ARIZONA DEPARTMENT OF
CORRECTIONS
FIVE-YEAR STRATEGIC PLAN
FY 2014 to FY 2018
Charles L. Ryan
Director

TABLE OF CONTENTS
Executive Summary ……………………………………………………………………...

Ii

Strategic Plan ……………………………………………………………………………..

1

Agency Vision ……………………………………………………………………

1

Agency Mission …………………………………………………………………

1

Agency Description ……………………………………………………………

1

Agency Guiding Principles ……………………………………………………

1

Strategic Issues …………………………………………………………………

2

Agency Goal 1: Safety and Security …………………………………………

4

Objective 1
Objective 2
Objective 3
Objective 4

4
5
6
6

Agency Goal 2: Programming Opportunities and Services ……………
Objective 1
Objective 2
Objective 3
Objective 4
Objective 5

6
6
7
7
8
8

Agency Goal 3: Health Care ……………………………………………………
Objective 1
Objective 2

8
8
9

Agency Goal 4: Community Corrections ……………………………………
Objective 1

10
10

Agency Goal 5: Administration ………………………………………………
Objective 1
Objective 2
Objective 3
Objective 4

11
11
11
12
12

Resource Assumptions ………………………………………………………………….

13

EXECUTIVE SUMMARY
The Arizona Department of Corrections (Department), with a Fiscal Year (FY) 2013 appropriated
budget of $1,005,942,400 and over 9,200 employees, is one of the largest departments in Arizona
State Government. The Arizona Department of Corrections serves and protects the people of the
state of Arizona by incarcerating inmates in correctional facilities and supervising conditionally
released offenders in the community. During incarceration, medical care and other health and
welfare services are provided to inmates. In addition, programs such as work, education, training,
substance abuse treatment, sex offender treatment, and spiritual services are provided to inmates
to promote employability, literacy, sobriety, and accountability to crime victims and to increase the
likelihood that released inmates will become law-abiding citizens upon release.
In looking at the opportunities and challenges facing Arizona in the next five years, the Arizona
Department of Corrections has identified five strategic issues that align with the Department’s
vision and mission and focus the Department’s long-term strategic direction through corresponding
Goals, Objectives and Performance Measures.

AGENCY STRATEGIC ISSUES
STRATEGIC ISSUE 1: Managing Changes in Inmate Population
Historically, the inmate population increased from an average daily population of 29,936 in FY
2001 to 40,226 in FY 2011 (34.4% increase). After continuous inmate population growth from FY
2001 to FY 2010, with a monthly average growth rate of 117 inmates, inmate population growth
dramatically declined in FY 2010 and FY 2011. ADC grew by only 65 inmates in FY 2010, and then
actually declined by 296 inmates in FY 2011. This trend continued in FY 2012, with an average
daily population of 40,011; at the end of FY 2012, the Department housed 39,877 convicted felons.
Although inmate population growth slowed from FY 2010 through FY 2012, the Department must
continue to use planning and process improvement strategies throughout the organization to
maximize resources and to ensure the safety of the public, staff, and inmates. Despite the
stabilization of the inmate population overall, specific segments of inmates are increasing (such as
maximum security, sex offenders, and protective segregation), requiring the continued focus on
accurate bed plan forecasting and optimal program availability and alignment. There remains a
need for efficient control of population movement and management of permanent state beds and
contracted private beds; maximization of inmate programming and complex scheduling; effective
management of an aging inmate population; development of a viable workforce through targeted
staff recruitment and retention; and appropriate allocation of resources to address unmet state
prison physical plant needs. The Department is also responding to the reduction in the minimum
custody inmate population by looking for opportunities to close minimum custody units that are no
longer necessary and to shift those resources to other facilities.
STRATEGIC ISSUE 2: Enhancing Security and Oversight of Prison Operations
When Director Charles L. Ryan assumed Department leadership in January 2009, he began a
systemic review of the operational and administrative practices at both state-operated and
contracted private prisons, focusing on the strict and uniform compliance with Department policy,
especially safety and security practices. Since then, the Department has worked diligently to
develop systems to strengthen state-operated and contracted private prison oversight, including
Arizona Department of Corrections
Five-Year Strategic Plan Executive Summary
December 18, 2012
Page ii

enhancements to the significant incident reporting (SIR) process; strengthening of institutional and
agency-wide emergency response; collection and analysis of assault data and mortality data; and
improved private prison contract monitoring. The Department enhanced the Office of the Inspector
General (IG) investigative processes and created a new inspection program within that office,
including an annual audit instrument designed to identify areas of non-compliance and violations of
policy for correction. In addition, the data and information are used to make systemic operational
changes to reduce violations and ensure safety. As part of this strategic issue, the Department will
continue to work to improve its oversight procedures, provide ongoing staff training, increase
security and staff presence among inmates, ensure safe housing assignments, and develop sound
intervention strategies for high-risk inmates.
STRATEGIC ISSUE 3: Maximizing Efficiency through Privatization of Services and
Public/Private Partnerships
The Department has been actively engaged in privatization and efficiency efforts since 1986. With
over 600 current contracts, the Department uses private contractors for many functions, including
operating private prisons that house state inmates; correctional health services; inmate food
services; inmate commissary services; inmate telephone services; and inmate career training
provided through Arizona Community Colleges. As part of this strategic issue, the Department is
undertaking a number of initiatives: Legislatively mandated privatization of all inmate health
services as of July 1, 2012; Legislatively mandated addition of 1,000 private medium beds; inquiry
concerning private sector interest in managing a Community Correction Center for offenders on
community supervision in Maricopa County; and the exploration of viable opportunities for
additional privatization.
STRATEGIC ISSUE 4: Integration of ADC Technology and Service Delivery in Support of
Knowledge Management and Business Intelligence
In order for the Department to ensure relevance and sustainability in carrying out its mission, there
is a need to ensure that technological systems and services support the collection of accurate
data, the synthesis of data into information, and the creation of knowledge and expertise on which
to base current and future decisions. The need for viable technology; process automation; system
integration; and secure information systems that are efficient, effective, standardized, and easy to
use are essential to the ability of the Department to continue to effectively carry out its mission and
its obligations to the public. The Department recognizes that part of public stewardship is to ensure
the judicious use of staff and financial resources. Without viable hardware and software solutions,
integrated platforms, and automated processes in place, it will become increasingly difficult for the
Department to provide appropriate services in an efficient and safe manner. As part of this
strategic issue, the Department will focus on the migration of the AIMS mainframe system to new
web-based technology; the exploration of optimum blends of hosted and in-house
hardware/software platforms designed to increase efficiency; the enhancement of disaster
recovery capabilities and disaster recovery exercise cycles; and the introduction of
videoconferencing capability for increased, cost-effective communication. Further, the Department
is ensuring that consistent administrative processes are in place to appropriately review, approve,
and prioritize all technology projects to maximize the benefit of automation and technology agencywide, to include staff and financial resource management.

Arizona Department of Corrections
Five-Year Strategic Plan Executive Summary
December 18, 2012
Page iii

STRATEGIC ISSUE 5: Recidivism Reduction through Improved Offender Transition and ReEntry Support
Stabilization of the inmate population provides the Department with the opportunity to focus
financial and human resources on methods to strengthen re-entry and transition efforts and to
reduce recidivism within the state prison population. With future prison expansion focused on
population management, rather than population growth, ADC can dedicate previously unavailable
resources to ensure the optimal alignment of inmate programs to proactively support re-entry and
transition, and to commit additional resources to assist offenders in successful completion of
community supervision. In FY 2012, 18,374 offenders were released from prison, of which 12,594
were released to Community Supervision. During FY 2012, 2,932 offenders were returned to
custody for committing a technical violation of their release, representing 16% of all prison
admissions for that year. Efforts dedicated to successful completion of community supervision have
the potential to reduce the number of revocations, reduce recidivism, and further reduce
admissions to prison. In pursuit of this opportunity, the Department has already approved the
creation of a Community Corrections Center (CCC) in Pima County and has explored interest from
the private sector in establishing a CCC in Maricopa County, as 74% of offenders are released to
these counties.

AGENCY GOALS
Goal 1: To maintain effective custody and control over inmates in an environment that is safe,
secure and humane.
Goal 2: To require inmate participation in self improvement programming opportunities and
services including work, education, substance abuse treatment, sex offender treatment, and
spiritual access designed to prepare inmates to be responsible citizens upon release.
Goal 3: To provide cost-effective constitutionally mandated correctional health care.
Goal 4: To maintain effective community supervision of offenders, facilitate their successful
transition from prison to the community and return offenders to prison when necessary to protect
the public.
Goal 5: To provide leadership, direction, resource management, and support for Department
employees to enable the Department to serve and protect the people of the State of Arizona and to
provide comprehensive victim services and victim-focused restorative justice programs that hold
offenders accountable.

Arizona Department of Corrections
Five-Year Strategic Plan Executive Summary
December 18, 2012
Page iv

FIVE-YEAR STRATEGIC PLAN
AGENCY VISION
Contributing to safer communities through responsible, professional and effective corrections.

AGENCY MISSION
To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing
structured programming designed to support inmate accountability and successful community
reintegration, and by providing effective supervision for those offenders conditionally released from
prison.

AGENCY DESCRIPTION
The Arizona Department of Corrections (Department) was established pursuant to Laws 1968,
Chapter 198 (A.R.S. §41-1601, et. seq.) by consolidating independently operated prisons into a single
department and authorizing the Department to “provide the supervisory staff and administrative
functions at the state level of all matters relating to the institutionalization, rehabilitation and
community supervision functions of all adult offenders.”
The Department serves and protects the people of the state of Arizona by incarcerating inmates in
correctional facilities and supervising conditionally released offenders in the community. During
incarceration, welfare services and health care services including medical, nursing, dental, mental
health, and pharmacy are provided to inmates. In addition, structured programming including work,
education, career training, substance abuse treatment, sex offender treatment, spiritual services, and
recreation are provided to inmates to promote employability, literacy, sobriety, and accountability to
crime victims and to increase the likelihood that released inmates will become law-abiding citizens
upon release.
In the community, the Department supervises offenders released from prison to serve the remainder
of their sentence on community supervision. The Department ensures the accurate release, effective
re-entry, transition, and supervision of released offenders utilizing a continuum of supervision
services, strategies, evidence-based programs, and meaningful incentives and sanctions. The
Department also facilitates the swift return to custody of those offenders who violate conditions of
supervision and who represent a serious threat to the safety of the community.

AGENCY GUIDING PRINCIPLES
We have the legal and operational responsibility to be accountable and responsive to the judicial,
legislative, and executive branches of government; to our employees; to inmates; and most
importantly, to the citizens of Arizona.
We value honesty and integrity in our relationships, and we place a high priority on quality of
services and development of teamwork, trust, and open communication.
Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 1 of 13

We make fiscally sound, measurable decisions, and respond effectively to the changing demands
placed upon the agency by stakeholders, citizens, and their representatives.
We maintain an environment that is humane and equitable to both employees and inmates,
utilizing a grievance and disciplinary system that is consistently administered and fosters due
process.
We develop, encourage, recognize, and reward professional performance and growth by
employees at all levels.

AGENCY STRATEGIC ISSUES
STRATEGIC ISSUE 1: Managing Changes in Inmate Population
Historically, the inmate population increased from an average daily population of 29,936 in FY 2001 to
40,226 in FY 2011 (34.4% increase). After continuous inmate population growth from FY 2001 to FY
2010, with a monthly average growth rate of 117 inmates, inmate population growth dramatically
declined in FY 2010 and FY 2011. ADC grew by only 65 inmates in FY 2010, and then actually
declined by 296 inmates in FY 2011. This trend continued in FY 2012, with an average daily
population of 40,011; at the end of FY 2012, the Department housed 39,877 convicted felons.
Although inmate population growth slowed from FY 2010 through FY 2012, the Department must
continue to use planning and process improvement strategies throughout the organization to
maximize resources and to ensure the safety of the public, staff, and inmates. Despite the stabilization
of the inmate population overall, specific segments of inmates are increasing (such as maximum
security, sex offenders, and protective segregation), requiring the continued focus on accurate bed
plan forecasting and optimal program availability and alignment. There remains a need for efficient
control of population movement and management of permanent state beds and contracted private
beds; maximization of inmate programming and complex scheduling; effective management of an
aging inmate population; development of a viable workforce through targeted staff recruitment and
retention; and appropriate allocation of resources to address unmet state prison physical plant needs.
The Department is also responding to the reduction in the minimum custody inmate population by
looking for opportunities to close minimum custody units that are no longer necessary and to shift
those resources to other facilities.
STRATEGIC ISSUE 2: Enhancing Security and Oversight of Prison Operations
When Director Charles L. Ryan assumed Department leadership in January 2009, he began a
systemic review of the operational and administrative practices at both state-operated and contracted
private prisons, focusing on the strict and uniform compliance with Department policy, especially
safety and security practices. Since then, the Department has worked diligently to develop systems to
strengthen state-operated and contracted private prison oversight, including enhancements to the
significant incident reporting (SIR) process; strengthening of institutional and agency-wide emergency
response; collection and analysis of assault data and mortality data; and improved private prison
contract monitoring. The Department enhanced the Office of the Inspector General (IG) investigative
processes and created a new inspection program within that office, including an annual audit
instrument designed to identify areas of non-compliance and violations of policy for correction. In
addition, the data and information are used to make systemic operational changes to reduce
violations and ensure safety. As part of this strategic issue, the Department will continue to work to
improve its oversight procedures, provide ongoing staff training, increase security and staff presence
among inmates, ensure safe housing assignments, and develop sound intervention strategies for
high-risk inmates.
Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 2 of 13

STRATEGIC ISSUE 3: Maximizing Efficiency through Privatization of Services and
Public/Private Partnerships
The Department has been actively engaged in privatization and efficiency efforts since 1986. With
over 600 current contracts, the Department uses private contractors for many functions, including
operating private prisons that house state inmates; correctional health services; inmate food services;
inmate commissary services; inmate telephone services; and inmate career training provided through
Arizona Community Colleges. As part of this strategic issue, the Department is undertaking a number
of initiatives: Legislatively mandated privatization of all inmate health services as of July 1, 2012;
Legislatively mandated addition of 1,000 private medium beds; inquiry concerning private sector
interest in managing a Community Correction Center for offenders on community supervision in
Maricopa County; and the exploration of viable opportunities for additional privatization.
STRATEGIC ISSUE 4: Integration of ADC Technology and Service Delivery in Support of
Knowledge Management and Business Intelligence
In order for the Department to ensure relevance and sustainability in carrying out its mission, there is
a need to ensure that technological systems and services support the collection of accurate data, the
synthesis of data into information, and the creation of knowledge and expertise on which to base
current and future decisions. The need for viable technology; process automation; system integration;
and secure information systems that are efficient, effective, standardized, and easy to use are
essential to the ability of the Department to continue to effectively carry out its mission and its
obligations to the public. The Department recognizes that part of public stewardship is to ensure the
judicious use of staff and financial resources. Without viable hardware and software solutions,
integrated platforms, and automated processes in place, it will become increasingly difficult for the
Department to provide appropriate services in an efficient and safe manner. As part of this strategic
issue, the Department will focus on the migration of the AIMS mainframe system to new web-based
technology; the exploration of optimum blends of hosted and in-house hardware/software platforms
designed to increase efficiency; the enhancement of disaster recovery capabilities and disaster
recovery exercise cycles; and the introduction of videoconferencing capability for increased, costeffective communication. Further, the Department is ensuring that consistent administrative processes
are in place to appropriately review, approve, and prioritize all technology projects to maximize the
benefit of automation and technology agency-wide, to include staff and financial resource
management.
STRATEGIC ISSUE 5: Recidivism Reduction through Improved Offender Transition and ReEntry Support
Stabilization of the inmate population provides the Department with the opportunity to focus financial
and human resources on methods to strengthen re-entry and transition efforts and to reduce
recidivism within the state prison population. With future prison expansion focused on population
management, rather than population growth, ADC can dedicate previously unavailable resources to
ensure the optimal alignment of inmate programs to proactively support re-entry and transition, and to
commit additional resources to assist offenders in successful completion of community supervision.
In FY 2012, 18,374 offenders were released from prison, of which 12,594 were released to
Community Supervision. During FY 2012, 2,932 offenders were returned to custody for committing a
technical violation of their release, representing 16% of all prison admissions for that year. Efforts
dedicated to successful completion of community supervision have the potential to reduce the number
of revocations, reduce recidivism, and further reduce admissions to prison. In pursuit of this
opportunity, the Department has already approved the creation of a Community Corrections Center
(CCC) in Pima County and has explored interest from the private sector in establishing a CCC in
Maricopa County, as 74% of offenders are released to these counties.
Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 3 of 13

AGENCY GOAL 1 – SAFETY AND SECURITY
Goal 1: To maintain effective custody and control over inmates in an environment that is safe, secure
and humane.
Objective 1: To safeguard the public, staff and inmates through the efficient, safe and secure
operations of prisons.
Performance Measures
Number of inmates who
escaped from any location
Number of major rule
violations per 1,000 inmates
per average daily population
Number of inmate on staff
assaults per 1,000 inmates
per average daily population
(95% of all assaults on staff
are committed by higher
custody inmates housed
exclusively in state prisons.
Since FY 2009, despite the
state prison staff shortage of
Correctional Officer II
positions, ADC reduced the
2-year rate of increase from
33.5% to 8.6% by
establishing the equivalent of
193 positions through
overtime, and compensatory
time; with the addition of 103
Correctional Officer IIs in FY
2013, this rate is projected to
continue to decrease.)
Number of inmate on inmate
assaults per 1,000 inmates
per average daily population
Number of major inmate
disturbances
Number of inmate homicides
(Homicide numbers are
subject to change, as final
determinations are
contingent upon official
medical examiner reports,
which may be issued in a
subsequent fiscal year.)

FY 2012
Actual
2

FY 2013
Estimate
0

FY 2014-FY 2018
Estimate
0

475.00

475.00

475.00

9.42

9.33

9.04

20.04

19.69

19.45

0

0

0

3

0

0

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 4 of 13

Performance Measures
Number of inmate random
positive urinalysis results per
1,000 inmates per average
daily population
Number of formal inmate
grievances (excluding health
grievances) per 1,000
inmates per average daily
population
Number of inmates lawsuits
(non-habeas) per 1,000
inmates per average daily
population (The count is
based on “cases filed.” Note
that a case with multiple
plaintiffs is counted as a
single case filed.)

FY 2012
Actual
24.00

FY 2013
Estimate
20.00

FY 2014-FY 2018
Estimate
16.00

79.00

69.00

59.00

2.67

2.41

2.48

Objective 2: To promote Department safety and security by conducting administrative, civil,
criminal, and gang related investigations; conducting daily, weekly, monthly, and annual
inspections and performance audits; and ensuring agency compliance with fire and life safety
codes.
Performance Measures
Percent of administrative
investigations completed
within established time frames
Average annual Arizona State
Operated Prison compliance
audit percent (Contract Private
Prisons reported separately
below under Objective 3.)
Average annual core
competency test score for
Arizona State Prison
correctional series staff
Average annual core
competency test score for
Arizona State Prison noncorrectional series staff

FY 2012
Actual
99.62%

FY 2013
Estimate
100.00%

FY 2014-FY 2018
Estimate
100.00%

95.60%

100.00%

100.00%

85.95

87.00

88.00

77.84

87.00

88.00

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 5 of 13

Objective 3: To develop private prison contracts and provide oversight to monitor their safe,
secure and cost-effective operation, while imprisoning inmates according to the Department’s
mission.
Performance Measures
Average annual Contracted
Private Prison compliance
audit percent score

FY 2012
Actual
97.10%

FY 2013
Estimate
97.50%

FY 2014-FY 2018
Estimate
98.00%

Objective 4: To provide leadership and direction in the management of inmate population
growth and the allocation of physical and fiscal resources.
Performance Measures
Average daily inmate
population
Average daily rated bed deficit

FY 2012
Actual
40,011

FY 2013
Estimate
39,877

FY 2014-FY 2018
Estimate
40,357

2,878

2,768

2,558

AGENCY GOAL 2 - PROGRAMMING OPPORTUNITIES AND SERVICES
Goal 2: To require inmate participation in self improvement programming opportunities and services
including work, education, substance abuse treatment, sex offender treatment, and spiritual access
designed to prepare inmates to be responsible citizens upon release.
Objective 1: To maximize inmate participation in Department programming opportunities.
Performance Measures
Percent of all eligible
inmates participating in
appropriate work, education
and treatment assignments
Number of inmate hours
worked through the Work
Incentive Pay Plan
Number of hours provided
to communities by inmates
per established IGAs or
work contracts (excluding
ACI)

FY 2012
Actual
75.30%

FY 2013
Estimate
75.00%

FY 2014-FY 2018
Estimate
75.00%

28.0M

28.0M

28.2M

2.4M

2.5M

2.7M

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 6 of 13

Objective 2: To expand work opportunities for inmates through Arizona Correctional
Industries (ACI).
Performance Measures
Number of ACI inmate hours
worked
Dollar amount deducted from
ACI inmate wages being
deposited directly in the
State General Fund

FY 2012
Actual

FY 2013
Estimate

FY 2014-FY 2018
Estimate

3.80M

4.12M

4.60M

$2.7M

$2.8M

$3.0M

Objective 3: To provide education programs and services, including functional literacy, special
education, GED, and jobs training to all eligible and assessed inmates.
Performance Measures
Number of inmates achieving
grade eight proficiency
Number of inmates achieving
the General Equivalency
Diploma (GED). (The
estimated decrease is the
result of two significant
changes in the GED: 1) the
cost of the test will be
increasing from $30 to $150
- a 400% increase - and 2)
administration will transition
from paper to computerbased. As a result, it is
anticipated that the number
of inmates participating will
be significantly reduced and
a new measurement/
examination will need to be
explored.)
Number of Career and
Technical Education
certificates earned
Number of inmates receiving
special education services
Percent of special education
inmates receiving special
education services

FY 2012
Actual
4,283

FY 2013
Estimate
4,350

FY 2014-FY 2018
Estimate
4,500

1,196

1,000

500

2,438

2,600

2,600

376

400

400

100%

100%

100%

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 7 of 13

Objective 4: To provide assessment and treatment services to eligible inmates.
Performance Measures
Number of eligible inmates
completing substance abuse
treatment
Number of eligible inmates
completing sex offender
treatment

FY 2012
Actual
2,633

FY 2013
Estimate
3,000

FY 2014-FY 2018
Estimate
3,250

159

175

225

Objective 5: To ensure spiritual services are available to inmates.
Performance Measures
Number of inmates involved
in spiritual services (average
per month)
Number of volunteer spiritual
service hours provided

FY 2012
Actual
13,148

FY 2013
Estimate
13,750

FY 2014-FY 2018
Estimate
14,250

44,388

43,900

44,250

Agency Goal 3 – HEALTH CARE
Goal 3: To ensure the provision of medical, dental, mental health, nursing, and pharmaceutical
services through a private vendor that is monitored by the Department for contract compliance and
quality of care. The vendor provides inmate health services through licensed staff and contracts with
community hospitals and specialists. (The Department privatized the provision of inmate health care
services on July 1, 2012. FY 2013 and 2014 estimates provided by the health services vendor.)
Objective 1: To provide medically necessary medical care, dental care and mental health care
to inmates.
Performance Measures
Percentage of inmates
requiring ongoing mental
health services admitted for
psychiatric hospital care

FY 2012
Actual
1.96%

FY 2013
Estimate
2.14%

FY 2014-FY 2018
Estimate
2.04%

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 8 of 13

Performance Measures
Number of formal inmate
health grievances per 1,000
inmates per average daily
population (The Department
anticipates an initial increase
in health-related grievances
early in the transition to
privatized inmate health
care. FY 2013 and 2014
estimates were provided by
the health services vendor.)
Percentage of Department
of Corrections State Prison
Complexes accredited by
the National Commission on
Correctional Health Care
(NCCHC)

FY 2012
Actual
31.34

FY 2013
Estimate
45.60

FY 2014-FY 2018
Estimate
25.06

90.00%

100.00%

100.00%

FY 2011
Actual
3,372

FY 2012
Estimate
2,478

FY 2013-FY 2017
Estimate
2,352

4.47 days

4.52 days

4.61 days

$4,019

$3,471

$3,555

Objective 2: To contain health care costs.
Performance Measures
Number of hospital
admissions
(revised from number
inmates hospitalized)
Average length of stay for inpatient hospital care in days
Average cost per inmate for
health care
[Cost per inmate calculations
are estimates for a one year
administrative adjustment
period that follows the end of
the fiscal year.]

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 9 of 13

Agency Goal 4 – COMMUNITY CORRECTONS
Goal 4: To maintain effective community supervision of offenders, facilitate their successful transition
from prison to the community and return offenders to prison when necessary to protect the public.
Objective 1: To effectively release, supervise and monitor offenders under active Department
community supervision.
Performance Measures
Average daily population of
offenders on community
supervision (new measure
FY 2013)
Percentage of offenders on
community supervision
returned to prison for
technical violations (The
Department expects a
decline in offenders returned
to prison for technical
violations in the future due to
the opening of Community
Correction Centers in Pima
and Maricopa Counties.)
Percentage of offenders on
community supervision
returned to prison for a new
crime
Percentage of offenders on
community supervision
returned to prison for
absconding (The Department
expects a decline in the
number of absconders due to
increased emphasis on goals
and objectives in this area.)

FY 2012
Actual
5,843

FY 2013
Estimate
5,850

FY 2014-FY 2018
Estimate
6,043

10.90%

10.90%

10. 70%

1.20%

1.00%

1.00%

6.00%

6.00%

5.50%

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 10 of 13

Agency Goal 5 – ADMINISTRATION
Goal 5: To provide leadership, direction, resource management, and support for Department
employees to enable the Department to serve and protect the people of the State of Arizona and to
provide comprehensive victim services and victim-focused restorative justice programs that hold
offenders accountable.
Objective 1: To recruit, retain, recognize, and develop staff.
Performance Measures
Number of formal employee
grievances
Percentage of employee
grievances upheld and/or
modified in favor of the
employee
Annual Correctional Officer II
vacancy rate percentage
Annual Correctional Officer II
turnover rate percentage
Annual employee turnover
rate percentage (excluding
Correctional Officer II’s) (FY
2012 Actual also excludes
Health Services staff, who
were subject to a Reduction
in Force due to privatization
of inmate health services.)
Percentage of staff
completing mandatory
training
Number of executives and
managers participating in
professional development
courses

FY 2012
Actual
173

FY 2013
Estimate
146

FY 2014-FY 2018
Estimate
146

40.00%

20.00%

20.00%

1.80%

2.00%

2.00%

11.92%

11.00%

10.00%

10.91%

10.00%

10.00%

95.00%

96.00%

97.00%

163

173

183

Objective 2: To maintain and/or enhance the information technology’s applications,
communications and network’s current and future needs by providing the optimal support to
computer users.
Performance Measures
Percentage of network uptime
for the FY

FY 2012
Actual
99.99%

FY 2013
Estimate
99.99%

FY 2014-FY 2018
Estimate
99.99%

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 11 of 13

Performance Measures
Annual customer satisfaction
survey rating of 3.5 or above
for IT Applications/Data
Management Unit on a scale
of 1 to 5
Percentage of IT help desk
calls resolved in a timely
manner

FY 2012
Actual
4.93

FY 2013
Estimate
4.90

FY 2014-FY 2018
Estimate
4.90

96.00%

96.00%

96.00%

Objective 3: To provide a standard process for receiving, reviewing and responding to public
concerns regarding inmate related issues.
Performance Measures
Number of service contacts
provided to inmate families
and friends

FY 2012
Actual
26,034

FY 2013
Estimate
27,500

FY 2014-FY 2018
Estimate
28,000

Objective 4: To effectively provide crime victims with information on inmate incarceration and
release, effect change within the inmate population through various restorative justice methods
of education and provide service to the community.
Performance Measures
Number of crime victim
Notifications of Release sent
Number of service contacts
provided to crime victims (all
crimes)
Dollar amount of courtordered restitution collected
from inmates
Average dollar amount of
court-ordered restitution paid
per inmate required to pay
court-ordered restitution

FY 2012
Actual
6,172

FY 2013
Estimate
6,266

FY 2014-FY 2018
Estimate
6,822

12,782

12,973

13,523

$1.6M

$1.7M

$1.7M

$202.39

$205.00

$205.00

Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 12 of 13

RESOURCE ASSUMPTIONS
NOTE: THE FOLLOWING RESOURCE ASSUMPTIONS (CALCULATED IN CONSTANT DOLLARS) ARE
ESTIMATES ONLY AND ARE SUBJECT TO CHANGE IN KEEPING WITH INFLATION AND ECONOMIC
1
CONDITIONS

Total Agency Resource Assumptions
(Calculated in
nominal/
constant
dollars)

Appropriation2

FY 2014
Budget
Request

FY 2015
Estimate3

FY 2016
Estimate3

FY 2017
Estimate3

FY 2018
Estimate3

10,118.2

9,923.0

9,923.0

9,923.0

9,923.0

9,923.0

General Fund

956,404,200

996,842,700

1,009,532,700

1,015,717,000

1,007,717,000

1,007,717,000

Other
Appropriated
Fund

44,907,700

44,907,700

44,907,700

44,907,700

44,907,700

44,907,700

Non
Appropriated
Fund
Expenditures

59,034,000

58,955,100

58,955,100

58,955,100

58,955,100

58,955,100

Federal
Funds
Expenditures

10,566,900

10,269,800

10,269,800

10,269,800

10,269,800

10,269,800

Agency Total
Funds

1,070,912,800

1,110,975,300

1,123,665,300

1,129,849,600

1,121,849,600

1,121,849,600

Full Time
Equivalent
(FTE)

FY 2013

1

FY 2014 - FY 2018 resource assumptions are estimates only and are subject to change based on economic
conditions, legislative changes, inmate population, and other factors facing the Department.
2
The FY 2013 Appropriation excludes the 5% retention pay and premium holiday adjustments. This is
consistent with the required budget request methodology and Appropriations Report.
3
FY 2015 - FY 2018 funding adjustments are due to the following:
- Activation/annualization of 1,000 new private medium custody male beds in FY 2015 and FY 2016.
- Activation/annualization of 500 new state maximum custody male beds in FY 2015.
- Elimination of the ASPC-Yuma Cheyenne Unit buildings repair/replacement cost in FY 2015.
- Elimination of the 3-year AIMS Replacement cost in FY 2017.
Arizona Department of Corrections
Five-Year Strategic Plan FY 2014 to FY 2018
December 18, 2012
Page 13 of 13