division 0 71 0.0%Correctional Services Division 4 742 0.5%Director's Office 2 156 1.3%Human Resources Division 3 62 4.8%Operations Division 37 3266 1.1%Grand Total 49 4477 1.1%
Division Disabled TotalPercent Veteran
Administrative Services Division 22 180 12.2%Community Corrections Division 3 71 4.2%Correctional Services Division 29 742 3.9%Director's Office 14 156 9.0%Human Resources Division 5 62 8.1%Operations Division 502 3266 15.4%Grand Total 575 4477 12.8%
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G. The Office of Strategic Planning and Operations Story Workforce planning is the most critical human resource management challenge in the public sector today. In government, we face challenges even greater than those the private sector faces in finding solutions for skilled labor shortages resulting from today's changing demographics and the new economy. Traditional human resource (HR) approaches no longer offer the solutions we need. Workforce planning, on the other hand, can make us better equipped to meet this challenge. In an effort to meet this challenge, in 2015 the Oregon Department of Corrections (DOC) began creating the Office of Strategic Planning and Operations. In addition, two breakthrough teams were formed – composed of DOC employees across the agency, representing various divisions and positions. These efforts were groundbreaking – looking at our current gaps in data and strategies, coupled with research of best practices and approaches, and then prioritizing areas of work. Workforce planning is a continuous effort and will have a significant impact on the organization. The department’s Executive Team recognizes the importance of a systematic, fully integrated, organizational processes to avoid workforce fluctuations and achieve our workforce objectives. The agency can be operated more efficiently when needs are predicted, as well as the availability of people to meet those needs. Our goal is to be the public safety employer of choice with innovative employees who transform lives. We believe a diverse workforce better prepares us to meet this goal. The breakthrough teams are researching how to best recruit, hire, and retain female Correctional Officers. Women make up roughly 50 percent of the state’s population, but only represent approximately 17 percent of our security positions. In recognizing the department’s need for a more diverse workforce, DOC is dedicated to maintaining these teams to generate and attract a broader spectrum of applicants. Currently, the Office of Strategic Planning and Operations operates with ten employees. Major projects for the biennium include:
• Increase the number of women candidates for Correctional Officer positions.
• Start mentoring program for female Correctional Officers at Eastern Oregon Correctional Institution (EOCI).
• Perform data analytics to predict future staffing needs. • Reorganize Diversity and Inclusion Unit to include a name change to Diversity, Equity, and
Inclusions (DEI); redesign website with clear processes for employees (both existing and potential). • Standardize the applicant selection process across the agency.
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Managers are a crucial point of intervention as they make key decisions about hiring, advancement, and projects teams. They shape the daily experience of employees, making them crucial to advancing diversity and inclusion. To be engaged on real problems, managers will need current data of their institutions and facilities. Workforce planning is an ongoing effort, with forever changing targets. This work will continue to have a large impact on our organization. DOC recognizes a more diverse workforce will maximize the skills of our employees, reach to our adults in custody, and role model pro-social behaviors – helping to reduce the rate of recidivism in Oregon.
II. Affirmative Action Plan A. Agency Affirmative Action Policy Statement/Agency Diversity & Inclusion
Statement DOC’s Affirmative Action Policy Statement The department is committed to achieving a workforce representing the diversity of Oregon and being a leader in providing fair and equal employment opportunities for all interested applicants and its employees. Mission Diversity, Equity, and Inclusion is embedded in the Department of Corrections core values. The department ensures legal compliance and efficiency, and exceeds expectations to deliver the best public services. Vision The Department of Corrections is committed to recruiting, retaining, and developing a diverse, high-performing workforce drawing from all sectors of society and values fairness to ensure the department is diverse and inclusive.
B. Diverse Workforce Policy
a. Agency AA Policy/DI Statement/State and Federal Employment Law Documents DOC is committed to Diversity, Equity, and Inclusion (DEI). One of DOC’s core values is to promote a diverse workforce through our Diversity and Inclusion Policy. Although affirmative action is an important tool in addressing historically under-represented groups, DOC recognizes diversity includes the full range of skills, knowledge, and characteristics employees bring to the workplace.
DOC’s policies are published on our website – making them accessible to everyone.
b. Complaint Options
DOC has adopted the Department of Administrative Services (DAS) policy 50-010-01 on Discrimination and Harassment Free Workplace as our standard. Anyone who is subject to – or aware of what they believe to be
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– discrimination, workplace harassment, or sexual harassment should report the behavior to their Human Resource Manager or the agency DEI Officer. Complaints are entered into Workday and assigned to a Human Resource Manager for investigation.
• All complaints will be taken seriously, and an investigation will be initiated as quickly as possible. • The agency may need to take steps to ensure employees are protected from further potential
discrimination or harassment. • Complaints will be dealt with in a discreet and confidential manner, to the extent possible. • All parties are expected to cooperate with the investigation and keep information regarding the
investigation confidential. • Retaliating against a person for making a report of discrimination, workplace harassment, or sexual
harassment will not be tolerated. • The agency will notify the complainant and the accused when the investigation is concluded. • Immediate and appropriate action will be taken if a complaint is substantiated. • The agency will inform the complainant if any part of a complaint is substantiated and action has been
taken. The complainant will not be given the specifics of the action. • The complainant and the accused will be notified by the agency if a complaint is not substantiated.
c. Other Reporting Options
Nothing prevents any person from filing a formal grievance in accordance with a Collective Bargaining Agreement (CBA), the Bureau of Labor and Industries (BOLI), or the Equal Employment Opportunity Commission (EEOC), or if applicable, the United States Department of Labor (USDOL) Civil Rights Center. However, some CBAs require an employee to choose between the complaint procedure outlined in the CBA and filing a BOLI or EEOC complaint.
C. Employment
a. How does your agency work to implement equity? Over the past couple years, DOC’s Executive Team (ET) recognized filling positions had become noticeably difficult and efforts needed to be amped up. Being armed with the knowledge 35 percent of our current employees are eligible for retirement within the next five years, DOC started strategizing how to become the Employer of Choice. A Workforce Development Breakthrough Team was created to develop new ideas and techniques of filling our open positions, newly vacant positions, and maintaining a hiring practice to keep the department fully staffed. Our most effective tools in recruitment are our job announcements. They are strategically worded to attract a large pool of applicants for each announcement.
i. Hiring Our responsibilities include working with management to provide, establish, and determine methodologies and strategies to recruit for certified and non-certified positions. The department has developed and will maintain a pool of diverse, sustainable, and qualified candidates – keeping supervisors, managers, and others apprised of recruitment efforts, vacant positions, and current markets relevant to DOC positions. DOC reviews market conditions to ensure candidate inventory is at appropriate levels. We are also responsible for developing and implementing effective recruitment strategies utilizing social networking and social media platforms; maintaining current applicant
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requirements, reviewing position descriptions, and job qualifications; evaluating applicant qualifications by discussing job requirements and applicant qualifications with managers; and determining applicant’s qualifications by interviewing, analyzing responses, and comparing qualifications to job requirements. DOC recruiters identify events, conferences, conventions, and other opportunities for recruiting candidates for the agency – additionally seeking out military bases, reserve units, and other avenues for recruiting military personnel. Recruiters visit trade schools, community colleges, colleges, and universities with programs specific to DOC’s needs. We provide a variety of educational and informational brochures, display boards, photos, and other recruitment materials for applicants to gain knowledge of our culture and site locations. Recruiters keep the agency informed of current social media trends and best practices for advertising needs. The recruitment team coaches and mentors applicants through the hiring process and assists with coordination of site tours. They provide online support via the general recruitment email in-box, social media messaging, and online chats providing instructions and information tailored to the applicant’s needs. The Workforce Planning Unit continues to build relationships with candidates, applicants, military bases, military contractors, colleges, and universities. They have attended 17 career fairs and 15 military specific events. DOC has also developed a One-Day Recruiting Event for our institutions. At these events, candidates are able to complete the NTN REACT test, submit an application, and have a chance to interview for the position – all in the same day. DRCI ONE-DAY RECRUITING EVENT – 2016 Candidates attended: 49 Applications submitted: 29 Applicants interviewed: 43 Backgrounds completed: 24 Applicants hired: 9 SRCI ONE-DAY RECRUITING EVENT – 2016 Candidates attended: N/A Applications submitted: N/A Applicants interviewed: N/A Backgrounds completed: N/A Applicants hired: N/A EOCI & TRCI ONE-DAY RECRUITING EVENT – 2016 Candidates Attended: 163 Applications Submitted: 92 Applicants Interviewed: 92 Backgrounds completed: 73 Applicants Hired: 18 CCCF ONE-DAY RECRUITING EVENT – January 27, 2017 Candidates attended: 52 Applications submitted: 22
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Applicants interviewed: 21 Backgrounds completed: 19 Applicants hired: 7 EOCI & TRCI ONE-DAY RECRUITING EVENT – September 7, 2018 Candidates attended: N/A Applications submitted: N/A Applicants interviewed: N/A Backgrounds completed: N/A Applicants hired: N/A ii. Retention The Office of Strategic Planning and Operations consistently reviews the changing market conditions and proactively recruits to retain employees. We monitor employee turnover by obtaining data and trends for process improvement opportunities and the amount of time between when a position is vacated to date of new hire. As a whole, health is a major concern for DOC and its employees. DOC recognizes correctional work – across all job types and settings – is stressful with negative impacts on employee health and wellness. The Executive Team created a DOC Wellness Breakthrough Team to research and develop recommendations or changes in the workplace. The recommendations from the team included a commitment to reducing workplace stressors, addressing employee shortages, providing and promoting programs to support mental health and work-life balance, supporting traditional approaches to wellness, and exploring comprehensive approaches to worksite wellness. DOC is focused on eight dimensions of wellness – the environmental, emotional, social, intellectual, financial, spiritual, occupational, and physical sides of health and well-being. DOC has a Wellness Committee at each of our site locations. The following wellness events and activities have been held at each site and plans to continue expand.
Facility Event and Activities CCCF • Monthly newsletter
• Wellness Fair • Fitness center (monthly dues) • Emergency Support Services (ESS) team • Weight Watchers meetings • Bulletin board • Blood pressure monitor • Health Team Healthy U • Cascade Center speakers • Financial resources • Conflict resolution • Holiday stress
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Facility Event and Activities CRCI • Annual Shamrock Walk/Run Team
• 10,000 Steps of Summer Challenge • ESS team • Fitness center (monthly dues) • Weight Watchers meetings • Walking club
DRCI • Fitness center (monthly dues)
• Walking track (limited to day shift non-security employees because officers cannot leave their post to go to the walking track and get back in time.
• ESS team • Wellness bulletin board
EOCI • ESS team
• Weight Watchers meetings • Walking track • Walking group • Health Fairs (twice a year) • Heart healthy eating class
OSCI • Weight Watchers meetings
• Magazines (Men’s Fitness; Women’s Fitness; Money; Prevention) • Quarterly newsletter • Blood pressure monitor • Wellness bulletin board • Walking groups (walks the perimeter of the institution) • ESS team
OSP/MCCF • Fitness center
• Wall walk • Bulletin board • Wellness fair • Blood pressure monitor • Wellness emails covering financial, physical, and emotional health topics • Employees barbeques • Employees holiday parties • Visits from blood drive bus
PRCF • Fitness center
• Employees bowling night • Health assessment day • Turkey bowl • Count track walk • Employees picnic
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Facility Event and Activities SCI • Blood pressure monitor
• Water club • ESS team • Wellness topics in employee newsletter • Bulletin board • Employees barbeque • Weight Watchers meetings (at OSCI or CDC)
SCCI • Fitness center (monthly dues)
• Nature trail • ESS team • Bulletin board • Biggest Loser contest
SRCI • Health fair (twice per year)
• Healthy Team Healthy U • ESS team • Walking track • Fitness center (monthly dues) • Golf tournament • Biggest Loser challenge • Perimeter walk/runs • A mammogram mobile unit on a monthly basis
SFFC • Fitness center (monthly dues)
• ESS team • 10,000 Steps of Summer Challenge • Outdoor workout/fitness stations
TRCI • Wellness fair
• Great Race • Biggest Loser Challenge • Twilight Run/Walk 5k • Wellness walk with prizes • Marathon Runner Aid Station • Fitness center (monthly dues) • Walking trail • Wellness section in employee newsletter • Blood pressure monitor
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Facility Event and Activities WCCF • Wellness Committee
• Walking track • Fitness center (monthly dues) • ESS team • Email on different wellness topics • Wellness topic in employee newsletter • Bulletin board • Blood pressure monitor
As a state agency, DOC is leading the way across the nation in effective correctional practices and philosophies. In order to achieve this, we use Correctional Outcomes through Research and Engagement (CORE). CORE is the Department’s performance management system. It establishes the framework for the department to identify opportunities to improve and/or streamline processes, use data to identity constraints, effectively use resources, and ultimately promote public safety. CORE is crucial because it provides employees with the opportunity to have a voice to influence and improve the fundamental ways we do business.
With CORE in place, DOC strives to achieve goals, objectives, and strategies to build our future in serving the public. In 2016, DOC created a ten-year strategic plan – Destination 2026. This plan helps solidify our organizational identity and culture, while preserving the fundamentals of our work and continuously stimulate progress. Destination 2026 is made up of four sections:
1. Why look to the future? Trends in the workforce, external drivers, internal leadership, and financial obligations are all objectives when looking at hiring, retention, promotion, and succession planning.
2. What is our destination? Our agency’s destination is to be the public safety employer of choice – innovative employees transforming lives. Our destination encompasses Pride - People & Skills, Strength - Employee Wellness, Respect - Culture, Protect - Corrections Outcomes, and Serve - Re-Entry & Supervision.
3. What is constant? DOC will remain constant in our organization, structure, the Oregon Accountability Model, and CORE.
4. Our foundation DOC’s foundation is our Mission, Shared Vision, and our Values. It is very important to understand DOC’s Wellness Plan, CORE, Destination 2026, and breakthrough initiatives will only be accomplished if our employees feel valued and engaged. We hold annual award ceremonies recognizing the exemplary efforts of our employees. iii. Promotion The department focused primarily on the correctional series of classifications over the past few years. These classifications are entry-level correctional officers, corporals, sergeants, lieutenants, and captains. The Office of Strategic Planning and Operations works with all DOC Security Managers by providing very detailed reports of their facility. These reports contain information on gender, people of color, veteran
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status, parity targets, and current status over or under parity. Diversity in our promotions is an important step in encouraging advancement. iv. Succession Planning Currently DOC does not have a succession planning program, but each discipline or department takes pride in making sure our employees are trained, skills are retained, and goals accomplished. DOC also offers job development opportunities and job rotations to help our employees gain the skills and knowledge needed to accomplish their professional goals.
D. Training, Education, and Development Plan (TEDP) Report on access, availability, tracking/monitoring, and return on investment (ROI) of professional development offered agency-wide
a. Training overview The Professional Development Unit (PDU) drives DOC towards achieving its mission and key goals by generating and delivering high-quality, relevant training. PDU also develops opportunities for all DOC team members – preparing them to carry out their day-to-day job functions and furthering individual, team, and agency success. The unit maintains employee training records and agency-approved curriculum. The unit maintains a strong relationship with the Department of Public Safety Standards and Training, DOC’s certifying agency. b. Employees Average estimate of total DOC employees from July 1, 2017 to June 30, 2018: 4,575 Basic Correctional Courses (BCC) and New Employee Orientation (NEO) Classroom Courses Ethics and Professionalism This course reviews two types of boundary models – employee-to-adult in custody boundaries and employee-to-employee boundaries. It talks about the destruction a code of silence culture creates, along with the cost of unethical and illegal behavior. The course focuses on the importance of peer intervention in spotting and stopping potential boundary violations. Code of Conduct and Code of Ethics policies are covered and reviewed by participants. (4-hour course) Prison Rape Elimination Act (PREA) This course reviews PREA and the standards the Oregon Department of Corrections must adhere to in ensuring a zero-tolerance towards prison rape. (1-hour course) Oregon Accountability Model (OAM) OAM training reviews how to positively influence long-term and post-release behaviors by role modeling and positive interaction to enhance future successes. The course focuses on behaviors supporting evidence-based social learning principles - role modeling, reinforcing, and redirecting. (1.5-hour course) Respectful Workplace This class reviews the behavior expectations for all corrections professionals to ensure the workplace is free of all harassing and discriminatory behavior and actions. It covers the laws and policies related to maintaining a respectful workplace. Through a variety of case scenarios, the course demonstrates the
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expectations of employees for encouraging and reinforcing appropriate workplace behavior and leads the class through a detailed discussion of how law enforcement agencies will deal with disrespect. (4-hour course) Understanding and Protecting Transgender and Intersex Adults in Custody (AICs) This presentation reviews how Oregon manages transgendered and intersex individuals. It helps staff to understand DOC's system in ensuring transgender and intersex AICs are treated with respect and are provided a harassment free environment, the same treatment we expect for all individuals in our care and custody. At the conclusion of this course, the student will be able to understand and use national terminology, be familiar with PREA standards specific to transgender and intersex, understand DOC's intake and housing placement process for transgender and intersex, and understand expectations in working with transgender and intersex AICs. (2-hour course) Gender Responsive Supervision (offered at Coffee Creek Correctional Facility (CCCF)) Employees at CCCF will review the demographics of incarcerated females, recognize the proportion of females in the criminal justice system, and identify the offenses committed by them. The course covers the developmental and psychological differences between men and women and the important role children play in the lives of females in custody. Participants will be able to understand the implication of violence and trauma in the lives of female adults in custody, identify their unique physical and mental health needs, and discuss their sexuality and alternative lifestyles. (8-hour course) Crisis Intervention Training: Mental Health First Aid 2017 This course reviews how to deescalate a situation relating to an individual with a mental health diagnosis, in custody or out in the community. (8-hour course) Gender Responsivity for All This module is currently in development, it will be part of future Annual Training mandatory for all DOC employees. (1.5-hour course) c. Volunteers The DOC Volunteer Program has implemented new training standards for existing volunteers. The continuing education program includes department-specific training requirements and diversity training. The Volunteer Program works with PDU to provide online training which is incorporated into the agency learning management system, iLearn. Home for Good in Oregon (Faith-Based Programming for Adults in Custody Re-entry) This volunteer program provides additional training for its volunteers, revolving around three main principles: 1) focus first on the community, second on the person returning to the community; 2) use the high dream approach to develop the community and the person returning; and, 3) use evidence-based approaches to prevent recidivism. Volunteer Data
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Adult in Custody Data
d. Contractors/Vendors Volunteers, contractors, and vendors are considered Non-Employee Service Providers (NSP) for DOC. As with all individuals who come into regular contact with DOC facilities, NSPs are required to attend training to prepare them for the environment in which they will be working. The type of training NSPs are required to attend depends on four factors: duration of work, contact with AICs, frequency of work, and whether or not facility access is required.
Gender Total PercentMale 1102 56.6%Female 832 42.7%Unknown 13 0.7%
Total 1947
POC Total PercentAsian 37 1.9%Black 77 4.0%Hispanic - Latino 129 6.6%Indian - Alaskan 44 2.3%White 1615 82.9%Two or More 0 0.0%Unknown 44 0.0%Pacific - Islander 1 0.1%
Total 1947
Gender Total PercentMale 13612 91.4%Female 1276 8.6%Unknown 0 0.0%
Total 14888
POC Total PercentAsian 230 1.5%Black 1377 9.2%Hispanic - Latino 1905 12.8%Indian - Alaskan 469 3.2%White 10884 73.1%Two or More 0 0.0%Unknown 2 0.0%Pacific - Islander 21 0.1%
Total 14888
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Regardless of those factors, a majority of NSPs must complete a minimum training requirement, which includes an online iLearn training curriculum, as well as a 3.5-hour classroom training. PDU consults and collaborates on training development and delivery for DOC volunteers, contractors, and outside agency partners.
E. Leadership Development/Training Program(s)
a. Equal Employment Opportunity (EEO) data of trainees (job classification by category; includes gender, and demographic information)
Developing Leaders - Identifying the framework for leadership at DOC and develop the training. In July 2016, DOC’s ET chartered a breakthrough initiative on the future of leadership development within the department. The initiative was selected as a top priority from the Destination 2026, our 10-year strategic list of organizational improvement. These improvements, when reached within the defined period of time, will contribute towards DOC's overarching goal of becoming the public safety employer of choice with innovative employees who transform lives. The primary factors contributing to selection of this breakthrough initiative were the absence of any meaningful leadership development opportunities for current or new managers. This was due to a decade of budget instability, and the potential for the department to turn over more than 35 percent of its employees (including managers) during the next five years due to retirement. The breakthrough initiative team was charged with creating a consistent, research-based framework to shape and guide all development of current and future leaders. Through rigorous study, subject matter expert meetings, and stakeholder feedback, the team created the DOC Leadership Philosophy and Leadership Attributes. In addition to this philosophy and set of attributes, the team also crafted a department set of leadership opportunities and a set of leadership development strategies to be implemented at the individual and organizational levels in the future. Developing Managers - Developing a 40-hour training program for all managers, Correctional Management Development (CMD) Twenty employees were selected to attend DOC’s first, Correctional Management Development training in July 2018. This training provides managers the practical tools and skills they need to improve interactions with employees and move the department closer to meeting its mission. Development and implementation of management training has been one of the agency’s strategic initiatives since the beginning of Destination 2026. Getting this class up and running is a strong step toward becoming the public safety employer of choice with innovative employees who transform lives.
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This training was developed and delivered through a collaboration between PDU and the department’s subject matter experts. It is offered quarterly to new and veteran managers, with the long-range goal of reaching all managers during the next few years. The chart below shows the analysis of the 52 DOC employees who have attended the CMD to date. Analysis
CMD is scheduled dates for July 15, 2019, and October 21, 2019, this year.
F. Programs
a. Internship Program(s) Currently, DOC’s internship program is a very informal. Students contact a manager at DOC and ask about internship opportunities. The manager then emails information about the college student to other managers to see if there is anyone interested in offering them an intern position. We have placed interns in Human Resources, Medical Services, Information Technology, and other Central Administration positions. We do not have a centralized process to track all interns across the state, therefore no data is unavailable. b. Mentorship Program(s) Currently, Eastern Oregon Correctional Institution (EOCI) located in Pendleton has a mentorship program. EOCI’s program focuses on helping new employees succeed. The mentors (senior employee) are paired with someone less skilled or experienced to help them grow and develop specific competencies. We are reviewing a mentorship program to deploy at other institutions. Our Field Training Officers at all 14 facilities provide mentorship while training and coaching our new employees. c. Diversity Awareness Program(s)
i. Agency-Wide Diversity Council DOC’s goal is to have a Diversity Awareness Council at each of our institutions in the near future. This council would be committed to supporting our employees to ensure their contributions are valued and considered regarding diversity efforts.
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G. Community Engagement (may include, but not limited to Career Fairs, Community Events/Festivals, Trade-specific events) DOC is committed to maintaining our community outreach. We have been involved with many different avenues of community engagement including: Community Events:
1. Senior appreciation brunch for the community – WCCF
• Warner Creek Correctional Facility welcomed local seniors from the community for brunch and a tour of the institution.
2. Fish with a Cop – SRCI • Sixty children along with Correctional Officers from Snake River Correctional Institution, Ontario
City Police Department, Nyssa Police Department, Malheur County Sheriff’s Office, and Oregon State Police participated in the Malheur County Fish with a Cop event. Fish with a Cop is a mentoring program pairing law enforcement employees with children that may be lacking a strong positive adult role model in their lives.
3. Community 5K race supports adult in custody running program – CCCF • A 5K race allowed participants from the community of Wilsonville to donate to Reason to Run, a
running program for our adults in custody housed at Coffee Creek Correctional Facility.
Career Fairs/Events:
1. Multiple Online Recruitment Events
2. Oregon Psychiatric Physicians Association Conference
3. University of Portland, School of Nursing
4. DPSST Career Fair
5. Portland Community College
6. American Psychiatric Association Conference
7. Work Source Career Fair, North Bend SCCI
8. Career Technical Education Center
9. Law Enforcement Hiring Expo, Portland
10. Mt Hood Community College Career Fair
11. Daly Days, Lakeview WCCF
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H. Executive Order 17-11 Updates
a. Respectful Leadership Training (Diversity, Equity, & Inclusion), and Sexual Harassment All management employees are required to complete Our Respectful Workplace training course by the end of the year. This measure is on our CORE Agency Scorecard and as of December 31, 2018, 52 percent of management employees have taken the course. Each year, DOC employees are required to take DAS mandated training Maintaining a Harassment Free and Professional Workplace and Preventing Sexual Harassment. These classes are also tracked on the CORE Division Scorecard and measured quarterly to monitor progress. b. Statewide Exit Interview Survey Due to lack of data from the Department of Administrative Services, DOC will be pursuing an outside contractor to conduct and track exit surveys for the department. Other state agencies using this process work with their vendors to ensure employees complete an exit survey. Involuntary separations and promotions, especially those involving people of color, have recently been identified as a problem area. This biennium DOC will continue researching these two areas for additional data, and then take appropriate action. DOC is dedicated to providing employees with needed resources to succeed in their careers. We recognize the value each employee brings to our business and how the diversity in background and skill set benefits the agency. One tool we are looking forward to utilizing is the Workday Team Performance program. DOC will go live with this feature July 1, 2019. This program will allow employees to complete individual development plans to help them succeed in the agency. If employees are given opportunities to continually update and improve their skills, they are more inclined stay with the agency. This should positively impact retention and lower the involuntary separations. DOC’s Human Resources asks separated employees to participate in a DAS online exit survey. Past participation has been about 7 percent, making this data un-useful for much analysis. The Position and Personnel Database (PPDB) can provide the best data at this time on general separation and position movement reasons for 100 percent of the employees. DOC is currently 13.5 percent people of color (POC). The following chart data is from July 1, 2017 – June 30, 2018.
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Voluntary Separations
Involuntary Separations
Promotions
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All position movement.
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DOC is currently 33.8 percent female. Voluntary Separations
Involuntary Separations
Promotions
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Transfers – Different position in same classification.
All position movement.
c. Performance Evaluations of all Management Personnel DOC is aware of the need to comply with ORS 659A.012 and Executive Order 17-11, related to the evaluation of management personnel effectiveness in achieving affirmative action objectives. Currently, DOC does not have a process in place covering this requirement. Workday will have the capability to meet this requirement with a performance review feature. DOC has a need for flexible features supporting modern human resource “stay interviews” and “check in” programs.
I. Status of Contracts to Minority Businesses (ORS 659A.015) a. Certification Office of Business Inclusion and Diversity (COBID)
The following data on contracts to minority business is from July 1, 2017 – August 16, 2018. It is important to note the data represented on contractors is flawed. The business DOC does with Minority and Women Owned Businesses is likely underreported due to inaccuracy in the ability to match data between the Certification Office of Business Inclusion and Diversity (COBID) certified businesses and DOC Vendors listed in the Automated Financial Accounting Manufacturing Inventory System (AFAMIS). As of August 16, 2018,
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DOC had 623 active contracts with a total not to exceed the amount of $663,176,376. DOC also had 107 price agreements with a total not to exceed the amount of $25,045,188.
COBID contracts for the current biennium.
III. Roles for Implementation of Affirmative Action Plan A. Specific, active engagement, and/or innovative activity of:
a. Director/Administrator • Fosters and promotes the importance of a diverse, discrimination and harassment-free workplace to all
employees and managers. • Tasks the Diversity, Equity, and Inclusion Administrator with leading the culture portion of the
department’s 10-Year Strategic Plan, Destination 2026 which identifies the need for a culture of respect and inclusion
• Values and promotes equal employment opportunities, affirmative action, diversity, and inclusion in the workplace.
• Reviews the affirmative action plan and provides direction in setting goals. • Attends monthly Governor’s Diversity & Inclusion/Affirmative Action/EEO Workgroup meetings. • Attends other trainings relevant to the promotion of Affirmative Action/Diversity and Inclusion/Equity. • Provides confidential review of employee concerns, initiating timely and appropriate investigative
action as necessary, and advising of possible internal remedies. • Provides confidential assistance, consultation, and resources to employees in all aspects of affirmative
action. • Trains managers in interviewing skills including having diverse interview panels, developing job-related
interview questions, and applying veteran’s preference. • Recognizes the importance of involvement with other state agencies related to diversity and inclusion
and has continually decided to fund employee’s attendance at the Annual Statewide Diversity Conference.
• Continues periodic review of policies, procedures, and practices to address any issues negatively impacting affirmative action.
AB # Description 7/1/17 to 5/30/1865707 HARRIS WORKSYSTEMS INC 4,123.91$ 72971 EXCEL GLOVES & SAFETY SUPPLIES 21,143.28$ 74276 SPRING VALLEY DAIRY 40,958.67$ 85792 R & R TREE SERVICE INC 11,750.00$ 86359 TRI-STAR DETENTION INC 5,861.50$ 86852 LAKEVIEW REDI-MIX CO 821.00$ 91604 PASSPORT TO LANGUAGES 493.00$ 91829 PACIFIC INDUSTRIAL SERVICE INC 2,008.00$ 93040 BLUE RIBBON BUSINESS PRODUCTS C 108,674.38$
Total 195,833.74$
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b. Managers and Supervisors • Works with the Work Force Planning Unit to develop recruitment plans to build diverse applicant pools
as part of the recruitment process. • Modifies work area and non-essential duties of positions as necessary and reasonable to accommodate
employees with disabilities. • Promotes the importance of a diverse, discrimination, and harassment free workplace. • Displays DOC’s affirmative action posters in prominent areas.
c. Affirmative Action Representative • Tracks and reports on EEO Harassment and Affirmative Action complaints. • Meets with managers to review workforce and recruitment demographics and review progress on
goals. • Presents quarterly workforce report to the Executive Team and Leadership Team. • Complies with the DAS policy 50.010.01 on Discrimination and Harassment Free Workplace – reports
any type of harassment or discriminatory behavior. • Attends other trainings relevant to Affirmative Action/Diversity and Inclusion/Equity. • Continues the periodic review of policies, procedures, and practices to address any issues negatively
impacting affirmative action. • Reviews and discusses the Affirmative Action Plan and goals for the department and for the individual
divisions with appropriate stakeholders. • Helps identify resources to improve recruitment and developmental opportunities for under-
represented persons.
IV. July 1, 2019 - June 30, 2021 A. Accomplishments in goal attainment/progress from current biennium’s Affirmative Action Plan
• Formation of Office of Strategic Planning and Operations. • Overhaul of Diversity, Equity, and Inclusion. • Update DOC policies. • Participate in the annual Diversity Conference for state employees. • Incorporate new language into many job descriptions, affirming commitment to diversity. • Comply with Executive Order 17-11. • Add measures to the Agency and HR Division Scorecard tracking DEI progress.
B. Progress made or lost since previous biennium, if applicable This is a time of transition for DOC. The Office of Strategic Planning and Operations is taking over the new role of Diversity, Equity, and Inclusion through the Governor’s Executive Order, the vision of the director, and the consistent implementation of the Affirmative Action Plan. The Assistant Director of HR, CORE, and Destination 2026 are developing and guiding consistency and structure for Diversity, Equity, and Inclusion.
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V. July 1, 2019 - June 30, 2021
A. Goals for agency Affirmative Action Plan
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B. Strategies and timeline for achieving agency goals
Strategies: Utilizing the Governor’s Executive Order, the vision of the director, and the consistent implementation of the Affirmative Action Plan, the agency will begin to research how to involve the under-represented communities in Oregon with DOC. The Diversity, Equity, and Inclusion Administrator will exercise CORE to develop consistency and structure for Diversity, Equity, and Inclusion measures. Human Resources will begin developing strategies to meet the DEI-related goals set in the Destination 2026 plan. Timeline:
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VI. Appendix A - State Policy Documentation
A. ADA and Reasonable Accommodation Policy (Statewide Policy 50.020.10) B. Discrimination and Harassment Free Workplace - (Statewide Policy No. 50.010.01) C. Employee Development and Implementation of Oregon Benchmarks for Workforce Development
(Statewide Policy 50.045.01) D. Veterans Preference in Employment (105-040-0015) E. Equal Opportunity and Affirmative Action Rule (105-040-0001) F. Executive Order 17-11
VII. Appendix B – Federal Documentation
A. Age Discrimination in Employment Act of 1967 (ADEA) B. Disability Discrimination Title I of the Americans with Disability Act of 1990 C. Equal Pay and Compensation Discrimination Equal Pay Act of 1963, and Title VII of the Civil Rights Act
of 1964 D. Genetic Information Discrimination Title II of the Genetic Information Nondiscrimination Act of 2008
(GINA) E. National Origin Discrimination Title VII of the Civil Rights Act of 1964 F. Pregnancy Discrimination Title VII of the Civil Rights Act of 1964 G. Race/Color Discrimination Title VII of the Civil Rights Act of 1964 H. Religious Discrimination Title VII of the Civil Rights Act of 1964 I. Retaliation Title VII of the Civil Agency Affirmative Action Policy J. Sex-Based Discrimination Title VII of the Civil Rights Act of 1964 K. Sexual Harassment Title VII of the Civil Rights Act of 1964
VIII. Appendix C - Agency documentation in support of its Affirmative Action Plan Internal policies and procedures for implementation of Affirmative Action Plan goals.
L. Diversity and Inclusion Policy; 10.1.8 M. Mission, Vision, and Core Values; 20.1.1 N. Code of Ethics; 20.1.2 O. Code of Conduct; 20.1.3 P. Equal Employment Opportunity and Affirmative Action; 20.4.1 Q. ADA and Reasonable Accommodation; 20.5.16 R. Promotion of a Respectful Workplace; 20.6.1 S. Violence-Free Workplace; 20.6.14 T. Wellness Policy; 20.6.18
Updated: 7/30/19
