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Agency Mission

The Arizona Department of Corrections recruits and recognizes a well-trained, professional work  force to serve and protect our communities and their crime victims by effectively employing the field’s best security practices and proven re-entry programming to prepare offenders for the release and reintegration in the communities of Arizona as civil, productive citizens.

Agency Vision

"Strengthening Public Safety in Our Communities through Excellence in Corrections"
 

Professional Principles

The department’s Professional Principles guide us in making ethical decisions and acting in an ethical manner. As employees of the Arizona Department of Corrections, we strive towards excellence in our every action by adhering to our code of conduct for correctional professionals at work and in all other aspects of our lives.

  • We abide by all of the laws of the United States and the State of Arizona and model the profession’s highest ethical and moral behavior at all times.

  • We perform all of our work assignments in a responsible manner because the public’s trust and confidence in the department rests with each of us.

  • We are always diligent in the performance of our duties because our every action affects the safety and security of others.

  • We expect proficiency and strive for excellence in our work performance.

  • We pursue continuous professional growth and development, seek self-improvement and accept constructive criticism.

  • We are teachers and leaders.

  • We are professional in all that we say and do in the workplace.

  • We report misconduct.

  • We celebrate others’ successes.

  • We communicate honestly and appropriately in word and action.

  • We recognize and respect the similarities and differences in those who work with us and those who we serve.

  • We treat everyone with respect and fairness.

 

Agency Strategic Issues and Goals FY 2009 - FY 2013

STRATEGIC ISSUE 1:

Improve public safety now through facility and field operations, employing Corrections’ best practices

Goal 1 Agency personnel are knowledgeable and proficient in the Department’s core competencies and all units and sections in ADC consistently comply in full with essential policies and procedures.  2013
Goal 2 The Department has viable emergency preparation plans and all staff is proficient in its application. 2013
Goal 3 Interactions between and among staff and offenders are positive, appropriate and professional. 2013
Goal 4 All offenders are routinely classified, their classification scores accurately reflecting current levels of risk and need. 2013
Goal 5 The Department has adequate capacity and appropriately assigns offenders to housing in prison and supervision in the community commensurate with current risk and need. 2013
Goal 6 All programmable inmates are productively and appropriately engaged every day to eliminate idleness and institutional misconduct. 2013
Goal 7 All offenders earn opportunities to improve the conditions of their confinement and supervision through sustained positive conduct and satisfactory participation in appropriate programming. 2013
STRATEGIC ISSUE 2:
Improve public safety later by reducing offenders’ relapse, revocation and recidivism through evidence-based strategies and services
Goal 8 The correctional environment is imbedded with real world expectations that offenders are responsible and accountable for their decisions and behavior, and real world opportunities for them to improve the conditions of their confinement and community supervision over time through sustained civil and productive conduct. 2013
Goal 9 All offenders who are incarcerated for more than six months including special populations with co-occurring disorders and chronic mental health needs acquire sufficient skill sets and realistic pre-release preparation throughout their sentence to rejoin their communities as civil and productive ex-offenders and remain crime-free and self-sustaining. 2013
Goal 10 Through public and private sector partnerships with others in the community, the Department provides comprehensive transition-specific planning and programming for every inmate serving more than six months prior to discharge from prison. 2013
Goal 11 Through public and private sector partnerships with others in the community, all “fast-track” inmates, those who are incarcerated for less than six months receive transition-specific planning and programming prior to their discharge from prison. 2013
STRATEGIC ISSUE 3:
Recruit, retain and recognize excellent ADC staff representing our flagship agency
Goal 12 The Department recruits and retains a qualified, diverse and professional correctional workforce, and recognizes their contributions to the actualization of the department’s vision and achievement of its mission. 2013
Goal 13 The Department’s continuum of pre-service, in-service and pre-promotional training programs and career development prepares its workforce to assume and perform their duties with excellence and grow professionally and personally. 2013
Goal 14 The workplace environment sustains staff’s efforts to achieve and celebrate flagship status. 2013
STRATEGIC ISSUE 4:
Provide victim-focused and victim-friendly services to crime victims and survivors
Goal 15 Crime victims and their families have ready access to the Department and receive credible information and critical support services. 2013
Goal 16 All offenders are involved in victim-focused activities that promote awareness of the impact of their criminal conduct on crime victims and press the population to make amends to crime victims for their unlawful behavior including the payment of all court-ordered restitution. 2013

Code of Conduct

  • I abide by all of the laws of the United States and the State of Arizona and model the profession’s highest level of ethical and moral behavior at all times.

    •

  • I perform all of my work assignments in a responsible manner because the public’s trust and confidence in the Department rests with me.

  • I am always diligent in the performance of my duties because my every action affects the safety and security of others.

  • I am proficient and strive for excellence in my work performance.

  • pursue continuous professional growth and development, seek self-improvement and accept constructive criticism.

  • I am a teacher and a leader.

  • I am professional in all that I say and do in the workplace.

  • I report misconduct.

  • I celebrate others’ successes.

  • I communicate honestly and appropriately in word and action.

  • I recognize and respect the similarities and differences in those who work with us and those who we serve.

  • I treat everyone with respect and fairness.

 
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