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Maricopa County Strategic Plan FY 2023-2026 July 25, 2022 2 Strategic Direction ‒ Building upon the FY2019 – FY2022 Strategic Plan ‒ Maintaining the five (5) Strategic Priority Areas: SAFE COMMUNITIES REGIONAL SERVICES GOVERNMENT OPERATIONS GROWTH & ECONOMIC DEVELOPMENT FISCAL STRENGTH & RESPONSIBILITY 3 FY2023-2026 Planning Process ‒ Chairman’s video message and invitation sent in March 2022. ‒ Leaders registered to attend those Strategic Priority sessions most aligned with their area. ‒ Sessions involved developing a SWOT Analysis to develop higher-level goal statements. ‒ Attendance during the intense 5-week meeting schedule included: 95 County Leaders 26 Departments 8 Elected Offices from and 4 FY2023-2026 Planning Process ‒ Upon conclusion of the Strategic Priority sessions, each department or agency has been developing specific, measurable initiatives in support of those developed goals. ‒ Adoption of these 15 goals sets the framework for decision making and resource allocation. ‒ The goals were developed with the intent of making the plan a living document that allows the County to swiftly respond to changing environmental factors or organizational needs. ‒ For public transparency and accountability, this plan along with the subordinate department goals will be tracked and available online. Safe Communities Goals under this Strategic Priority focus on: Enhance public safety through effective recruitment and retention strategies for law enforcement and judicial services. Reduce recidivism among justice involved individuals through targeted intervention programs. Reduce the number of deaths and negative societal effects caused by the opioid crisis in our community. Reduce the risk of those becoming involved with the justice system through prevention services or strategies. 6 Regional Services Goals under this Strategic Priority focus on: Reduce homelessness and promote affordable housing. Reduce ozone-causing emissions by implementing sustainable strategies involving renewable energy, the use of zero-emissions vehicles, and leveraging technology. Through a coordinated regional approach, develop and produce an updated 20-year Comprehensive Plan that plans for future growth and development and reflects the community’s values and priorities. 8 Government Operations 10 Goals under this Strategic Priority focus on: Institute a countywide technology governance structure that leverages shared solutions and optimizes technology investments. Develop a single, integrated, online countywide portal to allow for easier access to County services by the public. Implement a real-time, online dashboard reflecting key performance data and metrics both at the strategic and departmental level. Growth & Economic Development 12 Goals under this Strategic Priority focus on: Optimize service delivery to the public by having 97% of all permits, licenses, and clearances available online. Reduce voluntary turnover within the first three (3) years of County employment to ensure a sufficient, qualified, and well- trained workforce is in place to deliver high quality services to our residents. Fiscal Strength & Responsibility 14 Goals under this Strategic Priority focus on: Maintain a structurally balanced operating budget and develop a sustainable funding strategy for public safety. Maintain a reserve balance equaling two (2) months of the prior year’s General Fund and Detention Fund budgeted operating expenditures through the end of FY2026. Reduce liability and prevent loss countywide by developing and implementing an effective Enterprise Risk Management structure. 15 Next Steps The leaders who participated in this process recognize there are many issues facing residents today. This plan prioritizes those issues in which improvement is needed and attainable. At the same time, this plan is expected to evolve in case there is a need to pivot based on those future, unknown, stressors that impact operations and the community. Upon approval of this FY2023-2026 Strategic Plan, staff will publish the goals online, list those supporting departmental goals, report baseline data as appropriate, then report our collective progress on these initiatives. Further, staff stands-by to provide this Board with regular updates. THANK YOU