MARICOPA COUNTY_STRATEGIC PLAN_20140306 FOR DISTRIBUTION.PPTX

Maricopa County — Special (2014-03-06)

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MARICOPA COUNTY
BOARD OF SUPERVISORS
STRATEGIC PLANNING
March 6, 2014
For discussion purposes only 1

TODAY’S AGENDA
Ø Overview
Ø Finalize Strategic Goals
§ Review staff recommendations for measureable
goals for the Strategic Priorities
§ Discussion and Decisions
Ø Decide on Next Steps
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STRATEGIC PLANNING PROCESS
• Board determines the County’s Strategic Priorities
• Board provides guidance for funding the Priorities
• Staff recommends Measureable Goals for the Strategic
Priorities
• Board reviews proposed Goals; accepts or modifies
• Staff develops budget requests
• Board reviews/accepts or modifies the budget requests
• Staff determines targets for the goals (based on budget
decisions, past performance, trends, etc.); Board reviews
• Staff develops strategies to accomplish the goals
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EXPECTATIONS FOR
STRATEGIC PLANNING SESSIONS
• Determine the direction the County should be
taking over the next 3 years
• Agree on a List of Priorities—the “Chapter
Headings”
• Fewer priorities/fewer measures desired
• These are not budget sessions but will guide
future budget decisions
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GUIDING PRINCIPLES FOR THE
STRATEGIC PLANNING SESSIONS
Fast-Paced
Ø Forgive facilitators if appear abrupt/rude
Everyone Participates
Ø No cell phones but breaks every hour
Stay out of “The Weeds”
Make Decisions
Ø “I can fully support/I can live with”
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Maricopa County Strategic Plan
FY 2015 – FY 2018
March 6, 2014
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STRATEGIC PRIORITIES
Safe Communities
Maricopa County will support safe communities and neighborhoods by providing
access to a timely, integrated, and cost-effective smart justice system.
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.
Government Operations
Maricopa County will deploy an effective and efficient infrastructure to
implement streamlined policies and procedures improving delivery of services,
and promoting a healthy workplace and a fully engaged workforce.
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STRATEGIC PRIORITIES, cont.
Growth and Economic Development
Maricopa County will innovatively leverage its resources, be
adaptive in its regulatory policies and practices, and proactive in
its public relations to attract, promote and support the growth of
business enterprises in order to produce a vibrant and balanced
regional economy.
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.
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GOALS AND INDICATORS
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Strategic Strategic Priority Priority
Strategic Priority Statement
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
Ø Each priority has a list of goal statements numbered to match the data
sheets developed during the December 2 & 16 planning sessions;
Ø Staff has made recommendations about the statement itself as well as
how the statement should be utilized. Four categories are used and
color coded, as follows:
County Measurable Strategic Goal – Statements highlighted in green are recommended as
County-wide Strategic Goals.
County Indicator – Statements highlighted in pink represent important statistics that should be
monitored. These are recommended as indicators for a number of reasons including:
• Ability of the County to directly influence the area
• Require extraordinary circumstances to change during a 3-5 year strategic planning window
• Statements that require a ‘yes/no’ answer rather than a percentage measurement
Department Strategic Goal - Statements highlighted in blue are very important to the County’s
role in the community and should be recognized as such. However, they should be monitored
by the Department responsible for those services, and reportable to the Board, as needed.
Not Recommended – Statements highlighted in gray are not recommended at this time.
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Leadership & Goals
Leaders use measureable goals to understand
and manage:
ØHow well they are achieving their organization’s
desired results (effectiveness)
ØHow efficiently they are able to do it
ØWhere they must focus their efforts
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QUESTIONS TO GUIDE DISCUSSION
• Are these the right mix of Strategic Goals, County
Indicators, and Departmental Goals?
• Do the proposed Strategic Goals tell you and
Maricopa County citizens how well you are doing in
achieving the Strategic Priority?
• Do these Goals tell you what you are getting for
County dollars spent?
• Will the Goals drive improved performance in each
of the Strategic Priorities?
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Safe Safe Communities Communities
Maricopa County will support safe communities and neighborhoods by providing access to a
timely, integrated, and cost-effective smart justice system.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
1. By 20__, x% reduction in the violent crime rate.
*NOTE – measure is collected by FBI and is representative of Phoenix, Tempe, Mesa & Scottsdale only.
2. By 20__, x% reduction in the property crime rate.
*NOTE – measure is collected by FBI and is representative of Phoenix, Tempe, Mesa & Scottsdale only.
3. By 20__, x% of criminal felony cases filed in Superior Court resolved within x calendar days ; and x% resolved within x calendar
current days.
4. By 20__, x% of family cases filed in Superior Court resolved within x months; and x% resolved within x months.
5. By 20__, x% of civil cases filed in Superior Court resolved within x months; and x% resolved within x months.
6. By 20__, x rate of juvenile recidivism
SUGGESTED: By 20__, the overall rate of juvenile recidivism is x% or less.
7. By 20__, rate for first time offenders; rate for repeat offenders in Maricopa County.
NOT RECOMMENDED BECAUSE the Re-entry Council and McJustice need time to explore these goals and the mechanisms to
collect data.
8. By 20__,
a. x % decrease in the recidivism rate for adult offenders
b. x % decrease in the recidivism rate for offenders with mental health issues
c. x % decrease in the recidivism rate for offenders convicted of drug use
NOT RECOMMENDED BECAUSE the Re-entry Council and McJustice need time to explore these goals and the
mechanisms to collect data.
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Safe Safe Communities Communities
Maricopa County will support safe communities and neighborhoods by providing access to a
timely, integrated, and cost-effective smart justice system.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
9. By 20__, x rate of successful completions from adult probation.
SUGGESTED: By 20__, public safety will be enhanced by maintaining the successful completion of adult probation at
x% or higher.
This is currently a goal utilized by the Adult Probation Department.
10. By 20__, x% decrease of probationers convicted of a new felony offense.
SUGGESTED: By 20__, public safety will be enhanced by reducing the number of adult probationers convicted of a new felony
offense to x% or lower.
This is currently a goal utilized by the Adult Probation Department.
11. By 20__, x% reduction in average length of pre-trail stay in County jail.
Recommended as an indicator due to the numerous agencies and factors that impact this measure.
12. By 20__, x% decrease in cases/liabilities involving people who should not be in jail, such as the seriously mentally ill.
NOT RECOMMENDED BECAUSE it is too subjective to be meaningful.
13. x % of children placed in residential settings within 12 months of case openings.
SUGGESTED: By 20__, x% of Cradles to Crayons youth with petitions filed have permanency established within 365 days of the
petition filing.
The goal is framed in terms of the County’s efforts. Also, use of the term “permanency” is more accurate than
“residential settings”
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Safe Safe Communities Communities
Maricopa County will support safe communities and neighborhoods by providing access to a
timely, integrated, and cost-effective smart justice system.
By 20__, x% of By 20__, the By 20__, public By 20__, x% of
criminal felony overall rate of safety will be Cradles to
cases filed in juvenile enhanced by Crayons youth
Superior Court recidivism reducing the with petitions
resolved within is number of adult filed have
x calendar days; x% or less. probationers permanency
and x% resolved convicted of a established
within new felony within 365 days
X calendar days. offense to of the petition
x% or lower. filing.
Superior Court Justice System Adult Probation Superior Court
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Safe Safe Communities Communities
Maricopa County will support safe communities and neighborhoods by providing
access to a timely, integrated, and cost-effective smart justice system.
County Indicators:
Violent Crime Rate
Property Crime Rate
Average length of pre-trial stay in County jail
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Regional Regional Services 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
1. By 20__, x% of Maricopa County’s paved roadway system mileage with a pavement condition rating of “very good or better,” an
improvement of x % over 20xx.
Currently our roads are rated one of the highest in the nation at 88.7% and has been stable for a number of years. A higher
rating requires exponentially higher resources which is considered unlikely in the current revenue-sharing structure.
2. By 20__, x% or more of citizens indicating satisfaction with the amount of and access to open space and parks and recreation land
unincorporated in Maricopa County.
3. By 20__, x% of two-year-old children in Maricopa County up-to-date with all vaccines recommended by the Advisory Committee on
Immunization Practices (ACIP).
SUGGESTED: By 20__, Maricopa County will achieve a x% coverage level of one dose of Measles-Mumps-Rubella (MMR) among
children 12 months through 23 months of age, a x % coverage level of two doses of MMR in children entering kindergarten, and
a x % coverage level of one dose of Tetanus-Diphtheria- Pertussis (Tdap) in children 11 through 12 years of age, as determined by
current review of the Immunization Data Reports from schools and childcare centers and the National Immunization Survey.
4. By 20__, x% of days each year where air quality at all air monitoring stations is in compliance with federal health standards
(revised).
SUGGESTED: By 20__, x% of all air quality monitors will be in compliance with federal health standards.
This is an Air Quality Department goal regarding the quality of the air.
5. By 20__, x% of Human Services’ clients agree or strongly agree that they have moved toward self-sufficiency (as measured by
responses to the annual Citizen Satisfaction Survey).
SUGGESTED: By 20__, x% of Human Services’ adult clients receiving services agree or strongly agree that they have moved
toward self-sufficiency.
Data source is a Human Services survey. The Department provides many referrals, this goal is about rating the services
actually provided by the County.
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Regional Regional Services 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
6. By 20__, x% of 4-5 year-old children who are considered school-ready according to the program’s assessment system at the end of
the year.
SUGGESTED: By 20__, 4-5 year olds in Head Start increase their school readiness by x% on average in the year of their
participation in Head Start (based on the State’s assessment tool).
7. By 20__, high school graduation rate.
NOT RECOMMENDED BECAUSE Maricopa County does not bear this responsibility.
8. By 20__, x % increase in college graduation rate in STEM disciplines
NOT RECOMMENDED BECAUSE Maricopa County does not influence college education programs.
9. By 20__, x % increase in voter participation, access/ease of voting
SUGGESTED: By 20__, x% increase in Early Voting participation easing the voting process for registered voters.
This is calculated as the number of registered early voters who vote on Election Day and/or submit their early ballots
compared to the total number of voters participating in the election
10. By 20__, x% citizen satisfaction re: the timeliness/accuracy of recordings in the Recorder’s Office
SUGGESTED: By 20__, Maricopa County will have an increase of x% in electronically submitted documents from end of FY 2013
of 79%, expediting the processing time of recordings.
NOTE THIS IS REPRESENTED AS A COUNTY GOAL IN GOVERNMENT OPERATIONS.
11. By 20__, (Assessor, Treasurer & STAR Call Center goals)—these need to be fleshed out
SUGGESTED: By 20__, x % increase in the STAR Call Center First Call Resolution (FCR) rate for Treasurer, Assessor, Recorder
and Election calls (baseline to be established in FY 2015).
12. By 20__, x% increase in satisfaction regarding professional treatment at jail intake.
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Government Government Operations Operations
Maricopa County 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
1. By 20__, x % or more of County residents indicate satisfaction with County government performance (as measured by positive
responses on the annual Citizen Satisfaction Survey).
current 2. By 20__, x % or more of County residents indicate trust in County government (as measured by positive responses on the Annual
Citizen Satisfaction Survey).
3. By 20__, the voluntary turnover rate of full-time employees is maintained at or below x %.
4. By 20__, x% increase in citizen awareness of County services.
SUGGESTED: By 20__, x% or more of County residents rate County government communications about services as at least fair,
(as measured by positive responses on the Annual Citizen Satisfaction Survey.)
Awareness is subjective and difficult to measure, rather measure how effective County communications are about
communicating the services provided by the County.
5. By 20__, x% of fully engaged employees.
SUGGESTED: By 20__, Maricopa County’s Employee Engagement Score will increase x% or more from the baseline established
in FY 2015.
6. By 20__, x% improved turnaround times/ response times for critical customer-facing processes (these need to be identified)
SUGGESTED: By 20__, x% increase in electronically submitted documents expediting the processing time of recordings.
SUGGESTED: By 20__, x parcels enrolled to receive paperless statements through the Parcel Watch program.
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Government Government Operations Operations
Maricopa County 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
7. x% of employee internal transfer rate .
INTERNAL COUNTY INDICATOR: Human Resources coordinates the effort to collect and distribute this information
among County agencies.
8. Average length of vacancy of active recruitments
INTERNAL COUNTY INDICATOR: Human Resources coordinates the effort to collect and distribute this information
among County agencies. As a County goal or indicator, it conveys a message to the public that emphasizes speed as
compared to the quality of hire.
**. By 20__, x% of Priority One Calls responded to in x minutes or less by Sheriff patrol districts .
**. By 20xx the County is in full compliance with Judge Snow’s order.
This is a ‘yes/no’ indicator specific to the efforts of the Sheriff’s Office and is recommended due to the significant
amount of County resources that will be consumed to reach a “Yes” result.
**Population in Maricopa County.
Indicator of level of service required of County government.
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Growth Growth and and Economic Economic Development 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
1. By 20__, businesses…
a. By 20__, x % of regulated entities satisfied or more than satisfied with their interactions with Maricopa County’s regulating
agencies (as measured by customer satisfaction surveys).
b. By 20__, x % of regulated entities satisfied with the consistency/fairness of inspections, permitting, enforcement
c. By 20__, x % of regulated entities satisfied with the consistency/timeliness in meeting agreed upon return items
SUGGESTED: By the end of 20__, x % of regulated entities satisfied or more than satisfied with their interactions with
Maricopa County’s regulating agencies (as measured by customer satisfaction surveys).
2. By 20__, x % increase in small businesses successfully procuring County contracts
NOT RECOMMENDED BECAUSE of the message it sends about preferring one vendor over another which we cannot do.
3. By 20__, x% increase in intellectual property/white collar crime enforcement activity (investigations? prosecutions?)—what would
be the result?
NOT RECOMMENDED AT THIS TIME as the County Attorney works to clarify and develop an appropriate goal.
4. By 20__, x% of high tech or STEM (Science Technology Engineering Math) job trainees who obtain a job and retain it for x months.
SUGGESTED: By 20__, x% of Maricopa County’s eighth grade students will meet or exceed proficiency on the state science
assessment.
SUGGESTED: By 20__, x% of Maricopa County’s eighth grade students will meet or exceed proficiency on the state math
assessment.
5. By 20__, x% of workforce development trainees who obtain a job and retain it for x months.
SUGGESTED: By 20__, x% of participants who complete workforce development training obtain a job and remain employed
after 6 months.
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Growth Growth and and Economic Economic Development 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
6. Re-entry jobs within Maricopa County government
a. By 20__, x % of positions, identified as appropriate for re-entry workers, that are subsequently filled by such workers
b. By 20__, x % of re-entry workers obtaining a County job and holding it for x months.
NOT RECOMMENDED BECAUSE Human Resources needs additional time to evaluate this area, it is not something currently being
examined or specifically practiced.
**By 20__, x% increase in residents indicating satisfaction with the quality of recreation opportunities provided in Maricopa County .
Recommended by Parks Department as quality of life is an important factor in economic development.
**Employment levels in Maricopa County.
Recommended by Jim Rounds as a good economic indicator. Data collected by Arizona Department of Administration.
**Maricopa County per capita income as a percent of US per capita income.
Recommended by Jim Rounds as a good economic indicator. Data available through Elliott Pollack & Company.
**Maricopa County median home assessed value.
Recommended by Jim Rounds as a good economic indicator. Data collected by Assessor’s Office.
**Maricopa County median sales price of new and resale single family homes.
Recommended by Jim Rounds as a good economic indicator. Data available through Cromford Report.
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Growth Growth and and Economic Economic Development Development
Maricopa County will be innovative in leveraging its resources, nimble 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.
By 20__, x% of regulated By 20__,
entities satisfied or more x% of participants who
than satisfied with their complete workforce
interactions with Maricopa development training
County’s regulating obtain a job and remain
agencies employed after 6 months.
(as measured by customer
satisfaction surveys).
Regional Service Agencies Human Services
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Fiscal Fiscal Strength Strength and and Responsibility 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.
County Measurable Strategic Goal Department Strategic Goal County Indicator Not Recommended
1. Achieve a ___ % reduction in the portion of General Fund expenditures going to the State through required contributions and
unfunded mandates.
SUGGEST: Percent of General Fund operating expenditures going to the State through required contributions and unfunded
current
mandates.
This is a normal operating practice for Maricopa County and does not strategically press the County do business
differently. However it is an important statistic to track.
2. Beginning in FY 2015 , the County’s budget will contribute to structural balance over the entire economic cycle.
3. The County will levy a property tax sufficient to achieve a structurally balanced budget throughout the entire economic cycle.
NOT RECOMMENDED BECAUSE the suggestion in Goal 2 above is sufficient for both statements.
**.By the end of FY20__, Maricopa County’s reserves will equal x.
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SUMMARY AND NEXT STEPS
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