FY15-18 STRATEGIC PLAN PERFORMANCE REPORT - FOR MAY 7TH.PPTX

FY
2015
2018

TABLE OF CONTENTS
BOARD OF SUPERVISORS’ STRATEGIC PRIORITIES - GOVERNMENT OPERATIONS
PAGE 3 - INCREASE ELECTRONIC RECORDINGS
- PAGE 9 -
INCREASE ELECTRONIC COURT FILINGS
SAFE COMMUNITIES - PAGE 10 -
ADULT PROBATIONER RECIDIVISM INCREASE ELECTRONIC PARCEL ENROLLMENT
- PAGE 4 - - PAGE 11 -
JUVENILE RECIDIVISM
- PAGE 5 -
GROWTH & ECONOMIC DEVELOPMENT
CRADLES TO CRAYONS PERMANENCY PLAN
ESTABLISHED WORKFORCE DEVELOPMENT EMPLOYMENT STATUS
- PAGE 6 - - PAGE 12 -
REGIONAL SERVICES FISCAL STRENGTH & RESPONSIBILITY
AIR QUALITY MONITORS IN COMPLIANCE COUNTY FUNDS IN STRUCTURAL BALANCE
- PAGE 7 - - PAGE 13 -
HEAD START PARTICIPANT READINESS GENERAL FUND OPERATING RESERVES
- PAGE 8 - - PAGE 14 -

BOARD OF SUPERVISORS’ COUNTYWIDE STRATEGIC PRIORITIES [ 2015 - 2018 ]
SAFE REGIONAL GOVERNMENT GROWTH & FISCAL STRENGTH
COMMUNITIES SERVICES OPERATIONS ECONOMIC & RESPOSIBILITY
DEVELOPMENT
Maricopa County will Maricopa County will Maricopa County Maricopa County will
support safe provide best-in-class will deploy an Maricopa County will continue to efficiently
communities and regional services, effective and be innovative in manage County
neighborhoods by both mandated and efficient leveraging its resources and
providing access to of concern to infrastructure to resources, adaptive engage in effective
a timely, integrated, citizens, while implement in its regulatory fiscal planning with
and cost-effective coordinating with streamlined policies policies and integrity and
smart justice system. municipalities, other and procedures to practices, and transparency to
local jurisdictions, improve delivery of proactive in its public promote financial
and community- services and relations to attract, stability and
based entities to promote a healthy promote, and support economic prosperity
consolidate services workplace and a the growth of for Maricopa County
and avoid fully engaged business enterprises residents.
duplication, when workforce. to produce a vibrant
applicable. and balanced
regional economy.

FY
2015-18
SAFE COMMUNITIES
ADULT PROBATIONER RECIDIVISM FY 2015 – 2018
PERFORMANCE
Target: By the end of FY 2018, public safety is enhanced by % of Adult Probationers Convicted of a New Felony
reducing the number of adult probationers convicted of a new
felony offense to 8% or lower. 9.00%
ABOUT THIS MEASURE:
The Adult Probation Department has made an organizational Goal ↓ 8.0%
commitment to implement evidence-based practices in its 8.00%
supervision strategies to help reduce recidivism and provide those 7.70%
on supervision an opportunity for positive behavior change. 7.40%
WHY IS IT IMPORTANT: 7.00% 6.80%
Decreasing the likelihood that a probationer will be convicted of a 6.50%
new felony offense helps ensure a higher degree of public safety
and allows additional resources to be spent on individuals who
require more services. 6.00%
WHAT IS BEING DONE:
Current programs helping to reduce probationer recidivism include:
Thinking for a Change (T4C), MOSAIC through Correction Health 5.00%
Services, and the RELINK grant through Maricopa Integrated
Health Services.
RESPONSIBLE DEPARTMENT: ADULT PROBATION
4.00%
FY 2015 FY 2016 FY 2017 FY 2018*
*FY 2018 data projected

FY
2015-18
SAFE COMMUNITIES
JUVENILE RECIDIVISM FY 2015 – 2018
PERFORMANCE
Target: By the end of FY 2018, the overall rate of juvenile
recidivism is 20% or less.
Juvenile Recidivism Rate
ABOUT THIS MEASURE: 30%
One key measure of desired outcomes is the proportion of youth
have a subsequent re-arrest by police within one year of completing
their court ordered supervision (probation) period. 25% 24%
22% Goal ↓ 20.0%
WHY IS IT IMPORTANT: 21% 20%
Recidivism is one measure that assesses our desired outcomes. 20%
Public safety is enhanced when appropriate measures including
recidivism are routinely tracked allowing for system feedback and
improvements. 15%
WHAT IS BEING DONE:
MCJPD continuously reviews relevant data and information for
10%
alignment with evidence-based processes, immediate interventions
and programs. These on-going system improvement often in
cooperation and collaboration with numerous youth-serving
agencies that share the goals of public safety and youth well-being. 5%
RESPONSIBLE DEPARTMENT: JUVENILE PROBATION
0%
FY 2015 FY 2016 FY 2017* FY 2018*
*FY 2017 and 2018 data projected

FY
2015-18
SAFE COMMUNITIES
CRADLES TO CRAYONS PERMANENCY PLAN FY 2015 – 2018
ESTABLISHED Target: By the end of FY 2017, 90% of Cradles to Crayons youth PERFORMANCE Cradle to Crayons Permanency Plan Established
with petitions filed have permanency plans established within 365 within 365 Days*
days of the petition filing. Goal = 90.0%
ABOUT THIS MEASURE: 100.0% 99.0% 97.4%
100.0% 95.0%
Cradle to Crayons (C2C) is a comprehensive approach that 92.3%
enables the Juvenile Court Department to address complex needs 90.0%
of abused and neglected infants and toddlers. The goal of C2C is
to remove barriers, ensure integrated timely service delivery 80.0%
occurs, and expedite safe permanency for infants, young children,
and their families. 70.0%
WHY IS IT IMPORTANT:
Research has shown a strong correlation between permanency and 60.0%
secure attachment and a child’s successful development into a
productive adult. Children who remain in the system continue to be 50.0%
at higher risk of problems in later life, including increased rates of
chronic illness, death, mental health issues, and problems building 40.0%
relationships.
30.0%
WHAT IS BEING DONE:
The C2C approach supports the healing of the whole family to 20.0%
maintain connections to family, create secure attachment
relationships, and reduce the trauma of disruptions and placement 10.0%
changes. It also focuses on the issues facing families in the child
welfare and court systems such as child maltreatment, substance 0.0%
abuse, domestic violence, trauma, and parental mental illness. FY 2014 FY 2015 FY 2016 FY 2017 FY 2018**
Notes:
*Total percentage includes all children 3 and under at time of petition filing where a
RESPONSIBLE DEPARTMENT: JUVENILE COURT permanency plan was established within 365 days from filing
**FY 2018 Year-to-Date (July 2017 – March 2018)

FY
2015-18
REGIONAL SERVICES
AIR QUALITY MONITORS IN COMPLIANCE FY 2015 – 2018
Target: By the end of CY 2018, 100% of all air quality monitors are PERFORMANCE Percent of Days per Year Air Quality Meets Standard
in compliance with federal health standards. for Ozone, PM-10, PM-2.5, or Nitrogen Oxide
ABOUT THIS MEASURE: 100.0% 95.6%
Goal = 100%
Improving Maricopa County air quality so citizens and visitors can 91.2% 90.7%
90.0% 87.8%
live, work and play in a healthy environment is the mission of the
Air Quality Department. Please note, the overall days in
compliance has trended down year to year due to recent changes 80.0%
in how the federal government measures the standard.
70.0%
WHY IS IT IMPORTANT:
60.0%
Children, the elderly, people exercising outdoors and those with
heart or lung disease or asthma are at risk to ill effects when 50.0%
exposed to high levels of air pollution.
WHAT IS BEING DONE: 40.0%
Citizen education through the Burn Cleaner, Burn Better Campaign 30.0%
and school outreach programs; pollution reduction assistance
through the Fireplace and Fire Pit Replacement, and Voluntary 20.0%
Vehicle Repair programs; dust control training for construction site
personnel; citizen engagement and call to action via the “Commit to
10.0%
One Day” ozone reduction campaign and Travel Reduction
program.
0.0%
FY 2015 FY 2016 FY 2017 FY 2018*
RESPONSIBLE DEPARTMENT: AIR QUALITY
*FY 2018 Year-to-Date (July 2017 – March 2018)

FY
2015-18
REGIONAL SERVICES
HEAD START PARTICIPANT READINESS FY 2015 – 2018
PERFORMANCE
Target: By the end of FY 2018, 4-5 year olds in Head Start % Increase of School Readiness of 4-5 Year Olds in
increase their school readiness by 60% (on average in the year of Head Start
their participation in Head Start – based on the State’s assessment 100%
tool). 90% 91% 90% 90%
90%
ABOUT THIS MEASURE:
80%
Children are tested throughout the school year to measure if they
have the skills necessary for kindergarten success. 70%
WHY IS IT IMPORTANT: 60%
Preparing at-risk children for kindergarten through quality early
childhood education reduces the child’s barriers to success in 50%
41%
school and as an adult. 37%
40% 34%
32%
WHAT IS BEING DONE:
30%
Head Start teachers are utilizing evidence-informed curriculum,
including trauma informed practices, to make a greater impact on 20%
children’s school readiness. In addition, the program has
implemented family engagement strategies to support parents as 10%
their child’s primary teacher.
0%
RESPONSIBLE DEPARTMENT: HUMAN SERVICES FY 2015 FY 2016 FY 2017 FY 2018*
Ready for school at start of year Ready for school at end of year
*FY 2017 and 2018 data projected

FY
2015-18
GOVERNMENT OPERATIONS
INCREASE ELECTRONIC RECORDINGS FY 2015 – 2018
PERFORMANCE
Target: Maricopa County will improve turnaround and response % of All Documents Filed Electronically with
times through the use of electronic filings by a 7.5% increase in Recorder's Office
electronic recordings to 81% through the Recorder’s Office by the
end of FY 2018. 85.0%
84.1%
ABOUT THIS MEASURE:
The Recorder’s Office accepts both physical and electronic filings, 82.9%
with the vast majority now being handled completely electronically. 83.0%
WHY IS IT IMPORTANT: Goal ↑ 81.0%
The Recorder’s Office is committed to efficient customer service, 81.0%
allowing the public to record and file documents at a variety of 80.1%
locations for their convenience. Increasing the percent of 79.5%
documents filed electronically also saves the public’s time and
increases staff’s ability to process documents quickly. 79.0%
WHAT IS BEING DONE:
Recorder Kiosks allow the public access for convenient recording of 77.0%
documents at locations across the County. Search all kiosk hours
and locations through the Recorder’s Kiosk Information webpage.
RESPONSIBLE DEPARTMENT: RECORDER’S OFFICE 75.0%
FY 2015 FY 2016 FY 2017 FY 2018*
*FY 2018 Year-to-Date (7/2017 – 2/2018)

FY
2015-18
GOVERNMENT OPERATIONS
INCREASE ELECTRONIC COURT FILINGS FY 2015 – 2018
Target: Maricopa County will improve turnaround and response times PERFORMANCE
through the use of electronic filings by a 28% increase in electronic Court Documents Filed Electronically
filings through the Clerk of the Superior Court by the end of FY 2018. Goal ↑ 774,425
765,479
800,000
ABOUT THIS MEASURE:
For the public’s convenience and timeliness in processing, the Clerk of 688,864
the Superior Court now accepts electronic filings in criminal, family
and civil cases. 605,020
WHY IS IT IMPORTANT:
600,000 542,896
The Clerk of Superior Court is committed to efficient, effective 520,160
customer service. Storage of paper records is expensive, confines the
customer to filing during business hours, and conflicts with the Clerk’s
commitment to bring cost efficiency and convenience to the taxpayers
we serve. eFiling eliminates storage costs and provides customers the
convenience of filing documents from personal devices, at any time of 400,000
the day or night. Increasing the usage of the Clerk’s eFile capability
supports the continuing strategy of reduction of costs and enhancing
customer satisfaction.
WHAT IS BEING DONE:
200,000
Electronically filed post-initiation (e.g. Notices, Motions, Responses,
etc.) document volumes continue to grow year over year. Currently
underway is a project designed to transition Juvenile case initiating
and subsequent documents to eFile, targeted for FY 18. Also in the
design stage is a project in partnership with the Administrative Office
of the Courts to include civil case-initiating documents. 0
FY 2014 FY 2015 FY 2016 FY 2017 FY 2018*
RESPONSIBLE DEPARTMENT: CLERK OF THE COURT *FY 2018 Year-to-Date (7/2017 – 2/2018)

FY
2015-18
GOVERNMENT OPERATIONS
INCREASE ELECTRONIC PARCEL ENROLLMENT FY 2015 – 2018
PERFORMANCE
Target: By the end of 2018, the Treasurer’s Office will increase the Parcel Watch Subscribers by Fiscal Year
number of parcels enrolled to receive paperless statements to 10%,
a percentage that will be reviewed following a study to be 3.00%
completed by the end of FY 2016.
ABOUT THIS MEASURE:
2.50%
2.50%
The Treasurer’s Office tracks the number of parcels enrolled in our
E-Notices program compared to the total amount of parcels located
in Maricopa County.
WHY IS IT IMPORTANT: 2.00%
Every year the Treasurer Office spends approximately $650,000 to
mail tax statements to property owners. Paperless billing offers a
convenient, cost-effective, and environmentally friendly option for 1.50%
taxpayers to receive their tax information. 1.35%
WHAT IS BEING DONE:
1.00%
To encourage the use of E-Notices, the Treasurer has undertaken
a marketing campaign to educate the public on this innovative
service. The Treasurer’s Office has also partnered with the
Assessor’s Office to expand the reach of the program. 0.50%
RESPONSIBLE DEPARTMENT: TREASURER’S OFFICE 0.00%
0.00%
FY16 FY17 FY18

FY
2015-18
GROWTH & ECONOMIC DEVELOPMENT
WORKFORCE DEVELOPMENT EMPLOYMENT STATUS FY 2015 – 2018
PERFORMANCE
Target: By 2018, 80% of participants completing workforce Percent of Workforce Development Participants Who
development training who obtain a job and remain employed after 6 Obtain a Job and Remain Employed after 6 Months
months.
86.00%
85.00%
84.55% 84.65%
ABOUT THIS MEASURE:
84.00%
Adults enrolled in the Workforce Innovation and Opportunity Act
programs obtain the skills and training needed to obtain self-
supporting employment. 82.00%
WHY IS IT IMPORTANT: Goal ↑ 80.0%
80.00%
Employment is essential to ensure that adults with barriers have
the skills necessary to be successful in a career pathway, obtain
jobs with family-supporting wages, and contribute to the economy. 78.00%
WHAT IS BEING DONE: 76.00%
The Department is providing apprenticeship and work experience
opportunities, so adults and youth are sufficiently prepared to work 74.00%
areas of high demand in Maricopa County.
72.00%
RESPONSIBLE DEPARTMENT: HUMAN SERVICES
70.00%
PY 2016 PY 2017 PY 2018*
*Program Year 2018 data projected

FY
2015-18
FISCAL STRENGTH & RESPONSIBILITY
COUNTY FUNDS IN STRUCTURAL BALANCE FY 2015 – 2018
PERFORMANCE
Target: By the end of FY 2018, 100% of all County funds will obtain Percent of All County Funds in Structural Balance
structural balance.
100.00%
ABOUT THIS MEASURE: Goal = 100.0%
The Budgeting and Accountability Policy requires the budget to be
structurally balanced, meaning that recurring expenditures are fully
supported by recurring revenues over the economic cycle. The 98.00% 97.87%
measure reflects the count of budgeted funds within structural
balance divided by the count of all budgeted funds for the County.
WHY IS IT IMPORTANT:
96.00%
95.41%
The concept of structural balance is a key factor in developing a
sustainable spending plan. By establishing a budget where
operational costs are supported by recurring revenues, future
liabilities for continuing costs are avoided.
94.00% 93.46%
WHAT IS BEING DONE:
The Budget Office routinely monitors the structural balance of all
County funds. During budget development, funds with negative
structural balances are evaluated and where necessary, corrective 92.00% 91.74%
action plans are developed. Occasionally, there are instances
where a prior year surplus is used to cover current operating
expenses, but the goal is to keep operational expenditures in
balance with the operational revenues over the economic cycle.
90.00%
RESPONSIBLE DEPARTMENT: BUDGET OFFICE FY 2015 FY 2016 FY 2017 FY 2018

FY
2015-18
FISCAL STRENGTH & RESPONSIBILITY
GENERAL FUND OPERATING RESERVES FY 2015 – 2018
PERFORMANCE
Target: By the end of FY 2019, Maricopa County’s General Fund
Operating reserves will equal two months of operating expenditures. General Fund Operating Reserves Equal to 2 Months
Prior Year Operating Expenditures (in Millions)
Goal: GF Operating Reserves = 2 Months Expenditures
ABOUT THIS MEASURE:
The Government Finance Officers Association best practice
recommends reserves equal to two months of budgeted FY2018 $ 208.81
expenditures. The new reserve amount is determined annually
based 2/12ths of the prior year’s adopted operating budget.
WHY IS IT IMPORTANT:
FY2017 $ 197.24
It is a fiscally responsible practice to maintain reserves to
accommodate cash flow needs and safeguard the County against
unexpected swings in the economic cycle. It precludes the need for
the County to issue Tax Anticipation Notes (TANs) for routine
operating expenses and avoids unnecessary interest cost. FY2016 $ 187.28
WHAT IS BEING DONE:
The annual Budget Guidelines and Priorities adopted by the Board
of Supervisors requires that fund balances will first be used to FY2015 $ 154.40
maintain reserves prior to the allocation of General or Detention
Fund balances for any other purpose.
$ - $ 50 $ 100 $ 150 $ 200 $ 250
RESPONSIBLE DEPARTMENT: BUDGET OFFICE
General Fund Reserves 2 Mos. Prior Yr Operating