2016 CTA Annual Technology Summit “ Oasis in the Desert” Charles L. Ryan, ADC Director May 16, 2016 ARIZONA DEPARTMENT OF CORRECTIONS JOURNEY FROM DATA TO DECISIONS

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1875: Yuma Territorial Prison 3

IT State of the Art

Prior to our current AIMS system: Offices were equipped with adding machines, typewriters (with correction tape), and copy machines were critical. Individual handwritten ledger cards were used for maintaining manually calculated inmate time computations. Intelligence information sharing was nearly nonexistent. Complex/units had their own system of count sheets, which were not standardized. There was no systematic process for classification transfers. Pre-AIMS 5

AIMS Provided the ability to: Create one large storehouse of data Access consistent information statewide Build standardized count sheets and general reports Inmate management tracking statewide iCal – Beginning of electronic calculation of sentences Tracked discipline Increased employee accountability AIMS

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Agency Profile FY 2016 Prisons  10 State-Operated complexes  6 Privately-Operated prisons Inmate Population – 42,831 (as of 4/30/2016)  Incarcerated in State-Operated Beds: 35,698 (83.3%)  Incarcerated in Privately-Operated Beds: 7,133 (16.7%) Community Supervision Offenders – 5,437 (as of 4/30/2016) ADC Total Inmates/Offenders – 48,268 (as of 4/30/2016) Authorized Positions – 9,534 FTE  7,903 (82.9%) Security FTE positions  1,631 (17.1%) Other FTE positions Appropriated Budget - $1,082,241,100 9

Personnel Costs (excluding health care) $612,358,500 (57%) Building Renewal $5,464,300 (0%) In-State Private Prisons $151,518,600 (14%) Inmate Health Care (including personnel costs) $147,845,400 (14%) Other Operating $121,870,200 (11%) Food $42,255,000 (4%) Total: $1,082,241,100 General Fund: 11% 10

42,713 – Average Daily Population* Inmate Profile Males – 38,711  38 years old  Needs substance abuse treatment (76%)  Violent criminal history (75%, at least one violent offense)  Prior felony history (67%)  Median sentence of 6 years  Requires ongoing Mental Health Services (25%) Females – 4,002  37 years old  Needs substance abuse treatment (88%)  Violent criminal history (46%, at least one violent offense)  Prior felony history (65%)  Median sentence of 4 years  Requires ongoing Mental Health Services (41%) *FY 2016 as of 04/30/

Increasing trends: (From FY 2009 to FY 2016*)  Violent Criminal History: 66.3% to 71.8%  Prior ADC prison term: 42.1% to 48.8%  Length of stay: 19.7 to 22.8 mos.  Mental health diagnosis: 20.4% to 26.3%  Substance abuse issues: 74.5% to 77.6% Result - Increased risk of:  Assaults  Self-harm  Suicide *FY 2016 as of 04/30/2016 Inmate Profile (cont’d) 12

Current Environment has: Separate systems created to fill the evolving gaps & requirements not part of the original AIMS design Workarounds due to different systems Inconsistent definitions Limited IT workforce with old technology knowledge Current AIMS –

The new AIMS 2 (Mi-Case) environment will provide: Reliable data Easier accessibility and analysis Information alerts to leadership Incorporates the separate systems into one Ability to adapt and build out for future needs AIMS 2 (Mi-Case) 14

The Performance-Based Measures System (PBMS) is a national automated mechanism for collecting, sharing, and comparing correctional information on a web database. Establishes consistent data across the nation -Uniform measurable outcomes -Correctional standards -Performance measures -Key indicators -Counting rules Creates a platform for national discussions -Developing common or best practices. -Identifying initiatives -Informed debate over issues Data Standardization - PBMS 15

Creating Knowledge Creating Knowledge Expertise – Data Driven Decisions Communication 16

Recidivism Statistics Releases/ReturnsCY 2012CY 2013CY 2014 Releases14,04414,38715,068 Inmates returned for a technical violation 2,694 (19.2%) 1 2,948 (20.5%) 2 3,075 (20.4%) 3 Inmates returned for a new felony conviction 2,893 (20.6%) 1 1,798 (12.5%) (4.5%) 3 Inmates returned5,587 (39.8%) 1 4,746 (33.0%) 2 3,756 (24.9%) Within 3 years of release 2 - Within 2 years of release 3 - Within 1 year of release 17

FY 2015 ADC Prison Admissions by Type Total Admissions – 20,611 18

FY 2015 ADC Prison Releases by Jurisdiction and County All Releases Releases to Community Supervision (CS) Releases – 19,773 Releases to CS – 11,922 * All criminal aliens with a detainer are transferred to the custody of ICE upon release. The 2,054 criminal aliens that were released in FY 2015 were transferred to the custody of ICE. Out of those 2,054 released, 826 of those inmates, pursuant to the sentencing statutes, had a community supervision tail. If after release to ICE, the immigration judge determines that the inmate is non-deportable, the inmate is returned to ADC custody and held until their statutorily mandated release date. At this time, they are released and placed under community supervision if applicable. There is an average of 13 criminal aliens on community supervision at any given time. Other includes Federal Marshall and Federal Prison. 19

ADC Created Community Corrections Center: Expand services for community corrections to improve reintegration techniques Considered options: Site visit Risk factors Available research Put together a program with the appropriate focus for Arizona, using the identified components Data Driven Program Design 20

Community Corrections Center The Community Corrections Center offers: Structure, supervision, surveillance, substance abuse treatment and cognitive restructuring opportunities to offenders who are in technical violation Assistance with completing the community supervision for violations of their conditions of supervised release and/or who are in need of additional structured support 21

Community Corrections Center Provides a continuum of services to facilitate an offender’s successful reintegration into society Builds upon the programs offenders completed while incarcerated Holds offenders immediately accountable for their negative actions without returning them to prison Allows offenders to build on their successes and strengths rather than repeating the cycle of release and return to custody 22

Lessons Learned Establish performance measures Collaborate in establishing data definitions Ensure consistent counting rules Identify all data capture methods Watch for unintended consequences 23

SRCCC Utilization and Outcomes December 2012 through December 2015 ProgramOffenders Participating Total Discharges Successful Discharges % Successful Discharges Emergency Housing Program % Sanctions Program 1,1951, % Intensive Treatment with Housing (ITH) % Day Reporting 1,363NA 24

Arizona Department of Corrections is positioning itself to utilize improved levels of data analysis for decisions for more informed decisions. This new data will ensure that we are hitting our targets from:  Individual Lean projects  ADC scorecard metrics  AZ business transformation Strategic Data Analysis Decisions 25

Data has been integral in ADC’s efforts to improve Re-Entry and reduce Recidivism: ADC utilized the performance data from SRCCC to propose another facility in Maricopa County (which includes Metropolitan Phoenix) called the Northern Regional Community Corrections Center or NRCCC. With the successful data provided, this program was recommended by the Governor and was funded in the most recent budget. Applied Data Analysis 26

Statewide Adult Recidivism Reduction Strategic Planning Grant and Summit 11 Counties represented Identify primary barriers for released offenders in their area Gap analysis of existing state and local resources Create a Statewide Recidivism Reduction Steering Committee Apply for 3-year Implementation Grant Statewide Recidivism Reduction 27

Governor Doug Ducey’s Vision : Arizona operates at the SPEED OF BUSINESS. Ours is a people centered approach, with a focus on CUSTOMER SERVICE, TRANSPARENCY and ACCOUNTABILITY to the taxpayer. We value the authority to get results through structured problem-solving & DATA-DRIVEN decision-making. We thrive in a culture of CONTINUOUS IMPROVEMENT where we reflect daily on how we are doing while always seeking a better way. Arizona Lean 28

Educational Excellence 21st Century Economy Protecting our Communities Fiscal Responsibility Healthy Citizens Governor Ducey’s Five Priorities 29

“Customer” centric perspective for decision-making. Appropriate performance based measures are dependent on data and information availability. The increasing volume of data becoming available will be challenging for Leaders. Data dashboards that keep key performance measures at Executives finger tips will be invaluable. Arizona Management System 30

Performance Based and Measurement/ Scorecard importance Arizona Management System (LEAN) efforts ADC conversion to AIMS2 Nationwide ASCA PBMS standard reporting Summary 31

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