BUSINESS PLAN 2020 FY2021-2023 - Maryland Correctional Enterprises
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BUSINESS PLAN 2020 FY2021-2023
Maryland Correctional Enterprises
Strategic Business Plan
Fiscal Years 2021- 2023
Stephen Sanders
Chief Executive Officer
September 2020
Robert L. Green Wayne Hill
Secretary Acting Deputy Secretary of Operations
Department of Public Safety and Department of Public Safety and
Correctional Services Correctional Services
1
Department of Public Safety and Correctional Services
Maryland Correctional Enterprises
7275 WATERLOO ROAD • JESSUP, MARYLAND 20794 • www.mce.md.gov
(410) 540-5400 • FAX (410) 540-5570 • TTY USERS (800) 735-2258
STATE OF MARYLAND
LARRY HOGAN September 2020
GOVERNOR
BOYD K. RUTHERFORD
Dear MCE Employees and Stakeholders:
LT. GOVERNOR
On behalf of Maryland Correctional Enterprises (MCE), it is indeed a pleasure to
ROBERT L. GREEN
SECRETARY present a copy of the Strategic Business Plan Fiscal Years 2021-2023 for your
RACHEL SESSA review. The Plan was developed by MCE employees, facilitated by the DPSCS
CHIEF OF STAFF
Police and Correctional Training Commissions, and is based on the goals of:
CHRISTOPHER McCULLY maintaining a self-supporting status, increasing inmate employment, increasing
DEPUTY SECRETARY
ADMINISTRATION customer satisfaction, improving organizational excellence, and providing support
WAYNE HILL and services for successful inmate transition to the community.
ACTING DEPUTY
SECRETARY OPERATIONS
In May 2001, the first MFR Seminar was held at the Maritime Institute of
CAROLYN J. SCRUGGS Technology to review the first Business Plan published in September 2000 and to
ASSISTANT SECRETARY
prepare for the next edition. MCE has held to this schedule ever since.
GARY W. McLHINNEY
ASSISTANT SECRETARY
Due to the COVID-19 Pandemic, MCE’s 2020 MFR Seminar was conducted
MARYLAND CORRECTIONAL
ENTERPRISES
remotely and focused on planning for success in this new era. Thank you to all
STEPHEN SANDERS
those involved in this year’s seminar.
CHIEF EXECUTIVE OFFICER
2020 MFR Participants
Facilitators: Jennifer Beskid and Darla Rothman
Cliff Benser Todd Deak Mark Rowley
Ron Brown Derek Hadley Stephen Sanders
Ricky Budoy Mat Hall Thomas Seltzer
Jim Cluster Janet Lane Steve Shiloh
Nicole Copeland Ashley Lohr Verona Williams
Christine Ricky Rowe
Cunningham
Stability has been established in working towards attainment of the long range Goals and
Objectives by the accomplishment of the shorter term Strategies. However, success of the plan
can only be achieved through cooperation and teamwork. Any questions or comments may be
directed to myself, Ashley Lohr (410-540-5405) or Cliff Benser (410-540-5404).
Best Regards,
Stephen Sanders
23
Strategic Business Plan FY 2021 - 2023
MISSION STATEMENT
The mission of Maryland Correctional Enterprises (MCE) is to provide structured employment and training activities for offenders in
order to improve employability upon release, to enhance safety and security, to reduce prison idleness, to produce quality, saleable
goods and services, and to be a financially self-supporting State agency.
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.
45
Chief Executive Officer
Executive Assistant
Projects Consultant Management Council Executive Director
Chief Operating Officer Chief Administrative Officer Staff Development Chief Development Officer
Director
Administrative Aide
Director
Policies &
Director Information
Director of Operations Chief Financial Procedures Director of
of Technology
Sales Manager Officer Manager Reentry Services
Marketing Manager
(ECSO)
Design Cust. Service Sales Accts. Payable Inventory Purchasing Accounting Accts. Rec. Fixed Assets/ Cost Accounting
Manager Manager Manager Manager Manager Manager Services Manager Payroll Manager Manager
Western
Graphics Jessup Textiles Central Warehouse Hagerstown
Regional Manager Regional Manager Regional Manager Manager Warehouse Manager
Regional Manager
Design, Sign, PATX Furn. Manufact., JCI Sew, JCI Courier Service Upholstery, MCIH Partition, MCTC
MCIW Graphics I, MCIJ Tag, JCI Sew, MCIW Textile Coordinator Metal I & II, MCIH Furniture, WCI
Graphics II, MCIJ Mailing/Dist., MCI-W Textiles, ECI Moving and Labor Meat, MCIH Brush/Carton, MCTC
Quick Copy,MCIJ Furn. Restor., ECI Laundry, ECI Laundry, MCIH PIE, MCIH
Graphics, RCI Laundry, CMCF
Inmate Workers
MANAGEMENT
MANAGEMENT
Maryland Correctional Enterprises
(410) 540-5400
Chief Executive Officer Stephen Sanders
TitleAssistant to the CEO
Executive Name
Vacant
Chief Executive Officer Stephen Sanders
Chief Operating
Executive Officer
Assistant to the CEO Vacant
Vacant
Chief Operating
Chief Administrative Officer
Officer Vacant
Mark Rowley
Chief Development Officer Officer
Chief Administrative Mark
VacantRowley
Chief Development Officer Vacant
Staff Development Director
Staff Development Director AshleyLohr
Ashley Lohr
Director of Marketing
Director of Marketing NicoleCopeland
Nicole Copeland
Exec. Director
Exec. Director of Mgmt. Council
of Management Council David
DavidJenkins
Jenkins
Director of Sales Todd Deak
Director of Sales Todd Deak
Sales Manager Jim Hook
Sales Manager
Chief Financial Officer Jim Hook
Verona Williams
Operations
Chief Financial Manager
Officer Vacant
Verona Williams
Senior Advisor Steve Shiloh
Operations Manager Vacant
Projects Consultant Cliff Benser
SeniorCustomer
Advisor Service Manager SteveHoffman
Shari Shiloh
Design Manager
Projects Consultant Terry Hill
Cliff Benser
IT Manager Engrican Budoy
Customer Service Manager Shari Hoffman
Re-Entry Services Director Janet Lane
Design Manager Terry Hill
Regional Managers
IT Manager Name
Engrican Budoy
Western Ron Brown
Reentry Services Director
Jessup/ECI Janet
Furniture Restoration Mat HallLane
Textiles/ECI Liaison Thomas Seltzer
Graphics REGIONAL MANAGERS Jim Cluster
Central Warehouse Derek Hadley
REGION
Hagerstown Warehouse Ricky Rowe
Western Ron Brown
Jessup/ECI Furniture Restoration Mat Hall
Textiles/ECI Liason (Acting) Tom Seltzer
Graphics Jim Cluster
Central Warehouse Derek Hadley 6
Hagerstown Warehouse Ricky Rowe7
Maryland Correctional Enterprises
Maryland Correctional Enterprises
Fiscal Years
Fiscal 2021
Years 2021 – 2023
– 2023
Goals,
Goals, Objectives, Strategies
Objectives, Strategies
Goal 1.1 To maintain self-supporting status to support existing operations and future expansion.
Objective 1.1.1 To achieve a 3% net operating income level every fiscal year through June 2022.
Strategy 1.1.1.1 Analyze revenues and expenditures, including agency wide control of costs, on a
monthly basis and take corrective action when necessary to ensure the objective.
Performance Measure Net operating income level achieved in each fiscal year.
Chairperson Chief Executive Officer
Members Chief Operating Officer, Chief Administrative Officer, Chief
Financial Officer, Regional Managers, Senior Accountant,
Operations Manager, Inventory Manager, Invited Guest Members
Summary ofofStrategy
Summary Strategy Results
Results
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
Net Operating Income 2.2% 2.3% 5.3% 6.9% 6.9% 2.93% 0.11
Adjusted Net Operating
Income (after transfers) (1.3%) 0.0% 5.3% 2.7% 6.9% 2.93% 0.1
Adjustments
Adjustments:
FY2014 ($1,800,000) transfer to State’s General Fund in FY2014.
FY2015 ($1,000,000) transfer to State’s General Fund in FY2015.
FY2017 ($2,500,000) transfer to State’s General Fund in FY2017.
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Fiscal Year 2021
The Chief Executive Officer conducts Gross Profit meetings with the Committee Members each month except for
July, August, and September when financial data is not available due to the annual financial audit of MCE.
1
MCE incurred increased, unexpected expenses as a result of the COVID-19 Pandemic beginning in March 2020.
8Strategy 1.1.1.2 Evaluate the purchasing practices of our customers to determine trends and analyze
data.
Performance Measure Annual review of top 10 customer’s data to be compared to data
from three prior FYs (2018, 2019, 2020).
Chairperson Director of Sales
Members IT Manager, Sales Manager, Director of Marketing
Summary of
Summary ofStrategy
StrategyResults
Results
• FYs 18, 19, and 20 top 10 customer’s analyzation and distribute of the information will be distributed in the
first quarter of FY21.
• Continually Evaluating Waiver Requests / BID opportunities
o Pursuing opportunities for interior signage (Brail). MVA and DJS potential.
• UMCP / UMBC is working with a new EProcurement platform:
o Once our website contact is finalized, we will address the capabilities of linking into these
procurement platforms.
• In May we launched COVID19 protective equipment products.
• In May we joined the Maryland Manufacturing Network.
• Monitoring Monthly Quick Ship Sales.
- FY20 Target Goal: 1.6M
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter* YTD
FY 19 377k 310k 360k 494k 1.5M
FY 20 426k 290k 336k 89k 1.1M
Difference +13% -7% -7% -82% -26%
*Dramatic 4th quarter decrease attributed to COVID-19 Pandemic
• Monitoring County K-12 Sales
- FY20 Target Goal: 2% Increase
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter* YTD
FY 19 49k 23k 57k 65k 194k
FY 20 20k 29k 15k 23.6k 79k
Difference -58% +21% -74% -64% -60%
*Dramatic 4th quarter decrease attributed to COVID-19 Pandemic
• Monitoring Monthly Graphics Sales
- Utilizing report to pursue customers that have purchased from us in the past or ones that are not utilizing
our graphic capabilities.
• Monitoring Weekly Open Order Reports:
- Account reps continually review/analyze on a monthly basis.
• Monitoring Protective Equipment Sales.
• Monitoring Sales from the MD Manufacturing Network
9FY18/19/20
FY18/19/20 COUNTY K-12 SALES
COUNTY K-12 SALES
County K-12 Sales FY 18 FY 19 FY 20 % Comp.
Allegany County $0.00 $0.00 $0.00 0%
Anne Arundel County $42,545.00 $58,770.00 $173.06 -99.71%
Baltimore City $2,669.83 $7,672.50 $54.40 -99.29%
Baltimore County $10,054.00 $13,473.50 $19,083.00 42%
Calvert County $734.40 $0.00 $0.00 0%
Carroll County $2,397.80 $3,132.12 $800.55 -74%
Caroline County $0.00 $0.00 $0.00 0%
Cecil County $0.00 $0.00 $0.00 0%
Charles County $0.00 $0.00 $0.00 0%
Dorchester County $15,532.15 $14,655.30 $3,871.05 -74%
Frederick County $516.00 $0.00 $0.00 0%
Garrett County $0.00 $0.00 $0.00 0%
Harford County $2,157.00 $2,525.00 $0.00 -100%
Howard County $69,198.00 $44,528.00 $31,078.00 -30%
Kent County $0.00 $0.00 $525.00 100%
Montgomery County $2,877.67 $773.50 $843.50 9%
Prince Georges County $0.00 $18,101.00 $6,637.00 -63%
Queen Anne’s County $0.00 $0.00 $0.00 0%
Somerset County $0.00 $0.00 $0.00 0%
St. Mary’s County $0.00 $0.00 $0.00 0%
Talbot County $0.00 $525.00 $0.00 -100%
Washington County $719.10 $362.30 $324.95 -10%
Wicomico County $0.00 $0.00 $0.00 0%
Worchester County $0.00 $594.00 $913.80 54%
Sub Total: $149,400.95 $165,112.22 $78,763.71 -52%
MD State Dept. of Education HQS $402,165.22 $348,213.55 $165,221.49 -53%
MSDE-Library for the
$881.48 $129.90 $0.00 -100%
Blind & Physically Handicapped
MSDE-Division of Rehab Services
$5,298.00 $133.00 $1,793.00 1248%
(Timonium)
MSDE-Division of Rehab Services
$309,176.28 $160,033.94 $1,202,356.18 651%
(Baltimore)
MD School for the Deaf (Frederick) $23,929.92 $19,967.47 $7,374.46 -63%
MD School for the Deaf (Columbia) $9,975.36 $9,358.40 $6,756.85 -28%
Grand Total: $900,827.21 $702,948.48 $1,462,265.69 108%
Note: % comparison is based on FY 19/20 numbers
10Strategy 1.1.1.3 Identify, share and implement quality improvements and cost reduction/avoidance
programs each year.
Performance Measure Implement, share, document cost reduction/ avoidance and report
quality assurance programs quarterly.
Chairperson Operations Manager
Members Chief Operating Officer, Director of Sales, IT Manager, Regional
Managers, Plant Managers
Summary
Summary ofof Strategy
Strategy Results
Results
• Quality improvement follow-up:
o Metal Plant #124 has improved the process of installation of security cages into the DPSCS
transport vehicles. MCE has eliminated the use of welding to attach the panels to the interior of
the vans, using an alternative, yet secure method. Quality control checks are performed to
ensure consistency. Final installation Quality Checks are performed by MCE staff, before the
vehicles are released resulting in a professional, durable defect free installation.
o Plant #112 received a quality control issue identified by Morgan State University, where fabric
was coming off panels. Upon investigation, it was discovered that the plant was not utilizing
enough fabric and the backing of the double-sided tape. A Five Step Problem Solving Report
has been requested and new quality control checks will be implemented.
• Cost reduction: Follow-up:
o MCE Meat Plant #125. Since adjusting the work span for this Plant from a four-day, ten hour per
day schedule for a five-day, eight hour a day schedule, the need for daily overtime on Friday was
eliminated. The work schedule is based on the capacity of the freezer, which coincides more with
an eight hour day.
• Cost reduction and efficiency:
o Graphics Plant #132 to 6:00am start, corresponding with the other Graphics Plants within MCIJ.
The plant will continue to wok five days per week, eight hours per day, but by matching the other
Graphics Plants the DOC will only require one movement for Plant start up thus reducing the
cost and the need for additional manpower.
o At the close of quarter three, MCE dramatically reduced operations as a result of the COVID-19
pandemic to enhance operational safety. The only shops continuing a full-scheduled dedicated
resources to manufacturing PPE and rotating staff when possible. All MCE purchases are being
reviewed by CEO and CAO to reduce unnecessary spending during the COVID-19 pandemic.
o ECI plants have reduced operation to four days a week and work ten-hour shifts. As we have
seen in other shops on the same schedule, this decreases idle time spent on shop opening and
closing.
• Cost reduction through standardization:
o At the request of the Department, MCE Graphics has standardized the form used for inmate
vouchers, across all prisons. This will reduce the cost for the Department of Public Safety and
improve the voucher process focusing on the SID number.
11Strategy 1.1.1.4 Annually review and audit business unit standard costs and selling prices for
profitability.
Performance Measure Annually review and audit business unit standard costs and selling
prices for profitability.
Chairperson Chief Financial Officer
Members Cost Accountant, Director of Sales, Chief Operating Officer,
Director of Marketing, Senior Accountant, Purchasing Manager
Summary
Summary ofofStrategy
Strategy Results
Results
• The Finance Department completed the following standard costs analyses:
o Shop 140
§ 4-Part Carbonless Form - White Canary-Pink & Goldenrod
• Item numbers 140134-A, 140135-A, 140135-B, 140135-C and 140136.
§ The resulting analysis showed that manufacturing costs have increased in the range of
79.0 -106.0% over the previous standard costs.
o Shop 122
§ The following series of chairs supplied by OEI were reviewed due to vendor price
increases.
• Item numbers: 122017, 122018, 122013, 122014, 12274JR39XXX, and
12278JR39XXX.
§ The resulting analysis showed that manufacturing costs have increased in the range of 3.8
-28.4% over the previous standard costs. The results were forwarded to the marketing
department for market studies.
o Shop 115
§ Annapolis II series of executive desks and credenzas
• Item numbers: 115A2EDR231, 115A2EDR113, 115A2STCFLF13 and
115A2STFCBB234.
§ The resulting analysis showed that manufacturing costs have increased in the range of
2.1 - 18.4% over the previous standard costs. The results were forwarded to the
marketing department for market studies.
§ Canton Office Suite
• Item numbers: 115LDRB33, 115VFGS11, 115LF4B33, and 115RDT36B52
§ The results of this analysis indicted an increase in the current selling prices.
• All study results were forwarded to the marketing department for market studies.
12Strategy 1.1.1.5 Network with other state correctional industries to identify best practices & additional
venture opportunities.
Performance Measure Compile an annual FY report identifying relevant best practices &
additional venture opportunities.
Chairperson Chief Development Officer
Members Operations Manager, Chief Operating Officer, Chief Administrative
Officer, Regional Managers, Director of Marketing, Plant Managers
Director of Sales, Staff Development Director, Projects Consultant,
Guest (Other state rep)
SummaryofofStrategy
Summary Strategy Results
Results
• MCE Staff attended multiple NCIA Webinars focusing on becoming “LEAN” and Maintaining Self-Sufficiency.
Both provided valuable information and additional training opportunities will be investigated.
• An annual report of best practice research was submitted to the CEO on August 26, 2019
• MCE submitted NCIA Directory information on August 30, 2019
• NCIA held two conference calls overviewing best practices during COVID-19 crisis, one focused on the
production of hand sanitizer. Continued information on production of COVID-19 supplies by CI are being shared
by NCIA.
• MCE’s Staff Development Director and Policies and Procedure Manager participated in the NCIA PIECP
webinar on 3/26/2020. MCE will undergo a BJA audit of the Metal PIE program in late 2020. Documents for a
preliminary desk audit were submitted prior to the May due date.
• Due to COVID-19, many initiatives have been placed on hold.
Objective 1.2.1 Continue to achieve annual sales of at least $50,000,000.
Strategy 1.2.1.1 A minimum of biennially review and update the Marketing and Sales Plan.
A. Evaluate sales trends that have resulted from the COVID-19 pandemic.
B. Evaluate marketing using existing resources to track the impact of new
products resulting from the pandemic which has shifted operations.
Performance Measure Sales achieved in each fiscal year.
Chairpersons Director of Sales & Director of Marketing
Members Chief Executive Officer, Chief Operating Officer, Sales Manager
Operations Manager, MCE Staff
Summary of Strategy Results
Sales
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
$58,951,233 $55,003,182 $52,457,137 $55,772,218
$51,799,493 $54,049,268 $61,442,491
1.9% 4.3% 13.7% (4.3%) (6.7%) (4.6%) 6.3%
Cumulative Totals 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
Fiscal Year 2021
131st Quarter 2nd Quarter 3rd Quarter 4th Quarter YTD
SALES
FY19 $11.5 million $13.7 million $10.9 million $16.4 million $52.5 million
(FY 20 figures taken
from preliminary
FY20 $14.9 million $14.4 million $13.4 million $12.6 million $55.8 million
reports)
FY19 $12.7 million $11.8 million $14.6 million $13.6 million $52.7 million
INCOMING
ORDERS
FY20 $12.6 million $14.4 million $14.9 million $9.6 million $51.5 million
FY19 $170 thousand $139 thousand $158 thousand $272 thousand $739 thousand
WEBSITE
SALES
FY20 $182 thousand $191 thousand $175 thousand $64 thousand $612 thousand
*All tracking measures decreased in the fourth quarter due to negative impacts of the COVID-19 pandemic
• 2020-21 Marketing and Sales Plan, distributed in early 2020: Three goals/objectives for sales:
Ø Goal 1: Increase Sales (2% goal)
• Incoming orders Calendar Year 2020 (Jan-June): 24.5M
• Incoming orders Calendar Year 2019 (Jan-June): 28.1M
o 12.8% decrease (due to pandemic)
• Customer Analysis: FYs :18, 19, 20 top 10 customer’s analyzation and distribute
of the information will be distributed in FY21 1st qtr.
• Relocation of the Sales Dept. to the new showroom was in the beginning stages
to implement the move in April; however, delayed due to pandemic, looking to
start in 1st quarter of FY21.
• In May Provided Sales/Design/C.S. options for protective barrier furniture we
currently have to offer
• Shop 124 developed a mobile barrier screen
• Joined the MD Manufacturing Network
• Reached out to vendor partners to gather info/ideas regarding barrier type
furniture products (OEI, Norix, Harford Forest, Bay Products, Nightingale)
• New Products/Services:
o Held NPC Restart Meeting in Jan. (First Presentation Meeting to be in
May)
o We started selling COVID19 Protective Equipment
§ Sneeze Guards, Face Shields, Gowns, Hand Sanitizer,
Protective Workspace Equipment, Univ. Care Packages (smaller
sanitizers, custom sneeze guards
• New brochures / email advertisements:
o Email Blast:
§ Feb: MCE Survey
o New Brochure:
§ UMCP Brendan Iribe Case Study
§ April: COVID-19 Chemical Offerings
§ April: COVID-19 Delay notification/Q.S. and Clearance reminder
§ May: COVID-19 Protective Equipment
§ June: COVID-19 Protective Workspace Solutions
§ June: Clearance Discounts
§ June: Return to Office Needs Survey
§ June: Back to Work Essentials
• New Panel Fabrics Selected for Contract
• New Customers
o 2019 - 2020 Total: 61
14Ø Goal 2: Training Opportunities
• 2019 Oct – Dec:
o Dec. Shop 113/147 Training (Mailing & Distribution/ Data Entry)
• 2020 Jan. - March:
o Jan: OEI Cubical Training
o Monthly Security Awareness Training
o Initial tablet training
• 2020 Jan.-Dec.
o Google Training Opportunities
o Monthly Security Awareness Training
o Sexual Harassment Training
Ø Goal 3: Explore Possibilities of Expanding Technology
• Tablets: All tablets have been provided to Sales and part of C.S./Install
Coordinators.
o Working with IT to get laptops for the Design team and tablets for the
remaining C.S. staff
• SalesForce while in discussion, has been put on hold due to COVID-19
• Microsoft Project Software was ordered and not installed due to COVID-19.
• Started discussions with IT regarding external hard drive implementation for all
MCE orders. Process on hold due to pandemic.
• Under a more aggressive plan – sending out weekly emails including re-engagement emails; providing the
Account Representatives with marketing collateral to help them in the sales process.
• Google Analytics has been utilized recently, enabling MCE to track conversations and revenue. During the
first 28 days of use, users (people who visit our website) have grown by 55%. In addition, 47% have come to
our website by searching for us organically and 44% have come to our website by typing in the URL
www.mce.md.gov.
o Google Analytics data
Ø Sessions by device:
Ø 76.5% (down by 3.5 %)
Ø Mobile 20.1% (up by 2.7%)
Ø Tablet 3.3% (up by 1.2%)
o The top channel for driving users to our website is
organic. The top 3 search words are:
Ø MCE
Ø Maryland Correctional Enterprises
Ø Amazon
• Last Quarter, after sending consistent emails traffic to the website has increased, resulting in purchases of
face shields, hand sanitizer, sneeze guards and hospital gowns.
15Objective 1.3.1 Improve MCE’s visibility among our customer base and other stakeholders.
Strategy 1.3.1.1 Identify and educate customers and stakeholders.
Performance Measure Develop/update presentations to adapt to the changing
environment that may require social distancing and other personal
protective measures.
Chairpersons Director of Sales & Director of Marketing
Members Operations Manager Regional Managers, Sales Manager, Chief
Development Officer, Director of Reentry Services, Design
Representative, Staff Development Director, Guest
Summary ofStrategy
Summary of Strategy Results
Results
• Detailed performance measures were established:
o Conduct one institution tour a quarter to a new group of customers.
o Send out monthly sales emails to our customer contact list.
o Do eight presentations annually to new customers/stakeholders.
o Director of Sales and Director of Marketing attends one new networking event per quarter to create
new business opportunities.
o Exhibit at 10-12 conventions per year.
o Host a bi-annual Clearance event at the Brock Bridge Road Warehouse and Showroom (Spring
2020 and Fall 2020).
o Advertise in the NCIA directory.
• FY2020 Conventions:
• Corporate Philanthropy July 18, 2019 Baltimore, MD
• MD Association of Counties (MACo) August 14-16, 2019 Ocean City, MD
• Maryland Association of Boards of Education (MABE) October 2-4, 2019 Annapolis, MD
• DNR Maryland Park Field Savers Day September 25, 2019 Boonsboro, MD
• Association of School Business Officials (ASBO) October 25-28, 2019 National Harbor, MD
• Re-Entry Symposium January 6, 2020 Baltimore, MD
• Annapolis Showcase January 23, 2020 Annapolis, MD
• Tours:
o DGS toured MCE JCI shops
o Judiciary Committee toured MCIW and MCIJ
o Eastern Shore Legislatures EI
o MVA toured JCI
o DJS New Showroom Tour
o MSU toured MCI-H and MCTC shops
o DGS toured showroom
• Presentations
o Nov: UMCP (Asst. V.P. Procurement & Strategic Souring)
o Nov: Hagerstown Community College (President and Staff)
o Jan. 6th: Re-entry Champion Employer Symposium
o Jan. 17th: Conference Call Information on MCE to NIC/Philcor
o Jan. 9th: New Products Committee Meeting
o Feb. 24th: Green Purchasing Committee Meeting
• Email blasts:
o Email Blast 1: MCE Catalog Announcement, 765 recipients, 413 email opens (27%), and 36 clicks
(3%)
o Email Blast 2: MCE Flash Sale to Wardens, 24 recipients, 17 email opens (70.8%)
o Email Blast 3: MACO Summer Conference, 763 recipients, 299 email opens (25%)
o Email Blast 4: MCE Catalog Now Available, 982 recipients, 299 opens (31%)
o Email Blast 5: MCE MABE Annual Conference Follow-Up, 9 recipients, 8 opens (63%)
§ NCIA published MCE’s advertisement in the January 2020 directory.
16§ We have an idea of who our target market is. See the Google Analytics data below. This is a small snapshot of
who are audience is because most purchases are not made on our website.
Goal 2.1 To maximize inmate employment by providing occupational skills and training.
Objective 2.1.1 Continue to employ inmates while maintaining a safe staff to inmate ratio.
Strategy 2.1.1.1 Investigate inmate employment opportunities based on industry standards as
recommended by National Institute of Corrections and National Correctional
Industries Association (NCIA).
Performance Measure Maintain an appropriate number of civilian staff members in order
to ensure a safe, secure, & efficient workplace for staff and inmates
while adhering to recommended personal protective measures
during a State or national emergency.
Chairperson Chief Executive Officer
Members Chief Operating Officer, Operations Manager, Chief Development
Officer, Staff Development Director, Regional Managers, Plant
Managers
Summary ofStrategy
Summary of Strategy Results
Results
Inmate Employment
FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020
2,0911 2,041 2,035 2,042 1,7192 1,5163 8214
NOTES: 1. MCE was forced to close its Upholstery Plant at NBCI in October 2013 due to the continuing
Lock-down situation at that Institution. This action resulted in the loss of 25 inmate positions.
2. MCE has a current vacancy rate of 25%. Recruiting difficulties negatively affected FY18
inmate employment.
3. MCE Field Staff directed to NOT EXCEED 1:20 staff to inmate ratio. MCE has a current
vacancy rate of 25.8%. Recruiting difficulties continue to negatively affect FY2019 inmate
employment.
4. Due to plant closures and staff reductions as a result of COVID-19 precautions, MCE has
experienced a dramatic drop in inmate employment. At the direction of DPSCS, ten
business units remained closed as of 6/30/2020.
17Strategy 2.1.1.2 Develop private industry partnerships.
Performance Measure Pursue PIE partnerships each fiscal year.
Chairperson Chief Development Officer
Members Executive Director of Management Council, Chief Operating Officer
Projects Consultant, Staff Development Director, Policy &
Procedures Manager, Appropriate Plant Manager(s), Operations
Manager
Summary ofStrategy
Summary of Strategy Results
Results
• MCE met with Tom James on July 18th and August 7th. No immediate interest in a PIE partnership, but
opportunities may arise in the future. The company is interested in hiring returning citizens.
• MCE held a conference call with MidAtlantic Farm Credit on August 20, 2019 to explain PIE Program. There
were no plausible partnerships identified currently.
• New PIECP Literature has been developed and is available on the website. Once staffing reaches adequate
levels, MCE will work on promoting PIE programs.
• On March 3rd, MCE held a conference call with Vision Technologies, Inc. for a potential opportunity in which
inmates would prefabricate IT wiring. A follow up meeting was to be scheduled; however, investigation has
halted due to the COVID-19 pandemic.
• On July 9th, MCE participated in a Visioning Session with the Governors Workforce Development Board
(WFDB). During the session PIE opportunities were discussed and information will be shared with local
businesses.
• Once normal operations resume, MCE will investigate additional PIE opportunities utilizing both the customer
and employer models.
Goal 3.1 To increase customer satisfaction.
Objective 3.1.1 Determine customer satisfaction factors and take appropriate steps to address these issues.
Strategy 3.1.1.1 Annual customer survey to identify areas of customer needs.
Performance Measure Review survey results and analysis annually.
Chairperson Director of Marketing
Members Customer Service Manager, IT Manager, Regional Managers,
Sales Manager, Director of Sales, Operations Manager,
Warehouse Managers
18Objective 3.1.2 To continue to improve MCE delivery time.
Strategy 3.1.2.1 Weekly evaluation of overdue orders.
Performance Measure Actual delivery times and weekly value of overdue orders.
Chairperson Chief Operating Officer
Members Operations Manager, Regional Managers, Warehouse Managers
Director of Sales, Administrative Assistant to COO
Summary ofStrategy
Summary of Strategy Results
Results
• MCE implemented a new, automated delivery tracking system. This new process has resulted in increased
delivery times, as MCE is no longer excluding the Annapolis Furniture line and other miscellaneous products
from the report. The new report is also based on invoice date, rather than delivery date that may account for a
one-day variance. Although the delivery times have increased, this method improves the accuracy in data
analysis. Despite the increase, over 90% of MCE's deliveries occur on time, in 90 days or less.
• The overdue order report is generated and reviewed weekly. As of January 13, 2020, the weekly comparison of
orders over ninety days old was reduced by $453,854.00 or 47.48%.
• MCE experienced increased delivery time in FY20 due to state closures. Many state agencies were not
accepting orders, resulting in increased delivery times. In addition, continued closures at furniture, textiles, and
graphics plants have resulted in increased production times. Despite these factors, nearly 90% of all MCE
deliveries remain on time.
Average Delivery Time (Days)
FY2014 FY2015 FY2016 FY2017 FY2018 FY 2019 FY 2020
31.3 25.4 22.3 22.9 24.4 27.4 42.1
AVERAGE DELIVERY TIMES
Graphics – 4.9 Weeks Textiles – 8.5 Weeks Furniture – 9.6 Weeks Miscellaneous – 3.3 Weeks
Strategy 3.1.2.2 Evaluate the MCE quick ship product line.
Performance Measure Annually review the MCE Quick Ship product line based on
customer requests and needs.
Chairperson Operations Manager
Members Director of Sales, Director of Marketing, Warehouse Managers,
Plant Managers, Regional Managers, Cost Accountant
Summary of Strategy Results
• FY20 Quick Ship sales were $1.1 million which were down $400,000 from last year as a result of reduced 4th
quarter sales. This is largely attributed to the COVID-19 pandemic.
• MCE raised par levels on specific quick ship products to meet customer demand. We have made this decision
based on statistical data. This will increase our minimum allowable order for Quick Ship products from five to ten
units per order (except for Annapolis II desks).
• The Alta standard leg will replace the Alta sled-based chair, as this product has been discontinued.
• Two “office in a box” options will be created for customers in order to help our customers select and purchase
office needs from MCE in one convenient package, delivered within fifteen business days or less.
• We have unofficially added several COVID-19 Response Items to our quick ship offerings. While quantities are
available, the following ship in 15 days or less:
o Personal cotton sneeze guards (facemasks)
o Face shields
o Reusable hospital gowns
19 o Alcohol based hand sanitizer gelObjective 3.1.3 Use of technology to enhance customer service and satisfaction.
Strategy 3.1.3.1 Improve MCE’s infrastructure to align all processes which provide enhanced internal
and external customer service.
Performance Measure Actual delivery times and weekly value of overdue orders.
Chairpersons Chief Administrative Officer and IT Manager
Members Director of Sales, Customer Service Manager, Director of
Marketing, Warehouse Managers, Chief Financial Officer
Chief Operating Officer, Operations Manager, Regional Managers,
MCE Staff
Summary ofStrategy
Summary of Strategy Results
Results
We are continuing with the objective efforts to improve MCE’s information technology infrastructure.
• After approval from the Board of Public Works to hire during July and August Agile PM interviews were
conducted. A total of ten candidates were interviewed and the interviews yielded three candidates that ranked
highly for further consideration.
• December: The initial candidate for Project Manager declined the offer. We are continuing to move forward
with the 2nd Candidate.
• On December 5th, - We met with Director of DoIT’s Program Management Office to go over the
next steps for moving the project forward.
• On December 23rd, Jamaal Boynes a temporary IT Technician has joined the MCE IT team to
help manage, support and maintain the MCE’s IT assets and technologies used by our MCE
users for their day to day production and operations use.
Additional efforts to improve MCE’s infrastructure includes the implementation of a new CSR and ERP system.
• In September, Skyline Technology Solutions provided the first drafts of the CSRs the Consulting Services
Request through Network Maryland for the work to begin the building of the MCE statewide intranet. This
infrastructure is critical for the implementation of the ERP. Skyline Technology Solutions submitted a CSR for
the following MCE sites:
SITE 1: HQ (7275 Waterloo Rd, Jessup, MD)
SITE 2: ECI (30420 Revells Neck Rd, Westover, MD)
SITE 3: JCI (7805 House of Correction Rd, Jessup, MD)
SITE 4: MCI-J (7803 House of Correction Rd. Jessup, MD)
SITE 5; MCI-W (7943 Brockbridge Rd Jessup, MD)
• On February 9th, DoIT’s Dr. Scott A. Bernard the State’s Chief Enterprise Architect has committed to assist us
with the ERPIP technical solution efforts. Dr. Bernard will be reaching out to other state correctional industries
principals to help gather technical information on the various ERP and manufacturing enterprise systems that
are being utilized throughout the country.
• The Board of Public Works has approved the RFR to hire the 2nd Project Manager Candidate for the ERPIP.
• On May 13th, William Mark Conrad from Business Solutions Group (BSG) was on boarded as the 2nd Project
Manager for the ERPIP.
• DoIT Office of the Enterprise Architect (OEA) completed a Solution Assessment for the MCE proposing an
Enterprise Resource Planning System which recommends that MCE implement Global Shop Solutions (GSS) as
the replacement ERP. This proposal was submitted and approved by the Secretary of DoIT.
• Since being on boarded, the PM revised all existing ERPIP documentation and provided decision support
analysis leading to a decision to reset the focus on pursuing a sole-source procurement of GSS without
publication of a standard RFP. The team solicited and received three proposals from GSS to use in our
procurement activities.
• On June 26th, MCE IT and Skyline Technology Solutions submitted the Network Service Requests (NSR) to
DoIT requesting NetworkMD network services for MCE sites moving MCE forward in building the MCE statewide
intranet.
20Strategy 3.1.3.2 Develop key performance indicators to be incorporated into metrics to measure
customer satisfaction.
Performance Measure Develop key performance indicators by June 2021.
Chairpersons Chief Administrative Officer and IT Manager
Members Director of Sales, Customer Service Manager, Director of
Marketing, Warehouse Managers, Chief Financial Officer, Chief
Operating Officer, Operations Manager, Regional Managers, MCE
Staff
Summary ofStrategy
Summary of Strategy Results
Results
• We are in the process of developing a customer satisfaction survey (CSAT) to measure past and current
customer experiences and expectations. The CSAT will be used to obtain measurable data which should help
the Information Technology department better understand customer satisfaction levels with our products,
services and experiences.
• Development continues on the customer satisfaction survey (CSAT) to measure past and current customer
experiences and expectations. The CSAT will be used to obtain measurable data which should help the
Information Technology department better understand customer satisfaction levels with our products, services
and experiences.
Goal 4.1 To improve organizational excellence.
Objective 4.1.1 Continue to establish and implement additional initiatives to improve teamwork and morale.
Strategy 4.1.1.1 Identify opportunities to improve staff development.
Performance Measure Develop and implement a staff development and/or field training
program.
Chairperson Staff Development Director
Members Operations Manager, Director of Sales, Plant Managers, Regional
Managers, Director of Re-entry, Chief Administrative Officer,
Account Representative
Summary of Strategy Results
• MCE is exploring Lean Manufacturing Certification for staff.
• Awaiting staffing improvement and training survey results to develop new programs.
• The 2020 Training Needs Assessment was distributed to staff. 83 responses were received. The majority of the
participants are interested in training covering the following areas:
o Business and Leadership
o Productivity and Office Suite
o MCE Specific Training
• Staff Development Director position was created.
• The 2020 ACA Training Packet has been moved to a digital format.
• DPSCS pre-service has been converted to an online training format for three days and a self-study packet for
two days.
• All MCE staff will be required to participate in a two-hour Sexual Harassment Training.
• Research will continue for lean manufacturing training, updated field training, and updated orientation
schedules.
• MCE HQ staff have been converted to teleworking capabilities as a result of the COVID-19 pandemic. The IT
team was instrumental in acquiring resources needed to extend these capabilities.
• Staff on Administrative Leave may be assigned to other state agencies during the Pandemic.
• Free training opportunities have been distributed to staff.
• MCE is looking to update orientation and field training for FY21.
• MCE has been placed under the state hiring freeze. One employee was hired during the fourth quarter; we are
awaiting an exemption to hire four additional staff members.
21Objective 4.1.2 Explore opportunities to utilize technology to enhance opportunities to improve
communications between headquarters and field staff.
Strategy 4.1.2.1 Identify opportunities to improve communications between headquarters and field
staff.
Performance Measure Explore opportunities to improve communications between
headquarters and field staff.
Chairpersons Director of Marketing and Staff Development Director
Members Chief Operating Officer, Operations Manager, Regional Managers,
Plant Managers
Summary of
Summary ofStrategy
StrategyResults
Results
• We are continuing to send out the newsletter.
• New employee announcements, promotions, and internal events.
• We are continuing to host town hall meetings.
• We are continuing to send out the newsletter
• New employee announcements, promotions and internal events.
• We are continuing to send out the newsletter.
• New employee announcements, promotions, and internal events.
• We are continuing to send out the newsletter. It is now being sent out digitally.
• We have added all MCE staff to the marketing/sales email distribution list.
Objective 4.1.3 To ensure a safe working environment for all staff, inmates, and visitors.
Strategy 4.1.3.1 Establish policies and procedures in accordance with Centers for Disease Control
and Prevention (CDC) guidelines.
Performance Measure Implement developed policies and procedures.
Chairperson Policy and Procedures Manager
Members Chief Executive Officer, Chief Operating Officer, Regional
Managers, Chief Administrative Officer, Operations Manager, Chief
Development Officer, Staff Development Director
NEW STRATEGY DEVELOPED AT 2020 MFR SEMINAR
Strategy 4.1.3.2 Ensure adherence to policies and procedures.
Performance Measure Audit adherence to established policies and procedures.
Chairperson Policy and Procedures Manager
Members Chief Executive Officer, Chief Operating Officer, Regional
Managers, Chief Administrative Officer, Operations Manager, Chief
Development Officer, Staff Development Director
NEW STRATEGY DEVELOPED AT 2020 MFR SEMINAR
22Objective 4.1.4 Maintain ACA Accreditation.
Strategy 4.1.4.1 Maintain ACA performance compliance annually.
Performance Measure Maintain ACA accreditation.
Chairperson Policy and Procedures Manager
Members Chief Executive Officer, Chief Operating Officer, Regional
Managers, Chief Administrative Officer, Operations Manager
Chief Development Officer, Staff Development Director
Summary ofStrategy
Summary of Strategy Results
Results
• A review of potential training opportunities for both HQ and Field staff continues. Areas of possible training
include: general safety, ladder safety, office programs (Word & Excel), Bloodborne Pathogens.
• Safety Inspections have taken place at ECI and will be continuing over the coming months, to finish out the
calendar year.
• ECSO meeting most recently held focused on the continued inspections for Health and Safety being done by
DPSCS & SERMA at facilities around the state.
o Notice has come that ECI and Hagerstown will be inspected within the next month.
• Additional information included the distribution of NARCAN to facilities and identification of gaps in coverage for
later distribution.
• Completion and distribution of the Emergency Response Binder:
• Completed the safety inspections of all MCE plants, confirming overall compliance with OSHA, MOSH, and ACA
Standards.
• Began gathering and preparing supporting documents to satisfy the 2019 ACA requirements.
• Continued the review of MCE policies and procedures to determine any gaps that will need to be addressed in
2020.
• Continued communication and collaboration with the ECSOs at facilities where MCE has production or
warehouse locations.
• Gathered data and submitted annual ACA report for compliance.
• Gathered and submitted MDE/EPA report for waste disposal.
• Annual MOSH/OSHA 300A forms completed and distributed to plant managers to be posted.
• Successful fire drill completed for Quarter.
• Completed the safety inspections of all JCI plants, confirming overall compliance with OSHA, MOSH, and ACA
Standards.
• Compliance documents and review of Tool Control policy received and logged for all shops.
• Policies and Procedures Manager Christine Cunningham became OSHA (10 Hours) Certified.
• Memos generated and distributed related to the COVID-19 requirements around social distancing, safety and
awareness.
• Posted safety posters related to preventing the spread of COVID-19 and other viruses.
• Continued to monitor information related to COVID-19 and distributed information from CEO and DPSCS.
• Ensured that all Regional Managers and Shop Managers were aware of social distancing and PPE guidelines to
ensure a safe work environment for civilian employees and inmates.
• Developed SDS for New Hand Sanitizer product.
• Began providing information related to fire and environmental to Safety precautions to DPSCS Risk
Management in the form of a monthly report.
• Crafted memo outlining safety precautions established around manufacturing and delivering goods to
customers.
• Began tracking of field staff tested outside of the correctional institutions and forwarded results to DPSCS Health
for tracking.
• Mobile Barriers (Vinyl and Plastic)
• At the very end of June, distributed memo requiring the testing of employees prior to returning to work.
• Cubicle Wall Additions and Stackers
• Throughout the Quarter, continued monitoring several organizational websites to ensure that we are up to date
• COVID-19
on any Rolling guidance
Doors on returning to work, continuing to work, and manufacturing operations. Any
• Counter-top/Tabletop Screens to
pertinent information was disseminated and Barriers
CEO, CFO, and Staff Development Director for review before
distribution
• to employees.
Genius Walls
• Continued
• to participate
Safety Signagein OSHA webinars to stay up to date on any developments in workplace safety and
distribute to staff as necessary.
23Objective 4.1.5 Continue the employee recognition program.
Strategy 4.1.5.1 MCE has an employee recognition program.
Performance Measure Continue the employee recognition program.
Chairperson Account Representative
Members Committee Volunteers
Summary ofStrategy
Summary of Strategy Results
Results
• Employee Recognition Program began in September. Information was sent via Email to all of MCE.
• We have awarded the first two winners of Employee Recognition FY20.
• MCE plans to select an Employee of the Year at the end of FY20; criteria will need to be established.
• Program on hold due to COVID-19 and will restart in FY21.
Objective 4.1.6 Streamline paperwork by updating policy and procedures across all units, including digital
access.
Strategy 4.1.6.1 Evaluate documents that are currently being used for effectiveness.
Performance Measure Create uniformity in paperwork, policy and procedures.
Chairperson Chief Development Officer
Members Chief Operating Officer, Chief Administrative Officer, Operations
Manager, Policy & Procedure Manager, Plant Managers
Regional Managers, Departmental Managers, IT Manager
Summary of Strategy Results
Summary of Strategy Results
• The Policies and Procedures Manager has updated a majority of active policies. All revised policies contain links
to standard forms.
• New procedure for Storing & Retrieving Work Orders was implemented on September 24, 2019.
• The Policies and Procedures Manager continues to update policies as needed.
• New Weekly Safety Inspection sheet created and distributed.
• The Policies and Procedures Manager will perform annual review of all policies to ensure they align with current
practices.
• The Policies and Procedures Manager submitted the annual MCE forms report to DPSCS.
Strategy 4.1.6.2 Develop a plan to digitize records by June 2021.
Performance Measure Create uniformity in paperwork, policy and procedures.
Chairperson Chief Development Officer
Members Chief Operating Officer, Chief Administrative Officer, Operations
Manager, Policy & Procedure Manager, Plant Managers
Regional Managers, Departmental Managers, IT Manager
Summary ofStrategy
Summary of Strategy Results
Results
• The MCE Fiscal and Projects Departments are working towards digital filing.
• The Policies and Procedures Manager is working with the GPS Unit to update and modernize the retention
schedules for MCE.
• 2020 ACA Training Packets will be submitted digitally.
• Paperless process for invoicing inventory, etc. will require the implementation of a new ERP system.
• Electronic signature software is being investigated.
• Teleworking operations have begun as a result of COVID-199; many operations are being completed
electronically.
• Inmate payroll is being submitted electronically using the X Drive. This will be done for many other reoccurring
reports to prepare for the implementation of the new ERP system. Future efforts will be based on anticipated
needs of ERP.
• MCE purchased AdobeSign software to allow digital signatures. Ten users can be assigned to the account.
24Goal 5.1 To provide support and services for successful inmate transition to the community.
Objective 5.1.1 Monitor, evaluate, and enhance MCE CARES.
Strategy 5.1.1.1 Partner with State, county, and local organizations to increase the effectiveness of
the CARES program for eligible participants.
Performance Measure Monitor the outcomes established by MCE CARES (Enrollment,
Completion, Employment, Recidivism).
Chairperson Director of Re-Entry Services
Members Chief Executive Officer, Chief Development Officer, Chief
Operating Officer, Executive Director of the Management Council
Summary of
Summary ofStrategy
StrategyResults
Results
• The Client Services Specialist will conduct the InsideOut Dad Program.
• A new Business Development Coordinator started on September 18th and will instruct Employment Readiness.
• Only three participants remain in the class; graduation is scheduled for December 5, 2019.
• During the Fall of 2019, The CARES program implemented the planned expansion to MCI-H and began to
recruit participants. In cooperation with DPSCS, an office was set up in Warehouse # 152 in January 2020 for
the new reentry director.
o In partnership with MCI-H case management, Horizon Goodwill, Gatekeepers, Inc. and Wells Fargo,
a solid curriculum was developed which included workforce development, financial literacy, and a
cognitive behavioral program. 18 men were enrolled. These classes, slated to span over several
months, were to begin on March 18th, but have stalled due to the COVID-19 protocols.
• Effectiveness of any reentry program depends on cooperation from multiple sources and agencies. In
anticipation of preparing our MCE inmate employees for release, we are also working with the new DPSCS
Transitional Coordinator, the Joint Skills Training Program, (JSTP) and the Maryland Department of Labor
(MDDOL). The added stressors resulting from the pandemic’s impact on the economy, will increase the need to
work collaboratively and strategically to assist returning citizens in obtaining employment.
• Two community nonprofits, Project Evolution and The Community Grace Church, contacted us to express their
interest in helping our reentering population when they return to their communities.
• In conjunction with MCE plant Management, institutional case management, social workers, transitional
coordinators and the Office of Data Development, we have been able to identify former and current MCE
workers with at least six months of successful experience who are nearing release. Eligible participants are
offered reentry services to ensure returning citizens have needed documentation (social security card and birth
certificate), home plans, and transportation to their homes on the day of release.
• The Hagerstown Team social work supervisor included us as part of their statewide team of those providing
transitional services. We will be on monthly conference calls seeking to find logistical solutions to issues that
arise during the month.
• Project Evolution from Prince George’s County generously made Hygiene Kits for dispersal to MCE employees
on their day of release. We are awaiting approval from MRDCC to begin disbursement of these kits.
• Contact was made with two men who graduated our 2019 CARES class and who are no longer in an institution.
The first graduate has steady employment, received an excellent performance review, and is doing well
according to family and his parole agent. A second graduate is on home detention and is attempting to apply
online for his social security card and birth certificate. As soon as he can work, he can reduce his sentence by
10 days per month.
25Strategy 5.1.1.2 Identify additional locations/populations in FY21.
Performance Measure Monitor the outcomes established by MCE CARES (Enrollment,
Completion, Employment, Recidivism).
Chairperson Director of Re-Entry Services
Members Chief Executive Officer, Chief Development Officer, Chief
Operating Officer, Executive Director of the Management Council
Summary ofStrategy
Summary of Strategy Results
Results
• MCE received approval from the Warden on September 18, 2019. The Executive Director of the Management
Council will handle recruitment for the next class start of CARES at MCIH.
• Ideally, we would like to be able to offer C.A.R.E.S. classes to most of our pre-release workers. For the
immediate future, we will investigate the feasibility of offering the C.A.R.E.S. program at MCI-W and MCI-J. It is
important that C.A.R.E.S. classes augment, and not replace, any beneficial classes. Both institutions house
motivated individuals demonstrated by employed with MCE, and enrollment in the Goucher College program.
Prior to implementation, MCE will assess the level of interest and the number of workers at each institution who
are eligible to participate.
• Our priority is to ensure that the C.A.R.E.S class that was scheduled to begin on March 18, 2020 at MCI-H
begins and is completed. We are looking into alternatives to conduct the class.
• We will need to examine budgets and class availability prior to planning for new CARES class locations. As
soon as safely possible, we will be visiting MCI-W, MCI-J, and discussing potential plans and partnerships for
the Brock Bridge Pre-release Center.
Strategy 5.1.2.1 Identify businesses, State agencies, and community partners as resources for
inmate workers upon release.
Performance Measure Continue to develop business partners and assess the economic
needs of the re-entering inmate population.
Chairperson Director of Re-Entry Services
Members Chief Executive Officer, Chief Development Officer, Chief
Operating Officer, Executive Director of the Management Council
Summary
Summaryof
ofStrategy Results
Strategy Results
• MCE conducted a tour for Tom James on August 7, 2019. They are interested in hiring former offenders
returning to or willing to work in Carroll County.
• MCE met with Hand B. Services on August 14, 2019. They are planning to create an employee reentry program.
MCE has asked that they share future programming information.
• MCE is awaiting a tour of the National Center on Institutions and Alternatives training facility.
• “Reform Installation” expressed interest in becoming a hiring partner. The Installation Manager is a former MCE
worker.
• “Sudano’s Produce” is interested in being an MCE hiring partner. Contact information was distributed to Plant
Managers and the DRCF work-release coordinator.
• As of March 2020, about 40 businesses are identified in Washington County as those who hired people with
backgrounds.
• In February 2020, we discovered an older list of 60 businesses with whom we had some relationship and who
were willing to hire justice-involved individuals. These companies covered the counties of Montgomery, Prince
George’s, Anne Arundel, Howard, Baltimore City, and Baltimore County. We commenced a call campaign to
verify whether those businesses currently did employ or would continue to hire. The vast majority said they do
and would continue. We also verified their locations and contact information. Current vacancies were
documented and shared. A few larger companies said they would no longer hire those with backgrounds.
• Particularly with the current health crisis, and in an ongoing effort to support employment opportunities for MCE
employees through the C.A.R.E.S. program, we began to explore additional avenues through the re-invigoration
of the DPSCS/MDDOL Apprenticeship programs. When we are fully operational, there is a waiting list for MCE
plants and shops. Apprenticeships can offer a vast array of skills that can be taught and practiced while
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