FY 2019-2022 FINAL COUNTY STRATEGIC PLAN 6-25-18.DOCX

STRATEGIC PLAN
FY 2019 – 2022
MISSION VISION
The mission of Maricopa Citizens serving citizens by
County is to provide regional working collaboratively,
leadership and fiscally innovatively, efficiently and
responsible, necessary public effectively. We will be
services so residents may enjoy responsive to our customers
living in a healthy and safe while being fiscally prudent.
environment.

VALUES
Public Interest First Open and Honest Accountable Measure Results
Relentless Improvement Communicate and Collaborate
All People Realize Their Full Potential
Maricopa County will support safe communities and
neighborhoods by providing access to a timely, integrated,
and cost-effective smart justice system.
Strategic Goals
1 Juvenile By the end of FY 2022, the overall rate of court-diverted juveniles successfully
Probation remaining re-offense free will be 85% or more.
Dept.
2 Adult Maintain through the end of FY 2022, the number of adult probationers
Probation convicted of a new felony offense to 8% or lower.
Dept.
3 Adult By the end of FY 2022, Maricopa County Adult Probation Department
Probation customers (neighborhoods, courts, offenders, and victims) will benefit from
Dept. improved case processing by increasing collection of victim restitution
payment to 65% or higher and by increasing community restitution work hours
to 52% or higher.
4 Superior By the end of FY 2022, increase the transparency of court operations and
Court improve the public’s perception of the Judicial Branch through the
development and implementation of an external communications plan and a
Citizen’s Academy.

5 Superior By the end of FY 2022, increase access to court services and reduce the
Court costs of litigation by developing and implementing Online Dispute
Resolution (ODR) programs in the Civil and Family Departments by utilizing
ODR in 10% of the targeted case types.
6 Superior By the end of FY 2022, improve management of criminal cases and reduce
Court unnecessary incarceration by developing and implementing an automated
text messaging system to reduce Pretrial Failure to Appear (FTA) and
Probation Absconder warrants by 5%.
7 County By the end of FY 2022, reduce overall Part 1 Crime by 5% through
Attorney’s diversion, the use of probation to manage program compliance, and
Office incarceration for repetitive offenders and violent criminals.
(Part 1 Crime: homicide, rape, robbery, aggravated assault, burglary, larceny, auto
theft, and arson)
8 County By the end of FY 2022, increase Non Drug Diversion participants by 50%
Attorney’s with a recidivism rate of less than 30%.
Office
(AZ historical recidivism rate for DOC is 38.5%)
9 Sheriff’s By the end of FY 2022, reduce the Sheriff's Office vacancy rate by 25%.
Office Improved staffing levels translates to improved public safety.
10 Sheriff’s By the end of FY 2022, 92% of Priority 1 emergency calls for service will be
Office dispatched to field deputies within two minutes [based on number of deputies
on patrol at any given time].
11 Sheriff’s By the end of FY 2022, the Sheriff's Office will consistently maintain safe jail
Office facilities and contain inmate to inmate assaults while in custody to less than
1%.

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.
Strategic Goals
1 Human By the end of FY 2022, redirect 30% of current County emergency shelter
Services funds to permanent housing solutions for people experiencing
Dept. homelessness.
2 Human By the end of FY 2022, the Human Services Department will successfully
Services assist 90% of the seniors receiving in-home and community-based services,
Dept. to remain in their home and avoid costly nursing-home placement within the
Arizona Long-term Care System (ALTCS).
3 Env. By the end of FY 2022, 75% of the incoming waste stream collected at the
Services Maricopa County Transfer Stations will be recycled or beneficially used.
Dept.
4 Air Quality By the end of FY 2022, Air Quality will improve adherence to general permit
Dept. requirements from 79% to 85% through active education and training
initiatives and continued partnerships with the business community.
5 Elections By the end of FY 2022, 85% of voters surveyed express satisfaction with their
Dept. voting experience.

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.
Strategic Goals
1 Office of By the end of FY 2022, Maricopa County will work toward becoming an all-digital
Enterprise County in the U.S. by delivering online and mobile public access to County
Technology services, converting internal work processes to digital workflows and enabling a
mobile workforce.
2 Human By the end of FY 2022, the first year turnover rate will be reduced to 10% and the
Resources overall length of the recruitment process or “time to fill” vacant positions will be
Dept. reduced by 33%.
3 County By the end of FY 2022, the County’s Continuous Improvement Team will have
Admin- engaged 95% of the County departments in the concepts, tools and benefits of
istration lean management.
4 Facilities By the end of FY 2022, improve the level of sustainability by reducing water and
Mgt electricity consumption by 8% within County owned facilities.
Dept.
5 Treasurer’s By the end of FY 2022, in coordination with the Assessor’s Office, the Treasurer’s
& Office will increase the number of parcels enrolled to receive paperless
Assessor’s statements to 8%.
Offices
6 Clerk of By the end of FY 2022, the Clerk of Superior Court will increase electronic filings
the Court by 27%.

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.
Strategic Goals
1 Permitting By the end of FY 2022, for those departments involved with permitting activities,
Depts. increase the public’s usage of web-based permitting tools by 25%.
(Air Quality, Environmental Services, Flood Control District, Planning & Development)
2 Dept. of By the end of FY 2022, the Department of Transportation will upgrade 50% of
Trans- traffic signal controllers to support connected vehicle technology and expand the
portation related communication infrastructure to improve transportation safety.
3 Planning & By the end of FY 2022, the Planning and Development Department will analyze
Develop- 100% of the 13 adopted area plans to determine applicability due to jurisdictional
ment changes resulting from annexation, updated to include the most recent
Dept. demographics and current conditions, and reviewed for conformance with the
Vision 2030 Maricopa County Comprehensive Plan.
4 Planning & By the end of FY 2022, through the One Stop Shop, 80% of first reviews of permit
Develop- plans and applications will be completed within 20 business days or less, and all
ment subsequent reviews completed within 10 business days or less.
Dept.
5 Recorder’s By the end of FY 2022, 90% of the total recordings will be processed
Office electronically.

Maricopa 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.
Strategic Goals
1 Risk Mgt. Through the end of FY 2022, maintain the total cost of Risk Management at less
Dept. than 2% of County expenditures.
2 Finance Maintain AAA Bond Rating through FY 2022.
Dept.
3 Budget Maintain through the end of FY 2022, a reserve balance equaling two months of
Office the prior year’s General Fund and Detention Fund budgeted operating
expenditures.