ARIZONA DEPARTMENT OF JUVENILE CORRECTIONS
- Annual Report 2006 -

Arizona Department Of Juvenile Corrections
Changing lives. For good.

Juveniles shown are models, and are not associated with ADJC.

Our Role
The Arizona Department of Juvenile Corrections (ADJC) is responsible
for juveniles adjudicated delinquent and committed to its jurisdiction
by the county juvenile courts. It is accountable to the citizens of
Arizona for the promotion of public safety through the management of
the state's secure juvenile facilities and the development and provision
of a continuum of services to juvenile offenders, including
rehabilitation, treatment and education.

Mission
The Arizona Department of Juvenile Corrections enhances public
protection by changing the delinquent thinking and behaviors of
juvenile offenders committed to the Department.

Vision
Safer communities through successful youth.

All photographs of juveniles have been altered to protect their identity or are models not associated with ADJC.

I would like to thank Governor Janet Napolitano, the Arizona
State Legislature, the Department’s staff and the citizens of
Arizona for their continued support of the
Arizona Department of Juvenile Corrections.

~Director Michael Branham

2

Table of Contents
Leadership
Director & Deputy Director Biographies…………………………….. 4
Message from Director Michael Branham……………………….…. 5
Rehabilitating Youth
Division of Programs & Institutions…………………………….……. 6
Education…………………………………………………………………………….. 10
Transitioning Youth to Community
Community Corrections………………………………………………………. 16
Ensuring Justice
Legal Systems Division………………………………………………………..
CRIPA…………………………………………………………………….…………….
Office of the Attorney General Liaison………………………………..
Office for Restorative Justice & Victims’ Rights……..………….
Due Process Proceedings Office………………………………………….
Policy & Procedure Unit……………………………………………………….
Juvenile Ombuds Unit………………………………….……………………..
Inspections & Investigations………………………………….……………
Quality Assurance………………………………………………………………..

20
20
21
22
24
24
25
26
27

Serving our Community
Communications & Legislative Policy………………………………….
Community Grants……………………………………………………………….
Governor’s Task Force on Juvenile Corrections Reform…….
Interpretation & Translation Services………………………………..
Office of Constituent Services………………………………………….…

28
29
31
31
32

Together, Everyone Achieves our Mission
Honors Ceremony……………………………………………………………….. 33
Planning for our Future
Staff Development & Training……………………………………………. 34
Human Resources……………………………………………………………….. 35
Research & Development……………………………………………………. 36

3

ADJC Leadership
Director Michael D. Branham

M

ichael Branham was appointed Director of the
Arizona Department of Juvenile Corrections
(ADJC) on March 11, 2004, by Governor Janet
Napolitano. Before this he served as Executive
Director of the Arizona Criminal Justice Commission.
Mr. Branham has spent over three decades as a
public servant in law enforcement, and in municipal,
county and state government.
Director Branham is responsible for the oversight and
management of more that 1200 youthful offenders in
the Arizona Department of Juvenile Corrections. This
includes four secure care facilities and juvenile parole
services.

Mr. Branham has been the guiding force behind the
Department’s organizational culture change in addressing the findings in the CRIPA
investigation. This transformation is the foundation in building a solid organization
to provide a safe and secure environment while addressing treatment, education and
rehabilitative needs for youth committed to ADJC.
Director Branham holds a Bachelor in Management, a Masters in Organizational
Development, and is a graduate of the FBI National Academy.

Deputy Director Dianne Gadow

D

ianne Gadow was selected to serve as the
Deputy Director of the Arizona Department of
Juvenile Corrections in April, 2004, by Governor
Janet Napolitano. Ms. Gadow is currently responsible
for treatment, rehabilitation and education programs
for all juveniles committed to the Department.
Before joining ADJC, Ms. Gadow successfully
established major reforms in youth correctional
facilities located in Delaware and Colorado. In those
two states she initiated public-private efforts that
assisted juveniles in community reentry. She improved
program services for high-risk juveniles that impacted
treatment efficacy and academic attainment. To
complement these reform efforts, Ms. Gadow also
developed systemic accountability measures.
Ms. Gadow holds a Bachelor of Science Degree in Education and Sociology, and a
Masters Degree in Education.

4

Message from
Director Michael D. Branham

T

he Arizona Department of Juvenile Corrections (ADJC)
continues to focus on our mission of
enhancing public protection by changing the delinquent thinking and
behaviors of juvenile offenders committed to the Department. During 2006,
the Department embarked on a major organizational culture change
initiative. This transformation is the foundation for building a solid
organization whose focus is on providing a safe and secure environment
while addressing treatment, education and rehabilitative needs for youth
committed to our care.
For the youth in our care to succeed, ADJC offers each youth individual tools and
opportunities to aid in their success, while protecting the public. In doing so, the
Department continues moving toward its vision of “Safer Communities Through
Successful Youth.”
Enhanced programming utilizing promising approaches and best practice treatment
and education models continue to be implemented. The Continuous Case Plan
is used to ensure educational and treatment needs are individually identified
and addressed.
ADJC has four basic norms that all youth and staff are expected to follow: Safe
Environment, Positive Communication, Respect and Responsibility. These norms
were developed under the ADJC Changing Attitudes and Behavior (ACAB) Program.
This initiative was created and implemented to establish the foundation for
agency-wide culture change. Culture change is not a new program, but a way of
doing business to build a foundation for youth, staff and families.
The Department continues to be responsive to the CRIPA agreement and has
achieved substantial compliance in 119 out of 129 reporting areas. The
substantial compliance rating is the highest rating given by federal
consultants. ADJC is pro-active in mapping out strategies to improve the
remaining ten areas currently in partial compliance.
As we look to the future, the challenge continues to be utilizing the
Continuous Case Plan to strengthen programming and achieve positive
results. Addressing culture change at multiple levels, developing strategies to
communicate more effectively with all areas of the Department, and training and
empowering employees to do their jobs will all contribute to lasting
sustainability. ADJC is dedicated to every youth’s success. Our goal is to
return youth back to society as productive citizens.
~ Michael D. Branham

5

Rehabilitating Youth
Division of Programs & Institutions
The Department is dedicated to the operational, behavioral and medical
health needs of the agency and the juveniles we serve. For the protection
of the community and to rehabilitate, treat and educate the youth, ADJC
operates four secure care facilities. These facilities are also known as ‘Safe
Schools’ and house the youth committed to ADJC.

"I like to watch a troubled kid come alive
inside as he realizes that he doesn't have to
fight and self-destruct
behind-the-wire…
that there is something
he can go for on the
outside. I like to watch
him leave with a hope and
a dream."

Talmadge L.
Youth Correction Officer
Eagle Point School

Each juvenile placed in a secure facility receives rehabilitative services
appropriate to the juvenile’s age, risk, needs, abilities and committing
offenses. This includes education, individual and group counseling,
psychological services, health care and recreation. In addition, treatment
groups and specialized housing units focus on juveniles with histories of
violence, substance abuse or sexual offenses.

6

The Division of Programs and
Institutions strives to provide high
quality medical, mental health and
treatment services to our youth to assist
them with acquiring the necessary tools
to contribute to their healthy, successful
and safe transition into the community.
Recently, the Division of Programs and
Institutions has made significant
improvements in the areas of
rehabilitation for juveniles by
establishing an improved method for

evaluating the specific needs of each
juvenile. This method, the Criminogenic
and Protective Factors Assessment
(CAPFA), provides a comprehensive
picture of the juvenile in terms of his or
her delinquent activities and beliefs,
which helps with later rehabilitation. In
addition, the Continuous Case Plan
(CCP) was developed and implemented
to track a youth’s treatment and
progress and follows the youth through
his or her commitment with ADJC.

7

The Division has recently
implemented the New
Freedom program, a
comprehensive substance
abuse and behavioral health
program, and it has provided
relevant staff training and
continued support to the
program.
Another current issue being
targeted within the Division is
the development of genderspecific programming for
female youth. A
transformation team was
formed to identify the specific
needs of our female
population and a genderspecific programming
consultant was contracted.

The agency has developed
training plans to ensure all
staff complete all required inservice training.
Moreover, all facility staff will
complete the revised suicide
prevention training.
The Department has added
additional Youth Program
Officers to each unit and
additional Family Liaisons to
each facility.

• Added cameras to housing units at Eagle

Point School (EPS) and to the Education
buildings at Adobe Mountain School (AMS).
• Completed suicide prevention modifications

to West housing Units at AMS.
• Opened newly remodeled Health Unit at

AMS.
• All facilities developed a violence reduction

plan to reduce violence against staff and
youth by 25%.
• Implemented new agency culture change

initiatives at all facilities to include agency
norm kick off events at each facility.
• 100% compliance in Special Education

standards.

8

Highlights

Additionally, Boundary
Training was provided to staff
working with our female
population.

Highlights

• New vocational programming has been

added at Black Canyon School (BCS),
Catalina Mountain School (CMS) and Eagle
Point School (EPS).
• Grand opening of the Pink Diamond Café, the

new culinary arts program at BCS.

• Changes have been made to the dental

records to provide tracking and alerts.

• Radiology has been added to the system to

enable physicians to read reports on the
EMR, replacing the less reliable paper
system.
• Around-the-clock nursing coverage at AMS,

BCS and CMS.
• Implemented New Freedom as our core

behavioral treatment program.

The Department continues
to provide the Early Head
Start Program, in
collaboration with Maricopa
County, to committed youth
who are currently parents
or who are expecting.
In the area of medical
services, the Department
received consultative
services for the design,
planning and
implementation of an
automated health care
records system. As a
result, the Department's
electronic medical record
(EMR) system has been
greatly improved.

9

Rehabilitating Youth
Education

Providing education for ADJC
youth is one of our top
responsibilities and priorities.
The Education Division
encourages youth to learn
practical skills and promotes
educational values. The staff
provides all students
educational opportunities to
acquire academic and career/
technical skills as a pathway to
responsible citizenship.
ADJC Schools are accredited
through North Central
Accreditation and include
standard high school core
academic programs. ADJC
provides a high school
education for adjudicated youth
in secure care facilities.

10

‘In 2006, ADJC schools

have emerged as a
flagship for secure
care in Arizona...’

The Arizona Department of Education
monitored all Special Education Programs
in 2006 at all four ADJC sites for IDEA
compliance. The schools were found to be
100% in compliance with State and
Federal regulations in Special Education.
The Education Division also has partnered
with Rio Salado Community College to
establish the distance learning program.
All credits earned are transferable to any
community college in Arizona. ADJC is
currently working with Rio Salado to
design a variety of courses at each of our
facilities.
In November 2006, ADJC's Education
Division received a prestigious Leadership
Award from the Arizona Department of
Education/Exceptional Student
Services. In the nomination, it states the
following: "In 2006, ADJC schools have
emerged as a flagship for secure care in
Arizona and are considered at the
forefront of juvenile education

nationwide. From September 2004 to
present, many positive reforms have
taken place in ADJC's Education and have
involved collaboration from the entire
Department, as well as support from the
Governor's Office, the Arizona Department
of Education, community colleges and
local businesses."
In May 2006, ADJC’s Education Division
received the Innovative Program of the
Year Award from the Arizona Correctional
Educators’ Association (ACE). Career and
technical education provides rehabilitative
and job readiness skills to students to
meet the needs of the job market. Career
and technical education classes at ADJC
include: Automotive, Building Trades,
Culinary Arts and Technology. Students
are trained in the following areas: job
readiness skills, working in teams, and
basic academic skill development in
reading and math. Students see relevance
in learning through “hands on” projects.

11

‘ADJC is a participating member
in the Governor’s Shared Vision
for Youth Subcommittee,
which recently received a
technical assistance grant for
Arizona (one of 16 recipients in
the nation) for targeting
the state’s neediest youth...’

Successful transition of youth from secure care to the community is
critical to a youth’s success. The Community Corrections Division has
partnered with the Education Division to form a Workforce Development
Committee. This Committee meets monthly to work with community
groups, businesses and industries to identify youth employment
opportunities and job training for ADJC youth released to the
community. In order to meet Arizona’s labor market
needs, Education &
Community Corrections
obtains input from
businesses, community
organizations and state
agencies to prepare
youth for employment
in areas with a shortage
in labor (construction,
hospitality, automotive
to name a few).

12

In addition to these great
accomplishments within the
Department, there have been
various outside activities
involving the Department.
The Arizona Department of
Education Exceptional
Student Services awarded
ADJC a non-competitive
grant for $30,000 for new
transition-based programs
and supplies. Also, ADJC is a
participating member in the
Governor’s Shared Vision for
Youth Subcommittee, which
recently received a technical
assistance grant for Arizona
(one of 16 recipients in the
nation) for targeting the
state’s neediest youth (Child
Protective Services foster
care, homeless, migrant,
Native-American,
incarcerated and children
with parents who are
incarcerated). ADJC will
continue to support state
efforts in this area to provide
job readiness skills and job
placement opportunities for
youth.
Lastly, the Arizona
Department of Education
requires teachers and
administrators in all schools
in Arizona to have English
Language Learner (ELL)
Endorsements by 2009. To
date, teachers and
administrators have
completed 30 of the required
60 hours. The remaining 30
hours will be completed in
2007 & 2008.

13

Development of a new internet
•
database program that will service
the needs of special education
students, collect data for the
Department of Education and
provide a uniform program for all
secure care facilities.
•

14

•

In 2006, 373 ADJC students
received their GED, according to
the official GED scoring database.

•

Two certified full-time school
psychologists have been hired to
complete all ADJC psychoeducational evaluations.

The Arizona Department of
Education Exceptional Student
Services awarded ADJC a noncompetitive grant for $30,000 for
new transition-based programs
and supplies.
Arizona Department of Education
(ADE) requires teachers and
administrators in all schools in
Arizona to have English Language
Learner (ELL) Endorsements by
2009. This training consists of 60
hours of which ADJC teachers and
administrators have completed 30.
The remaining 30 hours will be
completed in 2007.

Highlights

•

In February, 2006, Black Canyon
School introduced the new
Culinary Arts Program.

•

The Automotive Program has
expanded significantly with the
addition of a number of new
workstations at each site. Certified
Automotive teachers are teaching
classes at all ADJC sites.

•

Students in the computer
refurbishing classes at Eagle Point
•
School are rebuilding computers
for the Arizona Students Recycling
Used Technology (AZ StRUT)
program. AZ StRUT donates the
computers to needy school
districts.

•

ADJC is a participating member in
the Governor’s Shared Vision for
Youth Subcommittee, which
recently received a technical
assistance grant for Arizona (one
of 16 recipients in the nation) for
targeting the state’s neediest
youth (Child Protective Services
foster care, homeless, migrant,
Native-American, incarcerated and
children with parents who are
incarcerated).

Highlights

•

Workforce Development
Committee external partners
include: Department of
Commerce, Department of
Transportation, Arizona Builders’
Alliance, Tri-City Mechanical and
Phoenix Workforce Connection.

15

Transitioning Youth to Community
Community Corrections

The goal of ADJC is to provide public safety
through a structured system that prepares
youth for successful reintegration back into
the community. Transition of youth to the
community is based on classification (risk
level) and demonstrated accomplishment of
skill levels and needs. On average, a youth
spends 7.4 months on parole.
Following their release from secure care,
youth under the age of 18 receive
community-based supervision and treatment
through the Department’s statewide
Community Resource Centers. These
centers support youth and families with
parole officers, family services coordinators,
vocational rehabilitation counselors,
transition teachers and other community
development partners.
Community Corrections is responsible for establishing and operating a system of
community-based programs to supervise and rehabilitate youth in the least
restrictive environment, consistent with public safety and the needs of the youth.

16

Community Corrections utilizes the
continuous Case Plan (CCP) to
reduce the risk of delinquent
activities and recidivism of
committed youth.
A parole officer is assigned to the
youth based upon the youth’s home
location and will work with the
facility caseworker to develop a CCP
and a transition plan while the youth
is in secure care, prior to the youth’s
release to the community. Once in
the community, the parole officer
will continue to monitor the youth’s
case plan.

Secure care staff, parole staff and
treatment providers work with the
youth and their families to continue
the youth’s treatment goals and
objectives into the community.
Family services coordinators and
education transition specialists in
Maricopa and Pima Counties work
with families to ease transition into
schools.
Classrooms have been established at
the centers for those youth who are
unable to return to traditional
education programs.

17

‘ADJC spends over $5 million
annually to provide
community–based
services to youth.’

Family transition provides a network
of family services, including the
coordination of individual, group and
family counseling (bilingual), and
connection with existing community
social services. This program links
families with services and increases
the number of youth who can be
successfully placed at home, rather
than in residential placement.

18

ADJC spends over $5 million annually
to provide community–based services
to youth. These services include
residential services, therapeutic and
non-therapeutic group homes,
shelter care and counseling. Homebased and outpatient services,
including Functional Family Therapy
and Multi-Systematic Therapy, are
interventions available through ADJC.

This unique and exciting opportunity
involves our youth and ADJC staff
working together in a primitive
environment. The ADJC Youth Wild
Land Fire Program allows youth to
work with supply units, food services,
and to set up base camps for the “Hot
Shot” fire crews. The crews are
stationed on a safe campground
environment approximately 20 miles
from the actual fire. Youth who
participate in the program receive an
hourly salary of $9.96 and an ADJC
Certificate of Completion. This
program, established in 2004, offers
juveniles an opportunity to complete
community service work hours and
learn employment skills. ADJC youth
participated in four ‘call-outs’ to local
fires in FY ’06.

ADJC youth also participated in the
following Community Work
Program Special Projects:
•

African American Legislative
Days Conference

•

City of Phoenix Performing
Arts Center

•

V.F.W. Hall Project, Casa
Grande

•

Arizona Special Olympics

•

Save The Family- Cherry Street
Park Project

•

St. Mary’s Food Bank
Community Services

•

Habitat for Humanity

Highlights

The Youth Wild Land Fire Program is
an extension of Community
Corrections’ “Youth Work Program”
and is a partnership with the State
Lands Department.

In addition to gaining valuable
knowledge and
work experience,
the youth engaged
in community
projects are able
to provide
payment toward
any monetary
restitution he or
she may owe.

19

Ensuring Justice
Legal Systems Division
The Legal Systems Division provides legal
expertise to ADJC to promote and protect the
interests of ADJC, juveniles, employees,
victims and the public. The Legal Systems
Division is comprised of six offices: the Offices
of CRIPA, Attorney General Liaison, Due
Process Proceedings, Policy & Procedure,
Restorative Justice/Victims’ Rights and
Juvenile Ombuds.

CRIPA Office
The Civil Rights of Institutionalized Persons Act
(CRIPA) was enacted by Congress in 1980 to
authorize the Attorney General of the United
States Department of Justice to conduct investigations and litigation relating to
conditions of confinement in government operated institutions, for example: prisons,
jails, residential mental health facilities, residential facilities for the developmentally
disabled, nursing homes and juvenile correctional facilities. ADJC entered into a three
year agreement with the Department of Justice to address certain conditions in its
secure facilities on September 15, 2004. In September of 2006, ADJC received its
fourth of six semi-annual reports from federal consultants. The latest report articulates
improvements in key areas at the three juvenile correctional facilities covered under the
Agreement. Highlights include: improvement in the areas of Education, Youth
Grievances, Medical Services, Suicide Prevention, Quality Assurance and Inspections &
Investigations. Twelve provisions of the Agreement have been terminated from
monitoring based on 18 consecutive months of substantial compliance.

20

Office of the Attorney General Liaison

The Office of the Attorney General Liaison (AGL) consists
of the Attorney General Liaison, a Paralegal and a Legal
Secretary. The function of the Office of the AGL is to
serve as a resource to the entire Department on
legal issues and questions, respond to all legal
inquiries, maintain litigation information,
communicate with outside attorneys and
courts, respond to public records requests,
coordinate all legal aspects of Juvenile Civil
Commitments, give guidance to staff who
have been served with court subpoenas or
summons, attend court hearings with the
Arizona Attorney General’s Office, and
assist with the creation, revision and
review of ADJC Policies and Procedures.

Responded to 117 separate
public records requests.

•

Provided 126 court ordered
notifications of the
Continuous Case Plan (CCP)
and treatment progress of
youth.

•

Enhanced the tracking
system to timely notify the
courts of the youth’s
progress.

•

Provided 17 separate
trainings to ADJC staff
members on the following
topics: Agency Orientation,
Youth Rights and Due
Process, CRIPA, Legal Issues,
Separation and Victims’
Rights.

Highlights

•

21

Office for Restorative Justice & Victims’ Rights

‘Youth who earn wages
have the ability to
designate the funding
towards the restitution
owed to their victim.’

The Office for Restorative
Justice is responsible for
serving the victims of
ADJC juveniles and for
helping to develop
restorative programs so
juveniles committed to
the Department can
begin to repair the harm
to their victims and the
community. This Office
preserves victims' rights,
enhances juvenile
accountability and
promotes safer
communities.

22

In 2006, the agency
utilized a grant from the
Governor's Office to
support the ADJC juvenile
work program. This
program is dedicated to
helping youth be
successful in the
community by gaining
and practicing work-place
skills through meaningful
contributions and
connections in their
communities. The youth
participate in community
work service projects that

enable them to earn
money for the hours of
work they complete.
Youth who earn wages
have the ability to
designate the funding
towards the restitution
owed to their victim. This
program was a
collaborative partnership
with ADJC Community
Corrections and the Office
for Restorative Justice.

Provided 1,801 services to 146
victims of juvenile offenses.
Services included: accompanying
victims to review board and
parole violation hearings,
notifying victims of postadjudication hearings and
educating victims on their rights.

•

Volunteers and Interns donated
506 hours to the Victims’ Rights
Unit.

•

Community partners included:
Save the Street, Cherry Street
Park, Habitat for Humanity, St.
Mary's Food Bank, YMCA-Mesa,
Unity Church-Mesa, Mesa Senior
Services, Boys & Girls Club and
special projects with the City of
Phoenix Center for the Arts.

•

140 different Restorative Justice
projects were implemented.

•

403 youth participated.

•

9 agencies partnered with ADJC.

•

2057 work hours were performed
by youth owing restitution.

•

982 youth were court-ordered to
pay restitution to their victims.

•

$10,285 in restitution was paid to
victims of ADJC youth.

Highlights

•

23

Due Process Proceedings Office
In order to ensure that the youth
committed to the Department receive the
due process safeguards entitled to them
by the Constitution, The Due Process
Proceedings Office (DPPO) schedules and
presides over all Parole Revocation,
Parole Suspension and Disciplinary
Hearings. Youth Hearing Officers make
findings on each allegation charged
against the youth in our jurisdiction,
interpret Arizona Criminal Statutes,
current case law and Department Policy
and Procedure in order to make findings
on allegations and decisions on motions
made, and write final decisions. In
addition, the DPPO also considers appeals
of Separation Hearings; considers and
issues Apprehension Warrants; considers
requests to move youth from placement
at home to a more restrictive placement;
and considers and issues Discharges.
•

•

Held 541 revocation and 12
disciplinary hearings during the
fiscal year.

•

Laid the groundwork for establishing
a student court process.

The Policy and Procedure Unit (PPU)
documents and communicates agency
policy and procedure to all personnel and
the public by maintaining current,
consistent, automated documents and/or
readable manuals both on the agency
Intranet and on the ADJC public website.
Policy and Procedure Unit personnel assist
process owners throughout ADJC in the
development of new policies/procedures,
the revision of existing ones and with the
development or revision of standardized
forms.
•

Published 26 new or revised
policies, 91 procedures and 129
forms, including some translated
into Spanish.

•

Placed policy manuals on CD, with
a search engine, and distributed
them to all previously identified
policy manual locations. Updates
are completed and distributed on
a quarterly basis.

•

Revisions and consolidation of
policies completed for
Communications and Legislative
Policy and Suicide Prevention.

Highlights

24

Planned and implemented four new
processes to further guarantee the
Constitutional rights of our youth:
a restricted placement approval
procedure to protect the
constitutional rights of youth on
parole when they are moved from
placement at home to a more
restrictive placement in the
community; a process for youth to
initiate requests for absolute
discharges themselves; a deferred
revocation process that incorporates
notions of restorative justice while
providing additional treatment
options for youth; and a motion
process that allows ADJC to adjust
the results of a revocation hearing
to ensure that justice is
accomplished.

Policy & Procedure Unit

Juvenile Ombuds Unit
Juvenile Ombuds serve as an essential link between
the facility staff and the juveniles committed to
ADJC’s care by advocating for youth in ADJC
administrative hearings, facilitating the
juvenile grievance procedure,
investigating juvenile complaints,
advocating for improvements and
access to appropriate care, and
generally monitoring conditions at
each facility. As a direct result of
the evolving role of the Juvenile
Ombuds from an adversarial one
to that of consensus builder, the
number of grievances that are
formally filed by youth has
remained stable at approximately
twenty-five per month per facility,
but the promptness of grievance
resolutions has improved to the point
where these are resolved within five
business days as required
by ADJC Procedure.

Highlights

• Juvenile Ombuds are responsible for
training all juveniles committed to
ADJC’s care regarding their rights
during their stay in secure care and in
understanding and accessing the
grievance procedure. Ombuds have
been performing these tasks in
conjunction with the introduction of
the Agency’s Youth Handbook.
• ADJC’s grievance procedure enhances
safety in the facilities by providing
juveniles with a pro-social problemsolving process. The automated
grievance program was refined in
2006 and is a key element in the
prompt resolution of grievances, thus
providing the Youth Rights Ombuds
Administrator with the ability to
monitor the efficiency and appropriate
resolution of grievances.

25

Inspections & Investigations
Understanding the importance of safety
and protection for youth and staff
members is crucial to ADJC. In order to
ensure a safe and secure environment
for the employees and juveniles, the
Inspections and Investigations (I & I)
Division was established. They
accomplish the goal of keeping ADJC
safe and secure through the finest
practices in investigations and
inspections services. The Investigations
Unit conducts prompt and thorough
investigations of all allegations of
employee and juvenile misconduct. This
Unit also provides the Director and Deputy Director with accurate and timely
information regarding the overall operations of the agency.
Collaborated and trained Gang Intelligence Youth Correctional Officers
within all facilities in the appropriate and legal methods of identifying
gang members within ADJC jurisdiction, mitigating gang influence and its
impact on successful programming.

•

In collaboration with the Arizona Department of Homeland Security,
Department of Emergency Management, Department of Health Services
and other stakeholders, I & I developed a policy, Business Continuity Plan
and training to plan and develop strategies for catastrophic events, such as
a pandemic outbreak. Tabletop exercises were conducted at all facilities to
provide management tools and training
for such events.

•

New policies were developed during 2006
codifying best investigative practices to
be utilized in the Investigations Unit.
Some of these polices included:
Background Investigations, Criminal
Investigations, Juvenile Interviews,
Surveillance Operations, Reasonable
Search and Seizures, Investigative Task
Forces, Miranda Rights, Cite and
Releases, Truth and Verifications Policy
and Classification of Intel Files.

Highlights

26

•

Quality Assurance
ADJC continually strives to become the best agency possible. In
order to achieve this goal, the Quality Assurance (QA) Unit was
established to develop a formal process and methodology for
data driven decision making. These activities include yearly
comprehensive audits, audit follow-up activities, data analysis,
policy recommendations, topic related inspections, and various
other QA activities deemed appropriate. These
activities are designed to measure compliance
with agency policy, along with the level of
services juveniles in our care are receiving.
The data generated from these activities are
used to evaluate agency performance and set
goals for improvement.
This year, the QA Unit was reorganized
to include the Inspections Unit and
the Institutional Coordinators from
each facility. Under the leadership
of the Quality Assurance
Administrator, the new QA Unit
has been tasked with the
mission of facilitating
continuous improvement
both at the agency level and
the facility level. The QA
Unit works closely with the
Leadership Team to
determine areas of concern;
audits or inspections are
then conducted and the
findings are reviewed by
the Leadership Team.

“Lock ’em up and throw
away the key isn’t the answer.”

Once a plan of action is developed,
the implementation is supported
and monitored by the QA Unit.
This creates an environment
of continuous self-improvement
and fine tuning, ensuring
that all employees understand
the importance of consistency
regarding policy and
procedures and
service delivery.

Jack Martin, Youth Program Supervisor
Catalina Mountain School

27

Serving our Community
Highlights

Communications & Legislative Policy Division
•

•

•

Proposed and
successfully passed
legislation that allows
for parental
assessment, treatment
and supervision fees
ordered by the juvenile
court when a juvenile is
committed to ADJC.
These fees are placed in
a fund that pays courtordered restitution
to victims.
Worked with ABC News
Primetime Live on an
update to the program,
‘The Lost Children
Behind Bars,’ which
aired originally in
August of 2005. ‘The
Lost Children Behind
Bars’ won the
prestigious PASS
(Prevention for a Safer
Society) Award from the
National Council on
Crime and Delinquency.
Expanded the use of the
county courts Juvenile
On-Line Tracking
System (JOLTS) with
ADJC personnel. Use of
this system by ADJC
staff allows for a greater
exchange of information
on committed youth.

ADJC’s Communications
and Legislative Policy
Division’s focus is on
providing effective
communication strategies
within the agency, as well
as to the citizens
of Arizona.
The Division performs a
variety of functions such
as: providing secure
facility tours, developing
and maintaining the
agency Intranet and ADJC
public websites,
performing language
interpretation and
translation services,
responding to media
inquires, the oversight of
the Speakers’ Bureau, and
producing newsletters and
the annual report.
ADJC communicates
effectively with

28

stakeholders, in
partnership with the
Governor’s Office, to help
create the annual
legislative agenda.
The Division also assists in
helping ADJC communicate
electronically with courts
with the development
of Youthnet.
Along with the websites,
this division is responsible
for two newsletters, ‘On
the Move,’ which is a
quarterly public newsletter
that provides readers with
news about ADJC
activities, events and
updates and ‘ADJC Today,’
an employee newsletter
that informs staff about
agency news events
and operations.

Community Grants
‘The Department has been the recipient
of several state and federal grants
that supplement the ongoing efforts to
provide adequate and culturally
sensitive programming to the juveniles
under our care.’

Arizona Department of Public Safety, Victims of Crime Act (VOCA): VOCA funding
afforded advocacy services for victims of violent crime, by creating the
opportunity for a victim’s “voice to be heard” at every stage in the management
of a juvenile offender.

•

Arizona Attorney General’s Office, Victim Rights Program: Funding provided for
the consistent delivery of victim notification as required by statute.

•

Arizona Criminal Justice Commission, Residential Substance Abuse Treatment
(RSAT) After Care: Funding provided for paroled youth to receive behavioral
health treatment, such as Functional Family Therapy and individual therapy, as
well as urinalysis testing.

•

Arizona Criminal Justice Commission, Residential Substance Abuse Treatment
(RSAT) for Safe Schools: RSAT funding at Adobe Mountain, Black Canyon and
Catalina Mountain Schools provided individual and group substance abuse
treatment for youth assigned to the “Recovery” program for a minimum of nine
months. Each treatment plan must develop the youth’s cognitive, behavioral,
social, vocational and other skills to correct the substance abuse and related
problems.

•

Governor’s Office,
Division for Children,
Juvenile Accountability
Block Grant,
Community Work
Program: Supports
paroled youth in
performing community
service projects and in
partnerships with local
community groups.
Youth have the ability
to earn money that
is directed for
restitution debts.

Highlights

•

29

Highlights

‘Family-centered
programs have been
implemented to
increase and enhance
parental involvement...’

30

•

Governor’s Office, Division for Children, Juvenile Accountability Block Grant,
Automation of Medical Records: Developed an electronic medical records system
in YouthBase. Reports will provide statistical data and easier access to share
clinical information and suicide status levels amongst the institutions, clinical staff
and administration.

•

Governor’s Office, Division for Children, Juvenile Accountability Block Grant,
Automated Case Plan Enhancement: Purchased the appropriate screening and
assessment instruments specified in the Procedural Guidelines for Administering
Mental Health and Substance Use Screening and Assessment Instrument.
Funding will also allow for training on those instruments, the purchase of
additional treatment datasets and enhancements to the automated case plan.

•

Governor’s Office, Division of Substance Abuse Policy, Parents Commission Grant,
Family-Centered Programs: Family-centered programs have been implemented
to increase and enhance parental involvement and increase education about the
serious risks and public health problems caused by alcohol and controlled
substances. Funding was used to add Family Liaisons to each secure care facility.
Family Liaisons coordinate services and plan activities for youth and families in
the secure care facilities.

Governor’s Task Force on Juvenile Corrections Reform
At the time the Memorandum of
Agreement between the State of Arizona
and the U.S. Department of Justice was
signed into effect on September 2004,
Governor Janet Napolitano created the
Governor’s Task Force on Juvenile
Corrections Reform. The Task Force
includes juvenile court judges, as well as
professionals in the area of juvenile
justice, education and behavioral health.

Currently there are 24 Task Force
members appointed by the Governor.
In FY ’06, the membership traveled to
‘model states,’ Utah and Missouri, to
research their acclaimed work in building a
juvenile correctional system.
During the past fiscal year, the Task Force
has met six times to learn and discuss the
progress ADJC has made with respect to
the areas identified in the CRIPA report.

Interpretation & Translation Services
Many of the youth in ADJC’s care are
English Second Language Students. To
better serve the community and our
youths’ families, ADJC provides for the
coordination of interpretation and
translation services. This initiative began in
November of 2004 and has become a vital
part of the agency.

The Unit is also responsible for conference
calls with youths’ families, translation of
the public website, in-home evaluation
meetings with youth, and to work closely
with the Mexican Consulate Office to
repatriate Mexican National youth.

31

Office of Constituent Services
Director Michael Branham is
committed to making sure
all public citizens receive
appropriate assistance and
responses to their questions;
therefore, he created the
Office of Constituent
Services.
The mission of this Office is
to provide a point of contact
for the community at large,
juvenile justice stakeholders
and for families of our

‘Through this office,
ADJC also offers volunteer
programs, internships
and practicum opportunities
for students.’

committed youth so
that accurate and
timely information is
provided when
requested.
The goal for the Office
of Constituent
Services is to allow
government to be
accessible and
responsive to
addressing citizens’
needs.

32

T.E.A.M.
Together, Everyone Achieves our Mission

ADJC 2006 Honors Ceremony
Approximately 300 employees and guests attended the
ADJC Honors Ceremony at the Herberger Theater on
Wednesday, August 23, 2006. The awards presented at
the Honors Ceremony are representative of the
outstanding work accomplished by ADJC employees on a
daily basis.
Alan Stephens, Chief of Staff for Governor Janet
Napolitano, provided the opening remarks for the
ceremony. Co-hosts Gerald Richard, Director of the Legal
Support Division for the Phoenix Police Department, and
the Honorable Helene Abrams, Superior Court Judge,
teamed up to announce the awards.

33

Planning for our Future
Staff Development & Training
Pre-Service Training
Ten Academy classes were
held in FY ’06 yielding 119
new Youth Correctional
Officers. In addition,
ADJC provided in-service
training to 172 new or
existing employees from
around the agency.
Curriculum Development
In April, ADJC partnered with
the Michigan Bureau of
Juvenile Justice to explore
adapting their Professional
Boundaries training
curriculum. Trainers from
Michigan trained and certified
12 ADJC staff to deliver the
training to the remaining
staff. Staff Development and
Training revised the
curriculum and trained an
additional nine staff.

34

Human Resources
The dedication from ADJC’s Human Resources team
allows for all-around success and motivation
throughout the agency. The ADJC Office of Human
Resources (HR) is entrusted with providing
structured, organized and sound overall strategies,
direction and effective management.
Led Youth Correctional Officer
(YCO) Recruitment Task Team to
strategize/streamline and expedite
the hiring of new Officers.

•

Audited over 600 YCO employee
files to ensure proper pay grade
and background information were
complete.

•

Audited and adjusted over 50
teacher employee files to increase
pay in accordance with the Teacher
Pay plan and implemented pay plan
increase program.

•

Improved HR agency level customer
service rating from 2.6 to 3.67.

•

Implemented the Department wide
Drug-Free Workplace Program.

•

Development and implementation
of a centralized employee
immunization database tracking
system.

•

Implemented walk-in testing, three
times a month, at each facility for
the Youth Corrections Officer I
series. Walk-in testing includes
facility tours, testing and
interviews. The implementation of
this recruitment method has
increased the number of applicants
at testing and in ADJC’s academies.

•

HR and Communications Units
worked together with the Arizona
Department of Administration
marketing staff to create new
marketing materials.

Highlights

•

35

Research & Development

Gender

Gender

FY 2003

FY 2004

659 (87.6%)

586 (85.2%)

586 (84.2%)

564 (83.7%)

Female

93 (12.4%)

102 (14.8%)

110 (15.8%)

110 (16.3%)

Totals

752 (100%)

688 (100%)

696 (100%)

674 (100%)

Male

FY 2005

FY 2006

Race & Ethnicity

Race/Ethnicity

36

FY2003

FY2004

FY2005

FY2006

Hispanic

400 (53.2%)

348 (50.6%)

369 (53.0%)

321 (47.6%)

Caucasian

243 (32.3%)

239 (34.7%)

212 (30.5%)

240 (35.6%)

African American

70 (9.3%)

59 (8.6%)

73 (10.5%)

72 (10.7%)

Native American

34 (4.5%)

30 (4.4%)

42 (6.0%)

35 (5.2%)

Asian

1 (0.1%)

4 (0.6%)

0

5 (0.7%)

Other

4 (0.5%)

8 (1.2%)

0

1 (0.1%)

Totals

752

688

696

674

Age

Age
13 years old or
younger

FY 2003

FY 2004

FY 2005

FY 2006

15 (2.0%)

11 (1.6%)

18 (2.6%)

16 (2.4%)

14 years old

71 (9.4%)

70 (10.2%)

65 (9.3%)

61 (9.1%)

15 years old

161 (21.4%)

149 (21.7%)

153 (22.0%)

137 (20.3%)

16 years old

246 (32.7%)

219 (31.8%)

235 (33.8%)

214 (31.9%)

17 years old

259 (34.4%)

239 (34.7%)

225 (32.3%)

245 (36.4%)

Totals

752 (100%)

688 (100%)

696 (100%)

674 (100%)

37

Counties

Counties

FY 2003

FY 2004

FY 2005

FY 2006

Maricopa

317 (42.2%)

363 (52.8%)

401 (57.6%)

383 (56.8%)

Pima

195 (25.9%)

122 (17.7%)

79 (11.4%)

86 (12.8%)

Pinal

41 (5.5%)

47 (6.8%)

32 (4.6%)

15 (2.2%)

Yuma

36 (4.8%)

25 (3.6%)

31 (4.5%)

46 (6.8%)

Mohave

31 (4.1%)

32 (4.7%)

31 (4.5%)

38 (5.6%)

Cochise

23 (3.1%)

21 (3.1%)

16 (2.3%)

12 (1.8%)

Yavapai

30 (4.0%)

13 (1.9%)

21 (3.0%)

18 (2.7%)

Navajo

21 (2.8%)

11 (1.6%)

8 (1.1%)

8 (1.2%)

Santa Cruz

9 (1.2%)

13 (1.9%)

11 (1.6%)

14 (2.1%)

Gila

17 (2.3%)

13 (1.9%)

11 (1.6%)

19 (2.8%)

Apache

2 (0.3%)

6 (0.9%)

11 (1.6%)

10 (1.5%)

Coconino

21 (2.8%)

17 (2.5%)

30 (4.3%)

13 (1.9%)

Graham

4 (0.5%)

3 (0.4%)

7 (1.0%)

10 (1.5%)

La Paz

2 (0.3%)

0

7 (1.0%)

2 (0.3%)

Greenlee

3 (0.4%)

2 (0.3%)

0

0

752 (100%)

688 (100%)

696 (100%)

674 (100%)

Totals

Includes new commitments, re-commitments,
parole revoked and pending revocation juveniles.

Eagle Point School
23%

Adobe Mountain
School
46%

Catalina Mountain
School
16%

Black Canyon School
15%

Percentage of Juveniles in ADJC Secure Care:
June 30, 2006

38

Public Order
Of f enses
14%

Weapons Of f enses
2%

A ll Other Of f enses
3%

Property Of f enses
41%
Drug Of f enses
19%
Crimes A gainst
Persons
21%

Juveniles in ADJC Secure Care
Committing Offenses: Fiscal Year 2006

Transferred to Adult
Jurisdiction
9%

Other
1%

Absolute Discharge
3%

A discharge is when a juvenile is
released from ADJC jurisdiction.
This may occur for different
reasons. A juvenile may
become an adult at age
18, be transferred to
the adult court
jurisdiction, or may
have earned an
absolute discharge.

Turned 18
87%

Percentage of Discharged Juveniles: Fiscal Year 2006

39

Residential
Treatment
11%

Abscond
21%

Home
68%

Percentage of Juveniles on Parole: June 30, 2004

Residential
Treatment
13%

Abscond
21%

Home
66%

Percentage of Juveniles on Parole: June 30, 2005

Residential
Treatment
Center
16%

Abscond
17%

Home
67%

Percentage of Juveniles on Parole: June 30, 2006

From 2004 to 2006, the abscond rate has decreased by 4%.
This is attributed to agency personnel working closer with youth and their families.

40

ARIZONA DEPARTMENT OF JUVENILE CORRECTIONS
1624 WEST ADAMS
PHOENIX, ARIZONA 85007
PHONE: 602.542.4302
FAX: 602.542.5156
WWW.AZDJC.GOV

MICHAEL D. BRANHAM
DIRECTOR

41