The Baker-Polito administration is working hard to improve your experience with state government. To that end, EOPSS has been asked to identify our critical constituent-facing services and to track our ongoing efforts to improve their delivery. By selecting key metrics and measuring performance against annual targets, our goal is to provide you with the resources you need as simply, efficiently, and transparently as possible.
You can find out which metrics our agencies are tracking and how they're performing on this page.
EOPSS' Fiscal Year 2022 performance
|Agency||FY22 Metric||FY22 Target||FY22 Current Performance|
|Massachusetts State Police (MSP)||Phase II of the AVL implementation.||MSP will implement Phase II of the AVL program. Phase II includes the Fleet Management integration and installation of AVL monitors in the desk office in 35 barracks.||Phase II of the AVL project is scheduled to be completed on March 1, 2021. The AVL integration team is currently testing and verifying the information pull and is scheduled to go live March 1, 2021. (46) Barracks and Stations were selected for AVL Monitors. All (46) monitors have been installed, (42) monitors are operational and (4) installations are in progress.|
|Massachusetts State Police (MSP)||Body Worn Camera||MSP will implement the Body Worn Camera program by the end of FY2021||MSP has fully implemented the BWC and cruiser mounted camera program.|
|Massachusetts State Police (MSP)||Records Access Office (RAO) 100% operational||MSP will create a Records Access Office||(4) out of the (6) new Records Access Office (RAO) employees have been hired. (2) are in process and will be hired by the end of April, 2021|
|Massachusetts State Police (MSP)||Massachusetts Police Accreditation Commission (MPAC) Certification||MSP will meet MPAC Certification requirements in FY2022.||MSP will be certified by MPAC on February 28, 2022.|
|Massachusetts State Police (MSP)||Massachusetts Cadet Program||MSP will implement the Massachusetts State Police Cadet Program in FY2022.||MSP working with vendor to create and administer Cadet entrance exam. Scheduled exam date June 2022.|
|MA State Police Crime Lab (MSPCL)||Comply with the requirements for processing investigatory SAECK established in the Criminal Justice Reform Acts of 2018||Process all investigatory SAECK within 30 days in accordance with agency protocols||Over 97% completed within 30 days.|
|MA State Police Crime Lab (MSPCL)||Ensure the timely completion of Post-Mortem Toxicology Testing||Continue to complete 90% of Post-Mortem Toxicology cases within 90 days;||Over 99% completed within 90 days.|
|Department of Correction (DOC)||Increase the percentage of male releases to the community with an assessed substance use treatment need that participate in CRA from 68% to 71%.||Increase CRA participation rate to 71%||70% in the context of COVID-19|
|Department of Correction (DOC)||Increase the percentage of male releases to the community with an assessed anger management treatment need that complete Violence Reduction Program from 69% to 74%.||Increase completion rate to 74%.||Completion is 77%.|
|Department of Correction (DOC)||Reduce the percentage of Restrictive Housing Unit (RHU) admissions that are repeat admissions within a 6 month time span.||Reduce the percentage of RHU admissions that are repeat admissions within a 6 month time span by 5% from 54% to 49%.||The percentage of RHU admissions that were repeat admissions within the first 6 months of FY21 decreased 5% from 54% to 49% (n= 574 out of 1,176).|
|Department of Correction (DOC)||Increase the percentage of inmates who are released from disciplinary detention status due to positive adjustment while in long term disciplinary detention and providing them an opportunity to step down from long term disciplinary detention.||Increase the percentage of inmates who are released from disciplinary detention status due to positive adjustment while in long term disciplinary detention and providing them an opportunity to step down from long term disciplinary detention by 3% from 14%.||The current percentage of inmates released from long-term disciplinary detention with a time cut has increased 5% to 19% (n= 3 approved early releases of 16 Placement Reviews Conducted).|
|Department of Correction (DOC)||New Leadership Development Program (LDP) initiative.
This is a new program designed to prepare individuals who have demonstrated leadership qualities for potential leadership positions.
Target goal is a minimum of 15 participants.
|The LDP program is being resubmitted in a virtual format.
We ran a pilot with a working group and it was successful; moving forward we will use this forum.
Target is 25 participants
|LDP Program continued successfully in its virtual format.
Two teams were able to present information.
The program has been put on a temporary hold due to staffing changes and will resume during the fall of 2022.
|Department of Correction (DOC)||Reduce the operational capacity in Restrictive Housing Units (RHU) across the agency by 10% (n=485).||Reduce the operational capacity in RHU across the agency by 10%.||The current operational capacity in RHU has been reduced across the agency by 1% (n=412).|
|Department of Correction (DOC)||Decrease the percentage of releases from maximum security through the Objective Point Base Score Classification system by 2%.||Decrease the number of releases from maximum security by 2%.||The current releases from maximum are at 9%, thereby meeting the target goal.|
|Department of Correction (DOC)||Increase the percentage of new court commitment male releases to the community that were admitted without a High School Equivalency or HS Diploma that release with their high school equivalency credential earned by 3% from 9% (n=27 out of 285).||Increase by 3% (from 10% to 13%).||The current percentage is 11%.|
|Sex Offender Registry Board (SORB)||Decrease the submission of paper Sex Offender Registry Information Requests (SORI's) through new electronic notification process currently in development.||Decrease below 350 paper SORI submissions monthly.||Above target at an average rate of 57 paper requests monthly.|
|Sex Offender Registry Board (SORB)||Stabilize petitioner-initiated reclassification caseload maintenance level of approximately 285 pending cases.||Decrease number of pending petetioner initiated reclassifications below 285 pending cases.||Above target in achieving the maintenenance level goal with approximately 235 cases pending.|
|Sex Offender Registry Board (SORB)||Increase hearings conducted and decision publications per year by an additional 10% to approximately 500 cases completed.||500 cases completed by the end of FY22||On target with 263 decisions published.|
|Sex Offender Registry Board (SORB)||Decrease hearing continuance rate. Currently on pace for 190 continuances in FY21||Decrease continuances by 10%.||On target with 112 hearings continued to date, with a target number of 171.|
|Department of Fire Services (DFS)||Decrease Hazardous Materials Team response times||Achieve a response time of 35 minutes||The response time of first on scene is 32.47 minutes|
|Department of Fire Services (DFS)||Increase fulfillment rate of the Boiler & Pressure Vessel Program Certificate.||Achieve an 86% certificate of inspection compliance rate||The current Boiler & Pressure Vessel certificate of compliance rate is 79%. Efforts continue towards increasing the overall certificate of inspection compliance rate. Recent activities include the participation of the Authorized Inspection Agency, Hartford Steam Boiler reporting of inspections directly into the Commonwealths online inspection database. These activities started at the end of the 2nd quarter of FY22.|
|Department of Fire Services (DFS)||Increase the Fire Safety Division's Certificate Compliance Rate.||Maintain inspection rates at 20% of AST Tanks per year||7% of (135 of 1877 as of 1/13/22) AST tank inspections completed. Majority of annual inspections occur in March and April. Will meet target of 20% by end of FY.|
|Department of Fire Services (DFS)||Increase online course offerings at the Massachusetts Fire Academy||Our FY22 goal will be to increase our online course offering to 15 courses but could continue to be impacted due to COVID.||We are currently at 14 active online courses with the 15th in the queue. The creation of online courses was delayed due to resources being reassigned to convert in person training to virtual deliveries due to COVID.|
|Department of Fire Services (DFS)||Number of students completing courses delivered by the Massachusetts Fire Academy.||Our goal will be to increase the number of students completing courses by the MA Fire Academy by 5% of approximately 17,000 students but could continue to be impacted due to COVID.||We are currently at 5864 students completing a course, last year there were only 3577 students that completed a course due to COVID. The academy did not become fully operational with course deliveries until the beginning of FY22 due to COVID. COVID continues to have a lasting impact with staffing and course deliveries.|
|Massachusetts Parole Board (PAR)||Pending anticipated addition of available beds, increase the number of parolees placed in a residential reentry program||Target for FY2022 is to increase the number of parolees placed in a residential reentry program by 20%.||Baseline: In FY 2021, there were 149 parolees placed in transitional housing beds via the residential reentry program (60 in the first half and another 89 in the second half of FY 2021).
In the first half of FY 2022 (July 2021 - Dec 2021), there were 84 parolees placed in transitional housing beds via the residential reentry program. Over the full FY 2022, we project ~ 168 parolees will be placed in transitional housing beds (84*2). This projected number for FY 2022 (i.e. 168 parolees) would imply that we will see an increase in the number between FY 2021 (i.e. the baseline) and FY 2022 by ~13% ((168-149)/149).
|Massachusetts Parole Board (PAR)||Increase the percentage of eligible parolees who discharge from parole earlier as a result of earning compliance credits.||Target for FY2022 is to increase the number of eligible parolees who discharge from parole earlier as a result of earning compliance credits by 10%.||Baseline: In FY 2021, there were 229 compliance credit eligible parolees who discharged from parole earlier as a result of earning compliance credits.
In the first half of FY 2022 (July 2021 - Dec 2021), there were 118 eligible parolees who discharged from parole earlier as a result of earning compliance credits. Over the full FY 2022, we project ~ 236 eligible parolees (118*2) with early discharge due to compliance credits. This projected number for FY 2022 (i.e. 236 early discharges) would imply that we will see an increase in the number of early discharges between FY 2021 (i.e. the baseline) and FY 2022 by ~3% ((236-229)/229).
Note: in FY 2021, out of all eligible for compliance credits, 67% of parolees earned compliance credits (229/341); over the full FY 2022, we project that proportion to go up so that 78% of all eligible for compliance credits earn compliance credits (236/302). This reflects an 11 percentage point increase from baseline.
|Massachusetts Parole Board (PAR)||Decrease the % of inmates waiving or postponing their parole hearing.||Target for FY2022 remains to reduce the number to below 50% in HOC and 40% in DOC.||In the first half of FY2022 (July 2021 - Dec 2021), there was a waiver/postponement rate of 57% and 39% for all institutional release hearings held in HOC and DOC facilities, respectively.|
|State 911 Department (E911)||Add 2 more Regional PSAPs||Same as metric||In progress|
|State 911 Department (E911)||Continue to Reduce the number of PSAPs||Reduce the number of PSAPs to 215||Achieved|
|State 911 Department (E911)||Maintain the grant reimbursement rate||30-day turn around on grant reimbursements||Achieved thus far|
|Massachusetts Military Division - National Guard (MIL)||Cybersecurity Preparedness & Assistance Teams||Establish partnerships with state, regional, and local agencies||Conducted 6 briefings for Administration officials, regional, and local partners regarding MA NG Cybersecurity capabilities. Working with EOPSS and EOTSS on policy and procedures for response to major cyber incidents.|
|Massachusetts Military Division - National Guard (MIL)||Police Partnership - Law Enforcement Training||Work with MPTC to ensure program is fully aligned with updated MA law enforcement professional training standards||Fully engaged with MPTC and on track to have program accredited prior to FY 23|
|Massachusetts Emergency Management Agency (MEMA)||Develop new partnership agreements (ex. MOU/LOU) to support the implementation of MEMA's disaster logistics program.||Goal: 10 new agreements/partnerships.||12 new partnerships|
|Massachusetts Emergency Management Agency (MEMA)||Goal: Develop scenario based trainings to exercise dispatch critical skillsets such as WEA notifications, activations, and COOP. Goal is to implement scenario based exercises into dispatch monthly testing program. 2 per month per dispatcher, totalling 216 for the year.||implement scenario based exercises into dispatch monthly testing program. 2 per month per dispatcher, totalling 216 for the year.||161 Dispatcher Training Scenarios for FY22 to date.|
|Massachusetts Emergency Management Agency (MEMA)||Provide Introduction to Emergency Management to local Emergency Management Directors.||Goal: Complete 90 general training workshops according to 2021 Program Plan.||62 completed to date; more than 30 scheduled through June 2022|
|Massachusetts Emergency Management Agency (MEMA)||Increase the participation in Local/Regional Emergency Planning Committees and ensure plans are developed. Currently 42 of 94.||Goal: 95 active EPCs with plans||38 active EPCs to date; More than 30 in a community that does not require an EPC|
|Massachusetts Emergency Management Agency (MEMA)||Increase the development of local Comprehensive Emergency Management Plans (CEMP).||Goal: 36 completed CEM Plans according to 2021 Program Plan||61 total CEMPs updated|
|Massachusetts Emergency Management Agency (MEMA)||Increase the number of local applications to the MEMA Emergency Management Performance Grant program. Currently at 290.||Goal: Increase number of local applications to the MEMA Emergency Management Performance Grant (EMPG) to 95% participation (336 out of 354)||297/352 towns applied; 84% applied, with additional towns who did not apply being reapproached to apply after initial deadline|
|Massachusetts Emergency Management Agency (MEMA)||Increase the number of developed and adopted Local Hazard Mitigation Plans.||Increase by 3% to have 262 Plans approved.||224 Local Hazard Mitigation Plans Approved.|
|Massachusetts Emergency Management Agency (MEMA)||Increase the development of departmental/agency COOP.||Goal: Engage with at least 6 external agencies in providing technical assistance as it relates to continuity of operations programs and/or plans.||The Planning Unit assited MEMA Region 1 in providing a COOP template workshop (on 11/05/21) for local EMDs; the final draft of the COOP Guide for MA State Agencieswas completed in 2021 but has not yet been published; the Planning Unit received 1 state agency (DPL) request for COOP technical guidance/assistance this past year.|
|Massachusetts Emergency Management Agency (MEMA)||Per the agency’s Plans Cycle Schedule, 70% of the state’s response plans scheduled for review and revision (within the year) will be completed within 30 days of the projected completion date.||Complete all review and Revision within 30 days of completion of project||54% of the scheduled plans for 2021 were completed within 30 days of the projected completion date. Out of the 11 plans scheduled for 2021, 5 of those plans required extended time (into 2022) to complete. 3 out of those 5 plans are expected to be completed by April 1, 2022.|
|Massachusetts Emergency Management Agency (MEMA)||30% of MEMA plans are reviewed and updated for program and service accessibility and equity.||Update 30% of our MEMA plans.||Of the 11 plans scheduled for 2021, all appliacable plans were reviewed and updated for program and service accessibility and equity. Note, work on 5 of these plans in terms of review/ revsion are ongoing for 2022.|
|Office of the Chief Medical Examiner (OCME)||Reduce the number of Plymouth County cases transported to the Boston office for examination.||Increase the number of Plymouth County cases transported to the Sandwich office for examination by 10%.||42% of Plymouth County cases were examined at the Sandwich office, compared to 6% in FY19|
|Office of the Chief Medical Examiner (OCME)||Maintain the NAME standard for completion of autopsy reports.||90% of autopsy reports completed in 90 days of examination.||90% of autopsy reports were completed on time by 20 of 21 medical examiners, successfully maintaining full NAME accreditation.|
|Office of the Chief Medical Examiner (OCME)||Automate cremation authorizations and payment tracking process.||90% of cremation authorizations automated currently||>99% of cremation authorizations are automated currently.|
|Department of Criminal Justice Information Systems (DCJIS)||Increase number of CJIS training and compliance programs for criminal justice and non-criminal justice users of DCJIS applications.||Increase the number of trainings by 20%.||On track. In FY '21 DCJIS performed 123 trainings. As of Feb. 2022 have performed 78 trainings.|
|Department of Criminal Justice Information Systems (DCJIS)||Increase utilization of Automated Vehicle Citation and Crash System (MACCS).||Increase number of agencies participating in MACCS by 30%.||On track. At conclusion of FY '21 there were 149 agencies participating in MACCS. As of Feb. 2022 there are 193 agencies.|
|Department of Criminal Justice Information Systems (DCJIS)||Decrease the average processing time of non-resident LTC applications to 90 days.||Decrease the average processing time of non-resident LTC applications to 90 days.||Due to increased demand for firearms licenses and antiquated IT systems and processes current turnaround is 118 days for non-resident licenses.|
|Municipal Police Training Committee (MPTC)||Increase capacity for by an additional 40%.||The MPTC will open the Lynnfield Academy in May 2022, and the Holyoke Police Academy in early spring, which will enhance our capacity for reruit classes and specialized trainings.||On track. As of February 2022, MPTC is working with DCAMM to open new facilities to support its training initiatives. The Lynnfield Academy has the ability to run three (3) recruit classes of 48 student officers and Holyoke Academy will be able to host three (3) classes of 48 student officers.|
|Municipal Police Training Committee (MPTC)||Increase the number of in-service classes by 20% over FY 21.||The MPTC was able to pivot its training delivery for inservice and offer the reuired programs through its Learning Management System.||On track. The MPTC developed the in-service courses for TY 2021-22 and has offered it through its Learning Managment System. Law Enforcement Officers have until June 30, 2022, to complete the required training. The number of officers that fall under our purview has increased to 23,851 police officers. We are in progress of collecting in-service completion for TY 2022-23 for all of these officers.|
|Municipal Police Training Committee (MPTC)||Continue to provide specialized, Inservice and certification training to support Police Reform. This would increase the number of trainings offered by 25%.||The MPTC has developed the Bridge Academy to support the mandates of police reform to ensure that any training gaps are removed for officers who previously did not fall under the MPTC's purview nor its training mandates. Additionally, the MPTC is offering IACP Leaderhship training, FBI-LEEDA Training , and NASRO courses along with two large scale conferences to satisfy the mandated training for SRO certification. We continue to provide discipline specific training for veteran officers.||On track. The MPTC has begun its roll out of the Bridge Academy for officers who are scheduled to become certified in June 2022. Second, continues to offer specialized trainings for veteran officers including Leadership courses along with trainings required for officers to receive certifications as School Resource Officers, Civil Rights Officer and other certifications. Ninety (90) specialized classes currently scheduled. These classes include school resource officer training, FBI Leeda courses, stress resiliency courses. Forty (40) hours of in-service courses. The Bridge Academy classes are available for 1500 eligible officers.|