BOS STRATEGIC PLANNING GOAL SUBMISSIONS.DOCX

BOARD OF SUPERVISORS
STRATEGIC PLAN FY 2019 – 2022
Proposed Goals

Maricopa County will support safe communities and
neighborhoods by providing access to a timely, integrated,
and cost-effective smart justice system.
Strategic Goal Submissions
1 Correctional By the end of FY 2022, increase participation in the 7-week Mosaic program
Health by 30%. This is an intensive substance use treatment program that is reserved
for medium to high risk offenders and addresses all substance use disorders,
including a significant percentage with Opioid Use Disorder (OUD).
2 Correctional Maintain through the end of FY 2022, appropriate Standards of Care by
Health providing face-to-face encounters between patients and qualified health care
professionals within 48 hours from the time a request describing a clinical
symptom is picked up.
3 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.
4 Adult Maintain through the end of FY 2022, the number of adult probationers
Probation convicted of a new felony offense to 8% or lower.
5 Adult By the end of FY 2022, Maricopa County Adult Probation Department
Probation customers (neighborhoods, courts, offenders, and victims) will benefit from
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.
6 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.

7 Superior By the end of FY 2022, increase the public’s access to Judicial Branch services
Court through the use of technology solutions, i.e., the online dispute resolution
(ODR) programs in the Family and Civil Departments and automated text
messaging systems to reduce Pretrial Failure to Appear (FTA) and Probation
Absconder warrants by 5%.
8 MCAO By the end of FY 2022, reduce overall Part 1 Crime by 5% through
diversion, the use of probation to manage program compliance, and
incarceration for repetitive offenders and violent criminals. (Part 1 Crime:
homicide, rape, robbery, aggravated assault, burglary, larceny, auto theft, and arson).
9 MCAO By the end of FY 2022, increase Non Drug Diversion participants by 50%
with a recidivism rate of less than 30%. (AZ historical recidivism rate for
DOC is 38.5%)
10 MCSO By the end of FY 2022, reduce the Sheriff's Office vacancy rate by 25%.
11 MCSO By the end of FY 2022, complete a prioritized sworn master plan that
addresses space and infrastructure at patrol district sub-stations and other law
enforcement activity support buildings.
12 MCSO By the end of FY 2022, 92% of Priority 1 emergency calls for service will be
dispatched to field deputies within two minutes [based on number of deputies
on patrol at any given time].
13 MCSO By the end of FY 2022, the Sheriff's Office will consistently maintain safe jail
facilities and contain inmate to inmate assaults while in custody to less than
1%.
14 MCSO By the end of FY 2022, improve compliance with Melendres orders.

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 Goal Submissions
1 Human By the end of FY 2022, redirect 30% of current County emergency shelter
Services funds to permanent housing solutions for people experiencing
homelessness.
2 Human By the end of FY 2022, prevent 90% of Seniors receiving services from
Services entering the Arizona Long Term Care System (ALTCS) through active case
management with the focus of assisting clients to maintain self-sufficiency.
3 Waste By the end of FY 2022, 75% of the incoming waste stream collected at the
Resources Maricopa County Transfer Stations will be recycled or beneficially used.
4 Air Quality By the end of FY 2022, Air Quality will improve adherence to general permit
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, 80% of voters surveyed express satisfaction with their
voting experience.
6 Elections By the end of FY 2022, 80% of total votes will be cast by early ballot.
7 Super- To bring together Maricopa County individuals and departments with a stake
intendent in Maricopa County K-12 Education to work together in an open and
of collaborative manner to identify, explore and recommend specific actions
Schools that Maricopa County and local groups might take to provide cohesive value-
added support to our school system.

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 Goal Submissions
1 Office of By the end of FY 2022, Maricopa County will be the first all-digital County in the
Enterprise U.S. by delivering online and mobile public access to County services, converting
Technology 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
reduced by 33%.
3 County By the end of FY 2022, 90% of countywide policies that guide the organizational
Admin performance will have been reviewed and updated within five years of the last
review date.
4 County By the end of FY 2022, the County’s Continuous Improvement Team will have
Admin engaged 90% of the County departments in the concepts, tools and benefits of
lean management.
5 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.
6 Treasurer’s By the end of FY 2022, the Treasurer’s Office will increase the number of parcels
Office enrolled to receive paperless statements by 5%.
7 Clerk of By the end of FY 2022, the Clerk of Superior Court will increase electronic filings
the Court by 27%.
8 Assessor’s By the end of FY 2022, the Assessor’s Office will successfully meet the multiple-
Office year implementation plan of Project MARS, a software platform that will improve
the overall efficiency and effectiveness of the services delivered to the people of
Maricopa County.

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 Goal Submissions
1 Human By the end of FY 2022, the Human Services Department will increase the total
Services number of Disconnected Youth participating in career guidance, education, or
training by 10%.
2 Permitting
Depts By the end of FY 2022, for those departments involved with permitting activities,
(Air Control Quality, District, Flood increase the public’s usage of web-based permitting tools by 25%.
Environmental
Services, Planning &
Development)
3 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.
4 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
demographics and current conditions, and reviewed for conformance with the
Vision 2030 Maricopa County Comprehensive Plan.
5 Planning & By the end of FY 2022, 80% of first reviews of permit plans and applications will
Develop- be completed within 20 business days or less, and all subsequent reviews
ment completed within 10 business days or less.
6 Recorder By the end of FY 2022, 85% of the total recordings will be processed
electronically.
7 Recorder By the end of FY 2022, 90% of the recorded documents will be available within
eight (8) business days.

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 Goal Submissions
1 Risk Mgt Through the end of FY 2022, maintain the total cost of Risk Management at less
than 2% of County expenditures.
2 Finance Maintain AAA Bond Rating through FY 2022.
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.
4 Budget By the end of FY 2022, develop a comprehensive plan and strategy to fund
Office future infrastructure and capital projects on an ongoing basis.