EFTA00036705.pdf

MEMORANDUM FOR CHIEF EXECUTIVE OFFICERS

From: /s/ , Assistant Director

Subject: Program Summary Report - FY 2019, 3rd Quarter

The attached Program Summary Report contains cumulative findings from program reviews
conducted the 3rd quarter of FY 2019 (April 1, 2019 through June 30, 2019). The information
is intended to highlight strengths and indicate areas of possible program weaknesses. The
report contains issues and ideas as well as summary information for all disciplines reviewed
during this quarter.

Attachment

EFTA00036705

TABLE OF CONTENTS

Affirmative Employment......................................................................................................... 1

Correctional Programs............................................................................................................. 3

Correctional Services ............................................................................................................... 5

Education/Recreation Services ............................................................................................... 6

Environmental and Safety Compliance.................................................................................. 7

Facilities Management ............................................................................................................ 8

Female Offenders................................................................................................................... 9

Financial Management .......................................................................................................... 10

Food Service ........................................................................................................................... 11

Health Services ...................................................................................................................... 14

Human Resource Management ............................................................................................ 16

Information Systems and Security ........................................................................................ 18

Psychology Services .............................................................................................................. 19

Religious Services .................................................................................................................. 21

Residential Reentry ............................................................................................................... 22

Trust Fund .............................................................................................................................. 23

UNICOR .................................................................................................................................. 24

Volunteer Services ................................................................................................................. 25

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ISSUES AND IDEAS

Program Review Branch:

Review Team Participation: Examiners continue to face difficulties staffing program review
teams. Participation on program reviews provides valuable experience and training. All
CEOs are encouraged to support their staff's involvement as participants on program review
teams.

Operational Review & Working Papers: Untimely and incomplete operational reviews remain
an issue across all disciplines. The operational review is an important local evaluation process
that enables staff to closely evaluate the strengths and weaknesses of a program and take
corrective action. By using this process effectively, weaknesses can be identified and
corrected quickly through strategic planning. Action plans can be developed to ensure
correction over time and the strengthening of the program. In addition, the operational
review process enables program managers to establish strong internal controls to ensure
corrective action continues to be effective. P1210.23, Management Control and Program
Review Manual, Chapter 3, provides guidance on the operational review process. Sites are
strongly encouraged to review this information to ensure policy compliance. Additionally, the
Program Review Division is available to provide training in person (requester expense), or via
VTC training for field, regional, and central office staff. This training outlines many segments
of P1210.23, and outlines the review process and quality control.

Working papers provide a systematic record of the work done by a reviewer or team. They
contain the information and evidence necessary to support the findings and recommendations
presented in the operational review report.

The operational review working papers are to be placed in a file that would facilitate their use
and prevent loss or mutilation. The department head, or administrator of the program
reviewed, must retain the working papers for subsequent operational reviews, as well as the
report, until the next scheduled program review has been conducted and a final report issued.
During the next program review, the reviewers are to examine working papers from the
operational review(s) to determine that the review was comprehensive and the adequacy of
controls were assessed.

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PROGRAM SUMMARY REPORT - FY 2019, 3rd QUARTER

AFFIRMATIVE EMPLOYMENT

NUMBER OF REVIEWS: Ten Affirmative Employment Program Reviews were conducted from
4/1/19 – 6/30/19, with overall ratings of two superior and eight acceptable. Two repeat
deficiencies and twenty deficiencies were identified.

MOST FREQUENT DEFICIENCIES THIS REPORTING PERIOD:

Vacant SEPM and ROPC positions were not advertised within 30 calendar days.
Newly selected SEPMs, alternate SEPMs, and ROPCs have not met training
requirements.
Not all AEP Meeting minutes document the review of the DVAAP, FEORP, and MD-715
reports.

REVIEWERS' COMMENTS:

Vacant SEPM/ROPC positions are not announced within 30 days of becoming vacant. The
chairperson should forward a copy of the employee's resignation memorandum/E-mail to the
HR office in order for the collateral duty position to be advertised again. Collateral duty
positions should continue to be re-advertised until they are filled. HR and the AEP
chairperson should work closely together to ensure positions are advertised timely.

Newly selected SEPMs, alternate SEPMs, and ROPCs are not meeting training requirements.
Newly selected committee members have 6 months to complete training as outlined on the
Affirmative Employment Sallyport page at http://sallyport.bop.gov/co/prd/aa/index.jsp. Staff
who have served on AEP Committees previously will be given credit for training received, as
long as it is documented in their training record. It is recommended that AEP chairpersons
conduct yearly AEP retreats and cover any new items during the retreat. A sign-in sheet
should be utilized, and provided to HR to key into the employees training record.

One of the purposes of the AEP Meeting is to review the progress being made towards the
initiatives outlined in each of the following reports: FEORP, DVAAP, and MD-715, on at least a
quarterly basis. The chairperson can pick one month each quarter (i.e., first month of each
new quarter) to review the reports (review the goals, accomplishments made, and what the
focus is for the next quarter), and ensure it is documented in the meeting minutes, as required
by policy. It is important to refrain from cutting and pasting the same information from one
month to another.

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When responding to the program review report, include both components (Human Resource
Management and Affirmative Employment Program), and ensure all subsequent
communication relative to the review is provided in one response, not separate responses.
All correspondence regarding the program review/operational reviews needs to be sent to

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