A Future Filled With Hope - Washington State Correctional …€¦ · · 2018-01-082017 CI Annual...

ANNUAL REPORT | 2017

A Future Filled With Hope

TABLE OF CONTENTS

Welcome 3

Mission Statement 4

A Message from Danielle Armbruster 5

Our Successes 6

Financial Statements 10

Strategic Action Plan 14

Just the Facts 16

Continuous Improvement 18

Special Events 20

Operations Overview 24

@WashingtonCI | 2017 ANNUAL REPORT 3

DOC SecretaryWELCOME2017 CI Annual Report

Many of us are where we are

today because we had access to

opportunities to improve and learn

the values that would help us continue

growing. Those in the custody of

the Washington Department of

Corrections (DOC) often have not had

access to the opportunities we tend

to take for granted. Thankfully for our

state and our communities, those

values and opportunities are provided

to the incarcerated men and women

within our correctional system through

Correctional Industries (CI), a division

of the Washington DOC.

Correctional Industries has a

commitment to reducing the tax

burden of corrections by maintaining

and expanding “work training

programs which develop marketable

skills.” I’m proud of the results that

Industries has achieved over the past

year by increasing the employment

rate for individuals post-incarceration,

a demonstrated result of their work

training programs. However, the

results, which are also tracked

through Governor Inslee’s Results

Washington, is only part of the overall

story about CI.

The work conducted by CI is a daily

effort designed to create safer

Washington communities. Industries

has enabled workforce development

specialists to work with inmates on

training and reentry planning and

coordinated with community partners.

They’ve crafted a partnership

with local carpenter, laborer, and

ironworker unions to form the Trades

Related Apprenticeship Coaching

(TRAC) program, specifically aimed

at producing apprenticeships

for women returning to our

communities. Also, in 2017, CI

hosted the second annual dynamic

“Hidden Workforce: Employer Forum”

bringing together governmental

agencies, private sector companies,

nonprofit organizations, and released

individuals to discuss ways that we

can better engage. These are just

a few of the outstanding ways that

CI is working toward a brighter

future for those sentenced to the

department’s custody.

Correcting behavior and returning

individuals to the community with the

tools they need is a team effort that

involves incarcerated individuals,

their families and friends, community

partners, businesses, the DOC,

and the general public. By better

preparing individuals for a successful

reentry into our communities, we

are all working together to improve

public safety for all Washingtonians.

Sincerely,

Secretary Stephen Sinclair

http://www.doc.wa.gov/

http://www.doc.wa.gov/

https://www.washingtonci.com/

http://www.results.wa.gov/

http://www.results.wa.gov/

4 WASHINGTON STATE CORRECTIONAL INDUSTRIES | www.washingtonci.com

Mission StatementOUR CORE VALUESVision Statement

MISSION STATEMENT

Correctional Industries is committed to maintain and expand work training programs which develop marketable job skills,

instill and promote positive work ethics, and reduce the tax burden of corrections.

VISION STATEMENT

Transforming lives and increase successful reentry through training and mentoring.

CORE VALUES

We walk the talk to motivate change.

We provide opportunity for second chances.

We foster understanding and mentor growth.

We build unity and strength through collaboration.

We inspire and empower individual success.

4 WASHINGTON STATE CORRECTIONAL INDU

lead

people

teamwork

connections

humanity


I would like to thank all our partners,

customers, and stakeholders for your

continued support of our work training

programs. I am pleased to share our

2017 Annual Report. This year we

are highlighting our most important

successes, individuals who have

successfully navigated their

reentry pathway.

Correctional Industries (CI) ended

fiscal year 2017 with total sales of

$114,028,503, an increase of almost

10 percent over fiscal year 2016.

Net income is reinvested in the

program, and allows for additional

training opportunities, new equipment

and technology, and updates

to infrastructure.

‘A Future Filled with Hope’ is the

theme of our report this year. CI is

committed to providing opportunities

to our incarcerated population. The

skills learned or enhanced while

working in a CI program provide

individuals with a foundation for

future employment. Supervisors and

specialists, help individuals through

classroom cognitive behavior training,

mentoring, and employment readiness

preparation. Upon release, individuals

may work with community employment

specialists for assistance in job

hunting and career development. By

offering comprehensive employment

development services, we are

providing incarcerated individuals with

hope for a better future.

This year, we continued our efforts

to achieve our strategic goals. Our

strategic plan was updated with key

goals of: Safe Operations, Promote

Positive Change, Support Successful

Transition, Focus on the Workforce,

and Improve Core Business

Practices. New strategic outcomes

include: employee engagement,

improved customer feedback

processes, and community

outreach activities.

Community outreach has shown

to be an effective way to engage

with others on the topic of reentry.

By working with local non-profit

organizations, meeting with local

businesses, and speaking to

community organizations, we are able

to increase awareness, not only of

the challenges facing those releasing

from prison, but also opportunities to

make a difference by looking beyond

a person’s convictions to the positive

changes they’ve made for a better

future. Over the next year we plan to

increase our interactions with local

groups in the hopes of expanding the

opportunities available to individuals

when they release.

Our mission to help individuals

obtain meaningful post-release

employment is only possible because

of the support we receive from

the Department, our customers,

partners, and stakeholders. I am

confident we will continue to improve

the lives of those reentering our local

communities for many years to come.

Yours Truly,

Danielle Armbruster

Assistant SecretaryTHANK YOUTo Our Valued Stakeholders


Former Incarcerated Individuals FINDING HOPESharing Their Stories

ROBINSON

“I decided to come to work for CI because I knew that CI offered the opportunity

to gain life skills and would support my future endeavors if I stayed on the

right path.”

Robinson’s future endeavors began in 2016 when he released from the

Washington State Penitentiary. Prior to release, he worked for two (2) years

in the Correctional Industries (CI) agriculture program. In addition to

learning farming, he gain skills in irrigation, wire feed welding, and heavy

equipment operation.

While working in the agriculture program, Robinson was supervised by Richard

Thompson. When asked about his experience working with Richard, Robinson

stated, “Working with Richard Thompson was always a pleasure. He was willing

to help me in any endeavor as long as I showed initiative and responsible

behavior. Richard gave me additional responsibilities and leadership roles

as I proved my commitment to the job and consistently showed growth and

dependability with my duties.”

To prepare for release, Robinson worked with CI Workforce Development

Specialist Calvin Thorp and Employment Specialist Wendy Martindale. “Wendy and

Calvin were extremely supportive and gave me the resources I needed to connect

with job opportunities once I released”, stated Robinson. He participated in soft

skills training with Calvin and made post-release employment plans via Skype

conference calls with Wendy. It was while working with Wendy that Robinson

learned about the WorkSource job fair that would lead to his future employment

as a Maintenance and Grounds Technician.

Robinson’s temporary county position lead to his career pathway. He is currently

an Operator-In-Training (OIT) for a county division for wastewater treatment.

Robinson credits CI’s specialists for helping him find his career pathway.

My current achievements wouldn’t be possible if it wasn’t for my sobriety,

willpower, dedication to my goals and commitment to changing the way I think on

a daily basis. I’ve chosen to be a success story because I know that if I can be an

example to even one person then I’ve made a positive difference.


Our Successes

Financial Statements

Strategic Action Plan

Just the Facts

Continuous Improvement

Special Events

Operations Overview


BUFFY

“I was tired of doing the same thing over and over again expecting different

results. I was given the opportunity to take TRAC. TRAC changed everything

for me.”

Buffy’s life changed the moment she realized her own self-worth. When she

enrolled in CI Trades Related Apprenticeship Coaching (TRAC), Buffy wasn’t

sure if she would be able to physically perform the training requirements. Steve

Petermann, CI TRAC Instructor, helped Buffy by challenging her. She graduated

from TRAC with the skills required for laborers, carpenters, and iron workers.

She took those skills and worked with Deanna Rodkey, CI Community Employment

Specialist, together they secured a job just three (3) days after Buffy reentered

her community.

While Buffy’s first position at a local cabinet shop was entry level and had

her filling glue bottles, she quickly proved herself and promoted to casework

supervisor. Buffy continues to push herself to achieve bigger and better things

and will soon be moving into the engineering department.

Life after release isn’t easy. Buffy and her kids are adjusting to their new normal;

things like homework, good grades, chores, and full-time employment. Buffy

has this to say about the challenges she faced after release, “I get a lot of ‘you

weren’t there to raise us, papa raised us for 10 years’. And I say, yes he did, but

I’m here now. And I’m present now.”

I have finally gotten self-worth. I make my own money and am a single mother

to my twin daughters. I am clean today and have a promising career and life

ahead of me.


RACHEL

“I learned how to be accountable. Before being a part of TRAC and CI, I had

never finished anything. Working for CI gave me a purpose and taught me how

to show up.”

Rachel was in and out of jail and battling addiction for many years. Her addiction

to narcotics made her life unmanageable and eventually she was convicted and

sentenced to prison at Washington Corrections Center for Women.

With approximately one year left on her sentence, Rachel decided to interview

for a spot in Correctional Industries’ (CI) Trades Related Apprenticeship Coaching

(TRAC) training program. Rachel successfully completed the 16-week training and

was interested in pursuing a union apprenticeship, so she stayed with TRAC in a

clerk position. She continued working in TRAC for six (6) months, right up until

the day she was released from prison.

Regardless of available support system, releasing from prison can be scary.

Rachel worked with CI Workforce Development Specialist, Kathryn Shea, to

prepare for her release. They developed resumes and Kathryn provided an

employment recommendation letter. After release, Rachel worked with CI

Employment Specialist, Wendy Martindale. Rachel considered joining a local union

or going back to school full-time. Within days of Rachel’s decision to go back to

school to study criminal justice and public policy, Wendy provided her with a job

lead at a local non-profit organization helping formerly incarcerated transition

into employment.

Rachel is now a full-time student and landed the job with the non-profit

organization. She is working in a field directly related to where she sees her

education and future career path taking her. When asked what she is looking

forward to most in her future, Rachel states, “My life is so different. What am I

not looking forward to? I never would have thought this could be my life.”

When I was sentenced I thought prison was going to ruin my life. Little did I know

it was going to be what set me free. CI was a huge part in my success and for

that, I will be forever grateful.

Former Incarcerated Individuals FINDING HOPESharing Their Stories


Our Successes



Just the Facts


Special Events

Operations Overview


DANIEL

“I knew that in order to be successful in the community and maintain a job that

I needed to develop some basic work skills and Correctional Industries was the

closest real-world job atmosphere for me while incarcerated. It was also the best

paying job in the prison system and I knew it would allow me to save a little bit of

money and pay off legal financial obligations.”

During his 10 years in prison, Daniel worked in CI programs at the Washington

State Penitentiary and Coyote Ridge Corrections Center. In 2012, he was

transferred to Cedar Creek Corrections Center and soon after came to work

for Correctional Industries’ (CI) Service and Delivery Division in Tumwater. When

asked about his experience working with CI supervisors, Daniel stated, “I would

not be where I am today without the supervisors that I had at the Tumwater

facility. They did not treat or look at me as if I were less of a person for being a

prisoner. Instead they chose to treat me with the same respect that they would

give to any other employee. They taught me the importance of responsibility,

accountability, and ethics. Most importantly they made me feel appreciated and

valued which reminded me that my life still had meaning.”

When asked how work training with CI prepared him for post-release

employment, Daniel stated, “CI helped prepare me for post-release employment

in several different ways. Working with CI taught me the crucial communication

and problem-solving skills as well as stress management skills that I would need

in the workforce. CI also helped me build a professional resume, provided job

seeking and mock interview tips.”

Upon release Daniel had money saved and was able to provide for his basic

needs, open a bank account, and provide for his son. With his legal financial

obligations paid, he was able to focus on his future. Daniel is now pursuing

his bachelor’s degree in Business Studies and Sports Management. He is a

bankruptcy paralegal and part-owner of a contractual paralegal firm. He is

applying to law school and plans to pursue his Juris Doctorate.

CI reminded me that it’s never too late to back to school. My story is mine and is

completely in my control. As long as I stay focused and keeping setting goals no

one will ever again be in charge of my story or life but me.


Statement ofASSETS

CURRENT ASSETS

Cash .............................................................................. $11,518,781.................................... $3,123,712

Petty Cash ...................................................................... 5,000.................................... 5,000

Total Cash ................................................................... $11,523,781 .................................. $3,128,712

Receivables

Accounts Receivable Net .................................................... 698,895.................................... 678,638

Notes Receivable Short Term .............................................. 0.................................... 0

Due From Federal Government ............................................ 8,248.................................... 44,303

Due From Other Governments ............................................. 239,985.................................... 140,258

Due From Other Funds ....................................................... 2,797,718.................................... 4,222,485

Due From Other Agencies ................................................... 5,372,927.................................... 10,540,426

Internal Receivables .......................................................... 0.................................... 0

Due From Component Units ................................................ 0.................................... 0

Travel Advance ................................................................. 0.................................... 0

In-Process Accounts .......................................................... 1,334,354.................................... 1,584,485

Total Receivables .......................................................... $10,452,126 .................................. $17,210,595

INVENTORIES

Finished Goods Inventories ................................................. 3,811,159.................................... 3,191,268

Demo-Showroom and Warranty Finished Goods ....................... 94,672.................................... 80,238

Work-In-Process Inventories ................................................ 214,357.................................... 363,267

Raw Materials Inventories .................................................. 2,969,225.................................... 3,655,002

Total Inventories ........................................................... $7,089,413 .................................. $7,289,775

Prepaid Expenses ............................................................. 173,933.................................... 130,854

Total Current Assets ..................................................... $29,239,253 .................................. $27,759,936

NONCURRENT ASSETS

Deferred Outflow on COPs Refi ............................................ 89,201.................................... 80,281

Improvements other than buildings ....................................... 1,643,998.................................... 5,081,963

Allowance for Depreciation Improvements Other ..................... (804,444).................................... (826,567)

Land .............................................................................. 1,539,796.................................... 1,539,796

Building .......................................................................... 12,828,239.................................... 12,828,239

Allowance for Depreciation Buildings..................................... (938,488).................................... (1,053,609)

Furnishings and Equipment ................................................. 19,292,469.................................... 22,348,190

Construction in Progress .................................................... 0.................................... 0

Allowance for Depreciation Furnishings and Equipment ............. (11,795,091).................................... (12,038,815)

Total Noncurrent Assets ................................................ $21,855,681 .................................. $27,959,476

TOTAL ASSETS ............................................................. $51,094,934 .................................. $55,719,412

FISCAL YEAR 2017FISCAL YEAR 2016


Our Successes



Just the Facts


Special Events

Operations Overview

Statement ofLIABILITIES & NET ASSETS

CURRENT LIABILITIES

Accounts Payable ............................................................. $2,095,414.................................... $8,029,932

Accrued Salaries and Fringe Benefits .................................... 1,178.964.................................... 1,331,816

Due to Other Funds ........................................................... 388,216.................................... 299,694

Due to Other Agencies ....................................................... 242,124.................................... 628,259

Due to Department of Revenue ............................................ 683,138.................................... 1,163,171

Current Lease Purchase Agreements Payable ........................ 395,000.................................... 415,000

Liability for Cancelled Warrants ........................................... 16,127.................................... 16,232

Deferred Revenues ........................................................... 197.................................... 0

Total Current Liabilities ................................................. $5,354,335 .................................. $11,884,194

NONCURRENT LIABILITIES

Accrued Annual Leave Payable ............................................ 1,601,286.................................... 1,592,960

Accrued Sick Leave Payable ................................................ 691,954.................................... 694,798

Cops Notes Payable .......................................................... 4,005,000.................................... 3,590,000

Total Noncurrent Liabilities ............................................ $7,055,866 .................................. $6,559,621

NET ASSETS

Current Period Profit (Loss) ................................................ 1,433,534.................................... (1,409,136)

Program Costs ................................................................. 0.................................... 0

Retained Earnings ............................................................. 37,251,200.................................... 38,684,733

Total Net Assets .......................................................... $38,684,733 .................................. $37,275,598

TOTAL LIABILITIES AND NET ASSETS ............................... $51,094,934 .................................. $55,719,412


0 $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000

Two Year Financial ComparisonFiscal year 2017 revenue and cost of goods sold, increased seven and nine percent (7% and 9%) respectively from fiscal year 2016. There was an 18.9 percent (18.9%) increase in operating expenses in fiscal year 2017, which is largely attributed to the increase in the number of CI employees.

FY 2017

FY 2016

$36,726,504

$66,634,958

$103,765,104

Operating Expenses

Cost of Goods Sold

Revenues

$39,926,597

$70,953,487

$114,028,503


FISCAL YEAR BEGINNING CASH ..................................... $8,912,520 .................................. $11,523,781

Net Income from Operations ............................................... $148,241.................................... $3,178,230

ADD: Interest Expenses .................................................. ($229,033).................................... ($234,975)

Non-Operating Revenue .......................................... 1,646,426.................................... (4,217,831)

COI Depreciation Expense ........................................ (119,011).................................... (115,220)

COI Small Equipment Expense................................... 0.................................... 0

Obsolete Inventory ................................................. (27,066).................................... (45,182)

Miscellaneous Revenue ........................................... 11,140.................................... 3,691

Prior Year Adjustment ....................................................... 2,836.................................... 22,152

Current Period Profit (Loss) ................................................ $1,433,534.................................... ($1,409,136)

Add Back Non-Cash Expenses:

Year to Date Depreciation .................................................. $784,772.................................... $1,217,828

Total Non Cash Expenses ............................................... $784,772 .................................. $1,217,828

CHANGES IN BALANCE SHEET ACCOUNTS

Sources (Uses) of Cash:

Accounts Receivable .......................................................... $2,384,846.................................... ($6,758,468)

Notes Receivable Short Term .............................................. 0.................................... 0

Notes Receivable Long Term ............................................... 0.................................... 0

Prepaid Maintenance Agreements ........................................ 67,475.................................... 43,079

Inventories ...................................................................... 431,711.................................... (200,362)

Accounts Payable ............................................................. (1,799,296).................................... 6,033,614

Total Changes in Balance Sheet Accounts ......................... $1,084,737 .................................. ($882,137)

Net Cash Flow from Operating Activities .......................... $3,303,042 .................................. ($1,073,445)

Cash Flow from Investing Activities

Changes to Fixed and Long Term Assets

Net Cash Flow from Investing Activities ........................... ($691,781) .................................. ($7,321,624)

Net Increase (Decrease) in Cash ..................................... $2,611,261 .................................. ($8,395,069)

Program Administrative Costs ............................................. 0.................................... 0

Changes in Equity Account ............................................. 0 .................................. 0

CASH AND EQUIVALENTS AT END OF PERIOD ................... $11,523,781 .................................. $3,128,712


CASH FLOWStatement


CORRECTIONAL INDUSTRIESMANAGEMENT TEAM:

From left to right: Back row: John Stubbs, Ryan Sadler, Barbara Arnett; Middle row: Todd Cunnington, Donna Gober, Roy Pidcock, Monica Miller and Mike Fey; Front row: Henry Mack, Emily Hetland, Ron Klamert and Jamie Dolan.


CES Employment

Rate is86%

Achieving Our GoalsSUPPORTING SUCCESSFUL TRANSITION

COMMUNITY TRANSITION

Correctional Industries’ (CI) Workforce

Development (WD) is involved in

several efforts to ensure a successful

community transition. WD specialists

provide optional Job Hunter Series

classes to prepare men and women

for job search and job interviews.

Additionally, they provide an annual

or biennial opportunity to participate

in a mock interview experience with

employers and partners from the

community. This year, WD conducted

the first ever CI Mock Interview Fair

at the Twin Rivers Unit at the Monroe

Correctional Complex.

The WD manager co-chairs an

Apprenticeship Working Group with

the State Board for Community and

Technical Colleges. The goal of the

group is to improve training and

education and provide a cohesive

transition from inside prison facilities

to pre-apprenticeship programs,

apprenticeship programs, and

employment in the crafts and trades.

The multi-sector group currently meets

monthly and includes stakeholders

from CI, Department of Corrections,

Department of Social & Health Services’

Juvenile Rehabilitation, additional state

agencies, the trades and unions, and

apprenticeship councils.

COMMUNITY EMPLOYMENT SERVICES

Community Employment Services (CES) specialists are proud to assist men and

women with their post-release employment goals on the west side of the state.

They are also proud to have recently increased CES participants post-release

employment from 80 percent to 86 percent. Men and women can work with

our community employment specialists for up to one year.

THEIR SUCCESS IS OUR SUCCESS!

$16.00 p/hr.The average wage for CES participants; compared to $11.56 p/hr for the average single adult living wage in Western Washington.

$48.00 p/hr.

The highest wage for a CES participant to date.

> 18The average amount of days it takes a CES participant to find employment.

https://www.washingtonci.com/reentry/workforce-development.html

https://www.washingtonci.com/reentry/workforce-development.html


Our Successes



Just the Facts


Special Events

Operations Overview

INMATE WORKFORCE DEVELOPMENT

Certificates of Proficiency are issued to individuals who have demonstrated

proficiency in their jobs. The certificate signifies a tangible accomplishment. It

is a document that can enhance the inmate work experience portfolio and assist

with job search upon release. The top five (5) Certificates of Proficiency for fiscal

year 2017 were:

• 35-2021 Food Preparation Workers (79)

• 53-7062 Laborers and Freight, Stock, and Material Movers, Hand (48)

• 51-9198 Helpers, Production Workers (46)

• 37-2011 Janitor and Cleaners (44)

• 51-6031 Sewing Machine Operators (36)

Correctional Industries provides a 20-hour occupation based soft skills training

called Makin’ It Work. Trained CI staff instructors issued 884 Makin’ It Work

certificates in fiscal year 2017. Recently, 21 additional CI staff members

statewide attended a train-the-trainer course with Makin’ It Work author Dr.

Steve Parese. These staff are now certified to deliver the training to CI workers

at their facilities. Many have started classes with the assistance and guidance

from our seasoned team of Makin’ It Work instructors.

In 2016, Governor Inslee directed

the Washington State Department

of Commerce to build a corporate

outreach plan with CI in Executive

Order 16-05 to:

• Identify workforce needs that may

be met with appropriately trained

individuals with criminal backgrounds,

and

• Build commitment within the

business community to remove

barriers for qualified applications with

criminal records.

Correctional Industries and the

Department of Commerce Reentry

Council Director are collaborating to

finalize and distribute the corporate

outreach plan.

We provide opportunity for second chances.


25 Class II Programs 2,514 CI WORKERS430 Staff

Airway Heights Corrections Center

667 workers 44 Commissary 15 Food Distribution 270 Food Factory 161 Food Service 17 Laundry 62 Optical 23 Site Services 75 Textiles

Clallam Bay Corrections Center

85 workers 8 Laundry 4 Site Services 73 Textiles

Cedar CreekCorrections Center

5 workers 5 Laundry

CI Headquarters

74 workers 40 Furniture Installation & Warranty 18 Textiles Distribution Center 16 Transportation

Coyote Ridge Corrections Center

486 workers 141 Food Factory 170 Food Service 32 Laundry 22 Mattresses 18 Site Services 103 Textiles

LarchCorrections Center

11 workers 11 Laundry

95%Approximate percentage of incarcerated individuals who will eventually release.

7,487Number of inmates returned to Washington State counties in fiscal year 2017.

$36,880Average annualized cost of incarceration per inmate (prison and work release) in Washington State for fiscal year 2017.

Source: The Washington State Institute of Public Policy, in its comprehensive cost-benefit meta-analysis of return on investment (WSIPP 2017). However, none of the studies used were conducted in Washington State.

Return on InvestmentEvery dollar spent on correctional industry programs yields more than twelve times the return to society.

Successfully EmployedPercentage of individuals with correctional industries or vocational education who are employed post release; 13% higher than non-participants.

= $12.68

Source: Washington State Security Department - 2016 4th Quarter.

57%

http://www.wsipp.wa.gov/BenefitCost?topicId=2

http://www.wsipp.wa.gov/BenefitCost?topicId=2


Our Successes



Just the Facts


Special Events

Operations Overview

Monroe Correctional Complex

422 workers 67 Commissary 256 Food Service 29 Laundry 8 License Tabs 8 Optical 9 Package Program 37 Print Services 8 Site Services

McNeil Island Stewardship 20 workers 6 Grounds Maintenance 10 Marine 3 Vehicle Maintenance 1 Waste Water/Water Distribution

OlympicCorrections Center

5 workers 5 Laundry

Stafford Creek Corrections Center

252 workers 178 Furniture 24 Laundry 50 Site Services

WashingtonCorrections Center

132 workers 87 Food Service 22 Laundry 23 Reception Clothing Distribution

Washington State Penitentiary

306 workers 37 Box Production 8 Field Crops 160 Food Service 26 Laundry 34 License Plates 24 Metal Fabrication 10 Site Services 7 Transportation

Washington Corrections Center for Women

49 workers 18 Braille Services 6 Computer Aided Design Services 1 Reception Clothing Distribution 1 Site Services 20 Textiles 3 Trades Related Apprenticeship Coaching

Earning WagesPercentage of individuals with Correctional Industries experience earning $1,000-$2,000 per month; 8% higher than non-participants.*

3,685,443Total number of hours worked by CI workers in fiscal year 2017.

$1,024,246Total number of dollars committed to workforce development in fiscal year 2017.

61%Percentage of individuals with correctional Industries experience who release and obtain a legal source of income.*

Reconviction RatePercentage decrease in the reconviction rate for those who participated in Correctional Industries.*

* Washington State Correctional Industries: An Outcome Evaluation of Its Effect on Institutional Behavior, Employment, and Recidivism - Lutze | Drapela | Schaefer - Washington State University 2015.

24% 8%

https://www.washingtonci.com/skin/frontend/WACI/primary/docs/content/about-ci/wsu-research-report.pdf

https://www.washingtonci.com/skin/frontend/WACI/primary/docs/content/about-ci/wsu-research-report.pdf


Assess and Develop LEAN PROJECTSRecertify and Expand

HUDDLE UP BOARDS

In 2017, Correctional Industries (CI) implemented Huddle Up Boards (HUBs) at

the food factory located in Airway Heights Corrections Center (AHCC) and the

textiles shop in Coyote Ridge Corrections Center (CRCC). The HUBs or Safety,

Quality, Delivery, Cost (SQDC) boards, help identify key performance indicators

(KPI) and are used to align shop activities and goals with CI’s strategic plan.

CI HUBs focus on the following measures, which are important to all CI

operations: Safety, Quality, Delivery, Cost, People, and 5S.

Huddle Up Boards provide a central meeting place to review goals, which

also may be referred to as WIGs (Wildly Important Goals). Use of the

boards encourages participation in identifying KPIs and provides a tool to

identify activities and intermediate measures in near real-time, to assist with

development of activities that will positively impact CI’s strategic plan. The HUB

is a central location to quickly provide the team with updates on the previous

day or shift;s activities as well as what to expect today. The boards also provide

a great opportunity to recognize staff and incarcerated individuals for a job

well done. The continuous improvement team plans to install nine (9) additional

HUBs at AHCC, Stafford Creek Corrections Center, and Monroe Correctional

Complex by the end of 2017.

LEAN PRACTITIONER CERTIFICATIONS

Staff training is an important part

of encouraging a Lean culture.

CI’s continuous improvement

team developed a 40-hour staff

training course. Upon completion,

participants may receive full

practitioner certification by

completing a Lean project. During the

past year, training and certification

has been expanded to include our

incarcerated workers.

To date, 55 staff and 17

incarcerated individuals have

completed the 40-hour course.

A total of 19 staff projects have

been completed, 17 of those staff

members have received practitioner

certificates and two (2) are waiting

for their project review. During

the fall of 2017, the continuous

improvement team reviewed projects

completed by incarcerated individuals,

and practitioner certificates

were issued.


Our Successes



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Operations Overview

CONTINUOUS IMPROVEMENT CLERKS

In an effort to expand CI job

training opportunities, CI developed

continuous improvement clerk

positions. These positions, two (2)

located at CRCC and one (1) at

AHCC, provide Lean support to their

local shops. The clerks completed

over 1,500 hours of job training and

received Certificates of Proficiency.

Clerks assist with implementation

of formal 5S programs inside their

local shops and provide leadership

in the implementation of HUBs.

Clerks provide ‘Fundamentals of Lean

Manufacturing’ training to fellow CI

workers, provide CI supervisors and

management with a monthly Lean

Initiatives status report, and publish

a monthly Lean newsletter.

There are plans to train two (2)

additional continuous improvement

clerk positions at AHCC. Long term

plans call for a clerk position at all

CI facilities.

PROJECT RESULTS

In addition to financial savings, CI continuous improvement projects result in

various types of improvements.

• MCC License Tab Shop – The Mean tab production over-run decreased by 25

percentage points

• CRCC Textile Shop – Improved FTQ (first time quality) by 26%

• CRCC Textile Shop – Increased fleece blanket throughput by 198%

• SCCC Chair Shop – ¾ yards fabric reduction per chair

• MCC Print Shop – 87% reduction in machine failure

• MCC Food Service – Increased hourly cycle time of breakfast boats by 400%

• AHCC Textile Shop – Increased boxer throughput rate by 60%

• MCC Food Service – Reduced number of defective food items from 30 per day

to 5 per day

• CBCC Textile Tool Room – Reduced inventory count cycle time by 87%

Financial SavingsContinuous improvement activities increase efficiencies, and may result in financial benefits. Savings and cost avoidance to date total over $500K.

We build unity and strength through collaboration.

Annual Cost Avoidance ....................$361,869

Inventory Reduction ...........................$34,539

One Time Savings ..............................$11,100

Future Savings ...................................$95,000


Workforce Development’s COMMUNITY EMPLOYER FORUMBuilding Relations

Post-release employment can be

a significant barrier to successful

reentry. To increase awareness of the

issue and to foster relationships with

employers and community partners,

Correctional Industries (CI) hosted

employer forums in 2016 and 2017.

Fittingly titled Discover Washington’s

Hidden Workforce, the events brought

together over 350 representatives

from state and local governments,

community organizations, and private

businesses.

To encourage potential employers to

look beyond an individual’s criminal

record, the forums highlighted three

distinct groups – Employers, Workers,

and Successes.

Discover

Washington’s

Hidden

Workforce


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Operations Overview

EMPLOYER PANEL

Representatives from public sector

organizations, unions, and county

government, discussed their hiring

practices and success they’ve had

employing individuals with a history of

incarceration. “You’re not just hiring an

employee, you’re hiring your next future

leader,” Martin Nash of Dave’s Killer

Bread stated.

WORKER PANEL

To provide participants with an

understanding of typical employment

preparation and skill development

achieved while working for CI, currently

incarcerated individuals openly

discussed their present environment,

reentry plans, and hopes and concerns

for their future. “The rear view mirror

is smaller than the windshield for

a reason, it’s what’s in the future

that matters.” Jamez – panelist on

incarcerated worker panel.

SUCCESSES PANEL

Transitioning back into society is

challenging. To speak to those

challenges, CI invited individuals

who are succeeding in their reentry

to speak. The group of panelists

discussed the positive impact CI had on

their ability to obtain employment and

provided suggestions for how additional

resources can help further assist the

reentry process. “The only barrier

I had was myself,” Dana – panelist,

Trades Related Apprenticeship

Coaching graduate, and member of a

local carpenters union.

OVERCOMING ADVERSITY

The 2016 event concluded with a

keynote addresses. Retired Seattle

Seahawk wide receiver, Ricardo

Lockette told his story about

overcoming personal challenges and

finding his new path in life. “All we

need is one person to believe in us,”

Ricardo Lockette.

In 2017, Christopher Poulos,

Executive Director of the Statewide

Reentry Council, spoke about his

journey from drug addiction and

federal incarceration, to law school

and The White House. “Don’t believe

anyone who tells you, you can’t go

somewhere because of where you’ve

been. Instead, show them how,”

Christopher Poulos.

MAKING A DIFFERENCE

When asked whether they would

consider hiring someone with

a criminal just history prior to

attending the forum, only 31 percent

of participants stated they would

be likely to hire. After the forum,

48 percent stated they would be

very likely to give someone who was

previously incarcerated a second

chance. CI will continue community

outreach activities, and educate

employers and community leaders in

the important role and impact they

play in successful reentry.

We walk the talk to motivate change.


First Annual Combined Fund Drive CHARITY GOLF TOURNAMENTGifting Others Hope

Correctional Industries (CI) hosted

the 1st and 2nd Annual Combined

Fund Drive Charity Golf Tournaments

in 2016 and 2017. Tournament

proceeds were donated to four non-

profit organization; The If Project,

FareStart, The Soup Ladies,

and the Correctional Peace

Officers Foundation.

The success of the tournaments was

due to the outstanding work of the

planning committee. Together, they

coordinated sponsorships, donations,

volunteers, prize and auction

donations, and player registration.

Many CI employees and incarcerated

workers also contributed to the

events, through the donation of gift

baskets and handcrafted items.

Players arrived early on tournament

day. After registering and receiving

some pretty amazing goodie bags,

players hit the driving range and

competed in a putting contest. After

a 10:00 a.m. shotgun start, players

enjoyed a fun filled round of golf,

which included several hole contests

and other activities throughout the

day. Once everyone made their way

back to the clubhouse, they were

treated to a buffet dinner and awards

ceremony. For many, the highlight

of the tournaments were the silent

auctions and raffle drawings, which

featured a variety of donated prizes.

When the final tally was counted,

the 2016 tournament raised over

$17,000. That impressive total was

quickly surpassed by an even more

successful 2017 tournament, which

raised over $22,000!


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HOPE: The feeling that what is wanted

can be had or that events will turn out

for the best. – dictionary.com

What is a Hope Café? A purposeful

conversation between incarcerated

individuals and corrections staff.

Hope Café events were held across

the state in 2017, including one

at Correctional Industries’

headquarters on January 19th.

Small groups of 5-6

participants gathered

to discuss three important

questions impacting the incarcerated

population and corrections

professionals:

• What assumptions need to be

tested or challenged in thinking about

recidivism?

• Where does the agency need more

clarity about recidivism?

• What bold steps should our agency

consider to reduce recidivism?

Achieving open and honest discussion

required participants to be vulnerable

and humble. With an understanding

that everyone’s goals are the same

and no one has all the right answers,

participants were able to share ideas,

laughter, and hope.

Extensive notes were maintained at

each discussion table and all ideas

and comments were accepted. These

events were meant to spark action,

not just talk about the issues. The

Department will analyze all notes and

suggestions to find common themes.

Followed by further discussions

about planning and implementation at

facilities across the state. Together,

we can transform lives and increase

successful reentry.

The Hope Café raised awareness of what we do

and it gives people a different perspective of us.

— Daniel

Overall, the experience created a

profound level of understanding between

the incarcerated, and the public opinions.

— Jon

Expressing Thoughts HOPE CAFÉExchanging Ideas


Custom SCREEN PRINTING & EMBROIDERY

Correctional Industries (CI) has

been providing screen printing and

embroidery services for over two

decades. Shops are located at

Washington Corrections Center for

Women (WCCW) and Airway Heights

Corrections Center (AHCC).

From t-shirts to fanny packs and

everything in between, CI screen

printing shops provide customers

with high quality products and

service. Workers learn the steps of

screen printing, including: optimal

art setup, creating screen images,

screen preparation, press setup,

and printing. 57Number of Certificates of Proficiency issued to screen printing and embroidery workers over the last two years.

https://www.washingtonci.com/products-services/textiles/screen-printing.html

https://www.washingtonci.com/products-services/textiles/embroidery.html


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Operations OverviewWe foster understanding and mentor growth.

During fiscal year 2017, CI

purchased a new eight (8) head

embroidery machine for the shop

at AHCC. Prior to the purchase,

all embroidery services were

provided through WCCW. The new

machine streamlines demand and

lowers shipping costs to customers

located on the eastern half of the

state. The new equipment created

three (3) new full time positions for

incarcerated individuals.

New equipment is planned for WCCW

and will replace equipment purchased

in 1997. The new embroidery

machines will provide WCCW with

the ability to produce multiple orders

at the same time and is expected to

increase output by an estimated 650

items per week.

In addition to learning skills related

to operating the equipment, screen

printing and embroidery workers

are trained in design and digitizing

software applications. Customers

either provide original artwork or work

with a designer to develop new custom

artwork. Software is then used

to digitize artwork and create the

artwork layering requirements or the

embroidery stitch effects best suited

for the design.

43,000+Items were screen printed or embroidered during fiscal year 2017.


Statewide LAUNDRY OPERATIONSA Constant Flow of Clean Linens

Dirty in, clean out. While laundry

processes are basic in principle, there

is nothing simple about Correctional

Industries’ (CI) statewide laundry

operations. CI manages ten (10)

laundry facilities statewide, which

processed 94.8 million pounds of

clothing and linens during the last

five (5) years.

Processing laundry is a never-

ending cycle, requiring constant

machine maintenance and eventual

replacement. After years of

maintaining legacy equipment, CI

made the decision to implement

a phased equipment replacement

schedule. During fiscal years 2017

and 2018, CI will invest in new

equipment with updated technology

to improve productivity and

efficiency while also reducing energy

consumption. New wash machines

extract more moisture, allowing for

faster drying. The wash machines

process in less time, reducing fabric

wear while promoting a longer linen

life cycle. New dryers consume less

energy and feature an electronically

powder coated finish, creating the

longest sustainable finish available in

the industry.

195Number of Certificates of Proficiency issued to laundry workers over the last two years.



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Operations Overview

CI laundry operations, like all CI

Class II operations, provide workers

with Certificates of Proficiency upon

successful completion of 1,500

hours in a single job class and

demonstrated job skills. In addition,

CI laundry workers have the ability

to become Certified Washroom

Technicians through the Association

for Linen Management. The self-study

program enables students to take

their on-the-job training experience

and learn about industry standards

and principles to prepare for finding

employment upon release. Since

2013, 55 laundry workers have

successfully completed the program

and received certification.

31Certified Washroom Technician certificates were issued during fiscal year 2017.


Computer Aided Design SPACE PLANNINGFor A Modern Workplace

Correctional Industries

(CI) offers space

planning design services

at no cost to our

customers. Located at

Washington Corrections

Center for Women, CI’s

design team includes

one supervisor and five

drafters. During fiscal

year 2017, the team

logged 5,167 hours of

design time!

In June 2016, Governor

Inslee issued Executive

Order 16-07: Building

A Modern Work Environment. In addition

to developing a mobile workforce through

telework and flexible hours, the order

directed agencies to create modern work

environments, to include space planning

designed around culture, mobility

policies, and workplace strategies.

Over the course of the last 18 months, a

variety of new products have been added

to CI’s furniture collection, to assist state

agencies achieve success in planning

their work environments. The drafters

received in-depth product training with

each new addition. The most noticeable

change in workplace utilization is the

reversal from individual cubicles to open

workspaces planned around the needs of

work groups. This change reduces the

height of cubicle wall panels or eliminates

the need for these panels completely. The

result is an environment conducive to

both the employee and the work

they perform.

Drafters work hand-in-hand with CI

account executives and customers.

Design projects can range from a

single work station to multiple floors

of work space, including break rooms,

conference space, and lounge and

collaboration spaces. Once a concept

is developed between an account

executive and customer, it is the

drafter’s responsibility to make the

idea come to life. During the design

process, they must take into account

the customer needs, physical floor

space, and design codes. The entire

process can take as little as a couple

days and up to several weeks or even

months for large projects.

The CAD (computer aided design)

skills and experience drafters acquire

during their CI work training, qualifies

them for living wage careers upon

their release.

TwoNumber of drafters who received Certificates of Proficiency after completing over 1,500 hours of design in fiscal year 2017.

https://www.washingtonci.com/products-services/cad-services.html

https://www.washingtonci.com/products-services/cad-services.html



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1,500New projects began during fiscal year 2017.

$15.6 MILTotal amount of revenue generated between March and June from projects drafters worked on.


Custom PRINT SERVICESEnsuring Customer Satisfaction

PRINT

For over 20 years, Correctional

Industries (CI) has operated an

in-house print shop. The print

services team specializes in

offset, digital and wide-

format printing. They

work with customers

to design and prepare

artwork files. In

addition to printing,

the shop operates a

bindery capable of providing

a variety of folding, collating, and

binding services. Additional services

include custom business cards,

letterhead, envelopes, and custom

binding, collating, and folding.

Like all CI operations, the print

services team always looks to innovate

and improve production processes.

During the past year, they began using

job boards to assist and improve

tracking delivery times. Quality control

has been incorporated into all aspects

of the manufacturing process to

ensure customer satisfaction.

Print services are changing with

new advances in technology, making

investment in new equipment

necessary. Investments will help keep

up with industry trends, while meeting

our customer’s needs.

SIGNAGE

Vinyl banners, directional signage, engraving, decals, and other custom sign

products are also manufactured by our print services team.

Digital printed vinyl film can be applied to a variety of substrates, including foam

core, aluminum, and plastic. Signs can be tailored to meet specific needs, from

lightweight temporary signage to heavy duty extreme weather or graffiti resistant

and everything in between. Our flexibility and product offering meets the needs

of our parks and transit customers, including Spokane Transit Authority, Pierce

Transit, Sound Transit, Community Transit, as well as Fort Warden State Park,

Clallam County Parks and the Washington State University.

101,848Number of pounds of paper used between January and June of 2017.

100Average number of print jobs per month.

18Number of Certificates of Proficiency issued to print services’ workers during fiscal year 2017.

https://www.washingtonci.com/products-services/print-signs.html


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CapabilitiesOur print shop produces a wide range of printed products including business cards, letterhead stationery, envelopes, newsletters, brochures, catalogs, calendars, business forms (including carbonless), stickers, magnets, posters, signs, banners and more.

Enjoy this sampling of what capabilities we have!

ANNUAL REPORT | 2017

700-AP001 (R 12/2017)

ADVISORY BOARD

Business - Jim HuffmanBusiness - VacantBusiness - VacantGeneral Public - Kim BoguckiGeneral Public - Rick GriffinGeneral Public - Debbie RegalaLabor - Bill MessengerLabor - Chelsea NelsonLabor - VacantState Senator - Patty KudererState Senator - VacantState Representative Dan GriffeyState Representative Strom Peterson

LEADERSHIP

Danielle ArmbrusterAssistant Secretary

Dennis HarmonAssistant Director

Jeannie MillerAssistant Director

Scott EdwardsAssistant Director

STAFF RECOGNITION

Commitment to Quality AwardChuck Prather, Commissary

Rising Star AwardRobert Owens, Food Service

Team Work/Team of the Year AwardTammy Lehtinen and Scott Vanommeren, Food Service

Louie Sarot Customer Service AwardGari Rebamonte, Furniture Installation and Warranty

Published by theWashington State Department of CorrectionsCorrectional Industries801 88th Ave. SETumwater, WA 98501360.725.9100www.washingtonci.com

© 2017 Washington State Correctional Industries

This publication was printed at the Monroe Correctional Complex print shop.

EditorLindsey Konrad

DesignerKimberly Isham

ContributorsSospeter AnundaDanielle ArmbrusterLucienne BanningAnthony DillonJames EstepDeganwida FernandezLindsey KonradKevin McMichealJim NelsonStephen SinclairRhonda StumpRoy Syrovy

A Future Filled With Hope - Washington State Correctional …€¦ · · 2018-01-082017 CI Annual...

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