® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® MISSION VISION MISSION Safer communities through effective corrections. To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing structured programming designed to support inmate accountability and successful community reintegration, and by providing effective supervision for those offenders conditionally released from prison. 10 YEAR GOAL Engaged employees and communities committed to 25% reduction in recidivism 25 IN 10 ARIZONA ADC LEADER BEHAVIORS P = Professionalism: Modeling the ideal R= Responsibility: Owning your actions I= Integrity: Doing the right thing C= Courage: Taking action despite fear E= Efficiency: Making every action count Vision Safer communities through effective corrections. CORRECTIONS Modeling Behavior Listen Care Coach Empower Delegate Encourage AGENCY CORE VALUES Modeling Behavior Listen Care Coach Empower Delegate ADC LEADER BEHAVIORS CORRECTIONS To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing structured programming designed to support inmate accountability and successful community reintegration, and by providing effective supervision for those offenders conditionally released from prison. AGENCYCORRECTIONS CORE VALUES P = Professionalism: Modeling the ideal R= Responsibility: Owning your actions I= Integrity: Doing the right thing C= Courage: Taking action despite fear E= Efficiency: Making every action count ADC ADC ADC ARIZONA KEY GOALS 1. ENGAGED AND PROFESSIONAL STAFF 25 IN 10 REDUCING RECIDIVISM 2. SAFE, HEALTHY, AND SECURE ENVIRONMENT Encourage DEPARTMENT OF CORRECTIONS 5 YEAR GOALS KEY GOALS 5 YEAR GOALS 1. ENGAGED AND PROFESSIONAL STAFF Staff is engaged in recidivism reduction Inmates are engaged in preparation for successful reentry 2. SAFE, HEALTHY, AND SECURE ENVIRONMENT Environment is conducive to recidivism reduction 5. POSITIVELY CHANGED INMATE AND OFFENDER BEHAVIOR KEY GOALS 5 YEAR GOALS 3. OPERATIONAL EXCELLENCE Operational practices support recidivism reduction 4. COLLABORATIVE STAKEHOLDER RELATIONSHIPS Communities are committed to supporting recidivism reduction and reentry 3. OPERATIONAL EXCELLENCE DEPARTMENT OF CORRECTIONS KEY GOALS CORRECTIONS 5 YEAR GOALS Staff is engaged in recidivism reduction 10 YEAR GOAL Engaged employees and communities committed to 25% reduction in recidivism Environment is conducive to recidivism reduction 5 YEAR GOALS KEY GOALS Communities are committed to supporting recidivism reduction and reentry 4. COLLABORATIVE STAKEHOLDER RELATIONSHIPS Inmates are engaged in preparation for successful reentry 5. POSITIVELY CHANGED INMATE AND OFFENDER BEHAVIOR Operational practices support recidivism reduction 10-YEAR GOAL Engaged employees and communities committed to 25% reduction in recidivism AGENCY MISSION AGENCY VISION Safer communities through effective corrections. To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing structured programming designed to support inmate accountability and successful community reintegration, and by providing effective supervision for those offenders conditionally released from prison. 25 IN 10 AGENCY CORE VALUES AGENCY VISION P= Professionalism: Modeling the ideal R= Responsibility: Owning your actions I= Integrity: Doing the right thing AGENCY CORE VALUES Modeling Behavior C= Courage: Taking action despite fear E= Efficiency: Making every action count P= Professionalism: AGENCY MISSION Modeling the ideal R= Responsibility: Owning your actions I= Integrity: Doing the right thing 5-YEAR GOALS KEY GOALS Engaged and professional staff Staff is engaged in recidivism reduction Safe, healthy and secure environment Environment is conducive to reducing recidivism Operational excellence Operational practices support reducing recidivism Communities are committed to supporting recidivism reduction and reentry Collaborative stakeholder relationships Positively changed inmate and offender behavior ARIZONA DEPARTMENT OF CORRECTIONS ADC Standard Leader Behaviors Modeling Behavior Listen Care Coach Empower Delegate Encourage ADC Standard Leader Behaviors Safer communities through effective corrections. Inmates are engaged in preparation for successful reentry C= Courage: Taking action despite fear E= Efficiency: KEY GOALS 25 IN 10 Coach Empower Delegate Encourage Making every action count 5-YEAR GOALS ENGAGED AND PROFESSIONAL STAFF STAFF IS ENGAGED IN RECIDIVISIM REDUCTION SAFE, HEALTHY AND SECURE ENVIRONMENT ENVIRONMENT IS CONDUCIVE TO RECIDIVISIM REDUCTION OPERATIONAL PRACTICES SUPPORT REDUCING RECIDIVISIM COMMUNITIES ARE COMMITTED TO SUPPORTING RECIDIVISIM REDUCTION AND REENTRY OPERATIONAL EXCELLENCE 10-YEAR GOAL Care To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing structured programming designed to support inmate accountability and successful community reintegration, and by providing effective supervision for those offenders conditionally released from prison. COLLABORATIVE STAKEHOLDER RELATIONSHIPS Engaged employees and communities committed to 25% reduction in recidivism Listen POSITIVELY CHANGED INMATE AND OFFENDER BEHAVIOR INMATES ARE ENGAGED IN PREPARATION FOR SUCCESSFUL REENTRY ARIZONA DEPARTMENT OF CORRECTIONS ADC PERFORMANCE MANAGEMENT ARIZONA MANAGEMENT SYSTEM Goals, Metrics, & Targets: Connecting the Organization Business / Performance Reviews Visual Management: Performance & Process Adherence Tiered Huddles & Huddle Boards PROBLEM SOLVING LEADER BEHAVIORS Process Standardization & Standardized Work Leader Standard Work GOAL - priority mission outcome an agency seeks to achieve METRIC - the actual score measured at a given point in time TARGET - a measurable item that defines the status of achieving the goal BUSINESS / PERFORMANCE REVIEW - The foundation of the management system, this comprises a review of the agency performance metrics and countermeasures, financials and business breakthrough projects. VISUAL MANAGEMENT - The visual indicators that enable quick, informed assessment of how a process is performing whether standard work is being adhered to and if outcomes are being met. TIERED HUDDLES & HUDDLE BOARDS - Brief daily or weekly meetings performed by teams using visual management to reflect on performance, identify and solve problems and commit to making adjustments. The tiered structure facilitates communication and problem solving at each level of the organization. STANDARDIZED WORK - The documented current one best way to perform a process. It is the foundation for the Plan-Do-Check-Act cycle of continuous improvement. LEADER STANDARD WORK - The maintenance system for processes and the overall management system. It is the written plan that ensures leaders model AMS behaviors and provide coaching to teams. The plan includes Gemba Walks for process confirmation and One-on-One Coaching. Gemba Walks GEMBA WALKS - The personal observation of work by leadership for confirming standardized work and providing coaching. One-On-One Coaching ONE-ON-ONE COACHING - The regular cadence of discussion between managers and staff for Basic Problem Solving: All Employees BASIC PROBLEM SOLVING - A simple and effective set of problem solving tools that everyone Intermediate Problem Solving: Managers & Select Employees INTERMEDIATE PROBLEM SOLVING - This builds on the basic problem solving methods with a structured approach to identifying and documenting root causes and potential countermeasures. Problem solving at this level is documented using an A3. the purpose of developing employees and providing regular feedback. in the organization is expected to apply as problems are surfaced. More than 100 Staff and invited guests attended the 2017 Annual Meeting. Kal Jurdi leads a group exercise. Jackson Cabrera and Brian Radecki participated in the morning training. Mark Kirstein talked about the communication challenges we all face. ® Team Code of Honor • When giving feedback to a teammate: Commend first then Recommend. • When emotions are high: Step Back then reengage within 24 hours. • When there is confusion pick up the phone then reiterate through email. • With every problem bring a possible solution. • Celebrate all wins. • Use bullet points in emails. • CC people who are involved in action otherwise don’t. ont Manheim ® Specialty Foods CHILL drinking water systems 520.682.9024 DESIG RIGHT AWAY DISPOSAL TECHNOLOGY SM HOME T P O J WN HE O E C T Suppor Program ALLIANCE TRUSS Lorraine 2018 Sales Cost of Goods Sold Gross Profit $ 44,667,735 35,248,582 $ 43,634,812 35,567,782 $ 9,419,153 S 8,067,030 Operating Expenses Selling General and Administrative Total Operating Expenses 777,109 2,815,102 $ Non-Operating Revenue/(Expenses) Investment Income Misc Income Net Gain/(Loss) on Equipment Disposal Net Non-Operating Revenue/(Expenses) Income before Transfers 2017 3,592,212 873,108 2,704,287 $ 84,506 15,903 49,441 3,577,396 42,256 3,863 63,943 $ 149,851 $ 110,062 $ 5,976,792 $ 4,599,697 Transfers to State of Arizona Funds (2,450,000) (2,000,000) Total net assets, July 1 16,108,007 13,508,308 Total net assets, June 30 $ 19,634,799 $ 16,108,005 ® f in We’re Listening TECHNOLOGY SM FRAMING AZ LLC ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ® ®