bos strategic goals and performance measures - fy2019-2022

STRATEGIC GOALS &

PERFORMANCE MEASURES 2019FY

2022BUILDINGA STRONGERMARICOPA

COUNTY

STRATEGIC GOALS &

PERFORMANCE MEASURES

SAFE COMMUNITIES – PAGES 5-13 COURT-DIVERTED JUVENILE RE-OFFENSE RATE

ADULT PROBATIONERS CONVICTED OF NEW FELONY

INCREASED RESTITUTION PAYMENTS AND WORK HOURS

INCREASE COURT TRANSPARENCY

DEVELOP AND IMPLEMENT ONLINE DISPUTE RESOLUTION

REDUCE FAILURE TO APPEAR AND ABSCONDER WARRANTS

REDUCE SHERIFF’S OFFICE VACANCY RATE

PRIORITY 1 EMERGENCY CALL DISPATCHES

MAINTAIN SAFE JAILS AND IN CUSTODY ASSAULTS

REGIONAL SERVICES – PAGES 14-18PERMANENT HOUSING SOLUTIONS

ASSIST SENIORS TO REMAIN IN THEIR HOMES

RECYCLE AND BENEFICIALLY USE INCOMING WASTE

IMPROVE AIR QUALITY

VOTING EXPERIENCE SATISFACTION

GOVERNMENT OPERATIONS – PAGES 19-24BECOMING AN ALL-DIGITAL COUNTY

REDUCE FIRST YEAR TURNOVER AND TIME TO FILL

DEPARTMENTS ENGAGED IN LEAN MANAGEMENT

REDUCE WATER AND ELECTRICITY CONSUMPTION

INCREASE PARCELS ENROLLED IN PAPERLESS STATEMENTS

INCREASE ELECTRONIC COURT FILINGS

BOARD OF SUPERVISORS’ STRATEGIC PRIORITIES – PAGE 4

TABLE OF CONTENTS

2

STRATEGIC GOALS &


GROWTH & ECONOMIC DEVELOPMENT –PAGES 25-29INCREASE WEB-BASED PERMITTING

INCREASE CONNECTED VEHICLE TECHNOLOGY

ANALYZE AND UPDATE COUNTY AREA PLANS

REVIEW OF PERMIT PLANS AND APPLICATIONS

ELECTRONIC PROCESSING OF RECORDINGS

FISCAL STRENGTH & RESPONSIBILITY – PAGES 30-32COST OF RISK

COUNTY BOND RATING

GENERAL AND DETENTION FUND RESERVE BALANCES

TABLE OF CONTENTS

3

Maricopa County will support safe

communities and neighborhoods by providing access

to a timely, integrated, and cost-effective smart justice

system.

SAFE COMMUNITIES

REGIONAL SERVICES

Maricopa County will provide best-in-

class regional services, both

mandated and of concern to

citizens, while coordinating with

municipalities, other local

jurisdictions, and community-based

entities to consolidate

services and avoid duplication, when

applicable.

Maricopa County will deploy an effective and

efficient infrastructure to

implement streamlined policies and

procedures to improve delivery of services and

promote a healthy workplace and a

fully engaged workforce.

GOVERNMENT OPERATIONS

BOARD OF SUPERVISORS’ COUNTYWIDE STRATEGIC PRIORITIES [ 2019 - 2022 ]

Maricopa County will be innovative in

leveraging its resources,

adaptive in its regulatory policies and practices, and

proactive in its public relations to attract, promote and support the

growth of business enterprises to

produce a vibrant and balanced

regional economy.

GROWTH & ECONOMIC

DEVELOPMENTMaricopa County

will continue to efficiently manage County resources

and engage in effective fiscal planning with integrity and

transparency to promote financial

stability and economic

prosperity for Maricopa County

residents.

FISCAL STRENGTH& RESPONSIBILITY

4On Target Insufficient Data Available

Below Target

STRATEGIC GOALS &


COURT-DIVERTED JUVENILE RE-OFFENSE FREE RATETarget: By the end of FY 2022, the overall rate of court-divertedjuveniles successfully remaining re-offense free will be 85% ormore.

The Department continues to work in partnership with theCounty Attorney’s Office to focus on the individual needs ofeach juvenile with a youth development specific orientation.Responses and accountability are more meaningful, effective,and enduring when they are aligned with the developmentalcapacity of the juvenile. Examples include, Community JusticePanels, Teen Court, Psycho-educational classes, communityrestitution, apology letters, and Parenting.

One key measure of desired outcomes is the proportion ofyouth that do not have a subsequent re-arrest or anescalation of behavior by police within one year ofcompleting Diversion.

Recidivism is one measure that assesses our desiredoutcomes. Public safety is enhanced when appropriatemeasures including recidivism are routinely tracked allowingfor system feedback and improvements.

ABOUT THIS MEASURE:

WHY IT IS IMPORTANT:

WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: JUVENILE PROBATION

SAFE COMMUNITIES

2019-22FY

Recidivism is based on youth who completed Diversion in the identified year and did not re-offend within 365 days with a new delinquent offense.

87%

81%84% 84% 82% 83% 82%

84%89% 90%

92% 93% 93% 93% 92% 92% 92% 92%95% 95%

50%

60%

70%

80%

90%

100%

FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20

No New Referral for Court-Diverted Juveniles

% Not Re-Offended % No New Felony

5

CURRENT PERFORMANCE

STRATEGIC GOALS &


CURRENT PERFORMANCEADULT PROBATIONERS CONVICTED OF NEW FELONYTarget: Maintain through the end of FY 2022, the number ofindividuals on supervision with adult probation convicted of anew felony offense, at 8% or lower.

Current programs helping to reduce recidivism include Thinkingfor a Change (T4C) and increased support provided to thesupervised populations using technology-based tools.

The Adult Probation Department has made an organizationalcommitment to implement evidence-based practices in itssupervision strategies to help reduce recidivism and providethose on supervision an opportunity for positive behaviorchange.

Decreasing the likelihood that an individual will be convictedof a new felony offense helps ensure a higher degree of publicsafety and allows additional resources to be spent onindividuals who require more services.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: ADULT PROBATION

SAFE COMMUNITIES

Percentage of Adult Probationers Convicted of a New Felony Offense FY2021

2019-22FY

9.1% 8.5%

6.4%

FY19 FY20 FY21

At the end of FY21, 23,964 individuals were supervised ormonitored across all probation types (standard, intensive orunsupervised). There were 801 fewer individuals convicted ofa new felony in FY21 compared to FY20.

6

STRATEGIC GOALS &


INCREASE RESTITUTION PAYMENTS AND WORK HOURSTarget: By the end of FY 2022, Maricopa County AdultProbation Department customers (neighborhoods, courts,supervised individuals, and victims) will benefit from improvedcase processing by increasing collection of victim restitutionpayments to 65% or higher and by increasing communityrestitution work hours to 52% or higher.

Officers make significant efforts to collect restitution andensure individuals work toward their community restitutionhours. Other programs include the Financial ComplianceProgram (FINCOM), Restitution Court, and the CommunityRestitution Program.

Data on restitution collected and community restitution hourscompleted are recorded monthly, with a comparison to whatwas ordered calculated annually.

Increasing the amount of restitution paid to victims of crimeand the amount of community restitution work hourscompleted helps to restore victims and communities, helpsbuild trust, and provides them with restorative services,enhancing the overall well-being of our neighborhoods.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: ADULT PROBATION

SAFE COMMUNITIES

FY2021

$10,377,368collected for victim restitution, an increase of $609,665 from

FY20(61% of the approximately $17.2 million ordered by the Court)

217,021hours of community restitution work completed, a decrease of

274,379 hours over FY20(31% of the approximately 710,000 hours ordered by the Court)

2019-22FY

7

Note: In the interest of enhancing public health during the pandemic, there was a significant reduction in the number of opportunities available to perform community restitution. Opportunities are expected to increase in FY22.

CURRENT PERFORMANCE

STRATEGIC GOALS &


INCREASE COURT TRANSPARENCYTarget: By the end of FY 2022, increase the transparency ofcourt operations and improve the public’s perception of theJudicial Branch through the development and implementationof an external communications plan and a Citizen’s Academy.

Through a coordinated campaign employing integratedcommunication strategies, the Branch’s communications staffis refocusing on outreach to the news media, stakeholders,and “key communicators” within the community who cansupport and carry forward news from across the organization.

There has never been a Branch-wide engagement plan thatfocuses on how the Branch communicates resources, servicesor current events to outside stakeholders.

This will better educate the public on services and how toaccess available resources. Additionally, the effort will work toimprove the accuracy and consistency of informationprovided to the public.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: SUPERIOR COURT

SAFE COMMUNITIES

2019-22FY

Source: Superior Court of Maricopa County Communications Department

8

3,143

3,414

3,962

517

622

629

1,903

1,229

98

FY 2019

FY 2020

FY 2021

Citizen Engagement

Court Tour ParticipantsFulfilled Public Information RequestFulfilled Document Requests

CURRENT PERFORMANCE

STRATEGIC GOALS &


CURRENT PERFORMANCEDEVELOP AND IMPLEMENT ONLINE DISPUTE RESOLUTIONTarget: By the end of FY 2022, increase access to court servicesand reduce the costs of litigation by developing andimplementing Online Dispute Resolution (ODR) programs in theCivil and Family Departments by utilizing ODR in 10% of thetargeted case types.

The Court is surveying users regarding potential barriers thatmay threaten the long-term adoption and consequentexpanded access to justice afforded by Court Connect post-Pandemic. Results will drive strategic planning and mitigationefforts.

The Court has capitalized on success with Court Connect, ourvirtual court appearance technology, to institutionalize greateraccess to justice in all Court departments, replacing and vastlyexceeding the originally set goals for ODR.

Remote forums to pursue justice reduces or eliminates thetime, expense, and public health risk associated withappearing in court, while providing court staff more time tomonitor compliance.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:


SAFE COMMUNITIES

2019-22FY

9

67%

13%

2%

5%

1%

28%

86%

98%

0% 20% 40% 60% 80% 100%

FY21

FY20

FY19

Remote Paper In-Person

% of Estimated Remote Hearings

STRATEGIC GOALS &


REDUCE FAILURE TO APPEAR AND ABSCONDER WARRANTSTarget: By the end of FY 2022, improve management ofcriminal cases and reduce unnecessary incarceration bydeveloping and implementing an automated text messagingsystem to reduce Pretrial Failure to Appear (FTA) and ProbationAbsconder warrants by 5%.

In May 2020 the text message pilot for defendants released topretrial supervision began sending automated text messages7, 3 and 1 day(s) before the next scheduled hearing. Once theprocess is refined and success is measured, the recipient listmay be expanded.

Hearings with a Failure to Appear or Bench Warrant Issuedresult form the basis of this measure. The rate can bedetermined by comparing the number of Failure to Appearand Bench Warrant hearing results to similar completedhearings.

Text messaging defendants hearing date reminders hasimproved response rates in programs like the CriminalDepartment’s Warrant Safe Surrender. When defendantsappear, the case can move toward adjudication, and theneed for law enforcement and incarceration are reduced,thus benefitting the courts, litigants, and the community.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:


SAFE COMMUNITIES

2019-22FY

10

Failure to AppearsIncludes Pretrial FTA/Bench Warrants

and Probation Absconders

3,5823,135

2,318 2,202

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

FY 2019 FY 2020 FY 2021 FY 2022

CURRENT PERFORMANCE

STRATEGIC GOALS &


CURRENT PERFORMANCEREDUCE SHERIFF’S OFFICE VACANCY RATE

Target: By the end of FY 2022, reduce the Sheriff's Officevacancy rate by 25% to achieve an average vacancy rate of11%.

Vacancy Rate is calculated by dividing the total number ofvacant positions as of a specified date by the total number ofauthorized positions as of the same specified date.

By lowering the overall Vacancy Rate, this ensures that MCSOhas the necessary resources in place to provide critical publicsafety services. A lower Vacancy Rate indicates we aresuccessfully able to hire and retain qualified individuals whoare committed to ensuring a safe community.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

The Office is continuing efforts to ensure effective marketingand advertising of employment opportunities. The Office hasalso implemented an employee referral incentive program toassist in filling Detention Officer vacancies. The Office isexploring other alternatives related to salary adjustments, hiringincentives, and engaging with third party vendors to assist insourcing viable candidates.RESPONSIBLE DEPARTMENT: SHERIFF’S OFFICE

SAFE COMMUNITIES

2019-22FY

11

FY21

13.00%14.61% 15.15%

17.22%

Q1 Q2 Q3 Q4

Vacancy Rate

STRATEGIC GOALS &


CURRENT PERFORMANCEPRIORITY 1 EMERGENCY CALL DISPATCHESTarget: By the end of FY 2022, 92% of Priority 1 emergency callsfor service will be dispatched to field deputies within twominutes

Priority 1 calls are broadcast over the radio system immediatelyupon receipt by the dispatcher, allowing deputies to hear thecall quickly. Increased staffing in the field and thecommunications center will allow deputies to initiate theirresponse to those calls within 2 minutes to achieve this goal.MCSO is currently hiring year-round to fully staff patrol divisions.

Data Analysts export information from the Computer AidedDispatch software and compile statistics based upon callpriority and time taken for the call to be dispatched. Thesenumbers are then averaged over a monthly time frame,resulting in the percentages shown.

Quick responses to priority 1 emergency calls save lives,protect property, and allow for the timely apprehension ofsuspects.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: SHERIFF’S OFFICE

SAFE COMMUNITIES

2019-22FY

Total Priority 1 Calls ReceivedFY19 – 3,402FY20 – 3,036FY21 – 2,828 12

91%

91%

91%

90%

Q1 Q2 Q3 Q4

FY21 Priority 1 Call Dispatches Within Two

Minutes

STRATEGIC GOALS &


CURRENT PERFORMANCEMAINTAIN SAFE JAILS AND IN CUSTODY ASSAULTSTarget: By the end of FY 2022, the Sheriff's Office willconsistently maintain safe jail facilities and contain inmate toinmate assaults while in custody to less than 1%.

On a monthly basis a specialized unit within MCSO providesstatistics, analysis, and actionable intelligence regarding theseevents. With this information, command staff is able to spottrends and patterns and develop plans to address problemareas with the goal to reduce and potentially eliminate theseincidents.

This data is calculated with the help of the Sheriff’s OfficeComputer Aided Dispatch (CAD) system which records aunique identifier for these events, the CAD will compute thetotal number of incidents. Dividing the number of trackedincidents in the CAD system by the total number of averageyearly bookings (100,000) will determine the percentage rate.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: SHERIFF’S OFFICE

SAFE COMMUNITIES

2019-22FY

A jail’s duty is to protect inmates from admission to release.MCSO strives to protect inmates from a “risk of serious harm” atall times. This includes harm from others, from themselves, fromthe jail setting, from disease, and more. Failure to protectinmates erodes the trust a community has in its custodyoperations and can result in liability to the County.

.70 .73.83 .82

0

0.2

0.4

0.6

0.8

1

Q1 Q2 Q3 Q4

PERC

ENTA

GE

PER

TOTA

L BO

OKI

NG

S REPORTED RATE OF ASSAULTS

Approximate bookings = 70,000** Covid pandemic this FY.

13FY21

STRATEGIC GOALS &


CURRENT PERFORMANCEPERMANENT HOUSING SOLUTIONSTarget: By the end of FY 2022, redirect 30% of current Countyemergency shelter funds to permanent housing solutions forpeople experiencing homelessness.

The Department is investing in supportive, permanent, andaffordable housing strategies to provide opportunities forstable housing to those who are experiencing homelessness.

Funding previously allocated for local emergency shelters isbeing redirected to permanent housing solutions for individualsand families experiencing homelessness.

Since 2014, the number of unsheltered homeless has increasedsignificantly. Individuals and families experiencinghomelessness are at an increased risk of developing chronicphysical and mental health conditions. Developingpermanent housing solutions is one step to reducinghomelessness in Maricopa County.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: HUMAN SERVICES

% of Funding Redirected To Housing Solutions**

REGIONAL SERVICES

2019-22FY

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

$0

$150,000

$300,000

$450,000

$600,000

$750,000

FY 2018 FY 2019 FY 2020*

Funding For Emergency SheltersFunding for Permanent Housing Solutions

Goal = 30%

33%32%

*FY 2020 data projected**This goal will be updated at a future date 14

STRATEGIC GOALS &


CURRENT PERFORMANCEASSIST SENIORS TO REMAIN IN THEIR HOMESTarget: By the end of FY 2022, the Human Services Departmentwill successfully assist 90% of the seniors receiving in-home andcommunity-based services, to remain in their home and avoidcostly nursing-home placement within the Arizona Long TermCare System (ALTCS).

The Department provides quality case management and linksindividuals to essential services such as home-delivered mealsand in-home nursing. Seniors served are able to continue livingindependently in their homes in a safe and healthyenvironment for as long as possible.

The Department routinely conducts comprehensive in-homeevaluations to identify and track the needs of seniors receivingsupport.

In Maricopa County the annual cost of residing in an assistedliving facility is $46,200, while a semi-private room in a nursinghome is $78,475. This is in contrast to the annual cost of casemanagement services provided by the Department, whichaverages at $6,000 per year.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: HUMAN SERVICES

% of Seniors that Received In-Home Services**

REGIONAL SERVICES

2019-22FY

Goal = 90%

3,995 3,7304,283

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

FY 2017 FY 2018 FY 2019Clients Placed in ALTCSClients that Received In-Home Services

95%96%

# o

f Clie

nts S

erve

d

96%

**This goal will be updated at a future date 15

STRATEGIC GOALS &


CURRENT PERFORMANCERECYCLE AND BENEFICIALLY USE INCOMING WASTE*Target: By the end of FY 2022, 75% of the incoming wastestream collected at the Maricopa County transfer stations willbe recycled or beneficially used.

Recyclable materials are transported to third-party facilities forprocessing. The collected green organics replaces the needfor erosional control material (rock) at an average cost of$8,000/acre as-well as landfill disposal savings.

The Waste Resources & Recycling Division tracks all incomingrecyclable materials and trash at six transfer stations. Thesecollected materials are taken to 3rd party processing facilities,the collected green organic waste is processed on-site, andre-used on landfill cap surfaces.

It is important to continue to divert as much of the incomingwaste stream from costly landfill disposal so that it can bebeneficially used in other areas such as recycling or, usinggreen waste to prevent erosion at closed landfills.

ABOUT THIS MEASURE:

WHY IS IT IMPORTANT:

WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: ENVIRONMENTAL SERVICES

Waste Stream Tabulation

REGIONAL SERVICES

2019-22FY

*Program expired 6/30/2021 16

STRATEGIC GOALS &


CURRENT PERFORMANCEIMPROVE AIR QUALITY GENERAL PERMIT ADHERENCE Target: By the end of FY 2022, Air Quality will improveadherence to general permit requirements from 79% to 85%through active education and training initiatives andcontinued partnerships with the business community.

Rules and permits have been updated and streamlined forclarity; the Business Assistance program provides informationand technical assistance to small business owners to helpthem meet air pollution control requirements.

Small businesses often operate under “general” permits andmay benefit from additional support to comply withenvironmentally protective measures.

When sources of air pollution are operating in compliance withregulations, they will not adversely affect air quality.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: AIR QUALITY

REGIONAL SERVICES

2019-22FY

17

FY2021 (YTD) General Permit Compliance Rate:

75%

82%

74%

84%

79%

75%

70%

75%

80%

85%

90%

FY2017 FY2018 FY2019 FY2020 FY2021

General Permit Compliance Rate

STRATEGIC GOALS &


VOTING EXPERIENCE SATISFACTION

Target: By the end of FY 2022, 85% of voters surveyed expresssatisfaction with their voting experience.

After each election, survey results and the individual issuesraised by voters are evaluated to identify areas of potentialsystem and process improvements. As appropriate, thoseimprovements are operationalized for future elections.

After each election, the Elections Department sends out asatisfaction survey to voters who have an email on file in thevoter registration system. The survey asks a set of consistentquestions related to the voter experience, voting preferencesand confidence in the election system.

Information from this survey gives the Elections Department up-to-date information about voter concerns and preferences. Italso allows voters a forum to raise specific concerns and directquestions to county officials.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: ELECTIONS

2019-22FY

REGIONAL SERVICES

18

90.4%

93.3%

97.6%

89.9%

70%

75%

80%

85%

90%

95%

100%

Primary Election2018 (31,016Responding)

General Election2018 (42,971Responding)

Primary Election2020 (21,999Responding)

General Election2020 (73,353Responding)

2018 - 2020 Election Satisfaction Surveys % of Total Responders Who Agreed or

Strongly Agreed Election was a Positive Voting Experience

STRATEGIC GOALS &


CURRENT PERFORMANCEBECOMING AN ALL-DIGITAL COUNTYTarget: Convert 4-6 manual processes to digital workflowson an annual basis. Expand the number and availabilityof online web and mobile County services by 2-4 servicesper year.

In support of making Maricopa County a more digitalCounty there needs to be a conversion from laborintensive, paper-based, manual processes to streamlineddigital workflows and online forms.

The move toward a digital County is consistent with theoverall objective of having lean and efficientgovernment.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: ENTERPRISE TECHNOLOGY


2019-22FY

Plan Revise Digitize

Identify targeted processes

Analyze and revise processes

Implement digital processes

19

STRATEGIC GOALS &


REDUCE FIRST YEAR TURNOVER AND TIME TO FILLTarget: By the end of FY 2022, the first year turnover rate will bereduced to 10% and the overall length of the recruitmentprocess or “time to fill” vacant positions will be reduced by33%.

Human Resources has implemented multiple initiatives,including enhanced compensation strategies, to improve firstyear turnover that have made significant impact.

Recruiting and retaining key talent is an important focus fororganizations and the County is committed to improving itsrecruitment processes in order to follow best practices toensure it finds the ideal candidates for its positions.

Reducing the “Time to Fill” and voluntary “First Year Turnover”rate will help the County provide its citizens quality services in atimely, efficient, professional, and more cost effective manner.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: HUMAN RESOURCES

Current progress towards reduction in “Time to Fill” and “First Year Turnover”


2019-22FY

20

28%

16% 15%22%

FY18 FY19 FY20 FY 21

First Year Turnover

6848 38 36

FY18 FY19 FY20 FY 21

Time to Fill (days)

STRATEGIC GOALS &


DEPARTMENTS ENGAGED IN LEAN MANAGEMENT CURRENT PERFORMANCETarget: By the end of FY 2022, the County’s Innovation StudioTeam will have engaged 95% of County departments in theconcepts, tools and benefits of lean management.

Adoption of continuous improvement, lean, and/or Six Sigmaprinciples is measured through staff engagement with projectsand training.

As an emerging best practice in public service, it is a provenframework to strategically improve the effectiveness,efficiency, quality, and transparency of government services.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: COUNTY ADMINISTRATION


2019-22FY

21

Together we’re building

a better, faster, more

citizen-centered Maricopa

County

STRATEGIC GOALS &


22

REDUCE WATER AND ELECTRICITY CONSUMPTIONTarget: By the end of FY 2022, improve the level of sustainabilityby reducing water and electricity consumption by 8% withinCounty owned facilities.

The department is implementing and tracking efficiency-focused strategies, including, but not limited to: buildingautomation, renewable energy systems, e.g., solarphotovoltaic, solar thermal and central plant upgrades. Interms of savings based on implemented changes over recentyears, if the County was still using the same amount ofelectricity as FY12, the County’s electricity budget would beincreased by more than $1.5 million.

Reducing consumption decreases utility costs and lowers theCounty’s environmental footprint. Electric and water ratesincrease annually but County usage policies have succeededin maintaining costs to an average of $13 million per year forelectricity and an average of $3.3 million per year for water.


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: FACILITIES MANAGEMENT


2019-22FY

CURRENT PERFORMANCE

STRATEGIC GOALS &


CURRENT PERFORMANCEINCREASE PARCELS ENROLLED IN PAPERLESS STATEMENTSTarget: By the end of FY 2022, in coordination with the Assessor’sOffice, the Treasurer’s Office will increase the number of parcelsenrolled to receive paperless statements to 8%.

The Treasurer’s and Assessor’s Offices prominently promote theoption on mailed notices and bills. Additionally, the paperlessstatement service is routinely promoted in outreach meetings,websites, and social media for the offices.

The Treasurer’s and Assessor’s Offices actively monitor both thenumber of owners and parcels subscribing to the service bytracking authorization codes used with our print vendor thathelps us provide paperless statements.

Paperless statements provide property owners with a fast andconvenient way to retrieve and store tax statements andnotices of value. Additionally, paperless statements are a farmore cost-efficient way for the County to inform its residents.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENTS: TREASURER & ASSESSOR


2019-22FY

23

17,293

28,890

42,470

58,208

77,351

23,466

55,899

70,100

106,731114,707

1.3%

3.2%4.0%

6.6% 6.8%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

18.0%

20.0%

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

FY17 FY18 FY19 FY20 FY21

E-Notice Growth

User Parcels % of Parcels Enrolled

STRATEGIC GOALS &


CURRENT PERFORMANCEINCREASE ELECTRONIC COURT FILINGSTarget: By the end of FY 2022, the Clerk of the Superior Courtwill increase electronic filings by 27%.

eFiled post-initiation document volumes continue to grow yearover year. We achieved significant growth in FY21 with thecompletion of eFiling for civil case-initiating documents andexpansion of Family Court and Juvenile subsequent filings. Wewill expand to Juvenile and Family Court case initiatingdocuments in first quarter of FY22.

For the public’s convenience and timeliness in processing, theClerk of the Superior Court accepts electronic filings incriminal, family, civil, tax and juvenile delinquency cases.

The Clerk of the Superior Court is committed to improving theCustomer Experience and enhancing operational efficiency.eFiling provides customers the convenience of eFilingdocuments from personal devices, at any time of the day ornight. eFile expansion supports the continuing strategy ofreduction of costs and enhancing our Customer Experience.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE AGENCY: CLERK OF SUPERIOR COURT


2019-22FY

24

STRATEGIC GOALS &


CURRENT PERFORMANCEINCREASE WEB-BASED PERMITTINGTarget: By the end of FY 2022, for those departments involvedwith permitting activities, increase the public’s usage of web-based permitting tools by 25%.

Applications and payments for many permits are availableonline while additional permitting tools are being developedand usage is being monitored.

Survey the population of applications for the proportion ofapplication method by activity type.

Online permitting tools increase the ease and accessibility ofapplication for environmentally protective permits andpromote economic development.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENTS: ONE STOP SHOP DEPARTMENTS - AIR QUALITY, ENVIRONMENTAL SERVICES, FLOOD CONTROL DISTRICT, PLANNING & DEVELOPMENT, AND TRANSPORTATION

478% increase in online submittals since 2018

18% of permits were submitted online in FY 2018 vs. 86% in FY 2021

GROWTH & ECONOMIC DEVELOPMENT

2019-22FY

25

FY21 Actuals: 86% Digital Submission (48,888 of 56,967 Total Records)

Digital, 86%

Paper, 14%

STRATEGIC GOALS &


CURRENT PERFORMANCEINCREASE CONNECTED VEHICLE TECHNOLOGYTarget: By the end of FY 2022, the Department ofTransportation will upgrade 50% of traffic signalcontrollers to support connected vehicle technologyand expand the related communication infrastructureto improve transportation safety.

MCDOT is planning for the future by including thistechnology in its Transportation Improvement Program.See the associated project timeline for more details.

MCDOT is leading the way in connected vehicletechnology to improve safety and mobility. Thistechnology connects cars with traffic signals to supportconnected and automated vehicles safety andefficiency at signalized intersections. The technology alsooptimizes traffic flow for improved travel times.

As Maricopa County continues to grow, itstransportation infrastructure needs to adjust toaccommodate more vehicles. Since building widerroads is not always possible, MCDOT is looking totechnology to improve efficiency, travel times andsafety.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: TRANSPORTATION


2019-22FY

2018•Develop plan for traffic signal controller upgrade to support connected vehicle technology

• Develop plan for Anthem Phase 2 expansion

2019 - 2020•2019 - Upgraded 11

Anthem controllers and connected vehicle communications infrastructure

•2020 - Upgrade 25% of the MCDOT controllers to support connected vehicle technology

2021•Upgrade 25% of the

MCDOT controllers and equipment to support connected vehicle technology.

•Implemented 14 controllers, upgrade 6 roadside units (radios) and 10 on board units (radios)

2022•Applying for

opportunity to expand connected vehicle testing for 640 vehicles

•Assess 50 intersections for implementation of connected vehicle infrastructure along L101 to provide intelligent priority.

PROJECT TIMELINE

* Timely Progress contingent upon FCC action on 5.9 Ghz bandwidth26

STRATEGIC GOALS &


ANALYZE AND UPDATE COUNTY AREA PLANSTarget: By the end of FY 2022, the Planning and Development Dept. will analyze 100% of the 13 adopted area plans todetermine applicability due to jurisdictional changes resulting from annexation, update plans to include the most recentdemographics and current conditions, and review for conformance with the Vision 2030 Maricopa County ComprehensivePlan.

Staff will determine which plans are no longer valid due to annexation bycities and towns. If jurisdictional conditions warrant, the area plan will bescheduled for repeal. Current identified areas under repeal review includeMobile, Laveen, East Mesa, Queen Creek, and Estrella. The White Tank andGrand Avenue area plans have been prioritized for updating in FY 2022.

This measure tracks the percentage of areaplans that have been updated with currentdemographic and conditional information.

It is essential to have policies which are aligned without conflict, based onthe most current County demographics and conditions, in order toprovide clear guidance for decision making.

ABOUT THIS MEASURE: WHY IT IS IMPORTANT:

WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: PLANNING & DEVELOPMENT


2019-22FY

ADOPTED AREA PLANS

27

FY 19 Performance New River Area Plan Draft Completed

FY 20 Performance –Completed Daisy Mountain/New River Area Plan

FY 2110% of total area plans were updated

FY 22 Goal –100% of total area plans will be updated, repealed or analyzed and prioritized for update.

STRATEGIC GOALS &


CURRENT PERFORMANCEREVIEW OF PERMIT PLANS AND APPLICATIONSTarget: By the end of FY 2022, through the One Stop Shop, 80%of first reviews of permit plans and applications will becompleted within 20 business days or less, and all subsequentreviews completed within 10 business days or less.

Increasing the number of permits approved on the firstsubmittal. Staff are compiling a list of the most commonreasons why plans are not approved after the initial review.Instituted a policy for management involvement/approvals for3rd reviews. Improving tracking of permits. Outsourcedcomplex plan reviews to keep review times manageable.

This measure tracks the percentage of plans that areapproved after one review and the associated review time.

The number of plans approved after one review indicates theeffectiveness of educational efforts regarding permitrequirements and how efficiently the reviews are conducted.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: PLANNING & DEVELOPMENT


2019-22FY

28

FY21: 82% of submittals arereviewed within 20 business days

STRATEGIC GOALS &


CURRENT PERFORMANCE*ELECTRONIC PROCESSING OF RECORDINGSTarget: By the end of FY 2022, 90% of the total recordings willbe processed electronically.

With the closing of the front counters and kiosks due to COVID-19, customers that do not have electronic accounts with theRecorder’s office can record documents by mail, going to acertified legal document preparer for the State of Arizona, orby going to deeds.com. Customers can go toRecorder.Maricopa.gov for more information.

The Recorder’s Office accepts both physical and electronicfilings, with the vast majority now being handled completelyelectronically.

The Recorder’s Office is committed to efficient customerservice, allowing the public to record and file documents inaccessible ways, even during the pandemic. Increasing thepercent of documents filed electronically also saves thepublic’s time and increases staff’s ability to process documentsquickly.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: RECORDER


2019-22FY

29

79.5% 80.1%82.9% 84.1%

89.0% 89.7%

74.0%76.0%78.0%80.0%82.0%84.0%86.0%88.0%90.0%92.0%

FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

% of All Documents Filed Electronically

with Recorder's Office

*This goal will be updated at a future date

https://www.azcourts.gov/Portals/26/LDP/Directory/LDPDirectory%206-15-2020.pdf?ver=2020-06-17-112646-387

http://www.deeds.com/

https://recorder.maricopa.gov/

STRATEGIC GOALS &


CURRENT PERFORMANCECOST OF RISKTarget: Through the end of FY 2022, maintain the total cost ofRisk Management at less than 2.00% of County expenditures.

Effective risk control strategies are in place to manage thecost of risk and reduce when possible. We have a costallocation system that creates department buy in andparticipation for best practices.

This is a comparison of the cost of the County’s riskmanagement program compared to the total County’sexpenditures.

There is risk involved with every service provided by the Countyand the ability to quantity that risk in dollars is necessary tomanage these risks and reduce them.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: RISK MANAGEMENT

2019-22FY

2020 → 2021 (1st close unaudited)

FISCAL STRENGTH & RESPONSIBILITY

Total Risk Management Costs $26,854,807

Total County Expenditures $2,322,413,486

TOTAL COST AS A PERCENTAGE OF COUNTY EXPENDITURES 1.16%

HISTORICAL DATA

1.25%1.08%

1.36%1.46%

1.16%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

FY16/17 FY17/18 FY18/19 FY19/20 FY20/21

Cost of Risk - Year to Year ComparisonGoal 2.00%

30

STRATEGIC GOALS &


CURRENT PERFORMANCECOUNTY BOND RATINGTarget: Maintain AAA Bond Rating through FY 2022.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: OFFICE OF BUDGET AND FINANCE

2019-22FY


The County will maintain strong fiscal policies with acomprehensive internal control structure and proactivebudgeting and reporting practices. The Office of Budget andFinance will also publish monthly financial variance reportsdescribing positive and negative trends, as well as an auditedfinancial statement. In January 2020, the County’s AAA bondrating was affirmed by all three credit rating agencies.

Credit ratings are an independent measure of the County’screditworthiness so investors can evaluate the risk of investingin County issued bonds. Bond ratings are assessed upon a newbond issuance and are periodically reviewed by independentrating agencies.

Favorable credit ratings allow for bonds to be easily sold ortraded and provide a greater value to the investor and thetaxpayer. A credit rating of AAA indicates a negligible risk ofdefault and a higher investment grade.

CC, C, D, Distressed, Extremely High Risk

CCC+, CCC, CCC-, Credit Watch, Very High Risk

B+, B, B-, Sub Prime, Moderate to High Risk

BB+, BB, BB-, Near Prime, Low to Moderate Risk

A+, A, A-, Investment Grade, Very Low to Low Risk

AAA, Aaa, AA+, High Grade, Negligible Risk

•Maricopa, AZ•San Diego, CA•Denver, CO•Orange, CA•Harris, TX•King, WA

AAA

•Pima, AZ•Los Angeles, CA

AA+

•Miami-Dade, FL

AA

•Cook, IL

A+

County Comparison of Bond Ratings(Source: Fitch Ratings)

Fitch Ratings has assigned Maricopa County a AAA General Obligation implied bond rating since 2007

31

STRATEGIC GOALS &


CURRENT PERFORMANCEGENERAL AND DETENTION FUND RESERVE BALANCESTarget: Maintain through the end of FY 2022, a reserve balanceequaling two months of the prior year’s General Fund andDetention Fund budgeted operating expenditures.

The annual Budget Guidelines and Priorities required that fundbalances will first be used to maintain reserves. The FY 2022budget sets reserves based on 2 months of the prior year’soperating budget.

The Government Finance Officers Association best practicerecommends reserves equal to two months of budgetedexpenditures. The new reserve amount is determined annuallybased on 2/12ths of the prior year’s adopted operatingbudget. The reserves are comprised of the current yearcontingency and future year capital reserves.

It is a fiscally responsible practice to maintain reserves toaccommodate cash flow needs and safeguard the Countyagainst unexpected swings in the economic cycle. Itprecludes the need for the County to issue Tax AnticipatedNotes (TANS) for routine operating expenses and avoidsunnecessary interest cost.

ABOUT THIS MEASURE:


WHAT IS BEING DONE:

RESPONSIBLE DEPARTMENT: OFFICE OF BUDGET AND FINANCE

2019-22FY


251.5

251.5

72.3

72.3

2-MONTHS

RESERVES

FY 2022 Reserves

General Fund Detention Fund

In Millions

228.9246.9 251.5

68.2 69.6 72.3

0

50

100

150

200

250

300

FY 2020 FY 2021 FY 2022

2-Months vs. Reserves

General Fund 2-Months General Fund Reserves

Detention 2-Months Detention Reserves

In M

illion

s

32