RIF Assistance Database

1. RIF Assistance Database North Carolina Department of Correction October 12, 2010

2. FISCAL YEAR 2009-2010 The State of North Carolina faced a $1.7 billion deficit

3. Budget cuts were imposed on nearly every agency The Department of Correction’s operating budget was reduced by $41 million At the same time several new, larger and more cost-efficient prison institutions had recently come on-line As a result, the legislature directed the DOC to close 7 prisons between September 1, 2009 and April 1, 2010 and reduce staff at 9 other Facilities A total of 1,128 positions were abolished The changes affected 516 employees

4. Closed Facilities • McCain Hospital – 138 Occupied Positions • Guilford Correctional Center – 52 Occupied Positions • Cleveland Correctional Center – 46 Occupied Positions • Umstead Correctional Center – 32 Occupied Positions • Union Correctional Center – 31 Occupied Positions • Gates Correction Center – 25 Occupied Positions • Wilmington RFW – 9 Occupied Positions

5. Staff Reductions • Odom Correctional Institution – 65 Occupied Positions • Hoke Correctional Institution – 26 Occupied Positions • Lincoln Correctional Center – 22 Occupied Positions • Corr. Enterprise Chase Laundry – 7 Occupied Positions • Prison Management – 6 Occupied Positions • Southern Correctional Instit. – 4 Occupied Positions • Warren Correctional Instit. – 3 Occupied Positions • Piedmont Correctional Instit. – 2 Occupied Positions • Nash Correctional Institution – 2 Occupied Positions • Greene Correctional Institution – 2 Occupied Positions • Bladen Correctional Center – 2 Occupied Positions • Catawba Correctional Center – 2 Occupied Positions • DCC Central Administration – 2 Occupied Positions • DCC Judicial District 14 – 2 OccupiedPositions • Correctional Enterprise Admin/ – 2 OccupiedPositions • Central Pharmacy – 1 OccupiedPosition • DOP Eastern Regional Office – 1 OccupiedPosition • DOP Central Regional Office – 1 OccupiedPosition • DOP Transfer Terminal – 1 OccupiedPosition • Caledonia Correctional Institution – 1 OccupiedPosition • Brown Creek Correctional Instit. – 1 OccupiedPosition • Randolph Correctional Center – 1 OccupiedPosition • Gaston Correctional Center – 1 OccupiedPosition • Anson Correctional Center – 1 OccupiedPosition • Buncombe Correctional Center – 1 OccupiedPosition • DCC Judicial District 12 – 1 Occupied Position • Corr. Enterprise Alexander Plant – 1 OccupiedPosition • Correctional Enterprise Lanesboro – 1 OccupiedPosition

6. Prison Management • Central Pharmacy • DOP Eastern Regional Office • DOP Central Regional Office • DOP Transfer Terminal • Caledonia Correctional Institution • Odom Correctional Institution • Piedmont Correctional Institution • Brown Creek Correctional Institution • Southern Correctional Institution • Nash Correctional Institution • Greene Correctional Institution • Warren Correctional Institution • Bladen Correctional Center • Hoke Correctional Institution • Randolph Correctional Center • Gaston Correctional Center • Lincoln Correctional Center • Catawba Correctional Center • Anson Correctional Center • Buncombe Correctional Center • DCC Central Administration • Judicial District 12 • Judicial District 14 • Correctional Enterprise Alexander Furniture Plant • Correctional Enterprise Chase Laundry • Correctional Enterprise Lanesboro Casegoods

7. In July 2009, the NCDOC Personnel Office and the DOC Management Information Office were already working together to develop a Performance Appraisal tracking system The Personnel Office asked if MIS could help in any way to help manage the logistics of the Reduction In Force (RIF) Process needed to handle the large staff reductions.

8. Goals • Assist with identification of impacted employees • Homogenize Creditable Service • Manage/Generate notification letters and documentation • Track available position vacancies • Help match employees with appropriate vacancies • Assist with OSP and EEO reporting

9. Challenges • Time - Less than 2 months until the first prison was set to be closed • Knowledge - Learning Curve for MIS • Data - Information dispersion • Risk – No tolerance for error

10. Phase IIdentification, Notification & Standardization • 1st RIF impacted 9 employees and was done manually • Personnel staff and MIS programmers worked very closely to learn and document business processes • MIS started process to take monthly snapshots of each employee’s creditable service • MIS began work on Phase I of application to integrate Beacon and DOC Employee Data

11. BatchingCreate logical grouping for employees and select the Creditable Service Date

12. Add staff to BatchSelect appropriate staff for each RIF Batch

13. 30 Day Notification

15. Recording Employee Preferences

16. Employee Preferences

17. Phase IIPosition Management • In addition to personnel reductions, many vacant positions were being abolished in the RIF • In some cases new positions were being created to deal with changing needs • Regular hiring and planned retirements continued to impact position availability • This information was not readily available through Beacon • Various personnel sections needed to share this information effectively • Phase II allowed users to collaborate and share information securely and quickly

18. Updating Position Data

20. Phase IIIStaff Placement • Process staff efficiently and in order of seniority • Dynamically combine pay grade, location and job skills data with employee preferences to find the best match • As each employee is offered a position, need to remove that position from pool • Generate documentation • Allow work to be completed on-site in real-time

21. Staff Reassignment Process‘The Lottery’ Ability to combine multiple batches that share a common RIF date

22. Schedule conferences with the affected staff in order of seniority

23. Meet with individual staff to discuss options and make assignments

24. + +

25. Generate custom letters for each employee. Letters can be printed for each individual during the interview, or later as a batch.

26. Create spreadsheet for OSP

28. Phase IVReporting • Ability to produce management reports throughout RIF process • Ability to track employee notification process and acceptance • Allow EEO to evaluate RIF placements and identify disproportional adverse impact

29. Create Placement Summary

31. EEO Statistics

32. Allows Equal Employment Opportunity office to compare the racial, gender and age demographics of RIF employees against the DOC’s overall employee data. Data is also broken down by the employees who were successfully placed and those who were not. Data by Race

33. Data by Age Data by Gender

34. Lessons Learned • Be prepared. Current budget projections indicate that RIFs will be likely in the future. • Identify where the data is held and consolidate and integrate whenever possible. • Communicate.

35. Most Importantly • This is a personnel process, not a mechanical process. The ultimate goal is to give Personnel professionals the maximum time and information possible to get the best outcome for each individual.

36. Contact Information John Woodlock Application Development Manager NC Department of Correction John.Woodlock@doc.nc.gov 919-716-3547 Disclaimer – Please note that all information contained in the presentation is for demonstration purposes only. It is sample data only and is therefore not a direct or accurate representation of actual DOC or Personnel information.