ARIZONA DEPARTMENT OF
CORRECTIONS
FIVE-YEAR STRATEGIC PLAN
FY 2017 to FY 2021

Charles L. Ryan
Director

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

1

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

3

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

3

Agency Mission ………………………………………………………….………

3

Agency Description …………………………………………………..…………

3

Agency Core Values………..……………………………………………………

3

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

4

Strategic Issues ………………………………………………………….………

4

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

8

Objective 1
Objective 2
Objective 3
Objective 4

Agency Goal 2: Programming Opportunities and Services ………….…

10

Objective 1
Objective 2
Objective 3
Objective 4
Objective 5

Agency Goal 3: Health Care ……………………………………………………

12

Objective 1
Objective 2

Agency Goal 4: Community Corrections ……………………………………

13

Objective 1
Objective 2
Objective 3

Agency Goal 5: Leadership and Administration …………………………..

14

Objective 1
Objective 2
Objective 3
Objective 4

Agency Goal 6: Victim Services……………………………………………..

15

Objective 1
Objective 2
Objective 3

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

17

EXECUTIVE SUMMARY
The Arizona Department of Corrections (Department) has a Fiscal Year (FY) 2016 appropriated
budget of $1,082,241,100 and 9,534 authorized Full-Time Equivalent (FTE) positions, 83% of which
are Correctional Officers and security staff. 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, medical care and other health care 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 Department
has identified six 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 Growth and Change in the Inmate Population
Strategic Issue 2: Build an Engaged and Skilled Workforce through Onboarding, Employee
Development, and Staff Retention
Strategic Issue 3: Ensuring the Provision of Statutorily Required Inmate Health Care
Strategic Issue 4: Integrating Technology and Service Delivery in Support of Knowledge
Management, Business Intelligence, and Process Efficiency
Strategic Issue 5: Reducing Recidivism through Improved Offender Transition and Re-Entry Support
Strategic Issue 6: Strengthening Agency Communications and Community Relations

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
based on their identified risks and needs.
Goal 3: To provide the inmate population with statutorily required medical, dental, and mental health
services through a private vendor that is monitored by the Department for contract compliance and
quality of care.
Goal 4: To provide 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.

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Goal 5: To provide leadership, support, and resources that enable Department employees to perform
their duties and achieve professional excellence and to ensure that the Department is responsive to
internal and external stakeholders.
Goal 6: To provide victim services and restorative justice programs that assist inmates in making
positive contributions to the community.

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FIVE-YEAR STRATEGIC PLAN
AGENCY VISION
Safer communities through 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, health care and welfare services are provided to inmates including medical, dental, and
mental health. 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 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 CORE VALUES
P = Professionalism: Modeling the ideal
R = Responsibility: Owning your actions
I = Integrity: Doing the right thing
C = Courage: Taking action despite fear
E = Efficiency: Making every action count

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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.



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 Growth and Change in the Inmate Population
Historically, the inmate population increased from an average daily population of 26,579 in FY 2001 to
42,132 in FY 2015 (a 58.5% increase). After consistent inmate population growth from FY 2001 to FY
2010, with a monthly average growth rate of 117 inmates, the inmate population declined by a total of
600 inmates during FY 2011 and FY 2012. Inmate population growth returned during FY 2013,
increasing by 809 inmates in FY 2013; 1,087 during FY 2014; and 838 during FY 2015. The
Department housed 42,611 convicted felons at the end of FY 2015.
The Department continues to follow its long-term strategy to enhance planning and process
improvement throughout the organization to maximize resources and to ensure the safety of the
public, staff, and inmates. Anticipated growth, coupled with segments of the population that are
experiencing rapid growth (such as medium and close custody, sex offenders, and protective
custody), requires an ongoing focus on bed plan forecasting and optimal placement and management
of specific populations. The Department must manage the inmate population and maximize
accessibility to inmate programming and services, while ensuring the availability of sufficient
resources and maintenance of the physical plants throughout the state. Refined strategies for
management of multiple populations, such as Restrictive Status Housing, have been implemented to
manage close and maximum custody inmates, including those with mental health challenges. These
initiatives focus on providing avenues for inmates to achieve less restrictive housing assignments
through successful completion of a program designed to address inmate needs and to assist inmates
in better decision-making. These programs are monitored and guided by staff and support a safe and
productive environment for both staff and inmates.
Specific initiatives for this year focus on meeting the needs of maximum custody and Severely
Mentally Ill inmates through additional treatment, programs, and out-of-cell time. Additional
modifications to staff schedules will be implemented to increase staffing resources for program
delivery, as well as enhancements to program access through closed circuit channels at the prisons.
Further implementation and refinement of the program audit process will serve as the foundation for
continuous improvement of the quality and consistency of required programs.
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STRATEGIC ISSUE 2: Build an Engaged and Skilled Workforce through Onboarding,
Employee Development, and Staff Retention
The Department faces the challenge of recruiting for a demanding job that is under-compensated in
an improving economy, where the job market often lacks applicants interested in corrections work,
especially in rural locations. While 1,142 Correctional Officers (COs) were hired in FY 2015, 787 COs
left. The constant turnover among COs creates an ongoing and expensive cycle of recruitment and
training. Increasingly, the Department loses many seasoned staff to retirement. We expect this trend
to intensify in the future, as more than 60% of the Department’s high-level management staff is 50 or
older. As we lose these leaders, we significantly diminish our capacity for grooming and mentoring our
junior staff to assume more responsible roles. We also lose considerable agency knowledge and
leadership acumen as our veteran leaders exit.
As a result, the Department must address staffing issues from multiple points in the employee life
cycle, particularly with respect to CO and security staff, which represents approximately 83% of the
agency’s workforce. The CO hiring process was recently the subject of a Lean process improvement
project, to increase candidate retention by reducing the average hiring process time. Preliminary
results indicate that the project resulted in a more efficient, effective hiring process. The Department is
already planning next steps for continuous improvement.
The Department also seeks to enhance its onboarding, employee development, and retention
systems to ensure a skilled and well-trained work force. Specific initiatives will be undertaken to
engage new employees and improve the relationship between first-line supervisors and subordinates
through an improved leadership training series. One key initiative is an enhanced Field Training
Officer (FTO) program for newly hired COs. Career advisement, informal mentoring, and crosstraining are other elements of a comprehensive employee retention plan.
To ensure a seamless transition to the next generation of leaders, the Department intends to begin
integrating these initiatives into a formal succession plan. The succession plan will identify potential
leadership talent, pinpoint developmental needs, and continually assess the Department’s “bank” of
skills among its up-and-coming management.
STRATEGIC ISSUE 3: Ensuring the Provision of Statutorily Required Inmate Health Care
The Department ensures the provision of health care to inmates, including medical, dental, and
mental health services. The Department’s primary focus with respect to inmate health care is to
ensure contract compliance and the delivery of quality health care through ongoing monitoring by the
Health Services Contract Monitoring Bureau (HSCMB) and continuous collaboration with Corizon, the
contracted vendor.
The Department is being challenged by external sources on issues related to inmate mental health,
medication management, conditions of confinement, and timely access to medical care. A two-year
class action litigation process reached a milestone in February 2015, when the Department entered
into a Stipulation Agreement with the American Civil Liberties Union (ACLU) and Prison Law Office
(PLO) in the Parsons vs. Ryan lawsuit. The terms of the Stipulation Agreement will be monitored for
compliance over a four-year period through a combination of site visits by the plaintiffs, monthly
reports from Corizon, and monthly Compliance Green-Amber-Red (CGAR) reports from the HSCMB.
Efforts are underway to provide more effective methods to monitor the provision of health care. These
initiatives include further clarifying expectations and procedures by finalizing and publishing policies
and technical manuals related to medical care. The Department will actively work to improve
communication between the HSCMB and Corizon through regularly scheduled meetings, with
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emphasis on a collaborative approach to solving problems. Areas of review are focused on
appropriate staffing, equipment needs, and availability and utilization of specialty beds identified for
inmates with significant medical needs. Continuing attention will be given to successful
implementation of an Electronic Health Record (EHR) throughout the state, which will improve access
to current health information and reduce reliance on paper records in the future.

STRATEGIC ISSUE 4: Integrating Technology and Service Delivery in Support of Knowledge
Management, Business Intelligence, and Process Efficiency
Information Technology has been rapidly evolving in numerous areas that affect the Department.
Many of the newer technologies are merging what used to be separate software and equipment (e.g.
phones, servers, locking systems software, etc.). As technology evolves, the Department experiences
a greater need to acquire and implement the new tools to carry out its mission in a safe, secure,
efficient, and effective manner. Further, the new technologies must be well researched and
considered at an “enterprise” level, ensuring that the many different facets of Department operations
are integrated with the new solutions. Technology must also be supported by sufficient resources
(time, staff, and funding) to successfully complete projects in an agency the Department’s size.
The Department needs to ensure that technological systems and services support the collection of
accurate data and the timely analysis of data. This will allow us to enhance knowledge and expertise
on which to base business decisions. Viable technology, process automation, records management,
system integration, and secure information systems that are efficient, effective, standardized, easy to
use, and supported by training are essential to the ability of the Department to continue to effectively
carry out its mission and meet its responsibility to the public. With viable hardware and software
solutions, integrated platforms, and automated processes in place, the Department can provide
appropriate services in an efficient and effective manner.
To address this strategic issue, the Department will continue to move forward with the multi-year
replacement of its antiquated inmate information system (AIMS). This year, the Department will seek
to improve interface between different systems to improve data quality, retrieval, and efficiency.
Finally, the Department will explore collaboration tools to increase communication and improve
interaction among organizational areas and work teams throughout the agency.

STRATEGIC ISSUE 5: Reducing Recidivism through Improved Offender Transition and ReEntry Support
The current recidivism rate for Arizona inmates is 38.4%, including new felony convictions (2,794,
19.3%) and technical violations of conditions of supervision (2,765, 19.1%). Since FY 2012, technical
violations have represented approximately 16.1% of annual prison admissions. To reduce this
number, the Department is focusing on strategies for strengthening community re-entry and transition
efforts. The Department is also working to ensure the optimal alignment and delivery of inmate
programs to proactively support successful re-entry and transition. With a specific focus on reducing
recidivism due to technical violations, the Department opened the Southern Region Community
Corrections Center (SRCCC) in Pima County in December, 2012. SRCCC introduced additional
sanctions and interventions that also included providing temporary housing for inmates released to
homelessness, a factor that increases the risk of recidivism. Temporary housing is also available to
sex offenders on community supervision, a group that poses unique challenges for the Department
and is of particular concern to the public.
The Department is focused on increasing the successful transition of inmates to the community.
Initiatives include the expansion of re-entry classes to the maximum custody units in the institution
and the addition of pre-release meetings, either in person or through phone calls and video visitations,
facilitated by community corrections personnel and institutional staff. These efforts complement
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established support and treatment programs in the institution by presenting information and strategies
that address the barriers and challenges associated with successfully transitioning from prison to the
community. In addition, the Department will support and assist local community-initiated re-entry
programs and create or strengthen community partnerships that provide offenders with employment,
treatment and housing opportunities. These programs have the potential to reduce recidivism by
better preparing and assisting the thousands of offenders who are released annually back to the
community.
The Department will continue exploring the establishment of a Community Corrections Center (CCC)
in Maricopa County. In FY 2015, 19,773 offenders were released from prison, 11,922 of whom were
released to Community Supervision. Of those, approximately 59% were released to Maricopa County,
which lacks the intermediate intervention options available at SRCCC in Pima County. Based on
SRCCC outcomes and further analysis of re-entry needs, the Department will refine the plan for a
CCC in Maricopa County.
STRATEGIC ISSUE 6: Strengthening Agency Communications and Community Relations
The mission and responsibilities of the Department are sometimes misunderstood by community
stakeholders (i.e., media, elected officials, and the public). As a result, expectations may not align
with the Department’s actual capabilities or functions. Geographic dispersion, a 24/7 work schedule,
and operational focus of the majority of employee positions present challenges to delivering frequent
and consistent information and messaging to Department employees. The nature of a corrections
operation places reactive demands on the Department’s internal and external communications, which
can hamper our efforts to promote a more positive perception, thus requiring greater emphasis on
proactive messaging. Further, negative incidents too often overshadow the good, meaningful work
and significant contributions of the Department and its employees to the State of Arizona and its
communities, hindering both employee morale and public relations.
The Department’s communications plan focuses on promoting proactive, positive messaging of key
issues and events whenever possible; strengthening the agency’s relationship with and image in the
community; enhancing communications systems and methods; and increasing the engagement and
support of employees and stakeholders. This year, the Department will take steps to develop an
agency-wide “positive news network” to reinforce and strengthen positive perceptions of the
Department and its employees, both internally and externally. The plan calls for increasing internal
distribution of agency news and information of value and interest to employees through publication of
the newsletter and e-briefings. External communications will be strengthened by developing a plan for
holding community town halls that educate local leaders and media about Department operations to
promote better understanding and to develop stronger relationships between the Department and
local communities in which prisons are located.

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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
operation of prisons.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

2

0

0

Number of major rule
violations per 1,000 inmates
per average daily population

612

550

500

Number of inmate on staff
assaults per 1,000 inmates
per average daily population

11.00

9.50

9.00

Number of inmate on staff
assaults resulting in staff
injury per 1,000 inmates per
average daily population

1.47

1.20

1.00

13.36%

12.50%

11.00%

7.14

6.00

5.00

3

1

0

4

1

0

Number of inmate random
positive urinalysis results per
1,000 inmates per average
daily population

53.31

45.00

40.00

Number of formal inmate
grievances (excluding health
grievances) per 1,000
inmates per average daily
population

75.64

70.00

70.00

Performance Measures
Number of inmates who
escaped from any location

Percent of inmate on staff
assaults resulting in staff
injury
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 based on official medical
examiner reports, which may be issued
in a subsequent fiscal year.)

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Performance Measures
Number of inmate lawsuits
(non-habeas) per 1,000
inmates per average daily
population (The count is based on

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

2.28

2.20

2.10

“cases filed.” Note that a case with
multiple plaintiffs is counted as a single
case filed.)

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 score (Contract
Private Prisons reported
separately under Objective 3.)
Average annual CORE
competency test score for
correctional series staff

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

100.00%

100.00%

100.00%

92.73%

95.00%

96.00%

90.04%

90.00%

90.00%

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 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

93.03%

95.00%

96.50%

Objective 4: To provide leadership and direction in the management of inmate population
growth and the allocation of physical and fiscal resources.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Average daily inmate
population

42,132

43,061

45,761

Average daily rated bed
surplus or (deficit)

(4,476)

(4,976)

(4,809)

Performance Measures

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AGENCY GOAL 2 - PROGRAMMING OPPORTUNITIES AND SERVICES
Goal 2: To require inmate participation in self-improvement programming opportunities and services
based on their identified risks and needs.
Objective 1: To maximize inmate participation in Department programming opportunities.
Performance Measures

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Percent of all eligible
inmates participating in
appropriate work,
education, and treatment
assignments

73.20%

72.50%

72.50%

Number of inmate hours
worked through the Work
Incentive Pay Plan

33.71M

33.72M

33.72M

Average number of inmates
working per month
(excluding ACI)

20,940

21,000

21,000

Number of inmates released
to the Transition Program
for Non-Violent Offenders
per A.R.S. §31-281

937

975

975

Objective 2: To expand work opportunities for inmates through Arizona Correctional
Industries (ACI).
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Number of ACI inmate hours
worked

4.10M

4.00M

4.60M

Average number of inmates
working for ACI per month

1,858

1,900

2,100

$2.80M

$2.80M

$3.10M

Performance Measures

Dollar amount deducted
from ACI inmate wages
being deposited directly in
the State General Fund

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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
completing the functional
literacy program
Number of inmates
achieving the General
Equivalency Diploma (GED)
(Anticipated decrease in FY2016 is the
result of testing cost increase to
inmates from the vendor. This will be
rectified by FY2017 through availability
of electronic testing.)

Number of inmates receiving
special education services
Percent of special education
inmates receiving special
education services
Percent of target inmate
population enrolled in the
ADC high school
Number of Career and
Technical Education
certificates earned (Workbased Education)
Percent of inmates enrolled
in Career and Technical
Education completing one or
more certificate programs

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

4,738

4,800

4,800

341

246

360

344

375

375

100.00%

100.00%

100.00%

86.00%

90.00%

90.00%

1,932

2,250

2,250

30.00%

35.00%

35.00%

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

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

2,009

2,500

2,500

164

175

175

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Objective 5: To ensure spiritual services are available to inmates.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Average number of inmates
involved in spiritual services
per month

13,030

13,356

13,895

Number of volunteer spiritual
service hours provided

42,109

44,214

45,999

Performance Measures

Agency Goal 3 – HEALTH CARE
Goal 3: To provide the inmate population with statutorily required medical, dental, and mental health
services through a private vendor that is monitored by the Department for contract compliance and
quality of care.
Objective 1: To ensure the provision of medical, dental, and mental health care to inmates
through a private vendor.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

27.00%

26.25%

25.50%

1.76%

2.50%

2.50%

47.92

50.00

45.00

90.00%

100.00%

100.00%

Number of hospital
admissions

1,452

1,400

1,400

Average length of stay for inpatient hospital care (in
days)

4.31

4.00

4.00

Average cost per inmate for
health care

$4,234

$4,500

$4,500

Performance Measures
Percent of inmates requiring
ongoing mental health
services
Percent of inmates requiring
ongoing mental health
services admitted for
psychiatric hospital care
Number of formal inmate
health grievances per 1,000
inmates per average daily
population
Percent of ADC State
Prison Complexes
accredited by the National
Commission on Correctional
Health Care (NCCHC)

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Objective 2: To ensure contract compliance and quality of care through ongoing monitoring of
vendor performance.
Performance Measures

FY 2015
Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Percent of formal inmate
health grievance appeals
upheld

15.00%

15.00%

13.00%

Percent of compliance
threshold

75.00%

80.00%

85.00%

Percent vendor staffing
maintained

90.00%

93.00%

95.00%

Agency Goal 4 – COMMUNITY CORRECTIONS
Goal 4: To provide 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 provide re-entry services for inmates/offenders transitioning from prison to the
community.
Performance Measures

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Number of inmates who
participated in community
corrections re-entry
orientation classes

170

200

300

Objective 2: To effectively release, supervise, and monitor offenders under active Department
community supervision.
Performance Measures
Average daily population of
offenders on community
supervision
Percent of admissions due to
offenders on community
supervision returning to
prison for technical violations
Percent of admissions due to
offenders on community
supervision returning to
prison for absconding

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

5,749

5,750

5,750

11.90%

11.50%

11.50%

5.30%

5.25%

5.25%

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Performance Measures
Percent of admissions due to
offenders on community
supervision returning to
prison for a new crime

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

0.90%

1.00%

1.00%

Objective 3: To provide intermediate interventions for offenders in technical violation of their
release conditions.
Performance Measures
Number of offenders who
participated in intervention
programming at a
Community Corrections
Center
Number of offenders who
participated in the
Community Corrections
Community Accountability
Program (CAP)

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

925

1,000

1,000

2,090

3,000

3,000

Agency Goal 5 – LEADERSHIP AND ADMINISTRATION
Goal 5: To provide leadership, support, and resources that enable Department employees to perform
their duties and achieve professional excellence and to ensure that the Department is responsive to
internal and external stakeholders.
Objective 1: To recruit, retain, recognize, and develop staff.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Number of formal employee
grievances

153

158

158

Annual Correctional Officer II
vacancy rate percent

9.07%

8.50%

8.00%

Annual Correctional Officer II
turnover rate percent

14.09%

13.00%

12.00%

Annual employee turnover
rate percent (excluding
Correctional Officer II’s)

10.21%

9.25%

8.25%

Percent of staff completing
mandatory training

93.00%

95.00%

95.00%

Performance Measures

ADC Five-Year Strategic Plan FY2017 – FY2021
FINAL/POSTED
Page 14 of 17

Objective 2: To maintain and/or enhance information technology applications and
communications and to meet current and future network needs by providing optimal support to
computer users.
Performance Measures

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Percent of network uptime

93.40%

94.50%

96.00%

Percent of IT help desk calls
resolved in accordance with
Department policy

88.00%

90.00%

95.00%

Objective 3: To provide a standard process for receiving, reviewing, and responding to public
concerns regarding inmate-related issues.
Performance Measures

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

33,771

39,000

42,000

Number of service contacts
provided to inmate families
and friends

Objective 4: To respond to public records requests in accordance with statutory requirements.
Performance Measures

FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

554

765

2,224

106

110

120

Number of requests received
from the public (Significant increase
anticipated due to a number of request
trends, including increased use of public
records requests by attorneys for
preliminary research prior to litigation.)

Number of requests received
from the media

AGENCY GOAL 6 – VICTIM SERVICES
Goal 6: To provide victim services and restorative justice programs that assist inmates in making
positive contributions to the community.
Objective 1: To provide information, support, and resources to crime victims.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Number of crime victim
Notifications of Release sent

4,171

4,671

6,171

Number of service contacts
provided to crime victims

14,008

14,508

16,558

Performance Measures

ADC Five-Year Strategic Plan FY2017 – FY2021
FINAL/POSTED
Page 15 of 17

Objective 2: To ensure compliance with court-ordered restitution.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

Dollar amount of courtordered restitution collected
from inmates

$1.57M

$1.58M

$1.56M

Average dollar amount of
court-ordered restitution paid
per inmate required to pay
court-ordered restitution

$275.34

$275.00

$275.00

Performance Measures

Objective 3: To provide opportunities for inmates to be involved in victim-focused activities,
betterment projects, fund-raising opportunities, and other programs that allow them to
contribute to the community.
FY 2015 Actual

FY 2016
Estimate

FY 2017-FY 2021
Estimate

2.88M

2.90M

2.90M

Number of inmate hours
dedicated to Wildland Fire
Crews

229,091

254,000

270,000

Dollar amount raised by
inmate fundraising events

$320,000

$360,000

$400,000

Performance Measures
Number of hours provided to
communities by inmates per
established IGAs or work
contracts (excluding ACI)

ADC Five-Year Strategic Plan FY2017 – FY2021
FINAL/POSTED
Page 16 of 17

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 CONDITIONS.
Total Agency Resource Assumptions

(Calculated in
nominal/
constant
dollars)

Full Time
Equivalent
(FTE)

General Fund

Other
Appropriated
Fund

Non
Appropriated
Fund
Expenditures

Federal Funds
Expenditures

Agency Total
Funds

FY 2016
Appropriation

FY 2017
Budget
Request

FY 2018
Estimate

FY 2019
Estimate

FY 2020
Estimate

FY 2021
Estimate

9,534.0

9,632.0

9,632.0

9,782.0

9,782.0

9,782.0

1,029,900,600

1,096,950,000

1,128,313,300

1,162,610,400

1,159,747,000

1,164,697,000

49,376,200

51,944,000

49,944,000

49,944,000

49,944,000

49,944,000

62,636,100

70,536,500

56,536,500

56,536,500

56,536,500

56,536,500

6,755,800

6,732,800

6,732,800

6,732,800

6,732,800

6,732,800

1,148,668,700

1,226,163,300

1,241,526,600

1,275,823,700

1,272,960,300

1,277,910,300

ADC Five-Year Strategic Plan FY2017 – FY2021
FINAL/POSTED
Page 17 of 17