Finding 1 - Inaccurate and Inadequate Data

DAD completed and planned modifications to show improvement over old system.

The 1992 Auditor's study found that data collected and used by DAD were inaccurate and inadequate. In the study response, DAD agreed to make changes to its data categories and collection system. Our review of the current condition indicate that although not complete, DAD is heading in the right direction. Completed and planned modifications show improvement over the old system. The approach taken by DAD was not as recommended. However, it appears that the end product could be the same as envisioned by audit staff.

Finding 2 - Poor Management and Expenditure Control

The 1992 Auditor's study noted several areas where management and expenditure control could be improved. In the study response, DAD agreed with some and disagreed with others. In the past two years, DAD has initiated work which could improve management and expenditure control. However, in some areas the Auditor and DAD continue to disagree particularly in scheduling COs to match workload demands.

DAD Analysis of Posts Could Improve Scheduling of COs

DAD completed an analysis of each post and compiled the requirements of each post in a "Post Evaluation Book." The book's usefulness for scheduling purposes may be limited. The study recommends that DAD consider incorporating information from the Post Evaluation Book in the automated scheduling system.

New Scheduling System Could Improve Overtime Scheduling

The 1992 Auditor's study recommended that staffing be matched to workload demands and that continued overtime to fill vacant posts be monitored to ensure that workload justified the additional overtime. DAD's response does not address ITR. DAD believed that existing ITR staff schedule met its needs. However, the new scheduling system could allow better overtime scheduling by allowing split duty assignments.

Quarterly Reports Are Issued by DAD

The 1992 Auditor's study recommended monthly overtime allotments and frequent report publication to monitor spending. DAD implemented quarterly allotment system with quarterly reporting.

Sick Leave Should Continue to Be High Priority DAD Negotiating With Local 519

The 1992 Auditor's study was very concerned over the use and control of sick leave. Sick leave was one of the major causes of overtime. DAD's response stated that it was making a renewed effort to reduce sick leave. DAD was considering removal from the overtime eligibility list of employees too ill to work overtime except in emergencies. DAD also is negotiating with Local 519 a contract which encourage reduced use of sick leave, thus minimizing use of overtime.

Finding 3 - Methodology Used in Estimating Staff and Overtime Needs

DAD Used NIC Methodology and Binomial Probability

The 1992 Auditor's study recommended use of the NIC methodology to estimate annual staffing needs and binomial probability analysis to estimate overtime requirements. DAD commissioned a study to apply the NIC methodology to determine staffing coverage needed. DAD's Overtime Reduction Plan includes an analysis of FTE/overtime mix utilizing an overtime forecasting model which uses binomial probability to predict staff absence given an unscheduled absence rate and level of staff scheduled to work.

Finding 4 - Time to Fill Vacancies Has Been Reduced

The 1992 Auditor's study recommended efforts to reduce the time required to fill vacant positions to reduce overtime. DAD and OHRM has reduced termination to hiring time, from 86 days in 1992 to 34 days in 1993. In addition, a continuous hiring process for COs could further reduce the time to fill vacancies. The Sick and Annual Relief Pool, however, is not being considered.

Finding 5 - Impact of Hammer v. King County

Over $21.5 Million Was Expended to Meet Hammer Requirements

The cumulative estimated cost impact of the Hammer Lawsuit up to 1995 is about $21.5 million. About 99% of this was for staff additions. From 1989 to 1993, 42 corrections officers, 10.2 non-uniformed staff, and 21.5 health services positions in the Department of Public Health were added to comply with various Hammer agreements. In addition to staffing costs, expenses were incurred for facility remodeling, additional beds, consultant and attorneys fees.

Finding 6 - The Effect of Working Excessive Hours on Individuals

Stress Level in Corrections Facilities Very High

According to the American Jail Association, being a CO is one of the most stressful jobs in existence. Stress is inherent in the very nature of a CO's job and is made worse by conditions such as overcrowding, antiquated facilities, overtime and low pay. At the time of the follow-up study, two COs were on stress-related disability leave. According to a CO interview by audit staff, stress in the jail is very high not only because of the work and the inmates but also because of work relationships (cliques) and facility environmental condition.

Shift Work Linked to Problems

Literature states that shift work has been linked with both medical and social problems. Rotating-shift workers encounter the most difficulty in adjusting their psycho-biological rhythms and patterns to their work schedules. At the jail, COs are assigned to different shifts and work assignments based on preference and seniority. In addition, they may work overtime in different shifts, in addition to their regular shift.

Professionals in the Field Note Potential for Burnout and Other Health Consequence

DAD asserts in its Overtime Reduction Plan that high use of overtime could among other result in "staff burnout" and "potential for higher sick leave." Corrections and health professionals are concerned that working a lot of hours may have detrimental effect. A consultant retained by DAD noted that, " . . . being tired can lead to poor judgment in a critical time that could effect both on officers' and inmates' life and safety."

The follow-up study recommends consideration of alternative patterns of work hours for some posts and establishment of part-time CO positions.

Finding 7 - The Effect of Working Excessive Hours on Individuals

DAD uses a voluntary sign-up methodology in recruiting and selecting corrections officers to work overtime. DYS and the State Department of Corrections also use a voluntary sign-up sheet for overtime work. Similarly, mandatory overtime is only exercised as a last resort and in reverse seniority order. The main difference between the three facilities is the availability and flexibility provided by DYS's part-time officers and the Department of Corrections' temporary or intermittent corrections officers.

Updated: 06/24/02