MARICOPA COUNTY_COUNTYWIDE STRATEGIC PLAN 2015-2018.PDF

Presented to the Board of Supervisors for approval on May 5, 2014
Maricopa County Strategic Plan FY 2015-2018
Mission
The Mission of Maricopa County is to provide regional leadership and fiscally responsible,
necessary public services so that residents can enjoy living in a healthy and safe environment.
Vision
Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively.
We will be responsive to our customers while being fiscally prudent.
Values
Public Interest First • Open and Honest • Accountable • Measure Results • Relentless Improvement
Communicate and Collaborate • All People Realize Their Full Potential
Strategic Priorities and Goals
Strategic Priority: SAFE COMMUNITIES - Maricopa County will support safe communities and neighborhoods by
providing access to a timely, integrated, and cost-effective smart justice system.
Strategic Goal: By end of FY 2018, public safety is enhanced by reducing the number of adult probationers convicted of a new
felony offense to 8% or lower.
Strategic Goal: By end of FY 2018, the overall rate of juvenile recidivism is 20% or less.
Strategic Goal: By end of FY 2017, 90% of Cradles to Crayons youth with petitions filed have permanency established within 365
days of the petition filing.
Strategic Goal: PLACEHOLDER - By end of FY 2018, there will be an x% decrease in the recidivism rate for particular populations to
be determined by McJustice and the Re-Entry Council.
County Indicators:
Violent Crime Rate • Property Crime Rate • Average length of pre-trail stay in County jail
Number of persons with mental health issues (Rule 11 finding)
Strategic Priority: 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.
Strategic Goal: By end of CY 2018, 100% of all air quality monitors are in compliance with federal health standards.
Strategic Goal: By end of FY 2018, 85% or more of citizens indicating satisfaction with the amount of and access to open space,
parks and recreation land in Maricopa County.
Strategic Goal: By end of FY 2018, 4-5 year olds in Head Start increase their school readiness by 60% (on average in the year of
their participation in Head Start--based on the State’s assessment tool).
County Indicators:
Coverage levels of immunizations (MMR & Tdap) • Public Health Accreditation
(over)

Presented to the Board of Supervisors for approval on May 5, 2014
Strategic Priority: GOVERNMENT OPERATIONS - 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: By end of FY 2018, 80% or more of County residents indicate trust in County government.
Strategic Goal: PLACEHOLDER - By end of FY 2018, Maricopa County’s Employee Engagement Score (a widely used measure
indicating the strength of the workforce) increases x% from the baseline established in FY 2015.
Strategic Goal: Maricopa County will improve turnaround times and response times through the use of electronic filings:
a. 7.5% increase in electronic recordings through the Recorder’s Office by the end of FY 2018
b 28% increase in electronic filings through the Clerk of the Superior Court end of FY 2015.
c. By the end of 2018, the Treasurer’s Office will increase the number of parcels enrolled to receive paperless statements
to 10%, a percentage that will be reviewed following a study to be completed by the end of FY 2016.
County Indicators:
Citizen Satisfaction with County Performance and County Communication • Voluntary Employee Turnover Rate
Strategic Priority: GROWTH AND ECONOMIC DEVELOPMENT - 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: By 2018, 90% of regulated entities indicate they are satisfied or more than satisfied with their interactions with
Maricopa County’s regulating agencies (as measured by customer satisfaction surveys).
Strategic Goal: By 2018, 80% of participants completing workforce development training who obtain a job and remain employed
after 6 months.
County Indicators:
High School Graduation Rate • Employment Levels • Median Home Values • County Per Capita Income as a percent of US
Strategic Priority: FISCAL STRENGTH AND RESPONSIBILITY - 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: By the end of FY 2018, 100% of all County funds will obtain structural balance.
Strategic Goal: By the end of FY 2019, Maricopa County’s General Fund Operating reserves will equal two months of operating
expenditures.
County Indicators:
Percent of General Fund expenditures going to the State through required contributions and unfunded mandates.