Annual report: fiscal year 2003 |
Previous | 1 of 1 | Next |
|
This page
All
Subset |
ANNUAL REPORT FISCAL YEAR 2003
TMENT OF C R
DE
PA
O
RR
ARIZONA
ION S ECT
FI 1 SC 00 A L Y EA R 2
DORA B. SCHRIRO DIRECTOR
ADC Protecting Arizona
The Honorable Janet Napolitano Governor of Arizona State Capitol 1700 West Washington Phoenix, AZ 85007 Dear Governor Napolitano: The Arizona Department of Corrections Fiscal Year 2003 Annual Report is respectfully submitted. This year's outcomes will show measurable improvement across the board.
Cordially,
ADC EXECUTIVE STAFF AND ORGANIZATION
DORA SCHRIRO DIRECTOR
Dora B. Schriro was appointed Director in July, 2003 by Governor Janet Napolitano. The first woman named Director, Dr. Schriro has more than 30 years experience in corrections. Immediately prior to her appointment as ADC Director, she served as the Commissioner of the St. Louis Missouri City Division of Corrections. Dr. Schriro also served as Director of the Missouri Department of Corrections, and as Assistant Commissioner in the New York City Department of Corrections. Director Schriro holds a law degree from St. Louis University, a doctorate from Columbia University, a master's degree from the University of Massachusetts-Boston, and a bachelor of arts (cum laude) from Northeastern University.
The Director fulfills her duties with the support of: Director's Office Support Staff - project tracking and control; special projects for the Director; administrative support for Executive Staff. Assists and maintains lines of communication with international, national, and state agencies concerning law enforcement issues. Maintains administrative files and data for the Director and her Executive Staff. Office of Strategic Planning and Budgeting - budget development and control; strategic planning, facilitation and analysis; strategic bed planning; total quality management; position control management; grant management; the Annual Per Capita Reports; budget planning liaison with the legislature, Governor and other public and private entities. The Deputy Directors of Administration, Health Services and Prison Operations and the Chief of Staff
ADC-FY 2003
1
ADC EXECUTIVE STAFF AND ORGANIZATION
Health Services Medical - inmate medical provider services, investigations Mental Health - inmate program planning and development, direction of licensed psychiatric facilities Dental - guidance to dental staff, dental treatment of inmates Pharmacy - inmate pharmacy services, information on drug use, prescriptions, medications Nursing - nursing services to inmates, education, training of nursing staff Occupational Health - employee health and wellness program services, health information resource, case management for return-to-work program Professional Resources - health care accreditation, inmate health education and prevention programs, professional publications and presentations Telemedicine - electronic provision of medical services to remote populations; videoconferencing, continuing medical education Administrative - medical records, personnel issues, information technology Correctional Public Health - control epidemiologically and medically communicable diseases, community transitional healthcare
Dr. Robert Jones Deputy Director
Administration Policy - current and future policy direction of the agency Fiscal, Administrative, Technical - support services relating to the overall Department, employees and inmates Issue-Tracking - current issues challenging the Department Community Supervision - statewide oversight of released offenders under supervision, completion of due process, fugitive services, sexual predator referral, community notification Technology Management - serves the technological needs of the Department Human Resources - recruitment, staffing, personnel and other human resource issues Information Technology Services - data processing and computer systems, local and wide area networks, automation standards, voice and video applications Radio Communications - Department-wide two-way radio communications with prisons Divisions - Administrative Services, Community Corrections, Human Resources/ Development, Information Technology
Richard Carlson Deputy Director
2
ADC-FY 2003
ADC EXECUTIVE STAFF AND ORGANIZATION
Prison Operations State and Private Prison - operational oversight of 10 prison complexes and 3 private prisons Private Prison Contracts - operational and contract oversight Security Operations - incident management system (IMS), executions, protective segregation, escapes, security threat groups, prison staffing allocation and studies, canine drug detection and search teams Program Operations - inmate work programs, religious programs, family assistance, inmate education, female inmate issues, substance abuse programs Offender Services - inmate master records, victim notification, public information on inmates, inmate classification and movement, Interstate Corrections Compact, time computation, extradition of parole violators and absconders, release of inmates to foreign countries under treaty agreement, fiscal services operations Divisions - Programs and Services and Arizona Correctional Industries (ACI)
Charles L. Ryan Deputy Director
Gary Phelps Chief of Staff
Director's Office Support Staff and Inspections and Investigations Legal Services - general counsel, liability and legal issues, discovery, inmate legal assistance program, legal review of written directives, inmate grievance program, inmate disciplinary appeals, review of legal settlement proposals Media and Public Relations - internal and external communications; newsletter; media liaison; employee-related programs, projects, promotions; community service projects; ADC Internet web site Intergovernmental Liaison - agency liaison with the 15 sheriffs in the law enforcement community, administration of the Arizona Criminal Justice Enhancement Funds in the form of monthly check transfers to county sheriffs Equal Employment Opportunity - technical assistance on discrimination matters and the employee grievance program; investigation of discrimination allegations; liaison training; and responses to charges filed with regulatory agencies ADC Ombudsman's Office, liaison with Governor's Office of Constituent Services and State Ombudsman Inspections and Investigations Division: Inspections and Standards - general and special inspections of ADC operations and prison management; administrative investigations supported by polygraph examinations; Special Services investigations requiring special expertise; background investigations; department communications; central office security; security threat group assessment and coordination with other agencies; protective segregation investigations and monitoring; and protective services for threatened employees
ADC-FY 2003
3
ADC EXECUTIVE STAFF AND ORGANIZATION
NORTHERN REGION SOUTHERN REGION
Acting- Bennie Rollins Regional Operations Director
Meg Savage Regional Operations Director
Northern Regional Complexes
Southern Regional Complexes
ASPC - Eyman ASPC - Florence ASPC - Perryville ASPC - Phoenix ASPC - Winslow
ASPC - Douglas ASPC - Lewis ASPC - Safford ASPC - Tucson ASPC - Yuma
James Taylor Regional Health Administrator
Ted Jolley Regional Health Administrator
4
ADC-FY 2003
ADC EXECUTIVE STAFF AND ORGANIZATION
ADMINISTRATION DIVISIONS
Administrative Services
Facility Activation - capital renewal budget, prison construction, prison renovation, building inventory Financial Services Bureau - payroll, accounting, contracts administration, purchasing, equipment inventory, inmate accounts, fleet management Safety and Environmental Services - risk management, safety and environmental assessments, regulatory compliance Tenant Services - space planning for five Central Office locations; office renovation and remodeling; janitorial and maintenance services; mail delivery
Michael J. Smarik Assistant Director Community Corrections
Community Supervision - supervision of released offenders reporting to 20 offices statewide, pre-placement investigations, referral to community services, assurance of due process to parole violators, home arrest program Criminal Justice Support - assistance to the courts; to local, state and national law enforcement, correctional and detention agencies in the following areas: Fugitive Services - revocation process and hearings; arrest warrants and return of released prisoners to custody when they violate terms of release; related extradition transportation and jail housing Community Sex Offender Notification - identification and profile of sex offenders being released from prison; preparation of notifications; collaboration with local law enforcement agencies on notification process; and screening and referral of violent sexual predators Interstate Compact - coordination of parole transfers between Arizona and other states, central repository for information and investigation requests for these cases
Nancy Hughes Assistant Director
Human Resources/Development
Personnel Services - recruitment of COs and other staff; pre-employment and promotional testing; personnel classification and compensation; employee benefits; employee records; employee relations; employee awards; CORP; liaison with unions; employee corrective discipline program; drug-free workplace; and employee higher education assistance Correctional Officer Training - COTA, pre-service and continuing education for COs and other staff Staff Development and Training - identification of training needs, training programs development, training classes, video training, informational productions Policy and Research - department policies, major research projects and surveys, prison population projections, monitoring inmate population and prison capacity, the Annual Report, travel reduction programs, forms development, records retention.
Ron Zuniga Assistant Director
ADC-FY 2003
5
ADC EXECUTIVE STAFF AND ORGANIZATION
PRISON OPERATIONS DIVISIONS
Programs and Services
Administrative Oversight of Institutional Based Programs Inmate Substance Abuse Programs - substance abuse services, development and guidelines for inmate drug testing, addictions training, staff training Education Programs - inmate educational programs, special education and library services Pastoral Services - coordination and approval of religious contact activities, coordination of religious volunteers, prepares responses on religious issues Female Inmate Programs - female inmate issues and programs, Constitutional Rights of Institutionalized Persons Act (CRIPA) activities and female inmate legal issues Specialized Programs/Work Programs - assist inmate families with problems, provide information to family visitors and support, oversight of Work Incentive Payment Plan (WIPP), vocational training and community betterment programs
Dr. Robert Olding Assistant Director
Arizona Correctional Industries
Finance and Accounting - accounting; information technology; purchasing; cost and inventory control; warehouse operations; risk management; financial planning, budgeting and reporting; and transportation Marketing and Sales - sales, marketing and customer service Operations - enterprise and factory operations; manufacturing development; product development; facilities planning and development; and engineering
John Spearman Assistant Director
Business Development - new enterprise development; private sector partnerships and joint ventures; intergovernmental agreements; and contract compliance Administrative Services - provides support for all division administrative functions including: strategic planning; personnel; legal affairs; and public information
6
ADC-FY 2003
Homeland Security: ADC Protecting Arizona
During Fiscal 2003, ADC's strategic and operational emphases were in direct alignment with Governor Napolitano's Five Priorities as outlined in her State of the State address in January. The Department's performance criteria in the following areas were typical of this alignment: Priority 1 - Support Education Average Grade Level Gains Inmates Achieving the Eighth Grade Level General Equivalency Diploma Enrollments and Completions Vocational Enrollments and Completions Priority 2 - Building the New Arizona Economy LAN/WAN Connectivity Technology Equipment Replaced Arizona Correctional Industries (ACI) Provides Jobs ACI Provides Inmates with Meaningful Training ACI is a Major Contributor to the State's Economy Priority 3 - Ensure Homeland Security Preventing Escapes from Prisons Monitoring the Activities of Suspected and Validated Gang Members Priority 4 - Protect Arizona's Children and Seniors Potential Sexual Offenders Identified Close Monitoring of Offenders Under Supervision Priority 5 - Preserve Our Land and Protect Our Water Inmates Participating in Labor-Intensive Task to Improve the Environment Inmates Working under Inter-Governmental Agreements and Other Contractual Arrangements Performing Cleanup and Environment Enhancing Jobs Since September 11, the prevention of terrorism has become a top priority at the federal level, culminating in the establishment of the new Department of Homeland Security. It is empowered with acting as the single point of contact for state and local officials in addressing their emergency response needs. ADC prepared a vulnerability assessment of its domestic preparedness and a three-year strategy plan. Future funding will enable ADC to purchase an array of specialized equipment, including personal protective equipment; chemical, biological or radiological detection and decontamination equipment; communication equipment; physical security enhancement equipment; weapons of mass destruction rescue equipment; general support equipment and medical supplies and limited types of pharmaceuticals. and chargers for the complexes and for some of the central office units. This radio equipment enables the Department to communicate with other Arizona law enforcement and fire departments in cases of emergencies. Funding availability is anticipated for at least the next five years with a potential of more than $1,000,000. During FY 2003, the Department received $100,000 in funding from the Office for Domestic Preparedness (ODP) to enhance homeland security in the event of a terrorist attack within our State. The award of $100,000 in grant funds is targeted to be used to purchase radios, batteries
ADC-FY 2003
7
Homeland Security: ADC Protecting Arizona
ODP also provides training, technical assistance and conducts weapons of mass destruction response activities. The Arizona Department of Emergency Management (ADEM) has been designated as the administrating agency for the State of Arizona. ADEM is conducting an assessment of the risk to local communities from terrorist use of W e a p o n s of Mass Destruction (WMD). The risk assessment and strategy development will form the basis for a statewide strategy plan to address each jurisdiction's vulnerability. The risk assessments and strategy plans will be used to plan and conduct efforts beforehand. As part of the strategy development process, ADC has assembled a Total Quality Management (TQM) Committee consisting of management staff from all Divisions within ADC. The committee has been tasked with reviewing and updating ADC's vulnerability assessment and the development of a current emergency response plan. ADC, in its collaboration with federal, state, and local jurisdictions, is playing a vital role as first responder to WMD. ADC SUPPORTS HOMELAND SECURITY WITH MORE THAN SIMPLE WORDS. As military operations got underway in Iraq during the spring, more than 130 ADC employees left their posts to serve our nation as members of the U.S. National Guard or Reserves. ADC employees representing all complexes were deployed to the Middle East or were called to duty to assist in homeland security and operations. To show support for the ADC employees who were called to service, ceremonies were held at various complexes around the State. Although the employees were sorely missed and even more so in a time of severe staff shortages, ADC staff turned out in large numbers to honor those who so willingly and proudly serve and protect. In the past, if an employee at a prison complex opened an envelope and white powder spilled out, the mess might simply have been cleaned up and the matter probably would have been investigated by prison intelligence as a random act by someone wanting to cause disruption. But that was before September 11, 2001. In today's post 9-11 world, incidents like suspicious mail, bomb scares and threats of food contamination may go as far as being considered domestic terrorism, a coordinated effort using violence and intimidation to create harm or fear among the public. Special Investigations Manager Nolan Thompson was named Homeland Security Coordinator, and took the responsibility for coordinating activities and information related to Arizona's homeland security. In this position, Mr. Thompson will raise awareness and increase communication among ADC employees on homeland security issues. ADC's domestic preparedness plan is not only a response to terrorism within Department prisons and buildings, but increases the agency's capability of responding to any crisis in Arizona. During the next Fiscal Year a group of Department administrators will participate in a functional exercise that will be designed to allow management the opportunity to respond to a simulated critical incident that will occur within the community and will affect ADC's normal operation.
8
ADC-FY 2003
SAFETY AND SECURITY
Goal 1: To maintain effective custody and control over inmates in an environment that is safe and secure. command in charge of clean up operations from the Mt. Although FY 2003 was again a time of fiscal challenge amid Lemmon fire. The Tucson Complex was requested to help shortfalls and budgetary constraints, ADC carried out its fill a significant number of sand bags to protect against mission to provide the people of Arizona with the security potential mudslides. A grand total of 32,000 bags had been and protection of a well-run correctional system. Each filled to date. section, unit, and complex helped to make the year one of progress. WILDLAND FIRE CREWS ASPC-Winslow plays an important role in the Wildland Fire Crew program. The Winslow Complex has one Sergeant and two Correctional Officers assigned to supervise a 20 inmate crew, from the Coronado Unit, who has been trained in Wildland Fire Fighting. In 2003, the Wild Land Fire Crew responded and assisted in handling 14 fires. Using ADC fire crews, saved taxpayers over $129,000. When the crew is not fighting fires, they work full time in conjunction with the State Land Department on thinning projects that reduce the threat of fighting fires in Northern Arizona. State Land Department officials have been very complimentary regarding the Wildand Fire Crew's excellent fire fighting abilities and the significant benefits that are accomplished by the crew's fire prevention work. This program truly benefits the citizens of the State of Arizona through it's fire fighting and fire prevention activities. BRUSH ABATEMENT CREW In 2003, the ASPC-Winslow Complex started a special brush cleaning/clearing crew which consists of two Correctional Officers and twenty inmates from the Coronado Unit. This crew was developed due to a request from Governor Napolitano to assist in reducing the fire threat in the Pine/Strawberry area. The crew began on July 2, 2003. The project was given guidance by Paul Cole the local Fire Chief from the Pine/Strawberry area. Chief Cole identified critical areas that needed to be cleaned by the brush crew to reduce the threat of fire in that area. This work crew has proved to be hard working and productive. Approximately six acres were cleared by this crew, with an approximate savings to the taxpayers of $18,195. ASPC-Tucson also had an opportunity to assist the incident
The State Land Department has requested that we expand the current inter-agency agreement by establishing two brush crews from ASPC-Tucson. The crews will eventually graduate to Wild Land Fire Crews following completion of the required training. ADC and ASPC-Douglas also have contracts with the US Forest Service and the Bureau of Land Management to provide a 12 man inmate crew. The inmates have been conducting brush abatement along the San Pedro River, the Huachuca and Chiricahua Mountains this year. The Wild Land Fire Crew consists of three officers and twenty inmates. In the past year they have responded to the following fires: 05/15/03 05/16/03 05/28/03 05/31/03 06/18/03 06/29/03 Redington Red Rock Cimarron Colorado Aspen Riggs
ADC-FY 2003
9
SAFETY AND SECURITY
During FY 2003, ASPC-Yuma began the process of creating its own Wildland Fire Crew. Among the feasible uses that were considered, was the possibility of employing that crew in bush abatement with the State Land Department. HABITAT FOR HUMANITY In FY 2003, ASPC-Tucson enhanced the inmate labor resources to include a crew for site built homes. Additionally, Habitat for Humanity entered into a contract to compensate ADC for the staff supervision of an additional crew. LEWIS OPENS NEW UNIT ASPC-Lewis activated Rast Unit on May 11, 2003. The activation of 350 Level 2 beds was a major event for the entire complex and impacted the entire agency by providing much needed relief from the bed space crisis. The opening of Rast had a tremendous effect on the complex because after sitting idle for almost three years the unit had to prepare to house inmates in only two weeks. This was accomplished with assistance from maintenance, food service, warehouse, personnel, medical, and administrative staff from other units within the complex. FLORENCE CANINE UNIT HELPS CAPTURE SUSPECT In December, the ASPC- Florence canine unit was called to assist the Pinal County Sheriff's Office in a search for a homicide suspect who had bailed out of his vehicle and had shot at sheriff's deputies after a long, high-speed vehicle chase. During the third day of the manhunt, the homicide suspect was observed attempting to carjack a vehicle on State Route 60 near Florence, Arizona. A combined force of Police and Correctional Officers along with Woody, a trailing hound, were close to the scene and responded to the call. The ADC hound team trailed the suspect for more than five miles. Woody led the arrest team to the suspect. Who was found completely concealed in thick vegetation. The suspect, armed with a semiautomatic MAC 10, was taken into custody by the Coolidge Police Department. DOUGLAS MARICOPA UNIT BEGINS TENTS PROJECT The Maricopa Unit tents were approved for construction on April 17, 2003. The tent unit anticipated completion for inmate occupation by July 30, 2003. The approximate cost of rebuilding the tents will be $116,000 dollars.
Yuma Heads up Pilot Project In FY 2003, ASPC-Yuma began piloting a program at the Level 4, Dakota Unit to optimize program participation by Level 4 inmates. For example, providing a sack lunch to level 4 inmates is a way in which staff and other assets have been freed up. This resulted in dramatic increases in program participation and available program offerings for our Level 4 inmates. The pilot is currently under review for approval as a permanent operational practice at the Dakota Unit. It may also have application for other custody levels.
10 ADC-FY 2003
SAFETY AND SECURITY
STA F F SAFETY ISSUES EXPLORED IN DEPTH Historically, ADC made staff safety concerns a major priority. In FY 2003, even greater emphasis was placed on the issue as more effort was made in looking at the longer-term patterns in this area. FBI researchers identified, including: formulating action plans developed from practical and realistic training situations faced by correctional staff, rather than simply reacting to offender behavior. There are contact procedures in place that include: responses when encountering individual or multiple offenders, outdoor/indoor settings, escape/evasion routes, and delaying contact until staff support is available. Incarceration alone contributes to staff assaults, but so does gang membership, younger, more violent inmates, increased lack of respect for authority, use of drugs/ other intoxicants, the recent death of a family member, or threats and intimidation from inmates. Paying close attention to events and environment is a useful warning system. Inmate assaultive behavior cannot be accepted as part of the job. Successful curbing of assaults in the inherently dangerous prison setting can be achieved through regular and realistic training at the academy and in-service training. "What if" scenarios for correctional staff offer a number of practical solutions. Law enforcement professionals have learned this lesson well. Training in personal safety, awareness and observation, the benefits of physical conditioning, and resolving personal or job stress are critical. Identifying, monitoring and controlling security threat groups - prison gangs - is one of the most effective security plans for preventing assaults on staff. The safety of correctional staff while supervising inmates is not an option. Rather, it is now a requirement.
As inmate populations in adult institutions have continued to grow, violent assaults on staff have also increased proportionately. Police and correctional managers are identifying methods of preventing staff assaults, and recognizing the nature of assaults is important. An FBI study identified operational procedures and training issues that can improve police officer safety. The FBI identified the relevant topics of such things as facing a drawn gun, traffic stops, approaches to motor vehicles, officer frame of mind, attentiveness to surroundings, searches, and first aid. Many of these procedures and training issues can be applied to improving safety for correctional staff as well. The same FBI researchers have described ways to prevent staff from becoming victims of fatal assault. The FBI reports that from 1990 to 1999, 75 percent of officer casualties occurred within a 10-foot radius of the offender, in what is called "the killing zone." Officers are cautioned to be wary of placing themselves in this hazardous zone where fatalities occur. This same "zone" applies to correctional staff as w e l l as many of the other positive, in-depth recommendations for police. ADC training at COTA includes subjects in many of the same critical issues that
ADC-FY 2003 11
SAFETY AND SECURITY
PRIVATIZATION BUREAU ADC currently contracts with two private prison companies: the Correctional Services Corporation (CSC) and the Management & Training Corporation (MTC). CSC owns and operates the Arizona State Prison (ASP) Florence West and ASP - Phoenix West. They also operate the Newton County Correctional Center located in Newton, Texas. MTC owns and operates the Marana Community Correctional Treatment Facility (MCCTF). COCONINO COUNTY JAIL BEDS A new agreement between ADC and Coconino County Jail for another year to house up to eighty-eight adult male inmates in the Coconino County Jail was executed. ADDITIONAL PRIVATE BEDS The existing contract between ADC and Newton County Correctional Facility to house 624 adult male inmates, was extended for Fiscal Year 2004.
Activation Date 10/07/1994 Initial Contract Term 10/06/2000 10/06/2010 ASP-PW (Phoenix West) 04/11/1996 07/25/2002 ASP-FW (Florence West) 10/01/1997 10/24/2002 07/25/2002 07/25/2012 10/29/2002 10/29/2012
1,400 PRIVATE DUI BEDS Management & Training Corporation (MTC) is the successful contractor for the 1400 adult male, Driving While Under the Influence (DUI), Levels Two and Three. The "Offer and Acceptance" was executed on May 9, 2003. The 1400 DUI facility is located in Kingman. The developer of the correctional project is Mohave Correctional Properties, LLC (MCP), a subsidiary of Dominion Correctional Properties of Edmond, Oklahoma. This contract is pending on the issuance of a "Notice to Proceed" by ADC.
Private Prison MCCTF (Marana)
Inmate Type Substance Abuse and General Population (GP) Temporary Substance Abuse DUI Temporary DUI DUI RTC (Return to Custody) Temporary DUI & RTC
Capacity 450 50 400 50 400 200 150 88 624
P e r Diem Rate $43.54 $22.30 $43.77 $29.99 $40.55 $39.95 $24.13 $49.44 $38.25
Coconino Jail Newton County Facility (CSC)
8/29/2002 12/03/2002
06/11/2003 06/30/2003
Temporary General Population Temporary General Population & Foreign National
12 ADC-FY 2003
INMATE PROGRAMS
GOAL 2: To provide programming opportunities and services for inmates including work, education, substance abuse and spiritual access.
ACI BENEFITS EVERYONE
Many inmates enter prison lacking the basic job skills and work habits necessary for success. Through its diverse operations and programs, ACI provides inmates with the chance to learn marketable job skills, to develop a sound work ethic, and to experience self-confidence and pride in their work. By providing a work environment similar to that which is found in free society, ACI work programs offer inmates the opportunity to acquire the knowledge and behavior necessary to return to the community as lawabiding and productive citizens. Inmates accumulate mandatory savings from their wages to further assist them with their transition back into society.
ial assistance, special inmate programs, and mandatory savings. During FY 2003, ACI employed an average of 1,524 inmates in more than 40 different ACI operations and activities throughout the state. Wages earned by ACI inmates are subject to a variety of mandatory deductions and withholdings, depending upon the specific kind of work program and the amount of wages earned. For example, a number of ACI inmates must pay all federal and state taxes; forfeit 30 percent of their wages to offset the cost of incarceration; pay victim compensation or restitution; provide financial assistance to their dependents; assist in paying the expense of special inmate programs; and contribute to inmate savings accounts. During FY 2003, ACI inmates earned more than $5,000,000 from which $1,492,076 was collected and distributed. Gross FY 2003, revenues for ACI operations totaled a p p r o x i m a t e l y $19,000,000 and produced approximately $1,000,000 in net income. In addition to maintaining debt-free operations, ACI operations also contributed directly and indirectly to the economy of Arizona through expenditures for materials, supplies and outside services totaling nearly $14,600,000. Staff salaries alone amounted to $4,000,000 in demand for goods and services. ACI expenditures also resulted in the additional indirect economic impact including the creation of 351 new jobs and a corresponding demand of $16,400,000 for additional goods and services.
Prison industries work programs also assist prison administrators in the day-to-day management of the institutions. Because ACI positions are the most desirable and highly sought after jobs within the prison system, assignment to an ACI job is perceived as a privilege that inmates must earn and maintain. These jobs serve as a major incentive for inmates to comply with institutional rules. Because ACI is a fiscally self-sufficient division of ADC, it operates without any financial support from the taxpayers of Arizona, operating entirely on revenues generated by its businesses and related activities. Additionally, ACI provides for substantial contribution from inmate wages to be used for such purposes as taxes, restitution, dependent financ-
ADC-FY 2003 13
INMATE PROGRAMS Study Shows ACI Works
ACI
INMATES ARE LESS LIKELY TO RETURN TO PRISON THAN OTHER INMATES, SAVING TAXPAYERS MILLIONS OF DOLLARS
Yard, Bedding Division, License Plate Factory, and the Motor Vehicle Division Call Center, BoMax Inc. and Solar Industries. In fact, researchers applied a "recidivism risk profile" to the group to account for other risk-related factors, such as gender, ethnicity, and age. The research indicated ACI inmates in the study were even at a slightly higher risk. That doesn't mean ACI inmates are worse only that the sample of ACI inmates studied contained a few more inmates with a higher risk factor compared with those found in the general population.
ACI employees have always held a strong belief that ACI work programs have a positive influence on inmates' lives in the present and the future. Now there is statistical proof that ACI programs really do make a difference. In a major recidivism study completed by the Department's researchers, it was reported that inmates who participate in ACI work programs during their incarceration are much less likely to return to prison. The study followed 16,134 inmates released from ADC between 1994 and 1995 for eight years. From the sample, researchers discovered only 34.5 percent of ACI inmates returned to prison, while 55.2 percent of inmates who had not participated in ACI work programs came back.
RISK FACTORS
ADC maintains thousands of inmate records, and from those files, researchers collect and document information in a database on numerous inmate characteristics. Eventually patterns emerge for example, inmates with a prior commitment history have a higher chance of coming back, therefore they have a higher "risk factor." Using "risk factors" established over years of examining inmate releases and recommitments, researchers can make statistical assumptions on an individual, or group of inmates, about the probability or likelihood of them returning to prison. When released ACI inmates were compared with other released inmates with similar risk factors, ACI inmates were 39.6 percent less likely to recidivate than inmates who do not participate in ACI work programs. As a final step in the study, researchers were able to calculate the number of inmates who would not return to prison as a direct result of their participation in ACI work programs from a total of 10,171 inmates who had worked in ACI work programs and were released from ADC over the 10-year period between 1993-2002. Researchers determined that 2,149 fewer inmates would
return to prison as a direct benefit of ACI, with a resulting savings to taxpayers of more than $122 million dollars.
ACI INMATES LOWER RISK
Some might argue because ACI inmates often work outside the institution they are a lower risk. True, inmates who work beyond prison walls are minimum security, but they only make up one segment of ACI's inmate participants. Many ACI owned-and-operated enterprises utilize inmates with higher security levels, such as the Metal Fabrication
14 ADC-FY 2003
INMATE PROGRAMS
Women Living Free Transitional Program
In FY 2003, a new program, Women Living Free Training Program (WLF), was introduced at ASPC-Perryville. WLF provides incarcerated women with the resources necessary to transition from prison life to living successfully in society. The Women Living Free Transitional Program is designed to reduce the recidivism rate of incarcerated women by educating newly released female inmates on how to lead self-sufficient lives within the laws of society and by maintaining a resource center that provides essential life skills, values and ethics. The resource center will have case managers who will help the released women find jobs, and have a 24-hour supervisory staff that will cooperate with parole and probation officers. the released women act as mentors for newly released inmates. To be eligible for the WLF program, female inmates must be enrolled in the ADC educational program. A General Equivalency Diploma is required in most cases. The program begins with an assessment of each individual provided by the Department, and then a transition manager and the inmate draft a plan for the inmate's successful future. "These women need our help. Since leaving prison, I tried to call friends who had been freed and discovered that most of them were back behind bars," said Bucher. The Women Living Free Transitional Program fulfills a need. There was no program available in Arizona to aid released female inmates during the re-entry process. To become successful, these women need guidance, support and nurturing during the initial months after release. A successful re-entry is often the deciding factor as to whether women become productive members of society or return to the crimes that lead to their incarceration. To provide services to female inmates for free, the program's cofounders, Bucher and Dunstone, obtained grants and donations from organizations and companies to fund the program. During the first year of the program, while still incarcerated, female inmates participate in several phases of WLF that include: Life Scripting conducted by Virginia Dunstone, Job Readiness taught by Arizona Women's Education and Employment, Inc., Substance Abuse and Addictions administered by Arizona Behavioral Health Services, Integrated Holistic Health Care, conducted by Arizona Integrated Medicine Clinic, Domestic Violence conducted by the Arizona Coalition Against Domestic Violence and Family Reunification conducted by select therapists.
About a year ago, Tracy Bucher, co-founder of WLF and a former ADC inmate, and Virginia Dunstone, a therapist who helped Bucher turn her life around while she was incarcerated , contacted the Department with their proposal and received approval to introduce the program. The program requires female inmates to make a threeyear commitment, one year of programming in prison and two years in the community. During the first year of the community portion of the program, the released female inmates are assisted by case managers, to a resource center and group home facility. In the second year of the program,
ADC-FY 2003 15
STAFF RECRUITMENT AND RETENTION
GOAL 3: To increase recruitment, retention and development of staff.
PRE-SERVICE ACADEMY
During FY 2003, 1206 new Cadets began the Correctional Officer Training Academy (COTA). Of these, 982 Cadets graduated and were assigned to prison complexes in FY 2003. Additionally, 41 Detention Officers from Cochise, Coconino, La Paz, Navajo, Santa Cruz and Pinal Counties completed the Academy curriculum and received POST certification. The graduation success rate increased to 81% in FY 2003 as compared to 71% in FY 2002.
COMPUTER CENTER
COTA's fifteen station computer center was developed to enhance in-service training opportunities. The computer center is employed for STARS (Statewide Training and Refistration System) training, Introduction to WORD programs and also integrated into the Correctional Officer III Academy with access to the Adult Inmate Management System (AIMS).
CURRICULUM REVIEW
A comprehensive review of the Academy operation and curriculum had not been completed since 1992. COTA staff completed a comprehensive review of all protocols, operational procedures and lesson plans. With the assistance of work teams from Prison Operations, the curriculum was reviewed to determine changes in policy and procedure, improvements in technology and physical plant changes. The lesson plans were revised and new information developed to make the Academy curriculum up-to-date. COTA staff revised the Operational Manual, reorganized the Academy, and submitted these changes to Arizona POST. All revisions were included in an update of information regarding the academy on the internet.
GUEST HOUSING
COTA initiated a cost saving program to house guest staff participating in training and meetings at the facility. Several rooms were converted to motel quality to accommodate overnight guests. The Department began utilizing the facility for state-wide meetings and training opportunities which require staff to stay over night. Two benefits emerged from this program. First, many meetings and training opportunities were scheduled that otherwise would have been cancelled due to budget limitations. Additionally, a net savings of $212,497 in travel costs for FY 2003 were realized. Additional savings for other law enforcement agencies totaled $22,376. Agency travel savings include overnight accommodation for Academy instructors, inservice training opportunities, staff meetings, specialty training for K-9 and agency recognition program. The Academy hosted two training academies for ADOT Motor Vehicle Division, Limited Peace Officer Training. And, for the second year, COTA welcomed a group of young people who were taking part in the highly acclaimed weeklong program: Drug Education For Youth (DEFY).
T-1 PHONE TECHNOLOGY
In order to enhance the overall effectiveness of the Academy operation, two T-1 lines were installed; one for VOICE and the second for DATA. These upgrades allow for enhanced communications and increased access for computer training.
INTER-GOVERNMENT AL AGREEMENTS
COTA established Inter-Governmental Agreements (IGA) with Coconino, Cochise, Pinal, Santa Cruz, Navaho and La Paz Counties to train Detention Officers. During FY 2003, 41 Detention Officers graduated from COTA. The benefits of this agreement include: more efficient use of
16 ADC-FY 2003
STAFF RECRUITMENT AND RETENTION
the facility space; savings to the counties for training; ADC Correctional Officers becoming familiar with county detention operations; and County Detention Officers who supervise ADC inmates are exposed to ADC policy and procedures. data, at the touch of a key. STARS is in use by all Department Training Officers to record training accomplishments by Department staff prescribed in the annual Training Plan. Training data maintained in the centralized STARS database is available for viewing by the employee, supervisor, and Training Officer. Accurate training documentation is a critical element in defending against liability claims.
ADCOM
The Department implemented ADCOM the ADC Orientation Manual to maximize new employee, volunteer, contractor, and intern productivity while still providing the comprehensive base of knowledge needed to work around inmates. Employees and non-ADC personnel work through a detailed self-paced workbook with their supervisors during their first week on the job. After they have had some experience, many attend a classroom session where they can meet other newer employees and ask questions. All required subject matter is addressed - either in the workbook, the classroom session, or in other modules that may be required because of their specific job assignment.
IN-SERVICE ACADEMIES
ADC offers an impressive array of in-service management and leadership academies to challenge and develop employees' skills. The Correctional Officer III and Sergeants' Leadership Academies offer practical skillbuilding activities specific to those job specifications, while the Professional Development Program focuses on skills needed for the first-time supervisor. A Correctional Administrators Academy was implemented this year to enhance the skills that Deputy Wardens and employees of similar rank will need as they move along their career paths. Developed under a grant from the National Institute of Corrections, this academy was subsequently adopted for use at the National Corrections Academy in Boulder, Colorado. A Correctional Managers' Academy is now under development, which targets mid-level employees who need to improve critical thinking, interpersonal, and management skills prior to promoting to Deputy Warden. ADC's full range of academies is effectively preparing its employees for the challenges of correctional management.
EXPANDED IMS
In response to a need for concise, targeted training for mid to-upper-level correctional managers on implementing ADC's Incident Management System, an intensive handson course was developed. After being presented to existing correctional administrators and managers, the course is scheduled to be incorporated into the Correctional Managers Academy. Participants will actually run emergency simulations, then critique their own responses.
STARS
In January 2003, ADC migrated over one and one half million training database entries into STARS which is managed by the Arizona Government University. When fully implemented, STARS will allow retrieval of training
ADC-FY 2003 17
STAFF RECRUITMENT AND RETENTION
TRAINING TOPICS DEVELOPED IN RESPONSE TO EXTERNAL/ INTERNAL STIMULI AND ADC NEED
Regardless of how self-contained an agency may appear, external events often have a strong influence on operations. In response to the growing terrorism threat, ADC is developing a comprehensive plan of cooperation with outside law enforcement and health agencies. Training is a critical part of that effort. Additionally, training was used during FY 2003 to reshape the Department's philosophy regarding the use of force. Working with a TQM Group, a specialized training curriculum and video was developed to ensure all staff know the Department's Use of Force continuum and its policies on lawful use of force in a prison setting. To support a statewide educational effort, training regarding the Domestic Violence issue was revamped and is scheduled to be featured again in next year's training slate for all employees. Community and Transition Program. The tape entitled Basic Fire Extinguisher Training won second place in the American Correctional Association's Video contest in the category of video produced by a correctional facility.
IACTP TRAINING SYSTEMS AWARD
For its innovative Correctional Administrators Academy, the Staff Development and Training Bureau received the Training Systems award from the International Association of Correctional Training Personnel in October 2002. This award is made for new training that impacts entire programs or systems.
INCREASING USE OF CBT AND SELF-PACED TRAINING
Staff shortages and budgetary limitations have made it necessary to "think outside the nine dots" in delivering training to the Department's almost 10,000 staff. Increased emphasis is being placed on self-paced courses and direct study of management and similar books, as well as computer based training. When the Department recently converted from Corel to Microsoft computer software, self-paced training was available to get employees started right away on the new software.
VIDEOS AND AWARDS
The ADC Video Studio has a long history of award-winning work and FY 2003 was no exception. Ten tapes were produced on a wide range of topics: The Mentally Ill in Prison, Use of Force, State Employees' Charitable C a m p a i g n , Statewide, Taking Meeting Minutes (training tape), No More Victims: Overview of ADC's Sex Offender Program, Basic Fire Extinguisher Training , Ten Hours in November: Quelling a Disturbance, Endless Flow: The Increasing Numbers of Inmates Coming Through Intake, a demonstration tape of Peerless/Wesson handcuff failures, and ADC
BACHELOR'S DEGREE ON-LINE WITH WAYLAND UNIVERSITY
In response to ADC employees' need for flexible, yet affordable higher education programs, ADC has developed a Bachelor's Degree in Corrections in partnership with Wayland University. A cohort of students are attending classes taught by Masters-degreed correctional professionals. Courses are also available on line to complement any schedule.
18 ADC-FY 2003
TECHNOLOGY AND INNOVATION
GOAL 4: To improve Department operations through technology and innovation. During FY 2003, 18 major prison sites have been migrated to the ADC WAN with basic connectivity. At the end of fiscal year, two additional sites were funded for WAN expansion: ASPC-Douglas and ASPC-Douglas/Papago. This expansion is scheduled to start in FY 2004. Also during FY 2003, Network Services partnered with Community Corrections providing a WAN expansion plan for their Parole Offices. Following this plan, Community Corrections has met the initial requirement for expansion of 16 of their offices onto the ADC WAN. The expansion for the remaining offices is expected to be completed in early FY 2004.
NETWORK SERVICES
During FY 2003, Wide Area Network (WAN) capabilities were expanded at ASPC-Safford and ASPC-Ft. Grant. These expansions will benefit the Department in the following ways: Improved communication through expanded internal and external e-mail and document transfer capabilities. Improved information access through expanded internet and intranet capabilities as well as cost saving realized by the termination of local ISP accounts at the remote sites. Improved mainframe connection and transaction speeds increasing lookup and data entry efficiency and productivity. Cost savings through the reduction of long distance phone calls and travel resulting from improved. e-mail and file transfer capabilities. Cost savings through the effective elimination of outside or Contract Project Management. Cost savings through the reduction of expensive and labor intensive legacy hardware and software.
PRISON INFRASTRUCTURE UPGRADES
During FY 2003, an infrastructure upgrade was performed at ASPC-Yuma replacing their outdated equipment. This has removed network bottlenecks and improved network performance. Internet downloads are faster, connection speeds are better, and network updates can be automated. This allows more time for local network administrators to focus on other support issues.
ADC-FY 2003 19
TECHNOLOGY AND INNOVATION
In a partnership with ASPC-Florence, Information Technology (IT) has extended their internal infrastructure to the East Unit, Maintenance, Medical and Programs. Based on the WAN expansion plan, ASPCFlorence has purchased two servers and is in the process of completing the connection from North Unit Administration to North Unit Medical. They are planning further extensions to Central Unit, CB6, and South Unit during FY 2004. Working with ASPC-Safford, IT provided support to the ASPC-Safford/Fort Grant Video Surveillance Project's fiber requirements. Additionally IT improved performance on the Fort Grant Local Area Network (LAN). The fiber installation is scheduled for completion in early FY 2004. IT and ASPC-Tucson have shared expenses to upgrade their internal infrastructure. This upgrade removed all obsolete equipment and media. The newer equipment will hasten the completion of a lifecycle replacement of Servers and Desktops in the coming fiscal year. support the implementation of a Global Positioning System (GPS). This technology tracks the movementof offenders under Community Supervision.The GPS concept is appealing because it appears to be more efficient and cost-effective than the current method of offender tracking. The concept also possesses future beneficial possibilities including the sharing of information with other entities within the Criminal Justice System.
HRIS COMPUTER DEPLOYMENT
Network Services configured and deployed about three hundred computers throughout the agency to meet the minimum standard for the implementation of ADOA's new Human Resources Information System (HRIS) now scheduled for FY 2004. Each timekeeper was also provided internet access in order to employ HRIS, and to be able to access the necessary on-line training.
PRISON WEBSITES
In the fiscal year, ASPC-Tucson, ASPC-Winslow, and ASPC-Yuma all initiated development of local web links. Web Services has assisted staff at these sites with training for the conversion of Institution Orders and Post Orders to HTML format for Web posting. There are significant costs savings in both time and materials through the electronic distribution and filing of these documents. ASPCTucson converted over 300 documents to HTML format.
REMOTE CORRECTIONAL INMATE PHARMACY SYSTEM (CIPS) ACCESS
Network Services has assisted Health Services in providing a secure network connection with the Maricopa County Sheriff's Office. This allows Health Services to receive inmate prescription information when inmates transfer from county to state custody. Previously, medical staff had to physically retrieve this information from the County Jail. This e-Business solution promotes continuity of care, reduces time and travel and reduces the potential for inmate litigation.
COMMUNITY CORRECTIONS GPS
Network Services has been installing the network infrastructure at five Community Correction sites to
20 ADC-FY 2003
TECHNOLOGY AND INNOVATION
IT HELP DESK
During the FY 2003, the IT Help Desk received approximately 16,000 calls; this is a 4.5% increase over the previous year's calls. On average, 86% of these calls were resolved over the phone which is a decrease of 1% over the past fiscal year. Of those that could not be resolved over the phone, approximately 2,200 resulted in referrals for service. A general breakdown of the category of calls is as follows: Password Reset Printing Application General Information Install Hardware Call Transfer Network Management Operating System
Miscellaneous
27% 25% 12% 11% 6% 4% 4% 3% 3%
7%
PLANNING & PROJECTS
IT was a part of the Disaster Preparedness/Emergency Response TQM Committee. IT also took part in the Central Office TQM Subcommittee, which is in the process of developing three-year documents for the ADC FY 2003 Homeland Security Grant applications. IT continues to participate in the ongoing development efforts for the ADC Emergency Response Plan (ERP). IT coordinated development of the ADC Business Continuity Plan in which ADC core business processes were identified, and continuity plans were developed so that operations can continue in the aftermath of an emergency.
TELECOMMUNICATIONS
The IT Telecommunications section completed a yearlong, comprehensive audit of telecom services from vendors and ADOA, resulting in ongoing monthly savings of $31,442, plus one-time billing credits totaling $130,199. The savings were achieved by ensuring services were billed at appropriate contract rates: by discontinuing unneeded services and features: and, when feasible, by replacing services with less costly directives. These savings were used to upgrade equipment and infrastructure at all locations. In addition to the audit, IT Telecom assisted ADC business offices in researching and resolving telephone-billing problems resulting in approximately $10,000 in reduced charges.
APPLICATIONS AND DATA MANAGEMENT SERVICES
During the past fiscal year, the Applications and Data Management Unit of Information Technology undertook and completed several projects that resulted in savings of both time and money for the Department. The major items accomplished this year include enhancements to the Adult Inmate Management System (AIMS) and several administrative support systems. These items included:
ADC-FY 2003 21
TECHNOLOGY AND INNOVATION
The completion of a WEB based program that captures institutional level Management Summary information for Inmate Education. The installation of the IPP system on several institutional computers that supports the tracking of work details and other educational programs. The completion of a report for the recruiting process that is currently estimated to save over 3,000 manhours with a cost savings of $37,000 annually. The creation of an accounts payable system that monitors certain health-related invoices. This saved the agency several hours of research weekly. The creation of a browser-based system for the Finance Division that tracks and pays Federal and State filing fees and Court Ordered Restitution saving clerical time. The creation and installation of the system that allows Employee Relations and the Office of Equal Opportunity to track and document cases.
Automation and improvement of record keeping and verification of inmate bank accounts. Developed a user friendly reporting scenario that allowed the users to directly change report parameters that produce data or other specific criteria. This eliminated the necessity of contacting IT whenever these parameters needed to be modified. The addition of literacy tracking enhancements for inmates completing specific grade levels that are federally mandated. The modification of the Reclassification Profile function to pro-actively prompt other classification actions or reviews to be conducted and completed, as necessary. The installation of an electronic transfer process for inmate bank account transactions received from the Bank of America. This eliminated the handling and possible delays of processing that information. The completion of a Do Not House With (DNHW) program that alerts staff when two or more inmates should not be housed or transferred together. This process eliminated countless hours of manual research by staff.
FY 2003 saw the beginnings of a long process to identify and document the functions and business rules of our corrections business and the advent of current technology relational databases to support those functions. IT also was involved with the design, development and implementation of new staff identification cards for employees, contractors, and volunteers. In addition, IT also was responsible for the purchase and installation of sex offender equipment. The staff identification project utilized the existing photo system to create the badges. The sex offender equipment was an add-on to the exiting AFIS fingerprint system in accordance with State and Federal Statutes for sex offender registration.
22 ADC-FY 2003
INMATE HEALTH CARE
GOAL 5: To provide cost-effective, constitutionally-mandated correctional health care. Central Office staff has absorbed much of the staffing burden by performing more duties in the field, in addition to maintaining a heavy administrative workload. These efforts reduced the need for considerable overtime and temporary contracted services.
BUDGET ADMINISTRATION OVERVIEW OF THE FISCAL YEAR
The ADC, Division of Health Services continues to deliver cost- effective, better quality, constitutionally mandate health care to over thirty thousand inmates. ADC must compete for health care professionals with other governmental agencies as well as the private sector. The impact of the national shortage of nurses and other health care providers has resulted in increased personnel costs and staff turn over as increasingly more lucrative offers are made to these individuals. In addition, staff vacancies mean an increased reliance on the use of temporary employees, at a much higher cost for these services. In short health care costs continue to rise, as newer therapies, technology and revised treatment guidelines significantly impact the cost of providing health care services. Despite budgetary constraints and increased costs, the Health Services Division has been able to accomplish its mission by the use of private sector approaches such as volume purchasing, utilization review, pre-approval methodology, data collection improvements, and the increased capability to anticipate issues by the implementation of trending capabilities. The Division continues to meet its challenges while providing care to those who have been incarcerated. While budgetary constraints and staffing shortages continue to challenge the delivery of constitutionally mandated health care, During FY 2003, the Health Services Division pursued a partnership with the Arizona Heath Care Cost Containment System (AHCCCS) to qualify inmates hospitalized in certain hospitals for AHCCCS coverage. To date, the Division was able to save upwards of $315,000. The saving projections are even better in the next fiscal year. The Budget area began the task of automating its tracking and forecasting process. In this fiscal year, all inmates with high cost medical were entered in an Access database giving the Division a way of extracting high cost information needed to justify expenditures and better forecast the needs of the Division. The Division began reviewing contract renewals and new bids to determine if they fit the needs of the Division, were cost-effective, and created a spirit of competition among vendors. On many occasions in the past, only one vendor responded to our bid process. By breaking contracts down to more specific needs and deleting items that no longer applied to the contract we have been able to successfully get solicitations from numerous vendors on contracts and purchases that traditionally received responses from one vendor. By performing these reviews we have been able to save funds, such as $24,000 on our Dental Calibration contract, and the Division was able to maintain the same fees on our Dental Repair contract that we had on our FY 2001 contract.
ADC-FY 2003 23
INMATE HEALTH CARE
MEDICAL PROGRAM
In order for ADC Health Services to continue to actively pursue cost savings and cost containment at every level of operations, a system of prior authorization was developed, requiring review and approval for most scheduled (non-emergency) medical procedures and third party consultations. Recommendations from on-site health care providers are reviewed by a local facility medical committee, as well as a central office medical review board, providing assurance of medical necessity and continuity of care. This is a sophisticated assembly of equipment, T1 lines and statewide networks, which allow us to bring the specialist to the inmate, reducing transportation costs. This service allows almost every imaginable specialty consult to be provided to the inmate without the inmate leaving the facility. To date, we have eight of our ten prisons operational. Our newest one is ASPC-Tucson, installed July 2003. In the first year of service, we provided consults to 144 inmates at ASPC-Yuma. During FY 2003 we increased to1921 cases. Since inception we have provided 7,822 consults statewide. This represents 7,822 fewer inmate transports. The latest cost analysis shows savings of $150, which is quite conservative, per inmate transport for a total of $1,173,300 savings to the Department since inception. Of course there is no way to compute the most important intangibles such as; increased safety to the public and our officers. This same system allows for interactive videoconferencing for statewide meetings, reducing statewide travel. This means a savings of approximately $3,435 for one meeting of 30 staff coming from an outlying facility.
TELEMEDICINE PROGRAM
In 1996, the Arizona Department of Corrections joined with the University of Arizona, Health Sciences Center to develop the Arizona Telemedicine Program, providing statewide telemedicine health services to ADC inmates. Our first site was ASPC-Yuma. Telemedicine includes, from its simplest form, a telephone consult with a specialist, to a live, interactive encounter with the specialist, ADC physician and the inmate.
DENTAL PROGRAM
The Arizona Department of Corrections was instrumental in the development of a formal Dental Study Club. It was organized to facilitate seminars, symposia, and lectures. It is designed to update skills, learn new procedures, or treatment related to the practice of dentistry in a correctional setting. Prior to the organization of the Study Club, ADC staff often had to travel out of state for dental continued education. Subject matter experts from ADC provide training to our staff locally, thereby reducing our training cost.
24 ADC-FY 2003
INMATE HEALTH CARE
Recruitment and retention of licensed nursing staff continues to be our most difficult challenge. The Nursing Program averaged a 21% statewide vacancy rate during FY 2003, which exceeds the pubic statewide nursing vacancy rate of 16%. Our turnover rates are also among the highest in the state. Statistics charted a 44% turnover rate among ADC nursing supervisors.
PHARMACY PROGRAM
The Study Club is the first of its kind in the nation to address dental and oral health issues in corrections. It is affiliated with the Academy of General Dentistry for the provision of Continued Dental Education credits, and has offered training programs for more than 90 correctional dental staff within the past year. ADC dental staff have increased the use of Teledentistry by 39% for inmate oral surgical services. ADC dentists also managed complicated dental cases using Telemedicine for consultation with other statewide staff. The coordinated efforts of Pharmacy and Mental Health have brought about a significant cost reduction of 18.4% for FY 2003 vs. FY 2002. Development of new anti-psychotic guidelines, and systematic formulary review, has positively impacted drug expenditures for a total reduction of $358,000 in FY 2003, this cost saving occurred despite an increase in the number of mental health inmates and levels of acuity, while maintaining the same level (if not higher), and quality of care. Pharmacy and Medical Programs together have streamlined Hepatitis C guidelines and required medications for treatment. This revision projects an estimated $1.5 million in savings for FY 2004, while maintaining an approved national level of care.
NURSING PROGRAM
The ADC Nursing Program continues to spotlight Correctional Nursing as a rewarding career opportunity. During the past year, the Nursing Program established two additional interagency agreements with colleges of nursing. We currently have formalized student internships with more than 50% of the statewide nursing programs. Cochise Community College and Arizona State University, College of Nursing were added. Student nurse clinical rotations remain successful for Northland Pioneer College (Winslow Campus) and ASPC-Winslow. Thirty student nurses completed clinical rotations during school year 2002/2003. Health Services also established a Temporary Nursing Assistant program, which began in April 2003. Six prisons now employ temporary nursing assistants.
ADC-FY 2003 25
INMATE HEALTH CARE
On-going review of prescribed therapy by medical and pharmacy staff has resulted in streamlining drug regimens. The number of prescriptions has decreased 2.6% from the previous year, while the acuity and total number of inmates in the system has increased. This saving was realized despite broad increased costs in pharmaceuticals nationwide.
MENTAL HEALTH PROGRAM
Mental Health accomplished the following improvements in FY 2003, while continuing to provide costeffective, constitutionally mandated quality services:
Increased availability and use of Telemedicine for delivery of mental health services. Developed computer databases for tracking mental health caseloads and treatment. Instituted a new process for Seriously Mentally Ill (SMI) determination, that establishes not only SMI status in a manner analogous to the community, but also the mental health need levels of SMI and non-SMI inmates. In turn, standard levels of mental health service delivery have been defined according to mental health need level.
Established clinically focused groups, especially sleep, hygiene and mood management groups that provide non-pharmacological intervention for a range of typical inmate mental health issues. Developed a Dialectical Behavior Therapy Treatment protocol that includes study groups, staffings, and individual therapy at the Women's Treatment Unit (WTU). Instituted an assessment and staffing process that allows for comprehensive psychological/psychosocial assessment of inmates to determine the most appropriate course of treatment. This process has also facilitated a better integration of psychology and psychiatry staff. Created and administered psychologist peer review, clinical performance evaluation. In conjunction with Prison Operations, reconfigured Baker Ward at the Alhambra Behavioral Health Treatment Facility (ABHTF), which allowed for the creation of three new watch cells. Contingency planning was implemented to more effectively coordinate watch cell usage. Instituted a monthly mental health block-training program at ABHTF, to better train staff, and to facilitate the licensing process.
26 ADC-FY 2003
INMATE HEALTH CARE
Completed a Sex Offender Program video, which is used on a regular basis in Phase I of the treatment program. I n conjunctions with Prison Operations, constructed the Penile Plethysmograph Lab and initiated testing. Successfully relocated the Special Management Unit (SMU), Mental Health program from SMU II to SMU I. One result was an improvement in the watch cell environment. Successfully revised the admission criteria and process for Mens Treatment Unit (MTU), in conjunction with Central Classification and Prison Operations. As a result, the census has risen from an average of 120 inmates to a consistent count of 145+ (capacity is 150), maximizing capacity. industrial injuries; primary prevention education in the workplace; the bloodborne pathogen/exposure to bodily fluids; and the HIV post exposure prophylaxis program. Staffing continues to be a challenge with the Occupational Health Unit. Currently we have a vacancy rate of 27% with the Occupational Health Nurses (OHNs). The current OHNs have absorbed this workload. These efforts have avoided a negative impact on the delivery of mandated OH services. Through the auspices of the Flinn Foundation, the Correctional Public Health Program hired a case manager to conduct discharge and transition planning for inmates requiring medical treatment and services after their release. The objectives for discharge and transition planning are to ensure uninterrupted medical treatment and services, reduce recidivism due to medical illnesses, and to reduce communicable disease burden in the community. An Infection Control and Communicable Diseases Technical Manual has been developed by the correctional Public Health Program. The Video Memo: MRSA Clarification, was created for staff and inmates. So far it has won two awards. We also collaborated with the Occupational Safety Consultants and Special Services Bureau to create the video, "Handling Mail Safely" which also won an award.
CORRECTIONAL PUBLIC HEALTH AND OCCUPATIONAL HEALTH UNIT PROGRAM
The Occupational Health Unit continues to provide mandated occupational health services to over 11,000 employees. These services include, but are not limited to, medical surveillance; case management of the Department's Early Return Work Program; FMLA;
ADC-FY 2003 27
INMATE HEALTH CARE
PROFESSIONAL RESOURCES
ADC prison complexes were approved as health professional shortage areas (HPSA). Loan repayment may promote recruitment and retention of health care staff in designated "hard to fill" positions, and disciplines. These positions are now eligible for federal scholarship reimbursement programs, administered under Health Resources and Services Administration. PERRYVILLE RECOGNIZED National Commission on Correctional Health Care awarded the Perryville Complex the prestigious, "Facility of the Year" award. Perryville was selected from more than 500 correctional facilities; this was the first time that it was awarded to a women's facility. Three complexes, Safford, Douglas, and Tucson successfully completed their survey reaccreditation. No corrective action plans were required, and all were awarded accreditation for three more years. A coordinated effort between Health Services and the Office of Strategic Planning and Budgeting resulted in three complexes receiving automated external defibrillators, (AED). Equipment was provided through a federal grant in collaboration with the State Health Services Bureau of Emergency Medical Services. Since laying the foundation for this beneficial program, the Grants Office and Health Services are working towards future funding to include all complexes. ADC held an Infectious Disease conference in October 2002. Partnering with Midwestern University in Glendale, featured speakers presented antibiotic training to ADC, County Health Departments, and Federal Correctional health professionals. ADC has proactively responded to a critical public health issue by developing Chronic Hepatitis C Guidelines. The goal of these policies is two-fold: to improve health services to infected inmates, and to collect data for future planning and budgeting. Incoming inmates are now screened for the disease, and inmates are educated about all forms of hepatitis (including A & B). Inmates receive pamphlets, one on one instruction, and complex-wide closed circuit videos. Concurrent with this policy, two statewide training sessions were conducted for all health administrators and medical providers. These intensive daylong sessions were presented by Dr. Jones to promote consistency and an understanding of the guidelines. Heath Services has worked cooperatively with the ADC Office of Substance Abuse to fund positions enabling substance abuse treatment for qualified inmates receiving treatment for Hepatitis C. This is significant as it represents the development of a cross-divisional program within ADC. Professional Resources provided statewide in-service instruction on "TB Skin Test Administration, and Interpretation". This was done in continued support of quality improvement. A total of 135 staff received hands-on training, including a skin test administration by each participant, to ensure proper technique and appropriate referral. Mandatory self-study guides were developed for on-going refresher training. This year, an innovative QWL-21 project was launched to promote staff and inmate wellness. Professional Resource organized and worked with facility staff to conduct a threeday staff and inmate health fair at Yuma. A range of health and wellness topics were highlighted, ranging from displays on tobacco education to comic books describing how HIV/ AIDS is spread. Exhibits and services were provided by the ADC Health Education Program, the EXCEL Group, Cigna Healthcare, Yuma County Health Department Tobacco Program, Mobile Onsite Mammography, National Stress Station, Maricopa County Department of Public Health HIV/AIDS Program, Crossroads Mission, American Red Cross, and Arizona Healthways.
28 ADC-FY 2003
INMATE HEALTH CARE
Inmate Health Care Costs*
3400 3200 3000 2800 2600 2400 2200 2000 1900 1800 1755 1600 1990
3323 2952 3052 3177 2788 2571 2312 2160 2143 2647
2460 2277 2033 1855 2085 1927
2573
2691 2299
2788
2869
2170
1992
1994
1996
1998
2000
2002
ADC Health Cost per Inmate
Cost per Inmate at MPI Rate
ADC Health cost compared to National Index. This includes Mental Health and indirect costs.
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 ADC Health Cost per Inmate 1755 1855 1927 2085 2170 2299 2160 2143 2312 2571 2647 2810 2759 3029 Cost per Inmate at MPI Rate 1900 2033 2277 2460 2573 2691 2788 2869 2952 3052 3177 3323 3479 3623
*All costs in dollars **Medical Price Index
ADC-FY 2003 29
OFFENDER COMMUNITY SUPERVISION
GOAL 6: 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.
COMMUNITY CORRECTIONS WORKS COOPERATIVELY
The Community Corrections Division CCD is composed of the administrative offices of the Assistant Director, the Criminal Justice Support Bureau, and the Community Supervision Bureau. Both Bureaus actively integrate with the community to provide access to services for offenders and to enhance and expand partnerships with other local service, criminal justice and state agencies.
COMMUNITY SUPERVISION BUREAU
The Community Supervision Bureau oversees parole officers who supervise offenders under community supervision, including home arrest, by monitoring their compliance to Conditions of Supervision. Parole officers also conduct pre-placement investigations, make referrals for job placement, and refer offenders to contracted transitional services. An average of 75 parole officers completed approximately 14,143 pre-placement investigations and 152,774 faceto-face offender contacts.
CRIMINAL JUSTICE SUPPORT BUREAU
The Criminal Justice Support Bureau assists all levels of courts, law enforcement, and correctional/ detention agencies with offender issues. These include fugitives, sex offenders, the interstate transfer of offenders under community supervision, and/or the revocation hearing process for offenders who seriously violate Conditions of Supervision and are returned to custody. In FY 2003, the Interstate Compact (ISC) Unit processed 1,294 inmate requests for transfer of their supervision to or from Arizona. During FY 2003, the ISC Unit accepted 310 offenders from other states to be supervised in Arizona, and 491 Arizona offenders were accepted for supervision in other states. During FY 2003, the Criminal Justice Support Bureau reviewed 946 sex offender cases for the applicability of community notification, registration and/or sexually violent person laws. Of these, 498 were subject to notification and 84 were subject to registration only. Also, 158 were screened and referred for mental health reports as part of the sexually violent person referral process. Of these, 54 inmate cases were submitted to county attorneys for civil commitment proceedings and 42 were referred for civil commitment and transferred to the Arizona State Hospital.
30 ADC-FY 2003
OFFENDER COMMUNITY SUPERVISION
The staff of both Bureaus work in concert with one another to ensure due process is provided for released violators. The Board of Executive Clemency held 2,755 revocation hearings, and revoked the supervision of 2,495 offenders, or 99 percent of those cases. ADC conducted 22 revocation hearings on violators on Administrative Release or those on supervision under ISC and revoked all but one of them.
REGISTRATION OF SEX OFFENDERS PRIOR TO RELEASE FROM ADC
In February 2003, Governor Napolitano ordered ADC to register all eligible sex offenders prior to release. Many meetings were held by staff from various divisions and work units to implement this process. Beginning March 3, 2003, sex offenders who met the statutory requirement (ARS 133821) were registered prior to release. From March 3, 2003 through June 30, 2003, 285 eligible sex offenders were registered.
The intent of obtaining this equipment is to aid institutional staff in completing the process of registering sex offenders prior to release. The equipment has been purchased and was recently installed at ASPCPhoenix. DPS will provide training to institutional staff in the use of the equipment.
ARIZONA CRIMINAL JUSTICE COMMISSION GRANT AWARD
On March 27, 2003, ADC was awarded a federal grant through the Arizona Criminal Justice Commission (ACJC) to purchase Live Scan fingerprinting equipment. The goal was to reduce the intensive labor needed to complete the "ink and roll" method of fingerprinting, improve the accuracy of fingerprints, and eliminate the manual transfer of fingerprint cards.
FUGITIVE WEBSITE
In March 2003, a new page was created and added to the Inmate Data Search section in the Department's Media Public Relations Website entitled "ADC Fugitives." This web page was a result of collaboration between CCD Fugitive Services, IT and Media Relations. The web page is divided into two sections: absconders from community supervision and escapes from prison confinement. The Fugitive Services Unit is responsible for the input of information into the AIMS system which automatically updates the website. The website is accessible to the public as well as ADC employees.
INTERSTAT E COMPACT FOR ADULT OFFENDER SUPERVISION (ICAOS)
The Interstate Compact for Adult Offender Supervision has regulated the transfer of adult parole and probation supervision across state boundaries since
ADC-FY 2003 31
OFFENDER COMMUNITY SUPERVISION
1937. In 1998, a partnership was established between the National Institute of Corrections (NIC) and the Council of State Governments (CSG) to develop and facilitate a team responsible for designing a revised Interstate Compact. On May 30, 2002, Governor Hull signed the new Compact into law. As a result of the new Compact, a National Commission was established to provide guidance to member states on the implementation of this Compact. In addition, each member state is required to establish a state council to provide the oversight of the Compact within that state. The state council in Arizona has not convened since the passage of the new law. Due to the election of a new Governor, changes in the legislative body, and the retirement of Director Stewart, convening of the state council was placed on hold. The establishment of a state council will occur by the end of 2003.
ized procedure resulted in an approximate savings of $120,000 during Fiscal Year 2003 without diminishing public protection.
CONSOLIDATION OF PAROLE OFFICES
The CCD has consolidated three Tucson parole offices into a single office. The Southern Arizona Regional Parole Office supervises three regional parole offices located in three outlying counties. The office consolidation occurred in response to the State budget deficit.
REPLACEMENT OF COMPUTER EQUIPMENT DIVISION-WIDE
The CCD is in the process of replacing antiquated computers. The new systems are designed to support the telecommunication requirements of an efficient and modern community corrections operation. The innovations were funded by the savings realized from standardizing the urinalysis process.
REVISION OF OFFENDER URINALYSIS PROCEDURE
The CCD revised the offender urinalysis procedure in response to the state budget deficit. The revised, standard
32 ADC-FY 2003
LEGAL ISSUES INTERNET BAN
Three website hosts brought an action seeking to enjoin ADC from enforcing Arizona statutes prohibiting inmates from communicating with communication service providers. On December 9, 2002, Judge Carroll from the United States District Court, District of Arizona, entered a preliminary injunction prohibiting ADC from enforcing the statutory ban on communication by inmates with internet computer services. Judge Carroll ultimately ruled the statutes unconstitutional. As a result, ADC completely expunged the records of inmates disciplined for violating these statutes.
TAYLOR/YANICH V. STATE
In 1972, the State entered into a consent decree allowing a judgment to be entered regarding ADC's disciplinary procedures. On October 1, 2001, a settlement agreement was reached between the parties in which ADC agreed to make and keep in place for 12 months two policy changes in exchange for dismissal of the 28 year old injunction. On November 15, 2002 ADC was free to modify its disciplinary policy. The TQM group has been meeting for several months to prepare modifications to the policy.
WHITMIRE V. STATE
Inmate Whitmire filed a lawsuit against ADC alleging that ADC policies discriminated against homosexuals because the policies prohibited same-sex demonstration of affection (hugging and kissing) that heterosexual inmates and their visitors were allowed. In January, 2003, ADC modified its policy to eliminate this prohibition.
ADC-FY 2003 33
LEGISLATION
SEX OFFENDER REGISTRATION MADE MANDATORY
SB 1088 was signed into law on April 7, 2003. This bill made mandatory what had been an optional authority to implement the registration of sex offenders before they are released from prison. The bill has a delayed effective date of December 31, 2003, but the Governor ordered that the bill be implemented immediately.
LAW ENFORCEMENT OFFICERS TO BE REPRESENTED
SB 1338 was signed into law on May 7, 2003. This bill allows for representation at an interview which the employer believes may result in the dismissal, demotion or suspension of a law enforcement officer who is summoned to an employer interview . This bill does not apply to routine course-of-duty interviews, informal discipline or if conducted in the course of a criminal investigation.
PROCUREMENT CODE EXEMPTION REPEALED
SB 1196 was signed into law on April 17, 2003. This bill repealed ADC's exemption from the procurement code for the purchase of food commodities and inmate store goods. This bill will be effective on September 18, 2003, the general effective date for legislation.
DRUG OFFENDER TRANSITION PROGRAM ESTABLISHED
SB 1291 was signed into law on May 26, 2003. This bill mandates that ADC establish a drug offender transition program to provide services which may include assistance with: employment placement, job training placement, finding housing, food or treatment services, health care, and mentoring. This bill applies to drug offenders with more than six months left on their sentence to be served and does not apply to inmates who have also been convicted for certain offenses, including violent crimes, arson and sex offenses.
34 ADC-FY 2003
EMPLOYEE AWARDS
MERITORIOUS SERVICE AWARD
In recognition of duty performance exceeding the normal demands of the Department while demonstrating an exceptional degree of good judgement, initiative, and competence
Steven Arvallo Antonio Baca Harold Barrett Ramon Billyard Judith Brooks James Cain Laura Castleberry Mario Diaz
Jeffrey Hrdina Michael Mallett Jesus Moreno Stephen Nettles Terrence Noon Christopher Orthmann Richard Santiago Danny Smith
Valerie Stearns Elsie Stowell John Theisen Carolyn Walker Daryl Whipple Michael Williams
DIRECTOR'S UNIT CITATION AWARDS
For a Department unit or group of employees for outstanding achievement or extra effort in the attainment of organizational goals or objectives CISD Team, ASPC-Florence Cocopah Unit, ASPC - Yuma Complex Security, ASPC-Yuma Coronado Unit, ASPC-Winslow Maintenance Department, ASPC-Phoenix Manzanita Unit, ASPC-Tucson
ADC-FY 2003 35
EMPLOYEE AWARDS
QUEST AWARDS
For employees who demonstrate excellence in their duties in a way that clearly reflects uncommon commitment to quality and excellence through initiative, diligence, and service Richard Abrigo Maggie Adams Mary Alcoverde Edward Alonzo Alan Amstutz Charles Baber Evin Bailey Danny Bailon Evan Barkman Helen Barreras Carmen Barry Marguerite Bousley Johnnie Bowman Carol Breton Stephen Briones Bruce Brodie Colonel Brown Frank Brown Stacey Burgos George Coleman Joan Collins Shane Cook Charlotte Cooper John Cowan Kimberly Currier Christopher Dempsey Rex Dilyard Pete Esqueda Joe Estrada Vincent Estrada Deborah Ferguson Kyle Fouts Steve Fowler Lisa Garbarino James Gardner Daniel Gil Arthur Gooch Gregg Gordon Delores Gray Randy Guice Heather Hadden Gayle Hamilton Alexander Han Betty Hathaway Rebecca Hauser Derek Hollroyd Everett Hull James Hummer Steve Hyland Terri Jacks Richard Jaquez Jeanette Johnson Joseph Koolick Betty Kotob Michael Kozda Lana Knuckey Randi Lewis Martha Macias Faviola Maria Salvador Martinez David Matthews Jason Maurry Betty McCormick Esther Mendez Jason Mess Julie Morrissey James Nelson Francisco Noriega Veronica Ochoa Jim Owens Carolyn Patterson Shannon Peck Jeri Pepelnjak Jacquelynn Pershing Brenda Pogue Paola Reyes Aaron Reynolds Bryan Rhein D. J. Ridgley Lisa Rivera Becky Rodriguez Joseph Rojas Ricardo Rojas Michael Romant Michael Rubi Daniele Russell Kimberly Salas-Hangen Aniz Salcido Jose Salgado Oscar Salias Raymond Schmucker Bruce Shiflet Brenda Smith Dorinda Smith Ted Smith David Staats Terrison Stewart John Stutzman Lisa Svoboda Chad Taylor Rebecca Taylor Terrance Taylor Gabriele Tolliver Shephen Tomak Norman Twyford Kenneth Vance, Jr. Lidia Vargas Grace Vasquez Ricardo Villa Kenneth Waldridge Teresa Walton Robert Watson Tracy Wilson Mary Wojtysiak Thomas Wronekl, Jr. Constance Yates Oscar Yonnie Steven Youngkrantz
36 ADC-FY 2003
EMPLOYEE AWARDS
LIFESAVING AWARDS
For acts that result in saving or preserving the life of a person who would otherwise have died without direct action by the rescuer Lanetta Atkins Edward Ballance Paul Smith Christopher White
COMMUNITY SERVICE AWARDS
For non-duty acts that involve heroism in the face of danger, preservation of another's life, or other significant acts of selflessness in support of community peace and public welfare, which reflects positively upon the Department Rodlofo Acosta Henry Barraza Juan Herrera Christopher Lillywhite James McElhenny
SPECIAL RECOGNITION AWARDS
Special recognition given by the Director for other unique and special achievements and accomplishments James McFadden, Warden, ASPC-Lewis Glen Parin, Warden, ASPC-Tucson Daniel Vannelli, Warden, ASPC-Winslow Pamela Vannelli, Correctional Officer IV, ASPC-Winslow Statewide Gleaning Project, ASPC - Perryville Habitat for Humanity, ASPC - Tucson
RECOGNITION AWARDS BY FACILITY
Administrator of the Year Scott Yates, ASPC - Tucson Correctional Officer of the Year (Programs) Gail Scherr, Correctional Officer III, ASPC - Tucson Correctional Officers of the Year (Security) Jorge Rosado, Correctional Officer, ASPC - Tucson Denise Madrid, Correctional Officer, ASPC - Tucson Supervisor of the Year Betty Rehusch, Sergeant, ASPC - Tucson
ADC-FY 2003 37
EMPLOYEE AWARDS
LENGTH OF SERVICE AWARDS
Thirty Years
Ronald Brugman Richard Cleland Penny Collins Dennis Hunt Robert McNew R.T. Trevillyan Jr.
Twenty-Five Years
David Alvarado Terry Behm Michael Durham Sharon Goodwin Lydia Johnson Antonio Jurado Charles Lopez Jimmie McClellan Linda McWilliams Donna Peterson Gary Romines Charles Russell Charles Smith Alexander Wagner Jr. William White
Twenty Years
Frank Alford Donald Baker William Baker Willard Barlow James Burns Jose Cardenas Francisco Corona Timothy Crowley Ellen Danser Michael Dominiak Glenn Few Daryl Fischer Edward Fiser Gregory Fizer Margarita Flores Tommy Gallegos Bruce Gregory Evangelina Grubbe Dennis Harkins George Harris Henry Harwell Michael Hasson Deborah Hegedus Steven Heliotes William Higginbotham Timothy Hilling John Kelly Robert Kurtz John Larkin Christia Loughran Thomas Lyerla Milton Mahler Victor Malkin Gordon Marquart Donna L. Marshall Ernest Melcher Edward Mihal Ray Miller George Miner Charles Moorer Ted Morris Marv Moses Cindy Neese Robert Olding Glen Parin Michael Reichling Barbara Ribbens Constant Rodriquez Jr. Sharon Rogers Inez Ross John Rupp Jr. Patricia Sanders Linda Saxon Gail Scherr Nancy Schoemig Gillam Scogin Sonja Sickler Steve Sloboda Gloria Smith William Smith Robert Soop Cynthia Spafford Harold Staweke Perry Steadman Terry Stewart Carol Strub Malcolm Thomas Jr. Duane Ulrich Daniel Vannelli Javier Vega Dorothy Vigil Carlos Weekly Richard Westervelt Joseph Will William Wood
38 ADC-FY 2003
EMPLOYEE AWARDS
AWARDS BY OUTSIDE ORGANIZATIONS
Best in the Business
Eva Reynolds Martony The American Correctional Association
Agency Narcotics Detection Awards
ADC Northern Region 1st place and ADC Southern Region 2nd place The 13th Annual Tucson Area Police Canine Trials
Individual Narcotics Detection Awards
Patrick Eville, Rebecca Moore, and Richard Parmer: The 13th Annual Tucson Area Police Canine Trials
Outstanding Service Award
Chaplain Mike Linderman: Phoenix Elks Lodge-Law Enforcement and Fire Department
Awards of Merit
Ruth Ann LeFebvre and Scott Anderson: Media Communications Association Annual Video Festival Awards
Sergeant Mark Dwyer Award and Sworn Reserve Officer of the Year
Bob Gilbert: Department of Public Safety
Gold and Silver Medals
Kevin Curran, Marty Hensley, and Angie Robideau: Arizona Police Games
Prominent Recognition
Arizona State Prison Complex Winslow Wildland Fire Crew: The Canadian Public Broadcasting Corporation
Heroic Recognition
Rodolfo Acosta Tucson Police Department
ADC-FY 2003 39
INMATE CLASSIFICATION/CUSTODY LEVELS
ADC inmates are placed in facilities that are matched to the individual inmate's degree of Institutional Risk (of disruption to the safe, secure and orderly operation of an institution) and Public Risk (of violence and escape). Inmates are assigned Institutional Risk (I) Scores and Public Risk (P) Scores, which are then matched to facilities. Inmates may be placed temporarily or permanently in an institution with capabilities that exceed the inmate's P and I Scores, if necessary, but they may not be placed in a lower-level facility. The inmate classification levels are described in general in the following chart.
Requirements Type of inmate Levels 1 and 2 Those who present a minimal institutional and/or public risk Level 3 Those who present a moderate institutional and/or public risk
For Level 1 facilities, perimeter may be a line of demarcation establishing the institutional boundary with no containment necessary Level 2 requires at least a single fence, which serves as a line of demarcation and is necessary for the explicit enforcement of rules, but is not intended to function as a physical barrier by itself A few rooms for short-term confinement
A double-fenced perimeter At least two independent methods of observation, including an intermittent perimeter patrol; may include a combination of direct observation from internal posts and electronic monitoring systems Capable of securing an inmate with double occupancy at night Capable of securing an inmate in a single cell, as necessary
Minimal internal controls Moderate level of control Housing Programs Dormitories, multiple-occupancy rooms or individual rooms All inside programs and work assignments Does not exceed dormitories, multiple-occupancy rooms or cells All inside programs and work assignments
Requirements Type of inmate Security
Level 4 Those who present a substantial institutional and/or public risk A double-fenced perimeter At least two independent methods of observation, including an intermittent perimeter control; may include a combination of direct observation from internal posts and electronic monitoring systems Capable of securing an inmate with double occupancy at night Capable of securing an inmate in a single cell, as necessary
Level 5 Those who present a severe institutional and/or public risk A double-fenced perimeter At least two independent methods of observing the perimeter, which is typically in sight-line of a main tower Have a continuous perimeter patrol capable of apprehending an escapee Capable of securing inmates within units at night and any time necessary Capable of securing an inmate in a single cell, as necessary
Substantial level of control High level of control Housing Each cell must be capable of containing an inmate who makes consistent and continuous efforts to disrupt institutional order and discipline; does not exceed double-occupancy cell Limited program access Each cell must be capable of containing an inmate who makes consistent and continuous efforts to disrupt institutional order and discipline Limited program access
Programs
40 ADC-FY 2003
INMATE CLASSIFICATION/CUSTODY LEVELS
DESIGNATED CAPACITY BEDS BY CUSTODY LEVEL COMPARED TO INMATE CLASSIFICATIONS
M ALE INMATES
Level 2
Designated Beds 8,283 Inmates Housed This Level 9,731 Difference # (1,448) % (15%) 8,429 Designated Beds
Level 3
Inmates Housed This Level 10,131 Difference # (1,702) % (17%)
Level 4
Designated Beds 4,811 Inmates Housed This Level 4,916 Difference # (105) % (2%) 2,957 Designated Beds
Level 5
Inmates Housed This Level 3,364 Difference # (407) % (12%)
FEMALE INMATES
Level 2
Designated Beds 1,366 Inmates Housed This Level 1,495 Difference # (129) % (9%) 576 Designated Beds
Level 3
Inmates Housed This Level 576 Difference # 0 % 0%
Level 4
Designated Beds 290 Inmates Housed This Level 303 Difference # (13) % (4%) 216 Designated Beds
Level 5
Inmates Housed This Level 225 Difference # (9) % (4%)
ADC-FY 2003 41
PRISON FACILITIES
ASPC-DOUGLAS OPENED 1984
Units and Security Level Gila: 2/males Maricopa: 2/males
GREG FIZER W ARDEN
Mohave: 3/males Papago: 2/DUI/males
Designated Capacity: 2,200 Population: 2,254 Percent Occupied: 102% Budgeted Staff: 675
ASPC-EYMAN OPENED 1992
Units and Security Level Cook: 3/males Meadows: 3/males Rynning: 4/males SMU I: 5/males SMU II: 5/males SMU II - minors: 5/males Designated Capacity: 4,120 Population: 4,577 Percent Occupied: 111% Budgeted Staff: 1,497
JOHN GAY AC T I N G WARDEN
ASPC-FLORENCE OPENED 1909
Units and Security Level CB-6: 5/males Central: 5/males East: 3/males Health: 5/males North I, II, III: 2/males South: 3/males Picacho: 2/males Designated Capacity: 3,280 Population: 3,746 Percent Occupied: 114% Budgeted Staff: 1,713
BE N N I E ROLLINS W ARDEN
ASPC-LEWIS OPENED 1998
Units and Security Level Barchey: 3/males Stiner-North: 3/males Morey: 2/3/4/males PS Stiner-South: 2/males Bachman: 2/males Buckley: 4/males Rast: 2/males Designated Capacity: 4,150 Population: 4,569 Percent Occupied: 110% Budgeted Staff: 1,619
W ILLIAM S. GASPAR W ARDEN
ASPC-PERRYVILLE OPENED 1981
Units and Security Level Complex, minors: 4/5/females San Pedro: 2/females Lumley: 4/5/females Santa Maria: 2/females Santa Cruz: 3/females Lumley: Reception & Assessment Santa Cruz: Level 3/2/females Designated Capacity: 2,278 Population: 2,475 Percent Occupied: 109% Budgeted Staff: 853
MARY HENNESSY W ARDEN
42 ADC-FY 2003
PRISON FACILITIES
ASPC-PHOENIX OPENED 1979
Units and Security Level Alhambra: 5/males Flamenco MH: 4/males, females Globe: 2/males Aspen SPU: 3/males * Population changes daily due to facility being a reception center.
JU D Y FRIGO W ARDEN
Designated Capacity: 1,042 *Population: 896 Percent Occupied: 86% Budgeted Staff: 447.5
ASPC-SAFFORD OPENED 1979
Tonto: 3/males Designated Capacity: 1,453 Population: 1,760 Percent Occupied: 121% Budgeted Staff: 486
Units and Security Level Fort Grant: 2/males Graham: 2/males
ASPC-TUCSON OPENED 1978
Units and Security Level Cimarron: 3/4/males Echo: 2/males Manzanita: 3/males Santa Rita: 2/3/males Rincon: 3/4males Rincon, minors: 4/males SACRC: 2/females Winchester: 3/males
ERNEST J. TRUJILLO W ARDEN
dy.jpg
CHARLES FLANAGAN W ARDEN
Designated Capacity: 3,520 Population: 3,890 Percent Occupied: 111% Budgeted Staff: 1,260
ASPC-WINSLOW OPENED 1986
Units and Security Level Coronado: 2/males Kaibab: 4/males Apache: 2/males Coconino County: 2/males Designated Capacity: 1,953 Population: 1,904 Percent Occupied: 97% Budgeted Staff: 594
DAVID CLUFF W ARDEN
ASPC-YUMA OPENED 1987
Units and Security Level Cheyenne: 3/males Cocopah: 2/males Dakota: 4/males
Designated Capacity: 1,850 Population: 2,090 Percent Occupied: 113% Budgeted Staff: 712
IVAN BARTOS W ARDEN
ADC-FY 2003 43
PRISON FACILITIES
ASPC-PHOENIX OPENED 1979
Units and Security Level Alhambra: 5/males Flamenco MH: 4/males, females Globe: 2/males Aspen SPU: 3/males * Population changes daily due to facility being a reception center. Designated Capacity: 1,042 *Population: 896 Percent Occupied: 86% Budgeted Staff: 447.5
JU D Y FRIGO W ARDEN
ASPC-SAFFORD OPENED 1979
Units and Security Level Fort Grant: 2/males Graham: 2/males Tonto: 3/males Designated Capacity: 1,453 Population: 1,760 Percent Occupied: 121% Budgeted Staff: 486
ASPC-TUCSON OPENED 1978
Units and Security Level Cimarron: 3/4/males Echo: 2/males Manzanita: 3/males Santa Rita: 2/3/males Rincon: 3/4males Rincon, minors: 4/males SACRC: 2/females Winchester: 3/males
ERNEST J. TRUJILLO W ARDEN
CHARLES FLANAGAN W ARDEN
Designated Capacity: 3,520 Population: 3,890 Percent Occupied: 111% Budgeted Staff: 1,260
ASPC-WINSLOW OPENED 1986
Units and Security Level Coronado: 2/males Kaibab: 4/males Apache: 2/males Coconino County: 2/males Designated Capacity: 1,953 Population: 1,904 Percent Occupied: 97% Budgeted Staff: 594
DAVID CLUFF W ARDEN
ASPC-YUMA OPENED 1987
Units and Security Level Cheyenne: 3/males Cocopah: 2/males Dakota: 4/males
Designated Capacity: 1,850 Population: 2,090 Percent Occupied: 113% Budgeted Staff: 712
IVAN BARTOS W ARDEN
ADC-FY 2003 43
CONSTRUCTION/PRIVATE PRISONS
Arizona Department of Corrections
Map of Facilities
Winslow Apache
Perryville Lewis Florence West Yuma Marana Tucson
Tucson
Phoenix Phoenix West Globe Florence Eyman Safford Fort Grant SACRC Douglas
PRIVATE PRISON FACILITIES AS
PRISONS Florence West Opened 1997 Marana Community Correctional Treatment Center Phoenix West Opened 1996 NewtonCounty Newton Texas SECURITY LEVEL/GENDER 2/M DUI Return to Custody DUI Subst2/M 2/M DUI L2,3,4
OF
JUNE 30, 2002
POPULATION 739 PERCENT OCCUPIED 123%
DESIGNATED CAPACITY 600
450
502
112%
400 624
450 624
113% 100%
44 ADC-FY 2003
BUDGET/PER CAPITA
FY 2003 BUDGET APPROPRIATION The Department's total FY 2003 operating budget expenditure authority was $614,251,300 with 10,295.40 total full time employees.Details for the FY 2003 appropriation are shown below: FY 2002 Original Continuation of Services Budget (CSB) N e w Issues: Population Growth 250 Private Beds County Jail Beds Open 350 Beds ASPC-Lewis RAST Unit Open 445 Private Beds (Newton,TX) Open 200 Private Beds (Newton, TX) Open 400 Private Beds Inmate Health Care Increase Private Prison Inflation Cost Increase Protective Services Unit Reduction Total New Issues Total Original Expenditure Authority Budget Adjustments: Pay Raise Annualization Reduce FY 2002 Supplemental Employee Related Expenditures Adjustment Health and Dental Insurance Increase DOA Mainframe/Data Center Charges Administration/travel Reduction Education Fund Adjustment Total Budget Adjustments Revised Expenditure Authority 15,572,800 (9,100,000) 575,900 3,519,100 42,700 (117,500) 28,100 (((1 0 , 5 2 1 , 1 0 0 $614,251,300 (5,694,200) 2,411,500 2,066,200 7,749,100 3,644,600 2,190,000 2,493,700 10,000,000 3,598,000 (100,000) 39,747,300 603,730,200 $563,982,900
ADC-FY 2003 45
BUDGET/PER CAPITA
ADC DAILY PER CAPITA COSTS C O M PARISON WITH NATIONAL COSTS1
Fiscal Y ar e
ADC Per Capita Cost
National Per Capita Cost 2
Difference Per Day
ADC ADP
Total Cost Avoidance
1993 1994 1995 19963 1997 1998 1999 20003 2001 2002
$43.21 $43.89 $44.79 $45.62 $48.29 $50.25 $52.81 $56.55 $58.51 $53.44
$52.38 $53.24 $53.85 $54.25 $55.21 $56.10 $57.92 $61.04 $62.22 $63.44
-$9.17 -$9.35 -$9.06 -$8.63 -$6.92 -$5.85 -$5.11 -$4.49 -$3.71 -$10.00
16,293 17,737 19,542 20,742 21,588 22,593 24,029 24,614 25,261 26,624
Ten-Year ADC Cost Avoidance Compared to the National Average
$54,533,486 $60,531,947 $64,623,440 $65,515,266 $54,526,970 $48,241,703 $44,817,689 $40,449,171 $34,207,183 $97,177,600 $564,624,455
Some figures revised from previous years. Correctional Yearbook figures for calendar years. 3 Leap Year
1 2
46 ADC-FY 2003
STATISTICAL INFORMATION
STATISTICAL INFORMATION
CONTENTS
Page Population Growth Highlights ........................................................................................................................... 49 Statistical Tables ........................................................................................................................................... 50-65 n Inmate Committed Population as of June 30, 2002 ........................................................................ 50-55 n n n n n n n Sentence Lengths and Felony Class ............................................................................................... 50 County of Commitment and Claimed Education Level .................................................................... 51 Commitment Offenses .................................................................................................................. 52 Race Groups and Age Groups ....................................................................................................... 53 Marital Status and Number of Dependents .................................................................................... 54 Offender Category and Prior Arizona Prison Commitments ............................................................ 55
Inmate Admissions During FY 2002 ................................................................................................ 56-59 n n n n Offender Category, Felony Class and Admission Types .................................................................. 56 Commitment Offenses .................................................................................................................. 57 Race Groups and Age Groups ....................................................................................................... 58 County of Commitment ................................................................................................................. 59
n
Inmate Releases During FY 2002 .................................................................................................... 60-62 n n n n Average Months Served by Offender Type .................................................................................... 60 Average Months Served by Offender Category and Felony Class ................................................... 61 Release Types and Age Groups ..................................................................................................... 62 Inmates Under Community Supervision, Cases Added and Deleted and Definitions ................................................................................................................ 63
n
Adult Crimes .................................................................................................................................... 64-65 n n National Comparison .................................................................................................................... 64 State Comparisons ....................................................................................................................... 65
ADC-FY 2003 47
POPULATION GROWTH HIGHLIGHTS
The inmate population grew 5.6% reaching a record high of 30,898 on June 30, 2003.
Monthly inmate population growth decreased from 167 per month during FY 2002 to 135 per month during FY 2003.
Inmate admissions increased by 9.6% from FY 2 0 02 to FY 2003, with total FY 2003 admissions of 17,373.
Inmate releases increased by 13.8% from FY 2002 to FY 2003, with total FY 2003 releases of 15,748.
Admissions of male offenders increased by 5.1% and admissions of female offenders increased by 11.0%.
Admissions of offenders under the age of 30 increased by 11.0% and admissions of offenders age 30 or over increased by 8.6%.
48 ADC-FY 2003
Inmate Committed Population as of June 30, 2003
SENTENCE LENGTHS BY GENDER Male 0-6 Months 7-12 Months 13-18 Months 19-24 Months 25-30 Months 31-36 Months 37-42 Months 43-48 Months 49-54 Months 55-60 Months 61-72 Months 73-84 Months 85-96 Months 97-108 Months 109-120 Months 121-132 Months 133-144 Months 145-156 Months 157-168 Months 169-180 Months 181-192 Months 193-204 Months 205-216 Months 217 Months or More Life Death TOTAL 341 947 748 921 2,475 1,186 2,105 1,012 1,268 2,139 1,524 1,847 1,360 605 1,551 853 723 455 386 715 431 401 233 2,842 1,096 114 28,278 Percent 1.2% 3.3% 2.6% 3.3% 8.8% 4.2% 7.4% 3.6% 4.5% 7.6% 5.4% 6.5% 4.8% 2.1% 5.5% 3.0% 2.6% 1.6% 1.4% 2.5% 1.5% 1.4% 0.8% 10.1% 3.9% 0.4% 100.0% Female 40 197 135 176 371 172 256 188 145 213 124 139 65 32 50 47 36 15 20 26 13 7 12 93 47 1 2,620 Percent 1.5% 7.5% 5.2% 6.7% 14.2% 6.6% 9.8% 7.2% 5.5% 8.1% 4.7% 5.3% 2.5% 1.2% 1.9% 1.8% 1.4% 0.6% 0.8% 1.0% 0.5% 0.3% 0.5% 3.5% 1.8% 0.0% 100.0% Total 381 1,144 883 1,097 2,846 1,358 2,361 1,200 1,413 2,352 1,648 1,986 1,425 637 1,601 900 759 470 406 741 444 408 245 2,935 1,143 115 30,898 Percent 1.2% 3.7% 2.9% 3.6% 9.2% 4.4% 7.6% 3.9% 4.6% 7.6% 5.3% 6.4% 4.6% 2.1% 5.2% 2.9% 2.5% 1.5% 1.3% 2.4% 1.4% 1.3% 0.8% 9.5% 3.7% 0.4% 100.0%
FELONY CLASS BY GENDER Male Class 1 Class 2 Class 3 Class 4 Class 5 Class 6 Other TOTAL 1,436 7,201 8,592 7,166 1,190 2,421 272 28,278 Percent 5.1% 25.5% 30.4% 25.3% 4.2% 8.6% 1.0% 100.0% Female 99 554 608 852 111 386 10 2,620 Percent 3.8% 21.1% 23.2% 32.5% 4.2% 14.7% 0.4% 100.0% Total 1,535 7,755 9,200 8,018 1,301 2,807 282 30,898 Percent 5.0% 25.1% 29.8% 25.9% 4.2% 9.1% 0.9% 100.0%
NOTE: Percent totals may not add to 100% due to rounding. Committed Population figures reflect the "inside" portion of the Department's official total count for June 30, 2002.
ADC-FY 2003 49
Inmate Committed Population as of June 30, 2003
COUNTY OF COMMITMENT County Apache Cochise Coconino Gila Graham Greenlee La Paz Maricopa Mohave Navajo Pima Pinal Santa Cruz Yavapai Yuma Out of State TOTAL Male 89 449 479 310 166 36 128 18,312 1,014 460 4,362 705 70 853 728 117 28,278 Percent 0.3% 1.6% 1.7% 1.1% 0.6% 0.1% 0.5% 64.8% 3.6% 1.6% 15.4% 2.5% 0.2% 3.0% 2.6% 0.4% 100.0% Female 6 49 23 28 15 7 12 1,745 140 42 342 48 8 81 66 8 2,620 Percent 0.2% 1.9% 0.9% 1.1% 0.6% 0.3% 0.5% 66.6% 5.3% 1.6% 13.1% 1.8% 0.3% 3.1% 2.5% 0.3% 100.0% Total 95 498 502 338 181 43 140 20,057 1,154 502 4,704 753 78 934 794 125 30,898 Percent 0.3% 1.6% 1.6% 1.1% 0.6% 0.1% 0.5% 64.9% 3.7% 1.6% 15.2% 2.4% 0.3% 3.0% 2.6% 0.4% 100.0%
CLAIMED EDUCATION LEVEL
Education None Elementary Secondary GED H. S. Graduate 2 Years College 4 Years College Bachelors Degree Graduate Degree TOTAL
Male 272 3,182 10,489 9,144 3,889 1,050 71 133 48 28,272
Percent 1.0% 11.3% 37.1% 32.3% 13.8% 3.7% 0.3% 0.5% 0.2% 100.0%
Female 4 291 782 762 541 188 27 22 3 2,620
Percent 0.2% 11.1% 29.8% 29.1% 20.6% 7.2% 1.0% 0.8% 0.1% 100.0%
Total 276 3,473 11,271 9,906 4,430 1,238 98 155 51 30,898
Percent 0.9% 11.2% 36.5% 32.1% 14.3% 4.0% 0.3% 0.5% 0.2% 100.0%
NOTE: Percent totals may not add to 100% due to rounding.
50 ADC-FY 2003
Inmate Committed Population as of June 30, 2003
COMMITMENT OFFENSES
Offenses
Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous
Male
Percent
Female
Percent
Total
Percent
2,395 522 1,527 2,232 3,566 10,242
8.5% 1.8% 5.4% 7.9% 12.6% 36.2%
196 19 17 94 165 491
7.5% 0.7% 0.6% 3.6% 6.3% 18.7%
2,591 541 1,544 2,326 3,731 10,733
8.4% 1.8% 5.0% 7.5% 12.1% 34.7%
58 2,380 1,371 1,467 1,156 651 7,083
0.2% 8.4% 4.8% 5.2% 4.1% 2.3% 25.0%
9 94 211 139 433 82 968
0.3% 3.6% 8.1% 5.3% 16.5% 3.1% 36.9%
67 2,474 1,582 1,606 1,589 733 8,051
0.2% 8.0% 5.1% 5.2% 5.1% 2.4% 26.1%
4,802 1,630 113 6,545
17.0% 5.8% 0.4% 23.1%
830 15 22 867
31.7% 0.6% 0.8% 33.1%
5,632 1,645 135 7,412
18.2% 5.3% 0.4% 24.0%
2,327 1,432 3,759 649
8.2% 5.1% 13.3% 2.3%
168 85 253 41
6.4% 3.2% 9.7% 1.6%
2,495 1,517 4,012 690
8.1% 4.9% 13.0% 2.2%
TOTAL
Sentencing Code Truth in Sentencing Old Code
28,278
100.0%
2,620
100.0%
30,898
100.0%
24,674 3,604
87.3% 12.7%
2,509 111
95.8% 4.2%
27,183 3,715
88.0% 12.0%
TOTAL
28,278
100.0%
2,620
100.0%
30,898
100.0%
NOTE: Percent totals may not add to 100% due to rounding.
ADC-FY 2003 51
Inmate Committed Population as of June 30, 2003
RACE GROUPS
Race Group Caucasian African American Native American Spanish Origin Asian/Pacific Islander Other TOTAL
Male 12,328 3,841 1,382 10,268 48 411 28,278
Percent 43.6% 13.6% 4.9% 36.3% 0.2% 1.5% 100.0%
Female 1,442 351 182 618 10 17 2,620
Percent 55.0% 13.4% 6.9% 23.6% 0.4% 0.6% 100.0%
Total 13,770 4,192 1,564 10,886 58 428 30,898
Percent 44.6% 13.6% 5.1% 35.2% 0.2% 1.4% 100.0%
AGE GROUPS Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60 or Older TOTAL 52 ADC-FY 2003 Male 113 1,326 4,069 4,793 4,701 4,342 3,800 2,432 1,294 713 695 28,278 Percent 0.4% 4.7% 14.4% 16.9% 16.6% 15.4% 13.4% 8.6% 4.6% 2.5% 2.5% 100.0% Female 4 68 320 438 516 512 424 197 90 31 20 2,620 Percent 0.2% 2.6% 12.2% 16.7% 19.7% 19.5% 16.2% 7.5% 3.4% 1.2% 0.8% 100.0% Total 117 1,394 4,389 5,231 5,217 4,854 4,224 2,629 1,384 744 715 30,898 Percent 0.4% 4.5% 14.2% 16.9% 16.9% 15.7% 13.7% 8.5% 4.5% 2.4% 2.3% 100.0%
Inmate Committed Population as of June 30, 2003
MARITAL STATUS
Male Single Legally Married Separated Divorced Widowed Common-Law Marriage Unknown TOTAL 18,449 5,987 369 2,998 159 80 236 28,278
Percent 65.2% 21.2% 1.3% 10.6% 0.6% 0.3% 0.8% 100.0%
Female 1,388 551 172 413 80 5 11 2,620
Percent 53.0% 21.0% 6.6% 15.8% 3.1% 0.2% 0.4% 100.0%
Total 19,837 6,538 541 3,411 239 85 247 30,898
Percent 64.2% 21.2% 1.8% 11.0% 0.8% 0.3% 0.8% 100.0%
NUMBER OF DEPENDENTS Male None One Two Three Four Five Six More than Six Unknown TOTAL 11,815 5,692 4,706 2,863 1,488 731 383 446 154 28,278 Percent 41.8% 20.1% 16.6% 10.1% 5.3% 2.6% 1.4% 1.6% 0.5% 100.0% Female 887 466 480 405 195 86 57 37 7 2,620 Percent 33.9% 17.8% 18.3% 15.5% 7.4% 3.3% 2.2% 1.4% 0.3% 100.0% Total 12,702 6,158 5,186 3,268 1,683 817 440 483 161 30,898 Percent 41.1% 19.9% 16.8% 10.6% 5.4% 2.6% 1.4% 1.6% 0.5% 100.0%
NOTE: Percent totals may not add to 100% due to rounding.
ADC-FY 2003 53
Inmate Committed Population as of June 30, 2003
OFFENDER CATEGORY
Offender Category Non-Violent/First Offender Non-Violent/Repeat Offender Violent/First Offender Violent/Repeat Offender TOTAL
Male 7,844 8,196 8,620 3,618 28,278
Percent 27.7% 29.0% 30.5% 12.8% 100.0%
Female 1,374 716 436 94 2,620
Percent 52.4% 27.3% 16.6% 3.6% 100.0%
Total 9,218 8,912 9,056 3,712 30,898
Percent 29.8% 28.8% 29.3% 12.0% 100.0%
PRIOR ARIZONA PRISON COMMITMENTS Prior Commitments None One Two Three More than Three TOTAL Male 16,463 6,770 3,048 1,290 707 28,278 Percent 58.2% 23.9% 10.8% 4.6% 2.5% 100.0% Female 1,810 533 175 77 25 2,620 Percent 69.1% 20.3% 6.7% 2.9% 1.0% 100.0% Total 18,273 7,303 3,223 1,367 732 30,898 Percent 59.1% 23.6% 10.4% 4.4% 2.4% 100.0%
NOTES: Percent totals may not add to 100% due to rounding. Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex Offenses. Data not comparable to that published in previous years.
54 ADC-FY 2003
Inmate Admissions During Fiscal Year 2003
OFFENDER CATEGORY Offender Category Non-Violent/First Offender Non-Violent/Repeat Offender Violent/First Offender Violent / Repeat Offender TOTAL Male 6,958 4,606 2,585 1,132 Percent 45.5% 30.1% 16.9% 7.4% 100.0% Female 1,360 477 199 56 2,092 Percent 65.0% 22.8% 9.5% 2.7% 100.0% Total 8,318 5,083 2,784 1,188 17,373 Percent 47.9% 29.3% 16.0% 6.8% 100.0%
15,281
FELONY CLASS Class 1 2 3 4 5 6 Other TOTAL Male 108 1,704 3,370 5,677 1,246 3,158 18 15,281 Percent 0.7% 11.2% 22.1% 37.2% 8.2% 20.7% 0.1% 100.0% Female 8 202 360 802 162 555 3 2,092 Percent 0.4% 9.7% 17.2% 38.3% 7.7% 26.5% 0.1% 100.0% Total 116 1,906 3,730 6,479 1,408 3,713 21 17,373 Percent 0.7% 11.0% 21.5% 37.3% 8.1% 21.4% 0.1% 100.0%
ADMISSION TYPES Male Court Commitment-New Court Commitment-Repeat Released Violator Returned Interstate Placement Condition of Probation Escapee Returned Absconder Returned TOTAL 7,212 3,657 3,120 82 1,179 6 25 15,281 Percent 47.2% 23.9% 20.4% 0.5% 7.7% 0.0% 0.2% 100.0% Female 1,213 407 324 11 128 1 8 2,092 Percent 58.0% 19.5% 15.5% 0.5% 6.1% 0.0% 0.4% 100.0% Total 8,425 4,064 3,444 93 1,307 7 33 17,373 Percent 48.5% 23.4% 19.8% 0.5% 7.5% 0.0% 0.2% 100.0%
NOTES: Percent totals may not add to 100% due to rounding. Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex Offenses. Data not comparable to that published in p r e v i o u s years.
ADC-FY 2003 55
Inmate Admissions During Fiscal Year 2003
COMMITMENT OFFENSES Male Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous TOTAL Sentencing Code Truth in Sentencing Old Code TOTAL 56 ADC-FY 2003 14,983 298 15,281 98.0% 2.0% 100.0% 2,064 28 2,092 98.7% 1.3% 100.0% 17,047 326 17,373 98.1% 1.9% 100.0% 2,404 1,275 3,679 278 15,281 15.7% 8.3% 24.1% 1.8% 100.0% 271 106 377 33 2,092 13.0% 5.1% 18.0% 1.6% 100.0% 2,675 1,381 4,056 311 17,373 15.4% 7.9% 23.3% 1.8% 100.0% 2,764 404 58 3,226 18.1% 2.6% 0.4% 21.1% 566 7 4 577 27.1% 0.3% 0.2% 27.6% 3,330 411 62 3,803 19.2% 2.4% 0.4% 21.9% 25 1,365 1,075 1,125 798 399 4,787 0.2% 8.9% 7.0% 7.4% 5.2% 2.6% 31.3% 3 54 232 149 347 72 857 0.1% 2.6% 11.1% 7.1% 16.6% 3.4% 41.0% 28 1,419 1,307 1,274 1,145 471 5,644 0.2% 8.2% 7.5% 7.3% 6.6% 2.7% 32.5% 267 149 256 755 1,884 3,311 1.7% 1.0% 1.7% 4.9% 12.3% 21.7% 32 8 5 34 169 248 1.5% 0.4% 0.2% 1.6% 8.1% 11.9% 299 157 261 789 2,053 3,559 1.7% 0.9% 1.5% 4.5% 11.8% 20.5% Percent Female Percent Total Percent
NOTE: Percent totals may not add to 100% due to rounding.
Inmate Admissions During Fiscal Year 2003
RACE GROUPS
Race Caucasian African American Native American Spanish Origin Asian/Pacific Islander Other TOTAL
Male 6,538 1,981 999 5,522 12 229 15,281
Percent 42.8% 13.0% 6.5% 36.1% 0.1% 1.5% 100.0%
Female 1,125 257 194 501 7 8 2,092
Percent 53.8% 12.3% 9.3% 23.9% 0.3% 0.4% 100.0%
Total 7,663 2,238 1,193 6,023 19 237 17,373
Percent 44.1% 12.9% 6.9% 34.7% 0.1% 1.4% 100.0%
AGE GROUPS
Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60 or Older TOTAL
Male 94 1,024 2,637 2,662 2,633 2,327 1,929 1,098 503 226 148 15,281
Percent 0.6% 6.7% 17.3% 17.4% 17.2% 15.2% 12.6% 7.2% 3.3% 1.5% 1.0% 100.0%
Female 5 70 312 368 389 404 326 136 57 20 5 2,092
Percent 0.2% 3.3% 14.9% 17.6% 18.6% 19.3% 15.6% 6.5% 2.7% 1.0% 0.2% 100.0%
Total 99 1,094 2,949 3,030 3,022 2,731 2,255 1,234 560 246 153 17,373
Percent 0.6% 6.3% 17.0% 17.4% 17.4% 15.7% 13.0% 7.1% 3.2% 1.4% 0.9% 100.0%
NOTE: Percent totals may not add to 100% due to rounding.
ADC-FY 2003 57
Inmate Admissions During Fiscal Year 2003
COUNTY OF COMMITMENT
County Apache Cochise Coconino Gila Graham Greenlee La Paz Maricopa Mohave Navajo Pima Pinal Santa Cruz Yavapai Yuma Out of State TOTAL
Male 70 265 312 161 93 15 88 10,040 583 274 1,910 522 52 471 420 5 15,281
Percent 0.5% 1.7% 2.0% 1.1% 0.6% 0.1% 0.6% 65.7% 3.8% 1.8% 12.5% 3.4% 0.3% 3.1% 2.7% 0.0% 100.0%
Female 9 34 23 24 13 6 7 1,400 106 33 248 53 4 72 58 2 2,092
Percent 0.4% 1.6% 1.1% 1.1% 0.6% 0.3% 0.3% 66.9% 5.1% 1.6% 11.9% 2.5% 0.2% 3.4% 2.8% 0.1% 100.05
Total 79 299 335 185 106 21 95 11,440 689 307 2,158 575 56 543 478 7 17,373
Percent 0.5% 1.7% 1.9% 1.1% 0.6% 0.1% 0.5% 65.8% 4.0% 1.8% 12.4% 3.3% 0.3% 3.1% 2.8% 0.0% 100.0%
NOTE: Percent totals may not add to 100% due to rounding.
58 ADC-FY 2003
Inmate Releases During Fiscal Year 2003
AVERAGE MONTHS SERVED (AMS)
Commitment Offense Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous TOTAL Sentencing Code Truth in Sentencing Old Code TOTAL
Male
Percent
AMS
Female
Percent
AMS
Total
Percent
AMS
151 137 222 627 1,769 2,906
1.1% 1.0% 1.6% 4.5% 12.7% 20.9%
120 77 87 64 36 52
19 7 3 35 160 224
1.0% 0.4% 0.2% 1.9% 8.7% 12.2%
93 54 32 50 23 34
170 144 225 662 1,929 3,130
1.1% 0.9% 1.4% 4.2% 12.2% 19.9%
117 76 86 63 35 51
30 1,282 1,218 516 705 435 4,186
0.2% 9.2% 8.8% 3.7% 5.1% 3.1% 30.1%
46 41 31 18 30 36 33
4 46 216 70 279 76 691
0.2% 2.5% 11.8% 3.8% 15.2% 4.1% 37.7%
33 26 19 19 24 29 23
34 1,328 1,434 586 984 511 4,877
0.2% 8.4% 9.1% 3.7% 6.2% 3.2% 31.0%
45 40 29 18 29 35 31
2,627 338 66 3,031
18.9% 2.4% 0.5% 21.8%
35 60 36 38
527 6 12 545
28.8% 0.3% 0.7% 29.7%
27 29 66 28
3,154 344 78 3,576
20.0% 2.2% 0.5% 22.7%
34 60 41 36
2,297 1,091 3,388 404 13,915
16.5% 7.8% 24.3% 2.9% 100.0%
19 22 20 31 35
249 93 342 31 1,833
13.6% 5.1% 18.7% 1.7% 100.0%
12 16 13 23 24
2,546 1,184 3,730 435
16.2% 7.5% 23.7% 2.8%
18 22 19 31 33
15,748 100.0%
13,140 775 13,915
94.4% 5.6% 100.0%
29 129 35
1,797 36 1,833
98.0% 2.0% 100.0%
22 97 24
14,937 811
94.9% 5.1%
28 128 33
15,748 100.0%
ADC-FY 2003 59
Inmate Releases During Fiscal Year 2003
AVERAGE MONTHS SERVED (AMS) BY OFFENDER CATEGORY Offender Category Non-Violent/First Offender
Male Percent AMS Female Percent AMS Total Percent AMS
6,269
45.1% 31.6% 16.1% 7.2%
24 37 54 52 35
1,167 435 178 53 1,833
63.7% 23.7% 9.7% 2.9% 100.0%
20 27 33 38 24
7,436 4,839 2,416 1,057 15,748
47.2% 30.7% 15.3% 6.7% 100.0%
23 36 52 51 33
Non-Violent/Repeat Offender 4,404 Violent/First Offender Violent/Repeat Offender TOTAL 2,238 1,004
13,915 100.0%
AVERAGE MONTHS SERVED (AMS) BY FELONY CLASS Class 1 2 3 4 5 6 Other TOTAL
Male
Percent
AMS
Female
Percent
AMS
Total
Percent
AMS
28 1,369 3,062 5,132 1,202 3,077 45
0.2% 9.8% 22.0% 36.9% 8.6% 22.1% 0.3%
146 73 55 26 20 13 243 35
1 173 293 662 159 542 3 1,833
0.1% 9.4% 16.0% 36.1% 8.7% 29.6% 0.2% 100.0%
183 56 39 20 17 11 37 24
29 1,542 3,355 5,794 1,361 3,619 48 15,748
0.2% 9.8% 21.3% 36.8% 8.6% 23.0% 0.3% 100.0%
147 71 54 26 20 13 230 33
13,915 100.0%
NOTE: Percent totals may not add to 100% due to rounding. *Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex offenses. Data not comparable to that published in previous years.
60 ADC-FY 2003
Inmate Releases During Fiscal Year 2003
RELEASE TYPES Release Types
Expiration of Sentence Old Code (Pre-TIS) New Code (TIS) To Probation Mandatory Release Parole Detainer Work Furlough Discretionary Release Provisional Release Earned Release Credit Old Code (Pre-TIS) New Code (TIS) Release by Court Order Absolute Discharge Return to Community Services (from temporary placement) Home Arrest Absconder Escapee Interstate Compact Death Execution Deportation at 1/2 Term .Full Pardon Commutation
Male
425 2,510 984 21 222 141 18 0 99 264 8,525 36 454 15 39 0 1 27 84 0 46 0 4
Percent
3.1% 18.0% 7.1% 0.2% 1.6% 1.0% 0.1% 0.0% 0.7% 1.9% 61.3% 0.3% 3.3% 0.1% 0.3% 0.0% 0.0% 0.2% 0.6% 0.0% 0.3% 0.0% 0.0%
Female
4 319 105 5 20 0 2 0 23 10 1,250 1 85 0 0 0 0 0 4 0 3 0 2
Percent
0.2% 17.4% 5.7% 0.3% 1.1% 0.0% 0.1% 0.0% 1.3% 0.5% 68.2% 0.1% 4.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.2% 0.0% 0.1%
Total
429 2,829 1,089 26 242 141 20 0 122 274 9,775 37 539 15 39 0 1 27 88 0 49 0 6
Percent
2.7% 18.0% 6.9% 0.2% 1.5% 0.9% 0.1% 0.0% 0.8% 1.7% 62.1% 0.2% 3.4% 0.1% 0.2% 0.0% 0.0% 0.2% 0.6% 0.0% 0.3% 0.0% 0.0%
TOTAL
13,915
100.0%
1,833
100.0%
15,748
100.0%
AGE GROUPS Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-Older TOTAL Male 23 470 2,010 2,470 2,406 2,281 2,003 1,172 618 263 199 13,915 Percent 0.2% 3.4% 14.4% 17.8% 17.3% 16.4% 14.4% 8.4% 4.4% 1.9% 1.4% 100.0% Female 1 29 231 277 349 376 304 177 53 24 12 1,833 Percent 0.1% 1.6% 12.6% 15.1% 19.0% 20.5% 16.6% 9.7% 2.9% 1.3% 0.7% 100.0% Total 24 499 2,241 2,747 2,755 2,657 2,307 1,349 671 287 211 15,748 Percent 0.2% 3.2% 14.2% 17.4% 17.5% 16.9% 14.6% 8.6% 4.3% 1.8% 1.3% 100.0%
NOTE: Percent totals may not add to 100% due to rounding.
ADC-FY 2003 61
Inmate Community Supervision During Fiscal Year 2003
INMATES UNDER COMMUNITY SUPERVISION
AZ Parole
243 234 233 239 236 232 248 239 244 244 251 246
Month
Jul 02 Aug 02 S e p t 02 Oct 02 Nov 02 Dec 02 Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03
Work Furlough
10 12 12 11 13 10 9 14 13 14 12 12
Home Arrest
9 13 11 12 11 18 14 18 17 19 18 13
Admin. Release
133 130 116 118 102 103 95 97 97 87 88 91
Interstate Parole
389 377 386 394 401 394 445 451 443 451 463 467
Truth-inSentencing TOTAL
2,845 2,899 2,956 3,338 3,425 3,471 3,691 3,928 3,969 3,750 3.800 3,797 3,629 3,665 3,714 4,112 4,188 4,228 4,502 4,747 4,783 4,565 4,632 4,626
Definitions
PAROLE - a Board-granted release for inmates with a date of offense before 1/1/94 W O R K FURLOUGH - a Board-granted supervised work release program for inmates with 12 to 14 months of Parole Eligibility, for date of offense before 1/1/94. HOME ARREST - a Board-granted release program of home incarceration with electronic monitoring for inmates with a date of offense before 1/1/
Object Description
| Rating | |
| TITLE | Annual report / Arizona Department of Corrections |
| CREATOR | Arizona. Dept. of Corrections. |
| SUBJECT | Corrections--Arizona; Prisons--Arizona; Arizona. Dept. of Corrections; |
| Browse Topic |
Crime and violence Government and politics |
| DESCRIPTION | This title contains one or more publications. |
| Language | English |
| Publisher | Arizona. Dept. of Corrections. |
| Material Collection |
Annual Reports State Documents |
| Source Identifier | COR 1.1: |
| Location | 09807962 |
| REPOSITORY | Arizona State Library, Archives and Public Records--Law and Research Library. |
Description
| TITLE | Annual report: fiscal year 2003 |
| DESCRIPTION | 71 pages (PDF version). File size: 1254.755 KB. |
| TYPE | Text |
| Acquisition Note | reports@lib.az.us |
| RIGHTS MANAGEMENT | Copyright to this resource is held by the creating agency and is provided here for educational purposes only. It may not be downloaded, reproduced or distributed in any format without written permission of the creating agency. Any attempt to circumvent the access controls placed on this file is a violation of United States and international copyright laws, and is subject to criminal prosecution. |
| DATE ORIGINAL | [2003] |
| Time Period | 2000s (2000-2009) |
| ORIGINAL FORMAT | Born Digital |
| Source Identifier | COR 1.1: 2002/2003 |
| DIGITAL IDENTIFIER | annual2003.pdf |
| DIGITAL FORMAT | PDF (Portable Document Format) |
| REPOSITORY | Arizona State Library, Archives and Public Records--Law and Research Library. |
| Full Text | ANNUAL REPORT FISCAL YEAR 2003 TMENT OF C R DE PA O RR ARIZONA ION S ECT FI 1 SC 00 A L Y EA R 2 DORA B. SCHRIRO DIRECTOR ADC Protecting Arizona The Honorable Janet Napolitano Governor of Arizona State Capitol 1700 West Washington Phoenix, AZ 85007 Dear Governor Napolitano: The Arizona Department of Corrections Fiscal Year 2003 Annual Report is respectfully submitted. This year's outcomes will show measurable improvement across the board. Cordially, ADC EXECUTIVE STAFF AND ORGANIZATION DORA SCHRIRO DIRECTOR Dora B. Schriro was appointed Director in July, 2003 by Governor Janet Napolitano. The first woman named Director, Dr. Schriro has more than 30 years experience in corrections. Immediately prior to her appointment as ADC Director, she served as the Commissioner of the St. Louis Missouri City Division of Corrections. Dr. Schriro also served as Director of the Missouri Department of Corrections, and as Assistant Commissioner in the New York City Department of Corrections. Director Schriro holds a law degree from St. Louis University, a doctorate from Columbia University, a master's degree from the University of Massachusetts-Boston, and a bachelor of arts (cum laude) from Northeastern University. The Director fulfills her duties with the support of: Director's Office Support Staff - project tracking and control; special projects for the Director; administrative support for Executive Staff. Assists and maintains lines of communication with international, national, and state agencies concerning law enforcement issues. Maintains administrative files and data for the Director and her Executive Staff. Office of Strategic Planning and Budgeting - budget development and control; strategic planning, facilitation and analysis; strategic bed planning; total quality management; position control management; grant management; the Annual Per Capita Reports; budget planning liaison with the legislature, Governor and other public and private entities. The Deputy Directors of Administration, Health Services and Prison Operations and the Chief of Staff ADC-FY 2003 1 ADC EXECUTIVE STAFF AND ORGANIZATION Health Services Medical - inmate medical provider services, investigations Mental Health - inmate program planning and development, direction of licensed psychiatric facilities Dental - guidance to dental staff, dental treatment of inmates Pharmacy - inmate pharmacy services, information on drug use, prescriptions, medications Nursing - nursing services to inmates, education, training of nursing staff Occupational Health - employee health and wellness program services, health information resource, case management for return-to-work program Professional Resources - health care accreditation, inmate health education and prevention programs, professional publications and presentations Telemedicine - electronic provision of medical services to remote populations; videoconferencing, continuing medical education Administrative - medical records, personnel issues, information technology Correctional Public Health - control epidemiologically and medically communicable diseases, community transitional healthcare Dr. Robert Jones Deputy Director Administration Policy - current and future policy direction of the agency Fiscal, Administrative, Technical - support services relating to the overall Department, employees and inmates Issue-Tracking - current issues challenging the Department Community Supervision - statewide oversight of released offenders under supervision, completion of due process, fugitive services, sexual predator referral, community notification Technology Management - serves the technological needs of the Department Human Resources - recruitment, staffing, personnel and other human resource issues Information Technology Services - data processing and computer systems, local and wide area networks, automation standards, voice and video applications Radio Communications - Department-wide two-way radio communications with prisons Divisions - Administrative Services, Community Corrections, Human Resources/ Development, Information Technology Richard Carlson Deputy Director 2 ADC-FY 2003 ADC EXECUTIVE STAFF AND ORGANIZATION Prison Operations State and Private Prison - operational oversight of 10 prison complexes and 3 private prisons Private Prison Contracts - operational and contract oversight Security Operations - incident management system (IMS), executions, protective segregation, escapes, security threat groups, prison staffing allocation and studies, canine drug detection and search teams Program Operations - inmate work programs, religious programs, family assistance, inmate education, female inmate issues, substance abuse programs Offender Services - inmate master records, victim notification, public information on inmates, inmate classification and movement, Interstate Corrections Compact, time computation, extradition of parole violators and absconders, release of inmates to foreign countries under treaty agreement, fiscal services operations Divisions - Programs and Services and Arizona Correctional Industries (ACI) Charles L. Ryan Deputy Director Gary Phelps Chief of Staff Director's Office Support Staff and Inspections and Investigations Legal Services - general counsel, liability and legal issues, discovery, inmate legal assistance program, legal review of written directives, inmate grievance program, inmate disciplinary appeals, review of legal settlement proposals Media and Public Relations - internal and external communications; newsletter; media liaison; employee-related programs, projects, promotions; community service projects; ADC Internet web site Intergovernmental Liaison - agency liaison with the 15 sheriffs in the law enforcement community, administration of the Arizona Criminal Justice Enhancement Funds in the form of monthly check transfers to county sheriffs Equal Employment Opportunity - technical assistance on discrimination matters and the employee grievance program; investigation of discrimination allegations; liaison training; and responses to charges filed with regulatory agencies ADC Ombudsman's Office, liaison with Governor's Office of Constituent Services and State Ombudsman Inspections and Investigations Division: Inspections and Standards - general and special inspections of ADC operations and prison management; administrative investigations supported by polygraph examinations; Special Services investigations requiring special expertise; background investigations; department communications; central office security; security threat group assessment and coordination with other agencies; protective segregation investigations and monitoring; and protective services for threatened employees ADC-FY 2003 3 ADC EXECUTIVE STAFF AND ORGANIZATION NORTHERN REGION SOUTHERN REGION Acting- Bennie Rollins Regional Operations Director Meg Savage Regional Operations Director Northern Regional Complexes Southern Regional Complexes ASPC - Eyman ASPC - Florence ASPC - Perryville ASPC - Phoenix ASPC - Winslow ASPC - Douglas ASPC - Lewis ASPC - Safford ASPC - Tucson ASPC - Yuma James Taylor Regional Health Administrator Ted Jolley Regional Health Administrator 4 ADC-FY 2003 ADC EXECUTIVE STAFF AND ORGANIZATION ADMINISTRATION DIVISIONS Administrative Services Facility Activation - capital renewal budget, prison construction, prison renovation, building inventory Financial Services Bureau - payroll, accounting, contracts administration, purchasing, equipment inventory, inmate accounts, fleet management Safety and Environmental Services - risk management, safety and environmental assessments, regulatory compliance Tenant Services - space planning for five Central Office locations; office renovation and remodeling; janitorial and maintenance services; mail delivery Michael J. Smarik Assistant Director Community Corrections Community Supervision - supervision of released offenders reporting to 20 offices statewide, pre-placement investigations, referral to community services, assurance of due process to parole violators, home arrest program Criminal Justice Support - assistance to the courts; to local, state and national law enforcement, correctional and detention agencies in the following areas: Fugitive Services - revocation process and hearings; arrest warrants and return of released prisoners to custody when they violate terms of release; related extradition transportation and jail housing Community Sex Offender Notification - identification and profile of sex offenders being released from prison; preparation of notifications; collaboration with local law enforcement agencies on notification process; and screening and referral of violent sexual predators Interstate Compact - coordination of parole transfers between Arizona and other states, central repository for information and investigation requests for these cases Nancy Hughes Assistant Director Human Resources/Development Personnel Services - recruitment of COs and other staff; pre-employment and promotional testing; personnel classification and compensation; employee benefits; employee records; employee relations; employee awards; CORP; liaison with unions; employee corrective discipline program; drug-free workplace; and employee higher education assistance Correctional Officer Training - COTA, pre-service and continuing education for COs and other staff Staff Development and Training - identification of training needs, training programs development, training classes, video training, informational productions Policy and Research - department policies, major research projects and surveys, prison population projections, monitoring inmate population and prison capacity, the Annual Report, travel reduction programs, forms development, records retention. Ron Zuniga Assistant Director ADC-FY 2003 5 ADC EXECUTIVE STAFF AND ORGANIZATION PRISON OPERATIONS DIVISIONS Programs and Services Administrative Oversight of Institutional Based Programs Inmate Substance Abuse Programs - substance abuse services, development and guidelines for inmate drug testing, addictions training, staff training Education Programs - inmate educational programs, special education and library services Pastoral Services - coordination and approval of religious contact activities, coordination of religious volunteers, prepares responses on religious issues Female Inmate Programs - female inmate issues and programs, Constitutional Rights of Institutionalized Persons Act (CRIPA) activities and female inmate legal issues Specialized Programs/Work Programs - assist inmate families with problems, provide information to family visitors and support, oversight of Work Incentive Payment Plan (WIPP), vocational training and community betterment programs Dr. Robert Olding Assistant Director Arizona Correctional Industries Finance and Accounting - accounting; information technology; purchasing; cost and inventory control; warehouse operations; risk management; financial planning, budgeting and reporting; and transportation Marketing and Sales - sales, marketing and customer service Operations - enterprise and factory operations; manufacturing development; product development; facilities planning and development; and engineering John Spearman Assistant Director Business Development - new enterprise development; private sector partnerships and joint ventures; intergovernmental agreements; and contract compliance Administrative Services - provides support for all division administrative functions including: strategic planning; personnel; legal affairs; and public information 6 ADC-FY 2003 Homeland Security: ADC Protecting Arizona During Fiscal 2003, ADC's strategic and operational emphases were in direct alignment with Governor Napolitano's Five Priorities as outlined in her State of the State address in January. The Department's performance criteria in the following areas were typical of this alignment: Priority 1 - Support Education Average Grade Level Gains Inmates Achieving the Eighth Grade Level General Equivalency Diploma Enrollments and Completions Vocational Enrollments and Completions Priority 2 - Building the New Arizona Economy LAN/WAN Connectivity Technology Equipment Replaced Arizona Correctional Industries (ACI) Provides Jobs ACI Provides Inmates with Meaningful Training ACI is a Major Contributor to the State's Economy Priority 3 - Ensure Homeland Security Preventing Escapes from Prisons Monitoring the Activities of Suspected and Validated Gang Members Priority 4 - Protect Arizona's Children and Seniors Potential Sexual Offenders Identified Close Monitoring of Offenders Under Supervision Priority 5 - Preserve Our Land and Protect Our Water Inmates Participating in Labor-Intensive Task to Improve the Environment Inmates Working under Inter-Governmental Agreements and Other Contractual Arrangements Performing Cleanup and Environment Enhancing Jobs Since September 11, the prevention of terrorism has become a top priority at the federal level, culminating in the establishment of the new Department of Homeland Security. It is empowered with acting as the single point of contact for state and local officials in addressing their emergency response needs. ADC prepared a vulnerability assessment of its domestic preparedness and a three-year strategy plan. Future funding will enable ADC to purchase an array of specialized equipment, including personal protective equipment; chemical, biological or radiological detection and decontamination equipment; communication equipment; physical security enhancement equipment; weapons of mass destruction rescue equipment; general support equipment and medical supplies and limited types of pharmaceuticals. and chargers for the complexes and for some of the central office units. This radio equipment enables the Department to communicate with other Arizona law enforcement and fire departments in cases of emergencies. Funding availability is anticipated for at least the next five years with a potential of more than $1,000,000. During FY 2003, the Department received $100,000 in funding from the Office for Domestic Preparedness (ODP) to enhance homeland security in the event of a terrorist attack within our State. The award of $100,000 in grant funds is targeted to be used to purchase radios, batteries ADC-FY 2003 7 Homeland Security: ADC Protecting Arizona ODP also provides training, technical assistance and conducts weapons of mass destruction response activities. The Arizona Department of Emergency Management (ADEM) has been designated as the administrating agency for the State of Arizona. ADEM is conducting an assessment of the risk to local communities from terrorist use of W e a p o n s of Mass Destruction (WMD). The risk assessment and strategy development will form the basis for a statewide strategy plan to address each jurisdiction's vulnerability. The risk assessments and strategy plans will be used to plan and conduct efforts beforehand. As part of the strategy development process, ADC has assembled a Total Quality Management (TQM) Committee consisting of management staff from all Divisions within ADC. The committee has been tasked with reviewing and updating ADC's vulnerability assessment and the development of a current emergency response plan. ADC, in its collaboration with federal, state, and local jurisdictions, is playing a vital role as first responder to WMD. ADC SUPPORTS HOMELAND SECURITY WITH MORE THAN SIMPLE WORDS. As military operations got underway in Iraq during the spring, more than 130 ADC employees left their posts to serve our nation as members of the U.S. National Guard or Reserves. ADC employees representing all complexes were deployed to the Middle East or were called to duty to assist in homeland security and operations. To show support for the ADC employees who were called to service, ceremonies were held at various complexes around the State. Although the employees were sorely missed and even more so in a time of severe staff shortages, ADC staff turned out in large numbers to honor those who so willingly and proudly serve and protect. In the past, if an employee at a prison complex opened an envelope and white powder spilled out, the mess might simply have been cleaned up and the matter probably would have been investigated by prison intelligence as a random act by someone wanting to cause disruption. But that was before September 11, 2001. In today's post 9-11 world, incidents like suspicious mail, bomb scares and threats of food contamination may go as far as being considered domestic terrorism, a coordinated effort using violence and intimidation to create harm or fear among the public. Special Investigations Manager Nolan Thompson was named Homeland Security Coordinator, and took the responsibility for coordinating activities and information related to Arizona's homeland security. In this position, Mr. Thompson will raise awareness and increase communication among ADC employees on homeland security issues. ADC's domestic preparedness plan is not only a response to terrorism within Department prisons and buildings, but increases the agency's capability of responding to any crisis in Arizona. During the next Fiscal Year a group of Department administrators will participate in a functional exercise that will be designed to allow management the opportunity to respond to a simulated critical incident that will occur within the community and will affect ADC's normal operation. 8 ADC-FY 2003 SAFETY AND SECURITY Goal 1: To maintain effective custody and control over inmates in an environment that is safe and secure. command in charge of clean up operations from the Mt. Although FY 2003 was again a time of fiscal challenge amid Lemmon fire. The Tucson Complex was requested to help shortfalls and budgetary constraints, ADC carried out its fill a significant number of sand bags to protect against mission to provide the people of Arizona with the security potential mudslides. A grand total of 32,000 bags had been and protection of a well-run correctional system. Each filled to date. section, unit, and complex helped to make the year one of progress. WILDLAND FIRE CREWS ASPC-Winslow plays an important role in the Wildland Fire Crew program. The Winslow Complex has one Sergeant and two Correctional Officers assigned to supervise a 20 inmate crew, from the Coronado Unit, who has been trained in Wildland Fire Fighting. In 2003, the Wild Land Fire Crew responded and assisted in handling 14 fires. Using ADC fire crews, saved taxpayers over $129,000. When the crew is not fighting fires, they work full time in conjunction with the State Land Department on thinning projects that reduce the threat of fighting fires in Northern Arizona. State Land Department officials have been very complimentary regarding the Wildand Fire Crew's excellent fire fighting abilities and the significant benefits that are accomplished by the crew's fire prevention work. This program truly benefits the citizens of the State of Arizona through it's fire fighting and fire prevention activities. BRUSH ABATEMENT CREW In 2003, the ASPC-Winslow Complex started a special brush cleaning/clearing crew which consists of two Correctional Officers and twenty inmates from the Coronado Unit. This crew was developed due to a request from Governor Napolitano to assist in reducing the fire threat in the Pine/Strawberry area. The crew began on July 2, 2003. The project was given guidance by Paul Cole the local Fire Chief from the Pine/Strawberry area. Chief Cole identified critical areas that needed to be cleaned by the brush crew to reduce the threat of fire in that area. This work crew has proved to be hard working and productive. Approximately six acres were cleared by this crew, with an approximate savings to the taxpayers of $18,195. ASPC-Tucson also had an opportunity to assist the incident The State Land Department has requested that we expand the current inter-agency agreement by establishing two brush crews from ASPC-Tucson. The crews will eventually graduate to Wild Land Fire Crews following completion of the required training. ADC and ASPC-Douglas also have contracts with the US Forest Service and the Bureau of Land Management to provide a 12 man inmate crew. The inmates have been conducting brush abatement along the San Pedro River, the Huachuca and Chiricahua Mountains this year. The Wild Land Fire Crew consists of three officers and twenty inmates. In the past year they have responded to the following fires: 05/15/03 05/16/03 05/28/03 05/31/03 06/18/03 06/29/03 Redington Red Rock Cimarron Colorado Aspen Riggs ADC-FY 2003 9 SAFETY AND SECURITY During FY 2003, ASPC-Yuma began the process of creating its own Wildland Fire Crew. Among the feasible uses that were considered, was the possibility of employing that crew in bush abatement with the State Land Department. HABITAT FOR HUMANITY In FY 2003, ASPC-Tucson enhanced the inmate labor resources to include a crew for site built homes. Additionally, Habitat for Humanity entered into a contract to compensate ADC for the staff supervision of an additional crew. LEWIS OPENS NEW UNIT ASPC-Lewis activated Rast Unit on May 11, 2003. The activation of 350 Level 2 beds was a major event for the entire complex and impacted the entire agency by providing much needed relief from the bed space crisis. The opening of Rast had a tremendous effect on the complex because after sitting idle for almost three years the unit had to prepare to house inmates in only two weeks. This was accomplished with assistance from maintenance, food service, warehouse, personnel, medical, and administrative staff from other units within the complex. FLORENCE CANINE UNIT HELPS CAPTURE SUSPECT In December, the ASPC- Florence canine unit was called to assist the Pinal County Sheriff's Office in a search for a homicide suspect who had bailed out of his vehicle and had shot at sheriff's deputies after a long, high-speed vehicle chase. During the third day of the manhunt, the homicide suspect was observed attempting to carjack a vehicle on State Route 60 near Florence, Arizona. A combined force of Police and Correctional Officers along with Woody, a trailing hound, were close to the scene and responded to the call. The ADC hound team trailed the suspect for more than five miles. Woody led the arrest team to the suspect. Who was found completely concealed in thick vegetation. The suspect, armed with a semiautomatic MAC 10, was taken into custody by the Coolidge Police Department. DOUGLAS MARICOPA UNIT BEGINS TENTS PROJECT The Maricopa Unit tents were approved for construction on April 17, 2003. The tent unit anticipated completion for inmate occupation by July 30, 2003. The approximate cost of rebuilding the tents will be $116,000 dollars. Yuma Heads up Pilot Project In FY 2003, ASPC-Yuma began piloting a program at the Level 4, Dakota Unit to optimize program participation by Level 4 inmates. For example, providing a sack lunch to level 4 inmates is a way in which staff and other assets have been freed up. This resulted in dramatic increases in program participation and available program offerings for our Level 4 inmates. The pilot is currently under review for approval as a permanent operational practice at the Dakota Unit. It may also have application for other custody levels. 10 ADC-FY 2003 SAFETY AND SECURITY STA F F SAFETY ISSUES EXPLORED IN DEPTH Historically, ADC made staff safety concerns a major priority. In FY 2003, even greater emphasis was placed on the issue as more effort was made in looking at the longer-term patterns in this area. FBI researchers identified, including: formulating action plans developed from practical and realistic training situations faced by correctional staff, rather than simply reacting to offender behavior. There are contact procedures in place that include: responses when encountering individual or multiple offenders, outdoor/indoor settings, escape/evasion routes, and delaying contact until staff support is available. Incarceration alone contributes to staff assaults, but so does gang membership, younger, more violent inmates, increased lack of respect for authority, use of drugs/ other intoxicants, the recent death of a family member, or threats and intimidation from inmates. Paying close attention to events and environment is a useful warning system. Inmate assaultive behavior cannot be accepted as part of the job. Successful curbing of assaults in the inherently dangerous prison setting can be achieved through regular and realistic training at the academy and in-service training. "What if" scenarios for correctional staff offer a number of practical solutions. Law enforcement professionals have learned this lesson well. Training in personal safety, awareness and observation, the benefits of physical conditioning, and resolving personal or job stress are critical. Identifying, monitoring and controlling security threat groups - prison gangs - is one of the most effective security plans for preventing assaults on staff. The safety of correctional staff while supervising inmates is not an option. Rather, it is now a requirement. As inmate populations in adult institutions have continued to grow, violent assaults on staff have also increased proportionately. Police and correctional managers are identifying methods of preventing staff assaults, and recognizing the nature of assaults is important. An FBI study identified operational procedures and training issues that can improve police officer safety. The FBI identified the relevant topics of such things as facing a drawn gun, traffic stops, approaches to motor vehicles, officer frame of mind, attentiveness to surroundings, searches, and first aid. Many of these procedures and training issues can be applied to improving safety for correctional staff as well. The same FBI researchers have described ways to prevent staff from becoming victims of fatal assault. The FBI reports that from 1990 to 1999, 75 percent of officer casualties occurred within a 10-foot radius of the offender, in what is called "the killing zone." Officers are cautioned to be wary of placing themselves in this hazardous zone where fatalities occur. This same "zone" applies to correctional staff as w e l l as many of the other positive, in-depth recommendations for police. ADC training at COTA includes subjects in many of the same critical issues that ADC-FY 2003 11 SAFETY AND SECURITY PRIVATIZATION BUREAU ADC currently contracts with two private prison companies: the Correctional Services Corporation (CSC) and the Management & Training Corporation (MTC). CSC owns and operates the Arizona State Prison (ASP) Florence West and ASP - Phoenix West. They also operate the Newton County Correctional Center located in Newton, Texas. MTC owns and operates the Marana Community Correctional Treatment Facility (MCCTF). COCONINO COUNTY JAIL BEDS A new agreement between ADC and Coconino County Jail for another year to house up to eighty-eight adult male inmates in the Coconino County Jail was executed. ADDITIONAL PRIVATE BEDS The existing contract between ADC and Newton County Correctional Facility to house 624 adult male inmates, was extended for Fiscal Year 2004. Activation Date 10/07/1994 Initial Contract Term 10/06/2000 10/06/2010 ASP-PW (Phoenix West) 04/11/1996 07/25/2002 ASP-FW (Florence West) 10/01/1997 10/24/2002 07/25/2002 07/25/2012 10/29/2002 10/29/2012 1,400 PRIVATE DUI BEDS Management & Training Corporation (MTC) is the successful contractor for the 1400 adult male, Driving While Under the Influence (DUI), Levels Two and Three. The "Offer and Acceptance" was executed on May 9, 2003. The 1400 DUI facility is located in Kingman. The developer of the correctional project is Mohave Correctional Properties, LLC (MCP), a subsidiary of Dominion Correctional Properties of Edmond, Oklahoma. This contract is pending on the issuance of a "Notice to Proceed" by ADC. Private Prison MCCTF (Marana) Inmate Type Substance Abuse and General Population (GP) Temporary Substance Abuse DUI Temporary DUI DUI RTC (Return to Custody) Temporary DUI & RTC Capacity 450 50 400 50 400 200 150 88 624 P e r Diem Rate $43.54 $22.30 $43.77 $29.99 $40.55 $39.95 $24.13 $49.44 $38.25 Coconino Jail Newton County Facility (CSC) 8/29/2002 12/03/2002 06/11/2003 06/30/2003 Temporary General Population Temporary General Population & Foreign National 12 ADC-FY 2003 INMATE PROGRAMS GOAL 2: To provide programming opportunities and services for inmates including work, education, substance abuse and spiritual access. ACI BENEFITS EVERYONE Many inmates enter prison lacking the basic job skills and work habits necessary for success. Through its diverse operations and programs, ACI provides inmates with the chance to learn marketable job skills, to develop a sound work ethic, and to experience self-confidence and pride in their work. By providing a work environment similar to that which is found in free society, ACI work programs offer inmates the opportunity to acquire the knowledge and behavior necessary to return to the community as lawabiding and productive citizens. Inmates accumulate mandatory savings from their wages to further assist them with their transition back into society. ial assistance, special inmate programs, and mandatory savings. During FY 2003, ACI employed an average of 1,524 inmates in more than 40 different ACI operations and activities throughout the state. Wages earned by ACI inmates are subject to a variety of mandatory deductions and withholdings, depending upon the specific kind of work program and the amount of wages earned. For example, a number of ACI inmates must pay all federal and state taxes; forfeit 30 percent of their wages to offset the cost of incarceration; pay victim compensation or restitution; provide financial assistance to their dependents; assist in paying the expense of special inmate programs; and contribute to inmate savings accounts. During FY 2003, ACI inmates earned more than $5,000,000 from which $1,492,076 was collected and distributed. Gross FY 2003, revenues for ACI operations totaled a p p r o x i m a t e l y $19,000,000 and produced approximately $1,000,000 in net income. In addition to maintaining debt-free operations, ACI operations also contributed directly and indirectly to the economy of Arizona through expenditures for materials, supplies and outside services totaling nearly $14,600,000. Staff salaries alone amounted to $4,000,000 in demand for goods and services. ACI expenditures also resulted in the additional indirect economic impact including the creation of 351 new jobs and a corresponding demand of $16,400,000 for additional goods and services. Prison industries work programs also assist prison administrators in the day-to-day management of the institutions. Because ACI positions are the most desirable and highly sought after jobs within the prison system, assignment to an ACI job is perceived as a privilege that inmates must earn and maintain. These jobs serve as a major incentive for inmates to comply with institutional rules. Because ACI is a fiscally self-sufficient division of ADC, it operates without any financial support from the taxpayers of Arizona, operating entirely on revenues generated by its businesses and related activities. Additionally, ACI provides for substantial contribution from inmate wages to be used for such purposes as taxes, restitution, dependent financ- ADC-FY 2003 13 INMATE PROGRAMS Study Shows ACI Works ACI INMATES ARE LESS LIKELY TO RETURN TO PRISON THAN OTHER INMATES, SAVING TAXPAYERS MILLIONS OF DOLLARS Yard, Bedding Division, License Plate Factory, and the Motor Vehicle Division Call Center, BoMax Inc. and Solar Industries. In fact, researchers applied a "recidivism risk profile" to the group to account for other risk-related factors, such as gender, ethnicity, and age. The research indicated ACI inmates in the study were even at a slightly higher risk. That doesn't mean ACI inmates are worse only that the sample of ACI inmates studied contained a few more inmates with a higher risk factor compared with those found in the general population. ACI employees have always held a strong belief that ACI work programs have a positive influence on inmates' lives in the present and the future. Now there is statistical proof that ACI programs really do make a difference. In a major recidivism study completed by the Department's researchers, it was reported that inmates who participate in ACI work programs during their incarceration are much less likely to return to prison. The study followed 16,134 inmates released from ADC between 1994 and 1995 for eight years. From the sample, researchers discovered only 34.5 percent of ACI inmates returned to prison, while 55.2 percent of inmates who had not participated in ACI work programs came back. RISK FACTORS ADC maintains thousands of inmate records, and from those files, researchers collect and document information in a database on numerous inmate characteristics. Eventually patterns emerge for example, inmates with a prior commitment history have a higher chance of coming back, therefore they have a higher "risk factor." Using "risk factors" established over years of examining inmate releases and recommitments, researchers can make statistical assumptions on an individual, or group of inmates, about the probability or likelihood of them returning to prison. When released ACI inmates were compared with other released inmates with similar risk factors, ACI inmates were 39.6 percent less likely to recidivate than inmates who do not participate in ACI work programs. As a final step in the study, researchers were able to calculate the number of inmates who would not return to prison as a direct result of their participation in ACI work programs from a total of 10,171 inmates who had worked in ACI work programs and were released from ADC over the 10-year period between 1993-2002. Researchers determined that 2,149 fewer inmates would return to prison as a direct benefit of ACI, with a resulting savings to taxpayers of more than $122 million dollars. ACI INMATES LOWER RISK Some might argue because ACI inmates often work outside the institution they are a lower risk. True, inmates who work beyond prison walls are minimum security, but they only make up one segment of ACI's inmate participants. Many ACI owned-and-operated enterprises utilize inmates with higher security levels, such as the Metal Fabrication 14 ADC-FY 2003 INMATE PROGRAMS Women Living Free Transitional Program In FY 2003, a new program, Women Living Free Training Program (WLF), was introduced at ASPC-Perryville. WLF provides incarcerated women with the resources necessary to transition from prison life to living successfully in society. The Women Living Free Transitional Program is designed to reduce the recidivism rate of incarcerated women by educating newly released female inmates on how to lead self-sufficient lives within the laws of society and by maintaining a resource center that provides essential life skills, values and ethics. The resource center will have case managers who will help the released women find jobs, and have a 24-hour supervisory staff that will cooperate with parole and probation officers. the released women act as mentors for newly released inmates. To be eligible for the WLF program, female inmates must be enrolled in the ADC educational program. A General Equivalency Diploma is required in most cases. The program begins with an assessment of each individual provided by the Department, and then a transition manager and the inmate draft a plan for the inmate's successful future. "These women need our help. Since leaving prison, I tried to call friends who had been freed and discovered that most of them were back behind bars" said Bucher. The Women Living Free Transitional Program fulfills a need. There was no program available in Arizona to aid released female inmates during the re-entry process. To become successful, these women need guidance, support and nurturing during the initial months after release. A successful re-entry is often the deciding factor as to whether women become productive members of society or return to the crimes that lead to their incarceration. To provide services to female inmates for free, the program's cofounders, Bucher and Dunstone, obtained grants and donations from organizations and companies to fund the program. During the first year of the program, while still incarcerated, female inmates participate in several phases of WLF that include: Life Scripting conducted by Virginia Dunstone, Job Readiness taught by Arizona Women's Education and Employment, Inc., Substance Abuse and Addictions administered by Arizona Behavioral Health Services, Integrated Holistic Health Care, conducted by Arizona Integrated Medicine Clinic, Domestic Violence conducted by the Arizona Coalition Against Domestic Violence and Family Reunification conducted by select therapists. About a year ago, Tracy Bucher, co-founder of WLF and a former ADC inmate, and Virginia Dunstone, a therapist who helped Bucher turn her life around while she was incarcerated , contacted the Department with their proposal and received approval to introduce the program. The program requires female inmates to make a threeyear commitment, one year of programming in prison and two years in the community. During the first year of the community portion of the program, the released female inmates are assisted by case managers, to a resource center and group home facility. In the second year of the program, ADC-FY 2003 15 STAFF RECRUITMENT AND RETENTION GOAL 3: To increase recruitment, retention and development of staff. PRE-SERVICE ACADEMY During FY 2003, 1206 new Cadets began the Correctional Officer Training Academy (COTA). Of these, 982 Cadets graduated and were assigned to prison complexes in FY 2003. Additionally, 41 Detention Officers from Cochise, Coconino, La Paz, Navajo, Santa Cruz and Pinal Counties completed the Academy curriculum and received POST certification. The graduation success rate increased to 81% in FY 2003 as compared to 71% in FY 2002. COMPUTER CENTER COTA's fifteen station computer center was developed to enhance in-service training opportunities. The computer center is employed for STARS (Statewide Training and Refistration System) training, Introduction to WORD programs and also integrated into the Correctional Officer III Academy with access to the Adult Inmate Management System (AIMS). CURRICULUM REVIEW A comprehensive review of the Academy operation and curriculum had not been completed since 1992. COTA staff completed a comprehensive review of all protocols, operational procedures and lesson plans. With the assistance of work teams from Prison Operations, the curriculum was reviewed to determine changes in policy and procedure, improvements in technology and physical plant changes. The lesson plans were revised and new information developed to make the Academy curriculum up-to-date. COTA staff revised the Operational Manual, reorganized the Academy, and submitted these changes to Arizona POST. All revisions were included in an update of information regarding the academy on the internet. GUEST HOUSING COTA initiated a cost saving program to house guest staff participating in training and meetings at the facility. Several rooms were converted to motel quality to accommodate overnight guests. The Department began utilizing the facility for state-wide meetings and training opportunities which require staff to stay over night. Two benefits emerged from this program. First, many meetings and training opportunities were scheduled that otherwise would have been cancelled due to budget limitations. Additionally, a net savings of $212,497 in travel costs for FY 2003 were realized. Additional savings for other law enforcement agencies totaled $22,376. Agency travel savings include overnight accommodation for Academy instructors, inservice training opportunities, staff meetings, specialty training for K-9 and agency recognition program. The Academy hosted two training academies for ADOT Motor Vehicle Division, Limited Peace Officer Training. And, for the second year, COTA welcomed a group of young people who were taking part in the highly acclaimed weeklong program: Drug Education For Youth (DEFY). T-1 PHONE TECHNOLOGY In order to enhance the overall effectiveness of the Academy operation, two T-1 lines were installed; one for VOICE and the second for DATA. These upgrades allow for enhanced communications and increased access for computer training. INTER-GOVERNMENT AL AGREEMENTS COTA established Inter-Governmental Agreements (IGA) with Coconino, Cochise, Pinal, Santa Cruz, Navaho and La Paz Counties to train Detention Officers. During FY 2003, 41 Detention Officers graduated from COTA. The benefits of this agreement include: more efficient use of 16 ADC-FY 2003 STAFF RECRUITMENT AND RETENTION the facility space; savings to the counties for training; ADC Correctional Officers becoming familiar with county detention operations; and County Detention Officers who supervise ADC inmates are exposed to ADC policy and procedures. data, at the touch of a key. STARS is in use by all Department Training Officers to record training accomplishments by Department staff prescribed in the annual Training Plan. Training data maintained in the centralized STARS database is available for viewing by the employee, supervisor, and Training Officer. Accurate training documentation is a critical element in defending against liability claims. ADCOM The Department implemented ADCOM the ADC Orientation Manual to maximize new employee, volunteer, contractor, and intern productivity while still providing the comprehensive base of knowledge needed to work around inmates. Employees and non-ADC personnel work through a detailed self-paced workbook with their supervisors during their first week on the job. After they have had some experience, many attend a classroom session where they can meet other newer employees and ask questions. All required subject matter is addressed - either in the workbook, the classroom session, or in other modules that may be required because of their specific job assignment. IN-SERVICE ACADEMIES ADC offers an impressive array of in-service management and leadership academies to challenge and develop employees' skills. The Correctional Officer III and Sergeants' Leadership Academies offer practical skillbuilding activities specific to those job specifications, while the Professional Development Program focuses on skills needed for the first-time supervisor. A Correctional Administrators Academy was implemented this year to enhance the skills that Deputy Wardens and employees of similar rank will need as they move along their career paths. Developed under a grant from the National Institute of Corrections, this academy was subsequently adopted for use at the National Corrections Academy in Boulder, Colorado. A Correctional Managers' Academy is now under development, which targets mid-level employees who need to improve critical thinking, interpersonal, and management skills prior to promoting to Deputy Warden. ADC's full range of academies is effectively preparing its employees for the challenges of correctional management. EXPANDED IMS In response to a need for concise, targeted training for mid to-upper-level correctional managers on implementing ADC's Incident Management System, an intensive handson course was developed. After being presented to existing correctional administrators and managers, the course is scheduled to be incorporated into the Correctional Managers Academy. Participants will actually run emergency simulations, then critique their own responses. STARS In January 2003, ADC migrated over one and one half million training database entries into STARS which is managed by the Arizona Government University. When fully implemented, STARS will allow retrieval of training ADC-FY 2003 17 STAFF RECRUITMENT AND RETENTION TRAINING TOPICS DEVELOPED IN RESPONSE TO EXTERNAL/ INTERNAL STIMULI AND ADC NEED Regardless of how self-contained an agency may appear, external events often have a strong influence on operations. In response to the growing terrorism threat, ADC is developing a comprehensive plan of cooperation with outside law enforcement and health agencies. Training is a critical part of that effort. Additionally, training was used during FY 2003 to reshape the Department's philosophy regarding the use of force. Working with a TQM Group, a specialized training curriculum and video was developed to ensure all staff know the Department's Use of Force continuum and its policies on lawful use of force in a prison setting. To support a statewide educational effort, training regarding the Domestic Violence issue was revamped and is scheduled to be featured again in next year's training slate for all employees. Community and Transition Program. The tape entitled Basic Fire Extinguisher Training won second place in the American Correctional Association's Video contest in the category of video produced by a correctional facility. IACTP TRAINING SYSTEMS AWARD For its innovative Correctional Administrators Academy, the Staff Development and Training Bureau received the Training Systems award from the International Association of Correctional Training Personnel in October 2002. This award is made for new training that impacts entire programs or systems. INCREASING USE OF CBT AND SELF-PACED TRAINING Staff shortages and budgetary limitations have made it necessary to "think outside the nine dots" in delivering training to the Department's almost 10,000 staff. Increased emphasis is being placed on self-paced courses and direct study of management and similar books, as well as computer based training. When the Department recently converted from Corel to Microsoft computer software, self-paced training was available to get employees started right away on the new software. VIDEOS AND AWARDS The ADC Video Studio has a long history of award-winning work and FY 2003 was no exception. Ten tapes were produced on a wide range of topics: The Mentally Ill in Prison, Use of Force, State Employees' Charitable C a m p a i g n , Statewide, Taking Meeting Minutes (training tape), No More Victims: Overview of ADC's Sex Offender Program, Basic Fire Extinguisher Training , Ten Hours in November: Quelling a Disturbance, Endless Flow: The Increasing Numbers of Inmates Coming Through Intake, a demonstration tape of Peerless/Wesson handcuff failures, and ADC BACHELOR'S DEGREE ON-LINE WITH WAYLAND UNIVERSITY In response to ADC employees' need for flexible, yet affordable higher education programs, ADC has developed a Bachelor's Degree in Corrections in partnership with Wayland University. A cohort of students are attending classes taught by Masters-degreed correctional professionals. Courses are also available on line to complement any schedule. 18 ADC-FY 2003 TECHNOLOGY AND INNOVATION GOAL 4: To improve Department operations through technology and innovation. During FY 2003, 18 major prison sites have been migrated to the ADC WAN with basic connectivity. At the end of fiscal year, two additional sites were funded for WAN expansion: ASPC-Douglas and ASPC-Douglas/Papago. This expansion is scheduled to start in FY 2004. Also during FY 2003, Network Services partnered with Community Corrections providing a WAN expansion plan for their Parole Offices. Following this plan, Community Corrections has met the initial requirement for expansion of 16 of their offices onto the ADC WAN. The expansion for the remaining offices is expected to be completed in early FY 2004. NETWORK SERVICES During FY 2003, Wide Area Network (WAN) capabilities were expanded at ASPC-Safford and ASPC-Ft. Grant. These expansions will benefit the Department in the following ways: Improved communication through expanded internal and external e-mail and document transfer capabilities. Improved information access through expanded internet and intranet capabilities as well as cost saving realized by the termination of local ISP accounts at the remote sites. Improved mainframe connection and transaction speeds increasing lookup and data entry efficiency and productivity. Cost savings through the reduction of long distance phone calls and travel resulting from improved. e-mail and file transfer capabilities. Cost savings through the effective elimination of outside or Contract Project Management. Cost savings through the reduction of expensive and labor intensive legacy hardware and software. PRISON INFRASTRUCTURE UPGRADES During FY 2003, an infrastructure upgrade was performed at ASPC-Yuma replacing their outdated equipment. This has removed network bottlenecks and improved network performance. Internet downloads are faster, connection speeds are better, and network updates can be automated. This allows more time for local network administrators to focus on other support issues. ADC-FY 2003 19 TECHNOLOGY AND INNOVATION In a partnership with ASPC-Florence, Information Technology (IT) has extended their internal infrastructure to the East Unit, Maintenance, Medical and Programs. Based on the WAN expansion plan, ASPCFlorence has purchased two servers and is in the process of completing the connection from North Unit Administration to North Unit Medical. They are planning further extensions to Central Unit, CB6, and South Unit during FY 2004. Working with ASPC-Safford, IT provided support to the ASPC-Safford/Fort Grant Video Surveillance Project's fiber requirements. Additionally IT improved performance on the Fort Grant Local Area Network (LAN). The fiber installation is scheduled for completion in early FY 2004. IT and ASPC-Tucson have shared expenses to upgrade their internal infrastructure. This upgrade removed all obsolete equipment and media. The newer equipment will hasten the completion of a lifecycle replacement of Servers and Desktops in the coming fiscal year. support the implementation of a Global Positioning System (GPS). This technology tracks the movementof offenders under Community Supervision.The GPS concept is appealing because it appears to be more efficient and cost-effective than the current method of offender tracking. The concept also possesses future beneficial possibilities including the sharing of information with other entities within the Criminal Justice System. HRIS COMPUTER DEPLOYMENT Network Services configured and deployed about three hundred computers throughout the agency to meet the minimum standard for the implementation of ADOA's new Human Resources Information System (HRIS) now scheduled for FY 2004. Each timekeeper was also provided internet access in order to employ HRIS, and to be able to access the necessary on-line training. PRISON WEBSITES In the fiscal year, ASPC-Tucson, ASPC-Winslow, and ASPC-Yuma all initiated development of local web links. Web Services has assisted staff at these sites with training for the conversion of Institution Orders and Post Orders to HTML format for Web posting. There are significant costs savings in both time and materials through the electronic distribution and filing of these documents. ASPCTucson converted over 300 documents to HTML format. REMOTE CORRECTIONAL INMATE PHARMACY SYSTEM (CIPS) ACCESS Network Services has assisted Health Services in providing a secure network connection with the Maricopa County Sheriff's Office. This allows Health Services to receive inmate prescription information when inmates transfer from county to state custody. Previously, medical staff had to physically retrieve this information from the County Jail. This e-Business solution promotes continuity of care, reduces time and travel and reduces the potential for inmate litigation. COMMUNITY CORRECTIONS GPS Network Services has been installing the network infrastructure at five Community Correction sites to 20 ADC-FY 2003 TECHNOLOGY AND INNOVATION IT HELP DESK During the FY 2003, the IT Help Desk received approximately 16,000 calls; this is a 4.5% increase over the previous year's calls. On average, 86% of these calls were resolved over the phone which is a decrease of 1% over the past fiscal year. Of those that could not be resolved over the phone, approximately 2,200 resulted in referrals for service. A general breakdown of the category of calls is as follows: Password Reset Printing Application General Information Install Hardware Call Transfer Network Management Operating System Miscellaneous 27% 25% 12% 11% 6% 4% 4% 3% 3% 7% PLANNING & PROJECTS IT was a part of the Disaster Preparedness/Emergency Response TQM Committee. IT also took part in the Central Office TQM Subcommittee, which is in the process of developing three-year documents for the ADC FY 2003 Homeland Security Grant applications. IT continues to participate in the ongoing development efforts for the ADC Emergency Response Plan (ERP). IT coordinated development of the ADC Business Continuity Plan in which ADC core business processes were identified, and continuity plans were developed so that operations can continue in the aftermath of an emergency. TELECOMMUNICATIONS The IT Telecommunications section completed a yearlong, comprehensive audit of telecom services from vendors and ADOA, resulting in ongoing monthly savings of $31,442, plus one-time billing credits totaling $130,199. The savings were achieved by ensuring services were billed at appropriate contract rates: by discontinuing unneeded services and features: and, when feasible, by replacing services with less costly directives. These savings were used to upgrade equipment and infrastructure at all locations. In addition to the audit, IT Telecom assisted ADC business offices in researching and resolving telephone-billing problems resulting in approximately $10,000 in reduced charges. APPLICATIONS AND DATA MANAGEMENT SERVICES During the past fiscal year, the Applications and Data Management Unit of Information Technology undertook and completed several projects that resulted in savings of both time and money for the Department. The major items accomplished this year include enhancements to the Adult Inmate Management System (AIMS) and several administrative support systems. These items included: ADC-FY 2003 21 TECHNOLOGY AND INNOVATION The completion of a WEB based program that captures institutional level Management Summary information for Inmate Education. The installation of the IPP system on several institutional computers that supports the tracking of work details and other educational programs. The completion of a report for the recruiting process that is currently estimated to save over 3,000 manhours with a cost savings of $37,000 annually. The creation of an accounts payable system that monitors certain health-related invoices. This saved the agency several hours of research weekly. The creation of a browser-based system for the Finance Division that tracks and pays Federal and State filing fees and Court Ordered Restitution saving clerical time. The creation and installation of the system that allows Employee Relations and the Office of Equal Opportunity to track and document cases. Automation and improvement of record keeping and verification of inmate bank accounts. Developed a user friendly reporting scenario that allowed the users to directly change report parameters that produce data or other specific criteria. This eliminated the necessity of contacting IT whenever these parameters needed to be modified. The addition of literacy tracking enhancements for inmates completing specific grade levels that are federally mandated. The modification of the Reclassification Profile function to pro-actively prompt other classification actions or reviews to be conducted and completed, as necessary. The installation of an electronic transfer process for inmate bank account transactions received from the Bank of America. This eliminated the handling and possible delays of processing that information. The completion of a Do Not House With (DNHW) program that alerts staff when two or more inmates should not be housed or transferred together. This process eliminated countless hours of manual research by staff. FY 2003 saw the beginnings of a long process to identify and document the functions and business rules of our corrections business and the advent of current technology relational databases to support those functions. IT also was involved with the design, development and implementation of new staff identification cards for employees, contractors, and volunteers. In addition, IT also was responsible for the purchase and installation of sex offender equipment. The staff identification project utilized the existing photo system to create the badges. The sex offender equipment was an add-on to the exiting AFIS fingerprint system in accordance with State and Federal Statutes for sex offender registration. 22 ADC-FY 2003 INMATE HEALTH CARE GOAL 5: To provide cost-effective, constitutionally-mandated correctional health care. Central Office staff has absorbed much of the staffing burden by performing more duties in the field, in addition to maintaining a heavy administrative workload. These efforts reduced the need for considerable overtime and temporary contracted services. BUDGET ADMINISTRATION OVERVIEW OF THE FISCAL YEAR The ADC, Division of Health Services continues to deliver cost- effective, better quality, constitutionally mandate health care to over thirty thousand inmates. ADC must compete for health care professionals with other governmental agencies as well as the private sector. The impact of the national shortage of nurses and other health care providers has resulted in increased personnel costs and staff turn over as increasingly more lucrative offers are made to these individuals. In addition, staff vacancies mean an increased reliance on the use of temporary employees, at a much higher cost for these services. In short health care costs continue to rise, as newer therapies, technology and revised treatment guidelines significantly impact the cost of providing health care services. Despite budgetary constraints and increased costs, the Health Services Division has been able to accomplish its mission by the use of private sector approaches such as volume purchasing, utilization review, pre-approval methodology, data collection improvements, and the increased capability to anticipate issues by the implementation of trending capabilities. The Division continues to meet its challenges while providing care to those who have been incarcerated. While budgetary constraints and staffing shortages continue to challenge the delivery of constitutionally mandated health care, During FY 2003, the Health Services Division pursued a partnership with the Arizona Heath Care Cost Containment System (AHCCCS) to qualify inmates hospitalized in certain hospitals for AHCCCS coverage. To date, the Division was able to save upwards of $315,000. The saving projections are even better in the next fiscal year. The Budget area began the task of automating its tracking and forecasting process. In this fiscal year, all inmates with high cost medical were entered in an Access database giving the Division a way of extracting high cost information needed to justify expenditures and better forecast the needs of the Division. The Division began reviewing contract renewals and new bids to determine if they fit the needs of the Division, were cost-effective, and created a spirit of competition among vendors. On many occasions in the past, only one vendor responded to our bid process. By breaking contracts down to more specific needs and deleting items that no longer applied to the contract we have been able to successfully get solicitations from numerous vendors on contracts and purchases that traditionally received responses from one vendor. By performing these reviews we have been able to save funds, such as $24,000 on our Dental Calibration contract, and the Division was able to maintain the same fees on our Dental Repair contract that we had on our FY 2001 contract. ADC-FY 2003 23 INMATE HEALTH CARE MEDICAL PROGRAM In order for ADC Health Services to continue to actively pursue cost savings and cost containment at every level of operations, a system of prior authorization was developed, requiring review and approval for most scheduled (non-emergency) medical procedures and third party consultations. Recommendations from on-site health care providers are reviewed by a local facility medical committee, as well as a central office medical review board, providing assurance of medical necessity and continuity of care. This is a sophisticated assembly of equipment, T1 lines and statewide networks, which allow us to bring the specialist to the inmate, reducing transportation costs. This service allows almost every imaginable specialty consult to be provided to the inmate without the inmate leaving the facility. To date, we have eight of our ten prisons operational. Our newest one is ASPC-Tucson, installed July 2003. In the first year of service, we provided consults to 144 inmates at ASPC-Yuma. During FY 2003 we increased to1921 cases. Since inception we have provided 7,822 consults statewide. This represents 7,822 fewer inmate transports. The latest cost analysis shows savings of $150, which is quite conservative, per inmate transport for a total of $1,173,300 savings to the Department since inception. Of course there is no way to compute the most important intangibles such as; increased safety to the public and our officers. This same system allows for interactive videoconferencing for statewide meetings, reducing statewide travel. This means a savings of approximately $3,435 for one meeting of 30 staff coming from an outlying facility. TELEMEDICINE PROGRAM In 1996, the Arizona Department of Corrections joined with the University of Arizona, Health Sciences Center to develop the Arizona Telemedicine Program, providing statewide telemedicine health services to ADC inmates. Our first site was ASPC-Yuma. Telemedicine includes, from its simplest form, a telephone consult with a specialist, to a live, interactive encounter with the specialist, ADC physician and the inmate. DENTAL PROGRAM The Arizona Department of Corrections was instrumental in the development of a formal Dental Study Club. It was organized to facilitate seminars, symposia, and lectures. It is designed to update skills, learn new procedures, or treatment related to the practice of dentistry in a correctional setting. Prior to the organization of the Study Club, ADC staff often had to travel out of state for dental continued education. Subject matter experts from ADC provide training to our staff locally, thereby reducing our training cost. 24 ADC-FY 2003 INMATE HEALTH CARE Recruitment and retention of licensed nursing staff continues to be our most difficult challenge. The Nursing Program averaged a 21% statewide vacancy rate during FY 2003, which exceeds the pubic statewide nursing vacancy rate of 16%. Our turnover rates are also among the highest in the state. Statistics charted a 44% turnover rate among ADC nursing supervisors. PHARMACY PROGRAM The Study Club is the first of its kind in the nation to address dental and oral health issues in corrections. It is affiliated with the Academy of General Dentistry for the provision of Continued Dental Education credits, and has offered training programs for more than 90 correctional dental staff within the past year. ADC dental staff have increased the use of Teledentistry by 39% for inmate oral surgical services. ADC dentists also managed complicated dental cases using Telemedicine for consultation with other statewide staff. The coordinated efforts of Pharmacy and Mental Health have brought about a significant cost reduction of 18.4% for FY 2003 vs. FY 2002. Development of new anti-psychotic guidelines, and systematic formulary review, has positively impacted drug expenditures for a total reduction of $358,000 in FY 2003, this cost saving occurred despite an increase in the number of mental health inmates and levels of acuity, while maintaining the same level (if not higher), and quality of care. Pharmacy and Medical Programs together have streamlined Hepatitis C guidelines and required medications for treatment. This revision projects an estimated $1.5 million in savings for FY 2004, while maintaining an approved national level of care. NURSING PROGRAM The ADC Nursing Program continues to spotlight Correctional Nursing as a rewarding career opportunity. During the past year, the Nursing Program established two additional interagency agreements with colleges of nursing. We currently have formalized student internships with more than 50% of the statewide nursing programs. Cochise Community College and Arizona State University, College of Nursing were added. Student nurse clinical rotations remain successful for Northland Pioneer College (Winslow Campus) and ASPC-Winslow. Thirty student nurses completed clinical rotations during school year 2002/2003. Health Services also established a Temporary Nursing Assistant program, which began in April 2003. Six prisons now employ temporary nursing assistants. ADC-FY 2003 25 INMATE HEALTH CARE On-going review of prescribed therapy by medical and pharmacy staff has resulted in streamlining drug regimens. The number of prescriptions has decreased 2.6% from the previous year, while the acuity and total number of inmates in the system has increased. This saving was realized despite broad increased costs in pharmaceuticals nationwide. MENTAL HEALTH PROGRAM Mental Health accomplished the following improvements in FY 2003, while continuing to provide costeffective, constitutionally mandated quality services: Increased availability and use of Telemedicine for delivery of mental health services. Developed computer databases for tracking mental health caseloads and treatment. Instituted a new process for Seriously Mentally Ill (SMI) determination, that establishes not only SMI status in a manner analogous to the community, but also the mental health need levels of SMI and non-SMI inmates. In turn, standard levels of mental health service delivery have been defined according to mental health need level. Established clinically focused groups, especially sleep, hygiene and mood management groups that provide non-pharmacological intervention for a range of typical inmate mental health issues. Developed a Dialectical Behavior Therapy Treatment protocol that includes study groups, staffings, and individual therapy at the Women's Treatment Unit (WTU). Instituted an assessment and staffing process that allows for comprehensive psychological/psychosocial assessment of inmates to determine the most appropriate course of treatment. This process has also facilitated a better integration of psychology and psychiatry staff. Created and administered psychologist peer review, clinical performance evaluation. In conjunction with Prison Operations, reconfigured Baker Ward at the Alhambra Behavioral Health Treatment Facility (ABHTF), which allowed for the creation of three new watch cells. Contingency planning was implemented to more effectively coordinate watch cell usage. Instituted a monthly mental health block-training program at ABHTF, to better train staff, and to facilitate the licensing process. 26 ADC-FY 2003 INMATE HEALTH CARE Completed a Sex Offender Program video, which is used on a regular basis in Phase I of the treatment program. I n conjunctions with Prison Operations, constructed the Penile Plethysmograph Lab and initiated testing. Successfully relocated the Special Management Unit (SMU), Mental Health program from SMU II to SMU I. One result was an improvement in the watch cell environment. Successfully revised the admission criteria and process for Mens Treatment Unit (MTU), in conjunction with Central Classification and Prison Operations. As a result, the census has risen from an average of 120 inmates to a consistent count of 145+ (capacity is 150), maximizing capacity. industrial injuries; primary prevention education in the workplace; the bloodborne pathogen/exposure to bodily fluids; and the HIV post exposure prophylaxis program. Staffing continues to be a challenge with the Occupational Health Unit. Currently we have a vacancy rate of 27% with the Occupational Health Nurses (OHNs). The current OHNs have absorbed this workload. These efforts have avoided a negative impact on the delivery of mandated OH services. Through the auspices of the Flinn Foundation, the Correctional Public Health Program hired a case manager to conduct discharge and transition planning for inmates requiring medical treatment and services after their release. The objectives for discharge and transition planning are to ensure uninterrupted medical treatment and services, reduce recidivism due to medical illnesses, and to reduce communicable disease burden in the community. An Infection Control and Communicable Diseases Technical Manual has been developed by the correctional Public Health Program. The Video Memo: MRSA Clarification, was created for staff and inmates. So far it has won two awards. We also collaborated with the Occupational Safety Consultants and Special Services Bureau to create the video, "Handling Mail Safely" which also won an award. CORRECTIONAL PUBLIC HEALTH AND OCCUPATIONAL HEALTH UNIT PROGRAM The Occupational Health Unit continues to provide mandated occupational health services to over 11,000 employees. These services include, but are not limited to, medical surveillance; case management of the Department's Early Return Work Program; FMLA; ADC-FY 2003 27 INMATE HEALTH CARE PROFESSIONAL RESOURCES ADC prison complexes were approved as health professional shortage areas (HPSA). Loan repayment may promote recruitment and retention of health care staff in designated "hard to fill" positions, and disciplines. These positions are now eligible for federal scholarship reimbursement programs, administered under Health Resources and Services Administration. PERRYVILLE RECOGNIZED National Commission on Correctional Health Care awarded the Perryville Complex the prestigious, "Facility of the Year" award. Perryville was selected from more than 500 correctional facilities; this was the first time that it was awarded to a women's facility. Three complexes, Safford, Douglas, and Tucson successfully completed their survey reaccreditation. No corrective action plans were required, and all were awarded accreditation for three more years. A coordinated effort between Health Services and the Office of Strategic Planning and Budgeting resulted in three complexes receiving automated external defibrillators, (AED). Equipment was provided through a federal grant in collaboration with the State Health Services Bureau of Emergency Medical Services. Since laying the foundation for this beneficial program, the Grants Office and Health Services are working towards future funding to include all complexes. ADC held an Infectious Disease conference in October 2002. Partnering with Midwestern University in Glendale, featured speakers presented antibiotic training to ADC, County Health Departments, and Federal Correctional health professionals. ADC has proactively responded to a critical public health issue by developing Chronic Hepatitis C Guidelines. The goal of these policies is two-fold: to improve health services to infected inmates, and to collect data for future planning and budgeting. Incoming inmates are now screened for the disease, and inmates are educated about all forms of hepatitis (including A & B). Inmates receive pamphlets, one on one instruction, and complex-wide closed circuit videos. Concurrent with this policy, two statewide training sessions were conducted for all health administrators and medical providers. These intensive daylong sessions were presented by Dr. Jones to promote consistency and an understanding of the guidelines. Heath Services has worked cooperatively with the ADC Office of Substance Abuse to fund positions enabling substance abuse treatment for qualified inmates receiving treatment for Hepatitis C. This is significant as it represents the development of a cross-divisional program within ADC. Professional Resources provided statewide in-service instruction on "TB Skin Test Administration, and Interpretation". This was done in continued support of quality improvement. A total of 135 staff received hands-on training, including a skin test administration by each participant, to ensure proper technique and appropriate referral. Mandatory self-study guides were developed for on-going refresher training. This year, an innovative QWL-21 project was launched to promote staff and inmate wellness. Professional Resource organized and worked with facility staff to conduct a threeday staff and inmate health fair at Yuma. A range of health and wellness topics were highlighted, ranging from displays on tobacco education to comic books describing how HIV/ AIDS is spread. Exhibits and services were provided by the ADC Health Education Program, the EXCEL Group, Cigna Healthcare, Yuma County Health Department Tobacco Program, Mobile Onsite Mammography, National Stress Station, Maricopa County Department of Public Health HIV/AIDS Program, Crossroads Mission, American Red Cross, and Arizona Healthways. 28 ADC-FY 2003 INMATE HEALTH CARE Inmate Health Care Costs* 3400 3200 3000 2800 2600 2400 2200 2000 1900 1800 1755 1600 1990 3323 2952 3052 3177 2788 2571 2312 2160 2143 2647 2460 2277 2033 1855 2085 1927 2573 2691 2299 2788 2869 2170 1992 1994 1996 1998 2000 2002 ADC Health Cost per Inmate Cost per Inmate at MPI Rate ADC Health cost compared to National Index. This includes Mental Health and indirect costs. 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 ADC Health Cost per Inmate 1755 1855 1927 2085 2170 2299 2160 2143 2312 2571 2647 2810 2759 3029 Cost per Inmate at MPI Rate 1900 2033 2277 2460 2573 2691 2788 2869 2952 3052 3177 3323 3479 3623 *All costs in dollars **Medical Price Index ADC-FY 2003 29 OFFENDER COMMUNITY SUPERVISION GOAL 6: 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. COMMUNITY CORRECTIONS WORKS COOPERATIVELY The Community Corrections Division CCD is composed of the administrative offices of the Assistant Director, the Criminal Justice Support Bureau, and the Community Supervision Bureau. Both Bureaus actively integrate with the community to provide access to services for offenders and to enhance and expand partnerships with other local service, criminal justice and state agencies. COMMUNITY SUPERVISION BUREAU The Community Supervision Bureau oversees parole officers who supervise offenders under community supervision, including home arrest, by monitoring their compliance to Conditions of Supervision. Parole officers also conduct pre-placement investigations, make referrals for job placement, and refer offenders to contracted transitional services. An average of 75 parole officers completed approximately 14,143 pre-placement investigations and 152,774 faceto-face offender contacts. CRIMINAL JUSTICE SUPPORT BUREAU The Criminal Justice Support Bureau assists all levels of courts, law enforcement, and correctional/ detention agencies with offender issues. These include fugitives, sex offenders, the interstate transfer of offenders under community supervision, and/or the revocation hearing process for offenders who seriously violate Conditions of Supervision and are returned to custody. In FY 2003, the Interstate Compact (ISC) Unit processed 1,294 inmate requests for transfer of their supervision to or from Arizona. During FY 2003, the ISC Unit accepted 310 offenders from other states to be supervised in Arizona, and 491 Arizona offenders were accepted for supervision in other states. During FY 2003, the Criminal Justice Support Bureau reviewed 946 sex offender cases for the applicability of community notification, registration and/or sexually violent person laws. Of these, 498 were subject to notification and 84 were subject to registration only. Also, 158 were screened and referred for mental health reports as part of the sexually violent person referral process. Of these, 54 inmate cases were submitted to county attorneys for civil commitment proceedings and 42 were referred for civil commitment and transferred to the Arizona State Hospital. 30 ADC-FY 2003 OFFENDER COMMUNITY SUPERVISION The staff of both Bureaus work in concert with one another to ensure due process is provided for released violators. The Board of Executive Clemency held 2,755 revocation hearings, and revoked the supervision of 2,495 offenders, or 99 percent of those cases. ADC conducted 22 revocation hearings on violators on Administrative Release or those on supervision under ISC and revoked all but one of them. REGISTRATION OF SEX OFFENDERS PRIOR TO RELEASE FROM ADC In February 2003, Governor Napolitano ordered ADC to register all eligible sex offenders prior to release. Many meetings were held by staff from various divisions and work units to implement this process. Beginning March 3, 2003, sex offenders who met the statutory requirement (ARS 133821) were registered prior to release. From March 3, 2003 through June 30, 2003, 285 eligible sex offenders were registered. The intent of obtaining this equipment is to aid institutional staff in completing the process of registering sex offenders prior to release. The equipment has been purchased and was recently installed at ASPCPhoenix. DPS will provide training to institutional staff in the use of the equipment. ARIZONA CRIMINAL JUSTICE COMMISSION GRANT AWARD On March 27, 2003, ADC was awarded a federal grant through the Arizona Criminal Justice Commission (ACJC) to purchase Live Scan fingerprinting equipment. The goal was to reduce the intensive labor needed to complete the "ink and roll" method of fingerprinting, improve the accuracy of fingerprints, and eliminate the manual transfer of fingerprint cards. FUGITIVE WEBSITE In March 2003, a new page was created and added to the Inmate Data Search section in the Department's Media Public Relations Website entitled "ADC Fugitives." This web page was a result of collaboration between CCD Fugitive Services, IT and Media Relations. The web page is divided into two sections: absconders from community supervision and escapes from prison confinement. The Fugitive Services Unit is responsible for the input of information into the AIMS system which automatically updates the website. The website is accessible to the public as well as ADC employees. INTERSTAT E COMPACT FOR ADULT OFFENDER SUPERVISION (ICAOS) The Interstate Compact for Adult Offender Supervision has regulated the transfer of adult parole and probation supervision across state boundaries since ADC-FY 2003 31 OFFENDER COMMUNITY SUPERVISION 1937. In 1998, a partnership was established between the National Institute of Corrections (NIC) and the Council of State Governments (CSG) to develop and facilitate a team responsible for designing a revised Interstate Compact. On May 30, 2002, Governor Hull signed the new Compact into law. As a result of the new Compact, a National Commission was established to provide guidance to member states on the implementation of this Compact. In addition, each member state is required to establish a state council to provide the oversight of the Compact within that state. The state council in Arizona has not convened since the passage of the new law. Due to the election of a new Governor, changes in the legislative body, and the retirement of Director Stewart, convening of the state council was placed on hold. The establishment of a state council will occur by the end of 2003. ized procedure resulted in an approximate savings of $120,000 during Fiscal Year 2003 without diminishing public protection. CONSOLIDATION OF PAROLE OFFICES The CCD has consolidated three Tucson parole offices into a single office. The Southern Arizona Regional Parole Office supervises three regional parole offices located in three outlying counties. The office consolidation occurred in response to the State budget deficit. REPLACEMENT OF COMPUTER EQUIPMENT DIVISION-WIDE The CCD is in the process of replacing antiquated computers. The new systems are designed to support the telecommunication requirements of an efficient and modern community corrections operation. The innovations were funded by the savings realized from standardizing the urinalysis process. REVISION OF OFFENDER URINALYSIS PROCEDURE The CCD revised the offender urinalysis procedure in response to the state budget deficit. The revised, standard 32 ADC-FY 2003 LEGAL ISSUES INTERNET BAN Three website hosts brought an action seeking to enjoin ADC from enforcing Arizona statutes prohibiting inmates from communicating with communication service providers. On December 9, 2002, Judge Carroll from the United States District Court, District of Arizona, entered a preliminary injunction prohibiting ADC from enforcing the statutory ban on communication by inmates with internet computer services. Judge Carroll ultimately ruled the statutes unconstitutional. As a result, ADC completely expunged the records of inmates disciplined for violating these statutes. TAYLOR/YANICH V. STATE In 1972, the State entered into a consent decree allowing a judgment to be entered regarding ADC's disciplinary procedures. On October 1, 2001, a settlement agreement was reached between the parties in which ADC agreed to make and keep in place for 12 months two policy changes in exchange for dismissal of the 28 year old injunction. On November 15, 2002 ADC was free to modify its disciplinary policy. The TQM group has been meeting for several months to prepare modifications to the policy. WHITMIRE V. STATE Inmate Whitmire filed a lawsuit against ADC alleging that ADC policies discriminated against homosexuals because the policies prohibited same-sex demonstration of affection (hugging and kissing) that heterosexual inmates and their visitors were allowed. In January, 2003, ADC modified its policy to eliminate this prohibition. ADC-FY 2003 33 LEGISLATION SEX OFFENDER REGISTRATION MADE MANDATORY SB 1088 was signed into law on April 7, 2003. This bill made mandatory what had been an optional authority to implement the registration of sex offenders before they are released from prison. The bill has a delayed effective date of December 31, 2003, but the Governor ordered that the bill be implemented immediately. LAW ENFORCEMENT OFFICERS TO BE REPRESENTED SB 1338 was signed into law on May 7, 2003. This bill allows for representation at an interview which the employer believes may result in the dismissal, demotion or suspension of a law enforcement officer who is summoned to an employer interview . This bill does not apply to routine course-of-duty interviews, informal discipline or if conducted in the course of a criminal investigation. PROCUREMENT CODE EXEMPTION REPEALED SB 1196 was signed into law on April 17, 2003. This bill repealed ADC's exemption from the procurement code for the purchase of food commodities and inmate store goods. This bill will be effective on September 18, 2003, the general effective date for legislation. DRUG OFFENDER TRANSITION PROGRAM ESTABLISHED SB 1291 was signed into law on May 26, 2003. This bill mandates that ADC establish a drug offender transition program to provide services which may include assistance with: employment placement, job training placement, finding housing, food or treatment services, health care, and mentoring. This bill applies to drug offenders with more than six months left on their sentence to be served and does not apply to inmates who have also been convicted for certain offenses, including violent crimes, arson and sex offenses. 34 ADC-FY 2003 EMPLOYEE AWARDS MERITORIOUS SERVICE AWARD In recognition of duty performance exceeding the normal demands of the Department while demonstrating an exceptional degree of good judgement, initiative, and competence Steven Arvallo Antonio Baca Harold Barrett Ramon Billyard Judith Brooks James Cain Laura Castleberry Mario Diaz Jeffrey Hrdina Michael Mallett Jesus Moreno Stephen Nettles Terrence Noon Christopher Orthmann Richard Santiago Danny Smith Valerie Stearns Elsie Stowell John Theisen Carolyn Walker Daryl Whipple Michael Williams DIRECTOR'S UNIT CITATION AWARDS For a Department unit or group of employees for outstanding achievement or extra effort in the attainment of organizational goals or objectives CISD Team, ASPC-Florence Cocopah Unit, ASPC - Yuma Complex Security, ASPC-Yuma Coronado Unit, ASPC-Winslow Maintenance Department, ASPC-Phoenix Manzanita Unit, ASPC-Tucson ADC-FY 2003 35 EMPLOYEE AWARDS QUEST AWARDS For employees who demonstrate excellence in their duties in a way that clearly reflects uncommon commitment to quality and excellence through initiative, diligence, and service Richard Abrigo Maggie Adams Mary Alcoverde Edward Alonzo Alan Amstutz Charles Baber Evin Bailey Danny Bailon Evan Barkman Helen Barreras Carmen Barry Marguerite Bousley Johnnie Bowman Carol Breton Stephen Briones Bruce Brodie Colonel Brown Frank Brown Stacey Burgos George Coleman Joan Collins Shane Cook Charlotte Cooper John Cowan Kimberly Currier Christopher Dempsey Rex Dilyard Pete Esqueda Joe Estrada Vincent Estrada Deborah Ferguson Kyle Fouts Steve Fowler Lisa Garbarino James Gardner Daniel Gil Arthur Gooch Gregg Gordon Delores Gray Randy Guice Heather Hadden Gayle Hamilton Alexander Han Betty Hathaway Rebecca Hauser Derek Hollroyd Everett Hull James Hummer Steve Hyland Terri Jacks Richard Jaquez Jeanette Johnson Joseph Koolick Betty Kotob Michael Kozda Lana Knuckey Randi Lewis Martha Macias Faviola Maria Salvador Martinez David Matthews Jason Maurry Betty McCormick Esther Mendez Jason Mess Julie Morrissey James Nelson Francisco Noriega Veronica Ochoa Jim Owens Carolyn Patterson Shannon Peck Jeri Pepelnjak Jacquelynn Pershing Brenda Pogue Paola Reyes Aaron Reynolds Bryan Rhein D. J. Ridgley Lisa Rivera Becky Rodriguez Joseph Rojas Ricardo Rojas Michael Romant Michael Rubi Daniele Russell Kimberly Salas-Hangen Aniz Salcido Jose Salgado Oscar Salias Raymond Schmucker Bruce Shiflet Brenda Smith Dorinda Smith Ted Smith David Staats Terrison Stewart John Stutzman Lisa Svoboda Chad Taylor Rebecca Taylor Terrance Taylor Gabriele Tolliver Shephen Tomak Norman Twyford Kenneth Vance, Jr. Lidia Vargas Grace Vasquez Ricardo Villa Kenneth Waldridge Teresa Walton Robert Watson Tracy Wilson Mary Wojtysiak Thomas Wronekl, Jr. Constance Yates Oscar Yonnie Steven Youngkrantz 36 ADC-FY 2003 EMPLOYEE AWARDS LIFESAVING AWARDS For acts that result in saving or preserving the life of a person who would otherwise have died without direct action by the rescuer Lanetta Atkins Edward Ballance Paul Smith Christopher White COMMUNITY SERVICE AWARDS For non-duty acts that involve heroism in the face of danger, preservation of another's life, or other significant acts of selflessness in support of community peace and public welfare, which reflects positively upon the Department Rodlofo Acosta Henry Barraza Juan Herrera Christopher Lillywhite James McElhenny SPECIAL RECOGNITION AWARDS Special recognition given by the Director for other unique and special achievements and accomplishments James McFadden, Warden, ASPC-Lewis Glen Parin, Warden, ASPC-Tucson Daniel Vannelli, Warden, ASPC-Winslow Pamela Vannelli, Correctional Officer IV, ASPC-Winslow Statewide Gleaning Project, ASPC - Perryville Habitat for Humanity, ASPC - Tucson RECOGNITION AWARDS BY FACILITY Administrator of the Year Scott Yates, ASPC - Tucson Correctional Officer of the Year (Programs) Gail Scherr, Correctional Officer III, ASPC - Tucson Correctional Officers of the Year (Security) Jorge Rosado, Correctional Officer, ASPC - Tucson Denise Madrid, Correctional Officer, ASPC - Tucson Supervisor of the Year Betty Rehusch, Sergeant, ASPC - Tucson ADC-FY 2003 37 EMPLOYEE AWARDS LENGTH OF SERVICE AWARDS Thirty Years Ronald Brugman Richard Cleland Penny Collins Dennis Hunt Robert McNew R.T. Trevillyan Jr. Twenty-Five Years David Alvarado Terry Behm Michael Durham Sharon Goodwin Lydia Johnson Antonio Jurado Charles Lopez Jimmie McClellan Linda McWilliams Donna Peterson Gary Romines Charles Russell Charles Smith Alexander Wagner Jr. William White Twenty Years Frank Alford Donald Baker William Baker Willard Barlow James Burns Jose Cardenas Francisco Corona Timothy Crowley Ellen Danser Michael Dominiak Glenn Few Daryl Fischer Edward Fiser Gregory Fizer Margarita Flores Tommy Gallegos Bruce Gregory Evangelina Grubbe Dennis Harkins George Harris Henry Harwell Michael Hasson Deborah Hegedus Steven Heliotes William Higginbotham Timothy Hilling John Kelly Robert Kurtz John Larkin Christia Loughran Thomas Lyerla Milton Mahler Victor Malkin Gordon Marquart Donna L. Marshall Ernest Melcher Edward Mihal Ray Miller George Miner Charles Moorer Ted Morris Marv Moses Cindy Neese Robert Olding Glen Parin Michael Reichling Barbara Ribbens Constant Rodriquez Jr. Sharon Rogers Inez Ross John Rupp Jr. Patricia Sanders Linda Saxon Gail Scherr Nancy Schoemig Gillam Scogin Sonja Sickler Steve Sloboda Gloria Smith William Smith Robert Soop Cynthia Spafford Harold Staweke Perry Steadman Terry Stewart Carol Strub Malcolm Thomas Jr. Duane Ulrich Daniel Vannelli Javier Vega Dorothy Vigil Carlos Weekly Richard Westervelt Joseph Will William Wood 38 ADC-FY 2003 EMPLOYEE AWARDS AWARDS BY OUTSIDE ORGANIZATIONS Best in the Business Eva Reynolds Martony The American Correctional Association Agency Narcotics Detection Awards ADC Northern Region 1st place and ADC Southern Region 2nd place The 13th Annual Tucson Area Police Canine Trials Individual Narcotics Detection Awards Patrick Eville, Rebecca Moore, and Richard Parmer: The 13th Annual Tucson Area Police Canine Trials Outstanding Service Award Chaplain Mike Linderman: Phoenix Elks Lodge-Law Enforcement and Fire Department Awards of Merit Ruth Ann LeFebvre and Scott Anderson: Media Communications Association Annual Video Festival Awards Sergeant Mark Dwyer Award and Sworn Reserve Officer of the Year Bob Gilbert: Department of Public Safety Gold and Silver Medals Kevin Curran, Marty Hensley, and Angie Robideau: Arizona Police Games Prominent Recognition Arizona State Prison Complex Winslow Wildland Fire Crew: The Canadian Public Broadcasting Corporation Heroic Recognition Rodolfo Acosta Tucson Police Department ADC-FY 2003 39 INMATE CLASSIFICATION/CUSTODY LEVELS ADC inmates are placed in facilities that are matched to the individual inmate's degree of Institutional Risk (of disruption to the safe, secure and orderly operation of an institution) and Public Risk (of violence and escape). Inmates are assigned Institutional Risk (I) Scores and Public Risk (P) Scores, which are then matched to facilities. Inmates may be placed temporarily or permanently in an institution with capabilities that exceed the inmate's P and I Scores, if necessary, but they may not be placed in a lower-level facility. The inmate classification levels are described in general in the following chart. Requirements Type of inmate Levels 1 and 2 Those who present a minimal institutional and/or public risk Level 3 Those who present a moderate institutional and/or public risk For Level 1 facilities, perimeter may be a line of demarcation establishing the institutional boundary with no containment necessary Level 2 requires at least a single fence, which serves as a line of demarcation and is necessary for the explicit enforcement of rules, but is not intended to function as a physical barrier by itself A few rooms for short-term confinement A double-fenced perimeter At least two independent methods of observation, including an intermittent perimeter patrol; may include a combination of direct observation from internal posts and electronic monitoring systems Capable of securing an inmate with double occupancy at night Capable of securing an inmate in a single cell, as necessary Minimal internal controls Moderate level of control Housing Programs Dormitories, multiple-occupancy rooms or individual rooms All inside programs and work assignments Does not exceed dormitories, multiple-occupancy rooms or cells All inside programs and work assignments Requirements Type of inmate Security Level 4 Those who present a substantial institutional and/or public risk A double-fenced perimeter At least two independent methods of observation, including an intermittent perimeter control; may include a combination of direct observation from internal posts and electronic monitoring systems Capable of securing an inmate with double occupancy at night Capable of securing an inmate in a single cell, as necessary Level 5 Those who present a severe institutional and/or public risk A double-fenced perimeter At least two independent methods of observing the perimeter, which is typically in sight-line of a main tower Have a continuous perimeter patrol capable of apprehending an escapee Capable of securing inmates within units at night and any time necessary Capable of securing an inmate in a single cell, as necessary Substantial level of control High level of control Housing Each cell must be capable of containing an inmate who makes consistent and continuous efforts to disrupt institutional order and discipline; does not exceed double-occupancy cell Limited program access Each cell must be capable of containing an inmate who makes consistent and continuous efforts to disrupt institutional order and discipline Limited program access Programs 40 ADC-FY 2003 INMATE CLASSIFICATION/CUSTODY LEVELS DESIGNATED CAPACITY BEDS BY CUSTODY LEVEL COMPARED TO INMATE CLASSIFICATIONS M ALE INMATES Level 2 Designated Beds 8,283 Inmates Housed This Level 9,731 Difference # (1,448) % (15%) 8,429 Designated Beds Level 3 Inmates Housed This Level 10,131 Difference # (1,702) % (17%) Level 4 Designated Beds 4,811 Inmates Housed This Level 4,916 Difference # (105) % (2%) 2,957 Designated Beds Level 5 Inmates Housed This Level 3,364 Difference # (407) % (12%) FEMALE INMATES Level 2 Designated Beds 1,366 Inmates Housed This Level 1,495 Difference # (129) % (9%) 576 Designated Beds Level 3 Inmates Housed This Level 576 Difference # 0 % 0% Level 4 Designated Beds 290 Inmates Housed This Level 303 Difference # (13) % (4%) 216 Designated Beds Level 5 Inmates Housed This Level 225 Difference # (9) % (4%) ADC-FY 2003 41 PRISON FACILITIES ASPC-DOUGLAS OPENED 1984 Units and Security Level Gila: 2/males Maricopa: 2/males GREG FIZER W ARDEN Mohave: 3/males Papago: 2/DUI/males Designated Capacity: 2,200 Population: 2,254 Percent Occupied: 102% Budgeted Staff: 675 ASPC-EYMAN OPENED 1992 Units and Security Level Cook: 3/males Meadows: 3/males Rynning: 4/males SMU I: 5/males SMU II: 5/males SMU II - minors: 5/males Designated Capacity: 4,120 Population: 4,577 Percent Occupied: 111% Budgeted Staff: 1,497 JOHN GAY AC T I N G WARDEN ASPC-FLORENCE OPENED 1909 Units and Security Level CB-6: 5/males Central: 5/males East: 3/males Health: 5/males North I, II, III: 2/males South: 3/males Picacho: 2/males Designated Capacity: 3,280 Population: 3,746 Percent Occupied: 114% Budgeted Staff: 1,713 BE N N I E ROLLINS W ARDEN ASPC-LEWIS OPENED 1998 Units and Security Level Barchey: 3/males Stiner-North: 3/males Morey: 2/3/4/males PS Stiner-South: 2/males Bachman: 2/males Buckley: 4/males Rast: 2/males Designated Capacity: 4,150 Population: 4,569 Percent Occupied: 110% Budgeted Staff: 1,619 W ILLIAM S. GASPAR W ARDEN ASPC-PERRYVILLE OPENED 1981 Units and Security Level Complex, minors: 4/5/females San Pedro: 2/females Lumley: 4/5/females Santa Maria: 2/females Santa Cruz: 3/females Lumley: Reception & Assessment Santa Cruz: Level 3/2/females Designated Capacity: 2,278 Population: 2,475 Percent Occupied: 109% Budgeted Staff: 853 MARY HENNESSY W ARDEN 42 ADC-FY 2003 PRISON FACILITIES ASPC-PHOENIX OPENED 1979 Units and Security Level Alhambra: 5/males Flamenco MH: 4/males, females Globe: 2/males Aspen SPU: 3/males * Population changes daily due to facility being a reception center. JU D Y FRIGO W ARDEN Designated Capacity: 1,042 *Population: 896 Percent Occupied: 86% Budgeted Staff: 447.5 ASPC-SAFFORD OPENED 1979 Tonto: 3/males Designated Capacity: 1,453 Population: 1,760 Percent Occupied: 121% Budgeted Staff: 486 Units and Security Level Fort Grant: 2/males Graham: 2/males ASPC-TUCSON OPENED 1978 Units and Security Level Cimarron: 3/4/males Echo: 2/males Manzanita: 3/males Santa Rita: 2/3/males Rincon: 3/4males Rincon, minors: 4/males SACRC: 2/females Winchester: 3/males ERNEST J. TRUJILLO W ARDEN dy.jpg CHARLES FLANAGAN W ARDEN Designated Capacity: 3,520 Population: 3,890 Percent Occupied: 111% Budgeted Staff: 1,260 ASPC-WINSLOW OPENED 1986 Units and Security Level Coronado: 2/males Kaibab: 4/males Apache: 2/males Coconino County: 2/males Designated Capacity: 1,953 Population: 1,904 Percent Occupied: 97% Budgeted Staff: 594 DAVID CLUFF W ARDEN ASPC-YUMA OPENED 1987 Units and Security Level Cheyenne: 3/males Cocopah: 2/males Dakota: 4/males Designated Capacity: 1,850 Population: 2,090 Percent Occupied: 113% Budgeted Staff: 712 IVAN BARTOS W ARDEN ADC-FY 2003 43 PRISON FACILITIES ASPC-PHOENIX OPENED 1979 Units and Security Level Alhambra: 5/males Flamenco MH: 4/males, females Globe: 2/males Aspen SPU: 3/males * Population changes daily due to facility being a reception center. Designated Capacity: 1,042 *Population: 896 Percent Occupied: 86% Budgeted Staff: 447.5 JU D Y FRIGO W ARDEN ASPC-SAFFORD OPENED 1979 Units and Security Level Fort Grant: 2/males Graham: 2/males Tonto: 3/males Designated Capacity: 1,453 Population: 1,760 Percent Occupied: 121% Budgeted Staff: 486 ASPC-TUCSON OPENED 1978 Units and Security Level Cimarron: 3/4/males Echo: 2/males Manzanita: 3/males Santa Rita: 2/3/males Rincon: 3/4males Rincon, minors: 4/males SACRC: 2/females Winchester: 3/males ERNEST J. TRUJILLO W ARDEN CHARLES FLANAGAN W ARDEN Designated Capacity: 3,520 Population: 3,890 Percent Occupied: 111% Budgeted Staff: 1,260 ASPC-WINSLOW OPENED 1986 Units and Security Level Coronado: 2/males Kaibab: 4/males Apache: 2/males Coconino County: 2/males Designated Capacity: 1,953 Population: 1,904 Percent Occupied: 97% Budgeted Staff: 594 DAVID CLUFF W ARDEN ASPC-YUMA OPENED 1987 Units and Security Level Cheyenne: 3/males Cocopah: 2/males Dakota: 4/males Designated Capacity: 1,850 Population: 2,090 Percent Occupied: 113% Budgeted Staff: 712 IVAN BARTOS W ARDEN ADC-FY 2003 43 CONSTRUCTION/PRIVATE PRISONS Arizona Department of Corrections Map of Facilities Winslow Apache Perryville Lewis Florence West Yuma Marana Tucson Tucson Phoenix Phoenix West Globe Florence Eyman Safford Fort Grant SACRC Douglas PRIVATE PRISON FACILITIES AS PRISONS Florence West Opened 1997 Marana Community Correctional Treatment Center Phoenix West Opened 1996 NewtonCounty Newton Texas SECURITY LEVEL/GENDER 2/M DUI Return to Custody DUI Subst2/M 2/M DUI L2,3,4 OF JUNE 30, 2002 POPULATION 739 PERCENT OCCUPIED 123% DESIGNATED CAPACITY 600 450 502 112% 400 624 450 624 113% 100% 44 ADC-FY 2003 BUDGET/PER CAPITA FY 2003 BUDGET APPROPRIATION The Department's total FY 2003 operating budget expenditure authority was $614,251,300 with 10,295.40 total full time employees.Details for the FY 2003 appropriation are shown below: FY 2002 Original Continuation of Services Budget (CSB) N e w Issues: Population Growth 250 Private Beds County Jail Beds Open 350 Beds ASPC-Lewis RAST Unit Open 445 Private Beds (Newton,TX) Open 200 Private Beds (Newton, TX) Open 400 Private Beds Inmate Health Care Increase Private Prison Inflation Cost Increase Protective Services Unit Reduction Total New Issues Total Original Expenditure Authority Budget Adjustments: Pay Raise Annualization Reduce FY 2002 Supplemental Employee Related Expenditures Adjustment Health and Dental Insurance Increase DOA Mainframe/Data Center Charges Administration/travel Reduction Education Fund Adjustment Total Budget Adjustments Revised Expenditure Authority 15,572,800 (9,100,000) 575,900 3,519,100 42,700 (117,500) 28,100 (((1 0 , 5 2 1 , 1 0 0 $614,251,300 (5,694,200) 2,411,500 2,066,200 7,749,100 3,644,600 2,190,000 2,493,700 10,000,000 3,598,000 (100,000) 39,747,300 603,730,200 $563,982,900 ADC-FY 2003 45 BUDGET/PER CAPITA ADC DAILY PER CAPITA COSTS C O M PARISON WITH NATIONAL COSTS1 Fiscal Y ar e ADC Per Capita Cost National Per Capita Cost 2 Difference Per Day ADC ADP Total Cost Avoidance 1993 1994 1995 19963 1997 1998 1999 20003 2001 2002 $43.21 $43.89 $44.79 $45.62 $48.29 $50.25 $52.81 $56.55 $58.51 $53.44 $52.38 $53.24 $53.85 $54.25 $55.21 $56.10 $57.92 $61.04 $62.22 $63.44 -$9.17 -$9.35 -$9.06 -$8.63 -$6.92 -$5.85 -$5.11 -$4.49 -$3.71 -$10.00 16,293 17,737 19,542 20,742 21,588 22,593 24,029 24,614 25,261 26,624 Ten-Year ADC Cost Avoidance Compared to the National Average $54,533,486 $60,531,947 $64,623,440 $65,515,266 $54,526,970 $48,241,703 $44,817,689 $40,449,171 $34,207,183 $97,177,600 $564,624,455 Some figures revised from previous years. Correctional Yearbook figures for calendar years. 3 Leap Year 1 2 46 ADC-FY 2003 STATISTICAL INFORMATION STATISTICAL INFORMATION CONTENTS Page Population Growth Highlights ........................................................................................................................... 49 Statistical Tables ........................................................................................................................................... 50-65 n Inmate Committed Population as of June 30, 2002 ........................................................................ 50-55 n n n n n n n Sentence Lengths and Felony Class ............................................................................................... 50 County of Commitment and Claimed Education Level .................................................................... 51 Commitment Offenses .................................................................................................................. 52 Race Groups and Age Groups ....................................................................................................... 53 Marital Status and Number of Dependents .................................................................................... 54 Offender Category and Prior Arizona Prison Commitments ............................................................ 55 Inmate Admissions During FY 2002 ................................................................................................ 56-59 n n n n Offender Category, Felony Class and Admission Types .................................................................. 56 Commitment Offenses .................................................................................................................. 57 Race Groups and Age Groups ....................................................................................................... 58 County of Commitment ................................................................................................................. 59 n Inmate Releases During FY 2002 .................................................................................................... 60-62 n n n n Average Months Served by Offender Type .................................................................................... 60 Average Months Served by Offender Category and Felony Class ................................................... 61 Release Types and Age Groups ..................................................................................................... 62 Inmates Under Community Supervision, Cases Added and Deleted and Definitions ................................................................................................................ 63 n Adult Crimes .................................................................................................................................... 64-65 n n National Comparison .................................................................................................................... 64 State Comparisons ....................................................................................................................... 65 ADC-FY 2003 47 POPULATION GROWTH HIGHLIGHTS The inmate population grew 5.6% reaching a record high of 30,898 on June 30, 2003. Monthly inmate population growth decreased from 167 per month during FY 2002 to 135 per month during FY 2003. Inmate admissions increased by 9.6% from FY 2 0 02 to FY 2003, with total FY 2003 admissions of 17,373. Inmate releases increased by 13.8% from FY 2002 to FY 2003, with total FY 2003 releases of 15,748. Admissions of male offenders increased by 5.1% and admissions of female offenders increased by 11.0%. Admissions of offenders under the age of 30 increased by 11.0% and admissions of offenders age 30 or over increased by 8.6%. 48 ADC-FY 2003 Inmate Committed Population as of June 30, 2003 SENTENCE LENGTHS BY GENDER Male 0-6 Months 7-12 Months 13-18 Months 19-24 Months 25-30 Months 31-36 Months 37-42 Months 43-48 Months 49-54 Months 55-60 Months 61-72 Months 73-84 Months 85-96 Months 97-108 Months 109-120 Months 121-132 Months 133-144 Months 145-156 Months 157-168 Months 169-180 Months 181-192 Months 193-204 Months 205-216 Months 217 Months or More Life Death TOTAL 341 947 748 921 2,475 1,186 2,105 1,012 1,268 2,139 1,524 1,847 1,360 605 1,551 853 723 455 386 715 431 401 233 2,842 1,096 114 28,278 Percent 1.2% 3.3% 2.6% 3.3% 8.8% 4.2% 7.4% 3.6% 4.5% 7.6% 5.4% 6.5% 4.8% 2.1% 5.5% 3.0% 2.6% 1.6% 1.4% 2.5% 1.5% 1.4% 0.8% 10.1% 3.9% 0.4% 100.0% Female 40 197 135 176 371 172 256 188 145 213 124 139 65 32 50 47 36 15 20 26 13 7 12 93 47 1 2,620 Percent 1.5% 7.5% 5.2% 6.7% 14.2% 6.6% 9.8% 7.2% 5.5% 8.1% 4.7% 5.3% 2.5% 1.2% 1.9% 1.8% 1.4% 0.6% 0.8% 1.0% 0.5% 0.3% 0.5% 3.5% 1.8% 0.0% 100.0% Total 381 1,144 883 1,097 2,846 1,358 2,361 1,200 1,413 2,352 1,648 1,986 1,425 637 1,601 900 759 470 406 741 444 408 245 2,935 1,143 115 30,898 Percent 1.2% 3.7% 2.9% 3.6% 9.2% 4.4% 7.6% 3.9% 4.6% 7.6% 5.3% 6.4% 4.6% 2.1% 5.2% 2.9% 2.5% 1.5% 1.3% 2.4% 1.4% 1.3% 0.8% 9.5% 3.7% 0.4% 100.0% FELONY CLASS BY GENDER Male Class 1 Class 2 Class 3 Class 4 Class 5 Class 6 Other TOTAL 1,436 7,201 8,592 7,166 1,190 2,421 272 28,278 Percent 5.1% 25.5% 30.4% 25.3% 4.2% 8.6% 1.0% 100.0% Female 99 554 608 852 111 386 10 2,620 Percent 3.8% 21.1% 23.2% 32.5% 4.2% 14.7% 0.4% 100.0% Total 1,535 7,755 9,200 8,018 1,301 2,807 282 30,898 Percent 5.0% 25.1% 29.8% 25.9% 4.2% 9.1% 0.9% 100.0% NOTE: Percent totals may not add to 100% due to rounding. Committed Population figures reflect the "inside" portion of the Department's official total count for June 30, 2002. ADC-FY 2003 49 Inmate Committed Population as of June 30, 2003 COUNTY OF COMMITMENT County Apache Cochise Coconino Gila Graham Greenlee La Paz Maricopa Mohave Navajo Pima Pinal Santa Cruz Yavapai Yuma Out of State TOTAL Male 89 449 479 310 166 36 128 18,312 1,014 460 4,362 705 70 853 728 117 28,278 Percent 0.3% 1.6% 1.7% 1.1% 0.6% 0.1% 0.5% 64.8% 3.6% 1.6% 15.4% 2.5% 0.2% 3.0% 2.6% 0.4% 100.0% Female 6 49 23 28 15 7 12 1,745 140 42 342 48 8 81 66 8 2,620 Percent 0.2% 1.9% 0.9% 1.1% 0.6% 0.3% 0.5% 66.6% 5.3% 1.6% 13.1% 1.8% 0.3% 3.1% 2.5% 0.3% 100.0% Total 95 498 502 338 181 43 140 20,057 1,154 502 4,704 753 78 934 794 125 30,898 Percent 0.3% 1.6% 1.6% 1.1% 0.6% 0.1% 0.5% 64.9% 3.7% 1.6% 15.2% 2.4% 0.3% 3.0% 2.6% 0.4% 100.0% CLAIMED EDUCATION LEVEL Education None Elementary Secondary GED H. S. Graduate 2 Years College 4 Years College Bachelors Degree Graduate Degree TOTAL Male 272 3,182 10,489 9,144 3,889 1,050 71 133 48 28,272 Percent 1.0% 11.3% 37.1% 32.3% 13.8% 3.7% 0.3% 0.5% 0.2% 100.0% Female 4 291 782 762 541 188 27 22 3 2,620 Percent 0.2% 11.1% 29.8% 29.1% 20.6% 7.2% 1.0% 0.8% 0.1% 100.0% Total 276 3,473 11,271 9,906 4,430 1,238 98 155 51 30,898 Percent 0.9% 11.2% 36.5% 32.1% 14.3% 4.0% 0.3% 0.5% 0.2% 100.0% NOTE: Percent totals may not add to 100% due to rounding. 50 ADC-FY 2003 Inmate Committed Population as of June 30, 2003 COMMITMENT OFFENSES Offenses Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous Male Percent Female Percent Total Percent 2,395 522 1,527 2,232 3,566 10,242 8.5% 1.8% 5.4% 7.9% 12.6% 36.2% 196 19 17 94 165 491 7.5% 0.7% 0.6% 3.6% 6.3% 18.7% 2,591 541 1,544 2,326 3,731 10,733 8.4% 1.8% 5.0% 7.5% 12.1% 34.7% 58 2,380 1,371 1,467 1,156 651 7,083 0.2% 8.4% 4.8% 5.2% 4.1% 2.3% 25.0% 9 94 211 139 433 82 968 0.3% 3.6% 8.1% 5.3% 16.5% 3.1% 36.9% 67 2,474 1,582 1,606 1,589 733 8,051 0.2% 8.0% 5.1% 5.2% 5.1% 2.4% 26.1% 4,802 1,630 113 6,545 17.0% 5.8% 0.4% 23.1% 830 15 22 867 31.7% 0.6% 0.8% 33.1% 5,632 1,645 135 7,412 18.2% 5.3% 0.4% 24.0% 2,327 1,432 3,759 649 8.2% 5.1% 13.3% 2.3% 168 85 253 41 6.4% 3.2% 9.7% 1.6% 2,495 1,517 4,012 690 8.1% 4.9% 13.0% 2.2% TOTAL Sentencing Code Truth in Sentencing Old Code 28,278 100.0% 2,620 100.0% 30,898 100.0% 24,674 3,604 87.3% 12.7% 2,509 111 95.8% 4.2% 27,183 3,715 88.0% 12.0% TOTAL 28,278 100.0% 2,620 100.0% 30,898 100.0% NOTE: Percent totals may not add to 100% due to rounding. ADC-FY 2003 51 Inmate Committed Population as of June 30, 2003 RACE GROUPS Race Group Caucasian African American Native American Spanish Origin Asian/Pacific Islander Other TOTAL Male 12,328 3,841 1,382 10,268 48 411 28,278 Percent 43.6% 13.6% 4.9% 36.3% 0.2% 1.5% 100.0% Female 1,442 351 182 618 10 17 2,620 Percent 55.0% 13.4% 6.9% 23.6% 0.4% 0.6% 100.0% Total 13,770 4,192 1,564 10,886 58 428 30,898 Percent 44.6% 13.6% 5.1% 35.2% 0.2% 1.4% 100.0% AGE GROUPS Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60 or Older TOTAL 52 ADC-FY 2003 Male 113 1,326 4,069 4,793 4,701 4,342 3,800 2,432 1,294 713 695 28,278 Percent 0.4% 4.7% 14.4% 16.9% 16.6% 15.4% 13.4% 8.6% 4.6% 2.5% 2.5% 100.0% Female 4 68 320 438 516 512 424 197 90 31 20 2,620 Percent 0.2% 2.6% 12.2% 16.7% 19.7% 19.5% 16.2% 7.5% 3.4% 1.2% 0.8% 100.0% Total 117 1,394 4,389 5,231 5,217 4,854 4,224 2,629 1,384 744 715 30,898 Percent 0.4% 4.5% 14.2% 16.9% 16.9% 15.7% 13.7% 8.5% 4.5% 2.4% 2.3% 100.0% Inmate Committed Population as of June 30, 2003 MARITAL STATUS Male Single Legally Married Separated Divorced Widowed Common-Law Marriage Unknown TOTAL 18,449 5,987 369 2,998 159 80 236 28,278 Percent 65.2% 21.2% 1.3% 10.6% 0.6% 0.3% 0.8% 100.0% Female 1,388 551 172 413 80 5 11 2,620 Percent 53.0% 21.0% 6.6% 15.8% 3.1% 0.2% 0.4% 100.0% Total 19,837 6,538 541 3,411 239 85 247 30,898 Percent 64.2% 21.2% 1.8% 11.0% 0.8% 0.3% 0.8% 100.0% NUMBER OF DEPENDENTS Male None One Two Three Four Five Six More than Six Unknown TOTAL 11,815 5,692 4,706 2,863 1,488 731 383 446 154 28,278 Percent 41.8% 20.1% 16.6% 10.1% 5.3% 2.6% 1.4% 1.6% 0.5% 100.0% Female 887 466 480 405 195 86 57 37 7 2,620 Percent 33.9% 17.8% 18.3% 15.5% 7.4% 3.3% 2.2% 1.4% 0.3% 100.0% Total 12,702 6,158 5,186 3,268 1,683 817 440 483 161 30,898 Percent 41.1% 19.9% 16.8% 10.6% 5.4% 2.6% 1.4% 1.6% 0.5% 100.0% NOTE: Percent totals may not add to 100% due to rounding. ADC-FY 2003 53 Inmate Committed Population as of June 30, 2003 OFFENDER CATEGORY Offender Category Non-Violent/First Offender Non-Violent/Repeat Offender Violent/First Offender Violent/Repeat Offender TOTAL Male 7,844 8,196 8,620 3,618 28,278 Percent 27.7% 29.0% 30.5% 12.8% 100.0% Female 1,374 716 436 94 2,620 Percent 52.4% 27.3% 16.6% 3.6% 100.0% Total 9,218 8,912 9,056 3,712 30,898 Percent 29.8% 28.8% 29.3% 12.0% 100.0% PRIOR ARIZONA PRISON COMMITMENTS Prior Commitments None One Two Three More than Three TOTAL Male 16,463 6,770 3,048 1,290 707 28,278 Percent 58.2% 23.9% 10.8% 4.6% 2.5% 100.0% Female 1,810 533 175 77 25 2,620 Percent 69.1% 20.3% 6.7% 2.9% 1.0% 100.0% Total 18,273 7,303 3,223 1,367 732 30,898 Percent 59.1% 23.6% 10.4% 4.4% 2.4% 100.0% NOTES: Percent totals may not add to 100% due to rounding. Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex Offenses. Data not comparable to that published in previous years. 54 ADC-FY 2003 Inmate Admissions During Fiscal Year 2003 OFFENDER CATEGORY Offender Category Non-Violent/First Offender Non-Violent/Repeat Offender Violent/First Offender Violent / Repeat Offender TOTAL Male 6,958 4,606 2,585 1,132 Percent 45.5% 30.1% 16.9% 7.4% 100.0% Female 1,360 477 199 56 2,092 Percent 65.0% 22.8% 9.5% 2.7% 100.0% Total 8,318 5,083 2,784 1,188 17,373 Percent 47.9% 29.3% 16.0% 6.8% 100.0% 15,281 FELONY CLASS Class 1 2 3 4 5 6 Other TOTAL Male 108 1,704 3,370 5,677 1,246 3,158 18 15,281 Percent 0.7% 11.2% 22.1% 37.2% 8.2% 20.7% 0.1% 100.0% Female 8 202 360 802 162 555 3 2,092 Percent 0.4% 9.7% 17.2% 38.3% 7.7% 26.5% 0.1% 100.0% Total 116 1,906 3,730 6,479 1,408 3,713 21 17,373 Percent 0.7% 11.0% 21.5% 37.3% 8.1% 21.4% 0.1% 100.0% ADMISSION TYPES Male Court Commitment-New Court Commitment-Repeat Released Violator Returned Interstate Placement Condition of Probation Escapee Returned Absconder Returned TOTAL 7,212 3,657 3,120 82 1,179 6 25 15,281 Percent 47.2% 23.9% 20.4% 0.5% 7.7% 0.0% 0.2% 100.0% Female 1,213 407 324 11 128 1 8 2,092 Percent 58.0% 19.5% 15.5% 0.5% 6.1% 0.0% 0.4% 100.0% Total 8,425 4,064 3,444 93 1,307 7 33 17,373 Percent 48.5% 23.4% 19.8% 0.5% 7.5% 0.0% 0.2% 100.0% NOTES: Percent totals may not add to 100% due to rounding. Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex Offenses. Data not comparable to that published in p r e v i o u s years. ADC-FY 2003 55 Inmate Admissions During Fiscal Year 2003 COMMITMENT OFFENSES Male Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous TOTAL Sentencing Code Truth in Sentencing Old Code TOTAL 56 ADC-FY 2003 14,983 298 15,281 98.0% 2.0% 100.0% 2,064 28 2,092 98.7% 1.3% 100.0% 17,047 326 17,373 98.1% 1.9% 100.0% 2,404 1,275 3,679 278 15,281 15.7% 8.3% 24.1% 1.8% 100.0% 271 106 377 33 2,092 13.0% 5.1% 18.0% 1.6% 100.0% 2,675 1,381 4,056 311 17,373 15.4% 7.9% 23.3% 1.8% 100.0% 2,764 404 58 3,226 18.1% 2.6% 0.4% 21.1% 566 7 4 577 27.1% 0.3% 0.2% 27.6% 3,330 411 62 3,803 19.2% 2.4% 0.4% 21.9% 25 1,365 1,075 1,125 798 399 4,787 0.2% 8.9% 7.0% 7.4% 5.2% 2.6% 31.3% 3 54 232 149 347 72 857 0.1% 2.6% 11.1% 7.1% 16.6% 3.4% 41.0% 28 1,419 1,307 1,274 1,145 471 5,644 0.2% 8.2% 7.5% 7.3% 6.6% 2.7% 32.5% 267 149 256 755 1,884 3,311 1.7% 1.0% 1.7% 4.9% 12.3% 21.7% 32 8 5 34 169 248 1.5% 0.4% 0.2% 1.6% 8.1% 11.9% 299 157 261 789 2,053 3,559 1.7% 0.9% 1.5% 4.5% 11.8% 20.5% Percent Female Percent Total Percent NOTE: Percent totals may not add to 100% due to rounding. Inmate Admissions During Fiscal Year 2003 RACE GROUPS Race Caucasian African American Native American Spanish Origin Asian/Pacific Islander Other TOTAL Male 6,538 1,981 999 5,522 12 229 15,281 Percent 42.8% 13.0% 6.5% 36.1% 0.1% 1.5% 100.0% Female 1,125 257 194 501 7 8 2,092 Percent 53.8% 12.3% 9.3% 23.9% 0.3% 0.4% 100.0% Total 7,663 2,238 1,193 6,023 19 237 17,373 Percent 44.1% 12.9% 6.9% 34.7% 0.1% 1.4% 100.0% AGE GROUPS Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60 or Older TOTAL Male 94 1,024 2,637 2,662 2,633 2,327 1,929 1,098 503 226 148 15,281 Percent 0.6% 6.7% 17.3% 17.4% 17.2% 15.2% 12.6% 7.2% 3.3% 1.5% 1.0% 100.0% Female 5 70 312 368 389 404 326 136 57 20 5 2,092 Percent 0.2% 3.3% 14.9% 17.6% 18.6% 19.3% 15.6% 6.5% 2.7% 1.0% 0.2% 100.0% Total 99 1,094 2,949 3,030 3,022 2,731 2,255 1,234 560 246 153 17,373 Percent 0.6% 6.3% 17.0% 17.4% 17.4% 15.7% 13.0% 7.1% 3.2% 1.4% 0.9% 100.0% NOTE: Percent totals may not add to 100% due to rounding. ADC-FY 2003 57 Inmate Admissions During Fiscal Year 2003 COUNTY OF COMMITMENT County Apache Cochise Coconino Gila Graham Greenlee La Paz Maricopa Mohave Navajo Pima Pinal Santa Cruz Yavapai Yuma Out of State TOTAL Male 70 265 312 161 93 15 88 10,040 583 274 1,910 522 52 471 420 5 15,281 Percent 0.5% 1.7% 2.0% 1.1% 0.6% 0.1% 0.6% 65.7% 3.8% 1.8% 12.5% 3.4% 0.3% 3.1% 2.7% 0.0% 100.0% Female 9 34 23 24 13 6 7 1,400 106 33 248 53 4 72 58 2 2,092 Percent 0.4% 1.6% 1.1% 1.1% 0.6% 0.3% 0.3% 66.9% 5.1% 1.6% 11.9% 2.5% 0.2% 3.4% 2.8% 0.1% 100.05 Total 79 299 335 185 106 21 95 11,440 689 307 2,158 575 56 543 478 7 17,373 Percent 0.5% 1.7% 1.9% 1.1% 0.6% 0.1% 0.5% 65.8% 4.0% 1.8% 12.4% 3.3% 0.3% 3.1% 2.8% 0.0% 100.0% NOTE: Percent totals may not add to 100% due to rounding. 58 ADC-FY 2003 Inmate Releases During Fiscal Year 2003 AVERAGE MONTHS SERVED (AMS) Commitment Offense Against Persons Homicide Kidnapping Sexual Assault Robbery Assault Subtotal Property Arson Burglary Larceny Vehicle Theft Forgery-Fraud Other Property Subtotal Morals-Decency Dangerous Drugs Sex Offenders Other Morals-Decency Subtotal Public Order DWI Other Public Order Subtotal Miscellaneous TOTAL Sentencing Code Truth in Sentencing Old Code TOTAL Male Percent AMS Female Percent AMS Total Percent AMS 151 137 222 627 1,769 2,906 1.1% 1.0% 1.6% 4.5% 12.7% 20.9% 120 77 87 64 36 52 19 7 3 35 160 224 1.0% 0.4% 0.2% 1.9% 8.7% 12.2% 93 54 32 50 23 34 170 144 225 662 1,929 3,130 1.1% 0.9% 1.4% 4.2% 12.2% 19.9% 117 76 86 63 35 51 30 1,282 1,218 516 705 435 4,186 0.2% 9.2% 8.8% 3.7% 5.1% 3.1% 30.1% 46 41 31 18 30 36 33 4 46 216 70 279 76 691 0.2% 2.5% 11.8% 3.8% 15.2% 4.1% 37.7% 33 26 19 19 24 29 23 34 1,328 1,434 586 984 511 4,877 0.2% 8.4% 9.1% 3.7% 6.2% 3.2% 31.0% 45 40 29 18 29 35 31 2,627 338 66 3,031 18.9% 2.4% 0.5% 21.8% 35 60 36 38 527 6 12 545 28.8% 0.3% 0.7% 29.7% 27 29 66 28 3,154 344 78 3,576 20.0% 2.2% 0.5% 22.7% 34 60 41 36 2,297 1,091 3,388 404 13,915 16.5% 7.8% 24.3% 2.9% 100.0% 19 22 20 31 35 249 93 342 31 1,833 13.6% 5.1% 18.7% 1.7% 100.0% 12 16 13 23 24 2,546 1,184 3,730 435 16.2% 7.5% 23.7% 2.8% 18 22 19 31 33 15,748 100.0% 13,140 775 13,915 94.4% 5.6% 100.0% 29 129 35 1,797 36 1,833 98.0% 2.0% 100.0% 22 97 24 14,937 811 94.9% 5.1% 28 128 33 15,748 100.0% ADC-FY 2003 59 Inmate Releases During Fiscal Year 2003 AVERAGE MONTHS SERVED (AMS) BY OFFENDER CATEGORY Offender Category Non-Violent/First Offender Male Percent AMS Female Percent AMS Total Percent AMS 6,269 45.1% 31.6% 16.1% 7.2% 24 37 54 52 35 1,167 435 178 53 1,833 63.7% 23.7% 9.7% 2.9% 100.0% 20 27 33 38 24 7,436 4,839 2,416 1,057 15,748 47.2% 30.7% 15.3% 6.7% 100.0% 23 36 52 51 33 Non-Violent/Repeat Offender 4,404 Violent/First Offender Violent/Repeat Offender TOTAL 2,238 1,004 13,915 100.0% AVERAGE MONTHS SERVED (AMS) BY FELONY CLASS Class 1 2 3 4 5 6 Other TOTAL Male Percent AMS Female Percent AMS Total Percent AMS 28 1,369 3,062 5,132 1,202 3,077 45 0.2% 9.8% 22.0% 36.9% 8.6% 22.1% 0.3% 146 73 55 26 20 13 243 35 1 173 293 662 159 542 3 1,833 0.1% 9.4% 16.0% 36.1% 8.7% 29.6% 0.2% 100.0% 183 56 39 20 17 11 37 24 29 1,542 3,355 5,794 1,361 3,619 48 15,748 0.2% 9.8% 21.3% 36.8% 8.6% 23.0% 0.3% 100.0% 147 71 54 26 20 13 230 33 13,915 100.0% NOTE: Percent totals may not add to 100% due to rounding. *Repeat offenders are those who have one or more prior adult Arizona commitments. Violent offenders include those committed for Homicide, Kidnapping, Sexual Assault, Robbery, Assault and Other Sex offenses. Data not comparable to that published in previous years. 60 ADC-FY 2003 Inmate Releases During Fiscal Year 2003 RELEASE TYPES Release Types Expiration of Sentence Old Code (Pre-TIS) New Code (TIS) To Probation Mandatory Release Parole Detainer Work Furlough Discretionary Release Provisional Release Earned Release Credit Old Code (Pre-TIS) New Code (TIS) Release by Court Order Absolute Discharge Return to Community Services (from temporary placement) Home Arrest Absconder Escapee Interstate Compact Death Execution Deportation at 1/2 Term .Full Pardon Commutation Male 425 2,510 984 21 222 141 18 0 99 264 8,525 36 454 15 39 0 1 27 84 0 46 0 4 Percent 3.1% 18.0% 7.1% 0.2% 1.6% 1.0% 0.1% 0.0% 0.7% 1.9% 61.3% 0.3% 3.3% 0.1% 0.3% 0.0% 0.0% 0.2% 0.6% 0.0% 0.3% 0.0% 0.0% Female 4 319 105 5 20 0 2 0 23 10 1,250 1 85 0 0 0 0 0 4 0 3 0 2 Percent 0.2% 17.4% 5.7% 0.3% 1.1% 0.0% 0.1% 0.0% 1.3% 0.5% 68.2% 0.1% 4.6% 0.0% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.2% 0.0% 0.1% Total 429 2,829 1,089 26 242 141 20 0 122 274 9,775 37 539 15 39 0 1 27 88 0 49 0 6 Percent 2.7% 18.0% 6.9% 0.2% 1.5% 0.9% 0.1% 0.0% 0.8% 1.7% 62.1% 0.2% 3.4% 0.1% 0.2% 0.0% 0.0% 0.2% 0.6% 0.0% 0.3% 0.0% 0.0% TOTAL 13,915 100.0% 1,833 100.0% 15,748 100.0% AGE GROUPS Age 17 and Under 18-20 21-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-Older TOTAL Male 23 470 2,010 2,470 2,406 2,281 2,003 1,172 618 263 199 13,915 Percent 0.2% 3.4% 14.4% 17.8% 17.3% 16.4% 14.4% 8.4% 4.4% 1.9% 1.4% 100.0% Female 1 29 231 277 349 376 304 177 53 24 12 1,833 Percent 0.1% 1.6% 12.6% 15.1% 19.0% 20.5% 16.6% 9.7% 2.9% 1.3% 0.7% 100.0% Total 24 499 2,241 2,747 2,755 2,657 2,307 1,349 671 287 211 15,748 Percent 0.2% 3.2% 14.2% 17.4% 17.5% 16.9% 14.6% 8.6% 4.3% 1.8% 1.3% 100.0% NOTE: Percent totals may not add to 100% due to rounding. ADC-FY 2003 61 Inmate Community Supervision During Fiscal Year 2003 INMATES UNDER COMMUNITY SUPERVISION AZ Parole 243 234 233 239 236 232 248 239 244 244 251 246 Month Jul 02 Aug 02 S e p t 02 Oct 02 Nov 02 Dec 02 Jan 03 Feb 03 Mar 03 Apr 03 May 03 Jun 03 Work Furlough 10 12 12 11 13 10 9 14 13 14 12 12 Home Arrest 9 13 11 12 11 18 14 18 17 19 18 13 Admin. Release 133 130 116 118 102 103 95 97 97 87 88 91 Interstate Parole 389 377 386 394 401 394 445 451 443 451 463 467 Truth-inSentencing TOTAL 2,845 2,899 2,956 3,338 3,425 3,471 3,691 3,928 3,969 3,750 3.800 3,797 3,629 3,665 3,714 4,112 4,188 4,228 4,502 4,747 4,783 4,565 4,632 4,626 Definitions PAROLE - a Board-granted release for inmates with a date of offense before 1/1/94 W O R K FURLOUGH - a Board-granted supervised work release program for inmates with 12 to 14 months of Parole Eligibility, for date of offense before 1/1/94. HOME ARREST - a Board-granted release program of home incarceration with electronic monitoring for inmates with a date of offense before 1/1/ |