2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To improve the efficiency and effectiveness of our processes. DEPARTMENT OF ADMINISTRATION Key Performance Measures J. Elliott Hibbs, Director (602) 542-7526 ADA • Number of core processes mapped FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 0 50 75 100 • Percent of program priority N/A 80 90 100 • Percent of services with N/A 22 44 66 and/or improved Agency Mission: milestones achieved To provide effective and efficient support services to enable government agencies, state employees, and the public to achieve their goals. comparative data  Agency Description: ADOA is comprised of the Director's Office and seven divisions including Financial Services, General Services, Human Resources, Information Services, Management Services, Strategic Administrative Services, and Capitol Police. Each division consists of programs (usually defined by major functional area). Each program within the divisions provides services. ADOA has defined 76 major services that are provided to the external customers and 33 services that are provided internally to ADOA. In addition to defining these 109 services, ADOA has further assessed them based on the necessity of the service to the customer. Thus, ADOA has defined 23 (enabling) services that are critical to the customer's ability to function. Agency Goals and Key Performance Measures:  Goal 1 - To increase customer satisfaction Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of ADOA’s services 17 80 90 100 • Percent of ADOA’s services 33 67 75 80 • Percent of services achieving 64 80 90 100 improving with a minimum of 6.0, based on annual survey experiencing an increase in customer satisfaction, based on the annual customer satisfaction survey established monthly performance targets  Goal 2 - To develop a high performance workforce. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of positive responses from 58.7 65.0 70.0 75.0 • Percent of positive responses from 73.7 80.0 82.0 84.0 • Percent of positive responses from 67.1 75.0 78.0 80.0 • Percent of positive responses from 53.6 65.0 70.0 75.0 • Percent of positive responses from 62.5 75.0 78.0 80.0 • Percent of positive responses from 58.3 65.0 70.0 75.0 • Percent of positive responses from 59.9 75.0 78.0 80.0 "Support of Upper Management" efforts "Supervisor Skills" efforts "Morale" efforts "Recognition" efforts "Working Conditions" efforts "Training" efforts "Communications" efforts General Government Department of Administration Page 1 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of state agencies contacted AGENCY SUMMARY GOVERNOR’S OFFICE OF EQUAL OPPORTUNITY Ruben E. Alvarez, Director (602) 542-3711 15 50 50 50 by GOEO to ascertain their employment needs  Goal 4 - To enhance the growth and development of minority and women-owned business enterprises. AFA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: • Number of presentations and To ensure equal opportunity for over 30,000 state employees by administering and enforcing state and federal laws prohibiting discrimination based on race, color, sex, religion, national origin, age, and disability. The GOEO will work to assist state agencies/divisions in promoting equal opportunity in employment, appointments, and procurement practices conducted on behalf of the state. 30 30 30 30 informational sessions regarding procurement opportunities  Agency Description: The Governor's Office of Equal Opportunity (GOEO) provides information and technical assistance to state agencies to ensure nondiscrimination and equal opportunity access to employment, state contracts, and appointments. Agency Goals and Key Performance Measures:  Goal 1 - To ensure state agencies comply with Equal Employment Opportunity rules, regulations, policies, and procedures. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of state agencies assisted 105 105 105 105 • Number of state agencies assisted 102 105 105 105 in the preparation of State and Local Government Information Survey (EEO-4) Annual Federal Report in their efforts to reach parity and be in compliance with Federal Equal Opportunity rules and regulations  Goal 2 - To avoid/reduce the State's exposure to employment related disputes and lawsuits through training of State Equal Opportunity Liaisons and Administrative Managers; and coordination with Equal Employment Opportunity Commission. Key Performance Measures • Number of Diversity Training FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 7 7 7 7 classes provided by the GOEO  Goal 3 - To achieve and maintain a culturally diverse state government workforce and ensure diverse representation on State Boards and Commissions. Key Performance Measures • Number of community FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60 135 135 135 organizations contacted by the GOEO to help facilitate the dissemination of information regarding employment opportunities Page 2 Governor’s Office of Equal Opportunity General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of terminations achieved AGENCY SUMMARY 740 580 500  Goal 4 - To increase public awareness of anti-discrimination laws through education and outreach. ATTORNEY GENERAL - DEPARTMENT OF LAW Janet Napolitano, Attorney General (602) 542-4266 482 Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected AGA • Increase number of people reached Agency Mission: 3,396 3,565 3,743 3,930 through presentations and trainings by 5% per year To provide comprehensive legal protection to the citizens of Arizona and quality legal services to the agencies of the State of Arizona.  Agency Description: The Office of the Attorney General was created by Article V, Section I of the Arizona Constitution. The Attorney General is an elected position and holds office for a four-year term. Powers of the Attorney General are conferred by the Arizona Constitution or by statute. The fundamental obligation of the Attorney General is to act as legal advisor to all state agencies except those few exempted by law. Additionally, primary responsibilities include prosecuting and defending proceedings in which the state has an interest and to render written opinions upon questions of law. To accomplish these responsibilities, the Attorney General has reorganized the Department of Law into eight divisions. These divisions are the Agency Counsel Division, the Child and Family Protection Division, the Civil Division, the Civil Rights Division, the Criminal Division, the Public Advocacy Division, the Administrative Operations Division, and Administration. Each division is further organized into sections, which specialize in a particular area of practice. Agency Goals and Key Performance Measures:  Goal 1 - To investigate and prosecute complex financial and high technology crimes that other prosecution offices cannot because of limitations in manpower, experience, or resources. Key Performance Measures • High technology criminal matters FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 14 40 50 60  Goal 2 - To improve the treatment of crime victims in Arizona by exhibiting leadership; promoting public policy reforms where needed; and increasing the attention paid to, and the quality of, victim services. Key Performance Measures • Number of trainings/presentations FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 17/1,000 20/1,200 17/1,000 17/1,000 and number of attendees  Goal 3 - To assist the Department of Economic Security in protecting children from abuse and neglect by providing legal services and representation compliant with the time frames established in "Model Court" statutes. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of reunifications achieved 1,036 1,580 1,240 1,070 • Number of guardianships achieved 815 1,250 980 840 General Government Attorney General - Department of Law Page 3 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percentage of staff time put in to AGENCY SUMMARY 69 75 75 75 2,600 2,500 2,500 2,500 projects directly productive to the Office mission OFFICE OF THE AUDITOR GENERAL • Average number of hours to complete each Performance Audit Division audit Debbie Davenport, Auditor General (602) 553-0333 AUA  Agency Mission: To independently provide the legislature, government decisionmakers, and the public with impartial, relevant information, specific recommendations, and technical assistance to improve state and local government operations. Agency Description: The Auditor General is appointed by the Joint Legislative Audit Committee and approved by a concurrent resolution of the Legislature. A.R.S. 41-1279 requires the Auditor General to express an opinion on the financial statements of audited entities, and determine compliance with applicable federal and Arizona laws. A.R.S. 41-1279 and A.R.S. 41-2953 further require the Auditor General to conduct comprehensive performance evaluations of state agencies and the programs they administer. Agency Goals and Key Performance Measures:  Goal 1 - To provide timely information while maintaining a high level of quality. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percentage of reports accepted by 100 100 100 100 • Percentage of imposed deadlines 91 100 100 100 NA NA Yes NA cognizant agency met • External quality control review resulted in clean opinion (triennial review)  Goal 2 - To increase the impact of our products. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percentage of administrative 96 90 90 90 • Percentage of administrative 62 65 65 65 • Percentage of legislative 53 60 60 60 recommendations implemented or adopted within two years for performance audits recommendations implemented or adopted within one year for financial audits recommendations implemented or adopted within three years  Goal 3 - To maximize employee effectiveness through information technology, professional development, and innovation. Key Performance Measures Page 4 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Office of The Auditor General General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY EXPOSITION AND STATE FAIR BOARD Gary Montgomery, Executive Director (602) 252-6771 CLA Agency Mission: To provide unlimited opportunity to celebrate Arizona's heritage, youth, industry, traditions, and future by bringing the entire community together. Agency Description: The Arizona Exposition and State Fair (AESF) is a 96-acre entertainment facility which showcases a variety of events including one of the pre-eminent state fairs in the country. AESF rents its facilities to a variety of tenants and promoters including the Arizona National Livestock Show, the Maricopa County Fair, Valley Arena Management, and the Phoenix Mustangs. AESF provides a location to showcase industry, agriculture, education, and entertainment for the enjoyment of the citizens of Arizona. Agency Goals and Key Performance Measures:  Goal 1 - To maximize the use of existing space. Key Performance Measures • Events held on grounds • Percent of facilities used per year • People coming onto grounds FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 74 79 84 89 37.0 37.5 38.0 38.5 1,406 1,600 1,800 2,000 annually (in thousands)  Goal 2 - To maximize guest satisfaction. Key Performance Measures • Percent of guest survey ratings that FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 75 85 88 are above average  General Government Exposition and State Fair Board Page 5 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY CLEAN ELECTIONS COMMISSION Colleen Connor, Executive Director (602) 200-0013 ECA Agency Mission: To provide public funding to qualified candidates who agree to abide by Citizens Clean Elections Commission guidelines. Agency Description: The Citizens Clean Elections Act was a campaign finance reform measure initiated by Arizona citizens and approved by a majority of the qualified electorate in 1998. The Act creates a new campaign finance system that provides public funding to qualified candidates who agree to abide by CCEC guidelines. Calendar year 2000 is the first year in which statewide and legislative office candidates may run an election campaign under the provisions of the Act. Agency Goals and Key Performance Measures:  Goal 1 - To provide public funding to qualified candidates. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of certified participating 20 50 NA NA • Number of certified participating 7 50 NA NA • Number of candidates submitting 181 NA NA NA candidates candidates receiving primary election funding statements for the Voter Education Guide  General Government Clean Elections Commission Page 1 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DEPARTMENT OF COMMERCE Jackie Vieh, Director (602) 280-1435 EPA Agency Mission: To build the foundation for a strong economy and superior quality of life through the development of competitive industries and sustainable communities. Agency Description: As the State's principal economic development agency, the Department supports expansion of existing businesses, including new, small, and minority-owned businesses; recruits new companies; promotes international trade and investment; supports community and economic planning and development efforts in rural areas; provides guidance and support for housing and energy needs; and works to eliminate weaknesses in the business climate. The Department is committed to strengthening and promoting Arizona as a business location. Agency Goals and Key Performance Measures:  Goal 1 - To enhance and strengthen Arizona's economy. Key Performance Measures • Jobs created by companies utilizing FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 16,148 15,000 15,500 16,000 17.90 17.30 17.78 18.26 Commerce programs • Average wage per job (in dollars)  Goal 2 - To contribute coordinated resources to enhance the state's physical infrastructure, increase the availability of affordable housing, and promote the intelligent use of resources. Key Performance Measures • Households served FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 71,244 71,244 71,800 71,800  General Government Department of Commerce Page 9 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY STATE BOARD OF EQUALIZATION David Schweikert, Chairperson (602) 253-7800 EQA Agency Mission: To provide an independent appeal process for taxpayers, the county Assessors, and the Department of Revenue in disputes relating to the valuation and classification of property for ad valorem tax purposes. Agency Description: The State Board is comprised of seventeen members, seven appointed by the Governor (including the Chairman) and five members from Maricopa and Pima counties, respectively. The Board's jurisdiction is primarily over locally assessed real and personal property in Maricopa and Pima counties. Under A.R.S. § 42-15105 supplemental role, the Board’s authority extends to centrally assessed property statewide. The Board, formerly Division I of the State Board of Tax Appeals, was created on August 1, 1995 through a consolidation of the appeals process. Agency Goals and Key Performance Measures:  Goal 1 - To reduce the cost attributed to petitions and hearings. Key Performance Measures • Cost per petition/hearing (in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 27 25 25 23 18,000 16,000 15,500 18,000 dollars) • Appeals Received  Goal 2 - To continue the growth in electronic filing and transmit a statement of changes made to the valuation of any property in Maricopa or Pima county. Key Performance Measures • Online filing - To have all large FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5,000 7,000 7,000 9,000 filers online. As of 8/2000 Pima & Maricopa are online "live"  General Government State Board of Equalization Page 7 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - Reduce project failure and enhance IT planning effectiveness by strengthening planning and project management processes GOVERNMENT INFORMATION TECHNOLOGY AGENCY Key Performance Measures Arthur D. Ranney, Director (602) 340-8538 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected GTA • Number of agencies achieving 75% NA 10 20 30 To partner with state agencies and private sector organizations to improve information technology capabilities and add value, quality, and efficiency in the delivery of public services for Arizona citizens, businesses, and other governmental entities. • Number of agencies with a formal NA 10 20 30 • Percentage of IT projects on NA 40 50 60 Agency Description:  Goal 4 - Drive cross-agency collaboration to improve customer service and reduce ongoing operational costs of IT performance measures Agency Mission: project management program schedule and within budget This agency is responsible for statewide information technology (IT) planning, coordinating, and consulting. The Government Information Technology Agency (GITA) Director serves as the Chief Information Officer (CIO) for State of Arizona Executive Branch agencies. GITA is responsible to administer the State's Executive Branch IT resources, including establishing statewide standards, serves as statewide coordinator, critically evaluates and approves/disapproves agency IT plans and projects. GITA is also responsible for mandating necessary revisions to statewide standards and temporarily suspending the expenditure of monies if an IT project is at risk of failing to achieve its intended results or does not comply with State requirements. In addition, GITA provides IT consulting services to agencies and staff support for the Information Technology Authorization Committee (ITAC). ITAC is an Executive, Legislative, Judicial, and private sector committee which has oversight responsibility for information technology in all three branches of State government. Key Performance Measures • Number of agencies utilizing NA 25 50 75 • Number of agencies maximizing NA 10 30 50 • Savings resulting from enterprise NA 1,000.0 2,000.0 5,000.0 • Number of licensing agencies NA 3 10 15 • Percent implementation of "No NA 33 66 100 • Percentage of assigned goals NA 50 75 100 Magnet bandwidth through consolidation of data circuits license agreements (in thousands) migrating to a common application Wrong Door" implemented in conjunction with APNE recommendations Agency Goals and Key Performance Measures:  Goal 1 - Ensure appropiate and effective use of resources in maintaining technology systems Key Performance Measures • Percentage of agencies utilizing an FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 10 50 75 100 NA 30 50 60 asset management program • Percentage of agencies in compliance with IT standards  Goal 2 - Reduce redundancy and enhance efficiency by streamlining and modernizing selected services and infrastructure Key Performance Measures • Number of Data Centers • Number of agencies offering forms FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5 3 2 2 NA 30 60 75 2 7 21 33 NA 5 15 20 online • Number of transactions accessible on the Internet • Number of inter-governmental functions on the Intranet Page 8 Government Information Technology Agency General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY OFFICE OF THE GOVERNOR Ted Ferris, Deputy Chief of Staff (602) 542-1333 GVA Agency Mission: To provide leadership for the State of Arizona and to manage the Executive branch of state government to ensure that it efficiently and effectively serves Arizona's citizens. Agency Description: The Governor serves as the Chief Executive Officer of Arizona state government. The Constitution provides that the Governor shall be the commander-in-chief of Arizona's military forces and authorizes the Governor to grant reprieves, commutations, and pardons, pursuant to law. The Governor is also responsible for making appointments to positions in state government pursuant to law, representing Arizona in official dealings with other governmental entities, taking action on bills approved by the Legislature, and informing the public on issues affecting the state. The office of the Governor includes the Office of Community Policy, which has divisions to address issues related to women, children, drug policy, as well as employment and training. The Arizona/Mexico Commission and the Office of Sonora are also within the Office of the Governor. Agency Goals and Key Performance Measures:  Goal 1 - To provide leadership in working with the Legislature to adopt meaningful legislation that addresses the needs of the State of Arizona and its citizens. Key Performance Measures • Percent of legislation outlined in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 80 80 80 Governor's State of the State Address enacted  Goal 2 - To respond to requests for information and assistance from citizens and other jurisdictions in a timely manner. Key Performance Measures • Percent of citizen requests FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 80 85 85 85 responded to within 30 days  Goal 3 - To improve the public's confidence in state government by appointing qualified leaders to key positions, as required by law, and ensuring that they efficiently and effectively execute their responsibilities. Key Performance Measures • Appointments made within FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 741 600 600 600 judiciary, executive branch, and boards and commissions  General Government Office of The Governor Page 9 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY • Percent of agency acceptance of 96 96 96 96 • Percent of agency acceptance of 90 90 90 90 findings of fact and conclusions of law (excluding recommended order) without modification OFFICE OF ADMINISTRATIVE HEARINGS Cliff J. Vanell, Director (602) 542-9826 HGA findings of fact and conclusions of law (including recommended order) without modification Agency Mission: • Percent of OAH decisions contrary 22.43 22.43 22.43 22.43 To contribute to the quality of life of the State of Arizona by fairly and impartially hearing the contested matters of our fellow citizens arising out of State regulation. • Percent of agency acceptance of 81.57 81.57 81.57 81.57 2 2 2 2 • Percent of cases reheard 0.77 0.77 0.77 0.77 • Percent of cases appealed to 1.35 1.35 1.35 1.35 • Percent of evaluations rating the 98 99 99 99 • Percent of evaluations rating the 97 98 99 99 • Percent of evaluations rating the 96 97 98 99 • Percent of evaluations rating the 94 95 96 97 • Percent of evaluations rating the 94 95 96 97 • Percent of evaluations rating the 92 93 94 95 • Percent of evaluations rating the 95 96 97 98 • Percent of evaluations rating the 95 96 97 98 • Percent of evaluations rating the 97 98 99 99 to original agency position contrary OAH decision • Percent of agency rejection of Agency Description: OAH decisions This agency commenced operation January 1, 1996. Previously, administrative hearings have been conducted "in-house" in each respective State agency or occupational board. The creation of the Office of Administrative Hearings as a separate agency charged with providing administrative law judges has interjected increased professional detachment and physical distance to ensure confidence in the independence and fairness of the administrative hearings. Superior Court ALJ excellent or good in attentiveness ALJ excellent or good in explaining the hearing process Agency Goals and Key Performance Measures:  Goal 1 - To conduct hearings in a timely fashion. Key Performance Measures • Average number of days from FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2.8 1 1 1 hearing request to hearing scheduling (days) • Average number of days from 50.2 45.0 45.0 45.0 hearing scheduling to first scheduled hearing (days) • Average number of days from the 10.2 10.0 10.0 10.0 first scheduled hearing to the conclusion of the hearing (days) • Average number of days from the 9.2 9.0 9.0 9.0 conclusion of the hearing to transmission of the decision to the agency (days) • Average length of delay (in days) 56.3 55.0 55.0 55.0 from first hearing date to conclusion of the case due to continuances • Average length of a single ALJ excellent or good in the use of clear and neutral language ALJ excellent or good in impartiality ALJ excellent or good in dealing with the issues of the case Office excellent or good in sufficient space Office excellent or good in providing freedom from distractions staff excellent or good in responding promptly and completely to questions staff excellent or good in courteous treatment 47.6 47.0 47.0 47.0 • Cases docketed 7,096 7,096 7,096 7,096 • Hearings held 3,466 3,466 3,466 3,466 • New cases docketed to cases 1:.98 1:.98 1:.98 1:.98 0 0 0 0 continuance [measured by first continuances only] (in days)  concluded • Hearings conducted by contract administrative law judges  Goal 2 - To increase client satisfaction. Key Performance Measures Page 10 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Office of Administrative Hearings General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY HOUSE OF REPRESENTATIVES Jimmy Jayne, Chief of Staff (602) 542-3145 HOA Agency Mission: To serve the public by enacting laws that protect the public safety and welfare, to provide information to the public, and to assist members of the public who contact their legislative representatives with questions, problems, or concerns. Agency Description: The House of Representatives consists of 60 members elected by the public. Two members are elected from each of the 30 legislative districts at biennial elections. Members of the Legislature participate in activities related to the review and adoption of a wide range of topics that affect the citizens of Arizona. Members serve on standing committees, participate in interim projects, and handle constituent concerns. Agency Goals and Key Performance Measures:  Goal 1 - To ensure Arizona has a true citizen legislature that enacts legislation addressing the needs of the State of Arizona and its citizens and to ensure the public has access to the legislature, their legislators and the legislative process. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Legislation adopted for all high NA NA NA NA • Weekly schedule of meetings NA NA NA NA • Limit the use of strike-everything NA NA NA NA • Free conference committees NA NA NA NA priority issues identified in the majority program distributed to the media amendments holding public meetings (%)  Goal 2 - To conduct legislative business in a timely manner. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Days in a regular session NA NA NA NA • Special sessions NA NA NA NA • Days in a special session NA NA NA NA • Days to adopt a balanced budget NA NA NA NA  Goal 3 - To provide information and assistance to constituents. Key Performance Measures • Individuals assisted through the FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA NA NA NA Constituent Services Offices  General Government House of Representatives Page 11 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 5 - To prepare timely fiscal notes by the Tax Analysis and Forecasting Unit. JOINT LEGISLATIVE BUDGET COMMITTEE Key Performance Measures Richard Stavneak, Director (602) 542-5491 JLA • Tax Analysis and Forecasting: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 14 14 14 14 Days to transmit a fiscal note Agency Mission:  To provide the Arizona Legislature with sound research, analysis, forecasts, and recommendations on state government finances and public policies; to provide the members with high quality work that is factually-based and delivered in a timely and professional manner, so they can make informed public policy decisions that are in the best interests of the citizens of Arizona. Agency Description: The Joint Legislative Budget Committee (JLBC) Staff is a 34 person statutory agency in the legislative branch of Arizona State Government. The Governing Board is the 16-member Joint Legislative Budget Committee who appoints a Legislative Budget Analyst [Director] who is responsible for hiring other staff as authorized through the appropriations process. The office was established pursuant to A.R.S. 41-1272 in 1966. Agency Goals and Key Performance Measures:  Goal 1 - To help the Legislature with sufficient staff support to enact budgets in a timely fashion. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Survey of legislator satisfaction 3.38 3.38 3.38 3.38 • Survey of legislator satisfaction 3.63 3.63 3.63 3.63 (4=high): other members (4=high): Appropriations and JLBC Members  Goal 2 - To produce error-free General Appropriation Act, Omnibus Reconciliation Bills (ORB's), and other budget-related legislation. Key Performance Measures • Number of errors in the General FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 0 0 0 0 Appropriation Act, Omnibus Reconcillation Bills, and other budget-related legislation  Goal 3 - To prepare timely fiscal notes by the Fiscal Analysis and Research Unit. Key Performance Measures • Fiscal Analysis and Research: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 14.0 14.0 14.0 14.0 Days to transmit fiscal notes  Goal 4 - To provide accurate economic and revenue forecasts. Key Performance Measures • Actual revenues exceed forecasted FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3.0 3.0 3.0 3.0 revenues (in percent) Page 12 Joint Legislative Budget Committee General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY information go to Justice 2002 on our home Web page, http://www.supreme.state.az.us/. JUDICIARY Thomas A. Zlaket, Chief Justice (602) 542-9768 Agency Goals and Key Performance Measures: COU  Goal 1 - To expedite child dependency case proceedings to reduce the amount of time children spend in out-of-home placement. (Model Court Improvement Project's overall goal is to reduce the time frame from removal to permanency.) Agency Mission: To provide Arizona citizens with an independent, accessible, and integrated judicial system that maintains a high degree of public trust and confidence; serves as an asset by dispensing justice, resolving human disputes, and conducting its administrative functions in a fair, equitable, and just manner; and operates efficiently and expeditiously. Agency Description: The Arizona Judicial Branch is an integrated, but decentralized, judicial system implementing its constitutional and statutory responsibilities throughout all levels of government - state, county, and city. It serves the citizens of Arizona. The Judicial Branch consists of the Supreme Court, Court of Appeals, Superior Court, and limited jurisdiction - municipal and justice of peace - courts. The Supreme Court and Court of Appeals are fully funded at the state level. The Superior Court is placed at the county level, but in addition to county funding, state funds are used to fund half of each Superior Court judge's salary. In addition, various programs that are implemented through each county's Superior Court receive various levels of funding from the state. Justices' of the Peace salaries are the funding responsibility of both the county in which they reside and the state. The Judicial Branch's funding sources and proportion of expenditures for its statewide operation are: the state, 34.9%; counties, 50.2%; local government, 14.6%; and federal/private, 0.4%. The Arizona Constitution provides for the administrative supervision over all courts to rest with the Chief Justice of the Supreme Court. The Administrative Office of the Courts is charged with assisting the Chief Justice in discharging his/her administrative duties. The Arizona Judicial Council (AJC), created in 1990, assists the Supreme Court and the Chief Justice in developing and implementing policies and procedures designed to accomplish the integration of the court system pursuant to the Court's constitutional mandate. The AJC is composed of 23 members, eight of which are public members. The remaining 15 members represent the various entities of the Arizona court community and the president of the Arizona State Bar. Strategic planning for the Arizona Judicial Department is tied to the goals of the Chief Justice of the Arizona Supreme Court and the AJC. Under the guidance of Chief Justice Zlaket and the AJC, the Judicial Department developed Justice 2002, Building Public Trust and Confidence in Arizona Courts. Justice 2002 has four broad goals: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Legislation for statewide In place In place In place In place • Percent of petitions that met Baseline 98 100 100 • Average number of days to Baseline NA NA NA • Percent of petitions for which a Baseline NA NA NA implementation is introduced and adopted preliminary protective hearing requirements (within 5-7 days of removal) adjudication permanency hearing was completed within 12 months of removal  Goal 2 - To reduce felony case processing delays in order to improve public protection and to provide swift, fair justice for victims and for those accused of crimes. (Fill the Gap-target is to have 90% of all felony cases processed within 100 days.) Key Performance Measures • Data gathered from reengineering FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected On going On going NA NA pilots to establish baselines • Legislation to provide new, In place In place In place In place 80 100 100 100 0 20 NA NA ongoing state funding, require reengineering and accountability introduced and adopted • Percent of counties conducting reengineering activities • Percent of counties' criminal cases processed within the 100 day target  Goal 3 - To improve enforcement of court orders, specifically the collection of restitution and probation fees of juvenile and adult probationers. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of adult intensive 77 73 75 75 • Percent of adult intensive 79 74 74 74 • Percent of adult standard 69 64 65 67 probationers ordered to pay restitution who are making payments probationers ordered to pay probation fees who are making payments -Protecting Children, Families and Communities -Providing Swift, Fair Access -Connecting with the Community -Being Accountable. These goals and the strategic initiatives developed under each are based on input from the public, the court community, and major trends, such as technology advances and population growth, that will change what and how the court community works. For more General Government Key Performance Measures Judiciary probationers ordered to pay restitution who are making payments Page 1 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of adult standard 62 63 64 65 probationers ordered to pay probation fees who are making payments • Percent of juvenile intensive  Goal 7 - Ensure victim rights are addressed. Key Performance Measures 40 60 60 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60 probationers ordered to pay restitution who are making payments • Begin dialogue with victims and Begun On going On going On going victim advocates • Percent of juvenile intensive 46 50 60 60 • Develop specific projects to • Percent of juvenile standard 47 70 70 70  Goal 8 - Implement drug court programs to reduce drug related recidivism. probationers ordered to pay probation fees who are making payments probationers ordered to pay restitution who are making payments • Percent of juvenile standard Key Performance Measures 56 60 65 70 probationers ordered to pay probation fees who are making payments • Funding appropriated FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Done In place NA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of existing juvenile drug 5 9 9 9 • Number of existing adult drug 3 3 3 3 • Number of existing drug courts in 1 3 3 3 courts Family Court • State Drug Court Association 2 5 NA NA • Counties awarded aid based on 2 5 NA NA applications • New detention beds built 171 150 72 NA • Detention beds renovated 0 86 NA NA  Goal 5 - To provide easier access to dispute resolution litigants without lawyers (pro se litigants). FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Form statewide work group Done NA NA NA • Form statewide work group NA Begin NA NA Done On going On going On going established  Goal 9 - Address the perception and reality of unfairness and inequality in the judicial system. NA • County applications received Key Performance Measures Done ImplementImplement courts  Goal 4 - To assist counties with providing safe and secure juvenile detention facilities. Construction is anticipated to be completed by the end of FY 2002. The needs of all 15 counties should be addressed at completion. Key Performance Measures NA improve court communities responsibilities toward victims Key Performance Measures • Commission on Minorities FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected On going On going On going On going studying and implementing activities to address • Number of training sessions 1 NA NA NA Done Done Done Done conducted on ethnic and cultural diversity • Sponsor annual workshops on judicial appointments  focusing on Superior Court implementation focusing on limited jurisdiction courts implementation • Implementation by limited Begin On going On going On going jurisdiction courts of pro se self service activities  Goal 6 - To increase citizenry input into the court planning process. Key Performance Measures • Statewide citizen survey conducted FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA Done NAAnticipated • Survey results shared with court On going On going On going On going • Gather citizen's input as part of On going On going On going On going community judicial branch strategic planning expand public members on committees, conduct citizen forums Page 2 Judiciary General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Public Access - SIRSI usage (in AGENCY SUMMARY 900.0 2,000.0 4,444.0 9,874.6 thousands) DEPARTMENT OF LIBRARY, ARCHIVES, AND PUBLIC RECORDS • Public Access - Ariel usage Gladys Ann Wells, Director (602) 542-4035 • Public Access - Total contacts (in LAA Agency Mission: The Agency serves the Arizona Legislature and Arizonans by providing public access to public information, fostering historical/cultural collaborative research, information projects and ensuring that Arizona's history is documented and preserved. • Public Access - Jobline calls The Arizona State Library, Archives and Public Records provides information services as authorized in Arizona Revised Statutes 411331 through 41-1352. Research and reference services are provided in the subject areas of law, government, genealogy, and Arizoniana. Consultant services are offered to public libraries to strengthen county and local library services and to government agencies of the cities, counties, and state to assist them in the management of official records. State grants for public libraries and other authorized services are administered and monitored. Special library and information services are offered for anyone who is unable to read or use standard printed materials as a result of temporary or permanent visual or physical limitations. Public records are identified, preserved, and disposed through archival retention programs. Exhibits are created to educate the public regarding government-related history and the legislative process. These services are provided through the divisions of the Agency: History and Archives, Braille and Talking Book Library, Library Development, Museum, Records Management, Research Library, and State Law Library. 116 144 165 6,488 6,520 6,553 13,508.0 17,034.0 22,471.0 30,634.7 thousands)  Goal 2 - To preserve Arizona materials. By 2003 the agency will improve the preservation of Arizona materials through cataloging, repair, digitization, microfilming and when necessary, conserving of fragile documents and photographs by 5,459,167 items/contacts. Key Performance Measures Agency Description: 81 6,299 • Perservation - Materials preserved FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,248.4 1,369.1 1,500.5 1,645.0 892.6 987.5 1,085.6 1,195.6 14,250 17,735 17,994 18,139 (in thousands) • Perservation - Materials digitized (in thousands) • Perservation - Titles cataloged • Perservation - Reproductions (in 14,416.2 15,853.5 17,434.5 19,173.6 thousands) • Perservation - Consultations • Perservation - Total items/contacts 1,129 1,233 1,338 1,441 16,572.6 18,229.1 20,039.9 22,031.8 (in thousands)  Goal 3 - To promote statewide collaboration. By 2003, the agency will increase its conduct of activities that create and promote collaboration among Arizona's cultural institutions by 1,377 activities/contacts. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures:  Goal 1 - To provide access to public information. By 2003, the agency will improve access to public information via in-person contacts, telephone contacts, fax, e-mail, and written requests by 17, 126,764 contacts. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Collaboration - Institutions 2,773 2,916 3,076 3,241 226 230 234 236 7,156 7,404 7,720 8,046 • Collaboration - Library Advisory 80 80 80 80 • Collaboration - AHAC attendees 93 93 93 93 • Collaboration - AHRAB attendees 15 16 17 17 • Collaboration - Geo. Names Board 54 54 60 60 • Collaboration - Statewide Library 40 40 40 40 10,437 10,833 11,319 11,814 NA NA NA NA • Collaboration - Programs/Activities • Collaboration - Program attendees Council attendees • Public Access - Materials loaned 663,648 679,174 695,288 712,038 • Public Access - Records retrieved 57,717 60,448 63,004 65,780 151,564 155,468 159,320 163,277 • Public Access - Patrons registered 5,423 5,551 5,661 5,738 • Public Access - On-line database 9,450 10,179 10,640 11,066 • Collaboration - Total • Public Access - Tour participants 59,746 63,206 63,237 63,266 • Collaboration - Customer • Public Access - In-state contacts 126,642 132,656 136,722 140,654 11,482 13,180 13,778 14,496 • Public Access - Program attendees 108,297 116,890 123,302 129,910 • Public Access - Web site visits (in 9,400.0 11,000.0 12,870.0 15,057.9 • Public Access - E-mail delivered 1,800.2 • Public Access - Questions answered searches • Public Access - Out-of-state contacts thousands) (in thousands) attendees Development Committee Attendees activities/contacts satisfaction  Goal 4 - To provide information services to the legislature. By 2003, the agency will provide increased services to Legislators, Legislative staff, and Legislative agencies by 2,463 activities/contacts. Key Performance Measures 2,500.2 3,472.8 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3,820.1 • Information Services - Materials 234 256 282 307 loaned General Government Department of Library, Archives, and Public Records Page 13 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Information Services - Legislative 3,753 4,118 4,519 4,961 386 395 404 411 • Information Services - Equipment 45 45 45 45 • Information Services - Facilities 83 80 80 80 • Information Services - In-service 118 104 109 114 • Information Services - In-service 99 100 120 150 • Information Services - On-line 33 39 45 51 • Information Services - ARIEL usage 20 33 47 71 8,367 8,536 8,963 9,411 50 50 50 50 13,188 13,756 14,664 15,651 NA NA NA NA contacts • Information Services - Tour attendees loans use permits training sessions training attendees database searches • Information Services - Boxed records in storage • Information Services - Library Board attendees • Information Services - Total activities/contacts • Information Services - Customer satisfaction  Page 14 Department of Library, Archives, and Public Records General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To increase the comfort level of all legislative computer users through training and support. LEGISLATIVE COUNCIL Key Performance Measures Michael Braun, Executive Director (602) 542-4236 LCA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of legislative computer 83 85 87 90 • Percent of positive survey ratings 85 87 90 92 • Percent of positive survey ratings 83 85 87 90 users indicating training is helpful Agency Mission: regarding accuracy of computer help desk To provide quality legal, research, computer, and administrative services to the Arizona Legislature. Agency Description: regarding timeliness of computer help desk The Legislative Council staff performs the following core functions: drafting of legislative bills, memorials, resolutions, and amendments; review and possible revision of each legislative enactment for technical corrections prior to publication of the Arizona Revised Statutes; enrolling and engrossing of bills and processing of legislative journals; conducting legal and public policy research; and operation of the legislative computer system.  Agency Goals and Key Performance Measures:  Goal 1 - To provide timely and accurate processing of all work products. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of positive survey ratings 94 95 96 97 • Percent of positive survey ratings 91 92 93 94 • Percent of positive survey ratings 96 97 98 99 • Percent of positive survey ratings 91 92 93 94 • Percent of positive survey ratings 97 98 99 100 • Percent of positive survey ratings 91 92 93 94 regarding accuracy of bill drafting regarding timeliness of bill drafting regarding accuracy of legal research regarding timeliness of legal research regarding accuracy of non-legal research regarding timeliness of non-legal research  Goal 2 - To increase awareness of Legislative Council's functions among legislators, legislative staff, state agencies, and lobbyists. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of survey respondents 99 100 100 100 • Percent of survey respondents 83 85 90 95 • Percent of survey respondents 66 70 75 80 indicating awareness of Legislative Council's bill drafting function indicating awareness of Legislative Council's legal research function indicating awareness of Legislative Council's non-legal research function General Government Legislative Council Page 15 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of time instant ticket AGENCY SUMMARY 99.9 99.1 99.1 99.1 • Number of retailer compliance NA 750 1,250 1,500 • Lottery operating expenses as a 15.8 16.2 16.4 16.4 • Percent of Lottery program 88.3 84.2 84.4 84.5 validation system is available for processing transactions LOTTERY inspections conducted Geoffrey Gonsher, Executive Director (480) 921-4489 LOA Agency Mission: percentage of total sales expenditures outsourced To support Arizona programs for the public benefit by maximizing revenue in a responsible manner. • Percent of retailers achieving a 5% 25 25 35 40 Agency Description: • Percent of $2 or higher price points 30 40 50 60 The Arizona Lottery was established to maximize revenue dedicated to various beneficiaries through statutory formulas (A.R.S. 5-501). With an advisory commission and an Executive Director appointed by the Governor overseeing operations, the Lottery works with a retailer network to provide players with innovative, entertaining, and rewarding games.  Goal 3 - To expand public awareness regarding the Lottery's image, beneficiaries, winners, and products. or greater increase in total sales to total instant ticket games displayed at retailer locations Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures: • Number of winners all games (in  Goal 1 - To sustain revenue. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Dollar amount of instant ticket 129.5 • Dollar amount of on-line sales (in 126.1 120.0 120.3 120.3 • 255.6 248.0 253.5 253.5 • Total Lottery dollars distributed to 78.1 72.7 71.9 71.9 • Total dollar amount of Instant 20.3 25.4 31.7 34.5 128.0 133.2 133.2 sales (in millions) millions) Dollar amount of all game sales (in millions) State programs (in millions) Ticket Vending Machine (ITVM) sales (in millions) • Average dollar amount of sales per 91,855 79,128 98,754 107,477 ITVM (Note: Although total sales are expected to increase, average ITVM sales are expected to decrease in FY 2001 due to the addition of 100 new machines. Revenues for these machines will only be realized for approximately 6 months of FY 2001, thereby reducing average sales for that year.) • ITVM sales as a percentage of 25.6 24.8 25.4 25.4 • Percent of general public indicating 52 53 54 55 • Percent of general public indicating 75 79 79 79 • Percent of general public indicating 66 69 69 69 • Average number of calls received 292,545 300,000 300,000 300,000 • Average number of "hits" per 3,572.2 3,750.8 3,938.4 4,135.3 millions) that a fair portion of money is returned to players as prizes the Lottery is run honestly and with integrity the Lottery is an important way to raise money for the state of Arizona per month on automated winning numbers line month on the Internet website (in thousands)  Goal 4 - To pursue corporate and community partnerships. Key Performance Measures • Percent of general public 15.7 19.8 23.8 25.9 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 99.7 99.8 99.8 99.8 in good standing • Dollar value of delinquent accounts 12,978 11,000 11,000 11,000 99.9 99.2 99.2 99.2 system is available for processing transactions Page 16 52 55 • Percent of retailers expressing FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 70 72 74 76 2 3 4 4 overall satisfaction with Lottery services • Total number of retailer on-line incentive promotions conducted for active retailers • Percent of time on-line game 50  Goal 5 - To enhance retailer relationships. Key Performance Measures  Goal 2 - To continue to increase agency efficiency. • Percent of active retailer accounts NA expressing favorable opinion of Lottery sponsored promotional events instant ticket sales Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Lottery  Goal 6 - To promote responsible gaming. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Average number of calls received 288 360 450 562 • Number of individuals utilizing 156 216 270 338 per month on the problem gambling crisis helpline problem gambling treatment services funded by the Lottery  Goal 7 - To attract and retain high quality employees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of Lottery employees 58.5 63.0 68.0 75.0 • Percent of Lottery employees 51.8 52.0 52.5 53.0 expressing overall job satisfaction utilizing available training dollars  Goal 8 - To support diversity in the workplace. Key Performance Measures • Percent of occupational categories FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60 80 80 80 achieving parity with Civilian Labor Force  General Government Lottery Page 17 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY NA 25,000 50,000 100,000 • Amount of money saved through NA 4,000 8,000 15,000 outsourcing or business process improvement stemming from a Competitive Government review OFFICE FOR EXCELLENCE IN GOVERNMENT Sandy Ferniza, Executive Director (602) 542-7546 • Amount of money saved through OEG ideas approved under the Shared Savings and Suggest Arizona programs  Agency Mission: To promote the Governor's goal of continuous customer service improvement by providing business process assistance, capacitybuilding tools, and recognition to executive branch staff. Agency Description: The Office for Excellence in Government (OEG) serves as the inhouse management consulting resource for the executive branch. It is responsible for assisting agencies with resolving management and/or operational issues. OEG focuses on improving the efficiency and effectiveness of government business processes, with a particular emphasis on customer service and satisfaction. Agency Goals and Key Performance Measures:  Goal 1 - To achieve and maintain high levels of OEG customer satisfaction. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percentage of external customers 94 100 100 100 • Percentage of OEG employees 85 85 87 90 indicating satisfaction with OEG services expressing job satisfaction  Goal 2 - To help executive branch agencies develop their capacity for satisfying internal and external customers. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percentage of OEG customers NA 60 65 75 • Percentage of OEG training NA Baseline TBD TBD indicating improved customer satisfaction attributable to assistance provided by OEG customers demonstrating competence in training subject matter upon completion of an OEG training course  Goal 3 - To help executive branch agencies produce demonstrable, measurable process improvements. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percentage of OEG client agencies NA Baseline TBD TBD • Percentage of OEG client agency NA Baseline TBD TBD showing improvements in baseline statistics six months after project completion baseline statistics showing improvements six months after project completion Page 18 Office For Excellence In Government General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of agencies submitting AGENCY SUMMARY GOVERNOR'S OFFICE OF STRATEGIC PLANNING AND BUDGETING Tom Betlach, Director (602) 542-5381 100 NA 100 NA biennial Master List information electronically  OMB Agency Mission: To facilitate the effective and efficient allocation of resources in accordance with fiscally sound principles that will enable the Governor and state government to provide quality services to the citizens of Arizona. Agency Description: This office provides a central Executive branch resource for the compilation, analysis, and investigation of state fiscal matters. It advises the Governor in preparation of the Executive budget and advocates for that budget through the legislative process. The office assists and advises all entities of state government in budget development and execution. It also coordinates the process of defining state government programs, developing strategic plans, and measuring program performance to achieve desired results. The office is also responsible for fulfilling constitutionally and legislatively mandated reporting requirements related to the state budget. Agency Goals and Key Performance Measures:  Goal 1 - To advocate for the adoption of a balanced, fiscally prudent state budget which reflects the priorities and programs of the Governor. Key Performance Measures • Number of consecutive years FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 8 9 10 11 without statewide mid-year reductions  Goal 2 - To monitor the execution of the state budget to ensure that expenditures are in accordance with the adopted budget, actual revenues, and intent of the Governor and Legislature. Key Performance Measures • Percent of state agencies loading FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 81.0 90.0 95.0 95.0 0.8 0.5 0.5 0.5 budgets into AFIS • Percent of non-technical supplemental appropriations compared to original appropriations  Goal 3 - To improve the efficiency and effectiveness of the state strategic planning and budgeting processes. Key Performance Measures • Percent of participants rating FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 92 95 95 95 NA 92 NA 92 budget and planning training as excellent or good • Percent of agencies submitting biennial budgets electronically General Government Governor's Office of Strategic Planning and Budgeting Page 19 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY STATE PERSONNEL BOARD Judy Henkel, Executive Director (602) 542-3888 PBA Agency Mission: To provide an efficient and impartial hearing process while carrying out its statutory mandate to hear and review disciplinary appeals and whistleblower complaints filed by state employees, former state employees, and other individuals referenced in the statute. Agency Description: The Personnel Board is responsible for hearing and reviewing, via an administrative hearing process, appeals filed by state employees who have been dismissed from state service, suspended for more than 40 working hours, or demoted resulting from disciplinary action. The board also hears and reviews complaints filed under the whistleblower statute. Under the direction of the presiding hearing officer, the proceedings are conducted on an informal basis through the taking of direct testimony, the cross examination of witnesses, and the admission of evidence. A record of the proceedings is taken and made available, upon request, to hearing officers, board members, and parties to the appeal. The hearing officer determines the facts based on the evidence presented and makes a recommendation regarding discipline to the board. Board members are subsequently provided with case information so they may determine proper discipline. Agency Goals and Key Performance Measures:  Goal 1 - To provide state agencies and employees/citizens with a fair and efficient administrative hearing process. Key Performance Measures • Appeals/complaints filed • Hearing days • Average days from receipt of an appeal/complaint until the board issues a final order • Average cost of an FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 74 89 89 89 100.5 131.0 131.0 131.0 119 110 105 100 1,022 1,559 1,642 1,726 appeal/complaint (dollars)  Goal 2 - To ensure customer/client satisfaction with process. Key Performance Measures • Number of cases appealed to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 10 10 10 10 0 1 1 1 95 97 98 98 Superior Court • Number of cases remanded from court • Percent of customers rating overall hearing process as good to excellent  Page 20 State Personnel Board General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - To enhance the safety and security of retirement system assets, minimize risk and maximize investment return through prudent, efficient and effective investment management. STATE RETIREMENT SYSTEM Key Performance Measures LeRoy Gilbertson, Executive Director (602) 240-2031 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected RTA • Actuarial investment return 8+ 8+ 8+ 8+ 100+ 100+ 100+ 100+ Yes Yes Yes Yes none none none none (percent) Agency Mission: To contribute toward its members' long-term financial security by providing retirement, disability, survivors' and health insurance benefits; and by counseling and disseminating information to its members. Agency Description: • Funded Status (percent) • Excess earnings cost of living adjustment • Increase in contribution rate  The Arizona State Retirement System provides pension, survivor, disability, health insurance, and educational services for most public sector employers in Arizona, including state universities, public school districts, local and county governments, and the State of Arizona. As of June 30, 1999, the ASRS had a market value of approximately $22 billion dollars and had a total membership of 306,767 (176,368 actively contributing members, 69,912 inactive members, 56,807 retired members, and 3,680 disabled members). Agency Goals and Key Performance Measures:  Goal 1 - To exceed customer expectations for benefit administration, processing, counseling, education, and communication services through utilization of efficient and effective administrative practices and continuous measurement of member satisfaction. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of overall member 82 82 85 85 • Percent of overall member 82 82 85 85 • Percent of overall member 88 88 90 90 • Percent of overall member 89 89 90 90 • Percent of overall member 75 75 75 75 • Percent of overall member 94 94 94 94 • Percent of overall member 92 92 92 92 • Percent of overall member 78 78 78 78 • Percent of overall member 86 86 90 90 satisfaction with telephone service satisfaction with the benefit estimate process satisfaction with pre-retirement workshop or group counseling sessions satisfaction with pre-retirement seminars satisfaction with the service purchase process satisfaction with the retirement application process satisfaction with the retirement benefit payment process satisfaction with the health insurance program satisfaction with the ASRS quarterly newsletter General Government State Retirement System Page 21 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Average days to turnaround AGENCY SUMMARY DEPARTMENT OF REVENUE Mark W. Killian, Director (602) 542-3572 NA NA NA NA • Number of e-file income tax users 238,000 300,000 330,000 363,000 • On-line licensing and registration, NA Sep-00 NA NA 82 85 85 85 4.69 4.75 4.75 4.75 refunds (based on 3 tax season samples) RVA date of implementation September 2000 Agency Mission: • Percent of building permits To promote voluntary compliance with state tax laws through fair administration, firm enforcement, and prompt and courteous service in a manner that justifies the highest degree of public confidence in our efficiency and integrity. • Average customer survey scores Agency Description: Pursuant to A.R.S. Title 42, the Department of Revenue (DOR) administers and enforces the collection of personal and corporate income, transaction privilege, withholding, luxury, and estate taxes. The Department administers state property tax laws through the 15 county assessors. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 19.4 NA NA NA NA 35.3 30.0 28.0 25.0 45 NA NA NA • Percent of non-audit revenue to NA NA NA NA • Percent of collection accounts NA NA NA NA • Percent change in number of NA 25 20 17 75 80 85 90 NA 90 92 94 total revenue (ratio of DOR revenues less audit sub-program impact/total revenue collected by department) closed within statute of limitations licensees by fiscal year issued from prior year • Percent of transaction privilege tax  Goal 4 - To ensure employees have the knowledge, productive tools, and a positive working environment to perform their job with integrity, pride, and satisfaction. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of BRITS project on time, NA 10 30 50 • Percent of performance measures NA 85 90 93 • Percent of agency readiness for 10 10 100 NA • Number of leadership training 95 1,141 1,369 1,643 • Percent of applicants refusing NA NA NA NA per established time table external quality assessment/review 17.8 14.0 NA NA complete information letters (Tax Research & Analysis) • Average number of days to 5.0 identifying improvements requests (Unclaimed Property) • Average number of days to 5.0 Key Performance Measures (average days) (Taxpayer Information Section) • Average days to respond to written 5.0 19.4 downloads • Correspondence turnaround 6.2 taxpayers contacted within 30 days refunds (based on all refunds) • Percent increase in Internet site • Business tax license application • Percent of individual income tax  Goal 1 - To earn and hold the public trust by providing accessible, efficient, and effective services. 19.3 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected survey results which indicate positive responses Agency Goals and Key Performance Measures: 19.2  Goal 3 - To assist the public in understanding and complying with Arizona tax laws. turnaround (number of days) Customer Relations – We focus on quality customer service Employee Relationship and Commitment – We operate as a TEAM! Leadership – We are committed to developing our employees Human Resources Development and Management – We provide a quality work environment Process Improvements – We continually strive to improve • Average days to turnaround (Taxpayer Information Section) Key Performance Measures The performance measures selected as a cross-section of the agency’s core activities are a sample which reinforce DOR’s philosophy and values described below: Key Performance Measures processed within 90 days with an error rate of =<1% hours per fiscal year 46 NA NA NA complete private letter rulings (Tax Research & Analysis) interviews based on starting salary   Goal 2 - To make quality service a FACT (fair, accurate, courteous, and timely). Key Performance Measures Page 22 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Department of Revenue General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY SENATE Rob Daleger, Director of Operations (602) 542-5418 SNA Agency Mission: To serve the Arizona constituency through policy development and enactment of legislation in support of the public health, safety, and welfare. Agency Description: The Arizona Senate consists of 30 elected members, one from each legislative district. Members are appointed to serve on Senate standing committees, as well as statutory and interim committees. They consider a variety of issues for the purpose of enacting legislation deemed necessary for the public interest. Agency Goals and Key Performance Measures:  Goal 1 - To conduct legislative business in a timely manner. Key Performance Measures • Days in regular session • Special sessions • Days in special sessions • Days to complete the budget FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 100 120 120 100 3 4 3 3 28 35 10 10 NA 8 NA 4  Goal 2 - To respond to constituents in a timely manner. Key Performance Measures • Individuals assisted through the FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2,358 1,400 1,500 1,600 99 99 99 99 constituent services office • Percent of initial phone responses made within 48 hours (legislators and staff respond to hundreds of additional concerns that do not go through the Constituent Services Office)  General Government Senate Page 23 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of counties to coordinate AGENCY SUMMARY SECRETARY OF STATE - DEPARTMENT OF STATE Betsey Bayless, Secretary of State (602) 542-4919 STA Agency Mission: To receive and record filings from governmental bodies and the general public; to provide election services to counties and candidates for office; to coordinate the statewide voter registration; to register and certify business transactions; to publish the official acts of the State of Arizona including its chapter laws, rules and regulations; to appoint notaries public and to carry out these mandates in a manner compatible with the requirements and expectations of the constituencies the office serves; and to improve information technology capabilities and add value, quality, and efficiency in the above-services. Agency Description: The Department of State was created by the Arizona Constitution and is headed by a publicly elected Secretary of State, who serves as Acting Governor in the absence of the Governor and succeeds the Governor should a vacancy occur. The Secretary of State is the keeper of the Great Seal of the State of Arizona. The Secretary of State's office receives and records various filings, including Uniform Commercial Code transactions, trademark and trade name registrations, limited partnership and limited liability partnership filings. The Secretary of State is also the "Chief State Election Officer" who administers election functions, including canvass and certification of statewide elections; and coordinates statewide voter registration as pursuant to National Voter Registration Act of 1993. It is also responsible for registration of lobbyists and acceptance of periodic lobbyist filings and campaign finance filings; publishes all official acts of the State of Arizona including laws, the Arizona Administrative Code, and the Arizona Administrative Register; appoints notaries public; and applies apostilles to all international transactions. In accordance with A.R.S §§ 41-121 et seq.; 29-301 et seq.; 44-1271 et seq.; 441441 et seq.; 44-6551 et seq.; 47-9401 et seq.; 41-311 et seq.; 411001 et seq.; 16-101 et seq.; 19-101 et seq.; 38-541 et seq.; 411231 et seq.; 16-142 et seq.; and 16-112 et seq. 50 100 100 100 electronic resource project to receive information on felony convictions in the 15 Arizona counties and transmit that information to the County Recorders for use in maintaining of accurate voter registration rolls  Goal 2 - To provide the public, business community, and governmental bodies with printed materials and on-line information and service. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of technology upgrade 100 100 • Percent of forms provided on-line N/A 50 • Percent of transaction categories 100 100 100 100 • Percent of forms provided on-line 40 100 100 100 • Percent of all state agencies filing 100 100 100 100 • Percent of all state agencies filing 100 100 100 100 • Percent of printed materials 100 100 100 100 100 100 projects completed 75 Baseline for electronic transactions by the public and the business community this office conducts service and expanded Web Site with forms available for download electronically to reduce the turnaround time for document filings rules electronically through the Internet accurately and expeditiously provided to the public  Agency Goals and Key Performance Measures:  Goal 1 - To work with the Director of the Department of Motor Vehicles to permit the transfer of driver's license applications to allow voter registration in the conformity with the confidentiality requirements of the National Voter Registration Act 1993 in accordance to A.R.S. §16-142 and A.R.S. §16-112. Key Performance Measures • Implement progressive programs, FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA NA N/A Baseline in conjunction with the Motor Vehicle Division and Arizona's 15 County Recorders, to use electronic resources to clean up the voter registration rolls and re-register voters at their new addresses if the records show they have moved within Arizona Page 24 Secretary of State - Department of State General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS  AGENCY SUMMARY OFFICE OF TOURISM Mark McDermott, Director (602) 248-1493 TOA Agency Mission: To expand the volume of tourism activity and related expenditures in the state in order to enhance the economy, the stability of the work force, and the standard of living for all Arizonans. Agency Description: The Office of Tourism (AOT) employs a marketing and customerservice orientation in performing its statutory duties as follows: planning and developing a comprehensive national and international marketing plan that includes advertising campaigns; travel sales and marketing programs; media and public communications; promoting and developing tourism-related business in Arizona; undertaking research to guide tourism development plans for the state and to establish the Office as a central clearinghouse for tourism-related data; and providing information and assistance as needed by citizens, business enterprises, industry organizations, and governmental agencies on matters related to the mission of the Office. Agency Goals and Key Performance Measures:  Goal 1 - To stimulate significant economic impact and track AOT's contribution to the travel and tourism sectors of the Arizona economy. Key Performance Measures • Economic impact for AZ economy FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 171,400.0 168,750.0 168,750.0 168,750.0 related to AOT efforts in media advertising and direct mail marketing (in thousands) • Economic impact per $1 expended 34.16 35.00 35.00 35.00 7,544.0 7,425.0 7,425.0 7,425.0 by AOT in media advertising and direct mail marketing • Tax revenues for AZ related to efforts in media advertising and direct mail marketing (in thousands)  Goal 2 - To leverage AOT's budget through contributions by the Arizona travel and tourism industry to participate in the Office's marketing initiatives. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Value of media advertising placed 0.60 0.60 0.60 0.60 • Value of media familiarization tour 4.08 4.00 4.00 4.00 cooperatively by the travel and tourism industry in support of AOT's placements for every $1 of media advertising costs incurred by AOT services contributed for every $1 of such costs incurred by AOT General Government Office of Tourism Page 25 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To disburse funds as required by law in a manner that ensures accuracy and timeliness, while maintaining adequate internal controls and auditable records. STATE TREASURER Key Performance Measures Carol Springer, State Treasurer (602) 542-1448 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected TRA • Wire transfers in and out of the 24,428 26,000 27,000 28,000 • ACH transfers out of the servicing 10,763 11,300 11,500 11,700 • Distributions to local governments 6,024.0 6,500.0 6,800.0 7,100.0 461.0 300.0 300.0 300.0 servicing bank Agency Mission: To provide banking, custody, and investment services for all state agencies and public entities in a timely, prudent, and costeffective manner. bank (in millions) Agency Description: • Distributions to others (in millions) The primary responsibilities of the elected State Treasurer are to receive and keep custody over all monies belonging to the state that are not required to be kept by some other entity; to pay warrants of the Department of Administration; and to keep an account of all monies received and disbursed. The Office also invests state monies and operates the local government investment pool (LGIP) for public entities throughout the state.  Agency Goals and Key Performance Measures:  Goal 1 - To receipt all funds and securities, as required by law, and process these transactions in an accurate, timely manner that ensures safety, availability, and accountability of all assets entrusted with the office. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Deposits with the State Treasurer 54,798 58,700 62,000 66,000 • Deposits/releases of state agency 1,005 1,000 1,000 1,000 • Book value of state agency pledged 2,969.0 3,000.0 3,000.0 3,000.0 • Non-sufficient funds (NSF) checks 7,872 8,000 8,500 9,000 pledged securities securities (in millions) processed  Goal 2 - To operate, in real-time, an investment tracking and portfolio management system that allows greater flexibility and enhances management as well as trade/position reporting. The result should be increased rates of return compared to our benchmarks. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Ratio of yield of LGIP to S&P 1.10 1.11 1.11 1.12 • Ratio of yield of LGIP - GOV to 3 1.08 1.09 1.09 1.09 • Ratio of yield of Endowment Pools 1.09 1.10 1.10 1.10 • Market Capitalization weighting 0.00 0.00 0.00 0.00 LGIP Index month Treasury Bill to Salomon Big Bond Index error on Standard & Poor's 500 Index Fund (percent) Page 26 State Treasurer General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY STATE BOARD OF TAX APPEALS Ruben M. Medina, Executive Director (602) 528-3966 TXA Agency Mission: To provide an independent appeals process for taxpayers with adverse decisions from the Department of Revenue and Office of Administrative Hearings, and to resolve jurisdictional disputes between municipalities regarding the imposition of transaction privilege and use taxes. Agency Description: The State Board of Tax Appeals hears and decides appeals filed by taxpayers and Arizona municipalities concerning income, transaction privilege, use, luxury, and estate taxes. Agency Goals and Key Performance Measures:  Goal 1 - To receive and process tax appeals expeditiously to prevent any delays in the appeals process. Key Performance Measures • Caseload processing (and number FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 172 (375) 206 (450) 176 (400) 206 (450) of issues) • Tax appeals resolved • Backlog requiring written decision • Number of months to process 46 120 70 80 0 5 10 10 6.5 6.5 6.5 6.5 appeal  General Government State Board of Tax Appeals Page 27 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY COMMISSION ON UNIFORM STATE LAWS Edward F. Lowry Jr., Attorney (602) 241-9600 ULA Agency Mission: To establish and maintain uniformity in state laws. Agency Description: The Arizona Commission on Uniform State Laws investigates subjects concerning which uniform legislation throughout the United States is desirable and works with like commissions in other states. The commissioners are, by virtue of their appointment, also members of the National Conference on Commissioners on Uniform State Laws and work in committees with commissioners from other states in drafting legislation where uniformity is desirable. It recommends to the Governor and Legislature such proposed uniform laws promulgated by the National Conference as are deemed appropriate for Arizona. Agency Goals and Key Performance Measures:  Goal 1 - To represent Arizona's interests in uniform state laws. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Committees staffed 9 9 8 8 • Uniform laws introduced in 3 4 3 4 • Uniform laws enacted in Arizona 0 3 2 3 • Acts approved and adopted by 5 4 4 5 Arizona Conference  Page 28 Commission On Uniform State Laws General Government 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - To increase individuals' economic prosperity and selfsufficiency, and assist in achieving full potential. DEPARTMENT OF ECONOMIC SECURITY John Clayton, Director (602) 542-5678 Key Performance Measures DEA 2,850 3,000 3,150 249 500 550 600 • Number of TANF recipients who 12,126 12,264 12,264 12,264 • JOBS average wage at placement 6.99 7.25 7.25 7.25 • Total child support (i.e., IV-D) 214.9 235.0 258.0 284.0 • Total child support (i.e., IV-D) 3.50 3.70 3.92 4.15 34,123 35,488 36,907 38,384 obtained employment (in dollars) collections (in millions)  Goal 1 - To improve safety and well-being of children, families, adults, seniors, and persons with disabilities. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Average number of recipients 303,989 367,156 375,601 384,240 • Average monthly number of FS 257,989 269,327 297,379 341,871 receiving MAO/month recipients dollars collected for each child support (i.e., IV-D) dollar expended (cost-effectiveness ratio) • Total number of children for whom paternity was established including those established in the Hospital Based Paternity Program  Goal 3 - To improve customer access, service, and satisfaction throughout the State Key Performance Measures 100 100 100 100 34 35 36 37 rate home care who exit the child welfare system who achieve permanent placement through reunification, adoption, or legal guardianship • Agency-wide customer satisfaction FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA Baseline NA NA rating (Scale 1-5) • Percent of clients satisfied with 86.7 87.2 87.7 88.2 • Average CPS customer/client 3.57 3.62 3.67 3.71 FAA 32 31 30 29 home care who have not returned to their families or been placed in another type of permanent placement for more than 24 consecutive months since they were removed from their homes (new measure created in FY 2000) satisfaction rating (on a scale of 1 to 5)  Goal 4 - To create a Department culture that supports employees and fosters excellence in human service delivery Key Performance Measures NA 245 270 324 guardianships (Information is not available for FY 2000, as data for FY 2000 was not collected by the Attorney General's office. Measures have been take to collect the data for FY 2001 and subsequent fiscal years.) • ALTCS dollar amount of revenue 1,221 Program (ETP) referrals actively participating in Jobs Agency Goals and Key Performance Measures: • Number of children with finalized 2,400 • Number of Employment Transition DES combines a broad range of Arizona's human service programs within a single agency. Each month, DES' services are sought by more than one million Arizona children, adults, and families. These services range from employment assistance and job training to child and adult protection, child support enforcement, cash assistance, and services for the developmentally disabled. DES works closely with several other state agencies in its delivery of services to the citizens of Arizona. Among the entities DES works with are AHCCCS, DHS, and the juvenile justice system. • Percentage of children in out-of- 2,300 receiving supportive services after CA closure due to employment Agency Description: • Percentage of children in out-of- 2,250 • Number of TANF recipients To work with the people we serve to achieve their self-sufficiency. • CPS and Family Builders response NA parents attending Post Secondary Education (PSE) Agency Mission: Key Performance Measures • Number of unmarried custodial FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Agency-wide employee satisfaction NA Baseline NA NA • Agency-wide staff turnover rate NA Baseline NA NA • Number of positions filled NA Baseline NA NA • Number of staff attending Cultural NA Baseline NA NA rating (Scale 1-5) Diversity training 2,396 2,544 2,703 2,872 96.4 95.0 95.0 95.0  per member per month (Based on Federal Fiscal Year) • FS total payment accuracy rate Health and Welfare Department of Economic Security Page 29 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - Implement American Sign Language Teacher Certification Standards. COMMISSION FOR THE DEAF AND HARD OF HEARING Sherri L. Collins, Executive Director (602) 542-3336 Key Performance Measures DFA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Create a task force (percent NA 100 NA NA • Rules development (percent NA NA 100 100 • Rules adoption (percent complete) NA NA 100 100 complete) Agency Mission: complete) The purpose of the Arizona Commission for the Deaf and the Hard of Hearing is to ensure, in partnership with the public and private sector, accessibility for the deaf and the hard of hearing to improve their quality of life.  Goal 5 - Make recommendations on newborn hearing screening program. Agency Description: Governed by a 14-member board, this agency has nine staff members who conduct consumer workshops, public speaking presentations, and attend public information fairs to distribute information on hearing loss and its prevention. Staff members host and produce a weekly half-hour, nation wide television program for the deaf and hard-of-hearing. The Commission consults with state, county, city, and federal agencies identifying appropriate approaches to ensure quality programs and services for deaf and hard-of-hearing consumers. Through a special appropriated fund, the agency administers a telecommunications relay service for deaf, speech-impaired, and deaf-blind persons. It also distributes telecommunication devices for the deaf to residents of Arizona. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Establish a Newborn Hearing NA • Hold regular task force meetings NA 4 4 NA • Present recommendations to NA NA 100 100 100 100 100 Screening Task Force legislators  Goal 6 - Inrease accessibility for individuals who are deaf and hard of hearing. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures:  Goal 1 - Improve Contract Administration. Key Performance Measures NA 25 25 25 • Establish Telecommunication NA 100 100 100 • Provide outreach and education on NA 100 100 100 • Maintain and keep abreast of NA 100 100 100 equipment dist. Program (TEDP) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Performance baseline (in percent) 0 0 50 95 • Telecommunication Standards 0 100 100 100 (percent completed) Equip Dist. Ctrs issues and services related to deaf/hard of hearing current technology available  Goal 2 - Improve Interpreter support services and regulation. Key Performance Measures • Expand telecommunication  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Provide legal interpreter training 0 12 12 12 • Establish baseline of testing data 0 0 5 10 • Set up National Association of 0 100 0 0 • Maintain legal interpreter 0 100 100 100 • Provide interpreter professional 0 12 12 12 opportunities (in percent) Deaf Interpreter Test Site (percent complete) certification documentation and tracking system (in percent) development/training opportunities  Goal 3 - Increase public and private sector partnerships. Key Performance Measures • Partnership quanitification Page 30 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 0 100 100 100 Commission For The Deaf and Hard of Hearing Health and Welfare 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Annual (FY) number of State AGENCY SUMMARY DEPARTMENT OF ENVIRONMENTAL QUALITY Jacqueline E. Schafer, Director (602) 207-2203 EVA Agency Mission: The mission of the Arizona Department of Environmental Quality is to protect public health by administering our state's environmental quality laws and delegated federal programs to prevent, control and abate pollution of our air, water and land resources in a manner that promotes productivity, quality, service and advocacy for Arizona. Agency Description: The Arizona Department of Environmental Quality's (ADEQ) purpose is to protect human health and the environment by enforcing standards of quality for Arizona's air, land, and water. The Department's Air Quality Division issues permits to regulate industrial air pollution sources, regulates vehicle emissions, monitors and assesses the ambient air, and develops air quality improvement strategies. The Department's Waste Programs Division implements programs to minimize waste generation, identifies and corrects improper waste management practices, and oversees the clean-up (remediation) of hazardous waste sites. The Department's Water Quality Division regulates drinking water and waste water systems, monitors and assesses waters of the state, and provides hydrologic analysis to support hazardous site remediation. Agency Goals and Key Performance Measures:  Goal 1 - To provide value to Arizona citizens. (PRODUCTIVITY) Key Performance Measures • Percentage of statutorily set permit FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 99 99 99 99 21.2 22.7 21.7 21.1 timelines met through License Time Frames (LTF) rule. • Percentage of annual administrative costs in the State Assurance Fund (SAF) (Sunset SB1283 measure # 9) • Cumulative number: For sites that 11 18 TBD TBD are on the water quality assurance revolving fund (WQARF) registry on January 1, 2000, initiate potentially responsible party (PRP) searches by June 30, 2001 (Sunset SB1283 measure # 11) • Annual (FY) number of sectors for 6 4 TBD TBD renewal and new issuance of air quality general permits completed by June 30, 2002 (Sunset SB1283 measure # 3) Health and Welfare 10 8 8 • Number of existing sectors as of 9 5 8 TBD • Percentage of work completed to N/R TBD 100 100 Baseline 90 90 90 NA 0 1 TBD 1 3 2 TBD • Number of aquifer protection 340 260 208 126 • Cumulative number of sectors of NA TBD 42 TBD January 1, 2000 completed for final action on Title V air quality permits by June 30, 2002 (Sunset measure # 2) enact rules and corresponding guidance documents to implement a risk based corrective action (RBCA) process for (leaking) underground storage tanks (LUST) by June 30, 2002 (Sunset SB1283 measure # 8) • Percentage of responses to request for underground storage tank (UST) site closure within sixty (60) days of the Department's receipt of the request for closure (Sunset SB1283 measure # 6 - Goal 90%) • Number of multiparty water quality assurance revolving fund (WQARF) allocations by June 30, 2002 (Sunset SB1283 measure # 13) • Annual number: Complete construction and begin final cleanup or significant early response actions on at least five additional high priority water quality assurance revolving fund (WQARF) sites or portions of sites by June 30, 2002 (Sunset SB1283 measure # 10) permit (APP) applications still pending in the inventory (415) as of January 1, 2000, to be reduced by fifty percent (50%) by July 1, 2002 (Sunset SB1283 measure # 4) general permits available under the aquifer protection permit (APP) program (To be increased by five by June 30, 2002, per Sunset SB1283 measure # 5)  Goal 3 - To meet customer needs. (SERVICE)  Goal 2 - To reduce public exposure to pollutants. (QUALITY) Key Performance Measures 12 Implementation Plans (SIP) and revisions submitted for ozone and sulfer dioxide attainment by June 30, 2002 (Seven of the SIP revision packages for FY01 are commitments under the Sunset SB1283 legislation; these include the Maricopa County Ozone (O3) SIP and six sulfur dioxide (SO2) are SIPs. SIP revision packages for specific control measures will be submitted as they are completed.) Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Department of Environmental Quality Page 31 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percentage of approved corrective 18 31 45 45 NA 5 3 2 action plans (CAPs) of the currently open (as of January 1, 2000) underground storage tank (UST) sites that have groundwater contamination in excess of aquifer water quality standards (AWQS) (Sunset SB1283 measure # 7 achieve 45% by June 30, 2002) • Annual number of legacy application conversions to the agency's enterprise ORACLE database, the Arizona Unified Repository for Informational Tracking of the Environment (AZURITE)  Goal 4 - To promote Arizona interests. (ADVOCACY) Key Performance Measures • Percentage of progress against the FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 50 100 100 plan to incorporate Federal rule changes to ensure equivalency to obtain Resource Conservation & Recovery Act (RCRA) primacy, and to then maintain the primacy for Arizona  Page 32 Department of Environmental Quality Health and Welfare 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of two year old children AGENCY SUMMARY AHCCCS Phyllis Biedess, Director (602) 417-4680 HCA Agency Mission: Agency Description: • Percent of women initiating 56.0 60.0 64.0 68.0 • Percent of children with access to 78.0 80.0 82.0 84.0 • Percent of nursing facility residents 79.5 82.0 84.0 86.0  Goal 4 - To improve AHCCCS' core business processes to prepare the agency to efficiently deal with fluctuations in Arizona's economy while still providing cost effective quality health care to those in need. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of transactions 52 55 57 65 • Percent of ALTCS applications 93 91 90 89 electronically submitted processed timely  Goal 5 - To ensure our human resources are encouraged, developed, and provided opportunities for future growth creating a culture where people want to be innovative and make improvements. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60.0 55.0 45.0 35.0 3.5 3.5 3.5 3.5 members FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of AHCCCS employees' 85 85 86 87 • Percent of AHCCCS work force 100 100 100 100 • Percent of AHCCCS' employee 11.0 11.0 11.0 11.0 5 4 4 5 with positive job satisfaction that surpasses community labor force diversity demographics turnover • Quality recognition awards (AQA, SOE) submitted  Goal 2 - To alter the existing AHCCCS medical care delivery system to accommodate new concepts in managed care and new as well as special populations, within the context of welfare reform. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected who receive their influenza immunization  Goal 1 - To focus on the need for AHCCCS to improve relations with communities, constituencies, special interest groups, and the public at large. • 84 primary care provider Agency Goals and Key Performance Measures: Member satisfaction: percent of choice exercised in moving from current health plan 82 prenatal care within 6 weeks of enrollment The Arizona Health Care Cost Containment System (AHCCCS) program is a partnership that includes the State, its counties, the Federal Government, program contractors and health plans from the public and private sector, and AHCCCS members. At the state level, the program is administered by the Arizona Health Care Cost Containment System Administration. The Administration's basic responsibility is to plan, develop, implement, and administer a health care program for low income Arizonans, based on competitively bid prepaid capitated contracts designed to provide quality health care while containing costs. The Administration's main responsibilities are determining member eligibility, member enrollment, quality assurance of medical care, provider and plan oversight, and procurement of contract providers. The major medical programs are acute care, behavioral health services, and long term care. The Administration determines eligibility for the Arizona Long Term Care System, Children's Health Insurance Program (KidsCare), Qualified Medicare Beneficiaries, and for other SSI related Medical Assistance Only programs. Federal funding through Title XIX of the Social Security Act is provided to AHCCCS by the Health Care Financing Administration, which is under the Department of Health and Human Services. • Grievances received per 10,000 80  Goal 3 - To continue to focus on emerging public policy in health care; its implications for the AHCCCS program and its impact on the AHCCCS desire for permanency. Key Performance Measures Reaching across Arizona to provide comprehensive, quality health care for those in need. Key Performance Measures 78 enrolled in AHCCCS who have received age appropriate immunizations  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of children receiving well 70 71 74 77 • Percent of children receiving at 49 54 59 63 child visits in the first 15 months of life-EPSDT. least one annual dental visit Health and Welfare Ahcccs Page 33 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of clients with improved 25 25 26 27 • Percent of RBHA Title XIX (T- 67.0 68.0 68.0 68.0 Setting the standard for personal and community health through direct care delivery, science, public policy and leadership. • Percent of eligible RBHA T-XIX 6.62 5.49 5.25 5.00 Agency Description: • ASH end of year census-non- 167 168 169 170 • ASH end of year census-forensic 138 149 154 169 • ASH end of year census-sexually 180 240 300 300 • Number of adults restored to 130 135 145 150 • Seclusion-incidents per 1000 5.4 4.0 3.5 3.0 • Seclusion with restraint-incidents 4.9 4.0 3.5 3.0 AGENCY SUMMARY functioning DEPARTMENT OF HEALTH SERVICES Catherine R. Eden, Director (602) 542-1025 HSA Agency Mission: consumers enrolled forensic adults The Arizona Department of Health Services (ADHS) is responsible for public health, behavioral health--including the Arizona State Hospital, emergency medical services, the state laboratory, public health data and statistics, vital records, disease control, and the licensing and certification of health and child care facilities. adults violent persons competency and returned to court within 90 days of admission Agency Goals and Key Performance Measures:  Goal 1 - To promote and protect the health of Arizona's children and adults. Key Performance Measures XIX) consumers satisfied with services (beginning FY00, based on Mental Health Statistics Improvement Project (MHSIP) Consumer Perception Survey, which has changed the data collected) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected patient days per 1000 patient days • Number of infants who die within 7.0 6.8 6.7 6.7  Goal 3 - To ensure the health and safety of all Arizonans through a comprehensive system of licensing, monitoring, and technical assistance. • Percent of low birth weight babies 7.0 7.0 7.1 7.1 Key Performance Measures • Injury-related deaths of children 9.7 9.5 9.5 9.3 10.60 10.50 10.40 10.30 • Decrease in the number of children 180 175 170 165 • Births by girls 10-14 years old (per 0.5 0.5 0.5 0.4 • Births by girls 15-17 years old (per 32.0 31.0 30.5 30.0 78 80 82 84 the first year of life per 1,000 live births ages 1-14 years (per 100,000) • Percent decrease in number of patients hospitalized for diabetic complications (1-14) hospitalized for asthma (per 100,000) 1,000) 1,000) • Percent of children in the state achieving vaccination levels prescribed by ADHS by 2 years of age • Percent of newborn screening 76 90 90 90 26.1 25.6 25.1 24.9 • Percent of middle school youth 11.4 11.3 11.2 11.0 10.0 10.0 10.0 • Average number of days from 8.8 10.0 10.0 10.0 receipt of Priority 2 complaints against Child Care Facilities to initiation of investigation  Goal 4 - To deliver courteous, efficient, responsive and costeffective service to the agency's external and internal customers, stakeholders, and key policy makers. • Percent of employee satisfaction as who smoked in the last month  Goal 2 - To ensure a comprehensive, unified behavioral health system for Arizonans. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 49.5 54.5 59.5 64.5 22 20 20 20 8 10 8 8 NA Baseline NA NA indicated by results of survey Records lobby (in minutes) • Time for Vital Records to respond smoked in the last month • Patients receiving new generation 10.4 receipt of Priority 2 complaints against Health Care Facilities to initiation of investigation • Customer wait time in Vital • Percent of high school youth who Key Performance Measures • Average number of days from Key Performance Measures specimens analyzed within 5 working days of receipt FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected to customer mail-in requests (in days) • External customers satisfied with DHS services  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 8,897 9,619 10,208 10,850 psychotropic medications Health and Welfare Department of Health Services Page 1 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY ARIZONA PIONEERS' HOME Jeanine Dike, Superintendent (520) 445-2181 PIA Agency Mission: To provide a home and long-term health care for long-time Arizona residents and disabled miners. Agency Description: The Arizona Pioneers' Home, which was opened for residents in 1911, presently is the home for 150 Arizona pioneers and disabled miners. The employees provide direct nursing care and support to the residents and strive to meet state and federal nursing home standards. The home is inspected each year by the Arizona Department of Health Services Nursing Home Surveyors. Agency Goals and Key Performance Measures:  Goal 1 - To provide resident care that meets the highest standards and state requirements set for long-term care facilities. Key Performance Measures • Average census • Citations from inspections • Monthly cost per resident (in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 133 140 140 150 2 0 0 0 2,974 2,893 3,994 3,994 dollars)  Goal 2 - To maintain the optimum balance of pioneers and disabled miners. Key Performance Measures • Percentage of disabled miners to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 12 12 12 12 other residents  Goal 3 - To maintain the historic site and grounds while providing acceptable levels of care. Key Performance Measures • Building renewal projects FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2 2 2 2 98 98 98 98 completed • Percent of residents rating facilities as good or better  Page 36 Arizona Pioneers' Home Health and Welfare 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY ARIZONA RANGERS PENSION Keith Fallstrom, OSPB Budget Analyst (602) 542-5346 RPA Agency Mission: To provide compensation for time spent as an Arizona Ranger. Agency Description: The Arizona Rangers' Pension provides monthly benefits for retired rangers and their surviving spouses. Agency Goals and Key Performance Measures:  Goal 1 - To provide a monthly stipend to the one remaining Arizona Ranger's widow. Key Performance Measures • Stipend (in dollars) • Widows FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 11,300 11,600 11,800 11,900 1 1 1 1  Health and Welfare Arizona Rangers Pension Page 37 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Meet with key tribal staff on AGENCY SUMMARY COMMISSION OF INDIAN AFFAIRS Ron S. Lee, Executive Director (602) 542-3123 10 11 12 13 economic development issues, concerns, and needs  IAA Agency Mission: To build partnerships to enhance tribal-state relations and economic prosperity for the 21 Indian Tribes/Nations in Arizona. Agency Description: The Commission of Indian Affairs gathers data and facilitates the exchange of information needed by tribal, state, and federal agencies; assists the state in its responsibilities to Indians and tribes by making recommendations to the Governor and the Legislature; works for greater understanding and improved relationships between Indians and non-Indians by creating an awareness of legal, social, and economic needs of Indians in this state; promotes increased participation by Indians in local and state affairs; and assists tribal governments in developing increasingly effective methods of self-government. Agency Goals and Key Performance Measures:  Goal 1 - To enhance communication among and between Arizona Indian Tribes/Nations and State government. Key Performance Measures • Tribal representation at the Arizona FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 17 17 18 18 • State agency representation at the 5 5 6 6 • Number of Native Americans 2 2 4 4 Indian Town Hall (21 tribes total) Arizona Indian Town Hall (8 exofficio total) serving on state boards/commissions • Percent of tribes, legislators, and NA h Baseline ine + 10% ine + 15% state agencies rating commission information and referral services as good or better  Goal 2 - To develop linkages to improve economic opportunities for Arizona Indian Tribes/Nations. Key Performance Measures • Number of workshops to train FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 2 2 2 NA 50 55 60 6 4 5 6 tribal economic development staff on available state programs and services • Percent of Indian Economic Development workshop participants rating workshops as good or better • Number of presentations and training sessions at educational institutions to educate students on tribal economic development, entrepreneurship, and leadership Page 38 Commission of Indian Affairs Health and Welfare 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of participants in ADVS- AGENCY SUMMARY 2,050 2,200 2,325 2,550 sponsored activities and events ARIZONA DEPARTMENT OF VETERANS' SERVICES  Goal 4 - To recruit, develop, and retain a capable and responsible staff dedicated to excellent customer service. Patrick F. Chorpenning, Director (602) 255-3373 Key Performance Measures VSA Agency Mission: • Percent increase in the average FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 14.0 15.0 16.3 17.8 number of training hours attended per employee The Department of Veterans' Services delivers a series of seamless services to eligible veterans and their families and unifies the veteran community by building alliances to enhance financial resources available to the community.  Agency Description: The Arizona Department of Veterans' Services (ADVS) assists veterans, their dependents, and/or survivors in developing and filing claims for Federal entitlements in areas of disability, pension, insurance, burial, etc. through the U.S. Department of Veterans Affairs. The ADVS also provides fiduciary services to incapacitated veterans, surviving spouses, or minor children. In addition, the ADVS operates the Arizona State Veteran Home, a 200-bed skilled nursing facility, to provide long-term care services to veterans and their spouses. The ADVS is designated as the "State Approving Agency," and is responsible for approving and supervising all institutions and establishments in Arizona that offer education and training to veterans. The agency is also establishing a state veterans' cemetery adjacent to Ft. Huachuca in southern Arizona targeted to open by March 2002. Agency Goals and Key Performance Measures:  Goal 1 - To ensure the availability of appropriated funds to benefit veterans. Key Performance Measures • General fund appropriation per FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3.49 4.00 4.50 4.50 capita (in dollars)  Goal 2 - To achieve the highest level of customer satisfaction in regards to services being offered and how those services are delivered. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of customers rating the 90 91 92 93 • Percent of customers rating the 65 68 72 75 delivery of services as "good" to "excellent" array of services ADVS offers as "good" to "excellent"  Goal 3 - To establish alliances with veterans groups and organizations that build unity, credibility, and trust among veterans and the community. Key Performance Measures • Number of veterans groups with FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 70 72 74 76 which ADVS participates in organized activities and events Health and Welfare Arizona Department of Veterans' Services Page 41 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To process complaints and provide enforcement of statutes and rules to protect the public from incompetence and unethical or unprofessional conduct by registrants. BOARD OF ACCOUNTANCY Key Performance Measures Ruth R. Lee, Executive Director (602) 255-3648 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected ABA • Average calendar days from receipt 180 180 180 180 • Average calendar days per 180 180 180 180 of complaint to resolution Agency Mission: To protect the public's economic welfare by establishing and enforcing standards of qualification and accounting practice for persons certified as certified public accountants or public accountants and accounting firms registered by the Arizona State Board of Accountancy. investigation from start to final adjudication  Agency Description: The Accountancy Board regulates the profession of certified public accountants (CPAs) and public accountants (PAs) by ensuring that registrants conduct themselves in accordance with the Board statutes and rules, in order to protect the public from misstated or misleading financial statements and reports, upon which business decisions are made. The board processes applications and administers the semiannual American Institute of Certified Public Accountants (AICPA) Uniform CPA Examination; certifies applicants for licensure as Arizona CPAs and public accountants; registers accounting firms owned by CPAs and public accountants; and reviews applications for biennial renewal of certificates to determine compliance with the Board's laws and rules. Agency Goals and Key Performance Measures:  Goal 1 - To administer the qualifying AICPA Uniform CPA examination to persons who meet the requirements of A.R.S. Ch., Art., 32-723. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Exam applications received 1,254 1,250 1,260 1,365 • Grade release packets sent 1,164 1,190 1,200 1,300 291 300 325 350 • Successful candidates  Goal 2 - To certify and register persons who meet the statutory requirements as certified public accountants and to register firms that meet the statutory requirements. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications for certification 364 400 400 450 • Certificates issued 355 360 360 400 4,356 4,100 4,100 4,100 80 60 60 60 339 375 375 375 • Percent of applicants reporting very 80 85 85 85 • Average calendar days from receipt 90 90 90 90 • Biennial renewal of certificates • Firms registered • Firm renewals good or excellent service of completed application to issuance or denial of certificate Page 42 Board of Accountancy Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To ensure that applications are handled in an efficient and effective manner. ACUPUNCTURE BOARD OF EXAMINERS Key Performance Measures Jean Wise, Director (602) 542-3095 ANA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received 88 125 36 48 Agency Mission: • Average number of days from 60 60 60 60 To protect the health, safety, and welfare of the citizens of Arizona by regulating and maintaining standards of practice in the field of acupuncture. • Percent of customers reporting very 90 90 95 95 request for application to distribution good or excellent service  Agency Description: The Board licenses and regulates acupuncturists, auricular acupuncturists for detoxification or substance abuse programs, and visiting professors. The Board evaluates professional competency, investigates complaints, and enforces the standards of practice for the acupuncture profession. Agency Goals and Key Performance Measures:  Goal 1 - To handle consumer complaints in an efficient manner. Key Performance Measures • Complaints received • Average time from receipt of FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 5 10 15 90 90 90 90 150 150 150 150 complaint until resolution • Cost per complaint  Goal 2 - To ensure that disciplinary actions are handled in an efficient manner. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Licensees with one disciplinary 0 1 3 9 • Licenses revoked or suspended 0 0 2 4 • Disciplinary or enforcement actions 0 3 6 9 • Cost per disciplinary action 0 300 300 300 • 0 2 3 6 0 2 4 7 action Original actions upheld • Appeals  Goal 3 - To ensure that investigations are handled in an efficient manner. Key Performance Measures • Investigations conducted FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 0 10 20 30 • Cost per investigation NA 300 300 300 • Licensees with greater than one NA 0 1 3 0 33 40 40 NA 2 3 6 investigation • Percent of investigations resulting in disciplinary enforcement • Original rulings upheld Page 46 Acupuncture Board of Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS  AGENCY SUMMARY DEPARTMENT OF AGRICULTURE Sheldon R. Jones, Director (602) 542-0952 AHA Agency Mission: To regulate and support Arizona agriculture in a manner that encourages farming, ranching, and agribusiness while protecting consumers and natural resources. Agency Description: The Department is mandated to regulate all aspects of agricultural production and processing within the state, educate industry to foster compliance with applicable regulations, promote the general welfare of the agricultural community, inform the consumer, and protect the public health and safety. Agency Goals and Key Performance Measures:  Goal 1 - To improve internal and external communication and customer satisfaction. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Citizen Satisfaction with the NA 3.5 4.0 4.5 • Agriculture employee job NA 4.0 4.5 4.5 Department of Agriculture satisfaction  Goal 2 - Develop and retain an effective work force. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Agency Turnover NA Baseline NA NA • Employees receiving core NA Baseline NA NA • Percent of employees receiving NA Baseline NA NA competency training core competency training  Goal 3 - Pursue excellence and efficiency in government through advancing technology. Key Performance Measures • Percent of agency connected via FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 90 98 100 100 electronic systems  Goal 4 - Manage change effectively and efficiently. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Rules identified for NA Baseline NA NA • Rules submitted to accommodate NA Baseline NA NA • Percent of computer systems NA 20 20 rewrite/revision to accommodate changes in industry changes in industry NA replaced/upgraded in accordance with replacement schedule Page 42 Department of Agriculture Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To expedite investigation of complaints and provide enforcement when necessary to protect the public from incompetent and unethical conduct. BOARD OF APPRAISAL Key Performance Measures Edward C. Logan, Executive Director (602) 542-1543 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected APA • Disciplinary actions Agency Mission: • Recidivism rate for those receiving To promote quality real estate appraisal in Arizona that protects the health, safety, and welfare of the public. 29 35 35 35 3 4 4 4 180 150 120 115 25 25 20 15 disciplinary action • Average days from receipt of complaint to resolution Agency Description: • Average annual backlog The State Board of Appraisal processes the applications of those applying for real estate appraiser licensure, certification, or tax agent registration, assuring that all candidates meet the education and experience requirements as set forth by the Appraisal Qualification Board of the Appraisal Foundation. The Board acts as a disciplinary body to ensure conformity to the statutes, rules, and regulations governing the Board. In addition to protecting the interests of the general public, the Board provides services for the appraisers, course providers, property tax agents, other state appraisal boards, and lending institutions. These functions are accomplished through implementation and enforcement of the provisions of Title XI of the Financial Institutions Reform, Recovery, and Enforcement Act of 1989, and state statutes applicable to real estate appraisers and property tax agents.  Goal 4 - To maintain an up-to-date list of all registered Property Tax Agents. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Processing days from receipt of 1 1 1 1 • Days from receipt of renewal form 1 1 1 1 registration until name appears on list until the list is updated  Agency Goals and Key Performance Measures:  Goal 1 - To ensure that licensure/certification is granted only to candidates that are competent and meet the Uniform Standards of Professional Appraisal Practice. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received against 159 154 150 150 • Number of complaint resolutions 135 140 145 150 19 15 15 10 appraisers • Appraisers with more than one complaint filed  Goal 2 - To efficiently process applications and license/certify appraisers. Key Performance Measures • Average days from receipt of FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 25 25 25 25 • Average days from receipt of test 2 2 2 2 • Average days from receipt of non- 2 2 2 2 90 93 95 95 application to test approval scores to licensure/ certification resident application to licensure/certification • Percent receiving licenses/ certificates per applications received Page 44 Board of Appraisal Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY • Percent of investigations resulting 1.3 3.5 3.5 3.5 • Percent of investigations resulting 1.3 3.5 3.5 3.5 • Average number of calendar days 90 90 90 90 0 4 4 4 0.5 0.5 0.5 0.5 in disciplinary enforcement action BOARD OF BARBER EXAMINERS Mario Herrera, Executive Director (602) 542-4498 in convictions BBA per investigation from start to final adjudication • Number of licenses revoked or Agency Mission: suspended To preserve the public welfare and health through the development and enforcement of adequate sanitation procedures, rules, and laws governing barbers and barber establishments. • Percent of licensees with disciplinary action  Agency Description: The Board communicates with licensees regarding proper sanitation methods and changes in the law; administers barber examinations; grants and renews licenses; inspects barber establishments; investigates complaints regarding unlawful activities; and takes effective measures to rectify situations, including holding hearings, levying fines, and suspending or revoking licenses. Agency Goals and Key Performance Measures:  Goal 1 - To ensure that all licenses issued by the Board meet minimum requirements. Key Performance Measures • Number of applications for new FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 436 375 470 470 2,245 2,150 2,324 2,324 • Average number of calendar days <7 <7 <7 <7 • Percent of applicants or licenses 90 90 90 90 barber/instructor and shop/school licenses • Number of applications for renewal of barber/instructor and shop/school licenses from receipt of completed application to issuance or denial of license holders reporting very good or excellent service  Goal 2 - To ensure the proper use of sanitary procedures to prevent the transmission of disease, parasites, or injury to the public. Key Performance Measures • Number of inspections conducted • Number of complaints received • Average number of calendar days FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,430 2,000 2,000 2,000 300 300 300 300 21 21 21 21 from receipt of complaint to resolution  Goal 3 - To enforce legislative requirements concerning the regulation of barbers. Key Performance Measures • Number of investigations conducted Page 48 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 523 525 525 525 Board of Barber Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of licensees indicating they AGENCY SUMMARY STATE BANKING DEPARTMENT • Entities licensed Richard C. Houseworth, Superintendent (602) 255-4421 BDA Agency Mission: To regulate and supervise the financial institutions and enterprises of Arizona according to the statutes in ways that promote integrity within the financial services industry and do not unreasonably impede economic growth or business activity. 98.0 98.0 98.0 2,839 2,950 2,950 3,000  Goal 4 - To administer a licensing program that ensures that licenses are only granted to competent professionals who meet the criteria set by statute for each license type. Key Performance Measures • Home office license applications FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 50 50 50 50 0 3 3 3 sampled in the fiscal year Agency Description: The State Banking Department is charged with the licensing, supervision, and regulation of state chartered financial institutions and enterprises. The supervisory role is twofold: 1) ensuring the safety and soundness of state chartered financial entities; and 2) verifying compliance with applicable state and federal laws. The Department also investigates complaints which are filed by consumers against licensed entities where violations of state law or rules have been alleged, and directs appropriate remedial action if the violations are substantiated. The Department serves over 2,800 entities licensed to conduct business in the State, as well as Arizona citizens who receive services from these companies. Agency Goals and Key Performance Measures: • Percent of sampled new home office licenses issued where it is determined at audit the approval was not made in accordance with licensing statutes  Goal 5 - To expedite licensing of qualified applicants in accordance with licensing time frames approved by the Governor's Regulatory Review Council (GRRC) and in Title 20 of the Arizona Administrative Code, while maintaining applicant satisfaction levels. Key Performance Measures • Percent of surveyed applicants who  Goal 1 - To conduct a professional, efficient, and effective examination program meeting statutory requirements and ensuring licensees operate in a safe and sound manner and comply with all applicable laws. Key Performance Measures 98.9 received good or better overall service from the Department when examined FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 97.9 98.0 98.0 98.0 2,336 2,950 2,950 3,000 respond they received 'good' or better overall service • Licenses/renewals issued FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of examinations receiving a 90.4 85.0 85.0 85.0 • Examinations conducted 668 720 720 720  Goal 6 - To receive and investigate consumer complaints and resolve disputes in a prompt and professional manner. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected satisfactory composite rating • Supervisory actions taken based on 1,455 1,800 1,800 1,800 • Average number of days from 30.2 23.0 23.0 23.0 • Percent of complainants indicating 72.0 75.0 75.0 75.0 forwarded)  Goal 2 - To respond in a timely way and take appropriate remedial and/or enforcement action to resolve supervisory concerns and protect the public from illegal conduct by licensees. Key Performance Measures • Complaints closed (regular and receipt to resolution of regular complaints FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 23 25 25 they received 'good' or better overall service from the Department when filing a complaint 25  examination findings  Goal 3 - To improve relations with licensees through the examination process. Key Performance Measures • Percent of examination reports FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 88.2 90.0 90.0 90.0 mailed within 25 days of examiner's completion of exam procedures Inspection and Regulation State Banking Department Page 49 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percentage of staff members AGENCY SUMMARY BOARD OF BEHAVIORAL HEALTH EXAMINERS Debra Rinaudo, Executive Director (602) 542-1884 NA 50 60 70 expressing overall job satisfaction, as indicated in agency surveys.  Goal 4 - To develop an orientation process for Board and Committee members BHA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: • Members receiving orientation To establish and maintain standards of qualifications and performance for persons who are certified behavioral health professionals and to regulate the practice of certified behavioral professions for protection of the public. NA 0 5 10 within their first year.  Agency Description: The Board certifies and biennially renews certification for more than 5,000 behavioral health professionals, which requires that these professionals meet minimum standards of education, experience, and competency (as measured by examination). The Board also receives and investigates complaints, takes necessary disciplinary action, and responds to inquiries from consumers regarding the certification status of individual behavioral health professionals. Agency Goals and Key Performance Measures:  Goal 1 - To improve agency operations to insure equitable, consistent and timely enforcement of statutes and rules regulating behavioral health professionals. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received 895 900 900 900 • Individuals certified 549 750 750 750 5 3 2 2 2,482 2,674 3,050 3,426 60 30 30 30 2,869 3,091 3,294 3,497 • Average number of days to process 30 14 14 10 • Complaints received 60 65 65 65 • Average number of days to resolve NA 400 300 180 • Percent of customers reporting very NA 50 60 70 • Application reviews not completed with 270 days • Renewals received • Average number of days to process renewals • Verifications received verifications complaints good or excellent service, as indicated in customer surveys  Goal 2 - To develop an agency strategic planning process Key Performance Measures • Number of Board hours spent on FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 15 15 15 strategic planning.  Goal 3 - To improve the agency environment for agency staff members. Key Performance Measures Page 50 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Board of Behavioral Health Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOXING COMMISSION John H. Montano, Executive Director (602) 542-1417 ACA Agency Mission: To provide the best possible protection, both physically and financially, for all interested parties in the sports of boxing and kick-boxing. Agency Description: The Commission regulates all professional boxing, kick-boxing, non-traditional fighting, and tough-man contests in the state; holds quarterly meetings open to the public; administers hearings in relation to violations of rules and regulations; and holds seminars for referees and judges. Agency Goals and Key Performance Measures:  Goal 1 - To ensure that all professional boxing events held in the state are sanctioned by the Arizona State Boxing Commission and that all participants are duly licensed. Key Performance Measures • Events FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 13 • Licenses issued • Licenses issued versus license 25 25 25 350 350 350 350 350/355 350/355 350/355 350/355 applications  Goal 2 - To investigate all allegations of rules violations that may harm the athlete or the public. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Disciplinary actions versus 2/6 2/6 6/12 6/12 • Investigations versus bouts 4/125 4/125 6/125 6/125 • Serious injuries versus bouts 0/125 0/125 0/125 0/125 investigations  Goal 3 - To maintain the best safety record in the country. Key Performance Measures • Percent of bouts without serious FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 100 100 100 100 injury to contestants  Page 40 Boxing Commission Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DEPARTMENT OF BUILDING AND FIRE SAFETY N. Eric Borg, Director (602) 255-4072 MMA Agency Mission: To provide consumer protection and ensure the public safety by maintaining and enforcing standards of quality and safety for manufactured/mobile homes, factory-built buildings, and recreational vehicles, and by reducing hazards to life and property through enforcement and training related to the State Fire Code. Agency Description: The Department of Building and Fire Safety enforces safety standards for manufactured homes, mobile homes, factory-built buildings, and recreational vehicles. The Department is comprised of the Office of Administration, the Office of Manufactured Housing, and the Office of the State Fire Marshal. The latter enforces State Fire Code and provides training and education for fire personnel and the general public. Agency Goals and Key Performance Measures:  Goal 1 - To promote the highest level of customer satisfaction. Key Performance Measures • Number of applications received • Percent of applicants or license FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 22,956 24,225 25,125 27,542 95.0 95.5 95.8 96.0 holders reporting very good or excellent service  Page 66 Department of Building and Fire Safety Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF CHIROPRACTIC EXAMINERS Patti Pritzl, Executive Director (602) 255-1444 CEA Agency Mission: To protect the health, welfare, and safety of Arizona citizens who seek and use chiropractic care. • Average number of months to 7.0 9.0 8.0 7.0 • Total investigations conducted 148 148 152 156 resolve a complaint by administrative hearing  Goal 3 - To increase public awareness of agency functions, resources, and parameters; to increase public record accessibility; and to increase communication with the public and professional community. Key Performance Measures Agency Description: • Percent decrease in number of The Board of Chiropractic Examiners evaluates applications from chiropractors seeking initial licensure and conducts examinations as required; from licensed chiropractors seeking renewal of licensure; and from persons seeking participation in Boardapproved preceptorship or chiropractic assistant programs. The Board investigates backgrounds of applicants for licensure and complaints made against chiropractors, and conducts administrative hearings as required. The Board provides information to the public concerning applicants, licensees, and regulatory actions taken. These functions are accomplished through a fees-financed program of examination, licensure, and regulation. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2 2 2 2 complaints filed with the Board which do not fall under the boards jurisdiction  Goal 4 - To ensure Board and staff competence and knowledge. Key Performance Measures • Percent of survey responses which FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 98 95 96 97 indicate that staff was knowledgeable and courteous in public communications  Agency Goals and Key Performance Measures:  Goal 1 - To issue and renew licenses promptly to those applicants determined to be eligible based on their accurate and complete application and demonstration of the required standards of education, knowledge, and competency while ensuring that the health, safety, and welfare of the public is protected. Key Performance Measures • Number of applications for FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 170 175 175 175 • Average number of days between 24 25 25 25 • Number of licenses issued prior to 0 0 0 0 98 95 95 95 licensure received receipt of complete application and Board action undisclosed conviction being identified • Percent of license renewal applications processed within 15 business days  Goal 2 - To investigate promptly complaints filed against licensees throughout the state and to proactively identify risks to the consumer public. To timely and knowledgeably determine if a matter should be dismissed or proceed to hearing, to conduct hearings in a timely manner, and to impose appropriate sanctions on those found to have violated the public trust. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of complaints per 100 6.0 7.0 7.0 7.0 • Percent of complaints resolved 86 95 95 95 licensees within 90 days of receipt with no hearing required Page 54 Board of Chiropractic Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To attract and retain additional qualified professional personnel. CORPORATION COMMISSION Key Performance Measures Brian C. McNeil, Executive Secretary (602) 542-3931 CCA Agency Mission: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of employees turned over 14 15 15 15 • Legal: professional classes 44 76 76 76 completed To exercise exclusive state regulatory authority over public service corporations (public utilities) in the public interest; to grant corporate status and maintain public records; to ensure the integrity of the securities marketplace; and to foster the safe operations of railroads and gas pipelines in Arizona.  Goal 5 - To modernize Commission functions through selective application of Information Technology hardware and software solutions. Key Performance Measures Agency Description: The Corporation Commission was established by Article 15 of the State Constitution and is composed of three elected commissioners, each serving six-year terms. Staffing is provided in six divisions, each headed by a director serving under the Commission's executive secretary, who is the chief executive officer and responsible for the day-to-day operations of the divisions. The Commission's primary responsibilities include reviewing and establishing public utility rates, regulating the sale of securities, and administering the Arizona Corporations Code. The Commission also serves as the repository of corporate annual reports and other publicly available documents filed by corporations in accordance with state law. • Corporations: IPS documents FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 145,713 169,231 196,546 228,269 scanned  Agency Goals and Key Performance Measures:  Goal 1 - To meet the challenges caused by the changing Public Service Company and Securities regulatory environments. Key Performance Measures • Utilities regulated • Securities: applications/filings FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,261 1,300 1,300 1,300 15,968 16,500 17,000 17,000  Goal 2 - To keep regulatory processes open and accessible and involve affected industries and the public. Key Performance Measures • Utilities: small water assistance FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 4 4 4 4 team forums held  Goal 3 - To increase the efficiency and timeliness of delivery of service-oriented functions. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Corporations: average weeks 2-10 3-10 3-10 3-10 • Hearings: percent of proposed 100 100 100 100 turnaround for processing regular requests orders issued within legal time frames Inspection and Regulation Corporation Commission Page 53 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To educate the consumers and cosmetology professionals about their rights, resolutions, and responsibilities among the cosmetology community, the public, and the Board by delivering courteous, efficient, cost-effective service to the citizens, owners, and employee's of state government. BOARD OF COSMETOLOGY Sue Sansom, Executive Director 480(784) 453-9226 CBA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: To ensure the public health, welfare, and safety through education and enforcement of the cosmetology laws and rules by the regulation of salons, schools, and individuals who practice Cosmetology. • Education presentations conducted 24 24 24 24 • Percent of citizen satisfaction 90 85 85 85 upon request of board or public surveys reporting service to Arizona citizens as satisfied or higher Agency Description: The Board of Cosmetology, mandated to protect the public, issues 12 categories of licenses to individuals, who qualify by reciprocity or through the Board's administration of a written and practical examination; to salons; and to schools. The Board enforces regulation by inspections, by investigation of consumer complaints, and conducts hearings and imposes enforcement action when appropriate.  Agency Goals and Key Performance Measures:  Goal 1 - To establish standards for the professional practice of cosmetology and sufficiently serve the market demand for qualified cosmetology professionals. Key Performance Measures • Total applications received FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 50,335 51,000 51,000 51,000 • Percent of applicants or license 90 90 90 90 • Average calendar days from receipt 12 12 12 12 • Percent of exams administered 80 80 80 80 holders reporting very good or excellent service of completed application to issuance of license within four weeks of receipt of completed application  Goal 2 - To ensure swift, fair, and effective enforcement of statutes and rules governing the profession. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total complaints and denials 972 1,000 1,000 1,000 • Investigations resulting in 493 500 500 500 • Informal interviews conducted or 378 380 400 400 • Percent of licensees with 0.01 0.01 0.01 0.01 • Percent of investigations resulting 63 65 65 65 • Total number of licenses revoked 14 15 15 15 disciplinary enforcement settled disciplinary action in disciplinary enforcement or suspended Page 52 Board of Cosmetology Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of total licensees with AGENCY SUMMARY 3.00 5.00 5.00 5.00 disciplinary action BOARD OF DENTAL EXAMINERS  Goal 2 - To ensure compliance with statutory mandates Key Performance Measures Julie N. Chapko, Executive Director (602) 242-1492 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected DXA • Publication of periodic newsletter Agency Mission: 2 2 2 2 that provides information to licensees regarding statutes and rules. To provide professional, courteous service and information to the dental profession and the general public through the examination, licensing, and complaint adjudication and enforcement processes to protect the oral health, safety, and welfare of Arizona citizens through a fair and impartial system.  Agency Description: The State Board of Dental Examiners examines, licenses, and certifies professionals to practice in the field of dentistry. The Board also accepts complaints against licensees and certificate holders, investigates allegations, and administratively adjudicates complaints. The Board serves approximately 5,500 professionals licensed or certified to practice in the state, as well as all Arizona citizens who receive these professional services. Agency Goals and Key Performance Measures:  Goal 1 - To ensure the health, safety, and welfare of the public through regulation of the dental profession. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of cases adjudicated each 108 80 80 80 • Average number of days from 163 150 150 150 • Average number of days from 28 60 60 60 • Total number of licenses/renewals 2,246 1,937 1,855 2,201 • Percent of investigations resulting 15 15 15 15 510 250 300 300 • Total number of individuals or 5,509 5,350 5,648 5,787 • Percent of applicants or license NA 70 70 70 • Number of licenses revoked or 7 2 2 2 • Total number of investigations 480 400 400 400 • Total number of complaints 503 550 575 600 • Total number of inspections 77 50 60 60 calendar year (ratio of complaints resolved to complaints received) receipt of complaint to resolution of complaint receipt of completed application to issuance or denial of certification or issuance issued in disciplinary or enforcement action • Total number of applications received facilities licensed holders reporting very good or excellent service suspended conducted received conducted Page 54 Board of Dental Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To better protect the public through the administration of a continuing education requirement in order to upgrade the profession of opticianry in accordance with the Board's mandate. BOARD OF DISPENSING OPTICIANS Key Performance Measures Careen J. Heinze, Executive Director (602) 542-3095 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected DOA • Percent of licensees fulfilling 100 100 100 100 continuing education requirement Agency Mission:  To protect the visual health of the citizens of Arizona by regulating and maintaining standards of practice in the field of opticianry. Agency Description: The Board of Dispensing Opticians examines and licenses professionals to practice in the field of opticianry and licenses optical establishments. The Board also accepts complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board serves 650 opticians and 300 optical establishments licensed to practice in the state, as well as all Arizona citizens who receive these professional services. Agency Goals and Key Performance Measures:  Goal 1 - To ensure high standards of professional and ethical conduct in the field of opticianry through efficient processing of examination, establishment, and optician license applications and administration of the State Board Practical Examination. Key Performance Measures • Optician applications received • Optician licenses issued FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 43 50 50 50 32 40 40 40 662 702 742 782 • Establishment applications received 15 15 15 15 • Establishment licenses issued 15 15 15 15 254 269 284 299 • Average number of days from 75 75 75 75 • Average number of days from 30 30 30 30 • Optician renewal applications processed • Establishment renewal applications processed receipt of application to sit for exam and examination receipt of application for establishment license to granting of license  Goal 2 - To investigate and adjudicate consumer and Board initiated complaints in accordance with statutes and rules in order to protect the public from incompetent services and unprofessional and unethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received 26 25 25 25 • Complaints resolved 18 20 20 20 5 5 5 5 60 60 90 90 • Disciplinary action • Number of days from receipt of complaint until completion Inspection and Regulation Board of Dispensing Opticians Page 55 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF FUNERAL DIRECTORS AND EMBALMERS Rodolfo R. Thomas, Executive Director (602) 542-3095 FDA • Complaints processed 20 15 NA NA • Disciplinary actions taken 15 10 NA NA • Number of complaints received 30 20 NA NA • Average days to renew license 30 30 NA NA • Average days to investigate 90 90 NA NA 1,375 1,425 NA NA complaint • Number of licenses Agency Mission:  To maintain and enforce a set of standards that provides protection for the health, safety, and welfare of Arizona citizens by educating the consumer and by actively and impartially regulating those licensed to provide funeral goods and services. Agency Description: The Board of Funeral Directors and Embalmers examines and licenses individuals that provide funeral goods and services. The Board also accepts complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board oversees approximately 800 licensees practicing in the state and serves all Arizona citizens who receive funeral goods and services. Agency Goals and Key Performance Measures:  Goal 1 - To ensure that licenses are only granted and renewed to competent individuals with high standards of professional and ethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received 130 135 • Licenses issued 124 130 NA NA 2 3 NA NA • Average days to process license 30 30 NA NA • Number of investigations 20 15 NA NA 100 150 NA NA • Number of complaints received 20 15 NA NA • Average number of days to 90 90 NA NA • Average number of days to renew 30 30 NA NA • Applications denied • Number of inspections NA NA investigate license  Goal 2 - To ensure and enforce that information is made available to both the consumer and the licensee that educates them to the standards of practice relating to providing funeral goods and services. Key Performance Measures • Number of complaints received • Number of inspections FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 40 40 NA NA 100 140 NA NA  Goal 3 - To actively and impartially investigate allegations and complaints and provide enforcement to protect the public from incompetent services and unprofessional, unethical, and illegal conduct. Key Performance Measures Inspection and Regulation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Board of Funeral Directors and Embalmers Page 57 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To develop and retain a skilled and high performing workforce. DEPARTMENT OF GAMING Key Performance Measures Stephen Hart, Director (602) 604-1801 GMA • Employee satisfaction (percent) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Baseline 85 88 90  Agency Mission: Protect the public, ensure compliance with the gaming compacts, and regulate the gaming industry Agency Description: The Department of Gaming is responsible for carrying out the State's responsibilities under the Tribal-State gaming compacts. The Department monitors compliance by the Tribal gaming operations with all compact requirements, including those governing the nature, extent, and conduct of gaming activities; public health, safety, and welfare; and other operational requirements. It also conducts background investigations of all prospective gaming employees, management contractors, providers of gaming services, and manufacturers and distributors of gaming devices in order to ensure that unsuitable individuals or companies are not involved in Arizona's gaming industry. Agency Goals and Key Performance Measures:  Goal 1 - To coordinate, refine, and enhance State/Tribal regulatory responsibilities. Key Performance Measures • Develop new compacts with tribal FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 100 100 100 4 4 4 4 entities (percent) • Meet with Tribal officials at least once each quarter  Goal 2 - To build strong relationships with Tribal Governments, other regulatory agencies, and key stakeholders. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Level of satisfaction by vendor NA 70 75 80 • Cycle time in days for individual NA 20 20 20 applicants regarding process (percent) certifications (Temporary)  Goal 3 - To increase our knowledge about industry specific and other technological advances. Key Performance Measures • At least 16 hours annual training FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 320.0 320.0 320.0 1 1 1 1 per FTE (operational personnel only) • Conduct joint training events with Tribal governments, other regulatory agnecies, and vendors at least once a year Page 56 Department of Gaming Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Total number of investigations AGENCY SUMMARY 15 19 22 21 conducted BOARD OF HOMEOPATHIC MEDICAL EXAMINERS Christine Springer, Executive Director (602) 542-3095  Goal 3 - To collect, update, and deliver information in a timely manner concerning licensees' location, practice modalities, and status for the public record. HEA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: • Requests for information received To protect the public health, safety, and welfare through a selfsupporting program of examination, licensing, and regulation of homeopathic physicians. • Percent of information inquiries 1,400 1,500 1,559 1,650 98 100 100 100 responded to within 48 hours  Agency Description: The Board of Homeopathic Medical Examiners reviews and examines the education, experience, and background of applicants to determine if they possess the qualifications required by law to practice homeopathic medicine and any of the subspecialties within the scope of practice. Annually, licensees renew their licenses, permits, and registrations and provide updated information about the nature of their practices. Upon receipt of complaints against licensed homeopathic physicians, the Board conducts investigations and holds hearings, taking disciplinary action as necessary to protect the public safety. Agency Goals and Key Performance Measures:  Goal 1 - To issue, renew, or deny licenses, permits, and registrations in a timely manner. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received 57 60 60 61 • New licenses issued 56 57 58 58 • Licenses eligible for renewal 247 250 255 257 • Licenses renewed 247 199 203 205 • Renewal receipts mailed within 72 245 143 155 157 • Average number of days from 90 127 120 120 • Percent of applicants or license 90 NA NA NA hours of receipt of completed application receipt of completed application to issuance or denial of certification holders reporting very good or excellent service  Goal 2 - To receive, investigate, and adjudicate complaints in a timely manner. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of complaints resolved 80 75 80 80 • Complaints or inquiries received 20 22 25 23 1 3 2 4 78 78 120 120 1 2 2 2 within 120 days • Complaints resolved by taking disciplinary action against license • Average number of days per investigation from start to final adjudication • Percent of total licensees with disciplinary action Inspection and Regulation Board of Homeopathic Medical Examiners Page 59 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Child Labor violations confirmed AGENCY SUMMARY INDUSTRIAL COMMISSION OF ARIZONA Larry Etchechury, Director (602) 542-5380 ICA • Wage claims filed by employee 134 137 140 3,024 3,161 3,240 3,321  Goal 4 - To ensure that a safe workplace exists for all Arizona employees through enforcement of OSHA standards and boiler and elevator codes. Key Performance Measures Agency Mission: 122 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected To efficiently administer and effectively enforce all applicable laws, rules, and regulations relative to the protection of life, health, safety, and welfare of employees within the State. • Safety violations found 1,133 1,787 1,832 1,878 • Health violations found 776 1,055 1,081 1,108 Agency Description: • Safety consultation surveys 332 343 352 361 The Industrial Commission is a regulatory agency that was created in 1925. While the Commission still is responsible for overseeing the State Workers' Compensation System, its role over the years has been expanded to cover other labor-related issues, including Occupational Safety and Health, child labor regulations, resolution of wage related disputes, licensing of employment counseling and talent agencies, vocational rehabilitation, and provision of workers' compensation coverage for claimants of uninsured employers or insolvent carriers and self-insured employers. • Boilers inspected 2,762 2,952 3,026 3,102 • Elevators inspected 4,588 4,769 4,888 5,010 • No Insurance awards issued 3,375 3,420 3,506 3,594 Agency Goals and Key Performance Measures: • Average annual cost (in dollars) of 6,043 6,112 6,265 6,422  Goal 1 - To ensure that workers' compensation claims are processed in a timely and efficient manner. • Warrants issued in payment of 14,252 16,139 16,543 16,957 Key Performance Measures • Workers compensation claims 152,817 156,637 Key Performance Measures 98 97 99 102 19,347 20,261 20,768 21,287 99 88 90 92 determinations issued • Percent of claims determined within 45 days • Workers compensation claimants FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5,347 5,920 6,068 6,220 117 96 98 101 1,250 1,441 1,477 1,514 223 258 265 272 96 165 169 173 problems resolved • Self insurance applications and renewals processed • Complaints received concerning  Goal 2 - To ensure that requests for hearing on workers compensation claims are heard in a timely and a cost effective manner. Key Performance Measures  Goal 6 - To administer oversight and review of operation of Industrial Commission to ensure that agency duties are conducted efficiently and effectively. 160,553 5 days • Employees average monthly wage FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Special Fund claims processed • Percent of claims processed within Key Performance Measures No Insurance awards FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 145,386  Goal 5 - To ensure that injury claims of Special Fund claimants are processed effectively and efficiently. non-insured workers compensation coverage by employers • Cases referred for outside collection FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Petitions for hearings received 8,208 8,746 8,965 9,189 • Awards issued 7,733 8,360 8,569 8,783 • Days between petitions received 119 123 126 129 • Pre-hearing settlements, awards 4,775 5,211 5,341 5,475 • Cases that result in a hearing 2,644 3,042 3,118 3,196 • OSHA cases referred for hearing  and awards issued issued  Goal 3 - To ensure that labor issues involving child labor and employee wages are resolved in a timely efficient manner. Key Performance Measures • Child Labor violations investigated Page 58 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 393 350 359 368 Industrial Commission of Arizona Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DEPARTMENT OF INSURANCE Charles R. Cohen, Director (602) 912-8400 IDA Agency Mission: To faithfully execute the state insurance laws in a manner that protects insurance consumers and encourages robust competition and economic development. Agency Description: The Department of Insurance monitors and promotes the financial safety and soundness of insurers transacting business in Arizona; administers receiverships of failed insurers and payment of certain claims by the Arizona guaranty funds; licenses and authorizes the transaction of insurance business by insurers, agents, brokers, and other insurance-related entities regulated under A.R.S. Title 20; develops and makes insurance-related information publicly available; protects insurance consumers against unfair and illegal market practices; assists consumers with insurance-related questions and problems; investigates cases involving fraudulent insurance claims; and, annually collects over $170 million in insurance premium taxes and other revenues that benefit the General Fund. • Average licensing time frames 149 125 125 125 • Percent of survey respondents 81.2 82.5 85.0 85.0 • Percent of survey respondents 68.9 75.0 75.0 80.0 days* required to render a decision on an insurer, reinsurer, service corporation, health care services organization, or prepaid health plan organization license application [*Licensing Time Frames days are the Overall Time Frame days, as defined in A.R.S. § 41-1072(2), minus the days that the Overall Time Frame is suspended in accordance with A.R.S. § 411074(B).] [**The Actual for FY2000 excludes a Prepaid Legal Insurer and a Life Care Provider license due to their shorter Overall Licensing Time Frames days of 60 days and 90 days, respectively.] indicating “satisfied” or better with professional licensing services indicating “satisfied” or better with insurer licensing services  Goal 3 - To make insurance-related information and assistance readily available to consumers. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures: • Average calendar days from date  Goal 1 - To oversee and promote the ability of authorized insurers to perform their financial obligations under insurance policies. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of survey respondents 1 0 0 0 98.0 99.0 99.5 100.0 receiverships • Percent of domestic insurers examined within statutory time frames  Goal 2 - To render efficient, effective, and high quality insurance licensing services and to restrict licenses to qualified candidates. Key Performance Measures • Average licensing time frames days* required to render a decision on a producer license application [*Licensing Time Frames days are the Overall Time Frame days, as defined in A.R.S. § 41-1072(2), minus the days that the Overall Time Frame is suspended in accordance with A.R.S. § 411074(B).] Inspection and Regulation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 33.1 25.0 18.0 3 3 3 88.0 88.0 90.0 90.0 NA 80.0 80.0 80.0 indicating "satisfied" or better with assistance rendered • Survey responses indicating • Number of new domestic NA request for assistance is received to date of first contact with requestor 15.0 "satisfied" or better with publications  Goal 4 - To detect, redress, and deter unfair and illegal practices prejudicial to insurance consumers. Key Performance Measures • Total restitution (in thousands of $) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 10,609.7 5,750.0 5,750.0 5,750.0 93.5 90.0 90.0 90.0 from assisted settlements • Average calendar days to complete an investigation after receipt of complaint warranting an investigation  Department of Insurance Page 59 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • New licenses, transferred licenses, AGENCY SUMMARY 10,563 10,985 11,425 11,882 1,149 1,172 1,195 1,219 82.7 82.9 83.2 83.4 and renewals issued DEPARTMENT OF LIQUOR LICENSES AND CONTROL Howard Adams, Director (602) 542-9021 • Special event licenses issued • Percent of customers who LLA responded to the survey reporting very good or excellent service  Goal 4 - To provide effective means of resolving contested cases and other disputed matters. Agency Mission: To protect the health, safety, and welfare of Arizona citizens by licensing the liquor industry and assuring compliance with state liquor laws through enforcement, training, and adjudication. Key Performance Measures Agency Description: • Licenses suspended The Department of Liquor Licenses and Control (DLLC) regulates all businesses dealing with spirituous liquor. The DLLC also accepts complaints, police reports, and civil violations regarding licensees. The DLLC investigates all allegations against licensees, whether criminal or civil, and in collaboration with the Attorney General's Office prosecutes before civil and criminal courts within the State. The DLLC meets on a regular basis with the Arizona Liquor Beverage Association, the Arizona Wholesale Beverage & Wine Association, Arizona Grocers Association, Arizona Hotel & Motel Association, and Arizona Restaurant Association and appears in their chapter meetings and functions, statewide. Finally the DLLC is responsive to all Arizona citizens who are served and affected by the licenses. • Percent of Licensees referred for a FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 51 56 62 68 1 1 1 1 972 1,118 1,286 1,479 16 18 18 18 hearing • Average dollar amount of fine consent agreements • Board meetings during the year  Goal 5 - To provide computer accessibility for all employees of the Department. Key Performance Measures • Days computer network was down FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 0 0 0 0  Agency Goals and Key Performance Measures:  Goal 1 - To conduct Routine Liquor Inspections and Investigations of as many licensed establishments as possible to ensure compliance with Arizona Liquor Laws, Rules, and Regulations. Key Performance Measures • Actionable police reports received FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 785 850 900 950 4,213 4,450 4,700 4,950 • Percent of investigations and 36 37 42 45 • Cost per investigation/routine 300 334 299 284 • Investigations and routine liquor inspections completed routine liquor inspections resulting in violations liquor inspection (in dollars)  Goal 2 - To ensure that licensees holding a restaurant license derive at least forty percent of their gross revenue from the sale of food by auditing their operations. Key Performance Measures • Percent of licensees audited in non- FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 68 75 80 85 3,077 3,500 3,700 3,900 compliance • Cost per audit (in dollars)  Goal 3 - To efficiently process documents received by licensing. Key Performance Measures • New applications and transfers FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,670 1,670 1,670 1,700 received. Page 60 Department of Liquor Licenses and Control Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - Provide consistent investigations of alleged statutory violations. BOARD OF MEDICAL EXAMINERS Key Performance Measures Claudia Foutz, Executive Director (480) 551-2790 MEA Agency Mission: To protect the public through the judicious licensing and regulation of physicians. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received (M.D.) 814 900 1,000 1,200 • Complaints received (P.A.) 17 25 25 30 • Cases forwarded to Board for 892 1,400 1,100 1,200 • Cases forwarded to Board for 18 25 25 25 • Cases referred to formal hearing 29 45 55 60 • Cases referred to formal hearing 3 4 5 7 • Percent of open investigations 52 10 5 2 • Percent of open investigations 11 2 1 1 adjudication (M.D.) Agency Description: adjudication (P.A.) The Board of Medical Examiners is a key regulator of the medical profession in the State of Arizona. In addition, the agency provides administrative support to the Joint Board on the Regulation of Physician Assistants. The agency processes licenses and monitors approximately 15,000 physicians, over 700 physician assistants, and handles more than 900 complaints each year. The two boards determine and administer disciplinary action in the event of proven violations of the practice acts. The agency responds to and provides information to approximately 45,000 requests for public information. In addition to providing protection to the public through disciplinary actions and licensing quality healthcare providers, furnishing accurate and timely information is the second most vital service the agency provides. (M.D.) (P.A.) greater than 12 months old (M.D.) greater than 12 months old (P.A.)  Goal 3 - Provide a regulatory process for timely and appropriate adjudication of complaints against licensees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures:  Goal 1 - Provide an efficient process for licensing qualified applicants. Key Performance Measures • Applications received (M.D.) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,207 1,328 1,461 • Applications received (P.A.) 185 235 250 288 • Licenses issued (M.D.) 944 1,054 1,159 1,275 • Licenses issued (P.A.- Permanent) 152 165 185 205 • Licenses issued (P.A.- Temporary) 54 70 80 92 • Applications denied (M.D.) 6 8 10 11 • Applications denied (P.A.) 0 2 2 2 NA Baseline 100 100 good or excellent services in 3 areas or more 116 120 123 • Cases resulting in disciplinary 4 4 4 4 • Board actions appealed to Superior 5 5 5 5 • Board actions upheld 1 2 2 2 • Board actions remanded 0 0 0 0 action by Board (P.A.) Court • Board actions overturned 0 0 0 0 • M.D. probationary cases referred to 10 18 20 24 • Percent of non-compliant cases 80 85 90 95 Board for non-compliance resulting in disciplinary action  Goal 4 - Provide a user-friendly informational network. Key Performance Measures • Percent of application requests sent 95 100 100 100 • Percent of applicants provided with 50 100 100 100 14,707 15,461 NA NA • Biennial renewals received (M.D.) NA NA 7,800 7,885 • Annual renewals received (P.A.) 807 820 835 852 • Annual renewals issued (M.D.). 14,457 15,000 NA NA • Biennial renewals issued (M.D.) NA NA 7,600 7,685 • Annual renewals issued (P.A.) 781 800 810 821 • Percent of CME audits completed 100 100 100 100 • Percent of CME audits completed 100 100 100 100 within 2 days deficiency reports within 30 days • Annual renewals received (M.D.) 97 action by Board (M.D.) 1,097 • Percent of applicants reporting very • Cases resulting in disciplinary within 5 days (M.D.) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Verifications processed by phone 6,192 5,570 5,200 4,750 • Percent of verifications processed 99 99 99 99 42,505 40,000 35,000 25,000 • Profiles provided by phone (P.A.) 187 150 100 75 • Profiles provided by fax or mail 735 650 550 450 • Profiles provided by fax or mail 81 25 15 10 • Profiles accessed on-line NA Baseline 25,000 35,000 • Public records request 624 700 750 or mail within 10 days • Profiles provided by phone (M.D.) (M.D.) (P.A.) 650 within 5 days (P.A.) Inspection and Regulation Board of Medical Examiners Page 63 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of requests processed 90 100 100 100 750 1,000 1,500 2,000 98 100 100 100 within 10 days • Public e-mails • Percent of initial public e-mail answered within 48 hours  Page 64 Board of Medical Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To promote public safety by identification, hazard assessment, prioritization, posting, and securing of dangerous abandoned mines. STATE MINE INSPECTOR Key Performance Measures Douglas K. Martin, Mine Inspector (602) 542-5971 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected MIA • Percent of State Inventoried for 7.75 8.30 8.85 9.40 To administer and enforce the Mining Code of the State of Arizona for the protection of life, health, and safety of the mine employees and the public in Arizona's active, inactive, and abandoned mines. • Number of Mines Inventoried 200 300 300 300 • Number of Mines Secured 18 53 55 45 • Public Complaint Investigations 12 24 25 25 Agency Description:  Goal 4 - To promote restoration of lands disturbed by mining to a safe and stable environmental condition. Abandoned Mines Agency Mission: The State Mine Inspector is a state-wide elected constitutional officer and the director of the Office of the State Mine Inspector. The Office of the State Mine Inspector was established by the Constitution of the State of Arizona, Article XIX. This agency enforces statutes, rules, and regulations applicable to mine safety, health, and land reclamation under ARS Title 27 Minerals, Oil and Gas and Arizona Adminstrative Code Title 11 - Mining. The agency inspects the health and safety conditions and practices at active mining operations; investigates mine accidents, employee, and public complaints; and conducts federally certified miner and instructor safety training. The agency administers $100 million in reclamation assurance bonds and enforces the Mined Land Reclamation laws, rules, and regulations for the restoration of disturbed lands to a safe and stable environmental condition. The agency promotes public safety regarding abandoned mines by "Stay Out Stay Alive" promotions, presentations, and publications; complaint investigations; mine owner ARS 27-318 compliance notifications; and identification, hazard assessment, prioritization, posting, and securing of safety hazards. Key Performance Measures • Properties regulated by the Mined FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 22 25 30 35 Land Reclamation Act  Goal 5 - To provide an efficient information technology system for the administrative, regulatory enforcement, and public records requirements of agency programs. Key Performance Measures • IT System Availability during FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 98 90 80 70 Business Hours (in percent)  Agency Goals and Key Performance Measures:  Goal 1 - To eliminate fatal accidents and reduce the number and severity of lost time accidents at Arizona mines, through health and safety inspections and enforcement of the mining code. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of Mandated Inspections 72 86 84 83 • Employee and Public Complaints 41 55 55 55 6 12 12 12 Completed Investigated • Abandoned Mine Land Owner Compliance Inspections  Goal 2 - To eliminate fatal accidents and reduce the number and severity of lost time accidents at Arizona mines through safety education and training of mine employees and contractors. Key Performance Measures • Number of miners & contractors FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3,065 4,000 4,500 4,500 trained Inspection and Regulation State Mine Inspector Page 65 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Average days to resolve complaints AGENCY SUMMARY NATUROPATHIC PHYSICIANS BOARD OF MEDICAL EXAMINERS John L. Brewer, Executive Director (602) 542-8242 • Complaints received against 961 120 120 3 5 5 5 unlicensed individuals NBA Agency Mission: To protect public health, safety, and welfare by regulating the practice of naturopathic medicine.  Goal 3 - To audit and inspect dispensing facilities of NMD physicians; their compliance with the annual continuing medical education requirement; and inspect NMD schools and training programs. Key Performance Measures Agency Description: The Board regulates NMD physicians who engage in the practice of naturopathic medicine, including certification of those in specialty practice; certifies NMD graduates to engage in internship, preceptorship, and postdoctoral training programs; certifies medical assistants; certifies naturopathic medical students to engage in clinical training programs; approves educational curriculums of naturopathic medical schools, clinical training programs, internships, preceptorships, and postdoctoral training programs in naturopathic medicine; certifies NMD physicians to dispense natural substances, medicines, and devices from their offices; and conducts investigations and hearings on complaints relating to medical incompetency and unprofessional conduct. Agency Goals and Key Performance Measures: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Estimate of percent of physicians 80 90 95 95 • Number of physicians disciplined 0 10 10 10 • Estimate of percent of physicians 95 95 95 95 • Number of physicians disciplined 0 1 5 5 • Number of physicians audited for 30 20 in compliance with dispensing requirements for failure to meet dispensing requirements in compliance with continuing medical education requirement for failure to meet continuing medical education requirements compliance continuing medical education compliance  Goal 1 - To efficiently process examination, license and certificate applications. Key Performance Measures 720 from prior Fys  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total Applications Received for 495 340 540 734 • Applications approved and licenses 495 340 540 734 • Average number of days to process 120 180 180 180 • Number of Individuals, Training 421 457 547 705 • Total Applicants for Examination 19 29 48 52 100 90 90 90 Examination, Licensure, and Certificates and certificates issued licensing applications Programs, and Facilities Licensed or Certified • Percent of applicants passing examinations  Goal 2 - To timely investigate and adjudicate complaints to protect the public from incompetent and unprofessional practitioners and report the unlawful practice of naturopathic medicine to county attorneys and the Office of the Attorney General. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received against 9 15 18 22 • Complaints resolved in same FY 5 15 18 22 • Disciplinary actions taken in same 1 15 18 22 • Average number of days to resolve 120 120 120 120 licensed or certified FY as complaint received complaints - same FY Inspection and Regulation Naturopathic Physicians Board of Medical Examiners Page 67 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF NURSING Jo Elizabeth Ridenour, Executive Director (602) 331-8111 BNA Agency Mission: To protect the public health, safety, and welfare through the safe and competent practice of nurses and nursing assistants. Agency Description: The State Board of Nursing protects the public by assuring that standards of practice are defined and that persons engaged in the practice of nursing are competent. It approves individuals for licensure, registration, and certification; approves educational programs for nurses and nursing assistants; investigates complaints concerning licensees and certificate holders compliance with the law; and determines and administers disciplinary actions in the event of proven violations of the Nurse Practice Act. Agency Goals and Key Performance Measures:  Goal 1 - To produce policies and procedures that standardize essential Board decisions and Agency staff functions. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Guidelines developed to improve 4 4 5 5 • Mechanism developed to evaluate 1 1 1 1 decision-making process to prevent public harm and ensure continued competency of licensees  Inspection and Regulation Board of Nursing Page 49 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To ensure that licenses and certificates are granted to competent individuals with high standards of professional and ethical conduct. BOARD OF EXAMINERS OF NURSING CARE INSTITUTION ADMINISTRATORS Key Performance Measures Frances Goetzinger Amendt, Executive Director (602) 542-8156 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NCA • Disciplinary actions Agency Mission: To protect residents of skilled and intermediate care nursing institutions and assisted living facilities by ensuring the administrators and managers meet educational and training qualifications. 17 28 80 85 • Applications filed (Assisted Living 625 650 650 650 • Applications and certifications 480 525 550 550 75 60 60 60 Facility Managers and Nursing Care Institution Administrators) issued • Average days to issue certificate or Agency Description: license The Board licenses nursing home administrators and certifies assisted living facility managers. Continuing education is prescribed by law for both groups. The Board approves continuing education and ensures that required hours are met. Complaints are investigated as they are received from members of the public or the Department of Health Services. Appropriate disciplinary action is recommended and enforced.  Agency Goals and Key Performance Measures:  Goal 1 - To strengthen education and continuing education requirements for nursing care institution administrators. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints concerning quality of 9 4 5 5 • Complaints from the Department 3 5 3 3 care and ethical issues of Health Services regarding substandard quality of care and immediate jeopardy to residents  Goal 2 - To rapidly investigate complaints and provide enforcement to protect the public from incompetent services and unprofessional and unethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints (Assisted Living 66 156 176 • Disciplinary actions 17 28 80 85 • Complaints resolved 22 35 96 105 120 180 90 90 • Investigations conducted 22 35 96 105 • Percent of investigations resulting 77 80 83 81 2 5 9 12 120 180 90 90 196 Facility Managers and Nursing Care Institution Administrators) • Average number of days per investigation from start to final adjudication in disciplinary or enforcement action • Licenses revoked or suspended • Average number of days from receipt of complaint to resolution Page 68 miners of Nursing Care Institution Administrators and Adult Care Ho Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Complaints that violate statutes or AGENCY SUMMARY 1 4 9 10 • Percent of disciplinary or 20 57 64 59 • Percent of complaints resolved 80 86 86 82 rules BOARD OF OCCUPATIONAL THERAPY EXAMINERS Cedes Bruno, Executive Director (602) 589-8352 enforcement actions OTA within 120 days  Agency Mission: To assure the public's health, safety, and welfare by licensing and regulating individuals who provide occupational therapy services. Agency Description: The Board of Occupational Therapy Examiners is a regulatory board which issues and renews bi-annually approximately 1,500 licenses for the occupational therapy profession. By law, the Board requires that each applicant meet minimum standards of education, experience, and competency. The Board also receives and investigates complaints, takes appropriate disciplinary action, and responds to inquires from consumers as to the license status of individual occupational therapy professionals. Agency Goals and Key Performance Measures:  Goal 1 - To ensure qualified applicants are issued an initial license in 60 days. Key Performance Measures • Applications received FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,038 425 1,200 580 • Percent of licenses issued within 10 100 100 100 100 • Initial licenses issued within 10 179 150 160 155 • Average time in calendar days from 31 31 31 31 • Percent of applicants/licensees 95 99 98 98 days of approval calendar days of approval receipt of the completed application to issuance or denial of licensure reporting very good or excellent service  Goal 2 - To assure license renewal applicants complete required continuing education within their licensure period. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Licenses received for renewal 859 275 1,040 425 • Application received in full 859 275 1,040 425 • Percent of applications in full 100 100 100 100 • Number of continuing education 859 275 1,040 425 compliance and approved within sixty days compliance inspection conducted  Goal 3 - To investigate violations of the statute and rules and resolve issues within 120 days. Key Performance Measures • Complaints received Inspection and Regulation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5 7 14 17 Board of Occupational Therapy Examiners Page 71 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To provide accurate information and programs to stakeholders, including but not limited to: citizens, licensees, health care organizations, and other governmental bodies. BOARD OF OPTOMETRY Key Performance Measures Jack Confer, Executive Director (602) 542-8155 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected OBA • Total number of consumer NA 1,150 750 750 questions and concerns Agency Mission: To protect the health, safety, and welfare of Arizona citizens by regulating and achieving the highest standards in the optometry profession. • Totoal number of new applications 53 50 50 50 • Total number of new applications NA 676 700 730 55 55 50 50 and renewals completed in less than 60 days Agency Description: • Total number of new applicant The Arizona State Board of Optometry examines, licenses, and regulates the profession of Optometric Doctors (ODs). In addition, the Board registers and regulates out-of-state contact lens dispensers. The Board investigates complaints alleging violations of the Optometric Practice Act and takes administrative regulatory action when violations are found. Currently there are approximately 700 professionals licensed to practice in the state. examinations  Goal 4 - To ensure agency policies and procedures are effective and efficient. (Including testing, renewal, initial licensing, and certificates of special qualification) Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures:  Goal 1 - To ensure that licenses are only granted and renewed to competent individuals with high standards of professional and ethical conduct. Key Performance Measures • Percent increase in automation of • Prompt response to renewal FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • New licenses issued 42 30 30 30 • Percent of applicants receiving 80 80 75 80 • License applications received 54 65 50 50 676 700 720 750 • Average time, in calendar days, 45 45 40 35 • Average number of days from 30 60 50 30 NA 2 0 0 0 50 50 100 NA 100 100 100 agency applications with deficiencies (percent)  licensure • Licenses/renewals issued from receipt of completed application to issuance or denial of certificate or license exam to license issuance • Total number of license applications denied  Goal 2 - To effectively investigate and adjudicate complaints pursuant to statutes and rules. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total number of complaints 56 72 80 100 • Total number of complaints 72 80 80 80 • Average number of days from NA 100 90 90 • Percent of complaints processed NA 10 10 10 • Average time, in calendar days, per NA 125 90 60 received resolved receipt of complaint to resolution resulting in a letter of concern investigation from start to final adjudication Inspection and Regulation Board of Optometry Page 69 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF OSTEOPATHIC EXAMINERS • Request for information received NA 15,000 15,000 15,000 • License verification information NA 15,000 15,000 15,000 2 1 1 1 • Percent of verifications prepared 100 100 100 100 • Percent of verifications mailed 100 100 100 100 provided • Average number of days to provided information Ann Marie Berger, Executive Director (480) 657-7703 OSA Agency Mission: with no errors within 3 days of receipt of request for information To protect the public health and safety of both citizens and visitors to the state of Arizona through the efficient and effective regulation of the practitioners and practice of osteopathic medicine and surgery in the state.  Agency Description: The Board of Osteopathic Examiners in Medicine and Surgery licenses and regulates osteopathic physicians in the State of Arizona. The Board serves approximately 1,600 professionals licensed to practice in Arizona as well as all Arizona citizens and visitors to Arizona who receive these professional services. The Board is made up of seven members appointed by the Governor for five-year terms. Agency Goals and Key Performance Measures:  Goal 1 - To issue and renew licenses promptly to those applicants determined to be eligible based on their accurate and complete application and demonstration of the required standards of education, knowledge, and competency while ensuring that the health, welfare and safety of the public is protected. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received/processed 112 120 120 120 • Licenses granted 114 115 115 115 1 5 5 5 65 65 65 65 • Renewals received/processed 1,596 1,650 1,675 1,700 • Renewed licenses 1,596 1,650 1,675 1,700 15 15 15 15 • Licenses denied • Days to process license applications • Days to process renewals  Goal 2 - To timely investigate and adjudicate complaints to protect the public from incompetent, unprofessional, and/or unethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received 160 250 250 250 • Complaints resolved 275 250 250 250 • Disciplinary Action taken • Average number of days to resolution 18 22 25 25 205 180 180 180  Goal 3 - To provide public information and verifications on licensees upon request in a timely and accurate manner. Key Performance Measures Page 70 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Board of Osteopathic Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY • Total number of complaints 76 120 120 120 • Total number of investigations 73 80 80 80 • Number of licenses revoked or 6 1 1 1 received BOARD OF PHARMACY conducted L. A. Lloyd, Executive Director (623) 463-2727 PMA suspended  Agency Mission: To protect the public health, safety, and welfare relevant to the dispensing, sale, storage, manufacturing, repackaging, and distribution of controlled substances, prescription and nonprescription medications, poisons, and related hazardous substances. Agency Description: The Board is responsible for establishing and enforcing quality standards necessary for the licensure of pharmacists and the issuing of permits to drug manufacturers, wholesalers, repackagers, pharmacies, and non-pharmacy retail outlets. The Board enforces and observes voluntary compliance with the established standards, both state and federal, through education of its licensees and the public on the proper distribution and use of approved medications. Agency Goals and Key Performance Measures:  Goal 1 - To ensure that licenses are granted only to competent applicants with high standard of professional and ethical conduct. Key Performance Measures • Disciplinary actions/100 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1.00 1.00 1.00 1.00 • Complaints per 100 practitioners 0.1 0.1 0.1 0.1 • Continuing education seminars 30 30 30 30 2,183 3,047 3,047 3,047 Registered Pharmacists (RPH) conducted for pharmacists • Total number of inspections conducted  Goal 2 - To expedite licensing of qualified applicants. Key Performance Measures • Average days from receipt to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5 5 5 5 200 200 200 200 8,225 8,500 8,500 8,500 11,348 12,000 12,000 12,000 issuance of license • Average cost to client of application processed (dollars) • Total number licenses/renewals issued • Total number individuals or facilities licensed  Goal 3 - To investigate complaints and provide enforcement. Key Performance Measures • Disciplinary actions • Average days from receipt of FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 22 16 16 16 100 120 120 120 complaint to resolution Inspection and Regulation Board of Pharmacy Page 73 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF PHYSICAL THERAPY EXAMINERS Dolores C De Baca, Executive Director (602) 542-8157 PTA Agency Mission: To license applicants for physical therapy practitioners and to uphold the standards prescribed by statute to protect the health of the public. Agency Description: The State Board of Physical Therapy licenses qualified physical therapists and certifies physical therapist assistants, investigates complaints, holds hearings, and enforces the standards of practice for the physical therapy profession. The Board serves approximately 3,011 professionals licensed and certified to practice in the state, as well as all Arizona citizens who receive these professional services. Agency Goals and Key Performance Measures:  Goal 1 - To efficiently process the license applications of Physical Therapists and Physical Therapy Assistants to determine whether the Board's statutory and rule requirements have been met. Key Performance Measures • Permanent certificates issued • Permanent licenses issued FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 61 50 50 50 233 300 250 250  Goal 2 - To timely investigate complaints and provide enforcement to protect the public from incompetent services and unprofessional and unethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received 10 15 15 15 • Complaints resolved 12 15 15 15 5 6 6 6 • Disciplinary action taken  Goal 3 - To provide the highest quality customer service on all requests for information and license verifications. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of written license requests 100 100 100 100 • Percent of telephone calls for 100 100 100 100 processed within one day of receipt information satisfied the same day received  Inspection and Regulation Board of Physical Therapy Examiners Page 75 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF PODIATRY EXAMINERS Linda A. Wells, Executive Director (602) 542-3095 POA Agency Mission: To protect the health, safety, and welfare of the citizens of Arizona by regulating and maintaining standards of practice in the field of podiatric medicine. Agency Description: The Board licenses and regulates Doctors of Podiatric medicine. The Board evaluates the professional competency of podiatrists seeking to be licensed in the State of Arizona and promotes continued competency and fitness by investigating complaints. In addition, the Board holds hearings, monitors activities, and enforces the standards of practice for the podiatric profession. Agency Goals and Key Performance Measures:  Goal 1 - To ensure that licenses are granted and renewed to competent physicians with high standards of professional and ethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Examination applications received 28 36 36 36 • Licenses issued 21 21 21 21 • Average number of days from 130 130 130 130 • Dispensing registrations received 157 151 151 151 • Dispensing registrations issued 159 151 151 151 receipt of application to grant of license  Goal 2 - To timely investigate complaints and provide enforcement to protect the public from incompetent services, and to provide favorable service from the Board. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints received 22 29 30 30 • Investigations concluded 22 29 30 30 • Average number of days from 90 90 90 90 • Percent of complaints indicating 97 97 97 97 2 4 3 3 receipt of complaint to resolution favorable service • Disciplinary actions taken  Page 74 Board of Podiatry Examiners Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To maintain accurate customer accounts and billing and ensure bills are mailed on time. POWER AUTHORITY Key Performance Measures Joseph W. Mulholland, Executive Director (602) 542-4263 PAA Agency Mission: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Bills mailed after 10th day of month 0 0 0 0 • Billing errors 0 0 0 0  To be an active leader in managing electric resources in a safe and environmentally prudent manner and to provide active representation on behalf of the state of Arizona at federal, state, and local forums on issues that impact the public power community as a whole and issues that specifically involve Arizona and the Authority’s power resources. Agency Description: Established in 1944, the Arizona Power Authority (APA) manages Arizona’s allocation of hydroelectric power from the Hoover Dam for the overall benefit of the state. The APA cooperates with federal, state, and non-governmental agencies to address regulatory, environmental, and other matters that impact electric power and water uses of the Colorado river. In addition, the APA serves as an information resource for its customers on topics which impact their electric resources and the utilization of these resources. The Authority may also pursue generation and/or transmission projects that are within the APA’s legislative mandate and in the best interest of the state of Arizona. The Authority is fully self funding and receives no appropriated funds. Agency Goals and Key Performance Measures:  Goal 1 - To control and reduce the cost of power from Hoover Dam. Key Performance Measures • Hoover annual revenue FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 44,333 47,714 49,585 50,983 requirements (in thousands)  Goal 2 - To control and reduce the costs of the transmission system used for the delivery of Hoover Dam power. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Cost of Intertie Transmission 12.00 12.00 12.00 12.00 • Cost of Parker-Davis Transmission 12.96 12.96 12.96 12.96 ($/kW-year) ($/kW-year)  Goal 3 - To ensure the Power Authority and its customers are not adversely affected by and have the opportunity to compete following electric industry deregulation. Key Performance Measures • Customers purchasing power from FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 31 31 31 31 Arizona Power Authority Page 72 Power Authority Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY STATE BOARD FOR PRIVATE POSTSECONDARY EDUCATION Teri Candelaria, Executive Director (602) 542-5709 PVA Agency Mission: To protect the health, safety, and welfare of Arizona citizens by regulating private postsecondary educational institutions and providing services to their students. Agency Description: The Board licenses and regulates approximately 118 private postsecondary educational institutions, serving approximately 95,200 students annually. The Board acts on license applications, determines compliance, investigates complaints and violations, and takes disciplinary action. The Board also administers the Student Tuition Recovery Fund, which provides financial restitution to students injured by private postsecondary institutional closures and provides students access to their educational records. Agency Goals and Key Performance Measures:  Goal 1 - To maintain quality and efficiect service to expading base of licensees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of institutions licensed 118 135 147 147 • Average number of days to process 120 120 90 90 • Total number of students enrolled 95,200 98,000 100,000 100,000 • Number of Supplemental License 144 150 160 160 • Average number of days to process 30 20 20 20 • Number of inspections conducted 30 45 100 100 new school applications Applications Received supplemental applications  Goal 2 - To timely investigate student/consumer complaints and adjudicate the complaints to protect the public. Key Performance Measures • Number of student complaints filed FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 29 35 40 40 120 120 90 90 • Number of consumer complaints 15 25 30 30 • Average number of days until 90 90 60 60 • Average number of days until resolution of student complaints filed resolution of consumer complaint  Page 76 State Board For Private Post-secondary Education Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF PSYCHOLOGIST EXAMINERS • Percent of licensees in compliance NA 100 NA 100 • Disciplinary actions taken for non- NA 0 NA 0 with continuing education requirements compliance Maxine McCarthy, Executive Director (602) 542-8162 SYA  Agency Mission: To protect the health, safety, and welfare of Arizona citizens by regulating the psychology profession. Agency Description: The State Board of Psychologist Examiners examines and licenses professionals to practice in the field of psychology. The Board also accepts complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board serves approximately 1,600 professionals licensed to practice in the state, as well as all Arizona citizens who receive these professional services. Agency Goals and Key Performance Measures:  Goal 1 - To protect the public from incompetent practitioners by efficiently processing the license applications of psychologists to determine if the Board's statutory and rule requirements have been met. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received 86 100 100 120 • New licenses issued 61 70 70 84 • Average number of days to process 45 45 45 45 1,595 1,665 1,735 1,819 NA 1,665 NA 1,819 applications • Total licensees • Total renewals issued  Goal 2 - To protect the public from incompetent services and unprofessional and unethical conduct timely by investigating and adjudicating complaints against psychologists. Key Performance Measures • Complaints received • Complaints resolved FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 28 30 30 30 23 30 30 30 92.0 90.0 90.0 90.0 • Licensees with one complaint 26 28 28 28 • Licensees with more than one 2 2 2 2 • Disciplinary actions taken 1 4 4 4 • Average number of days to resolve a complaint during the fiscal year complaint during the fiscal year  Goal 3 - To protect the public through implementation of a program of continuing education to ensure the licensees are kept apprised of current standards of practice. Key Performance Measures • Licenses audited Inspection and Regulation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 50 NA 55 Board of Psychologist Examiners Page 83 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To enhance the Department's computer system and its data bases to provide information required by staff to effectively regulate the racing industry. DEPARTMENT OF RACING Key Performance Measures Jim Higginbottom, Director (602) 277-1704 RCA • Average monthly computer section To regulate and supervise pari-mutuel racing and wagering conducted in Arizona in order to protect racing participants and the wagering public. 25 25 25 • Percent of work orders completed 100 100 100 100 • Percent of field & office locations 95 95 95 95 • Percent of employees receiving 70 75 75 75 • Percent of pertinent current 95 99 99 99 on time with access to Arizona Racing License Information System data base Agency Description: The Department of Racing regulates the Arizona pari-mutuel horse and greyhound racing industry. The Department oversees and supervises all commercial horse, greyhound, and county fair meetings; licenses all participants; collects state revenues generated by race meetings; promotes and encourages the breeding of horses and greyhounds in the state; and enforces laws and rules related to racing and wagering to protect industry participants and the public. The Department also collects revenues for the State Boxing Commission. systems & software training information available to all users at all times  Goal 4 - To comply with requirements mandated to state agencies by statutes/rules and enforced by Department of Administration or other appropriate authority. Agency Goals and Key Performance Measures:  Goal 1 - To monitor business of regulated industry, identify trends affecting industry, and make information available to Governor and legislative leadership, industry, public, and others. • Average hourly incoming phone 26 work orders Agency Mission: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 16 16 16 Key Performance Measures • Percent of documents (deposits & FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 99 99 99 99 claims) processed without error  16 calls  Goal 2 - To effectively regulate and supervise racing at racetracks, while expanding oversight of wagering at off-track locations and enhancing pari-mutuel auditing activities. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Year round small county sites 28/28 30/30 30/30 30/30 • Year round Maricopa & Pima 42/42 45/45 45/45 45/45 • Quarterly totalizator systems audits 16/20 16/16 16/16 16/16 • Distribution of total audits of 1,937 1,979 1,988 1,989 • Percent of incidents reported 100 100 100 100 inspected 2 or more times annually/all year round small county OTB sites county sites inspected quarterly/all year round Maricopa & Pima county sites at Commercial race tracks resulting in 100% compliance/total audits permittee daily reports verifying 100% compliance with statutes and/or patron complaints to Department determined to have been handled properly pursuant to Arizona rules • Positive animal drug tests/all drug 58/16,779 50/17,444 57/17,616 60/17,636 tests • Percent of licensees satisfied Page 78 93 95 95 95 Department of Racing Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Drinking water and mining water AGENCY SUMMARY 110 100 110 110 • Federal Government Exercises 1 2 1 1 • Other State Exercises 2 3 2 2 32 30 30 30 939 1,200 1,300 1,300 samples RADIATION REGULATORY AGENCY Aubrey Godwin, Director 602(255) 484-5223 AEA Agency Mission: • Industrial laser facilities inspected • X-ray registrants inspected  Goal 3 - To improve efficiency and effectiveness of Agency programs. To protect the health and safety of the citizens of the State of Arizona from unnecessary radiation exposure from all natural and/or man-made sources. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Description: • Percent of x-ray tubes inspected on The Arizona Radiation Regulatory Agency provides protection from unnecessary radiation exposure through inspection of radiation sources and their uses, effective response to radiological incidents, environmental sampling, and certification of those who operate X-ray equipment. 98.0 • Average days to process 28 27 27 27 • Average days to process non- 25 25 25 25  Goal 4 - To increase public awareness in order to achieve responsible public radiation safety awareness. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 9,718 10,010 10,310 10,619 • Percent of x-ray tubes inspected 22 22 22 26 • Non-ionizing radiation licenses 452 490 520 550 29 33 31 29 317 320 325 330 • Percent of radioactive material 55 56 57 58 • Percent of total licensees with 12 12 12 12 • Radiation Incidents/Accidents 14 16 16 16 • Average time in calendar days from 130 130 115 115 • Percent of investigations resulting 100 100 100 100 • Number of licenses revoked or 2 3 5 5 • Total number of investigations 43 45 45 45 • Total number complaints received 15 24 30 37 • Average time in calendar days per 160 155 145 145 • Percent of non-ionizing radiation 97.0 ionizing radiation applications  Goal 1 - To identify, regulate, monitor, and respond to potential radiation hazards. • X-ray tubes registered 96.0 radioactive material applications Agency Goals and Key Performance Measures: Key Performance Measures 96.0 time Key Performance Measures • Distribute Agency regulatory FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2 4 4 4 information  licensees inspected • Radioactive material licenses licensees inspected disciplinary action (Except PVNGS) receipt of complaint to resolution in disciplinary or enforcement action suspended conducted investigation from start to final adjudication  Goal 2 - To support the federal, state, and local agency programs involving radiation sources or exposure with Agency expertise. Key Performance Measures Page 44 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Radiation Regulatory Agency Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 5 - To provide accurate and timely accounting services. DEPARTMENT OF REAL ESTATE Jerry Holt, Commissioner 602(468) 141-4135 Key Performance Measures REA Agency Mission: • Percent of claims approved and 100 100 100 100 • Percent of travel claims paid within 100 100 100 100 processed within 30 days 10 days of submission To safeguard and promote the public interest through timely and capable assistance, fair and balanced regulation, and sound and effective education.  Goal 6 - To implement and maintain an internal training program which encompasses ethics, sexual harassment, and Departmental procedures. Agency Description: Key Performance Measures Under A.R.S. Title 32, Chapter 20 and Arizona Administrative Code Title 4, Chapter 28, the Department regulates real estate, cemetery, and membership camping licensees, including the approval and monitoring of pre-licensing and continuing education courses to ensure the quality content of courses and the competence of instructors, as well as the quality and timeliness of materials being taught. The Department oversees the activities of licensees, investigates complaints against licensees and land developers, and participates in administrative hearings pertaining to their conduct. The Department regulates the sale of subdivided and certain unsubdivided lands, timeshares, condominiums, membership campgrounds, and cemeteries. The Department also administers a recovery assistance program available to persons who have sustained out-of-pocket losses and have obtained an otherwise uncollectible money judgement against a licensee for conduct violating statutory duty. 1 NA 1 NA on-line licensing application • Percent of surveys indicating good FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 98.6 99.0 99.0 99.0 Inspection and Regulation 100 100 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 83 85 85 85 Key Performance Measures • Public assistance requests FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,389 1,400 1,400 1,400 completed  Goal 9 - To implement and maintain the GITA aproved data replacement schedule. Key Performance Measures • Percent of outdated data equipment FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 25 20 20 20 replaced Key Performance Measures • Average days from receipt to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 12.2 5.0 3.0 3.0  Goal 11 - To improve the quality of class offerings and instructors by monitoring and auditing more classes.  Goal 4 - To ensure that all program needs are met without exceeding the budgetary limitations. • Percent of budget utilized 100 approval of course to excellent service Key Performance Measures 100  Goal 10 - To review and approve new courses quickly and efficiently.  Goal 3 - To continuously improve upon customer service. Key Performance Measures • Percent of training requirements  Goal 8 - To assist the public by providing timely assistance and answers to real estate related issues. 1 100 100 call. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 100 • Percent of calls finalized on first  Goal 2 - To improve customer service by making the licensing process available via the internet. • Finish development and implement 100 Key Performance Measures printed Key Performance Measures 100  Goal 7 - To handle as many customer service inquiries as possible without transferring them to other divisions. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 • Percent of new employees that reviewed and updated for all current employees  Goal 1 - To print and distribute the Department's Real Estate Bulletin. • Number of editions of bulletin FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected complete DOA required training within six months of hire date Agency Goals and Key Performance Measures: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 99.5 99.0 99.0 99.0 Key Performance Measures • Classes monitored Department of Real Estate FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 181 275 280 280 Page 79 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Instructor development workshops 0 2 2 2 • Average days from receipt to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 4.9 3.0 3.0 3.0 44,136 50,000 50,000 50,000  Goal 13 - To provide better customer service to licensees. Key Performance Measures • Percent of licensing telephone calls FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 70 80 80 80 handled in person not going to voice mail • Percent of licensing surveys indicating good to excellent service 98.7 95.0 95.0 95.0 25 25 Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total number of licenses revoked 57 60 60 60 • Percent of licensees with 0.3 0.3 0.3 0.3 or suspended disciplinary action  Goal 19 - To maintain the timeliness of the investigative process. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total complaints received 342 400 400 400 • 112 120 120 120 Average calendar days from receipt of complaint to resolution  Goal 20 - To issue timely public reports.  Goal 14 - To audit and document brokers' compliance with timely maintenance of legally required records. Key Performance Measures 25  Goal 18 - To maintain a firm but fair enforcement policy. issuance of license • Total applications received 26 collection  Goal 12 - To create and maintain procedures to process and print a license in an efficient and timely manner. Key Performance Measures • Number of cases referred for Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Applications received FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,958 2,000 2,000 2,000 10 10 10 • Percent of brokers audited per year 13.7 15.0 17.5 21.5 • Number of working days to issue 12 • Percent of surveys indicating good 100 99.0 99.0 99.0 • Number of working days to issue 34 32 30 30 98.1 99.0 99.0 99.0 (Fiscal 03 projection based on addition of requested auditor) to excellent service • Percent of cases referred for good to excellent service FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 52.0 60.0 60.0 60.0 prosecution that result in consent orders  Goal 21 - To efficiently serve the public interest by administering the Real Estate Recovery Fund. Key Performance Measures • Number of cases initially reviewed  Goal 16 - To coordinate and facilitate the Department's administrative hearings. Key Performance Measures public reports for improved lot subdivision • Percent of applicants reporting  Goal 15 - To reduce the hearing caseload through viable alternatives to the hearing process. Key Performance Measures deficiency letter on improved lot subdivision applications • Number of cases reviewed for FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 17 40 40 40 5 20 20 20 payment FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of notices issued same or 100 100 100 100 • Percent of notices served within 10 94.0 95.0 95.0 95.0  next day days  Goal 17 - To monitor and enforce compliance with ordered or stipulated terms or provisions. Key Performance Measures • Number of cases reviewed • Number of cases referred the FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 111 80 80 80 1 2 2 2 Attorney General's Office for further action Page 80 Department of Real Estate Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY REGISTRAR OF CONTRACTORS Michael Goldwater, Director (602) 542-1525 RGA Agency Mission: To promote quality construction by Arizona contractors through a licensing and regulatory system designed to protect the health, safety, and welfare of the public. Agency Description: The agency licenses and regulates residential and commercial contractors and investigates and resolves complaints against licensed and unlicensed contractors. It administers the Residential Contractors Recovery Fund, designed to reimburse residential property owners for improper workmanship by licensed residential contractors. Agency Goals and Key Performance Measures:  Goal 1 - To ensure quality service to internal and external consumers. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of external customer 72 76 80 80 • Percent of internal customer 84 85 85 85 surveys indicating excellent service surveys indicating excellent service  Inspection and Regulation Registrar of Contractors Page 81 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY RESIDENTIAL UTILITY CONSUMER OFFICE Lindy Funkhouser, Director (602) 200-3348 UOA Agency Mission: To obtain the lowest reasonable utility rates for residential consumers by advocating on their behalf in regulatory proceedings involving public service corporations, except member-owned nonprofit cooperative corporations, before the Corporation Commission. Agency Description: The Residential Utility Consumer Office (RUCO) examines rate cases presented to the Corporation Commission and determines in which cases to intervene. The technical and legal staff, as well as expert consultants, research, study, and analyze these rate cases. They determine a reasonable position for residential ratepayers and earnestly advocate that position using all judicial avenues available. Agency Goals and Key Performance Measures:  Goal 1 - To perform preliminary analyses of all pertinent cases filed at the Arizona Corporation Commission to determine the necessity of our intervention. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Cases of preliminary analysis 90 100 105 115 • RUCO interventions 13 12 12 14  Goal 2 - To secure for residential utility ratepayers the lowest reasonable rates. Key Performance Measures • Number of utility rate hearings FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 8 8 8 10 • Average rate increase requested by 5.1 210.0 6.0 6.0 • Average rate increase 0.8 30.0 1.8 1.8 • Average rate increase approved 3.1 60.0 3.4 3.0 utilities (millions) recommended by RUCO (millions) (millions)  Goal 3 - To protect residential consumer interests in matters involving competitive issues before the Arizona Corporation Commission. Key Performance Measures • RUCO interventions in cases FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 4 6 6 6 involving competitive issues  Inspection and Regulation Residential Utility Consumer Office Page 85 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent Licensees with disciplinary AGENCY SUMMARY 3 3 3 3 action BOARD OF RESPIRATORY CARE EXAMINERS Mary Hauf Martin, Executive Director (602) 542-5995  RBA Agency Mission: To exercise State regulatory authority over respiratory care practitioners by granting licenses; maintaining public records for all practitioners within Arizona; and enforcing rules and statutes to ensure the public health, welfare, and safety. Agency Description: The Board of Respiratory Care Examiners licenses respiratory care practitioners based on minimum competency standards set by the Legislature and regulates the practice of respiratory care in Arizona by enforcing the state laws, rules, and regulations to protect the public. Agency Goals and Key Performance Measures:  Goal 1 - To process license and renewal applications in a timely, accurate manner. Key Performance Measures • New licenses issued, temporary FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 359 380 390 390 1,127 1,232 1,235 1,235 1 1 1 1 1,187 1,200 1,250 1,250 • Total number applications received 300 330 335 335 • Percent of applicants or license NA 90 90 90 licenses renewed • Renewals • Average days from receipt to granting a temporary license • Total license re- applications/renewals issued holders reporting very good or excellent service  Goal 2 - To fairly and consistently complete the initial stages of an investigation of alleged unprofessional conduct within thirty days of receipt of the allegation. Key Performance Measures • Complaints received FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 114 116 118 120 • Average days from receipt of 58 60 60 60 • Average monthly backlog of 1 1 1 1 • Average number of days per 58 60 60 60 • Number of licenses revoked or 14 15 15 15 • Total number of investigations 109 110 110 110 45 45 45 45 complaint to resolution complaints not yet resolved investigation from start to final adjudication suspended conducted • Percent of investigations resulting in disciplinary or enforcement action Inspection and Regulation Board of Respiratory Care Examiners Page 77 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To protect and maximize the safety of the general public through effective investigation of consumer and Commission generated complaints. STRUCTURAL PEST CONTROL COMMISSION Key Performance Measures Jerome Davis, Executive Director (Acting) (602) 255-3664 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected SBA • Total investigations conducted 972 950 950 950 • Investigations resulting in 43 50 50 50 • Percent of investigations resulting 5.8 6.0 6.0 6.0 Agency Description: • Average number of calender days 146 90 90 90 The Structural Pest Control Commission (SPCC) licenses and regulates professional pest control companies and conducts examinations of applicators of structural pesticides. • Total number of licenses revoked 5 6 6 6 • Percent of licensees with 5.5 6.0 6.0 6.0 • Total consumer and Commission 157 160 160 160 64 45 45 45 Agency Mission: To advocate, through certification, education, and enforcement, the safe application of pest control technologies that benefit the citizens of Arizona. convictions in disciplinary enforcement actions per investigation from start to final adjudication or suspended Agency Goals and Key Performance Measures:  Goal 1 - To provide accurate and efficient service to prospective licensees and certified applicators in obtaining and maintaining credentials. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected disciplinary action generated complaints • Average calendar days from receipt of complaint to resolution  • Total applications received 7,271 7,500 7,500 7,500 43 30 30 30 • Licenses issued 157 175 175 175 • Renewals issued 851 900 900 900 • Total individuals or facilities 6,357 6,500 6,500 6,500 • Certified applicators renewed 4,142 5,000 5,000 5,000 95 96 97 98 • Average calendar days from receipt of completed application to issuance or denial of certification licensed • Percent of applicants or license holders reporting very good or excellent service  Goal 2 - To provide continuous quality education to the current and future industry members through Structural Pest Control Commission presented or approved programs. Key Performance Measures • Hours of Commission ordered FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 140 150 160 160 additional training  Goal 3 - To progressively increase the monitoring of pesticide applications to assure proportionate efforts across all categories of licensure. Key Performance Measures • Total inspections conducted • Pretreatments monitored Page 82 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,405 1,600 1,600 1,600 964 1,200 1,200 1,200 Structural Pest Control Commission Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY BOARD OF TECHNICAL REGISTRATION  Goal 3 - To rapidly and accurately respond to requests for information relating to registration. Key Performance Measures Ronald W. Dalrymple, Executive Director (602) 255-4053 TEA • Percent of persons grading 100 100 100 100 20,000 20,000 20,000 20,000 response to request for information as good or better Agency Mission: To provide for the safety, health, and welfare of the public through promulgation and enforcement of standards of qualification for those individuals licensed and seeking licenses pursuant to the statutes governing the practice of architecture, assaying, engineering, geology, home inspection, landscape architecture, and land surveying. To certify Remediation Specialists under the Greenfield program. • Number of information requests Agency Description: • Percent of complainants grading  Goal 4 - To actively investigate all instances of possible illegal conduct related to professional practice. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 99 99 99 99 • Percent of complaints resolved by 98.6 98.6 98.6 98.6 • Number of investigations completed • Number of complaints received 219 220 260 260 184 184 224 224 • Average time in calendar days from 370 250 200 180 complaint processing as good or higher The agency's duties are to screen applicants; adopt and administer qualifying examinations as needed to determine whether minimum standards for registration or certification have been satisfied; to enforce professional practice standards for registrants and certificate holders; and to enforce statutes relating to unlicensed practice. informal methods Agency Goals and Key Performance Measures: receipt of complaint to resolution  Goal 1 - To rapidly and accurately process applications for registration. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of denial decisions 100 100 100 100 • Percent of new registrants grading 100 100 100 100 • Percent of applications transmitted 100 100 100 100 • Applications processed 1,861 2,012 2,412 2,362 • Applications received 1,861 2,012 2,412 2,362 90 90 90 90 accepted without appeal by applicants as satisfactory application processing as good or better to Board Members for action within five days of receipt of last needed item • Average number of days to process an application  Goal 2 - To efficiently and effectively administer exams to all applicants qualified for examination. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of exam candidates rating 99.9 100 100 100 • Applicants certified for examination 951 951 951 951 • Applicants eligible for comity 564 564 564 564 exam process as good or higher registration Page 84 Board of Technical Registration Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To ensure that licenses are granted to competent professionals with high standards of professional and ethical conduct. VETERINARY MEDICAL EXAMINING BOARD Key Performance Measures Louise Battaglia, Executive Director (602) 542-3095 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected VTA • Disciplinary actions per 100 1.4 1.5 1.1 1.7 4 6 8 10 practitioners Agency Mission: • Complaints per 100 practitioners To protect the health, safety, and welfare of Arizona citizens as well as the welfare of animals by the regulation of veterinarians, veterinary technicians, and veterinary premises.  Agency Description: The examination and licensing of veterinarians is conducted on a monthly basis. Veterinary technicians are tested and certified semi-annually. Premises are inspected for licensing as applications are received. Complaints are docketed as received and are reviewed at monthly Board meetings. Investigations are conducted as to the illegal practice of veterinary medicine by unlicensed practitioners, and for alleged infractions of the Veterinary Practice Act by a licensed veterinarian. The Board also administratively adjudicates complaints through an informal interview process or formal hearing. Agency Goals and Key Performance Measures:  Goal 1 - To license veterinarians, veterinary technicians, and premises in accordance with mandated timeframes. Key Performance Measures • Average number of days from FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60 60 60 60 127 130 130 130 75 65 65 65 250 250 250 250 receipt to granting of license • Veterinary applications processed • Veterinary technicians certified • Average cost per application processed (in dollars) • Total number of premise renewals 0 575 0 650 1,500 1,675 1,775 1,850 • Total number of renewals issued 6 1,675 0 1,850 • Veterinary technician renewals 0 350 0 475 • Total number of veterinarians licensed  Goal 2 - To rapidly investigate complaints and provide enforcement to protect the public from incompetent services and unprofessional and unethical conduct. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Complaints docketed 60 75 75 75 • Complaints resolved 50 65 65 65 • Disciplinary actions 11 15 15 15 • Average number of days from 90 90 90 90 • Investigations conducted 70 80 80 80 • Percent of investigations resulting 90 80 80 80 receipt of complaint to resolution in enforcement action Page 86 Veterinary Medical Examining Board Inspection and Regulation 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DEPARTMENT OF WEIGHTS AND MEASURES Sandy Williams, Director (623) 463-9931 WMA Agency Mission: To ensure equity and accuracy and the effective communication of weight and measurement standards, and to promote clean air through regulation of petroleum products and dispensing systems within the Arizona marketplace. Agency Description: The Department of Weights and Measures ensures that commercial devices used for the sale or use of items by weight or measure are correct and accurate for their intended use; houses and maintains the state's primary standards; prevents unfair dealing by weight or measure in commodities sold and purchased in this state; ensures proper labeling of products sold by weight or measure; ensures pricing of all commodities is in conformance with state law and rules; and licenses weighmasters and registered service agencies and their employees who are responsible for weight certification and calibration of devices in the marketplace. The Department also regulates two petroleum-related environmental programs: Oxygenated Fuel and Vapor Recovery. The major stakeholders of the agency are all people who buy, sell, service, or receive items, commodities, or services by weight, measure, or count within Arizona. Agency Goals and Key Performance Measures:  Goal 1 - To promote a healthy business and consumer climate through fair and equitable trade in the marketplace. Key Performance Measures • Number of metrology test FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 7,800 7,800 7,900 8,000 • Percent of overall compliance in 96.0 98.0 98.0 99.0 • Percent of overall compliance in 91.0 93.0 94.0 95.0 equipment pieces certified Air/Fuel programs Weights and Measures programs  Goal 2 - To deliver responsive and efficient service to Arizona citizens and State employees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Average number of days to process 6 6 5 5 • Average customer satisfaction 4 4 5 5 • Average number of days to respond 7 6 5 4 a license rating (1-5) to complaints  Inspection and Regulation Department of Weights and Measures Page 87 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY • Number grant applications from 41 47 50 52 • Percent of community-driven 85 83 85 85 ethnic-run organizations COMMISSION ON THE ARTS project applications funded • Dollars awarded (in Shelley Cohn, Executive Director (602) 255-5882 HUA 958.2/53.8189.0/50.6000.0/55.0000.0/60.0 thousands)/Percent of request • Total number/percentage 38/93 42/89 45/90 45/90 applications from ethnic-run organizations funded Agency Mission: To enhance the artistic development of all Arizona communities, arts organizations, and artists through innovative partnerships and stewardship of public funds. • Number/percentage of total 154/26 158/25 165/25 170/25 Agency Description: • Number/percentage of applications 134/87 141/89 150/89 155/89 • Audiences reached by programs 6,500.0 6,750.0 7,000.0 7,200.0 • Local matching funded 80/3.0 85/3.0 90/4.0 95/5.0 • Ratio of local matching funds 26.6:1 28.3:1 22.5:1 19.0:1 • Success is documented by 85 86 87 • Success is documented by QA QA QA 5 13 26 2,000 7,000 12,000 • "Signature" event attendees agree 50 60 65 • "Signature" events demonstrate a 80 85 86 The Arizona Commission on the Arts' (ACA) vision is an Arizona where all citizens experience the arts as integral to their lives. The Commission's knowledge and experience equips it to take a leadership role in the formation of partnerships from the public and private sectors, the arts community, and academia to make Arizona a richer, more stimulating place to live, work, and operate a business. The 15 Governor-appointed Commissioners and agency staff work in key areas to serve communities, arts organizations, artists, and schools statewide. 1) Convening/Facilitating -- the gathering of arts professionals, educators, artists, volunteers, and the public in formal conferences and workshops and grassroots community forums; 2) Information/Referral -- serving as a nexus of information on local, state, regional, and national information, resources, and trends in the arts; 3) Professional/Staff Assistance -- the provision of professional consultations and expert staff technical assistance in artistic, administrative, and educational areas; 4) Research -responding to constituent requests, providing referrals and proactively making available current research and findings; 5) Technology -- increasing and enhancing the use of technology and electronic communication to increase access to all Commission services and programs; and 6) Funding -- providing grants to communities, arts organizations, schools, and artists statewide which increase access to high-quality arts experiences for all Arizona citizens. The Arizona Comission on the Arts uses appropriated funds in the Community Services Projects line-item, the Arizona Arts Trust Fund, and the income from Arizona ArtShare to support these statewide endeavors. Arizona ArtShare (the arts endowment) appropriated principal (not expended by the Commission) is documented in the General Funds line below. applications which are from rural applicants from rural applicants that are funded sponsored by agency (in thousands) generated/grants awarded (millions) generated/grants awarded applicants in final reports (percentage) applicants in final reports (qualitative assessment) • Number of "signature" events • Number of participants at "signature" events that they have attended a quality arts program that increased their knowledge and appreciation of the area's culture and arts (percentage) positive economic and tourism impact for communities (percentage)  Goal 2 - Artistic and management skills of artists and arts organizations are strengthened. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures: Key Performance Measures  Goal 1 - All people in Arizona have access to diverse arts experiences. • Those organizations receiving QA QA QA • Those organizations receiving 80 85 86 Key Performance Measures • Total dollars requested (in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5,502.1 6,298.0 6,600.0 7,000.0 thousands) • Number community-driven project 585/500 634/524 650/550 660/560 • Number of applicants which did 145/25 199/31 199/30 200/32 • Number organizations that did not 112/77 149/75 149/75 158/75 applications received/number funded not apply in previous year/percent of total apply in previous year funded/percent funded Education general operating support demonstrate and report strengthened artistic/management skills and capacity (qualitative assessment) general operating support demonstrate and report strengthened artistic/management skills and capacity (percentage)  Goal 3 - The essential role of the arts in teaching and learning, particularly in K-12, is accomplished. Key Performance Measures Commission On The Arts FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Page 99 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • The menu of arts education 50 55 58 • The menu of arts education QA QA QA programs (including Artists in Residence, Education Projects, School to Work, Artist Teacher Institutes, and professional development for teachers) demonstrates that the arts standards are taught in this percentage of Arizona schools programs (including Artists in Residence, Education Projects, School to Work, Artist Teacher Institutes, and professional development for teachers) demonstrates that the arts standards are taught in Arizona schools (qualitative assessment)  Goal 4 - Access to arts information is provided through both "high-tech" and "high-touch" services. Key Performance Measures • Staff increases presence in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 018/7,801 100/8,200 150/8,300 150/8,300 communities and with constituents through outreach including site visits, public presentations, convenings, and technical assistance (number outreach/number impacted) • Number of website "hits" 18,000 20,000 22,000 56 60 70 • Percentage of organizational grant applicants using electronic/downloadable applications  Goal 5 - Public policy is favorable towards Arizona's arts industry. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Staff and Commission members 10 10 10 participate in public policy forums to integrate the arts (number of forums)  Goal 6 - Stable financial resources to implement the plan exist. Key Performance Measures • State funds are appropriated to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3,965.0 6,019.0 8,115.0 implement the plan (in thousands) • The cumulative match to Arizona 13,978.2 15,100.0 17,000.0 19,000.0 ArtShare increases in both nondesignated funds and contributions to arts organization endowments (in thousands)  Page 100 Commission On The Arts Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY ARIZONA HISTORICAL SOCIETY Joel Hiller, Interim Executive Director (520) 628-5774 HIA Agency Mission: To collect, preserve, interpret, and disseminate the history of Arizona, the West, and northern Mexico, as it pertains to Arizona. Agency Description: The Society is a membership supported, nonprofit, state trust agency. It is governed by a policy-making board, comprised of 31 individual members, elected from the membership and representing each county in the state. The board-designated organizational structure consists of seven divisions, four of which have museums that directly support the mission of the Society by collecting, preserving, interpreting, and disseminating historical materials. These museums are located in Flagstaff, Tempe, Tucson, and Yuma. The Society museums maintain extensive library and archival collections used by a diverse general audience. The Publications Division supports the mission by producing the Journal of Arizona History, various historical books, and by maintaining the general editorial standards of written materials for the Society. The AHS Board develops the biennial budget and authorizes and approves all expenditures. The Administrative Division provides finance, budget, personnel, and management support to each of the divisions. The Field Services Division supports 57 historical societies in disseminating Arizona history. The Society also supports other board-approved community activities that relate to its mission. Agency Goals and Key Performance Measures:  Goal 1 - To collect and preserve the physical materials pertaining to the history of Arizona from A.D. 1540 to the present. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Total number of linear feet of 593 643 650 655 • Percent of three dimensional 90 91 92 93 archives processed sufficient to provide public access in the fiscal year colections available to the public  Goal 2 - To interpret and disseminate the history of Arizona for a broad general audience. Key Performance Measures • Number of public programs FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 181 195 210 225 • Public program attendance 253,143 260,000 275,000 300,000 • Number of public inquiries 135,487 140,000 165,000 175,000 • On-site public attendance at AHS- 1,080.2 1,163.4 1,253.0 1,349.5 certified local historical societies (in thousands)  Page 98 Arizona Historical Society Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of 5 year reviews AGENCY SUMMARY NA 25 35 40 87 140 183 208 completed STATE BOARD FOR CHARTER SCHOOLS • Number of annual audits submitted Cassandra A. Larsen, Executive Director (602) 468-6369  Goal 4 - To respond to parental and community charter school questions, concerns, and compliants in an appropriate and timely manner. CSA Agency Mission: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected To improve student achievement through market choices. • Number of charter school Agency Description: 200 225 250 300 • Number of written compliants 50 55 60 65 • Number of written responses to 47 50 55 60 information flyers distributed Established by A.R.S. §15-182, The Arizona State Board of Charter Schools is responsible for granting charter status and providing effective oversight and conscientious monitoring of all schools within their sponsorship. received compliants received Agency Goals and Key Performance Measures:   Goal 1 - To sponsor successful charter schools. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of ASBCS applications 350 350 325 300 • Number of ASBCS applications 55 55 45 40 • Total number of ASBCS charters 169 219 247 272 requested received from applicants approved  Goal 2 - To improve parental and public satisfaction through the collection and dissemination of charter school information. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of parental satisfaction 30,000 39,000 48,750 58,500 • Number of parental satisfaction 10,200 13,260 16,575 19,890 • Number of charter school employee 5,000 7,500 8,500 9,500 • Number of charter school employee 1,500 2,250 2,550 2,850 surveys sent to charter school parents surveys returned by parents surveys sent surveys returned  Goal 3 - To provide necessary oversight of ASBCS sponsored charter schools on an annual and on-going basis. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of charter files to maintain 169 219 247 272 • Number of ASBCS charter school 215 258 306 329 • Number of ASBCS charter school 100 150 175 200 • Number of corrective action plans 9 15 15 20 52 65 75 75 and update annually sites in operation sites visited entered into • Number of ASBCS schools formally notified of compliance related problems Education State Board For Charter Schools Page 95 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY STATE BOARD OF DIRECTORS FOR COMMUNITY COLLEGES Donald Puyear, Executive Director (602) 255-4037 CMA Agency Mission: To provide for the governance, oversight, planning, and coordination of Arizona's community college system, in order to provide an integrated statewide system of community colleges that satisfies the differing educational needs of all Arizonans. Agency Description: The State Board of Directors for Community Colleges of Arizona provides for governance and oversight of the statewide community college districts as provided by A.R.S. § 15-1424. The Board is authorized to adopt rules concerning contracting by the college districts; adopt rules regarding construction, remodeling, and repair of buildings; and determine college locations. Audited full-time student equivalent (FTSE) and student annual unduplicated headcount for the 1999/2000 academic year was 93,548 and 332,998, respectively. Agency Goals and Key Performance Measures:  Goal 1 - To provide Arizona's citizens access to community colleges. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Institutional Effectiveness "Access" 9.2 9.2 9.2 9.2 • Determine effectiveness of Yes Yes Yes Yes 10 67 77 100 (Report To Arizona) System headcount as a percent of state population >18 (national average 4.7%) ABOR/community colleges agreement on unmet needs • Increase number of rural and urban sites connected to ALS  Goal 2 - To continuously improve transfer of students. Key Performance Measures • Implement and monitor Transfer FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Yes Yes Yes Yes Articulation Plan  Goal 3 - To assure the fiscal health and continuity of Arizona's community colleges. Key Performance Measures • Develop a funding strategy based FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA NA NA NA on community college mission  Page 94 State Board of Directors For Community Colleges Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To identify, assess, and define the educational needs of infants and children with sensory impairments in a timely and accurate manner. ARIZONA STATE SCHOOLS FOR THE DEAF AND THE BLIND Key Performance Measures Dr. Kenneth D. Randall, Superintendent (520) 770-3718 SDA • Member districts/eligible districts Agency Mission: • Percent satisfaction of district staff, To provide excellence in education of all children and youth with sensory impairments throughout Arizona and to foster partnerships with families, school districts, and others that will enable children and youth with sensory impairments to succeed in adult life.  Goal 1 - To provide leadership and vision for agency programs and to secure, maintain, and protect resources needed in meeting the mission of the agency. Key Performance Measures 195/232 96 96 96 96 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Findings in the annual financial 0 0 0 0 • Percent of parents satisfied with 92 95 95 95 • Percent of parents satisfied with 89 90 90 90 • Percent of parents satisfied with 77 88 90 92 • Percent of permanent certified 90 90 95 95 • Percent of permanent classified 95 96 97 98 10.0 8.0 7.0 6.0 20 20 15 10 audit of the Auditor General the quality of the physical environment the quality of transportation services provided the quality of food services positions filled • Percent of permanent certified staff turnover • Percent of permanent classified staff turnover FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 89 195/232 positions filled Agency Goals and Key Performance Measures: 89 195/232  Goal 4 - To insure accountability in the acquisition and use of, and maintenance of records related to, financial resources, personnel, physical facilities, real property, and equipment of the agency. The Arizona State Schools for the Deaf and the Blind (ASDB) consists of a variety of programs that provide evaluation and education to sensory-impaired children and youth from birth to age 22. School-aged children are served at any one of two separate schools in Tucson or one in Phoenix. A boarding option is provided at the Tucson schools. Preschool children are served at any one of two preschools in Tucson or three preschools in Phoenix. Infants and toddlers receive services in their homes throughout the state, coordinated at offices in southern, central, and northern Arizona locations. School-aged children also receive education and/or evaluation services in their home school districts through regional programs. Currently, regional programs are operational in north central, southeastern, and southwestern Arizona, and funded and in the organizational stages for other areas of the state. ASDB also provides comprehensive evaluation services for a limited number of referred sensory impaired children with multiple disabilities. • Percent of parents satisfied with 195/232 parents, and others with the evaluation services Agency Description: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 80  89 leadership  Goal 2 - To maintain and improve high quality educational programs providing ongoing student evaluation and individual program planning necessary to assure that each student enrolled in the instructional programs receives the most appropriate education. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of parents satisfied with 86 90 90 90 • Percent of parents satisfied with 96 96 96 96 their involvement in the program (Phoenix Campus) their involvement in the program (Tucson Campus) Page 108 Arizona State Schools For The Deaf and The Blind Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY EDA To ensure academic excellence for all students. Agency Description: The Arizona Department of Education operates under the direction of the Superintendent of Public Instruction to provide direct services to approximately 1294 schools in 242 locally governed school districts, and 275 charter schools operating at 408+ sites. The Agency executes the policies of the State Board of Education and the State Board of Vocational and Technological Education. The Agency implements state academic standards; administers statewide assessments; disseminates information; administers and allocates federal and state funds; and provides program improvement assistance to schools and districts. The Agency’s strategic focus is on increasing student achievement, fiscal and academic accountability, and continued support of educational choice in Arizona. Agency Goals and Key Performance Measures:  Goal 1 - To advocate and support increased student achievement. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA Baseline NA NA meeting or exceeding state academic standards in math and language arts 25 30 50 • Percent of Arizona high school 52.1 53.0 54.0 55.0 NA Baseline NA NA 93.0 94.0 95.0 NA Baseline NA NA 92.0 students who complete graduation requirements NA • Percent of schools with at least NA Baseline NA NA  Goal 3 - To develop and implement a system to ensure maximum academic and financial accountability. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of Agency programs 80 85 90 100 • Percent of schools that conduct on- 98 100 100 100 • Percent completion of student 70 80 90 100 • Percent difference between the NA Baseline NA NA • Percent difference between the NA Baseline NA NA integrated into the data warehouse line data transfer with the Agency detail database Average Daily Membership (ADM) statewide total reported by School Districts as of March 1st each year versus the year-end actual total Average Daily Membership (ADM) statewide total reported by Charter Schools as of March 1st each year versus the year-end actual total  Goal 4 - To communicate critical information to the public. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA Baseline NA NA 20 25 information available on the Agency’s web site • Percent of School Report Cards 17 18 available in hard copy and on the Agency's web site by January 31  Goal 5 - To improve customer service. Key Performance Measures • Percent of customers satisfied with FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA Baseline NA NA the Arizona Department of Education  Goal 2 - To ensure curriculum and instruction are aligned to state standards. Key Performance Measures NA • Percent of school-level budget education meeting or exceeding state academic standards • Percent of students tested NA Baseline 75 2-11 who perform at or above the national norm on Stanford 9 • Percent of students tested in special • Percent of schools verifying Key Performance Measures & 8 meeting or exceeding state academic standards in math and language arts • Percent of students tested in grades NA 75% of students meeting or exceeding standards in reading, writing, and math Agency Mission: • Percent of students in grades 3, 5, NA alignment of instruction to state standards in social studies Lisa Graham Keegan, Superintendent (602) 542-3234 • Percent of high school seniors NA Baseline alignment of curriculum to state standards in social studies DEPARTMENT OF EDUCATION Key Performance Measures • Percent of schools verifying  FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of schools verifying 50 65 75 100 • Percent of schools verifying 56 65 75 100 alignment of curriculum to state standards in science, workplace skills, and comprehensive health alignment of instruction to state standards in science, workplace skills, and comprehensive health Page 96 Department of Education Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To increase the number of physicians providing service to medically-underserved areas in Arizona. BOARD OF MEDICAL STUDENT LOANS Key Performance Measures Diane Brennan, Chairperson (520) 626-7145 MSA • Student participants achieving MD FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3 6 6 2 • Students funded per year 15 16 16 16 • Physicians continuing service after 15 15 16 18 or DO degree Agency Mission: To recruit physicians to serve in medically underserved areas in Arizona by providing substantial funding in educational loans to students at colleges of medicine in Arizona. service requirement is met  Agency Description: The Board of Medical Student Loans consists of eight members who make decisions necessary for the operation of the program. Needy medical students are given preference for funding and Arizona residency is required. Each year of eligible service as a physician results in one academic year of loans forgiven, with a minimum two-year service commitment. The University of Arizona College of Medicine provides staff at no charge to the Board to arrange Board meetings, prepare reports to the Board, publicize and coordinate the student application and interview process, track participants, collect repayments, coordinate service placement with the Arizona Department of Health Services and the Board, and prepare the annual report and state budget requests. Agency Goals and Key Performance Measures:  Goal 1 - To successfully recruit and retain students to participate in the program by providing substantial funding of educational costs to medical students. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Loan provided to each student (in 20.6 21.3 22.0 22.7 • Maximum loan amount (percent) 100 100 100 100 83 84 84 84 100 100 100 100 thousands of dollars) allowed by law provided to each student (by State Appropriation) • Loan as a percent of average annual cost of medical education • Percent of student participants progressing toward/achieving medical degree  Goal 2 - To provide physicians to medically-underserved areas in Arizona. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Physicians in service 10 12 13 13 • Cumulative percent of physicians 59 61 63 64 • Cumulative percent of physicians 100 100 100 100 • Cumulative percent of physicians 59 58 58 58 providing service under the old and/or new law providing service who have contracts under the new law. providing service under the old law Education Board of Medical Student Loans Page 101 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Student Awardees AGENCY SUMMARY • Average award amount (in dollars) COMMISSION FOR POSTSECONDARY EDUCATION Verna L. Allen, Executive Director (602) 229-2591 PEA To support and assist Arizona's citizens and educational institutions in education awareness and in preparing students for postsecondary access to and achievement through effective policy analysis, communication, and financial aid program administration. • Percent of students located or • Percent of increase in students in Key Performance Measures • Student Borrowers Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 55 65 75 85 Baseline 5 10 15 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 129,000 129,000 130,000 130,500 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Student awards based on $750 per 347 475 500 550 • Percent of recipients that graduate 40 50 55 60 • Percent or repayment from students Baseline 90 95 98 • Percent automation of PFAP Baseline 100 100 100 who did not receive their bachelor degrees within 3 years interface with participating private postsecondary institutions FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5  Goal 6 - To continue meeting with the Arizona Student Association's Arizona Student Program Investing Resources in Education (ASPIRE) Committee, legislators, and other interested parties to plan strategies to develop adequate funding for the program ($150.0 from State funds and $300.0 from private funds). Key Performance Measures NA Baseline 3 5 • NA Baseline 5 8 financial aid awardees  Goal 2 - To assist financially needy Arizona students in accessing and pursuing in the postsecondary educational system through the LEAP program. Education 689 with a bachelor's degree within 3 years • Percent increase in agency's Key Performance Measures 689 award enrolling in postsecondary institutions Percent increases in agency partnerships between education entities 689  Goal 5 - To administer the Arizona Private Postsecondary Education Student Financial Assistance Program (PFAP) by marketing and distributing all grants in a timely manner.  Goal 1 - To be a statewide education agency recognized as a meaningful shareholder with Arizona citizens, focusing on unserved and underserved populations, in their quest for postsecondary (i.e., post-high school) training and education opportunities. 5 721  Goal 4 - To work with Arizona Education Loan Program (AELP) to ensure that Arizona postsecondary students retain full access to available student loan capital. Agency Goals and Key Performance Measures: NA Baseline 3,900 repayment status The Commission, established under state statutes, is comprised of 16 Commissioners appointed by the Governor who represent public universities and community colleges, independent and proprietary degree-granting institutions, independent and career schools, K-12, as well as the general public. The Commission facilitates studies relating to financial aid issues; provides a forum for proprietary, private, and public postsecondary institutions to discuss issues of mutual concern; encourages state policies that reflect the effects of changing enrollments on postsecondary sectors; reviews the postsecondary education needs of unserved and underserved populations through its minority education policy analysis center; provides information to citizens about Arizona postsecondary education opportunities through its early education awareness outreach programs; administers certain Federal and State financial aid programs, including the LEAP and PFAP programs; oversees the state's Guaranteed Student Loan Program, publishes the Arizona College and Career Guide; and oversees the Arizona Family College Savings Program for the State. The mission is supported through three divisions: Financial Aid Administration, Policy Analysis, and Communications. • Percent of minority students 3,900 students who have completed their teaching requirements Agency Description: Key Performance Measures 3,900  Goal 3 - To survey all "open file" award recipients of the Paul Douglas Teacher Scholarship Program and Arizona Teacher Incentive Program to ascertain their current status. Key Performance Measures Agency Mission: 3,784 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Scholarship funding (in thousands) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA NA 450.0 NA  Goal 7 - To administer and proactively market for the Arizona Family College Savings Program. Key Performance Measures • Number of Account holders Commission For Postsecondary Education FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 323 400 4,838 5,838 Page 103 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Research planning and  Goal 8 - To facilitate communication and influence public policy decisions among education institutions in the state on issues of minority student educational access and achievement through the activities of the Arizona Minority Education Policy Analysis Center (AMEPAC). Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected  Goal 13 - To develop and maintain an education information Internet web page, with statewide and national Postsecondary options linked, for use by Arizona citizens. Key Performance Measures • Conferences or regional forums 1 1 2 2 • 1 1 1 1 1 1 2 2 held Policy and/or study papers and/or research issued • Conferences and policy paper follow-up workshops held  Goal 9 - To discuss issues regarding the Reauthorization Higher Education Act and postsecondary enrollment concerns/issues, and early awareness post-high school educational and training opportunities, "state-of-the-art" educational reforms and issues through Roundtable Discussions and Public Policy Forums. Key Performance Measures • Forums and Roundtables held with FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 2 2 Baseline 1 2 2 Key Performance Measures • Families and students served • Conferences held annually Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 1 1 1 • Results reported to APSA, the ADE Baseline 1 1 1 • Baseline 1 1 1 reported to the ADE and Governor in a timely manner (STAY Committee) and Governor in a timely manner (Post-High School Career Education Committee) Results reported to APSA, the ADE, ABOR, SBDCC, and Governor in a timely manner (Private Postsecondary Sector Articulation Committee) 9,800 10,800 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2,550 3,500 4,000 4,200 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 1 1 1 Baseline Baseline On-Line On-Line • Elementary school centers (K-8) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 6 6 6 6 Baseline NA 3 3  Goal 17 - To develop and disseminate a Think College booklet to every 3rd, 7th, and 9th grader in Arizona, which focuses on raising expectations, through a public relations campaign, creating an attitude among students, parents, teachers, and counselors that a post-high school/postsecondary educational experience is desirable and attainable for most children. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • 3rd grade Booklets distributed in Baseline 40,000 45,000 50,000 • 3rd grade Booklets distributed in Baseline 10,000 11,000 12,000 • 7th grade Booklets distributed in Baseline 40,000 42,000 48,000 • 7th grade Booklets distributed in Baseline 10,000 10,500 11,000 • 9th grade Booklets distributed in Baseline Baseline 45,000 50,000 • 9th grade Booklets distributed in Baseline Baseline 10,000 11,000 English  Goal 12 - To edit, publish and disseminate the Arizona College and Career Guide (ACCG) to appropriate K-12 and postsecondary education institutions, libraries, organizations, and individuals. Key Performance Measures 8,800  Goal 16 - To develop and establish Connections to College and Career Centers, in elementary (E.S.) and middle (M.S.) schools, with high disadvantaged student populations. • Middle school centers (7-8) • Recommendations and results 8,800  Goal 15 - To sponsor and facilitate the Arizona Best Education Practices Conference and Gold Star Awards in order to become a primary disseminator of statewide exemplary educational practices and partnerships. • Conference Resource Book On-Line  Goal 11 - To Facilitate discussions by the STAY Committee, with recommendations to enhance the graduation rates of K-12 students; discussions by the Post-High School Career Educations Committee to enhance career planning in the early grades; and recommendations by the Private Postsecondary Sector Articulation Committee regarding private to public and private to private articulation agreements. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected  Goal 14 - To continue in the coordination of an annual College Goal Sunday statewide event in at least 19 community sites throughout the state. Key Performance Measures solutions Key Performance Measures • Web site hits 2 results to legislature in a timely manner • Follow-up workshops on possible Baseline On-Line On-Line On-Line implementation of the ACCG online publication FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Spanish English Spanish English • ACCGs distributed Page 104 18,180 10,000 10,000 10,000 Spanish Commission For Postsecondary Education Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percentage of good or excellent  Goal 18 - To provide accurate and timely accounting services. Key Performance Measures • Number of days to deposit FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 3 2 2 85 93 98 98 service ascertained via surveys (percent)  2 receipts/revenues  Goal 20 - To continue improvement of all programs and associated activities through a systematic process for replacing old and/or current technology with new and/or more functional capabilities. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • To develop and implement "user- 1 2 3 4 • To increase professional 9 5 4 4 friendly" procedures for the systematic exchange of data in all program areas via Access and Excel databases development and computer training opportunities for Financial Aid/Accounting and Internet/Web training  Goal 21 - To increase agency overall efficiency. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Days to respond to external 4 3 2 2 • Days to respond to publication 7 5 4 3 Baseline 85 85 85 2 3 4 4 requests for assistance and information requests • To develop a method providing resource referrals (via internet or guide) on student financial aid (percent) • To design "user-friendly" electronic and Internet/Web site interface programs with linkage to database programs to optimize opportunities that will improve future performance and cost-efficiency in the interactions with citizens and postsecondary institutions  Goal 22 - To develop and implement a process of long-term planning by incorporating information technology into the annual strategic plan. Key Performance Measures • Receive input from staff and GITA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 2 2 2 regarding improvement of programs and productivity through information technology (Meetings per year)  Goal 23 - To deliver quality Commission services. Key Performance Measures Education FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Commission For Postsecondary Education Page 105 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 4 - To undergo phased facility expansion, bringing needed square footage for public and non-public uses. PRESCOTT HISTORICAL SOCIETY Key Performance Measures Richard S. Sims, Director (520) 445-3122 PHA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Capital campaign dollars raised to 350.0 2,500.0 2,500.0 2,500.0 • Increase in number of dues-paying 950 1,200 1,275 1,300 • Work with architect to master plan 51,177 13,823 0 0 build new square footage (in thousands) Agency Mission: To research, preserve, and interpret the prehistory, history, and natural history of Arizona, with an emphasis on the central mountain region. members an additional 40,000 square feet (performance data in square feet) Agency Description: The Prescott Historical Society operates the Sharlot Hall Museum, which was founded in 1928 and is located on the grounds of the first territorial capitol building. The 3.5 acre landscaped campus includes seven restored historic structures, featuring the territorial Governor's Mansion (1864) and the Victorian-era Bashford House (1878). A modern Museum Center (1978) hosts changing exhibits, a large Archives Library, and collections totaling over 100,000 artifacts and documents. Public programs include the Cowboy Poets Gathering, the Folk Arts Fair, historical reenactments in an outdoor amphitheater, heritage gardens, and education outreach opportunities for children and adults.  Agency Goals and Key Performance Measures:  Goal 1 - To increase the service of the Sharlot Hall Museum to the community, the state, and the Southwest. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • People served 95,000 115,000 115,000 116,000 • People informed of museum 90,000 100,000 100,000 105,000 99 99 99 99 offerings through advertising and promotion • Percent of museum clients pleased with service  Goal 2 - To create innovative educational partnerships in the Prescott area. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Partnerships with other institutions 10 10 10 10 • Percent of FTE dedicated to .35 .35 .35 .35 10,000 15,000 10,000 10,000 maintaining partnerships • Revenues gained (dollars) through new partnerships  Goal 3 - To increase the private, non-state funds through entrepreneurial activities, via the nonprofit organization, such as grant writing, annual giving, membership dues, retail sales, special fees, and new programs. Key Performance Measures • Increased private resources (dollars) • Number of museum programs FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 510,000 565,000 580,000 600,000 12 14 14 14 resulting from additional revenues Page 106 Prescott Historical Society Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To review requests for new school facilities funding within six months of submittal. SCHOOL FACILITIES BOARD Key Performance Measures Dr. Philip Geiger, Director (602) 542-6501 SFA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of new school facilities 60 55 50 40 • Average number of months to 3.9 4.0 4.0 4.0 funding requests submitted Agency Mission: review new school facilities funding requests To ensure that school buildings and equipment meet the appropriate guidelines for Arizona pupils to achieve academic success by providing financial and technical assistance.  Goal 4 - To assist school districts with completing new construction projects by the original projection date. Agency Description: Created by Laws 1998, Fifth Special Session, Chapter 1, the School Facilities Board consists of nine voting members appointed by the Governor; in addition, the Superintendent of Public Instruction serves as a non-voting member. The Board is charged with administration of three capital funds: a) Building Renewal, b) Deficiencies Corrections, and c) New School Facilities. In order to effectively evaluate the State's school capital needs, the Board maintains a facilities database consisting of information reported by each school district. By extrapolating the school district data, the Board provides funding for building renewal and the construction of new facilities. Through periodic inspections, the Board will ensure adherence to established adequacy guidelines. In order to assess the deficiency corrections requirement, a statewide assessment was conducted; the results of which will be used to create a funding plan designed to bring existing facilities to meet standards by June 30, 2003. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of new construction 0 32 50 35 • Percent of new construction 0 100 100 100 projects scheduled for completion projects completed  Agency Goals and Key Performance Measures:  Goal 1 - To bring all school districts up to the minimum adequacy standards. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of school districts 229 229 229 229 • Percent of school districts meeting NA NA NA 100 • Cumulative number of critical 151 160 160 NA 63 19,000 19,000 19,000 • Percent of cumulative critical 8 75 95 100 • Percent of cumulative noncritical 0 26 53 100 minimum adequacy standards deficiency correction projects approved by the Board • Cumulative number of noncritical deficiency correction projects approved by the Board deficiency correction projects completed deficiency correction projects completed  Goal 2 - To inspect all school district schools in the state at least once every five years to ensure compliance with minimum adequacy standards. Key Performance Measures • Number of school district schools • Percent of school district schools FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,210 1,240 1,277 1,312 0 10 20 20 inspected Page 108 School Facilities Board Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of Eisenhower AGENCY SUMMARY 26 30 30 30 applications processed BOARD OF REGENTS  Dr. Linda J. Blessing, Executive Director (602) 229-2505 BRA Agency Mission: To ensure access for qualified residents of Arizona to undergraduate and graduate instruction; promote the discovery, application, and dissemination of new knowledge; extend the benefits of university activities to Arizona citizens outside the university; and maximize the return on the State's investment in education. Agency Description: The Arizona Board of Regents (ABOR) is the governing body of Arizona's state universities. Consistent with its constitutional authorities, the Board makes planning and policy decisions with regard to the state universities. The Board hires the university presidents and the executive director for the Board to whom they assign the responsibility of management. The Board accounts to the legislative and executive branches of government for the resources appropriated to the universities and the Board. The Board acts as the legal entity responsible for the universities. Agency Goals and Key Performance Measures:  Goal 1 - To assist the Board in making well-informed policy decisions. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of Action Plan Objectives 15 12 12 12 • Percent of Action Plan Objectives 100 100 100 100 substantially completed (Action Plan Objectives not used in 1999) substantially completed (Action Plan Objectives not used in 1999)  Goal 2 - To communicate with universities and their constituents and stakeholders on Board policies and initiatives. Key Performance Measures • Number of media/individual/group FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 574 580 585 590 • Number of stakeholder briefings 36 40 42 44 • Audits performed 20 31 30 30 briefings conducted conducted  Goal 3 - To continue extending access to a public university education by providing and administering various financial assistance programs. Key Performance Measures • Number of WICHE awards • Percent of recipients returning to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 175 174 181 187 72 73 73 73 Arizona to practice Education Board of Regents Page 93 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • National Merit, Flinn, and Regents AGENCY SUMMARY ARIZONA STATE UNIVERSITY - MAIN CAMPUS Dr. Lattie Coor, President (480) 965-6671 • Percent of entering students in the ASA Key Performance Measures • External dollars received for • Percent of faculty and academic FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 4.80 4.80 4.75 4.75 90 90 90 90 Key Performance Measures NA NA NA NA • Persons viewing KAET-TV on a 76 77 78 79 NA NA NA NA 2,400 2,500 2,600 2,700 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,624 1,620 1,620 1,620 • Other master's degrees granted 583 580 580 580 • 286 280 280 280 granted  Goal 3 - To more effectively manage the ASUMC enrollment profile. Page 88 19.5 5,868 5,800 6,000 6,000 33 34 36 37 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 107 132 150 175 28 29 30 31 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 165 170 175 180 98 101 104 107 2,484.0 2,546.0 2,609.0 2,674.0 811.0 562.0 562.0 717.0 weekly basis (in thousands)  Goal 2 - To improve graduate education. Key Performance Measures 19.5 collaborations with business, industry, and community groups facilitated by Extended Education • Persons attending university sponsored cultural events (in thousands)  Goal 6 - To establish and maintain salary structures that are competitive in the relevant markets for all personnel. determined) Doctoral degrees granted 19.5 credit) • External partnerships and recipients participating in research related or capstone (case study) experience • Professional master's degrees 19.3  Goal 5 - To advance the University and community through partnerships, knowledge transfer, and cultural resources. • Extended campus sites (credit/non- after graduation, rate their overall undergraduate experience at ASU as excellent or good Key Performance Measures 59 professionals receiving extramural support for research and creative activity rate their academic major experience at ASU as satisfactory or very satisfactory • 58 research and creative activity (in millions of dollars) students to complete a baccalaureate degree program Students participating in the Freshman Year Experience 58  Goal 4 - To enhance research and creative activity.  Goal 1 - To improve undergraduate education. • Learner-centered education--(to be 57 programs offered evenings/weekends Agency Goals and Key Performance Measures: • Percent of undergraduate degree 1,000 percentage of total • Degree/certificate (credit) Arizona State University Main Campus (ASUMC) is a rapidly evolving public research university offering programs from the baccalaureate through the doctorate for over 44,000 full time and part time students. The ASUMC is committed to fashioning a modern university that applies the strongest features of the traditional major research university to the rapidly evolving needs of the metropolitan Phoenix area and Arizona. • Percent of alumni who, three years 1,000 freshmen Agency Description: • Percent of graduating seniors who • Minority enrollments as a • Students enrolled as first time To provide outstanding programs in instruction, research and creative activity, economic development, and service appropriate for the nation, the State of Arizona, and the state's major metropolitan area. • Average years taken by freshmen 1,000 top 25% of their high school graduating class Agency Mission: Key Performance Measures 1,028 scholars enrolled FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Average salary of all ranked faculty 29 29 50 50 • Average salaries of classified staff 85 85 100 100 as a percentile of salaries at peer institutions as a percentage of relevant salaries in the Maricopa County public/private sectors  Goal 7 - To more fully integrate strategic and operational decision making processes. Key Performance Measures • Employees trained in process FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 59 50 50 50 improvement Arizona State University - Main Campus Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Individual (non-duplicate) 19 25 25 25 applications for continuous improvement awards (e.g., Governor's Spirit of Excellence Award)  Education Arizona State University - Main Campus Page 89 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Students enrolled in research- AGENCY SUMMARY 1,255 1,280 1,305 1,330 related courses ARIZONA STATE UNIVERSITY - WEST CAMPUS  Goal 4 - To increase community involvement. Key Performance Measures Dr. Lattie Coor, President (480) 965-6671 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected AWA • Participation in alumni and Agency Mission: 2,407 2,450 2,500 2,550 104 110 115 120 community relations activities To offer quality academic programs in the arts and sciences, as well as in selected professional fields; to encourage the educational, economic, cultural and social development of the metropolitan area; and, to prepare students for success in the global society of the 21st century by engendering a responsiveness to change and an appreciation of the intellectual, cultural, gender, and generation diversity of modern society. • External collaborations with government, education, and business entities  Goal 5 - To develop enrollment. Key Performance Measures Agency Description: Arizona State University West is a non-residential campus of Arizona State University. Created by the Legislature in 1984, it is located in the rapidly growing northwestern area of metropolitan Maricopa County. It is designed to offer bachelor’s and master’s degrees and certificate programs in the arts and sciences, as well as professional programs in business, education, and human services. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Undergraduate students enrolled 3,737 3,810 3,885 3,960 • Graduate students enrolled each 1,206 1,240 1,275 1,310 each academic year academic year  Goal 6 - To optimize use of resources. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Goals and Key Performance Measures:  Goal 1 - To enrich the texture of undergraduate education. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of upper-division, 83 83 83 83 • Percent of SCH taught by ranked 47 49 51 53 1,293 1,320 1,345 1,370 undergraduate transfer students who graduate in four years faculty • Percent of first-time, full-time, 79 80 80 80 degree-seeking undergraduate students persisting after one year • Students graduating each year  • Undergraduate minority students 858 875 890 910 • Undergraduate students taking 933 950 970 990 • Undergraduate students 781 805 820 835 59 60 61 62 enrolled courses in the University-College Center participating in internships and field experiences • Percent of students graduating with a research-related or capstone experience  Goal 2 - To develop graduate education. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Degree-seeking students enrolled in 602 620 640 660 • Graduate minority students enrolled 160 165 170 175 graduate programs  Goal 3 - To extend the research and creative activity agenda. Key Performance Measures • Externally funded research projects FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 4,646 4,738 4,832 4,928 (in thousands of dollars) Page 90 Arizona State University - West Campus Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - To develop national recognition as a leader in selected academic programs. ARIZONA STATE UNIVERSITY - EAST CAMPUS Dr. Lattie Coor, President (480) 965-6671 Key Performance Measures AXA To offer high quality academic programs in a range of disciplines and professional fields to prepare students for success in the dynamic, multicultural, transnational, and technological society of the 21st century; and to contribute to the educational, economic, and cultural development of local communities, the metropolitan area, and the state through an emphasis on partnerships, programs, research, and services that address societal needs. Agency Description: 33 33 34 3 6 6 8 • Out-of-state students applying to 190 350 470 520 • Percent of key community, NA NA NA NA 82 85 86 87 • Endowed chairs/professorships for which funding is pledged and/or committed ASU East business, and industry representatives who believe ASU East is innovating • Percent of graduating students who Arizona State University East is a new campus of Arizona State University located in southeast Mesa at the Williams Campus. Created by the Legislature in 1994, it serves students and the metropolitan area through baccalaureate degree, master's degree and non-degree programs as well as through applied research and service. Currently, programs are offered in technology, agribusiness, environmental resources, education, business administration, applied psychology, nutrition, technical communication, applied science, and interdisciplinary studies. Other programs will be developed in the liberal arts and sciences as well as in additional professional fields in response to student and employer demand. All programs at ASU East will provide students with the knowledge and skills to succeed in the dynamic, multicultural, transnational, and technological environment of the 21st century. ASU East offers a unique, residential campus environment that is learner-centered, encourages an appreciation of and respect for civic life within a diverse community, and strives to integrate the academic and social lives of students. As well, ASU East contributes to the educational, economic, and cultural development of local communities, the metropolitan area, and the state through its emphasis on partnerships, programs, research, and services that address societal needs. rate their exposure to innovative technologies and processes as satisfactory or very satisfactory  Goal 3 - To enhance campus culture and campus life. Key Performance Measures • Staff FTE in student life services FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 8.8 11.0 14.0 15.0 • Staff FTE in student and academic 11.4 14.0 18.0 24.0 • Number of student/campus life 307 350 450 500 • Percent of graduating students 85 86 87 88 • Percent of graduating students 74 77 82 85 • Percent of graduating students 88 89 90 90 NA NA NA NA • Percent of graduating students 89 90 91 92 • Percent of first-time, degree- 67 68 69 70 support services activities scheduled satisfied with the campus culture and environment satisfied with co-curricular programs and services at ASU East satisfied with academic services at ASU East Agency Goals and Key Performance Measures: • Percent of faculty satisfied with  Goal 1 - To continue building a broader portfolio of academic programs. • Degree/majors offered 32 receive recognition as leaders in their disciplines Agency Mission: Key Performance Measures • Percent of ranked faculty who FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected academic services at ASU East FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 15 19 21 24 • Students enrolled each fall semester 1,466 1,939 2,450 3,150 • Percent of graduating students who 88 90 91 91 rate their academic experience at ASU East as satisfactory or very satisfactory satisfied with student services at ASU East seeking students persisting after one year  Goal 4 - To recruit and retain a critical mass of students. Key Performance Measures • Degrees awarded each year 279 365 520 650 • Courses offered each academic year 679 720 740 775 • New students enrolled each fall FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 403 520 730 920 • Percent of admitted students who 70 71 72 72 • Courses offered each fall through 14 18 24 30 semester register for classes non-traditional methods or schedules Education Arizona State University - East Campus Page 91 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Ethnic minority students enrolled 17 18 18 18 • Percent of international students 10 10 10 10 • Percent of enrolled students, each 34 35 35 35 each fall semester (as percent) enrolled each fall semester fall semester, who were in the top 15% of their high school graduating class • Percent of first-time, degree- • State capital outlay 224 241 1,193 1,272 • Campaign gifts and pledges (in 17,325 21,825 23,875 28,125 • Sponsored projects expenditures 3,052 3,357 3,693 4,062 thousands of dollars) (in thousands of dollars)  67 68 69 70 seeking students persisting after one year  Goal 5 - To strengthen existing partnerships and create new ones. Key Performance Measures • ASU East students who participate FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 242 345 475 580 52 52 55 60 5 8 10 12 • Partnerships with business, 19 22 26 30 • Percent of key community, NA NA NA NA • Percent of recent alumni who are NA NA NA NA in the ASUE/CGCC partnership each fall semester • Percent of graduating students reporting participation in internships • Partnerships with other educational institutions industry, and community organizations business, and industry representatives satisfied with the direction of development at ASU East employed in their fields of study  Goal 6 - To optimize the use of existing physical resources. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of graduating students 71 72 73 76 • Buildings on campus that are 22 37 44 49 • Percent of campus desktops 98 100 100 100 • Average weekly room hours 27 29 30 30 • Percent of existing buildings in use 76 84 89 97 satisfied with the campus environment connected to a fiber optic backbone connected to the fiber optic backbone (weekday and evening) utilization of classrooms, each fall semester  Goal 7 - To optimize the financial resources available to strengthen ASU East. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • State General Fund appropriation 11,297 11,337 18,190 21,154 • Tuition revenue (in thousands of 2,645 4,485 4,419 5,679 (in thousands of dollars) dollars) Page 92 Arizona State University - East Campus Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY 32 32 32 32 • Percent of graduate students 90 90 90 90 620 620 620 620 enrolled in scholarly activities including thesis and dissertation research, integrated capstone experiences, independent study, and internships NORTHERN ARIZONA UNIVERSITY Dr. Clara M. Lovett, President (520) 523-3232 • Percent of graduate students NAA satisfied with academic advising Agency Mission: • Graduate assistantships To serve the citizens of Arizona as the state’s premier residential university, by preparing students to be well-educated, informed, productive participants in their communities, and the larger society. To offer graduate programs and support research in areas that are important to the development of the state and the region. To provide an educational environment which values diversity of the human experience and a global perspective on issues. To encourage independent and critical thought and creativity in its students and employees as well as the habits of cooperation and teamwork. To address critical challenges facing the American Southwest by providing educational opportunities in both residential and non-residential environments. To offer instruction through educational partnerships throughout the state that employ a variety of strategies to support distance learning and provide opportunities for faculty and staff development. To provide public service such as teacher education, natural resource management, and rural community development. • Percent of graduate degree 37 37 37 37 • Percent of graduate degree 19 20 20 20 Agency Description: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • External support (in millions of 25.4 26.1 26.1 26.1 • Grants, fellowships, etc. awarded 507 515 515 515 • Communities served by the 130 136 136 136 • Cases of professional advising to 140 135 135 135 8,625 8,800 8,800 8,800 dollars)  Goal 4 - To assure access to public university education for all qualified residents of Arizona. Key Performance Measures 80 80 80 80 • Percent of alumni satisfied with 97 97 97 97 • Percent of freshmen and 94 95 95 95 their undergraduate experience at NAU sophomores with 2 or more classes per semester taught by full-time faculty 95 95 95 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected workshops by the above organizations schedule they request at registration 95 in their major field of study FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Arizona residents successfully 1,450 1,500 1,500 1,500 • Arizona residents accepted for 9,000 9,000 9,000 9,000 • Books and journal articles lent by 1,500 1,550 1,550 1,550 transferring to NAU programs from community college programs in Arizona admission NAU to Arizona community colleges  Goal 5 - To capitalize on new and emerging technologies to improve teaching, learning, research, and service outcomes.  Goal 2 - To strengthen graduate education. Key Performance Measures Key Performance Measures • Participants in seminars and  Goal 1 - To improve undergraduate education. • Percent of recent alumni employed  Goal 3 - To enhance research and impact economic development. individuals and businesses in the areas served by the above organizations Agency Goals and Key Performance Measures: • Percent of students obtaining the recipients enrolled in post-graduate education within one year after completing a graduate degree business programs for economic development, such as Center for American Indian Economic Development or Bureau of Business and Economic Research One of three public universities in Arizona, Northern Arizona University (NAU) serves a multicultural student body of about 20,000 at the historic Mountain Campus in Flagstaff and at several statewide sites including NAU-Yuma where enrollment is expected to grow significantly in the decade ahead. A “Doctoral I” institution, NAU is an acknowledged leader in the educational uses of technologies, teacher preparation, cultural studies, environmental studies, Native American programs, and other fields appropriate to its mission. Key Performance Measures recipients employed in a new job 1 year after graduation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Key Performance Measures • Computer stations per residents in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1/32 1/32 1/32 1/32 halls Page 102 Northern Arizona University Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of residence hall rooms 100 100 100 100 • Workshops offered through the 440 445 445 445 with direct access to electronic communication Office of Teaching and Learning Effectiveness, Cline Library, and Information Technology Services  Goal 6 - To strengthen relationships with governmental, educational, and constituent groups. Key Performance Measures • Interdisciplinary programs, FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 71 72 72 72 2,350 2,400 2,550 3,000 515 515 515 515 26,750 26,750 26,750 26,750 workshops, activities • Teachers served through in-service opportunities • School administrators served through in-service opportunities • Citizens served by institutional clinics, centers, institutes, and public service programs  Education Northern Arizona University Page 103 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Research grants, contracts from AZ AGENCY SUMMARY UNIVERSITY OF ARIZONA - MAIN CAMPUS Dr. Peter Likins, President (520) 621-7766 5,200 5,600 6,100 6,500 100 100 100 100 private sector (in thousands of dollars) • Graduating seniors who have participated in a research or capstone experience (percent) UAA Agency Mission: The University of Arizona, a distinguished public, land-grant, educational, and research institution, is dedicated to preparing students for an increasingly diverse and technological world and to improving the quality of life for the people of Arizona and the nation.  Goal 3 - To strengthen University outreach to address needs of the community, State, and nation. Key Performance Measures • Local population aware of UA FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 77 90 90 90 • Registrants-UA Cooperative 425.0 450.0 500.0 500.0 The University of Arizona in Tucson, including its branchcampus in Sierra Vista and the Arizona International College, is a Land Grant, Doctoral/Research University-Extensive institution ranking among the nation's best public universities. Its research and development expenditures place it at number 11 among the nation's public universities, and it is a member of the Association of American Universities. It offers a broad array of programs leading to degrees from baccalaureate through the doctorate for a total student body enrollment of 34,488 full-time and part-time students. As a land-grant university, it maintains programs in production agriculture and mining and serves the State through its cooperative extension services, technology transfer, economic development assistance, and cultural programming. The University provides distinguished undergraduate, graduate, and professional education; excels in basic and applied research and creative achievement; and promotes the integration of the product of these activities and achievements of regional, national, and international significance into everyday life. • Attendees-UA cultural events (in 145.0 150.0 155.0 160.0 • Attendees-UA Museum of Art (in 40.0 42.0 44.0 46.0 • Registrants-UA Extended Univ. 22.0 23.0 23.0 23.0 630.0 630.0 630.0 630.0 Agency Goals and Key Performance Measures: • Faculty and staff rating the work  Goal 1 - To improve educational activities and outcomes at the undergraduate, graduate, and professional levels. • Students that feel safe on campus Extended University (percent) Agency Description: Key Performance Measures • Full-time, lower-division students Extension (in thousands) 69 non-credit (in thousands) • Attendees-UA athletic programs (in thousands)  Goal 4 - To improve the way that all members of the University community are supported. Key Performance Measures • Employees who would "encourage FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 60 62 64 50 60 60 65 99/84 99/86 99/87 99/88 60 70 70 75 19.5 20.0 20.0 20.0 a friend or family member to apply for a job at UA" (percent) (Day/Night) (percent) 69 69 enrolled per semester in two or more primary classes with tenure/tenure track faculty (percent) • Managers who report improved performance by employees participating in the Supervisory Leadership Series Program 9 months after program completion (percent) • Employees who utilize tuition fee • Full-time freshmen graduated in 6 55 56 56 56 • Currently enrolled students 91 92 92 93 yrs (percent) satisfied or very satisfied with their UA experience by annual survey of satisfaction with faculty on an exit survey (percent) waiver (percent)  Goal 5 - To transform the University's infrastructure to support the University's mission effectively and efficiently. Key Performance Measures • Librarian/faculty instructional  Goal 2 - To increase the quality and quantity of University research and creative activity. Key Performance Measures thousands) environment as excellent (percent) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 69 thousands) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 80 85 85 85 • Residence hall students with access 100 100 100 100 • Computers on the campus network 33.5 38.0 43.0 48.0 191/103 201/125 211/135 211/145 partnerships developed FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected to the network (percent) (in thousands) • National Science Foundation research expenditures ranking among public universities Page 110 10 10 10 10 • Classrooms available for multimedia and computer based instruction each fall (multimedia/computer based) University of Arizona - Main Campus Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS  Education University of Arizona - Main Campus Page 111 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Full- and part-time NAU students AGENCY SUMMARY UNIVERSITY OF ARIZONA - HEALTH SCIENCES CENTER Dr. Peter Likins, President (520) 621-7766 • Medical technologists UHA To provide distinguished undergraduate, graduate, and professional health sciences education; to engage in basic and applied research of regional, national, and international significance; to create and disseminate knowledge; and to seek to integrate creative achievement into everyday life. • Extramural funding per year in the 100 80.0 80.0 268.0 285.2 287.5 290.0 • Tenure-track faculty who have 80 80 80 80 • Faculty-College of Medicine in 110 110 110 110 • Faculty-College of Pharmacy in 6 6 6 6 prestigious national associations  Goal 4 - To achieve an environment and culture that support all members of the University community. 61 100 students in the College of Nursing having a rural or underserved clinical nursing experience (percent) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Classified staff in the College of 33 50 50 50 3 3 3 3 16.4 18.0 18.0 18.0 95/75 95/75 95/75 95/75 Medicine participating in courses/workshops for professional development (percent) • BSN graduates in the College of 93 95 95 95 • Harassment incidents requiring • Students in the first year class in 60 50 50 50 • Staff in the College of Medicine in Nursing passing the NCLEX-RN examination (percent) the College of Pharmacy formal investigation in the College of Medicine classification career progression (percent) • Full-time faculty and of full-time  Goal 2 - To plan statewide for the allied health professions in Arizona. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 80.0 Key Performance Measures 100 20 prestigious national associations FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 100 20 funded programs of research within the College of Nursing's identified research emphasis areas, which reflect the health care needs within AZ entering primary care residency programs (percent) • Undergraduate and graduate 21 research space occupied and utilized in the College of Medicine (in thousands)  Goal 1 - To educate a health workforce who meets the needs of the State of Arizona. 61 21 89.1 • Square feet of state-of-the-art Agency Goals and Key Performance Measures: 61 20 College of Medicine (in millions of dollars) The Arizona Health Sciences Center (AHSC) in Tucson is the State's only academic health sciences center, providing the State and its people education, research, patient care, and services through its colleges of Medicine, Nursing, Pharmacy, Public Health, School of Health Professions, University Medical Center, and University Physicians. AHSC serves as the core of a broad network of health services utilized throughout the State for health restoration, health promotion, and illness prevention. 61 20  Goal 3 - To maintain the leadership role of the Arizona Health Sciences Center in biomedical research. Key Performance Measures Agency Description: • College of Medicine graduates 14 graduated/year from the School of Health Professions Agency Mission: Key Performance Measures 6 in AZ Graduate Program in Public Health FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected staff in the College of Nursing who actively participate as a member of a College or University committee, taskforce, or project team (percent)  • MOU between the College of 2 2 2 2 • Full- and part-time UA students in 170 136 140 140 • Full- and part-time ASU students 30 30 35 35 Medicine and community colleges for cooperative training of allied health personnel by the end of the calendar year AZ Graduate Program in Public Health in AZ Graduate Program in Public Health Page 112 University of Arizona - Health Sciences Center Education 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Timely repatriation to the United AGENCY SUMMARY NA NA NA NA States of stolen vehicles recovered in Mexico AUTO THEFT AUTHORITY  Goal 5 - To maximize collections of insurance fees revenue to 95% of amount due by FY 2001. Paul Mortensen, Executive Director (602) 604-9034 ATA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: • Percent collected current year To reduce vehicle theft through a statewide cooperative effort by supporting law enforcement investigation, prosecution, and awareness programs. 90 98 98 98 revenues due  Agency Description: The Auto Theft Authority analyzes the methods of combating the problem of vehicle theft and promotes successful methods of reducing the number of vehicle thefts in Arizona. Funding is used to support law enforcement, prosecution, and public awareness programs designed to increase the effectiveness of auto theft investigation and prosecution, and programs designed to educate and assist the public in the prevention of auto theft. Agency Goals and Key Performance Measures:  Goal 1 - To reduce the occurrence of vehicles stolen throughout the state of Arizona by 10% per year. Key Performance Measures • Vehicles stolen FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 31,410 29,000 26,000 26,000 2,000 2,250 2,500 2,750 • Values of cars recovered (in 17.5 19.0 20.0 21.0 • "Watch Your Car" program 2,000 5,000 7,500 10,000 • Vehicles recovered millions) registrations  Goal 2 - To support the identification and apprehension of vehicle theft organizations and chop shops. Key Performance Measures • Chop shops closed FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 30 30 35 40 • Investigations of major auto theft 200 225 225 225 • Agencies assisted 770 880 NA NA rings who switched/altered vehicle identification numbers  Goal 3 - To support effective prosecution against vehicle theft organizations and perpetrators. Key Performance Measures • Felony arrests • Insurance fraud cases FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 310 320 350 375 24 40 45 50  Goal 4 - To implement the border interdiction program by June 30, 2000. Key Performance Measures Page 114 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Auto Theft Authority Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - To provide programming opportunities and services for inmates including work, education, substance abuse, and spiritual access. DEPARTMENT OF CORRECTIONS Key Performance Measures Terry L. Stewart, Director (602) 542-5497 DCA To serve and protect the people of Arizona by imprisoning those offenders legally committed to the Department and by providing community based supervision for those conditionally released. The Department serves and protects the people of the State by incarcerating inmates in correctional facilities, as well as supervising inmates upon their release. During incarceration, medical care and other health and welfare services are provided to inmates. In addition, programs such as work, education, training, and substance abuse treatment are provided to inmates so they will have the opportunity to change their behavior and become law-abiding citizens upon their release. FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 26 26 100 100 100 • Number of inmates achieving 8th 4,874 5,118 5,374 5,543 • Number of inmates receiving GEDs 2,457 2,500 2,550 2,600 • Number of inmates demonstrating 1,304 1,304 1,315 1,330 109,364 115,733 121,447 127,928 36 40 45 50 • Percent of target inmate population receiving AOD (Alcohol and Other Drugs) pre-treatment and treatment programs  Goal 3 - To increase recruitment, retention, and development of staff. Key Performance Measures • Percent of elements rated satisfactory in most current evaluation conducted by Inspections Bureau compared to elements previously rated unsatisfactory 93.8 • Prison Operations' percent overall 93.9 96.0 97.0 97.0 • Number of escapes from prisons 2 0 0 0 • Number of escapes from exterior 0 0 0 0 46 50 50 50 100 100 100 • Number of CO II FTEs hired • Overall Correctional Officer (CO) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,601 2,341 1,519 1,519 .252 .244 .244 .244 99 95 95 95 100 90 90 90 loss rate • Percent of background investigations completed within 30 calendar days of receipt • Percent of administrative composite compliance score for audit entity work crews investigations completed within 60 calendar days of receipt  Goal 4 - To improve Department operations through technology and innovation. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,265 urinalysis results (Note: As of FY 2001, will report this measure as "Percent Reduction of inmate positive random urinalysis results") • Percent of ADC sites connected to 36 50 100 100 • Information Technology customer NA 120 30 30 • Information Technology percent of NA 75 85 95 WAN request response time (in minutes) NA 9.5 10.5 11.5 positive random urinalysis results "excellent" customer service ratings • Number of minor disturbances 5 4 3 2 • 1 0 0 0 1,344 1,400 1,500 1,500 conducted • Percent of criminal investigations 100 26 • • Number of criminal investigations • Percent of assessed and eligible spiritual representative per year Number of prison units inspected Number of major disturbances 100 • Average number of contacts by a functional areas inspected (Performance and Business inspections were combined in FY 2000) • Percent reduction of inmate 100 competencies in vocational skill areas through certificate completion  Goal 1 - To maintain effective custody and control over inmates in an environment that is safe and secure. • Number of inmate random positive 100 grade equivalency level Agency Goals and Key Performance Measures: 26 98.7 inmates receiving functional literacy services Agency Description: • Number of institutional reports on • Percent of programmable inmates participating in all programs (work, and including up to 20 hours per week in education, training, or treatment) Agency Mission: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected  Goal 5 - To provide cost-effective constitutionally mandated correctional health care. Key Performance Measures 89 90 90 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 90 completed within 30 calendar days Protection and Safety Department of Corrections Page 115 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Lawsuits where judgement was 1 0 0 0 2,616 2,889 3,062 3,246 21.4 14.0 11.0 9.0 against ADC for medical indifference • Average Arizona health services cost per inmate (in dollars) • Percent ADC average cost per inmate for all health services is below the National Consumer Price Index, Medical Inflator, average cost for all health services  Goal 6 - To maintain effective community supervision of offenders, facilitate their successful transition from prison to the community, and return offenders to prison when necessary to protect the public. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of offenders released to 5,959 8,000 9,000 10,000 • Number of offenders under 9,810 10,500 11,200 12,000 99 100 100 100 supervision during the fiscal year community supervision • Percent completion of prescribed number of contacts with offenders  Page 116 Department of Corrections Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 2 - To develop and sustain programs, functions and activities related to the criminal justice system that increases productivity in the system, enhance the coordination of the system, and the effectiveness of the system. CRIMINAL JUSTICE COMMISSION Michael D. Branham, Executive Director (602) 230-0252 JCA Agency Mission: Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Develop strategies and implement 100 100 100 100 • Develop and sustain fiscal 100 100 100 100 • Organize, support, and conduct all 100 100 100 100 plans that effectively utilize funds and resources available to the Commission (percent) To sustain and enhance the cohesiveness, the effectiveness, and the coordination of the criminal justice system in Arizona; to monitor the criminal justice system and identify needed revisions to the system; to monitor existing criminal justice statutes and proposed or new criminal justice statutes and identify needed revisions in the statutes or proposed legislation; to acquire and administer designated funds for the enhancement of specified criminal justice programs and activities in the State of Arizona; and to make reports on these activities and functions. processes that successfully acquire, allocate, monitor, and report on all programs, functions and activities under the Commission's control (percent) Agency Description: meetings under the Commission responsibility to produce effective results (percent) The Arizona Criminal Justice Commission is a nineteen-member, statutorily-authorized entity which is mandated to carry out various coordinating, administrative, management, monitoring, and reporting functions regarding the criminal justice system in Arizona. The nineteen Commission members are appointed by the Governor, according to statutory guidelines, and represent the various elements of the criminal justice system in the State. Ten of the nineteen are county or local elected officials and the remainder are appointed criminal justice agency heads. In addition to its statutorily-mandated duties, the Commission is the state agency that is responsible for the acquisition of several formula criminal justice grants each year and for the management, administration, and reporting on these federal grants. The Commission generates reports regarding the Criminal Justice Records Improvement Program and State Identification Program grants to the US Department of Justice, Bureau of Justice Assistance and the National Criminal History Improvement Program to the Bureau of Justice Statistics. The Commission also develops and publishes an annual records improvement plan. • Develop, continuously refine and 100 100 100 100 • Develop, implement and operate 100 100 100 100 Agency Goals and Key Performance Measures: • Accurately and successfully 100 100 100 100  Goal 1 - To provide a continuity of reliable, accurate, responsible service that meets the statutory mandates for the Commission and enhances the cohesiveness, effectiveness, and coordination of the criminal justice system in Arizona. Key Performance Measures • Percent of statutory mandates FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 100 100 100 100 completed regarding Commission duties, responsibilities and mandates • Collect and analyze data, conduct research and evaluation, and publish reports regarding the criminal justice system (percent)  Goal 3 - To develop, implement, and sustain processes that provide a relevant, reliable source of information on crime and the criminal justice system in Arizona. Key Performance Measures sustain the implementation of a criminal justice records improvement program for the criminal justice system in AZ (percent) data and information producing programs and processes on crime activity and the criminal justice system in AZ (percent) publish, distribute reports containing reliable info and data on crime activity and the criminal justice system in AZ (percent)  Goal 4 - To provide a continuous, organized forum for the discussion of the criminal justice system, the identification of changes needed, the development of change mechanisms including legislative proposals, and the coordination of information regarding these activities. Key Performance Measures 100 100 100 100 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Organize, support and conduct 100 100 100 100 • Conduct liaison with congressional 100 100 100 100 meetings under the Commission responsibility to produce effective results (percent) and legislative officials and other officials at all levels of federal, state, county, and municipal governments that produce coordination, cooperation and effective outcomes (percent) Page 118 Criminal Justice Commission Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS  Protection and Safety Criminal Justice Commission Page 119 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DRUG AND GANG PREVENTION RESOURCE CENTER Gail S. Chadwick, Director (480) 727-2772 DPA Agency Mission: To help organizations, individuals, neighborhoods, and communities decrease drug and gang problems. To help Arizonans encourage and develop healthy and successful families and communities. Agency Description: The Arizona Drug and Gang Prevention Resource Center is a statewide resource system that assists agencies, organizations, coalitions, and individuals in their community drug and gang prevention activities. The Center functions under the legislation that authorizes the Drug and Gang Policy Council, fulfilling the mandate to provide an annual statewide inventory of public funding expended through state agencies for the purposes of drug and gang prevention, education, and treatment. The Center also manages an information clearinghouse (literature distribution; video, book, and materials loans; and special search requests), provides training and technical assistance to communities and schools, and addresses evaluation of drug and gang prevention programs through facilitating development of outcome evaluation models for the State. The Arizona Prevention Resource Center provides leadership in the planning and development of effective prevention initiatives. Agency Goals and Key Performance Measures:  Goal 1 - To provide prevention services to communities, schools, and government agencies. To help Arizonans to encourage and develop healthy and successful families and communities. Key Performance Measures • Prevention service request FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 10.6 10.7 11.0 11.0 • Prevention materials disseminated 512.2 515.0 517.0 525.0 • Number of people impacted (direct 393.5 400.0 410.0 435.0 15 15 15 15 completed (in thousands) (in thousands) and indirect) by the Centers drug and gang prevention services. (in thousands) • Number of counties receiving prevention assistance  Goal 2 - To facilitate state level policy analysis by providing research and drug and gang program information to the Drug and Gang Policy Council. Key Performance Measures • Number of effective (research- FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 35 37 38 39 based) drug and gang prevention programs identified  Page 118 Drug and Gang Prevention Resource Center Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of notices of AGENCY SUMMARY 0 0 0 0 environmental violations DEPARTMENT OF EMERGENCY AND MILITARY AFFAIRS  Goal 4 - To attract and retain quality employees. Key Performance Measures Major General David P. Rataczak, Adjutant General (602) 267-2758 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected MAA • Percent increase of employees Agency Mission: 5 3 3 3 indicating job satisfaction level of "satisfied" or higher DEMA promotes, protects, and defends the health, safety, peace, and quality of life of the citizens of our communities, state, and nation. • Percent of state facilities not 45 NA NA NA Agency Description: • Percent of tuition reimbursement 55 44 45 45 meeting OSHA standards demand met The Department of Emergency and Military Affairs is divided into three programs: Administration, Emergency Management, and Military Affairs. The Administration program coordinates the activities of the other programs. It provides overall financial, contracting, personnel, and property management actions. The Emergency Services program prepares and coordinates emergency response plans for the State. The Military Affairs program contains the Army National Guard and Air National Guard programs each of which develop, train, and sustain a military force for the protection of life, property, preservation of peace, maintenance of order, and public safety. It also administers Project Challenge for training at-risk youth and the Joint Counter Narcotics Task Force.  Goal 5 - To enhance public confidence in DEMA's ability to protect life and property. Key Performance Measures • Percent increase of external FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 5 5 5 5 100 100 100 100 customers satisfied • Percent of performed exercises versus requested exercises  Agency Goals and Key Performance Measures:  Goal 1 - To positively impact the economic prosperity of the State of Arizona. Key Performance Measures • Dollar value of economic impact FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 241.0 248.2 250.0 250.0 7 9 11 13 from non-state sources (in millions) • Number of communities with sustained Disaster Resistant Community Programs (DRC)  Goal 2 - To create community partnerships to enhance the quality of life of the citizens we serve. Key Performance Measures • Develop plan for three FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1 1 2 1 200 200 220 230 31,800 30,750 31,000 31,000 community/joint use facilities (state funded) • Number of Project Challenge graduates annually • Provide annually a minimum of 30,000 hours of community service, via Project Challenge, Freedom Academy, JCNTF, Army, & Air Guard  Goal 3 - To conserve the economic and natural resources of the State. Key Performance Measures Page 122 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Department of Emergency and Military Affairs Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To ensure that victims, law enforcement agencies, judges, prosecutors, and other concerned individuals and entities are notified of the offenders hearing date with or without an official notification request. (NOTE: Per A.R.S. 13-4401 et.seq., notification is only required when requested.) BOARD OF EXECUTIVE CLEMENCY George Beard, Executive Director 602(542) 565-6232 PPA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: To ensure public safety by considering and granting parole to inmates certified eligible by the Department of Corrections and who appear not to pose a threat to society, and by recommending to the Governor only those executive clemency actions which are in the best interest and safety of the citizens of Arizona. 4,516 4,516 4,516 • Officials notified 18,302 18,302 18,302 18,302 2,301 2,301 2,301 2,301  Goal 4 - To access and manage electronic information now maintained on the Department of Correction's Adult Information Management System (AIMS) and increase the agency's technological abilities through the development and support of necessary programming to compensate for loss of staff resulting from reduction in force. Each month the Board conducts parole hearings for inmates who have committed offenses prior to January, 1994. Hearings include consideration for home arrest, work furlough, release, rescission, modification, revocation (of both parole and community service), and absolute discharge. The Board also conducts clemency hearings which include commutation, pardon, and reprieve. Key Performance Measures • Percentage complete of research, Agency Goals and Key Performance Measures: FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 25 75 100 100 development, implementation, and maintenance of a Web-site for informational and notification purpose  Goal 1 - To ensure quality Board decisions by monitoring the use of Structured Decision Making (SDM) guidelines. • Number of hearings using SDM 4,516 • Courtesy notifications Agency Description: Key Performance Measures • Victims notified FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,350 1,065 874 746 • Inmates granted parole outside of 670 522 427 363 • Inmates granted parole inside of 680 543 447 383  SDM guidelines SDM guidelines  Goal 2 - To continually monitor Board and administrative workload information seeking the most efficient and effective methods of fulfilling the agency mission while reducing costs where possible. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Parole hearings scheduled (00-03) 3,864 3,366 3,018 2,774 • Parole hearings held 2,631 2,008 1,572 1,267 29 27 25 25 437 593 749 905 20 20 20 20 2,071 2,499 2,927 3,141 94 95 95 95 752 728 746 755 • Telephonic hearings held 1,872 1,858 1,918 1,942 • Personsal hearings held 2,040 2,074 2,131 2,157 • In Absentia hearings held 539 520 533 539 • Total board hearings held 5,203 5,180 5,328 5,393 • Percent of parole grants • Commutations • Percent commutation granted • Revocations • Percent revoked • Video hearings held Page 122 Board of Executive Clemency Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY • Percent of employees who indicate 56 60 65 70 • Percent of employees who indicate 23 15 12 10 149.52 131.51 161.24 161.60 overall satisfaction with their job (strongly agree or agree) DEPARTMENT OF JUVENILE CORRECTIONS a neutral position in regards to overall job satisfaction David A. Gaspar, Director (602) 542-2569 DJA • Cost per day/per bed/per juvenile annually Agency Mission:  The Arizona Department of Juvenile Corrections enhances public protection by changing the delinquent thinking and behavior of juvenile offenders committed to the Department. Agency Description: The Arizona Department of Juvenile Corrections (ADJC) is the state agency responsible for juveniles adjudicated delinquent and committed to its jurisdiction by the county juvenile courts. The ADJC is accountable to the citizens of Arizona for the promotion of public safety through the management of the state's secure juvenile facilities and the development and provision of a continuum of services to juvenile offenders, including rehabilitation, treatment, and education. Agency Goals and Key Performance Measures:  Goal 1 - To eliminate delinquent thinking and behavior. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of juveniles committing 34 40 NA NA • Number of escapes from ADJC 0 0 0 0 crime within 12 months of release ('96 Release Cohort) secure facilities • Number of major disturbances • Number of assaults on juveniles by 0 0 0 0 1,077 1,038 1,000 900 428 250 200 200 juveniles • Number of assaults on staff by juveniles  Goal 2 - To foster excellence in ADJC employees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of Youth Correction 40 30 27 25 • Number of non-PASE grievances 28 23 20 15 • Number of employees completing 28 75 80 90 • Number of YCOs completing the 249 300 300 300 Officer (YCO) turnover, quarterly filed by employees the minimum annual in-service training pre-service academy  Goal 3 - To enhance satisfaction with ADJC and its services. Key Performance Measures • Percent of stakeholders who FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 80 80 85 90 indicate overall satisfaction with the agency and its services Protection and Safety Department of Juvenile Corrections Page 117 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To provide a process for hearing of appeals/grievances by classified employees from discipline by the Director of the Department of Public Safety and the administrator of AZ POST. LAW ENFORCEMENT MERIT SYSTEM COUNCIL Key Performance Measures Commander Coy H. Johnston, Business Manager (602) 223-2286 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected LWA • Percent of employees who believe 75 75 80 80 the hearing process is fair and equitable for employees and the agency Agency Mission: To provide oversight for the selection, retention, and dismissal of employees of agencies under the Council's jurisdiction.  Agency Description: The Law Enforcement Merit System Council (LEMSC) consists of three members appointed by the Governor for six-year terms. Members are chosen on the basis of experience in and sympathy with merit principles of public employment. Members shall not have held elective public office within one year before appointment and shall not hold any other political office while serving on the LEMSC. The LEMSC shall adopt rules it deems necessary for establishing: 1) a classification and compensation plan for all covered positions under the jursisdiction of the LEMSC and establishing standards and qualifications for all classified positions; 2) a plan for fair and impartial selection, appointment, probation, promotion, retention, and separation or removal from service by resignation, retirement, reduction in force or dismissal of all classified employees; 3) a performance appraisal system for evaluating the work performance of DPS and AZPOST employees; 4) procedures for the conduct of hearings of employee grievances brought before the LEMSC relating to classification, compensation, and the employee appraisal system; 5) procedures for the conduct of hearings on appeals from an order of the director of DPS in connection with suspension, demotion, reduction in pay, loss of accrued leave time, or dismissal of a classified employee. Agency Goals and Key Performance Measures:  Goal 1 - To provide and maintain a classification and compensation plan for all employees under the Council's jurisdiction. Key Performance Measures • Classifications audited • People audited • Percent of those surveyed who are FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 60 40 60 15 533 400 280 780 60 60 65 65 satisfied with classification plan  Goal 2 - To provide for selection, appointment, promotion, retention, and separation of classified employees. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Selection exams developed based 50 50 50 50 • Promotional exams developed 50 50 50 50 • Percent of applicants who were 60 60 65 65 on proper job analysis based on proper job analysis satisfied with the selection processes Protection and Safety Law Enforcement Merit System Council Page 121 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Agencies participating in GOHS AGENCY SUMMARY 30 35 45 50 Baseline 33 40 45 28 28 28 28 public information and education/enforcement programs. DEPARTMENT OF PUBLIC SAFETY • Percent reduction in collisionrelated road-closure time Colonel Dennis A. Garrett, Director (602) 223-2463 PSA • Officers receiving training in collision investigation technology • Citizen academies Agency Mission: To protect human life and property by enforcing state laws, deterring criminal activity, assuring highway and public safety, and providing vital scientific, technical, and operational support to other criminal justice agencies. 3 6 6 6 • GITEM Anti-gang public 127 116 122 128 • Officers, prosecutors, and judges 200 300 450 450 • CI community outreach programs NA 8 10 12 information programs attending GOHS DUI training Agency Description: developed and implemented The Arizona Department of Public Safety enforces state law with primary responsibility in the areas of motor vehicle traffic, narcotics, organized crime/racketeering, liquor, and specific regulatory functions. Operational and technical assistance is provided to local and state government agencies and other components of the criminal justice community. Services include scientific analysis, aircraft support, emergency first care, criminal information systems, and statewide communications. The Department also promotes and enhances the quality of public safety through cooperative enforcement operations and by increasing public awareness of criminal activities. • Percent of citizens giving DPS 90.4 90.0 90.0 90.0 • Percent of citizens who believe 91.8 85.0 85.0 85.0 Agency Goals and Key Performance Measures: • CI service requests from other 2,823 2,900 2,950 3,000 • Percent of CI service requests with NA 100 100 100 • Criminal intelligence reports 148 160 175 182 4 4 4 4 90 90 95 98 13.9 5.0 3.0 1.0 • Percent scientific analysis reports 0 50 100 100 • Address verifications for each 1 2 2 2 6,831 6,850 6,900 6,950  Goal 2 - To deliver exemplary service, second to none. Key Performance Measures satisfactory ratings of good or excellent DPS officers they interacted with to be professional (annual survey) agencies for investigative and operational assistance  Goal 1 - To ensure public safety in Arizona, first and foremost. Key Performance Measures • Patrol positions requested to meet increased demands for services • Patrol positions received • Patrol collision reduction details • Commercial vehicle enforcement FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 42 35 60 60 0 4 TBD TBD Baseline 48 48 48 41 18 18 18 Baseline 80 90 100 DUI/aggressive driver task forces with DPS participation • Percent reduction in air rescue Baseline 5 5 5 0 Baseline 10 10 response time • Percent increase in helicopter support for DUI/traffic enforcement • Increase in fixed-wing flights over Baseline 10 10 10 NA 3 4 5 rural/remote highways • Violent continuing criminal enterprises identified and disrupted • Clandestine labs dismantled 400 420 440 460 • Percent Criminal Investigation (CI) 14.2 14.5 14.9 15.3 service requests involving extraordinary violence, hazardous materials, or civil emergencies generated to users schools • Percent of GITEM response to other agency requests for gang suppression assistance • Percent of scientific analysis cases over 30 days old generating automated lab exam reports to officers/prosecutors registered sex offender posted on DPS Internet site • Arizona criminal justice information system terminals supported • NCIC 2000 additions (1) NA NA Achieve 1 Achieve 2 supervised release, protection order, batch file, & on-line validation modules (2) image transmittal capability • Criminal history disposition report 30 30 25 20 • Percent reliability of Arizona 98 98 98 98 4 4 4 4 processing (days) • GITEM major gang enforcement 19 • GITEM minor gang enforcement 65 10 11 12 operations conducted operations conducted call-back within 24 hours • GITEM statewide gang deterrence details in high collision areas • Percent of multi-agency FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 40 56 56 automated fingerprint identification system (AZAFIS) • AZAFIS latent to tenprint fingerprint search time (minutes) Protection and Safety Department of Public Safety Page 125 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Applicant clearance team criminal 26 26 22 21 • Percent of security guard/private 99 100 100 100 100 100 100 100 history check with offense/disposition information (days) investigator in-person applicants processed within 15 minutes • Percent of concealed weapons permits issued within 20 days • Statewide digital microwave system • Engineering assistance to Public Design Approval 140 500 FundImplement 500 500 Safety Communications Committee (hours) • Recruitment events Key Performance Measures NA ResearchImplement Continue • Analog dumb terminals replaced NA NA gn & Fund Procure Install Complete Design Proposal FundImplement • Mobile data computer system • Telecommunications business NA PurchaseImplement Maintain • Mainframe computer dial-in users 940 1,050 1,150 1,250 • Percent CI cases entered in new NA op System 100 100 management system FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected supported case management system 12 12 0 50 50 50 • Officers sending commercial • Percent employees in protected 42 44 47 49 • Percent of classifications reviewed 19 38 40 3 directed towards minorities classes for currency & market compensation under the Classification, Compensation, and Maintenance Review (CCMR) 347 404 262 814 92.4 91.0 94.0 97.0 market • Percent of employees responding to 63.5 62.3 60.0 60.0 job satisfaction survey • Percent of department employees 83.1 80.0 80.0 80.0 expressing overall job satisfaction • Percent of employee satisfaction 51 60 70 80 • Percent employees terminating employment 6.4 5.9 5.5 5.0 • Percent employees trained in EEO 42 with professional performance of supervisors and managers 55 55 65 • Percent availability of the 99.9 99.7 99.7 99.7 • Vehicle cost/mile driven (cents) 15.0 14.4 14.4 14.4 • Percent of federal grant monies 95.0 96.5 98.0 99.5 • POST revenues received from 687 500 124 150 • Rate of vehicle damage claims per 23 22 21 20 • Rate of property and liability 3.4 3.3 3.2 3.1 • Agency indirect cost rate to deliver 13.9 13.9 16.0 18.0 • Telecommunications services cost NA NA • Days to pay vendor/travel claims 10 9 9 9 • Hours to build up a patrol vehicle 61 58 55 52 • Weeks to fill a civilian position 6.0 5.5 5.0 4.5 mainframe computer system public sources (thousands) 100 vehicles claims filed per 100 employees services (percent) NA lop & Use model vacancy 58 100 100 and diversity • Percent Agency Support employees 0 vehicle inspection data via SAFER expended classification and compensation • Average DPS salary as percent of 264 system 12 • Employees reviewed for proper 263 with PCs 12 • Percent of recruitment events FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • 3-year PC replacement program • Computer Aided Dispatch (CAD)  Goal 3 - To attract and retain employees with remarkable abilities and uncompromising integrity. Key Performance Measures  Goal 4 - To exceed public expectations for operational effectiveness and efficiency by consistently improving performance, technology, and use of resources. • Rules revision for concealed 0 Draft Approval Approval weapons, SG, & PI programs NA 100 100 100 attending 8 hours of skill/professional training • Percent of customer satisfaction 62 65 70 80 with Agency Support services • Percent Criminal Justice Support 100 100 100 100 • Percent of delayed firearms checks 34 60 60 60 • Percent of officers completing 100 100 100 100 • Building renewal funds (in dollars) 248,500 248,500 248,500 248,500 39/60 150/140 150/140 150/140 • Percent new patrol officers trained 100 100 100 100 • Percent CI officers attending job NA 100 100 100 employees offered training cleared within 3 days • Mobile/portable radios replaced Peace Officer Standards & Training (POST) mandated training in commercial vehicle enforcement specific training beyond mandated training • Radar units replaced 0 90 90 90 12.8 20.0 20.0 20.0 • Additional crime lab position 0 7 10 9 • Replacement rotary wing aircraft 1 0 0 1 • Percent obsolete scientific analysis equipment replaced requests • Wellness training classes presented NA 8 12 12 • Percent of required employees NA 100 100 100  receiving OSHA training Page 126 Department of Public Safety Protection and Safety 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Incident rate per 100 employees AGENCY SUMMARY 5.41 5.13 4.88 4.63 (Safety) Note : indicated data are for a calender year period DEPARTMENT OF TRANSPORTATION  Goal 4 - To optimize the use of all resources. Mary E. Peters, Director (602) 712-8981 DTA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: To provide a safe and efficient transportation system, together with the means of revenue collection and licensing for Arizona. • Dates met timely for completion of Agency Description:  Goal 5 - To improve public and political support necessary to meet Arizona's transportation needs. NA 8 NA NA 20-year Plan The Arizona Department of Transportation serves the public by exercising jurisdiction over state highways, routes, airports, and all other state-owned transportation systems and modes. The Department registers motor vehicles and aircraft, licenses drivers, collects revenues, conducts multimodal transportation planning, designs and constructs transportation facilities, and investigates new transportation systems. Key Performance Measures • Stakeholder Satisfaction Rating • Percent of time deadline for FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 8.5 8.6 8.7 90 95 95 95 constituent inquiries met Agency Goals and Key Performance Measures:   Goal 1 - To improve the movement of people and products throughout Arizona. Key Performance Measures • Total lane (travel) miles FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 17,512 17,845 17,976 18,168 428 548 569 641 1,697 1,817 1,838 1,910 • Action steps of "Highway Safety 20 NA NA NA • Percent of total construction dollars 90 95-100 95-100 95-100 Note : indicated data are for a calender year period • MAG/RARF (travel) lane miles open Note : indicated data are for a calender year period • Phoenix area lane miles open Note : indicated data are for a calender year period Team Action Plan Matrix" completed awarded by Board vs. planned  Goal 2 - To increase the quality, timeliness, and cost effectiveness of our products and services. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Average customer visit time (MVD) 23.6 20.0 20.0 20.0 • Percent of MVD customers waiting 59.5 60.0 60.0 60.0 168,049 360,000 540,000 585,000 91 91 91 91 for 15 minutes or less • Number of Internet Transactions (MVD) • Percent of customers rating overall service either Excellent or Good (MVD)  Goal 3 - To develop and retain a high performing and successful workforce. Key Performance Measures Transportation FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Department of Transportation Page 113 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY  Goal 3 - To protect wildlife resources and public safety by enforcing and regulating the operation of watercraft and offhighway vehicles (OHV). GAME AND FISH DEPARTMENT Key Performance Measures Duane Shroufe, Director (602) 789-3276 FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected GFA • Percent of public rating OHV 56 56 57 57 • Percent of the public rating 66 66 67 67 management efforts as good or excellent, of those with an opinion. Agency Mission: To conserve, enhance, and restore Arizona's diverse wildlife resources and habitats through aggressive protection and management programs, and to provide wildlife resources and safe watercraft and off-highway vehicle recreation for the enjoyment, appreciation, and use by present and future generations. watercraft safety as good or excellent, of those with an opinion.  Agency Description: The Department operates pursuant to A.R.S. Title 17 and A.R. S. Title 5. The laws relating to wildlife and watercraft operations are administered by the Arizona Game and Fish Department (AGFD) under the control of the Game and Fish Commission. The Department is responsible for managing Arizona's wildlife populations. The Department is involved in trying to ensure the diversity of wildlife that resides in Arizona is maintained. We have been working to reintroduce once extirpated species - the black-footed ferret, the California condor, and the Mexican gray wolf. Efforts at restoring threatened and endangered species have enabled a few species, such as the peregrine falcon, to be delisted (removed from the Federal Endangered Species List). The Department is also involved in helping to protect wildlife resources. We accomplish part of this through efforts to educate off-highway vehicle operators about safe and responsible use of these vehicles. The Department also is responsible for enforcing safe boating laws and registering watercraft. Agency Goals and Key Performance Measures:  Goal 1 - To manage wildlife resources within biological constraints and in consideration of the sociological and economic desires of the public. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of cultural diversity 10 7 10 13 • Percent of public rating the 66 66 68 68 seminars/events held per year Department as good or excellent, of those expressing an opinion.  Goal 2 - To provide recreational and other benefits derived from Arizona's diversity of wildlife. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • New projects or partnerships 67 60 62 65 • Percent of public rating 73 73 75 75 developed to enhance wildlifeoriented recreation information efforts as good or excellent, of those expressing an opinion. Natural Resources Game and Fish Department Page 127 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Compliance and safety inspections AGENCY SUMMARY 28 33 33 43 made GEOLOGICAL SURVEY • Oil and gas records microfilmed X • New position added to inspect X drilling wells Larry D. Fellows, Director and State Geologist (520) 770-3500 GSA  Goal 2 - To incease understanding of the geology of areas that have potential for population growth or economic development. Agency Mission: Key Performance Measures To collect and archive information about the geologic character, processes, hazards, and mineral and energy resources of Arizona and to inform, advise, and assist the public In order to foster understanding and prudent development of the State's land, water, mineral, and energy resources. • Number of geologic maps in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 12 11 6 10 • Number of digital maps in Phoenix- 1 6 12 12 Pursuant to A.R.S., the Arizona Geological Survey (AZGS) was established to be a primary source of information about Arizona geology. To carry out this mandate AZGS geologists (1) map and describe rock units and their weathering products, (2) characterize metallic, non-metallic, and energy resources, and (3) investigate geologic processes such as earthquakes, land subsidence, earth fissures, flooding, and rock solution that have potential to be hazardous to the public or impact land and resource management. Geologists conduct field investigations and summarize the results of their studies on maps and in reports, which are made available to the public. Staff archive this information in data files and computer databases and the geology library, which are accessible to the public. The AZGS publishes a quarterly newsletter, maintains a web site, sells and distributes maps and reports, and answers requests for information, advice, and assistance. The AZGS provides administrative and staff support for the Arizona Oil and Gas Conservation Commission, which regulates the drilling, completion, and production of oil, gas, helium, geothermal, and carbon dioxide wells to ensure sound engineering and environmental practices. AZGS staff assist by issuing permits to drill, monitoring drilling, inspecting completed wells, compiling drilling and production data, and maintaining files on each permitted well drilled in the State. The AZGS is a resource for local, state, and federal land- and resourcemanagement agencies (State: Land, Water Resources, Environmental Quality, Emergency Management, Transportation, Parks, et al.; Federal: Bureau of Land Management, Forest Service, Bureau of Reclamation, et al.) and regularly cooperates with these agencies on projects of mutual interest. Geologic data users include interested citizens, special interest groups, governmental agencies, elected officials and staff, teachers, students, hydrologists, environmental and engineering geology firms, oil and gas exploration companies, mineral exploration companies, consultants, attorneys, realtors, insurance companies, libraries, book dealers, and many other types of businesses. • Number of geologic maps outside 1 1 2 4 Agency Goals and Key Performance Measures: • Convert library holdings database  Goal 1 - To improve effectiveness in administering and enforcing Arizona's oil and gas statutes. • Geologic spatial database products Phoenix-Tucson corridor released Agency Description: Key Performance Measures Tucson corridor released Phoenix-Tucson corridor released • County geologic report released • Quality of products released, 1-5 1 4.7 4.8 4.8 4.8 (highest) scale • Home-buyers guide released • Oil and gas potential report released X X • Salt deposits report released X  Goal 3 - To expand the customer base of the Arizona Geological Survey. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Number of potential customers 1,000 1,000 1,000 9,988 10,500 11,500 12,500 • Average days turn-around on mail 0.55 0.55 0.54 0.53 • Satisfaction with service provided, 4.9 4.9 4.9 4.9 informed about products and services • Number of publications sold orders 1-5 (highest) scale  Goal 4 - To improve access to digital geologic information for all users by investigating and making use of new information technology. (Details are presented in the Information Technology Plan.) Key Performance Measures • Number of computers and FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 6 5 5 6 3 3 3 1 2 3 peripherals replaced X to Microsoft Access 3 produced FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Digital geologic maps produced on CD-ROM  • Number of drilling permits issued 1 5 5 15 • Average number of days required 5 5 5 5 to issue permits Page 128 Geological Survey Natural Resources 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY Agency Goals and Key Performance Measures:  Goal 1 - To fully implement an asset management process to improve the quality and efficiency of the Department's decision making and to meet the requirements of the Growing Smarter and Growing Smarter Plus Acts. STATE LAND DEPARTMENT Michael E. Anable, State Land Commissioner (602) 542-4621 LDA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: To manage State Trust lands and resources to enhance value and optimize economic return for the Trust beneficiaries, consistent with sound stewardship, conservation, and business management principles supporting socio-economic goals for citizens here today and generations yet to come. To manage and provide support for resource conservation programs for the well-being of the public and the State's natural environment. Agency Description: The State Land Department was established in 1915 to manage the State Trust lands on behalf of the fourteen beneficiaries of that Trust, as established by the State Enabling Act and State Constitution. Each of the approximately 9.3 million acres of land is assigned to one of the beneficiaries, the largest of which is the State's common schools. Under the State Land Commissioner, the Department works to administer, sell, and lease the State's Trust lands and natural products therefrom to generate revenues for the Trust beneficiaries. Revenues derived from land and natural product sales are deposited into a permanent fund and invested by the State Treasurer. The investment earnings are subsequently transferred to an expendable account for use by the appropriate beneficiary. Lease revenues are deposited into an expendable account for use by the appropriate beneficiary as well. The Department has concentrated much of its revenue generation effort in the State's urban areas where land is often in the path of growth and, as a result, becomes more valuable. As central as revenue generation is for the Trust, the Department also works to sustain the long-term value for the Trust's beneficiaries. It has programs to deal with environmental issues such as existing and potential contamination matters, trespasses of individuals onto Trust lands, and the management of off-highway vehicles. Through the Arizona Preserve Initiative, the Department also seeks to secure long-term protection of lands with conservation values in and around the urban areas of the State. The Department also operates the State's Wildland Fire Prevention and Suppression Programs on state and private lands outside incorporated areas. The State Land Commissioner serves as the State Forester, providing technical assistance to individuals and local governments for the fire/fuels hazard reduction and other forestry programs in the wildland/urban interface. The Department administers the State's Natural Resource Conservation District Program, which involves funding and technical assistance for 31 districts across the state, and the Environmental License Plate Program, which provides environmental education grants. The Department provides navigability studies to the State's Navigable Streambed Adjudication Commission and staffs the Governor-appointed State Land Board of Appeals. The Commissioner serves as the State Cartographer and the Surveyor-General, and the Department develops and maintains the Arizona Land Resource Information System (ALRIS), a geographic information system available for use by all state agencies. Natural Resources • Cumulative percent of potential 2.1 2.3 2.5 2.7 • Percent of acres under conceptual 23 40 46 54 • Cumulative percent of potential 6.5 6.5 6.9 7.4 acres (8,510,401) inventoried and studied under the Asset Management process plans (statewide/668,652) acres (382,346) under master plans (Pima & Maricopa Counties)  Goal 2 - To enhance revenue production. Key Performance Measures • Balance in permanent fund (in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,010.5 1,075.4 1,150.3 1,210.1 155.8 146.0 165.7 158.2 36 38 40 42 73.8 89.3 104.3 120.0 millions) • Total trust revenue generated (in millions) • Percent of total leasing revenue from long-term leases • Net present value of long-term leases (in millions)  Goal 3 - To meet the growing demands for fire and forestry management programs on State Trust and private lands, especially in the wildland/urban interface. Key Performance Measures • Acres of land treated, including FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 1,763 2,000 2,100 2,200 • Percent of fires controlled at 100 98 95 95 95 • Percent of rural fire departments 70 85 85 85 • Private landowners assisted with 420 450 500 500 prescribed burning, to reduce hazardous fuels; and to protect and improve Trust land and private properties acres or less assisted with training and equipment Department prepared or approved management plans each year  Goal 4 - To incorporate environmental risk reduction, environmental and cultural resource protection, and land conservation into the Department's management actions to maintain the future productivity of the Trust's land and assets. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Environmental protection actions 235 240 245 250 • Cultural resource protection actions 730 730 730 730 State Land Department Page 127 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Acres reclassified as suitable for 11,000 12,000 • Acres sold or leased for developed 541 4,624 4,580 2,902 • Gain Budgetary approval for NA NA Yes Yes conservation purposes and/or natural open space funding to adjudicate State Trust Water Rights  Goal 5 - To improve the availablitiy of information and increase analytical capabilities of the agency. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of staff accessibility to 92 92 100 100 • Percentage of employees using 36 70 100 100 • Perceived responsiveness to 3.3 3.5 3.6 3.6 • Acres researched involving title 7.1 7.0 7.0 7.0 • Acres researched involving special 1.7 2.0 1.5 1.5 computerized business systems PALMS and GIS systems computer assistance requests (survey 5-1 / 5 = very satisfied, 1 = unsatisfied) transactions, lease, or contract development (in millions) projects (in millions)  Goal 6 - To continue to develop and implement measures to improve internal and external customer service. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Average score on customer service 3.2 3.5 3.6 3.7 • Average score on employee 3.2 3.5 3.6 3.7 24,320 35,000 45,000 55,000 30 30 30 30 17/6 15/5 17/5 18/5 7 8 15 15 85/0 90/50 95/80 95/95 survey (Survey ratings 5-1 / 5 = very satisfied, 1 = unsatisfied) satisfaction survey (Survey ratings 5-1 / 5 = very satisfied, 1 = unsatisfied) • Number of times the website is accessed • Percent improvement in median response time to user computer and software problems • Number of settlement conferences verses number of hearings • Number of services available to the public via the internet • Percent of employees receiving customer service and teamwork training (*Agency reorganization created new positions)  Goal 7 - To improve both internal and external communication. Key Performance Measures • Number of new and updated FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected NA 30 30 30 informational products produced and distributed for external use  Page 128 State Land Department Natural Resources 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Number of people requesting AGENCY SUMMARY DEPARTMENT OF MINES AND MINERAL RESOURCES Willis D. (Doug) Sawyer, Director (602) 255-3795 MNA Agency Mission: 1,172 1,200 1,200 1,200 • Percent of permitting assistance 95 90 90 90 • Requests for permitting, 27 25 25 25 information on mines and minerals in office requests answered adequately environmental, and mine start up information  Goal 3 - To provide public education and school curriculum designed to enable Arizona's citizens to make informed choices. To promote the development of the mineral resources of the state through technical outreach and education. The purpose of this promotion is to encourage economic development in the mining and minerals development industry. Our customers are the minerals industry, operators of small mines, prospectors, educators, the general public, elected officials, and other state, local, and federal agencies. Key Performance Measures • Percent of teachers expressing FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 98 98 98 98 • Students visiting Museum 19,079 20,000 20,000 20,000 • Total museum visitors 35,700 35,000 35,000 35,000 • Teachers trained in importance of 486 500 500 500 • Number of mineral kits provided to 710 700 700 700 12 12 12 12 satisfaction with mining and minerals curriculum Agency Description: The Arizona Department of Mines and Minerals (ADMMR) has three primary functions. The first function is to provide technical assistance to miners, exploration geologists, prospectors, and others who are developing our state's mineral resources. This technical assistance consists of economic studies of problems facing small miners and investigation of their properties to assist in their development. The second function is to maintain an information bank and library of mineral and mining information. The information consists of books, studies, maps, films and videotapes, individual mine files, and other archival documents. The third function is to manage the mineral museum as the state's depository for collecting, cataloging, and displaying mineral specimens, various ores, gemstones, and lapidary material. ADMMR is a non-regulatory agency that has provided outstanding customer service to its patrons. Its goal is to provide prompt, courteous, and accurate service to its customers so that they may develop the state's mineral resources, create wealth, and provide employment to Arizona's citizens. minerals teachers • Number of grades involved  Agency Goals and Key Performance Measures:  Goal 1 - To acquire and manage mining information, specimens, and artifacts for use by patrons and stakeholders in utilizing Arizona's mineral resources. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Files, books, specimens collected 290 300 300 300 • Files, books, specimens integrated 259 200 200 200 • Museum acquisitions 380 300 300 300 or donated into system and available  Goal 2 - To provide accurate information to patrons and stakeholders on Arizona's mines and mineral resources. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of customers and 99 98 98 98 • Percent of information received 95 90 90 90 stakeholders satisfied with information received and integrated into system and available Natural Resources Department of Mines and Mineral Resources Page 129 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY Agency Goals and Key Performance Measures: NAVIGABLE STREAM ADJUDICATION COMMISSION George Mehnert, Director (602) 542-9214  Goal 1 - To forward reports including recommendations to the Legislature regarding the navigability of major watercourses in the State of Arizona as of February 14, 1912. (Note: Numbers represent numbers of watercourses.) NSA Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Agency Mission: To make findings and recommendations to the Arizona Legislature regarding navigability of watercourses as of statehood, using all available information from engineering studies, public comment, and physical and testimonial evidence presented to the Commission, at formal administrative hearings. (Note: ANSAC is scheduled to sunset 6/30/2002, and has a timetable to reach that goal. However, there is pending litigation that may impact ANSAC's timetable.) • Major watercourse reports and Agency Description: • Mohave County-(Pilot Study) Complete SUNSET Until ANSAC's processes have been completed, it has been estimated that as many as 100,000 Arizona property titles will remain uncertain, or clouded. The work of ANSAC relates only to property title and has nothing to do with water use, or with diverting water. Under Common Law and the Equal Footing Doctrine, Arizona owns title to most Arizona watercourses that were navigable as of statehood, February 14, 1912. There was, however, no determination made at the time of statehood regarding which Arizona watercourses were navigable and which were not, consequently, the Navigable Stream Adjudication Commission was created in its present form in 1994 to conduct research, have engineering studies done, investigate, gather evidence, take testimony, hold public hearings, and make recommendations to the Arizona Legislature regarding the navigability of Arizona watercourses as of statehood. Many of the watercourses that are determined to have been navigable as of statehood must be managed by the state to protect the public trust values on behalf of all Arizona citizens. Many of the watercourses that are determined to not have been navigable as of statehood, may be subject to private ownership. There are two types of watercourse studies that have been carried out by ANSAC: 1. Large/ major, watercourses are studied individually and hearings are held in each county through which or into which a watercourse travels. 2. Small or minor watercourses are studied by county, (there are as many as 5,000 small or minor watercourses in some counties) and if a small or minor watercourse travels into or borders more than one county, then it will be studied in each respective county. The most recent information relating to the number of watercourses in Arizona totals 39,039 and the most recent number of U.S.G.S. watercourse segments in Arizona totals 87,735. (NOTE: Litigation is pending in the Arizona Court of Appeals that challenges the statutory standards used by ANSAC to determine navigability. If the standards are upheld as they were at trial court, then ANSAC should be able to complete its work by June 30, 2002, as scheduled. However, if it becomes necessary to apply different standards to evidence gathered regarding Arizona watercourses, then additional hearings applying the new standards may be necessary, and it may be beneficial to extend the life of ANSAC to complete these hearings. Even in the latter circumstance all of the engineering data and other evidence will be applicable, because it is historical. Therefore, there should be no need for additional engineering studies, but it may be necessary to have engineers apply different standards to the existing engineering studies, than have been applied to date.) • Complete 6/30/02 Page 132 4 2 0 SUNSET recommendations to the Legislature  Goal 2 - To conduct a Pilot Study of the small or minor watercourses in three Arizona counties. Key Performance Measures La Paz County-(Pilot Study) • Yuma County-(Pilot Study) FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected Complete  Goal 3 - Conduct public hearings and write and transmit reports with recommendations to the Legislature regarding three small or minor watercourse Pilot Studies for Mohave, La Paz, and Yuma counties, respectively. (Note: Numbers represent numbers of watercourses.) Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Mohave County-(Pilot Study)- 5,144 SUNSET • La Paz County-(Pilot Study)- 1,597 6/30/02 • Yuma County-Report and 1,475 Report and recommendations to the Legislature Report and recommendations to the Legislature recommendations to the Legislature  Goal 4 - To study and adjudicate, by county, and forward reports and recommendations to the Legislature regarding all small or minor watercourses in twelve counties not included in Pilot Study. To forward recommendations to the Legislature on the navigability of small & minor watercourses in the State of Arizona, by county, as of February 14, 1912. (Note: As is the case with major watercourses, some small or minor watercourses border or travel into more than one county, and will be studied and considered by the Commissioners during formal hearings in each respective county. Note: Numbers represent numbers of watercourses per county.) Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Santa Cruz County-Identification, NA 524 • Cochise County-Identification, NA 1,739 NA SUNSET study, hearings, and reports to the Legislature on all small or minor watercourses. NA 6/30/02 study, hearings, and reports to the Legislature on all small or minor watercourses. Navigable Stream Adjudication Commission Natural Resources 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Pima County-Identification, study, NA 3,190 NA • Pinal County-Identification, study, NA 2,309 NA • Yavapai County-Identification, NA 2,812 NA • Coconino County-Identification, NA 5,103 NA • Maricopa County-Identification, NA NA 2,356 • Apache County-Identification, NA NA 3,439 • Navajo County-Identification, NA NA 3,294 • Greenlee County-Identification, NA NA 1,282 • Graham County-Identification, NA NA 3,168 • Gila County-Identification, study, NA NA 2,221 hearings, and reports to the Legislature on all small or minor watercourses. hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. study, hearings, and reports to the Legislature on all small or minor watercourses. hearings, and reports to the Legislature on all small or minor watercourses.  Goal 5 - To formulate recommendations to the Legislature as to what public values are associated with any streams that are determined to be navigable (only if a watercourse or portion thereof is determined to have been navigable at the time of statehood). Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Public hearing on Public Trust SUNSET Values as they arise • Recommendations to the 6/30/02 Legislature regarding values  Natural Resources Navigable Stream Adjudication Commission Page 133 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS • Percent of Historic Preservation AGENCY SUMMARY 71 70 70 70 projects funded as high priority STATE PARKS BOARD  Goal 3 - To maximize agency resources and enhance information sharing. Ken Travous, Executive Director (602) 542-7102 Key Performance Measures PRA Agency Mission: • Amount of reservation surcharge FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 263.9 250.0 250.0 250.0 82.6 90.0 90.0 90.0 94 95 95 95 • Percent of employee turnover 26.2 15.0 10.0 10.0 • Percent of computers transitioned 22.5 50.0 60.0 70.0 revenue collected (in thousands) Managing and conserving Arizona's natural, cultural, and recreational resources for the benefit of the people both in our parks and through our partners. • Employee satisfaction rating • Percent of new hires attending training in 60 days Agency Description: Under the direction of the Arizona State Parks Board, the agency develops and manages 30 State parks and natural areas and provides safe and enjoyable facilities and programs for over two million visitors annually. The Board also, upon recommendation of several advisory committees, provides more than $32 million in financial incentives annually to government and nongovernment entities through eight different grant programs. With the development of the new Growing Smarter Grants/Land Conservation Program, the agency assists our partners in preserving Arizona's open spaces and recreational opportunities while managing growth. Through the State Historic Preservation Office, the agency preserves Arizona's prehistoric and historic resources. And finally, the agency coordinates statewide resource planning, public involvement, and educational opportunities through partnerships for public purposes. State Parks is composed of the following divisions: Director's Office, Parks, Partnerships, External Affairs, and Administrative Services. from Mac to PC  Agency Goals and Key Performance Measures:  Goal 1 - To consistently provide a safe, accessible and enjoyable system of State Parks and natural areas for public use. Key Performance Measures • Annual park attendance (in FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 2,371.3 2,400.0 2,450.0 2,500.0 • Percent of Arizona residents that 79 79 80 80 • Percent of park visitors that are 96 96 96 96 0.12 0.03 0.22 0.17 thousands) are satisfied satisfied • Average cost per state park visitor (in dollars)  Goal 2 - To effectively provide the right services and information by involving our customers and partners in our programs, parks, and planning efforts. Key Performance Measures FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected • Percent of Trails grant projects NA NA 50 50 • Percent of OHV grant projects NA NA 50 50 • Percent of LRSP (Pks/Rec) projects 93 70 70 75 • Percent of SLIF grant projects 15 50 50 50 funded as high priority funded as high priority funded as high priority funded as high priority Page 132 State Parks Board Natural Resources 2002-2003 ARIZONA MASTER LIST OF STATE GOVERNMENT PROGRAMS AGENCY SUMMARY DEPARTMENT OF WATER RESOURCES Rita Pearson Maguire, Director (602) 417-2410 WCA Agency Mission: To ensure a long-term, safe, sufficient, and secure water supply for the State; to develop public policies which promote the efficient use and equitable distribution of water in an environmentally and economically sound manner; and to promote the management of floodplains and dams to reduce loss of life and damage to property. Agency Description: The Department of Water Resources (DWR) was established in 1980 to administer all State water laws except those laws relating to water quality. Primary responsibilities include implementing the Groundwater Code, supporting the adjudication of water rights, ensuring safety of dams, flood management, implementing surface water law, surveying water resources statewide, and assessing water quality in conjunction with the Department of Environmental Quality. Agency Goals and Key Performance Measures:  Goal 1 - To maximize usage of Arizona's Colorado River entitlement. Key Performance Measures • Percent of Colorado River FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 94 94 94 94 entitlement utilized  Goal 2 - To decrease mining of groundwater within the Active Management Areas. Key Performance Measures • Percent of water stored to FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 10 12 14 14 groundwater pumped within the Active Management Areas  Goal 3 - To assure that dam design, construction, operations, and maintenance are in compliance with State laws and current dam safety guidelines. Key Performance Measures • Number of high hazard potential FY 2000 FY 2001 FY 2002 FY 2003 Actual Actual Expected Expected 83 100 100 100 dams inspected as a percent of standard  Natural Resources Department of Water Resources Page 135