FISCAL YEARS 2008 - 2010 The Master List of State Government Programs Janice K. Brewer GOVERNOR Provisions for Individuals with Disabilities If individuals with disabilities require reasonable accommodation in order to use this document, please contact the Governor’s Office of Strategic Planning and Budgeting at 602542-5381. Janice K. Brewer Governor GOVERNOR’S OFFICE OF STRATEGIC PLANNING AND BUDGETING 1700 West Washington, Suite 500, Phoenix, Arizona 85007 (602) 542-5381 • FAX: (602) 542-0868 James J. Apperson Director January 22, 2009 Mr. Richard Stavneak Director Joint Legislative Budget Committee Staff 1716 West Adams Phoenix, AZ 85007 Dear Mr. Stavneak: I am pleased to transmit the 2008 - 2010 Master List of State Government Programs, which provides an inventory of programs and subprograms from the Executive, Legislative, and Judicial branches of government. This information provides the foundation to make government more understandable to the public, improve productivity and customer service, and strengthen accountability for results. The budget reform process needs to be critically examined to enhance its value to Executive and Legislative decision makers and citizen owners. Through automation, the Governor’s Office of Strategic Planning and Budgeting has significantly streamlined the process for collecting strategic planning information and publishing the Master List of State Government Programs. While the process is continuously refined, consideration must be given to the amount and quality of information that is required for State-level decision making and to support program budgeting. On behalf of the Governor, my staff and I look forward to continuing to work in partnership with the Legislature toward implementing and improving budget reform and program budgeting for State Government. Sincerely, James J. Apperson Director TABLE OF CONTENTS ABOUT THE MASTER LIST Background to the Process..............................................................i INDIVIDUAL AGENCY MASTER LIST ENTRIES Accountancy Board, State Board of..............................................1 Acupuncture Board of Examiners ................................................2 Administration, Arizona Department of......................................3 Administrative Hearings, Office of.............................................16 Agriculture, Arizona Department of ..........................................17 AHCCCS – AZ Health Care Cost Containment System.........24 Appraisal, State Board of..............................................................36 Arts, Commission on the..............................................................37 Attorney General, Department of Law ......................................40 Automobile Theft Authority........................................................47 Barbers Examiners, Board of.......................................................49 Behavioral Health Examiners, Board of ....................................50 Biomedical Research Commission, Arizona..............................51 Capital Post Conviction Public Defender..................................53 Charter Schools, State Board for.................................................54 Chiropractic Examiners, State Board of.....................................55 Citizens’ Clean Elections Commission.......................................57 Commerce, Department of ..........................................................58 Constable Ethics Standards and Training Board ......................64 Contractors, Registrar of .............................................................65 Corporation Commission.............................................................67 Corrections, Department of.........................................................74 Cosmetology, Board of.................................................................81 Criminal Justice Commission, Arizona ......................................83 Deaf and Blind, State Schools for the ........................................87 Deaf and Hard of Hearing, Commission for the......................92 Dental Examiners, State Board of...............................................94 Drug and Gang Prevention Resource Center, Arizona ...........95 Economic Security, Department of ............................................96 Education, Department of .........................................................136 Emergency and Military Affairs, Department of ....................154 Environmental Quality, Department of ..................................157 Equal Opportunity, Governor’s Office for .............................163 Equalization, State Board of .....................................................165 Executive Clemency, Department of........................................166 Exposition and State Fair, Arizona ...........................................168 Financial Institutions, State Department of.............................170 Fingerprint Board ........................................................................173 Fire, Building and Life Safety, Department of ........................174 Forester, Arizona State ...............................................................176 Funeral Directors and Embalmers, State Board of ................178 Game and Fish, Department of ................................................179 Gaming, Department of .............................................................184 Geological Survey ........................................................................186 Government Information Technology Agency ......................188 Governor’s Office .......................................................................190 Governor’s Office of Strategic Planning and Budgeting.......191 Health Services, Department of................................................ 192 Highway Safety, Governor’s Office of..................................... 212 Historical Society, Arizona......................................................... 213 Prescott Historical Society of Arizona ..................................... 214 Homeland Security, Department of ......................................... 215 Homeopathic Medical Examiners, Board of........................... 216 Housing, Arizona Department of............................................. 217 Indian Affairs, Arizona Commission of .................................. 219 Industrial Commission of Arizona ........................................... 220 Insurance, Department of.......................................................... 224 Judicial System ............................................................................. 230 Juvenile Corrections, Department of ....................................... 252 Land, State Department ............................................................. 257 Law Enforcement Merit Council .............................................. 262 Legislature: Auditor General........................................................................... 263 House of Representatives .......................................................... 264 Joint Legislative Budget Committee......................................... 265 Legislative Council ...................................................................... 266 Library, Archives, and Public Records, Arizona State ........... 268 Senate ............................................................................................ 270 Liquor Licenses and Control, Department of......................... 271 Lottery Commission, Arizona State ......................................... 273 Medical Board, Arizona.............................................................. 275 Medical Student Loans, Board of ............................................. 277 Mine Inspector, State.................................................................. 279 Mines and Mineral Resources, Department of ....................... 283 Naturopathic Physicians, Medical Examiners Board of ........ 285 Navigable Stream Adjudication Commission ......................... 287 Nursing, State Board of.............................................................. 289 Nursing Care Institution Administration Examiners............. 291 Occupational Therapy Examiners, Board of .......................... 292 Dispensing Opticians, State Board of ...................................... 294 Optometry, State Board of ........................................................ 295 OSHA Review Board.................................................................. 296 Osteopathic Examiners, Board of ............................................ 297 Parents Commission on Drug Education and Prevention.... 298 Parks Board, State ....................................................................... 299 Personnel Board .......................................................................... 302 Pest Management, Office of...................................................... 303 Pharmacy, Arizona State Board of............................................ 304 Physical Therapy Examiners, Board of.................................... 306 Pioneer’s Home, Arizona........................................................... 308 Podiatry Examiners, State Board of ........................................ 309 Postsecondary Education, Commission for............................ 310 Power Authority, Arizona.......................................................... 311 Private Post Secondary Education, State Board of ................ 312 Psychologist Examiners, State Board of .................................. 314 Public Safety, Department of .................................................... 315 Racing, Arizona Department of................................................ 325 Radiation Regulatory Agency .................................................... 330 Rangers’ Pension, Arizona ......................................................... 334 Real Estate, Department of........................................................335 Residential Utility Consumer Office.........................................336 Respiratory Care Examiners, Board of.....................................337 Retirement System, Arizona State ............................................338 Revenue, Department of ............................................................342 School Facilities Board................................................................349 Secretary of State, Department of State ...................................351 Tax Appeals, State Board of ......................................................355 Technical Registration, State Board of ....................................356 Tourism, Office of.......................................................................357 Transportation, Department of.................................................362 Treasurer, State ............................................................................371 Universities: Regents, Arizona Board of .........................................................372 ASU – Tempe...............................................................................374 ASU – Polytechnic ......................................................................386 ASU – West ..................................................................................391 Northern Arizona University.....................................................397 University of Arizona – Main Campus.....................................409 University of Arizona – Health Sciences Center.....................418 Veterans’ Services, Department of............................................423 Veterinary Medical Examiners, State Board of ......................427 Water Resources, Department of..............................................428 Weights and Measures, Department of ...................................433 GLOSSARY Budget Terms...............................................................................435 Acronyms......................................................................................441 About the Master List Q A B O UT T HE M AS TE R LIS T Pending: finalization of program budgeting The Master List of State Government Programs is a critical part of program budgeting A legislation has several components, including five-year strategic plans, operational plans (also known as The Master List of State Government Programs), program budgeting, and the strategic program area review (SPAR) process. Together these elements make up a strategic management system designed to manage for results. RIZONA’S BUDGET REFORM Each component of the budget reform process plays a vital role in a strategic management cycle. For instance, plans must be developed and followed by budgets that allocate resources in support of the plans. Once the program is underway, it should be evaluated to make sure that it is performing effectively. By law, The Master List of State Government Programs is a key component in achieving the program budgeting mandate. Q MASTER LIST Pursuant to A.R.S. § 35-122, The Master List of State Government Programs is statutorily required to be published each even-numbered year, although the Governor’s Office of Strategic Planning and Budgeting (OSPB) collects the information annually as required by law. Due to budgetary restraints and as a cost-efficiency, the OSPB will publish this document electronically only, and will make compact discs (CDs) available to the Legislative branch and those who request one. Budget reform requires the identification of all programs and subprograms with missions authorized by law by the agencies. This program structure has a profound effect on agencies. First, agencies must develop strategic plans for each program and subprogram, as well as for the agency. Next, the structure forms the basis for the organization of this document — The Master List of State Government Programs. Pursuant to A.R.S. § 35-113 program budgeting will utilize the program structures of the Master List for the budget as well, and was to be completed by FY 2006. All agencies will be required to submit the budget requests in program budgets and one set of financials will be collected for both the budget and the Master List publications. A number of agencies still need to have their structures aligned. These agencies are the Universities, AHCCCS, the Department of Health Services and the Judiciary. Program Definition Historically, agencies have been given considerable latitude in defining the programs. Some have defined programs on the basis of organizational structure, some by funding source, and still others by function. As a result, considerable variation exists in the level of detail provided, the scope of the activities represented, and the funding and full-time equivalent (FTE) positions associated with the programs and subprograms. Additionally, some agencies have only one program, while others have identified many programs and subprograms. Each year in the spring, agencies are given the opportunity to change the program structure. The first Master List, compiled by the OSPB and presented to the Legislature and the Governor in January 1994, included a total of 1,267 programs and subprograms. Over the years it has become apparent that a standardized definition of programs and subprograms is necessary to ensure the information presented is useful and comprehensible to the citizenry and decision-makers in relation to the agency mission and function. The Master List publication is a very high level, but comprehensive, overview of the primary agency programs and the performance for all of the state agencies. By necessity, much greater detail exists in the individual internal agency operational plans. On request, detailed information from the internal agency plans can be obtained. In the 2008-2010 Master List, the structure has been consolidated to 746 programs and subprograms. As the State of Arizona moves closer to the completion of the phase-in of program budgeting pursuant to A.R.S. § 35-113, the program structure in the Master List continues to evolve and be redefined. Each year on June 1st the OSPB publishes the planning and budget forms that contain the program structures. As a precursor to compiling the current Master List, agencies were again afforded an opportunity to propose changes to the structure of programs and subprograms in the spring of 2008 prior to the publication of the software. In light of the requirements of program budgeting, agencies were encouraged to define the program hierarchies to reflect function and core mission, rather than organizational structure or funding source. Legislation Update In Laws 2002, Chapter 210, The Master List of State Government Programs was revised once again. One of these revisions included an allowance for the performance target expectations to be presented in conjunction with the available resources in the budget cycle and no further into the future where resources remain unknown. Few goals and measures can be achieved without adequate resources available to accomplish the plan. Therefore, the periods published in the Master List will now adhere to the budget request cycles, and the FY2008-2010 Master List will reflect targets only through the requested budgets for FY 2010. Additionally, the agencies have provided i short explanations for situations where the budget cuts have affected the performance expectations in programs. As always, the information in this document represents the agency’s information submitted on or about September 2, 2008. Pursuant to these changes in 2002, A.R.S. § 35-122 also now requires agencies to publish strategic issues in The Master List of State Government Programs. Strategic issues are key issues that merit special high-priority attention or are of critical importance to the agency as a whole. They can also be described as critical success factors. The budget reform process needs to be critically examined to enhance its value to state government decision-makers and citizen owners. As originally intended, budget reform requirements were anticipated to make government more understandable to the public, improve productivity and customer service, and strengthen accountability for results. While the process continues to be refined, consideration must be given to the amount and quality of information that is required for statelevel decision making and to support program budgeting. Published Elements The required elements of the Master List have changed little since 1993. The agency, program, and subprogram strategic plans developed by each budget unit are the source documents for the Master List. The mission, key goals and performance measures, and the funding and full-time equivalent positions associated with each program, and subprogram are compiled into the Master List. Mission. A mission statement is a brief, comprehensive statement of purpose. A well written mission statement will justify the tax dollars being spent. Mission statements are required for the agency and for each program and subprogram. Description. A description is a summary of major duties, responsibilities, and customers served. The description should be written so that someone ii unfamiliar with the agency, program, or subprogram will have a general understanding of what it does, whom it serves, why it is needed, and how it works. Strategic Issues. Strategic issues are key issues that merit special highpriority attention or are of critical importance to the agency as a whole. They can also be described as critical success factors. Strategy takes more than just strong desire and good input and analysis, it also requires good decision-making. A strategic issue is, first of all, a key issue - an unresolved question needing a decision or waiting for some clarifying future event. Secondly, it is strategic and has major impact on the course and direction of the agency. Strategic issues relate directly to one or more of the five basic questions found in the state handbook, Managing for Results -1998 Strategic Planning and Performance Measurement Handbook: Arizona’s Planning Model: 1. Where are we now? (environmental scans and benchmarking with other states) 2. Where do we want to be? (leader’s vision of the future) 3. How do we measure our progress? (selection of indicators) 4. How do we get there? (internal agency action planning) 5. How do we track our progress? (performance reporting) Goals. Goals represent the desired end results, generally after three or more years. The agency, program, and subprogram goals should reflect strategic directions and primary activities. Also, if the agency plans on implementing a goal that will require additional funding, that goal must be included in the Master List. Finally, goals should not be interpreted to represent a comprehensive listing of every activity. Performance Measures. Used to measure results and ensure accountability. Performance measures provide a basis for assessing the successful achievement of the agency, program, and subprogram goals and objectives. For internal purposes, agencies will need to ensure that an adequate, but manageable, number of performance measures be collected. However, agencies should choose only the key measures or family of measures for each goal included in the Master List. Funding Sources and Full-Time Equivalent (FTE) Position Information. Funding sources include: total agency, program, and subprogram General Funds, Other Appropriated Funds, Non-Appropriated Funds, and Federal Funds. For the FY 2008 actual expenditures, the General and Other Appropriated Funds through the 13th month are tied to the General Accounting Office Annual Financial Report (AFR). For FY 2009 and 2010 they are tied to agency funding requests. Capital funding is not included as part of the Master List financials. In addition, since the Master List includes Other Non-appropriated Funds (consisting of state funds not subject to annual legislative appropriation and Federal Funds), the funding estimates contained in the Master List may differ from those that appear in other documents. A few non-aligned agencies did not report interfund transfers as expenditures. This only occurred for some nonappropriated funds and thus, some of the numbers reported here, are inconsistent with other publications. Agencies also provide a summary of the FTE positions for all funding sources for the agency, programs, and subprograms for FY 2008, FY 2009, and FY 2010. Edits and Modifications All agency, program, and subprogram level strategic planning information forward by agencies for inclusion in the Master List was provided by the budget units. OSPB staff read the submittals for clarity. For any substantive changes in missions, descriptions, goals, or performance measures, the agencies were contacted. In most cases, agencies agreed to the changes. Single Program Agencies Single program agency information is interchangeable with program information, and each required element for these agencies is displayed only once. For example, the mission statement is displayed as Agency/Program Mission and goals as Agency/Program Goals. Conclusion Planning and developing performance measures are disciplines that require years to fully mature. The budget reform process is an evolutionary one that will continue to improve as agencies gain more experience. However, the stakes are getting higher as we migrate into program budgeting where the use of performance measurement will be more systematic.Q iii Individual Agency Master List Entries Issue 4 Communication To protect the public’s welfare by ensuring that only qualified persons and firms are licensed or registered to practice public accountancy and that appropriate standards of competency and practice are established and enforced. Opportunities exist to increase the Agency's communications in a variety of ways. First, a policy and procedures manual should be created and posted on the web to help the public understand the Board’s internal procedures. Second, the Board could send notification to other state boards about discipline against CPAs that occurs in Arizona. Third, the Board could create a license verification system providing the public with up-to-date information on licensees. Fourth, the Board could collect email addresses from individuals and firms, then send mass communications when information is added to the Board website regarding issues such as mobility and continuing professional education rule changes. The email database could also be used to send renewal notices. Finally, email could be used to educate licensees about compliance issues that are repetitive in nature, aiding compliance in a proactive rather than reactive fashion. Description: Issue 5 The Arizona State Board of Accountancy consists of five Certified Public Accountants (CPAs) and two public members, all of whom are residents of the state and are appointed by the Governor. The Board qualifies candidates for the Uniform CPA Examination, certifies individuals to practice as CPAs, registers accounting firms owned by CPAs, and biennially renews certificates for CPAs and registered accounting firms. The Board also receives and investigates complaints, takes enforcement action against licensees for violation of statutes and regulations, monitors compliance with continuing education requirements, and reviews the work products of CPAs to ensure adherence to professional standards through the Board's peer review program. The Board currently regulates approximately 10,300 licensees and 3,000 firms. In FY 2008 and FY 2009, the legislature swept $2,056,000 and $1,016,700 respectively from the Board of Accountancy Fund to the General Fund to help solve the state’s budget deficit. A.R.S. § 32-730 requires every CPA, public accountant and firm register biennially with the Board and pay a registration fee of not less than one hundred dollars and not more than three hundred dollars. The fee is currently at its cap and needs to be increased for the Board to fulfill its vision of office modernization and internal database management while allocating sufficient appropriation authority for investigations. To assist candidates in applying for the Uniform CPA ‹ Goal 1 examination so that the candidate can successfully complete the exam. Agency Summary ABA 0.0 BOARD OF ACCOUNTANCY Monica L. Petersen, Executive Director Phone: (602) 364-0804 A.R.S. §§ 32-701 Mission: Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,488.4 2,350.1 2,350.1 0.0 0.0 0.0 Program Total 1,488.4 2,350.1 2,350.1 FTE Positions 13.0 13.0 13.0 Other Appropriated Funds Other Non Appropriated Funds Statutory Fee Cap FY 2008 Actual Performance Measures Issue 1 226 240 240 Number of exam candidates approved by Board to sit for the Uniform CPA exam 534 550 550 ‹ 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. FY 2008 Actual Number of certificates issued Biennial renewal of certificates Website The website needs to be reorganized by program area to improve navigation and usability of forms, applications, instructions, frequently asked questions and other materials. Issue 2 Office Modernization There are many opportunities to modernize office operations and improve customer service and staff efficiency. Processes that can be modernized include, but are not limited to, on-line exam applications, on-line re-exam applications, on-line certification, on-line renewal registration, on-line firm registration, on-line complaint filing, on-line CPE and on-line customer satisfaction surveys. Issue 3 There are various opportunities to enhance internal database applications to collect information that will aid in management and policy decisions and in the aggregation of important statistics. The accounting information database can be enhanced to include a variety of fields and reports to improve management information. Currently, the database is divided between licensing and compliance and must be queried separately. The database should be retooled to tie licensing and compliance to certificate holder. New reports should also be written to improve efficiency of daily revenue deposits. Further, the compliance portion lacks data fields such as "type of standard violation" and "board action" (e.g. letter of concern, decree of censure, consent order, etc.) which would aid in performance measurement data collection. Also, fields such as "probation," "administrative fees," and "CPE" should be added to track contents of consent orders. Adding fields to show when a registrant comes into compliance would increase tracking efficiency as well. Data dictionaries and desk procedures also need to be developed to ensure users are inputting data as intended. State Board of Accountancy Explaination: FY 2009 Estimate FY 2010 Estimate 449 400 400 5,147 5,000 4,500 FY 2010 and FY 2011 estimates are estimated to be lower due to the impact of Laws 2008, Ch. 295 (SB 1227) regarding CPA reciprocity and mobility. Number of firms registered 100 100 100 Number of firms renewed 520 500 500 80 85 85 Percent of applicants reporting very good or excellent service ‹ Goal 3 To process complaints and provide enforcement of statutes and rules to protect the public from incompetence, unethical and/or unprofessional conduct by registrants. FY 2008 Actual Performance Measures Number of revocations annually Database Management FY 2010 Estimate Number of successful candidates Performance Measures Strategic Issues: FY 2009 Estimate FY 2009 Estimate FY 2010 Estimate 6 7 7 Number of complaint files established 94 120 120 Number of complaint files that resulted in discipline 17 20 25 Explaination: A letter of concern is confidential and not considered discipline. All dollars are presented in thousands (not FTE). Page 1 Performance Measures Agency Summary ANA 0.0 Number of applications received ACUPUNCTURE BOARD OF EXAMINERS Number of renewals issued Auricular Acupuncture Certificates Issued Pete Gonzalez, Executive Director Phone: (602) 364-0145 Total number of licensees Total number of auricular acupuncture certificate holders A.R.S. § 32-3901 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 76 80 85 491 500 520 21 25 25 468 475 480 63 65 65 Mission: To protect the health, safety, and welfare of the citizens of Arizona by regulating and maintaining standards of practice in the field of acupuncture. Description: The Board licenses and regulates acupuncturists and certifies auricular (ear) acupuncturists for detoxification or substance abuse programs. The Board also oversees the licensing and certification of acupuncture training and preceptorship training programs, continuing education programs and visiting professors. The Board evaluates professional competency, investigates complaints, and enforces the standards of practice for the acupuncture profession. The Board regulates the educational, clinical and clean needle technique programs approved to teach the practice of acupuncture in the State. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 120.1 129.2 129.2 0.0 0.0 0.0 Program Total 120.1 129.2 129.2 FTE Positions 1.0 1.0 1.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: To ensure that licenses are granted or renewed to qualified acupuncturists. To ensure that licenses are granted or renewed to qualified acupuncturists. Issue 1 To ensure agency policies and procedures, including renewal, initial licensing, and customer satisfaction are efficient. To ensure agency policies and procedures, including renewal, initial licensing, and customer satisfaction are efficient. Issue 2 To ensure customer satisfaction with public information requests, license verifications, email and phone communication. To ensure customer satisfaction with public information requests, license verifications, email and phone communication. ‹ Goal 1 To handle consumer complaints in an efficient manner. Issue 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints received. 5 10 10 Unlicensed individuals or institutions identified. 2 2 2 Performance Measures Total complaints. Average time from receipt of complaint until resolution. Number of complaints resolved from prior yea. ‹ Goal 2 5 10 10 125 120 120 1 2 2 To ensure that investigations are handled in an efficient manner. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of investigations conducted 5 10 10 Licensees with greater than one investigation. 0 0 0 100 100 100 20 20 20 Performance Measures Percent of unlicensed practitioners brought into compliance. Percent of investigations resulting in disciplinary enforcement ‹ Goal 3 Page 2 To ensure that applications are handled in an efficient manner. All dollars are presented in thousands (not FTE). Acupuncture Board of Examiners Agency Summary ADA 0.0 DEPARTMENT OF ADMINISTRATION William Bell, Director Phone: (602) 542-1500 A.R.S. §§ 41-701,41-1051,41-2501 Mission: To provide effective and efficient support services to enable government agencies, state employees, and the public to achieve their goals. Description: The Agency provides leadership, direction, financial and management information and support; financial and procurement support services; facility planning, design, development, construction, operations and maintenance; timely, customer-driven professional human resources services; businessenhancing information services to ADOA, state agencies, and Arizona citizens; customer service to small licensing agencies in general accounting and centralized office support; distribution of surplus state and federal personal property through a system that maximizes the dollar return to the state on property sold; clean, safe, and environmentally friendly vehicles; an orderly, secure and safe environment where visitors, employees, and other persons conducting business with the State will be safe and secure; and services to agency customers and the public for the state's property and liability exposures and to state employee customers who have work-related injuries. The agency has three goals: to maintain the continuity of State Government operations to ensure the safe and efficient delivery of government services, to attract and retain a high-performance team of employees, and to aggressively pursue innovative solutions and opportunities. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ FINANCIAL SERVICES ¾ FACILITIES MANAGEMENT ¾ HUMAN RESOURCES ¾ INFORMATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate 1,680.5 1,402.4 1,402.4 77,850.1 153,462.9 220,065.6 50,317.7 43,213.3 36,570.4 733,992.2 734,277.3 869,327.4 44,602.4 62,389.5 65,124.9 21,831.0 24,898.0 24,898.0 4,545.0 4,327.3 4,607.8 74,882.5 94,834.6 102,835.6 TECHNOLOGY SERVICES ¾ SUPPORT SERVICES ¾ CAPITOL POLICE ¾ RISK MANAGEMENT FY 2009 Estimate 1,009,701.4 1,118,805.3 FY 2008 Actual FY 2009 Estimate 1,324,832.1 FY 2010 Estimate 35,359.3 27,109.6 32,139.7 Other Appropriated Funds 151,288.5 181,677.5 194,326.6 Other Non Appropriated Funds 823,053.6 910,018.2 1,098,365.8 Program Total 1,009,701.4 1,118,805.3 1,324,832.1 FTE Positions 963.2 962.5 987.5 Strategic Issues: Issue 1 Attract, Retain, and Educate Employees Last year Arizona State Government experienced an overall separation rate of 14.8% of covered employees. Furthermore, 88% of those separations were voluntary. Of the covered employees voluntarily leaving state service, nearly 27% leave within one year, and another 24% leave within three years. This revolving door of separating employees can be attributed to low starting salaries, insufficient and sporadic pay increases, lack of development and education opportunities, an antiquated position classification system, and the lack of financial support for career development and advancement of state employees. Consequently, Arizona Department of Administration employees have no systematic means of moving through their salary range, resulting in nearly 67% of covered employees earning salaries in the first quartile of their range. The financial impact of turnover is staggering. According to the Harvard Business Review, frequent estimates of turnover costs can span $10,000 to $40,000 per person, depending upon their position, including search fees, training costs and more. Agencies, according to some experts, may experience costs of up to two-and-a-half times the former employee’s salary. Indirect costs such as loss of knowledge, breakdown in relationships with customers, and inefficiencies in productivity must also be considered, as well as the impact on remaining employees’ morale. In addition, employee stress caused by unmanageable workloads can create negative work environments, service interruptions or delays, and added customer frustration, leading to even greater problems retaining talented employees. Issue 2 Information Technology Efficiencies Current movements in government envision benefits from the convergence of data, voice and video platforms. It is imperative that opportunities to collaborate on the delivery of technology support for business solutions and to provide outstanding service delivery be continuously explored and utilized whenever possible. It is the belief of ADOA that current statewide approaches to telecommunications and data technologies consist of unnecessary duplication, overlap and waste. We are in the process of working with the state agencies to identify opportunities for cooperative collaboration and unique solutions. It is critical that potential solutions be thoroughly researched and compared for opportunities within the enterprise, beyond the silo business need. This type of comprehensive infrastructure should provide the highest level of quality and cost effectiveness, allow maximum return on the State’s valuable resources, and ensure effective and affordable state-of-the-art business solutions. It is vital that these strategies are also applied beyond the infrastructure to the core services facilitating the business of government. Therefore, adoption of standards and processes for delivering innovative services for business functions utilizing technology are needed. Additionally, by defining services, initiatives, and applications in terms of their value to the enterprise (the State) will ensure maximum benefit potential for all state agencies. A significant component to the infrastructure and services is securing systems for the public trust. This will require adequate security mechanisms that can only be attained through adherence to security architecture standards established and controlled through a cooperative federated model. Finally, by constantly evaluating whether privatization would improve outcomes and/or reduce costs, the State will maximize it’s potential buying power, enable higher levels of technology, and ensure that the most secure, efficient and effective technology systems are utilized statewide. Having functions that are appropriately and cost effectively operated the State will have a better way to evaluate whether further savings could be achieved through privatizing part or all of the functions. Issue 3 Cost-Efficient and Effective Public Facilities A 31% population increase in the State of Arizona over the past decade has significantly increased the demand for state services and the facilities to house state employees to provide those services. The only means to effectively and efficiently address the population curve is to strategically align brick and mortar presence and e-government services. The ADOA building system consists of over 2,973 structures with a replacement value of over $2.7 billion. The inability to build facilities to keep pace with the rapid growth in demand has increased the state’s reliance on leasing private sector office space in Maricopa County to over 600,000 square feet. This has resulted in fragmented delivery of services to the public at higher costs and inefficiencies in operation. Studies have also shown that long-term cost savings in excess of $70 million can be realized over the life of a typical 100,000 square foot office building by state ownership over leasing in the private sector. In addition, lack of funding for maintenance, according to the statutory formula, has resulted in the accumulation of over $229 million of deferred maintenance in structures in the existing inventory. According to a University of Wisconsin report, “ every dollar spent on preventative maintenance programs results in reducing the future repair and replacement costs by five dollars.” There is a need to decrease the state’s dependence on high cost private sector leases by continuing to build new office buildings on the Capitol Mall and to adequately maintain the physical condition of the existing building inventory. Doing so will improve the quality of service delivery to the public, improve operating efficiencies and save significant costs over the long term. Additionally, projects to relocate All dollars are presented in thousands (not FTE). Page 3 agencies within the Capitol Mall enables the State to provide the general public with quick and easy access to numerous State services within a centralized location. The State has been experimenting with e-government solutions based on single business needs within agencies for the past few years. The next frontier is to build the central infrastructure of services to rapidly deploy multitudes of agencies’ business processes. ADOA’s role will be to facilitate the same foundation in technology services already provided in physical structures. This will entail working with the statewide architecture and establishing standards and policies that are central across the enterprise. While most business requirements do not change, the utilization of its agency resources, technology and human resources alike, will change significantly. Only through complete understanding of the current business requirements, as well as the anticipated needs of the future, will these agencies feel comfortable in establishing sound practices and procedures for e-government. ADOA will be the central facilitator for the next frontier of e-government. Maximizing Productivity, Cost Effectiveness and Customer Satisfaction The mission of the Arizona Department of Administration (ADOA) compels it to provide support services to state agencies, state employees, and the public, enabling them to achieve their goals. Simply put, ADOA is the hub of state government. ADOA currently offers over 68 diverse services to a customer base that includes approximately 120 state agencies and 45,000 state employees. Services include statewide financial services, facilities management, human resources management, information services, fleet management, administrative management services, and police services for the Capitol Mall in Phoenix and the state mall complex in Tucson. The value of each service provided by ADOA should meet or exceed the value of a comparable service from any other source. Because this issue is of strategic importance to the mission of ADOA, and of critical importance to state government overall, it is essential for ADOA to maximize the productivity and cost effectiveness of its services while achieving the highest possible level of customer satisfaction. Issue 4 Issue 5 Security and Safety The safety and security of the state’s personnel, workplace and information systems are essential to maintaining the day-to-day activities of state government. Recent world and national events have led to a heightened awareness of potential vulnerabilities in these state systems. Moreover, growth on the Capitol Mall since FY2001, which included four new buildings and an additional 4,000 state employees, has diminished the ability of the ADOA to address critical security and safety needs. There are three critical areas of safety and security that need to be addressed: Capitol Police, Physical Security and Information Technology Infrastructure Security. Capitol Police: Capitol Police is charged with providing security and police services to state agencies in the Capitol Mall area of Phoenix and the State Office Complex in Tucson. Budget reductions in the 2002 Legislature, 6th Special Session, resulted in a 13% reduction in the Capitol Police operating budget. In addition, the current level of funding does not allow Capitol Police to adequately perform their duties and responsibilities, which in turn jeopardizes public safety. For example, Capitol Police was appropriated 4 additional Police Officer positions for FY 2003 in the original FY 2002 and FY 2003 budget; however, the appropriation was later repealed. In addition, Capitol Police provided $1,281,950 in Interagency Service Agreements (ISAs) in FY 2003, but several key contracts have been reduced or eliminated in FY 2004 due to budget issues in other agencies. Currently, six Police Officer positions are being kept vacant to cover operating expense reductions from the 6th Special Session and to cover the loss of revenues from the ISAs. This shortfall predicament is exacerbated by the aforementioned growth on the Capitol Mall, law enforcement training requirements, the required use of excess annual leave, use of sick leave and other authorized absences as well. Information Technology Infrastructure Security: Each state agency addresses its own perceived security information technology needs without centralized coordination. This creates a silo effect that results in unnecessary duplicated expenses and ineffective, short-lived security solutions. Currently, the ADOA Information Services Division’s (ISD) Information Security Services (ISS) does not have authority, and is not funded, for the support of statewide security responsibilities. Centralizing the information security authority and strategy, while supporting the distribution of agency security administration, is an industry best practice. A by-product of this will be an increase in customer satisfaction and a consistent application of security policy. Page 4 (FY2008: note that because legislation now in effect gives GITA the role of establishing policy, there may remain value in a more centralized security administration.) Program Summary ADA 1.0 ADMINISTRATION William Bell, Director Phone: (602) 542-1500 A.R.S. §§ 41-701, 41-1051, 41-2501 Mission: To provide leadership, direction, financial and management information, and support to enable the Arizona Department of Administration to achieve its mission and vision. Description: The Administration Program is composed of the Director's Office and several functions within the Management Services Division. The Director's Office formulates and advocates agency policy, ensures compliance with all statutory requirements, and administers ADOA operations in a cost-effective and efficient manner that is responsive to our customers' needs. The administrative functions of the Management Services Division provide accounting services (accounts receivable, accounts payable, payroll, preparation of financial statements and other financial management services) for a limited number of ADOA funds; prepares and monitors the annual appropriated budget and other selected funds; tracks department and statewide FTEs; and monitors utility expenditures. Additionally, the Director's Office administers the State's Performance-based Incentive Program; coordinates the department's efforts towards the State Employee Charitable Campaign; and provides support to the divisions and programs of ADOA through administration of the agency's recognition and training programs, coordination of the agency's strategic planning process, and the agency-wide employee and customer satisfaction surveys. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,595.8 1,295.3 1,295.3 Other Appropriated Funds 43.4 52.2 52.2 Other Non Appropriated Funds 41.3 54.9 54.9 Program Total 1,680.5 1,402.4 1,402.4 FTE Positions 22.6 22.6 22.6 ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of ADOA's services with a minimum customer satisfaction rating of 6.0, based on annual survey (scale 1-8) n/a 80 80 Customer satisfaction with fixed assets accounting (internal) n/a 6.5 6.5 Customer satisfaction with payroll (internal) n/a 6.9 6.9 Customer satisfaction with financial and management reporting (internal) n/a 6.5 6.5 Customer satisfaction with the payment of vendors (internal) n/a 6.5 6.5 Performance Measures ‹ Goal 2 To attract and retain a high-performance team of employees. Performance Measures Percentage of ADOA employees voluntarily separating in first year ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22.3 20 20 To aggressively pursue innovative solutions and/or opportunities. Performance Measures Percentage of discounts taken All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 94.43 80 85 Arizona Department of Administration (payment of vendors) Percentage of payroll accuracy (internal) 99.94 99.5 99.5 Subprogram Summary ADA 2.1 GENERAL ACCOUNTING Clark Partridge, State Comptroller Phone: (602) 542-5405 Program Summary ADA 2.0 FINANCIAL SERVICES A.R.S. §§ 35-101 et. seq. , Phone: Mission: A.R.S. §§ 35-101,41-2501 To provide state and federal agencies, the general public, and other interested public or private entities with accurate, timely financial services, management information, and technical assistance while assuring compliance with related statutes and rules; to maintain and improve the statewide automated financial systems; and to provide for the safeguarding of state assets. Mission: To provide effective and efficient support services to enable government agencies, state employees and the public to achieve their goals. Description: The Financial Services program administers the statewide payroll system, processes vendor warrants, develops and maintains the state financial system (AFIS), establishes and administers accounting policies and procedures, prepares the Annual Financial Report, comprehensive Annual Financial Report, and Single Audit Report for the State of Arizona, establishes and administers contracts for commodities and professional services, establishes procurement rules, procedures and practices, and provides technical assistance and guidance relating to procurement statutes, rules and procedures. This Program Contains the following Subprograms: 4 4 General Accounting State Procurement Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22,072.8 13,845.8 296.0 289.5 289.5 Other Non Appropriated Funds 55,481.3 139,327.6 200,900.2 Program Total 77,850.1 153,462.9 220,065.6 FTE Positions 118.5 118.5 126.5 Other Appropriated Funds 18,875.9 Description: This subprogram provides financial information to state and federal government agencies, financial institutions, and other interested public or private entities. Key areas of responsibility include: operating the Arizona Financial Information System (AFIS) and the statewide payroll portion of the Human Resources Information Solution (HRIS) to provide our customers with appropriate financial data as well as management financial information which can meet their needs and requirements; providing adequate AFIS system security; providing flexibility for maintaining and monitoring budgetary control and related information; resolving systems-related problems in a timely, cost-effective manner; enhancing the systems to reduce cost, increase efficiency, and to meet new needs and requirements of the State; providing statewide accounting policies and procedures; reconciling and distributing all state warrants; providing a variety of data input, bookkeeping, reporting, and consulting services to state agencies in accordance with established service level agreements; preparing cash basis and accrual basis financial reports which are designed to provide an accurate recording of the financial condition of the State; performing internal audits, reviews, and investigation, and providing various types of technical assistance on government accounting and financial matters. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 20,423.2 12,130.4 0.0 0.0 0.0 Other Non Appropriated Funds 54,948.3 138,238.0 200,460.6 Program Total 75,371.5 150,368.4 217,621.1 FTE Positions 80.3 80.3 88.3 Other Appropriated Funds ‹ Goal 1 17,160.5 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the General Accounting subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction with accounting policies and procedures n/a 6.3 6.3 Percentage of warrants available for distribution by 11:00 am following the day of processing on Arizona Financial Information System 100 99.9 99.9 Percentage of standards met in accordance with Central Services Bureau service agreements 97.3 96 96 Percentage of security requests for financial applications processed within two business days 99.7 99 99 Percentage of appropriations loaded in AFIS within 30 days of effective legislation date and complete appropriation structure received from agency 100 99 99 Customer satisfaction with Arizona Financial Information System (AFIS) functionality n/a 6.5 6.5 Customer satisfaction with data input services (Central Services Bureau) n/a 6.5 6.5 Performance Measures Arizona Department of Administration FY 2009 Estimate All dollars are presented in thousands (not FTE). Page 5 Customer satisfaction rating with administration of payroll process (scale 1-8) ‹ Goal 2 6.5 n/a 6.5 To aggressively pursue innovative solutions and/or opportunities in the General Accounting subprogram. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate .2 .3 .3 99.9 99.9 99.9 Percentage of payroll payments requiring rework (statewide) Percentage of warrants distributed to correct agency Subprogram Summary ADA 2.2 ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Procurement subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of procurement plan award dates met for the Request for Proposal (RFP) process 95 80 80 Percent of procurement plan award dates met for Invitation for Bid (IFB) process 80 85 85 4.3 9.0 9.0 Performance Measures Request for Quotation (RFQ) processing time Program Summary ADA 3.0 STATE PROCUREMENT FACILITIES MANAGEMENT Jean Clark, State Procurement Administrator Lynne Smith, Assistant Director Phone: (602) 542-5511 Phone: (602) 542-1427 A.R.S. §§ 41-2501 et. seq. A.R.S. §§ 41-701, 41-791, 31-253 Mission: Mission: To provide procurement services through operational leadership, legal compliance, and enhanced value for our customers and the State’s procurement community. Description: Coordinate the Value in Procurement (VIP) initiative statewide to achieve the recommendations identified in the Governor’s Efficiency Review. Conduct strategic sourcing as a Strategic Contracting Center (SCC) for statewide non-programmatic contracts, information technology and telecommunications contracts, Maintenance, Repair and Operating (MRO) equipment and supplies contracts, and construction projects. Provide centralized procurement contracting services for non-SCC agencies and ADOA. Provide procurement technology solutions for agencies and political subdivisions. Conduct compliance reviews and oversight of procurement authority of all state agencies. Coordinate with the Office of the Attorney General to provide advice, guidance, and assistance to agencies on procurement laws, rules, and court decisions. Provide technical training and assistance for small-, women- and minority-owned businesses. Provide procurement training and oversight of professional certification program for customers and procurement officers. Administer a certification program for Arizona government cooperative purchasing. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate To provide effective and efficient facility planning, design, development, construction, operations and maintenance to enable government agencies, state employees and the public to achieve their goals. Description: The General Services Division (GSD) is responsible for the ADOA building system, which includes 2,793 state-owned structures. GSD provides facility operations and maintenance including custodial, maintenance, heating and air conditioning and landscaping services to 4 million square feet in Phoenix, Tucson and the RTC properties. In addition, the division provides facilities programs including prison construction, building construction, while providing a focal point for the acquisition, leasing, planning, and construction of facilities in the Department of Administration Building System. This Program Contains the following Subprograms: 4 4 Building, Planning, and Tenant Services Construction Services Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,599.4 7,868.5 7,868.5 Other Appropriated Funds 13,146.5 13,474.5 14,377.4 Other Non Appropriated Funds 29,571.8 21,870.3 14,324.5 1,649.6 1,715.4 1,715.4 Program Total 50,317.7 43,213.3 36,570.4 Other Appropriated Funds 296.0 289.5 289.5 FTE Positions 188.2 187.5 187.5 Other Non Appropriated Funds 533.0 1,089.6 439.6 Program Total 2,478.6 3,094.5 2,444.5 FTE Positions 38.2 38.2 38.2 ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Procurement subprogram. Performance Measures Number of Compliance Reviews FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.0 5.0 4.0 Establishes contracts 5.76 5.5 5.5 Administers contracts for goods and services 5.21 5.0 5.0 Reviews and makes determinations in response to procurement requests, including delegations, appeals, emergency, impracticable to compete, sole source and off-contract 6.23 6.0 6.0 Provides training and technical assistance to agencies regarding procurement statutes, rules, and "best practices" and SPIRIT 5.79 6.0 6.0 5.9 6.0 6.0 Provides training and technical assistance on SPIRIT Page 6 All dollars are presented in thousands (not FTE). Arizona Department of Administration ADA 3.1 100 99 99 1:2.8 1:2.8 1:2.8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 35 27 27 Percentage of HVAC and maintenance emergency work orders responded to within 24 hours Subprogram Summary BUILDING, PLANNING, AND TENANT SERVICES Nola Barnes, General Manager Phone: (602) 542-1954 Ratio of preventative maintenance work orders to total maintenance requests Performance Measures A.R.S. § 41-701 Percentage reduction in ratio of planned to unplanned work orders Mission: To provide facilities planning, construction, operation and maintenance services to preserve the state's facility assets to enable state agencies to effectively deliver services to the public. Description: This subprogram provides facility management services and physical security for state owned buildings in the Department of Administration Building System including capital planning, major maintenance construction, inspections, land acquisition, space allocations, tenant improvements and statutory and building code compliance. Additionally, this subprogram solicits input from agencies within the Department of Administration Building System and prepares an annual Capital Improvement Plan and Building Renewal Plan for recommending state spending on land acquisition, capital development and major maintenance. Both plans contain a priority ranked list of recommendations. In addition, the facilities maintenance and operation program plans, develops and maintains appropriate allocation of office space for the efficient and effective use of state owned and lease purchased buildings. Reviews, approves and maintains all agency office leases in the Department of Administration Building System. Administers agency relocations for orderly transitions to maximize efficiency. Directs and regulates parking, employee id card access and closed circuit television monitoring for Department of Administration Office Buildings. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 7,599.4 7,868.5 7,868.5 Other Appropriated Funds 12,575.5 12,715.6 13,617.2 Other Non Appropriated Funds 15,244.6 12,472.2 12,453.2 Program Total 35,419.5 33,056.3 33,938.9 FTE Positions 174.9 175.9 175.9 ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Building, Planning, and Tenant Services subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.7 6.75 6.75 7.70 7.00 7.00 7.7 7.0 7.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction rating with building maintenance (scale 1-8) 7.70 6.80 6.80 Customer satisfaction with maintaining heating and cooling 7.2 6.8 6.8 Customer satisfaction with custodial services 7.4 6.8 6.8 Customer satisfaction with landscaping/grounds maintenance 7.6 6.8 6.8 Performance Measures Customer satisfaction with agency relocation process Customer satisfaction rating with tenant improvement process (scale 18) Customer satisfaction with review of office leases Performance Measures ‹ Goal 2 Subprogram Summary ADA 3.2 CONSTRUCTION SERVICES Roger Berna, General Manager Phone: (602) 542-6051 A.R.S. §§ 41-791, 31-253 Mission: To provide and assist the State of Arizona with construction administration on large capitol improvement ($500,000 or larger), building renewal and Department of Corrections facilities projects. Description: The Construction Services subprogram contracts and oversees design and construction of large Capitol Improvement and Building Renewal Projects. This group also assists Building and Planning Services in the preparation of estimates and budgets for Capitol Improvement and Building Renewal projects. This subprogram also assists the Department of Corrections and the Department of Juvenile Corrections in planning and budgeting new correctional facilities projects and then contracts and oversees their design and construction. Constructs facilities for the Department of Corrections using inmate labor. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 571.0 758.9 760.2 Other Non Appropriated Funds 14,327.2 9,398.1 1,871.3 Program Total 14,898.2 10,157.0 2,631.5 FTE Positions 13.3 11.6 11.6 Other Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Construction Services subprogram. Performance Measures Customer satisfaction with general construction projects ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.4 7.0 7.0 To aggressively pursue innovative solutions and/or opportunities in the Construction Services subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of General Construction projects completed on schedule within budget 100 98 98 Percentage of General Construction projects completed within budget 100 98 98 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Building, Planning, and Tenant Services subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of tenant improvement projects completed on schedule 99 98 98 Percentage of lease reviews completed by the date requested 92 98 98 Performance Measures Arizona Department of Administration All dollars are presented in thousands (not FTE). Page 7 Program Summary ADA 4.0 HUMAN RESOURCES Kathy Peckardt, Phillip Hamilton, Assistant Directors Phone: n/a 6.70 6.80 Percentage of customers satisfied with the open enrollment process 84 85 86 Percentage of customers satisfied with providing information and education 79 83 86 41,464 45,000 47,000 Customer satisfaction with the Benefits program (monthly) n/a 6.3 6.4 Customer satisfaction with the Wellness program n/a 6.7 6.8 Number of State employees attending an Benefit Options Wellness Event A.R.S. § 41-702 Mission: To provide efficient, timely, customer-driven professional human resources services to meet our agency, employee and public customers’ needs. ‹ Goal 2 Description: Establishes and administers state personnel rules and policies; administers the state’s health, dental and life insurance; provides a wellness program; provides personnel services in the areas of staffing and recruitment, workforce relations, classification and compensation and training. This Program Contains the following Subprograms: 4 4 Customer satisfaction rating with benefit plans (scale 1-8) To aggressively pursue innovative solutions and/or opportunities in the Benefits and Insurance subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of open enrollment completed via Web or IVR 100 100 100 Percentage of New Hire enrollment completed via Web or IVR 100 100 100 Performance Measures Benefits and Insurance Human Resource Operations Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 22,499.3 23,822.0 24,756.0 Other Non Appropriated Funds 711,492.9 710,455.3 844,571.4 Program Total 733,992.2 734,277.3 869,327.4 FTE Positions 199.7 199.7 200.7 Other Appropriated Funds Subprogram Summary ADA 4.2 HUMAN RESOURCE OPERATIONS Kathy Peckardt, Assistant Director Phone: (602) 542-8378 A.R.S. § 41-702 Mission: To provide efficient, timely, customer-driven professional human resources services to meet our agency, employee and public customers’ needs. Description: Subprogram Summary ADA 4.1 BENEFITS AND INSURANCE Philip Hamilton, Benefits Manager Phone: (602) 542-4788 A.R.S. §§ 41-702, 38-651 to 38-654 Mission: To provide benefits plans that effectively compete with other employers’ benefits plans and contribute toward improving the welfare and lifestyle of state employees, retirees, and their families. Description: The Employee Group Benefits Program Benefit Services Division administers an employer-maintained plan, which provides a variety of group insurance plans for employees. ADOA is legislatively mandated to offer continuation of health and dental insurance coverage to retiring State employees. Plans currently offered include a self-funded medical plan as well as dental, vision, basic life, supplemental life, dependent life, short-term disability, long-term disability and flexible spending accounts. The subprogram also manages the statewide wellness program. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 0.0 FY 2009 Estimate 0.0 FY 2010 Estimate 0.0 4,700.7 5,404.0 5,875.2 Other Non Appropriated Funds 709,868.7 708,801.3 842,917.4 Program Total 714,569.4 714,205.3 848,792.6 FTE Positions 38.0 38.0 39.0 Other Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Benefit Services subprogram. Performance Measures Page 8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate The Human Resources Program includes classification and compensation, staffing and recruitment, workforce relations, planning and quality assurance, and the Human Resources Information Solution (HRIS). The program administers an automated recruiting and hiring system (Hiring Gateway) for the use by hiring supervisors to fill positions; maintains a pool of candidates to fill temporary staffing needs of state agencies; coordinates and hosts job fairs, community events and outreach programs to recruit new talent; offers consulting services to provide human resources expertise in such areas as employment law and Arizona State government rules, policies and practices; administers and oversees annual surveys to evaluate market position of state jobs to ensure external competitiveness; and analyzes and evaluates salary ranges and job classifications to ensure internal equity; provides guidance on employee relations issues; assists in administering reductions in force; investigates and prepares responses to 4th level grievances submitted by agency employees and 3rd level grievances submitted by ADOA employees; conducts performance reviews of agency human resources offices to ensure consistent practices are maintained throughout Arizona government; and maintains the State’s Human Resources Information Solution (a single, integrated system to administer payroll, personnel and employee benefits processing to be shared by all branches, departments, and agencies in State government). (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 17,798.6 18,418.0 18,880.8 1,624.2 1,654.0 1,654.0 Program Total 19,422.8 20,072.0 20,534.8 FTE Positions 161.7 161.7 161.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Human Resource Operations subprogram. Performance Measures Customer satisfaction with providing All dollars are presented in thousands (not FTE). FY 2008 Actual n/a FY 2009 Estimate FY 2010 Estimate 6 75 6 75 Arizona Department of Administration personnel rules and guidance Percent difference in average salaries between State employees and the labor market 9.5 6.7 5.0 Customer satisfaction with providing statewide employee training (AzGU) n/a 6.2 6.3 Maintains Training Records (STARS) (AzGU) n/a 6.1 6.2 Customer satisfaction with providing career counseling services (Point of Service survey) 8.0 6.5 6.75 ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7 15 8 25.1 20 20 Average turnaround time (days) for processing all classification actions (covered & uncovered positions) 3.2 20 20 Average time to fill a vacant position (Hiring Gateway) 60 60 60 Number of rules developed and promulgated Average turnaround time for processing 4th level grievances (days) Explaination: Hiring Gateway replace Resumix Program Summary ADA 5.0 ARIZONA TELECOMMUNICATIONS SERVICES Pat Mah, TPO Director Phone: (602) 364-0558 A.R.S. §§ 41-712, 41-713 Mission: To aggressively pursue innovative solutions and/or opportunities in the Human Resource Operations subprogram. Performance Measures Subprogram Summary ADA 5.1 INFORMATION TECHNOLOGY SERVICES Patrick Quain, Pat Mah, ISD Assistant Director/TPO Director Phone: To assure that the State of Arizona has a cost effective and efficient consolidated, shared telecommunications infrastructure to meet the needs of government agencies, their employees and the public. Description: Laws 2005, Chapter 301, directed the Arizona Department of Administration (ADOA) to establish a Telecommunications Program Office within ADOA for the oversight of a single statewide telecommunications network called AZNet. Offices, departments and agencies of the State enter into a contract through the Telecommunications Program Office for their telecommunication needs, including the installation and the maintenance of telecommunications systems. The Telecommunications Program Office also is charged with ensuring that its contractor acts as the State's agent for all carrier services to the offices, departments and agencies within AZNet. The Telecommunications Program Office (TPO) is responsible for the management of a Contractor responsible for the statewide voice and data communications services. The Level 1 Help Desk receives initial support calls from agencies, documents the calls, and passes the information to the primary contractor’s help desk for resolution. A.R.S. §§ 41-711, 41-712, 41-713, 41-704 Mission: To provide business-enhancing information and telecommunication services to the Department of Administration, state agencies, and Arizona residents. Description: The Information Technology Services Program is comprised of two Divisions, the Telecommunications Program Office (TPO) and the Information Services Division (ISD). The Telecommunications Program Office is responsible for the oversight of a single statewide telecommunications network called AZNet. AZNet provides State agencies a scalable, centralized, statewide converged voice, video and data solution to streamline State agency communications. The Information Services Division (ISD) is responsible for providing information technology services to state agencies. These services include transaction processing, application maintenance, system and technical support, and relevant security assessments, evaluation, provisioning, and consulting. Services are charged back to the customer through monthly billing processes. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). The Security Investigation Team investigates toll fraud, inappropriate internet use and other telecommunication crimes. The 9-1-1 Administration Office reviews and approves requests by political subdivisions of this state for the payment for operating emergency telecommunication services systems. Funding and FTE Summary: (Thousands) Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 851.7 851.8 851.8 Other Appropriated Funds 27,365.1 31,979.3 35,247.9 Other Non Appropriated Funds 16,385.6 29,558.4 29,025.2 Program Total 44,602.4 62,389.5 65,124.9 FTE Positions 185.4 185.4 185.4 851.8 851.8 7,891.8 11,157.5 Other Non Appropriated Funds 16,363.8 29,025.2 29,025.2 Program Total 21,318.8 37,768.8 41,034.5 FTE Positions 27.0 27.0 27.0 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Telecommunications subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.70 6.70 6.70 Customer satisfaction with state switchboard / conference call set-ups n/a 7.0 7.0 Customer satisfaction rating with Statewide Telecommunications Contract services n/a 5.5 5.5 Customer satisfaction with connectivity to the Wide Area Network (MAGNET) n/a 6.25 6.25 Customer satisfaction rating with voice telecommunications services (scale 1-8) ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Telecommunications subprogram. Performance Measures Percentage of time primary Arizona Department of Administration FY 2010 Estimate 851.7 Performance Measures Information Technology Operations FY 2009 Estimate 4,103.3 Other Appropriated Funds Arizona Telecommunications Services Data Center Enterprise Application Services FY 2008 Actual General Funds ‹ Goal 1 This Program Contains the following Subprograms: 4 4 4 4 The State Switchboard routes calls from state agency employees and the public to other state agency employees, as well as facilitates conference calls. All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 99 99 Page 9 Percentage of mainframe scheduled batch jobs completed on time components of Network are available and accessible Customer satisfaction of support for new or upgraded telecommunications. 5.1 5.0 ENTERPRISE APPLICATION SERVICES Patrick Quain, Assistant Director DATA CENTER Phone: (602) 542-2899 Patrick Quain, Assistant Director Phone: (602) 542-2899 A.R.S. § 41-711 A.R.S. § 41-711 Mission: Mission: To provide efficient and effective computing services, and a base of knowledge and experience which clients may draw upon to meet their information technology needs. Description: The ADOA Data Center is the “OPERATIONS” section of ISD. The Operations section provides Information Processing Services to more than 152 customers of the ADOA Data Center. The services are provided to our customers 24 hours a day, 365 days per year. In addition, the Operations section provides Server Hosting, Data Backup Services & Support, Disaster Recovery Services, Tiered Storage, Automated Job Scheduling, Network Services, Operating System Installation, Maintenance & Support, Performance Measurements, High Speed Print Services, 24/7 Hardware and Software Support, 24/7 IT Support Service Desk, Dedicated Colocation Cabinets and Offsite Media Storage. The ADOA Data Center Server platforms include a Mainframe System zSeries Enterprise Class (zS EC) which continues to be a leader in areas such as Data Management, Availability, Security and Resiliency, Virtualization and Integration. A vast assortment of Distributed Systems such as IBM pSeries and xSeries, Dell, HP, Compaq, SUN, Proliant, and VMWare. In addition, the ADOA Data Center provides Desktop Services and Support to outside customers who chose not to have their own IT group. These Services and Support are provided to our customers 24/7/365. The ADOA Data Center is equipped with 24/7 Physical Security guards, 24/7 Video Surveillance, Uninterruptable Power Supply (UPS) Battery Backup, Redundant Diesel Backup Generators, Redundant Power Distribution Units (PDUs), Fire Suppressant and more than 250 tons of Air Conditioning. The Operations section provides processing services to many of the State’s largest agencies including the Arizona Health Care Cost Containment System (AHCCCS), Arizona Department of Transportation (AZDOT), Arizona Department of Corrections (AZDOC), Arizona Department of Revenue (AZDOR), and the State of Hawaii to name a few. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 12,901.9 12,613.1 12,613.1 0.0 0.0 0.0 Program Total 12,901.9 12,613.1 12,613.1 FTE Positions 64.8 65.1 65.1 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Data Center subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction rating with mainframe processing (scale 1-8) n/a 6.00 6.00 Percentage of calls to the Help Desk resolved during first contact with customer’s problem 100 80 80 Performance Measures ‹ Goal 2 To provide effective and efficient application support services to interdepartmental customers. Description: This group's primary focus is to provide knowledge and expertise to evaluate, develop, and implement the proper technologies and applications that address our customers’ business problems. The section’s current work units include: The Arizona Financial Information Systems (AFIS) Programming Support group and the Data Resource Management (DRM) group, The Distributed Systems Group (DSG) and External Support Services group (ESS). Their activities typically involve system development and related support strategies, file and storage assessment, application design consultation, and significant issues regarding application development, access, performance, communications and deployment. Their services also include providing server, storage, and local LAN/desktop services and support to other agencies including server hoteling, file and print services, Email services, file backup and recovery, desktop (workstation) support, internet and mainframe connectivity, workstation set-up and installation, and trouble shooting. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 5,464.9 4,961.3 4,961.3 21.8 533.2 0.0 Program Total 5,486.7 5,494.5 4,961.3 FTE Positions 44.5 44.0 44.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Enterprise Application Services subprogram FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of time database systems are on-line and available 99.97 99 99 Percentage of RFSs completed within negotiated time frame 100 85 85 Percentage of enterprise application development work completed within negotiated timeframe 100 90 90 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Enterprise Application Services subprogram. Performance Measures Percentage of time programs ( HRIS, AFIS, Web) are available Percentage of RFSs completed correctly the first time FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.99 99 99 98.8 95 95 To aggressively pursue innovative solutions and/or opportunities in the Data Center subprogram. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage systems are available 99.94 99.7 99.7 Percentage of time that mainframe batch systems are available. 99.88 99.7 99.7 Page 10 99.5 Subprogram Summary Subprogram Summary Funding and FTE Summary: (Thousands) 99.5 5.0 ADA 5.3 ADA 5.2 99.99 All dollars are presented in thousands (not FTE). Arizona Department of Administration subprogram. Subprogram Summary ADA 5.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction rating with information and data security services (scale 1-8) n/a 6.0 6.0 Customer satisfaction with billing & collection services n/a 6.0 6.0 Customer satisfaction with Finance and Planning (monthly) n/a 6.0 6.0 Performance Measures INFORMATION TECHNOLOGY OPERATIONS Patrick Quain, Assistant Director Phone: (602) 542-2250 A.R.S. § 41-711 Mission: To ensure necessary administrative functions are available to support the Data Center and the Enterprise Application Services Group. ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Information Technology Operations subprogram. Description: Performance Measures The Information Technology Services program is responsible for providing comprehensive support and management services for its customers. These services are administered via a customer support and management services subprogram. The Customer Relationship Management (CRM) section provides guidance and acts as a liaison to all sections in the Arizona Department of Administration and the Information Services Division. This section facilitates service delivery and develops relationships between the provider and recipient, seeking to effectively intervene if disputes arise. If problems ensue between ISD and its customer(s), this section is to become involved. This section will document and formally note its involvement in activities, projects, and relationships by producing monthly measurements, surveying customers regarding their perceptions and attitudes, draft reports or analyses regarding the disposition of the business problem or issue and actively pursue new Agency relationship opportunities. The Disaster Recovery/Business Continuity section (DR/BC) provides business application security and disaster recovery resources and techniques that protect the customer’s information and computer applications and equipment. The ADOA Information Security section (AIS) provides network, host and business application security through security provisioning, compliance and assessment services that protect the customer’s information, computer applications and equipment. Performs risk and vulnerability assessments as well as network and computer security incident management, investigations and forensics. Also provides security awareness training and assists ISD customers and their business units in setting up security best practices within their organizations. The Finance and Planning section (FP) is responsible for the administration of all division accounting, budgeting, and billing activities. It monitors the accuracy and timeliness of all financial reporting to departmental and divisional management. It develops cost recovery rates and methodologies, as well as providing utilization information to customer agencies. This section processes transactions for services such as facilities maintenance, asset tracking, and personnel and payroll support. The Project Management Office section (PMO) is the central point of contact for directing project management efforts and results reporting within ISD. The PMO manages the Project Investment Justification (PIJ) process, provides support on the IT project approval processes, and is the project management liaison between the Government Information Technology Agency (GITA) and ISD. The PMO serves as a coordination point for all ISD projects stored in dotProject. DotProject is a Web based Project Management Information System (PMIS) used by ISD project teams to gather, analyze, communicate, and store project information. The PMO is also active with directing the ISD Change Advisory Board, which reviews and communicates upcoming system changes to partnering vendors and ADOA customers. Percentage of automation bills issued by the 3rd Friday of the month Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 0.0 0.0 0.0 6,513.1 6,516.0 0.0 0.0 0.0 Program Total 4,895.0 6,513.1 6,516.0 FTE Positions 49.1 49.3 49.3 Other Non Appropriated Funds ‹ Goal 1 FY 2009 Estimate FY 2010 Estimate 100 83 83 Program Summary ADA 6.0 SUPPORT SERVICES William Hernandez, Assistant Director Phone: (602) 364-2872 A.R.S. §§ 41-101.03, 41-105, 35-193, 41-2606, 41-803 Mission: To provide effective and efficient support services to enable government agencies, state employees, the public, and the Arizona Department of Administration to achieve their goals. Description: The support services program is responsible for the statewide operations of four internal services funds which provide seven centralized business functions, all mandated travel reduction programs, the Arizona Office for Americans with Disabilities, the ADOA LAN, the Governor's Regulatory Review Council, and the state motor vehicle fleet alternative fuel coordinator function. This Program Contains the following Subprograms: 4 4 4 4 State Boards Office Surplus Property Other Support Services Motor Pool Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 790.9 866.1 866.1 15,273.4 18,568.9 18,568.9 5,766.7 5,463.0 5,463.0 Program Total 21,831.0 24,898.0 24,898.0 FTE Positions 84.3 84.3 84.3 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 4,895.0 Other Appropriated Funds FY 2008 Actual To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Information Technology Operations Arizona Department of Administration All dollars are presented in thousands (not FTE). Page 11 Subprogram Summary ADA 6.1 Subprogram Summary ADA 6.2 SURPLUS PROPERTY STATE BOARDS OFFICE Joe Whitmer, Administrator Phone: (602) 364-4869 Steve Perica, Administrator Phone: (602) 542-0796 A.R.S. § 35-193 A.R.S. § 41-2606(B) Mission: Mission: To provide effective and efficient accounting and office support services to small licensing agencies to enable them to service the public. To reutilize surplus state and federal personal property through an effective and efficient distribution system in a customer focused environment which ensures continuity of service to eligible governmental and non-profit organizations, and to maximize the dollar return to the state on the property sold to the general public. Description: The program provides support services to small licensing agencies in the areas of reception services, budgeting, personnel, accounting, payroll and agency liaison among a variety of state programs. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 263.9 284.7 284.7 0.0 0.0 0.0 Program Total 263.9 284.7 284.7 FTE Positions 3.0 3.0 3.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide effective and efficient support services to enable the boards, their employees and the public to achieve their goals. Performance Measures Overall customer satisfaction (scale 18) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 7.0 7.0 To aggressively pursue innovative solutions and/or opportunities in the State Boards Office subprogram. Performance Measures Number of days to process invoices Percentage error rate of claims FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.58 4.0 4.0 0 2 0 Description: The functions performed by the Surplus Property Program include: determining the fair market value of all excess and surplus property; determining the disposition of disposal by approving trade-in, direct transfer or distribution, or cannibalization, condemn by scrap, disposal through the use of competitive sealed bids, auctions, established markets, and/or posted price sales; marketing programs and items available to potential customers, advertising items available in published flyers, monthly newsletters, and for public sale utilizing auction bulletins and local newspapers; determining and assessing proper service and handling fees for the acquisition, receipt, warehousing, rehabilitation, delivery, distribution or transfer of surplus materials; allocating proceeds from direct transfer or disposal through sale of surplus materials to authorized reimbursable funds; preparing and filing a State Plan of Operation with United States General Service Administration; acting on behalf of the state with any federal agencies or other surplus agencies regarding federal surplus materials; determining eligibility for the acquisition and distribution of state and federal surplus materials in accordance with federal laws; ensuring that the federal and state surplus revolving funds are being maintained in accordance with the State Plan of Operation and applicable Arizona Administrative Codes. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 0.0 0.0 0.0 2,860.5 4,707.3 4,707.3 0.0 0.0 0.0 Program Total 2,860.5 4,707.3 4,707.3 FTE Positions 23.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of operations while ensuring the safe and efficient redistribution / sale of surplus property for the State of Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction with the effectiveness of onsite customer assistance. 7.7 7.9 7.8 Customer satisfaction with the efficiency of in-field operations. 7.7 7.9 7.8 Customer satisfaction with Surplus Property n/a 6.5 6.5 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Surplus Property subprogram. Performance Measures Customer requests picked up on date committed/agreed upon (timeliness). Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.7 7.8 7.7 Measurement scale changed in FY06 from a percentage to a 1-8 scale. Tons of paper recycled. Receiving backlog expressed as a percentage of items received within two days Page 12 FY 2009 Estimate All dollars are presented in thousands (not FTE). 891 1,025 1,000 84 85 85 Arizona Department of Administration Customer satisfaction rating for travel reduction coordinators (bi-annual) Subprogram Summary ADA 6.3 ‹ Goal 2 OTHER SUPPORT SERVICES Charlotte Hosseini, William Hernandez, Alex Turner, Deputy Dir, Asst Dir M Phone: (602) 542-1500 A.R.S. §§ 41-101.03, 41-701 Mission: To reduce state employees’ commute travel in single occupancy vehicles within Maricopa County in order to improve air quality; to assist the Governor's Regulatory Review Council and agencies to fulfill their rulemaking responsibilities under the Administrative Procedure Act; to provide services and programs to assist government agencies, state employees, and the public to comply with federal and state disabilities laws; and to deliver effective and efficient service to state agencies in the areas of printing, convenience copiers, mail handling (interoffice and U.S. mail), and office machine repair services. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2009 Estimate FY 2010 Estimate Number of commuter club members (carpoolers, transit riders, walkers, bicyclists) 5,305 5,570 5,628 Number of matchlists processed 2,342 2,200 2,200 27.5 6.0 4.0 Agency sites that achieved their travel reduction goals n/a 40 40 Percentage of all state employee commute trips that are drive alone n/a 66.7 65.3 Percentage of ADOA employee commute trips that are drive-alone n/a 60 60 Percentage increase in transit riders ‹ Goal 3 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Governor's Regulatory Review Council subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction of staff services by Agency representatives (monthly survey) 7.51 6.9 6.9 Customer satisfaction of staff services by Council members (monthly) 7.63 7.0 7.0 n/a 6.7 6.7 Performance Measures Customer satisfaction with all Governor's Regulatory Review Council (GRRC) services (monthly survey) ‹ Goal 4 To aggressively pursue innovative solutions and/or opportunities in the Governor's Regulatory Review Council subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97 80 80 Percentage of five-year review reports acted on by Council consistent with staff recommendations 100 100 100 Percentage of rules approved on first hearing 100 99 99 Percentage of rules acted on by Council consistent with staff recommendations 100 99 99 Performance Measures Percentage of courtesy reviews completed in two months or less ‹ Goal 5 To provide effective and efficient support services to enable government agencies, state employees and the public to achieve their goals in the Arizona Office for Americans with Disabilities subprogram. Performance Measures Customer satisfaction with all services of the Arizona Office for Americans with Disabilities ‹ Goal 6 790.9 866.1 866.1 573.9 850.1 850.1 Other Non Appropriated Funds 4,664.8 4,363.0 4,363.0 Percentage of print orders delivered on schedule and to specification Program Total 6,029.6 6,079.2 6,079.2 FTE Positions 39.3 39.3 39.3 Performance Measures Customer satisfaction with all Travel Reduction services Customer satisfaction rating for capitol rideshare customers (monthly) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 6.5 6.5 7.75 7.0 7.0 Arizona Department of Administration FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 6.2 6.2 To maintain continuity of operations while ensuring the safe and efficient delivery of business services to the agencies of the State of Arizona. Other Appropriated Funds To deliver effective and efficient service in a customer focused environment to Travel Reduction subprogram customers. 7.0 FY 2008 Actual Performance Measures General Funds ‹ Goal 1 7.0 To aggressively pursue innovative solutions and/or opportunities in the Travel Reduction subprogram. Description: Through promotion, education and incentives, the Travel Reduction Program encourages non-university state employees in Maricopa County to carpool, vanpool, utilize transit, bicycle or walk to work. Other forms of travel reduction are also pursued by this program such as allowing selected employees to work at a location other than their traditional workplace one or two days per week. An annual travel reduction survey is administered by this program, distributed to 23,000 employees, and submitted to Maricopa County. Governor's Regulatory Review Council staff provides guidance regarding the rulemaking responsibilities of the Council and various state agencies. The Arizona Office for Americans with Disabilities (AOAD) provides technical assistance, research and training relevant to the Americans with Disabilities Act, Section 504 of the Rehabilitation Act of 1973, as amended and re-authorized, and other disability-related legislation. It accomplishes this by researching federal, state and local guidelines, policies, laws, rules, and by providing the updates. Information and referral services are provided to individuals, businesses and agencies to resolve questions and problems, both through the office and the toll free 800 statewide information line. AOAD also provides agency specific technical assistance and training. In addition, AOAD reviews policies and procedures, recommending changes to bring them into compliance with current disability laws. The Local Area Network (LAN) unit provides LAN services and support to divisions of the Department of Administration including file and print services, Email services, file backup and recovery, desktop (workstation) support, internet and mainframe connectivity, workstation setup and installation, and trouble shooting. The Business Services Program provides quality service to the Arizona Department of Administration (ADOA) and other state agencies in the following areas: printing, including digital copy service, design/typesetting, color printing, professional bindery options and delivery service; mail service, including interagency route service, U.S. Mail processing, and parcel mail service; repair services for light office machines, including laser printers, fax machines, calculators, typewriters, and dictating equipment. 7.39 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 83.37 85 85 Customer satisfaction with printing & copying services n/a 6.5 6.5 Customer satisfaction with the effectiveness and efficiency of the collection & distribution of mail. n/a 6.5 6.5 Customer satisfaction with maintaining & repairing office machines n/a 6.5 6.5 Performance Measures ‹ Goal 7 To aggressively pursue innovative solutions and/or opportunities in the Business Services subprogram. Performance Measures Percentage of printing & copying All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 20 20 Page 13 pricing below private sector price Average time for interagency mail to be routed through the ADOA system (days) .7 1.3 1.2 Percentage of repair services pricing below private sector 36 35 35 ‹ Goal 8 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the ADOA LAN subprogram. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8.0 6.5 6.5 Customer satisfaction with the Local Area Network ‹ Goal 9 To aggressively pursue innovative solutions and/or opportunities in the ADOA LAN subprogram. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage accessibility and availability of the LAN 99 99 99 Percentage availability of GroupWise during prime time support 99 99 99 Percentage of desktop software problems responded within 15 minutes (LAN) 99 99 99 Performance Measures Subprogram Summary ADA 6.4 MOTOR POOL Randy Frost, Administrator Phone: (602) 542-0601 A.R.S. § 41-803 Mission: To continuously provide safe, clean and environmentally friendly vehicles in an efficient, customer-focused manner. The functions of the Fleet Management Program include: providing dispatching for the taxi fleet; managing the procurement, assignment, and utilization of the entire fleet; managing the outsourcing of maintenance and repairs of the fleet; managing the record keeping for vehicles during their life in the fleet; providing a refueling site and car wash facilities; providing replacement vehicles for those meeting required criteria; and managing the disposition of replaced vehicles. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 11,575.1 12,726.8 12,726.8 1,101.9 1,100.0 1,100.0 Program Total 12,677.0 13,826.8 13,826.8 FTE Positions 19.0 19.0 19.0 Other Appropriated Funds Other Non Appropriated Funds To maintain continuity of operations through the efficient customer focused delivery of service to Motor Pool subprogram customers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction with short-term (day use) vehicle rental 7.8 7.8 7.8 Customer satisfaction with long-term vehicle use 7.9 7.9 7.5 Performance Measures ‹ Goal 2 A.R.S. §§ 41-794 to 41-797 Mission: To maintain an orderly, secure and safe environment where visitors, employees, and other persons conducting business with the State of Arizona, within the capitol complexes in Phoenix and Tucson, will be safe and secure. Description: The Capitol Police make arrests and issue citations for violations of Arizona State laws and rules; respond to all calls for assistance and render aid when possible; investigate threats, suspicious activities, circumstances, vehicles and persons; investigate all crimes and accidents occurring within the state complexes; and if appropriate, identify and apprehend suspect(s). The police force prepares reports and required documents; gathers and processes evidence on violations; assists state and county prosecutors in court presentations by giving evidence and testimony at trials and hearings; and provides escort services and motorist assistance. They also conduct training for state employees in crime prevention, personal safety and violence in the work place; conduct welfare checks and preventive patrols throughout the Capitol Complexes on a continuing basis; attend hearings, disciplinary actions and special events where violence is a real concern; maintain security posts in state buildings where higher levels of security are required; conduct buildings and grounds security checks on a day to day and shift to shift basis; monitor, respond and investigate all alarms received from the state’s electronic security systems; and conduct building, grounds and facilities security and safety inspections and evaluations. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,448.7 2,382.1 514.2 531.6 812.1 Other Non Appropriated Funds 1,582.1 1,413.6 1,413.6 Program Total 4,545.0 4,327.3 4,607.8 FTE Positions 78.5 78.5 90.5 Other Appropriated Funds ‹ Goal 1 2,382.1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Capitol Police program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction with crime prevention n/a 6.6 6.6 Customer satisfaction with law enforcement n/a 6.8 6.8 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Capitol Police program. Performance Measures Average response time to Capitol Police emergency calls (minutes:seconds) Number of Uniform Crime Reporting (UCR) part one crimes occurring within the Capitol Mall complex FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1:52 2:00 2:00 82 100 100 To aggressively pursue innovative solutions and/or opportunities in the Motor Pool subprogram. Performance Measures Percentage of average taxi fleet utilization Percentage of downtime of Fleet Management vehicles in total fleet Page 14 CAPITOL POLICE Thomas V. Lane, Chief of Capitol Police Phone: (602) 542-0362 Funding and FTE Summary: (Thousands) Description: ‹ Goal 1 Program Summary ADA 7.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81 85 85 1.9 3 4 All dollars are presented in thousands (not FTE). Arizona Department of Administration Program Summary ADA 8.0 RISK MANAGEMENT Raymond DiCiccio, Risk Manager Phone: (602) 542-1791 A.R.S. §§ 41-621 et. seq. Mission: To provide timely, high quality, and cost effective services to agency customers and the public for the state’s property and liability exposures, and to our state employee customers who have work-related injuries. Description: Risk Management purchases excess and specialty insurance to complement its self-insurance program; investigates, mitigates and settles all property and liability claims against the state; defends lawsuits and recovers monies from third parties who have injured the state; and assists agencies in development and administration of loss prevention programs. This program also self-insures and self-administers the state’s workers’ compensation activities by investigating claims and managing workers’ compensation benefits for injured state employees; assists agencies in administering return to work programs in compliance with ADA; provides consulting services, and recovers monies from third parties who have injured state employees. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 72,150.6 92,959.5 100,222.6 2,731.9 1,875.1 2,613.0 Program Total 74,882.5 94,834.6 102,835.6 FTE Positions 86.0 86.0 90.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Risk Management program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction with handling of property and liability claims on annual survey n/a 6.5 6.5 Customer satisfaction with selfinsurance on annual survey n/a 6.5 6.5 Customer satisfaction with loss prevention n/a 6.5 6.5 Customer satisfaction with Workers' Compensation n/a 6.5 6.5 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Risk Management program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.5 5.4 5.4 Total dollar losses of property and liability claims (in millions) 36.4 39.9 47.3 Total dollar losses of workers' compensation claims (in millions) 23.5 30.2 29.2 10 15 15 Number of general and liability claims opened 3,486 4,000 4,000 Cost of risk per capita (dollars) 16.03 16.21 16.25 Performance Measures Statewide incident rate per 100 Full Time Equivalent (FTE) positions (accepted Risk Management claims) Number of liability settlements and judgments paid greater than $250,000 Arizona Department of Administration All dollars are presented in thousands (not FTE). Page 15 Agency Summary HGA 0.0 OFFICE OF ADMINISTRATIVE HEARINGS Cliff J. Vanell, Director Phone: (602) 542-9853 A.R.S. § 41-1092.01 Mission: Percent of agency acceptance of findings of fact and conclusions of law (including recommended order) without modification 86.64 86.64 86.64 Percent of OAH decisions contrary to original agency position 13.49 13.49 13.49 Percent of agency acceptance of contrary Office of Administrative Hearings decision 89.91 89.91 89.91 Percent of agency rejection of OAH decisions 1.97 1.97 1.97 Percent of cases reheard 1.58 1.58 1.58 To contribute to the quality of life in the State of Arizona by fairly and impartially hearing the contested matters of our fellow citizens arising out of state regulation. Percent of cases appealed to Superior Court 2.15 2.15 2.15 98.56 98.56 98.56 Description: Percent of evaluations rating the administrative law judge excellent or good in attentiveness Percent of evaluations rating the administrative law judge excellent or good in explaining the hearing process 98.12 98.12 98.12 Percent of evaluations rating the administrative law judge excellent or good in the use of clear and neutral language 97.97 97.97 97.97 Percent of evaluations rating the administrative law judge excellent or good in impartiality 97.72 97.72 97.72 Percent of evaluations rating the administrative law judge excellent or good in dealing with the issues of the case 96.64 96.64 96.64 Percent of evaluations rating the office excellent or good in sufficient space 94.58 94.58 94.58 Percent of evaluations rating the office excellent or good in providing freedom from distractions 95.57 95.57 95.57 Percent of evaluations rating the staff excellent or good in responding promptly and completely to questions 96.51 96.51 96.51 Percent of evaluations rating the staff excellent or good in courteous treatment 96.52 96.52 96.52 The Agency commenced operation January 1, 1996. Previously, administrative hearings were 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 administrative hearings. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,284.7 1,284.7 1,284.7 14.4 14.5 14.5 Other Non Appropriated Funds 1,538.2 1,584.2 1,584.2 Program Total 2,837.3 2,883.4 2,883.4 FTE Positions 29.0 29.0 29.0 Other Appropriated Funds Strategic Issues: Issue 1 The OAH must be responsive to the decline in state revenues. The OAH will attempt to maintain current level of General Funding except as changed or adjusted by legislation. To conduct hearings in a timely fashion. ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average number of days from hearing request to hearing scheduling 1.07 1.07 1.07 Average number of days from hearing scheduling to first scheduled hearing 57.73 57.73 57.73 Average number of days from the first scheduled hearing to the conclusion of the hearing 10.67 10.67 10.67 Average number of days from the conclusion of the hearing to transmission of the decision to the agency 17.57 17.57 17.57 Average length of delay (in days) from first hearing date to conclusion of the case due to continuances 62.23 62.23 62.23 Average length of a single continuance [measured by first continuances only] (in days) 56.64 56.64 56.64 7561 7561 7561 Performance Measures Cases docketed 3298 3298 3298 New cases docketed to cases concluded 1:.98 1:.98 1:.98 0 0 0 58.84 58.84 58.84 Average days from request for hearing to first date of hearing ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average number of weekly requests to website 12200 12200 12200 Average number of individual domains accessing the website per week 1246 1246 1246 1260.2 1260.2 1260.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 1 1 576 576 576 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 361 361 361 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 73.1 73.1 73.1 Performance Measures Advertisements of website capability per month Performance Measures Publication of new informational articles on internet site Performance Measures Average number of weekly hits on information page to enter agency portal Performance Measures Average number of text searches of administrative law judge decisions per week To increase client satisfaction in the hearing process. Performance Measures Percent of agency acceptance of findings of fact and conclusions of law (excluding recommended order) without modification Page 16 To serve the parties by providing at will access to information. Average number of hits on articles on website per week Number of hearings held Hearings conducted by contract administrative law judges ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 92.60 92.60 92.60 All dollars are presented in thousands (not FTE). Office of Administrative Hearings ($ Thousands) Agency Summary: Agency Summary AHA 0.0 ARIZONA DEPARTMENT OF AGRICULTURE Donald Butler, Director Phone: (602) 542-0990 FY 2008 Actual Program ¾ FOOD SAFETY AND QUALITY FY 2009 Estimate FY 2010 Estimate 8,311.7 7,584.1 7,690.0 904.1 851.9 1,004.5 ¾ ANIMAL DISEASE, 3,704.9 3,646.4 3,687.0 ¾ PEST EXCLUSION AND 5,418.8 4,482.3 4,542.3 ¾ NATIVE PLANT AND 220.6 325.3 325.3 ¾ PESTICIDE COMPLIANCE 794.9 721.6 741.8 ¾ ADMINISTRATIVE SERVICES ¾ STATE AGRICULTURAL 1,815.8 2,067.9 2,067.9 2,254.3 2,493.0 2,579.3 ¾ AGRICULTURAL 3,329.3 3,488.4 3,488.4 ¾ COMMODITY DEVELOPMENT 3,868.3 3,043.7 3,043.7 30,622.7 28,704.6 29,170.2 ASSURANCE A.R.S. §§ 3-101 et seq. ¾ NON-FOOD PRODUCT QUALITY ASSURANCE Mission: To regulate and support Arizona agriculture in a manner that encourages farming, ranching, and agribusiness while protecting consumers and natural resources. OWNERSHIP AND WELFARE PROTECTION MANAGEMENT Description: The Department has ten programs designed 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. The Food Safety and Quality Assurance program protects against the distribution of unsafe, unwholesome, and improperly labeled meat, poultry, ratites, milk, and eggs. The Non-Food Product Quality Assurance program protects the public’s interest by ensuring the quality of feeds, fertilizers, pesticides and seed. The Animal Disease Ownership and Welfare Protection program protects agricultural animals from disease and abuse, livestock owners against theft, and the public from harmful livestock interactions. The Pest Exclusion and Management program ensures the provision of pest-free agricultural products and protects the public from plant pests through prevention, control, and eradication. The Native Plant and Cultural Resources Protection program protects and conserves Arizona's native plants, historical sites, and other natural resources for present and future generations to enjoy and appreciate. The Pesticide Compliance and Worker Safety program protects public health, agricultural workers, and the environment by ensuring the proper use of crop protection products. The State Agricultural Laboratory supports the Department of Agriculture and other regulatory agencies in protecting consumers and natural resources through the provision of quality laboratory services. The Agricultural Consultation and Training program is an innovative compliance assistance program that guides the agricultural community in a non-enforcement posture on regulatory matters, and administers the Livestock and Crop Conservation and Specialty Crop Block Grant Programs. The limited Commodity Development and Promotion program primarily reflects the funding of the industry councils, which is provided through self-assessed fees paid by growers/producers. Finally, the Administrative Services program provides leadership to ensure timely and efficient support services to all Department of Agriculture programs. CULTURAL RESOURCES PROTECTION AND WORKER SAFETY LABORATORY CONSULTATION AND TRAINING AND PROMOTION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11,903.8 11,640.4 2,851.1 3,461.7 3,831.5 Other Non Appropriated Funds 15,867.8 13,602.5 13,450.7 Program Total 30,622.7 28,704.6 29,170.2 FTE Positions 382.8 380.5 482.3 Other Appropriated Funds 11,888.0 Strategic Issues: The safety and security of our food supply at every level of the food chain is critical to public health as well as economic stability. The September 11, 2001 attacks revealed the crucial role the Department plays in homeland security as the State Agency that is responsible for safeguarding citizens and the agricultural industry from pests and diseases. Where terrorist attacks crystallized the delicate balance in food supply safety, homeland security has spotlighted the singular importance of the Department in safeguarding the production, processing and delivery of food. Where, early on, anthrax attacks demonstrated how a disease primarily thought to affect animals can be used against humans, homeland security has spotlighted the singular importance of the Department in assuring the safety of our food supply. The Department's regulation of the feed, fertilizer, pesticide, meat, dairy and egg industries ensures consumer safety. Continual assessment of Department regulatory actions is the key to prevention of terrorist activities that might involve the improper use, or addition, of foreign objects. Prevention of the occurrence of acts of bioterrorism, acts which endanger human health, require funding for adequate staff and resources. Issue 1 Reduced funding of the Pest Exclusion and Management (PEM) program has placed the State at increased risk for plant pest introduction(s). The State is at increased risk for pest introduction(s) as the Pest Exclusion and Management (PEM) program's ability to detect and prevent the spread of a plant pest, as well as participation in animal health compliance assistance, is diminished as the program's resources have been reduced. The outcomes include, but are not limited to, serious pest introductions and eradication scenarios, challenges both domestically and internationally to Issue 2 Arizona Department of Agriculture All dollars are presented in thousands (not FTE). Page 17 general fund or other appropriated or non-appropriated non-federal funds. program-issued export certifications. Staffing shortages and a high turnover rate for its scientists as well as equipment obsolescence at the State Agricultural Laboratory (SAL) continue to erode the Department's laboratory infrastructure for performing rapid, definitive analyses essential for protecting Arizona's citizens, food supply, environment and agricultural resources. We rely on the State Agricultural Laboratory (SAL) for the information we need to make decisions in response to emergency and enforcement situations. The SAL does not have adequate staffing to provide us with timely testing and scientific expertise. The SAL requires adequate staffing and equipment to produce the timely, accurate and defensible laboratory results with the integrity required to support our regulatory actions. Although the laboratory's equipment replacement budget has been reinstated beginning in FY 2009, it currently only supports a 17-year replacement cycle rather than the 11-year cycle required to enable the Department to replace obsolete instrumentation. The validity of the laboratory's data is sustainable only by continuing to address the SAL's needs. Issue 3 The Department's Animal Health and Welfare Program must focus on disease exclusion and rapid identification, public health and safety and emergency preparedness. Budget reductions threaten public health and the State's animal industries. Emerging animal diseases, some of which affect humans such as Avian Influenza, demand Department emergency preparedness and strengthened bio-security activities. Additionally, Department response to the growth of and changes in the self-inspection program and the Agency licensing section, requires improved staffing and information technology. Issue 4 Maintenance of a robust and customer friendly Information Technology (IT) system and IT staff is essential to allow continued protection of the food supply, the public and the environment. Without additional funding, the Agency's ability to maintain this is seriously in jeopardy. Every person within the Department is dependent on Information Technology (IT) to carry out legislative mandates. IT is the cornerstone and life blood of the Department's regulatory and Customer Service efforts. In order to follow through with the primary mission of the Department, the Department must have the ability to keep its IT systems in line with technology advancements and must keep IT staff skills at a level to maintain those systems. Additional funding is needed for this additional technical training, not found within the Arizona Government University system. Key to the Department's mission is the timely dissemination of accurate information to the regulated community, the public and to our own employees. This information is kept on various server class computers, including the Department web site. The Department has worked with GITA to determine the most effective methods of delivering this information to concerned parties, and to keep in compliance with ongoing security demands and standards for IT. Increased IT staffing is needed in the development arena to provide the necessary applications that cannot be purchased, and to assist in the migration of legacy applications to more current technology. The technology in place must be able to support, at a minimum, the more than 250 Department employees, 4 outlying Department offices, 20 outlying animal health officers, as well as the thousands of citizen-clients found throughout the State. Outdated technology cannot perform this function with the efficiency and security that those being supported require. Regular technology replacement schedules, ongoing maintenance and software licensing, IT staff training, and increased IT staffing are all essential for the Department to provide consistent, accurate, and timely information flow that is necessary to mitigate technology disasters, deal with emergencies, and carry on day-today operations in an efficient, secure environment. Additional funding is needed for all of this to occur. Issue 5 For the Department to capitalize on federal and outside funding opportunities, State funds are required. As the Department continues to search out federal grants and cooperative agreement funding, there is an increasing challenge to be able to provide the necessary matching funds required by most agreements. Typically, required State match for agreements ranges from 15 - 50% of the grant award funds and, since the State matching funds cannot originate from other federal monies, State matching funds must originate from the State Issue 6 Page 18 Program Summary AHA 1.0 FOOD SAFETY AND QUALITY ASSURANCE Dr. John W. Hunt, DVM, Associate Director Phone: (602) 542-7186 A.R.S. §§ 3-101 et seq Mission: To ensure that the public food supply meets established standards for quality and safety. Description: This program provides inspections for the safety and/or quality of meat, poultry, ratites, milk, eggs, and fresh produce. This Program Contains the following Subprograms: 4 4 Animal Products Food Safety and Quality Inspection Fresh Produce Standardization and Inspection Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 1,430.8 1,470.1 1,490.9 Other Appropriated Funds 1,544.2 1,984.8 2,090.7 Other Non Appropriated Funds 5,336.7 4,129.2 4,108.4 Program Total 8,311.7 7,584.1 7,690.0 FTE Positions 120.7 123.4 125.4 Subprogram Summary AHA 1.1 ANIMAL PRODUCTS FOOD SAFETY AND QUALITY INSPECTION Dart Easterday, Administrator Phone: (602) 542-0884 A.R.S. §§ 3-101 et seq. Mission: To protect against the distribution of unsafe, unwholesome, and improperly labeled meat, poultry, ratites, milk, and eggs. Description: This subprogram is designed to help protect the public health and safety from microbiological, chemical, and physical food hazards or substandard quality resulting from the processing and packaging of meat, poultry, ratites, milk, and eggs. Slaughtering facilities and processors receive licensing and permitting services, on-site inspections, and testing of samples for microbiological, drug, and chemical residues. State and federal regulations are administered relating to the sale, packing, and movement of eggs and egg products. Inspection activities include egg products control, shell egg grading and milk tanker inspections. Poultry used in school lunch programs also is inspected for quality and safety. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,430.8 1,470.1 1,490.9 Other Appropriated Funds 671.1 897.8 1,003.7 Other Non Appropriated Funds 654.9 618.3 597.5 Program Total 2,756.8 2,986.2 3,092.1 FTE Positions 37.4 37.4 39.4 ‹ Goal 1 To maintain an effective regulatory system of animal food product inspections. Performance Measures Number of pounds of fluid milk removed from sale by inspectors due to non-compliance with regulations All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 210,280 400,000 400,000 Arizona Department of Agriculture Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected dairy facilities 0 0 Total number of dairy-related inspections 0 874 900 900 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of wholesale and retail egg inspections 1,278 1,600 1,600 Total number of individual shell eggs inspected under State inspection 350,609 500,000 500,000 Number of egg dozens retained by inspectors for non-compliance with State standards 143,924 400,000 400,000 Performance Measures 31,452 31,000 31,000 86.3 87 87 Number of citrus, fruit & vegetable inspections 16,309 20,000 20,000 Number of federal-state and citrus, fruit, and vegetable produce inspections 47,761 51,000 51,000 Number of written violations 12 20 20 Number of verbal violations 23 40 40 Number of cartons shipped by industry (in millions) Program Summary AHA 2.0 Number of documented food-borne bacteria outbreaks linked to eggs or egg products sold within Arizona Performance Measures 0 0 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected processing or slaughter plants NON-FOOD PRODUCT QUALITY ASSURANCE Jack Peterson, Associate Director Phone: (602) 542-3575 A.R.S. §§ 3-101 et seq. Mission: 79 80 81 99.49 99 99 Number of state meat and poultry facilities Percent of meat and poultry product tests in compliance with bacteria, drug and chemical residue requirements To protect the public’s interest by ensuring the quality of feeds, fertilizers, pesticides and seed. Description: Subprogram Summary AHA 1.2 Number of federal-state inspections FRESH PRODUCE STANDARDIZATION AND INSPECTION Dr. John Hunt, Associate Director Phone: (602) 542-7186 A.R.S. §§ 3-101 et seq. Mission: To inspect the quality of fresh produce in the marketing chain from farm to consumer through established standards of the Arizona or United States Department of Agriculture and applicable marketing orders. This program serves to assure public confidence in the quality of feed, fertilizer, pesticide and seed products. Pesticides include, but are not limited to, traditional crop protection agents, swimming pool chemicals, pet pest treatments, and household cleaners. Regulation of the various industries is accomplished through two basic functions. First, regulatory processes are undertaken to register pesticides and fertilizers and to issue licenses to feed, fertilizer, forage, and seed dealers and labelers. Secondly, enforcement activities are conducted by inspectors who confirm product registrations and dealer licensing, and who regularly sample feed, fertilizer, pesticide, and seed products to ensure that label statements, product guarantees, and applicable laws are adhered to. Inspectors also respond to individual consumer complaints regarding product quality concerns. Funding and FTE Summary: (Thousands) Description: General Funds This subprogram inspects the quality of fresh produce in accordance with standards established either by the State of Arizona or the United States Department of Agriculture (USDA). State inspections are industry-funded and aid the Arizona citrus and fruit and vegetable industries, including growers, shippers, dealers, and commission merchants in complying with product quality standards. The purpose of state inspections is to ensure that any produce marketed within or exported from Arizona conform to state quality standards established for each commodity. Inspections encompass several areas, including quality, maturity, processing, labeling, storage, handling, and refrigeration of products. Under a cooperative agreement, USDA inspections are given by federal/state inspectors and take place primarily at the shipping point (point of origin), port of entry (ArizonaMexico border), or the terminal market (point of destination). USDA grade inspections are fee-based and given at the request of industry desiring either to market their produce under USDA quality grade standards, or to fulfill requirements for United States imports, exports, marketing orders, or military shipments. Federal/state inspectors also inspect watermelons and other identified produce entering Arizona from Mexico according to state quality standards. Other Appropriated Funds Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 873.1 1,087.0 1,087.0 Other Non Appropriated Funds 4,681.8 3,510.9 3,510.9 Program Total 5,554.9 4,597.9 4,597.9 FTE Positions 83.3 86.0 86.0 Other Appropriated Funds ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 897.7 847.8 1,000.4 6.4 4.1 4.1 Program Total 904.1 851.9 1,004.5 FTE Positions 10.5 9.5 9.5 Other Non Appropriated Funds ‹ Goal 1 To provide accurate and timely licensing and registration services to customers as the first step to gaining compliance. Performance Measures Total number of all ESD applications received Weighted time average in calendar days from receipt of completed application to issuance or denial of all requests within a required time frame ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22,000 22,000 22,000 14 14 14 To protect the interests of consumers by removing substandard non-food products from the market place. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,759 425 425 743 750 750 Number of feed, fertilizer, pesticide and seed labels inspected in the market place 21,981 22,000 22,000 Number of feed, fertilizer, pesticide and seed samples collected 1,193 1,200 1,200 Number of samples found deficient through laboratory analysis 159 100 100 Performance Measures Total number of regulatory actions taken Total number of inspections conducted To maintain an effective system of fresh produce inspections and field monitoring activities. Performance Measures FY 2008 Actual Arizona Department of Agriculture FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). Page 19 Program Summary AHA 3.0 Program Summary AHA 4.0 PEST EXCLUSION AND MANAGEMENT ANIMAL DISEASE, OWNERSHIP AND WELFARE PROTECTION Dr. John W. Hunt, DVM, Associate Director Phone: (602) 542-7186 G. John Caravetta, Associate Director Phone: (602) 542-0996 A.R.S. §§ 3-101 et seq. A.R.S. §§ 3-101 et seq. Mission: Mission: To protect agricultural animals from disease or abuse, livestock owners against theft, and the public from harmful livestock interactions. To ensure the provision of pest-free agricultural products and protect the public from agricultural pests through prevention, control, and eradication, thereby also reducing the necessity of pesticide applications. Description: This program regulates the importation of livestock, ratites, and live fish into Arizona to identify, diagnose, and prevent existing and emerging diseases that would threaten those industries and possibly compromise the supply of safe and wholesome animal products to the consuming public. It also monitors livestock ownership and movement, investigates cases of alleged livestock abuse and theft, and assists in containing livestock that endanger the public safety. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,653.8 2,610.1 2,641.3 Other Appropriated Funds 108.2 138.6 179.2 Other Non Appropriated Funds 942.9 897.7 866.5 Program Total 3,704.9 3,646.4 3,687.0 FTE Positions 44.6 44.6 44.6 ‹ Goal 1 To maintain an effective system of livestock disease surveillance through timely inspections and investigations. Description: The Pest Exclusion and Management program has moved to incorporate new technology, advance inspector training, update quarantine requirements and employ intensive pest trapping methods to meet the challenges of rapid urban development, increased global and domestic trade and expanded export opportunities for Arizona's agricultural commodities and value added products. The mission is executed through the concerted efforts of the Quarantine Program and Interior Operations that incorporates a comprehensive survey and detection program. Arizona’s “pest free” status for federally regulated pests evidences the synergy of these efforts. Pest detection, management, and eradication are a large part of the Department’s regulatory function. Interior Operations staff perform regular and systematic surveys to prevent the introduction, establishment, and spread of pests which pose a threat to Arizona’s residents and plant industries. The Quarantine/Nursery Program works closely with Interior Operations to regulate the movement of commodities and facilitate imposition of in-state quarantines where pest eradication is required, or restricted movement of a commodity is necessary. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of custom exempt and home processing inspections 1,262 1,300 1,300 Number of strays - animal at large investigations 1,732 1,800 1,800 Number of animal care investigations 2,467 2,400 2,400 62 60 60 4,630 4,200 4,200 27,055 26,000 26,000 ‹ Goal 1 Performance Measures Number of theft investigations Number of livestock movement inspections (range cattle form 1) Number of self inspection certificates issued ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of quarantine sites in Arizona for all diseased livestock and fish 3 3 3 Number of cases of secondary spread from quarantine sites of diseased livestock and fish 0 0 0 Number of cases of equine infectious anemia 1 1 1 Free Free Free USDA disease status for Arizona for bovine brucellosis and tuberculosis, and swine pseudorabies General Funds FY 2010 Estimate 3,430.7 0.0 40.0 100.0 Other Non Appropriated Funds 1,393.3 1,011.6 1,011.6 Program Total 5,418.8 4,482.3 4,542.3 FTE Positions 111.2 101.2 101.2 3,430.7 To manage existing pests and prevent the reintroduction of eradicated pests in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of pest interceptions within the state interior 16,119 20,000 20,000 Number of interceptions resulting in enforcement actions within the state interior 1,330 1,500 1,500 6.69 8 8 Performance Measures Percent of inspections within the state interior resulting in pest interceptions ‹ Goal 2 To exclude and prevent the establishment of hazardous pests in Arizona. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of trucks rejected at all ports 3,003 0 0 Number of pest interceptions at all ports 2,713 0 0 3 0 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13 13 14 Percent of inspected trucks rejected at ports Performance Measures Number of weed management areas established in cooperation with governmental and private entities Page 20 FY 2009 Estimate 4,025.5 Other Appropriated Funds To maintain an effective system of livestock and commercial fish disease surveillance and response. Performance Measures FY 2008 Actual All dollars are presented in thousands (not FTE). Arizona Department of Agriculture FY 2008 Actual FY 2009 Estimate FY 2010 Estimate USDA rating on Federal pest status of the Fruit Fly in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of the Gypsy Moth in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of the Red Imported Fire Ant in Arizona Pest-free Pest-free Pest-free Jack Peterson, Associate Director Phone: (602) 542-3575 USDA rating on Federal pest status of Khapra beetle in Arizona Pest-free Pest-free Pest-free A.R.S. §§ 3-101 et seq. USDA rating on Federal pest status of Japanese beetle in Arizona Pest-free Pest-free Pest-free Performance Measures ‹ Goal 3 To serve our customers in an accurate and efficient manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,848 3,000 3,000 Number of federal phytosanitary certificates written Program Summary AHA 5.0 NATIVE PLANT AND CULTURAL RESOURCES PROTECTION Program Summary AHA 6.0 PESTICIDE COMPLIANCE AND WORKER SAFETY Mission: To protect public health, agricultural workers, and the environment by ensuring the proper use of crop protection products. Description: This program seeks to ensure the proper use and application of crop protection products. Inspectors confirm compliance with laws and rules by monitoring pesticide use. In addition, training and testing is provided to private and commercial pesticide applicators to ensure competency for certification. Funding and FTE Summary: (Thousands) Jack Peterson, Associate Director Phone: (602) 542-3575 FY 2008 Actual General Funds A.R.S. §§ 3-101 et seq. To protect and conserve Arizona's native plants, historical sites, and other natural resources for present and future generations to enjoy and appreciate. 288.0 0.0 0.0 0.0 Other Non Appropriated Funds 430.8 433.6 333.8 Program Total 794.9 721.6 741.8 FTE Positions 11.0 11.0 110.8 ‹ Goal 1 Description: This program regulates the harvesting, transporting, and sale of native plants; assists in protecting archaeological and paleontological sites, caves and caverns; and investigates and prosecutes unlawful natural resource theft and destruction. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Performance Measures Other Appropriated Funds 110.4 194.7 194.7 Number of pesticide use inspections Other Non Appropriated Funds 110.2 130.6 130.6 Number of inspection issues identified as pesticide misuse Program Total 220.6 325.3 325.3 FTE Positions 5.0 5.0 5.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of criminal referrals received 19 25 25 Number of civil referrals received 13 15 15 Number of investigations opened 32 30 30 Percent of investigations completed 47 50 50 Number of native plant cases with successful compliance 15 15 15 FY 2010 Estimate 3,030 3,000 3,000 259 250 250 To protect the public from unlawful pesticide exposure. 0.0 Performance Measures FY 2009 Estimate Number of worker safety issues identified as being out of compliance 0.0 To serve the public and the agricultural community by protecting agricultural products, livestock and native plants by conducting investigations into illegal activities. FY 2008 Actual Number of worker safety issues addressed during inspections ‹ Goal 2 408.0 To ensure safety of pesticide workers and handlers. 0.0 ‹ Goal 1 FY 2010 Estimate 364.1 Other Appropriated Funds Mission: FY 2009 Estimate Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 274 250 250 11 10 10 Program Summary AHA 7.0 ADMINISTRATIVE SERVICES Donald Butler, Director Phone: (602) 542-0990 A.R.S. §§ 3-101 et seq. Mission: To provide leadership and ensure timely and efficient support services to all Department of Agriculture programs. Description: This program encompasses the Office of the Director and Administrative Services. The Office of the Director includes legislative services, rules, legal services, strategic planning, budgeting and public information. Administrative Services serves each departmental program with accounting, payroll, human resources, training, information technology, procurement, and facilities management services. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 1,588.9 1,667.4 0.0 0.0 0.0 226.9 400.5 400.5 Program Total 1,815.8 2,067.9 2,067.9 FTE Positions 20.2 20.2 20.2 Other Appropriated Funds Other Non Appropriated Funds Arizona Department of Agriculture FY 2008 Actual All dollars are presented in thousands (not FTE). 1,667.4 Page 21 ‹ Goal 1 To provide accurate and timely support services. Performance Measures Percent of agency staff turnover Performance Measures Percent of overall customer satisfaction rating for laboratory services 95 92 80 FY 2010 Estimate 99 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate AHA 9.0 28.81 FY 2008 Actual 25 FY 2009 Estimate 25 FY 2010 Estimate Brett Cameron, Assistant Director 5.9 7.1 7.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96.8 95 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.03 100 100 75 75 75 0 15 20 97.08 97 97 Percent of total license renewals completed through the Department's website Percent of issues reported by the Customer Service Tracking System closed within 8 working hours of submission Program Summary Doug Marsh, Assistant Director Phone: (602) 744-4924 A.R.S. §§ 3-101 et seq. AGRICULTURAL CONSULTATION AND TRAINING Phone: (602) 542-0984 A.R.S. §§ 3-101 et seq. Mission: To guide the agricultural community in a non-enforcement posture on regulatory matters administered by the Arizona Department of Agriculture. Description: The Agricultural Consultation and Training Program is an innovative compliance assistance program that guides the agricultural community in a non-enforcement posture on regulatory matters, and administers the Livestock and Crop Conservation and Specialty Crop Block Grant Programs. Through requested on-site visits (OSV), program staff provides nonregulatory advice to the agricultural community on how to comply with State statutes, regulations, policies, and federal mandates that the Arizona Department of Agriculture is responsible for directly administering or indirectly administering through contractual agreements. No regulatory actions may be taken as a result of the OSV, except in cases of imminent danger. This program was first established in FY 1995. To support the Department of Agriculture and other regulatory agencies in protecting consumers and natural resources through the provision of quality laboratory services. Description: This program provides scientific analyses of regulatory samples in areas such as meat and dairy products, fruits and vegetables, feeds, fertilizers, pesticides, insects, and plant diseases. Analyses determine if agricultural products meet labeling specifications and provide authoritative identification and detection of biological organisms and residue level contaminates that affect the public and the environment. The program also provides technical resource expertise and training to the Department of Agriculture and other agencies, including lab and sampling certification services. General Funds FY 2008 Actual FY 2009 Estimate 2,010.9 85.8 149.1 159.8 482.5 333.0 333.0 Program Total 2,254.3 2,493.0 2,579.3 FTE Positions 24.6 26.1 26.1 Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 154.7 163.2 Other Appropriated Funds 104.8 106.7 163.2 106.7 Other Non Appropriated Funds 3,069.8 3,218.5 3,218.5 Program Total 3,329.3 3,488.4 3,488.4 FTE Positions 7.5 7.5 7.5 To foster voluntary compliance with agricultural laws and regulations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 558 600 630 10 90 83 Number of on-site visits or individual consultations 146 175 195 Number of pesticide resources, materials, or contracts provided upon request. 99 100 125 Performance Measures Number of agricultural consultation and training compliance issues addressed Number of compliance issues needing correction or clarification FY 2010 Estimate 1,686.0 Other Appropriated Funds FY 2008 Actual General Funds ‹ Goal 1 Mission: Funding and FTE Summary: (Thousands) Program Summary Funding and FTE Summary: (Thousands) STATE AGRICULTURAL LABORATORY 2,086.5 To minimize the effect of staff reduction and lack of equipment funding on the overall customer satisfaction rating. Performance Measures Page 22 80 FY 2009 Estimate Percent of IT staff certified in their areas of emphasis, i.e. Microsoft MCSE, MCDBA, ‹ Goal 1 85 FY 2008 Actual System uptime as a percentage of total monthly hours as measured by industry standard monitoring software AHA 8.0 87 100 To improve information technology communications and customer service. Performance Measures Percent of customer satisfaction rating regarding the lab's "timely delivery of service" 100 Percent of industry stakeholders rating the Department's quality of communications excellent or good ‹ Goal 2 1,400 91 Administration as a percent of total cost Performance Measures 1,400 FY 2010 Estimate Percent of vendor invoices paid within 30 days Performance Measures 1,292 FY 2009 Estimate Percent of employee travel claims correctly processed within ten days Performance Measures Number of “high priority” sample analyses completed by the due date FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). Arizona Department of Agriculture FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 83 75 80 Number of individuals who received pesticide safety training in English 180 200 225 Number of individuals who received pesticide safety training in Spanish 643 650 675 Number of outreach and education seminars and workshops (including Train-the-Trainer Workshops) 56 60 62 Number of outreach and education seminar and workshop participants (including Train-the-Trainer Workshops) 3,813 4,150 4,050 43 60 65 Performance Measures Number of agricultural operations that receive training Number of outreach and educational materials developed (including training and outreach materials, curricula, articles, interviews, Power Point presentations, and training resources) 12,513 15,400 15,500 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 109 110 115 Number of follow-up on-site visits ‹ Goal 2 16 20 25 22,541.8 23,000 25,000 FY 2010 Estimate 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 3,868.3 3,043.7 3,043.7 Program Total 3,868.3 3,043.7 3,043.7 FTE Positions 27.5 32.0 32.0 ‹ Goal 1 0.0 To provide documentation authenticating that a commodity is generally and freely sold in domestic channels of trade. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 74 74 74 2,641 2,641 2,641 To fulfill the purpose of A.R.S. 41-511.23(G) - Livestock and Crop Conservation Grant Program and that of the USDAAgricultural Marketing Service as authorized by the Specialty Crops Competitiveness Act of 2004. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of grant applications 22 130 130 Number of grants awarded 12 98 70 2.41 3.4 4.5 Performance Measures Amount of grant funds disbursed (in millions of dollars) Explaination: FY 2009 Estimate General Funds Number of products under free sale Number of operations receiving assistance Number of Farm Bill contract management acres FY 2008 Actual Number of free sale certificates issued Number of people reached through outreach and education materials (new and existing) Performance Measures Funding and FTE Summary: (Thousands) FY 2010 may be greater than estimate contingent on a pending decision from OMB. Program Summary AHA 10.0 COMMODITY DEVELOPMENT AND PROMOTION , Phone: A.R.S. §§ 3-101 et seq. Mission: To foster the domestic and international consumption of Arizona agricultural commodities and provide quality support services to contracted industry councils. Description: As a result of budget reductions several years ago, the Department has a limited Commodity Development and Promotion Program funded entirely from non appropriated revenues. The Environmental Services Division oversees the issuance of certificates of free sale and the sale of merchandise with the Arizona Grown trademark. The Agricultural Consultation and Training Program oversees administrative support for the Arizona Citrus Research Council, Arizona Grain Research and Promotion Council, Arizona Iceberg Lettuce Research Council, Agricultural Employment Relations Board, and the Arizona Agricultural Protection Commission. The Commodity Development and Promotion Program funding primarily is that provided to the Arizona Cotton Research and Protection Council, Arizona Citrus Research Council, Arizona Grain Research and Promotion Council, and Arizona Iceberg Lettuce Research Council through self-assessed fees paid by growers/producers. *Note: 31.5 of the FTE positions shown in this program reflect employees of the Arizona Cotton Research and Protection Council. Arizona Department of Agriculture All dollars are presented in thousands (not FTE). Page 23 Issue 1 HCA 0.0 AHCCCS Anthony Rodgers, Director Phone: (602) 417-4111 A.R.S. § 36-2901 et seq. Mission: To provide comprehensive, quality health care for those in need. Description: The Arizona Health Care Cost Containment System (AHCCCS), which serves as the state’s Medicaid agency, is a health care program primarily targeted to serve low-income Arizonans. AHCCCS 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. The AHCCCS Administration’s main responsibility is to plan, develop, implement, and administer health care programs for low income Arizonans, based on competitively bid prepaid capitated contracts designed to provide quality health care while containing costs. The Administration's additional responsibilities are setting policy and controls for eligibility administration, member enrollment, quality assurance of medical care, provider and plan oversight, and procurement of contract providers. Major medical programs are acute care, behavioral health services, long term care, and a premium-based program known as Healthcare Group (HCG). The AHCCCS Administration determines eligibility for the Arizona Long Term Care System (ALTCS), Children's Health Insurance Program (KidsCare), Qualified Medicare Beneficiaries, and for other Supplemental Security Income (SSI) related Medical Assistance Only programs. Federal funding through Title XIX and Title XXI of the Social Security Act is provided to AHCCCS by the Centers for Medicare and Medicaid Services (CMS), which is under the U.S. Department of Health and Human Services. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ AZ LONG TERM CARE FY 2009 Estimate 153,297.9 SYSTEM (ALTCS) ¾ ACUTE CARE ¾ PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT FY 2010 Estimate 157,752.8 159,642.9 1,904,381.7 2,053,562.3 2,312,635.7 3,509,949.4 4,021,616.7 4,463,582.2 1,668,126.0 1,996,460.6 2,525,523.9 ¾ HEALTHCARE GROUP ¾ CHILDREN'S HEALTH 86,963.3 72,407.6 65,717.3 172,049.8 189,603.5 197,930.8 27,761.3 28,428.5 26,589.8 7,522,529.4 8,519,832.0 9,751,622.6 INSURANCE (CHIP) ¾ DIRECT SERVICE CLAIMING (DSC) Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,219,660.2 1,425,272.3 236,591.8 292,981.9 252,011.0 Other Non Appropriated Funds 6,066,277.4 6,801,577.8 7,710,215.7 Program Total 7,522,529.4 8,519,832.0 9,751,622.6 FTE Positions 3,178.9 3,201.3 3,228.3 Other Appropriated Funds Strategic Issues: Page 24 Control Medical Cost Inflation. As in other states, Medicaid accounts for a major portion of the state's budget. AHCCCS's goal is to maintain average annual capitation rate (per member per month) increases at or below 6%. To attain this goal, AHCCCS plans to: Agency Summary 1,789,395.9 • Continue efforts that support equitable and manageable provider rate structures and payment methodologies. • Maintain membership management practices that ensure members are enrolled in the most appropriate AHCCCS programs, and carefully evaluate proposed administrative actions to make certain they will not inadvertently result in unanticipated membership. • Explore cost-effective purchasing options for key Medicaid services (e.g., transportation). • Maximize use of non-state funding sources (e.g., grants). • For purposes of contract assessment and public communication, regularly monitor and compare service utilization and cost across contracted health plans by (1) identifying applicable key performance indicators; (2) developing a methodology to measure, analyze, and report performance across health plans; and (3) establishing benchmarks to support the assessment process. • Continue to work with CMS to implement Congressional Budget Reconciliation bills and support Medicaid legislative changes to reduce program costs. • Pursue waiver renewal to maintain continued cost control. Improve health care quality and access to primary care services and community-based health care options to reduce overall cost of health care and promote wellness. An objective of quality health care is to deliver the right treatment in the right setting at the right time. Both scientific and personal aspects of care are delivered in a culturally competent and personalized manner. Quality health care, which includes both disease management and prevention, leads to better outcomes and lower costs. Access to care and availability are additional key factors. Inability to access care is likely to result in a delay in treatment; and, treatment in an inappropriate setting is likely to result in poorer health outcomes. To attain goals related to quality of care and access to care, AHCCCS plans to: Issue 2 • Improve incentives to promote health plan quality outcomes. • Evaluate the level of health plan maturity related to medical management and develop strategies to improve capability. • Implement components of a chronic care model that can be effectively used by the health plans for management of costly chronic conditions. • Develop pay-for-performance programs to promote quality outcomes in both the ALTCS and acute care programs. • Promote value-based purchasing. • Promote evidence-based treatment guidelines and best practices. • Continue to evaluate opportunities to use designated Centers of Excellence for members with high-cost and complex diseases to improve both quality of care and cost-effectiveness. • Use utilization management reports for health plan comparison and benchmarking. • Develop additional measures to monitor quality outcomes for long-term care recipients. • Develop strategies to increase and improve health literacy among members, caregivers, and families. • Improve children’s oral health by promoting the establishment of a dental home by age one. • Respond to the needs of a growing ethnically diverse population by promoting cultural competence throughout the health care delivery system. • Continue to investigate opportunities to improve medically-necessary transportation services. • Continue to monitor and evaluate the networks of contracted health plans to determine their adequacy in meeting the needs of members. Reduce the number of uninsured to minimize the economic and health impact on the community. The rate of uninsured in Arizona is among the highest rates in the nation. It is estimated that nearly three-quarters of the uninsured reside in households with incomes below 200% of the federal poverty level, making the purchase of private insurance almost impossible. The majority of uninsured individuals come from working families. Seventy percent come Issue 3 All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System from families with at least one full-time worker, and 12% come from families with part-time workers. Uninsured individuals impact both the economy and the health care delivery system in Arizona. They forego primary and preventive care for emergency room treatment of acute medical episodes. They place financial stress on providers, who raise rates to make up for uncompensated care. They increase demand on publicly supported services. AHCCCS's goal is to reduce the rate of uninsured Arizonans by providing reasonably-priced health care coverage options. To attain this goal, AHCCCS plans to: • Decrease the number of working uninsured Arizonans by offering affordably-priced health care benefit options through Healthcare Group to small businesses with 2-50 employees. • Offer a range of benefit plan options and deductible levels that can fit a variety of budgets and health care needs. • Offer benefit plans that are designed to promote health and wellness through easy access to routine, preventive, and urgent care. • Implement, as part of the HIFA waiver, an employer-sponsored insurance option to assist eligible KidsCare families with coverage through small employers. • Evaluate other coverage options under the HIFA waiver as well as other types of strategies for maximizing the impact Medicaid and SCHIP programs have on reducing the rate of uninsured. • Refer applicants who are ineligible for AHCCCS to potential alternative resources for insurance coverage and medical care. Improve organizational capacity and develop essential core competencies within the workforce to achieve strategic objectives. The success of AHCCCS’s strategic plan requires an appropriate infrastructure, including a workforce with the ability to capitalize on identified opportunities. Of particular importance is the agency’s Information Services Division (ISD), which supports critical functions. Opportunities exist to support effective use of data and predictive modeling. One AHCCCS goal is to improve AHCCCS information systems and decision support capabilities. To attain this goal, AHCCCS plans to: Issue 4 • Evaluate, acquire, and install the next generation of AHCCCS software products and system architecture. • Maximize the use of upgraded telecommunication capabilities. • Design and implement expanded web-enabled capacity and capabilities. • Maximize the organization’s ability to utilize data warehousing for reporting and decision-making. • Reduce the number of reports run against the Department of Administration’s mainframe computer to reduce current data center costs ($8 million) incurred by AHCCCS. • Conduct ALTCS member satisfaction surveys that allow for individual program contractor comparison and benchmarking. • Continue to use acute care member and provider surveys to identify customer needs and concerns and guide improvement efforts. ADMINISTRATION Anthony Rodgers, Director Phone: (602) 417-4711 A.R.S. Title 36; Title XIX, SSA Mission: To provide comprehensive, quality health care for those in need. Description: The Administration contracts with program contractors and health plans, which agree to accept a capitated monthly payment for the cost of providing medical care to enrolled members. Administration responsibilities related to health plan and program contractor contracting include rate negotiations, financial and operational oversight of health plans and program contractors, and quality of care assessments. The Administration also manages a fee-for-service payment system that covers medical bills for IHS enrolled members and emergency services for qualified aliens. Additional Administration responsibilities include the development and maintenance of the management information system, coordination of provider or eligibility grievances, policy development and research, agency financing and accounting, agency development and monitoring, third party liability recovery, and performing eligibility determinations for the Arizona Long-Term Care System and KidsCare. Eligibility for the Acute Care program is conducted by the Department of Economic Security and the Social Security Administration. This Program Contains the following Subprograms: 4 4 4 4 4 4 Central Administration Pass-thru to Other State Agencies Office of Managed Care Office of Medical Management Advisory Council on Indian Health Care (Pass-Through) Division of Member Services Funding and FTE Summary: (Thousands) General Funds Another goal is to build and shape a workforce prepared to meet the agency’s strategic objectives. The mission of the AHCCCS Human Resources and Development (HRD) Unit is to provide good, fair counsel; and to attract, develop, and retain a productive innovative workforce to meet the challenging demands of the AHCCCS programs. HRD must be prepared to plan, develop, and document the core competencies necessary to accomplish the agency's vision. To attain this goal, AHCCCS plans to: Program Summary HCA 1.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 62,894.2 58,323.5 0.0 0.0 0.0 90,403.7 99,429.3 98,171.3 Program Total 153,297.9 157,752.8 159,642.9 FTE Positions 2,085.9 2,072.3 2,093.8 Other Appropriated Funds Other Non Appropriated Funds 61,471.6 • Implement an HRD strategic plan that focuses on building organizational capacity and leveraging human capital in order to meet customer needs and fulfill agency goals. • Increase the agency’s participation in virtual office and teleworking by 10% per division over the next year. • Establish a virtual office environment that has the potential to improve productivity and facilitate recruitment and retention of staff while decreasing infrastructure costs. • Establish sound methodologies to assess the workforce and improve core processes in order to ensure a competitive environment and alignment with the agency’s mission. • Continue efforts to assess core competencies and use them as a road map to guide employee training and development. A third goal is to continue efforts that have the potential to improve the agency's customer service operations. To attain this goal, AHCCCS plans to: Arizona Health Care Cost Containment System All dollars are presented in thousands (not FTE). Page 25 ‹ Goal 4 Subprogram Summary HCA 1.1 CENTRAL ADMINISTRATION Anthony Rodgers, Director Phone: (602) 417-4711 Performance Measures Percent of timely submissions and approval of rule packages A.R.S. § 36-2901 ‹ Goal 5 Mission: To provide the strategic leadership, policy, technology, legal, and financial direction and coordination for AHCCCS. Description: Central Administration consists of six operating offices or divisions, which provide the following services: (1) The Office of the Director provides the overall policy direction for the agency with specific staff dedicated to public information, community resources, government relations, and coordinating the agency's strategic plan; (2) The Information Services Division develops, maintains, and acquires automation for the agency; (3) The Division of Business and Finance oversees internal financial operations, third party liability, contracts, budget development and monitoring, purchasing, and facilities management; (4) Human Resources and Development provides training, personnel assistance, guidance on organizational development, recruitment, retention, and equal opportunity; (5) The Office of Administrative Legal Services provides legal counsel for AHCCCS; manages contracted legal services; and provides members, contractors, and providers a fair, expeditious, and cost-effective process to informally adjudicate grievances; and (6) The Office of Program Integrity is responsible for the prevention, detection, and investigation of fraud and abuse by providers, health plans, and members in the AHCCCS program. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 11,564.5 0.0 0.0 0.0 Other Non Appropriated Funds 33,024.9 40,143.0 37,657.0 Program Total 45,074.7 51,707.5 51,883.4 FTE Positions 286.1 272.5 294.0 ‹ Goal 1 Training hours per employee Percent of employee turnover Percent of benefit of the cost of audits and investigations of reports of fraud and abuse 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate NA 90 90 Percent of time the PMMIS is available to our users FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 98 98 To administer a streamlined claims processing system, including the integration of an electronic format for provider claims submission, inquiry, payment, and remittance. Performance Measures Percent of invoices paid within 30 days Percent of total programmatic payments completed electronically FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 94 95 95 96.8 90 90 To administer an effective and efficient informal grievance process. Performance Measures Percent of enrollees filing a grievance FY 2008 Actual FY 2009 Estimate FY 2010 Estimate .15 .5 .5 14,226.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.6 4 3 13.03 16 16 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 416 420 420 To monitor the status of the AHCCCS program waiver and state plan and coordinate the submission of required deliverables to the Centers for Medicare and Medicaid Services (CMS). Performance Measures Percent of timely submissions of "Waiver and Special Terms and Conditions" documents, reports, and State Plan Amendments to CMS Page 26 100 To ensure and maintain the integrity of the AHCCCS program through timely audits and investigations of reports of fraud and abuse. Performance Measures ‹ Goal 3 100 To develop, maintain, and enhance computerized PMMIS application systems as dictated by cost efficiencies and agency needs. Performance Measures ‹ Goal 8 FY 2010 Estimate To ensure all employees meet the state training statue requirements and to oversee the development of AHCCCS core competencies with an emphasis on enhancing employee knowledge, teamwork, and improving customer relations. Performance Measures ‹ Goal 2 Percent of inquiries responded to within three days regarding client service issues ‹ Goal 7 FY 2009 Estimate To resolve problems raised to the Director's Office by customers. Performance Measures ‹ Goal 6 FY 2008 Actual FY 2010 Estimate 12,049.8 Other Appropriated Funds To develop and maintain accurate AHCCCS statutes and regulations to ensure compliance with federal and state legal requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System Subprogram Summary HCA 1.2 Subprogram Summary HCA 1.3 PASS-THRU TO OTHER STATE AGENCIES OFFICE OF MANAGED CARE Tom Betlach, Deputy Director Phone: (602) 417-4711 Kate Aurelius, Assistant Director Phone: (602) 417-4458 A.R.S. Title 36, Title XIX, SSA A.R.S. Title 36; Title XIX, SSA Mission: Mission: To partner with other state agencies for administrative services to reach across Arizona to provide comprehensive quality health care for those in need. To enhance the capability of the AHCCCS program to ensure the provision of quality health care services to its members, while obtaining full economic value for monetary resources expended. Description: Description: The Department of Economic Security (DES), Department of Health Services (DHS), Office of Administrative Hearings (OAH) and the Department of Administration's Data Center (DOADC) coordinate with AHCCCS by providing administrative support for the program. DES performs eligibility determination for approximately three-fourths of the AHCCCS members, which include 1931(b) Eligibility (TANF), SOBRA pregnant women and children, Proposition 204, and other "medical assistance only" groups for families with minor children. AHCCCS passes through state and federal funds to DES to cover the costs of determining eligibility and automation of the eligibility systems. Preadmission screening and annual resident reviews are conducted by DES and DHS by conducting level II screenings for eligible patients in Title XIX certified nursing facilities. These residents have been identified through a level I screening process as potentially having a mental retardation or mental illness. The DES, Disability Determination Services, determines disability entitlement for the Arizona Long Term Care System's applicants, SSI/MAO, and SSI-related Federal Emergency Services applicants. The Division of Healthcare Management (DHCM) is the main contact with AHCCCS health plans and program contractors. It ensures that the health plans and program contractors continue to be viable economic entities while providing health care to members. In addition to regular on-site audits, health plans and program contractors have periodic reporting requirements to DHCM such as utilization of service, financial statements, network participants, and grievance and appeals. DHCM, with the assistance of actuaries, is responsible for developing and negotiating contracts with health plans and program contractors as well as rate setting and encounter reporting. DHCM also coordinates oversight of the delivery of behavioral health services through Arizona Long Term Care System (ALTCS) program contractors and through a contract with the Department of Health Services for acute care members. In addition, for purposes of monitoring performance and quality of care, there are sections for clinical research and data management, as well as clinical quality management. In addition, DHS, Nursing Facility Licensure, determines whether institutions and suppliers of service meet the requirements for participation in the Medicaid program as it applies to licensure, certification, or registration. DOA provides computer processing services, operating manuals, documentation services, and back-up support in case of equipment failure. And OAH provides legal hearings for providers and members, ensuring equitable treatment of all participants in the Arizona Health Care Cost Containment System. (Pass-Thru funding includes DES, DHS, OAH, DOADC and Trauma Center.) Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33,190.8 29,646.3 0.0 0.0 0.0 Other Non Appropriated Funds 34,023.1 36,348.6 37,516.5 Program Total 67,213.9 65,994.9 67,589.2 FTE Positions 1,009.9 1,009.9 1,009.9 Other Appropriated Funds NOTE: This subprogram is no longer known as the Office of Managed Care. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 2,292.5 2,442.8 0.0 0.0 0.0 Other Non Appropriated Funds 2,699.0 2,935.0 2,935.0 Program Total 4,991.5 5,377.8 5,377.8 FTE Positions 74.4 74.4 74.4 Other Appropriated Funds ‹ Goal 1 30,072.7 2,442.8 To ensure Acute Care health plans and Arizona Long Term Care System (ALTCS) program contractors (collectively referred to as health plans) comply with AHCCCS contract provisions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of acute and ALTCS health plan on-site operational and financial reviews completed on time 100 100 100 Percent of financial viability issues detected prior to an impact on contract. 100 100 100 Performance Measures ‹ Goal 2 To ensure the availability and accessibility of AHCCCS health plan providers throughout the state. Performance Measures Rural counties with at least two competitive risk health plans available Member satisfaction: percent of choice exercised in moving from current health plan ‹ Goal 3 The number of encounters per member month Omission error percent Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 15 15 2.1 3.5 3.5 To improve the completeness and quality of encounter data collected from health plans, program contractors, and behavioral health. Performance Measures Arizona Health Care Cost Containment System FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.63 3.9 3.9 9.5 9.8 9.8 Weighted total omission and correctness rate source: FFY in which Data Validation Study completed. All dollars are presented in thousands (not FTE). Page 27 Correctness error percent Explaination: 10.6 9.8 9.8 Weighted total omission and correctness rate source: FFY in which Data Validation Study completed. Subprogram Summary HCA 1.5 ADVISORY COUNCIL ON INDIAN HEALTH CARE (PASS-THROUGH) Carol Chicharello, AHCCCS Native American Coordinator Phone: (602) 417-4610 Subprogram Summary HCA 1.4 OFFICE OF MEDICAL MANAGEMENT A.R.S. § 36-2902; Title XIX, SSA John Molina, MD, Assistant Director Phone: (602) 417-4542 Mission: A.R.S. Title 36; Title XIX, SSA To advocate for increasing access to high quality healthcare programs for all American Indians in Arizona. Mission: To place a greater emphasis on the health care of our fee-for-service members by providing oversight of provider registration, prior authorization, and claims administration. Description: The Division of Fee-for-Service Management (DFSM) consists of provider registration, prior authorization, and claims administration. The prior authorization unit ensures that proposed services are medically necessary, provided in the most appropriate setting, and within the scope of AHCCCS coverage for fee-for-service members. The provider registration unit ensures that providers are licensed and/or registered to provide services and that questions are answered in a timely manner as well as coordinated with the claims processing/payment function. The accuracy of payment for services is carefully monitored. NOTE: This subprogram is no longer known as the Office of Medical Management. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 1,497.1 1,239.7 FY 2010 Estimate 1,239.7 0.0 0.0 0.0 Other Non Appropriated Funds 3,024.9 2,740.7 2,740.7 Program Total 4,522.0 3,980.4 3,980.4 FTE Positions 81.8 81.8 81.8 Other Appropriated Funds ‹ Goal 1 To streamline claims processing Performance Measures Percent of Fee-For-Service claims adjudicated within 30 days FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 87.9 95 95 Description: Established in FY 1990, the Advisory Council on Indian Health Care consists of 23 members who serve staggered, two-year terms. Twenty members appointed by the Governor represent five health care agencies, five social service agencies, five agencies serving the developmentally disabled, two tribal organizations or metropolitan Indian centers, and three tribal members serving at-large. The remaining three representatives from AHCCCS, the Arizona Department of Health Services, and the Department of Economic Security are appointed by the respective directors of each of these departments. Technical advisors to the Council include one representative each from the Veteran's Administration, Bureau of Indian Affairs, and the Indian Health Service. The Council utilizes its knowledge of Indian healthcare issues and tribal sovereignty; serves as a resource for Tribal governments and the state of Arizona; and supports prevention, training, education, and policy development as the keys to meet the unique health care needs of the Arizona Indian population. In February 2006, the Advisory Council formed a strategic planning committee to help carry out its mission. A strategic plan was developed and is aimed at building the Advisory Council’s capacity and infrastructure in order to accomplish its statutory duties. The Advisory Council will be positioned to address some of the more complex statutory duties such as developing Title XIX demonstration projects. The success of strategic planning efforts will be measured by the completion of several long-term goals: • Creating a positive awareness of the Advisory Council among stakeholders. • Providing advocacy on behalf of tribes to include effective troubleshooting in addressing tribal concerns. • Facilitating training and educational opportunities for tribes. • Conducting health care policy analysis and making health care policy recommendations. • Ensuring adequate Advisory Council staffing. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 107.8 116.6 0.0 0.0 0.0 Other Non Appropriated Funds 102.9 116.3 176.4 Program Total 210.7 232.9 352.8 FTE Positions 3.6 3.6 3.6 Other Appropriated Funds ‹ Goal 1 Page 28 FY 2008 Actual 176.4 To facilitate communications, planning, and discussion regarding operations, financing, policy, and legislation relating to Indian health care among tribes, the state, and federal agencies. All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System Quality Control (MEQC) requirements. Subprogram Summary HCA 1.6 FY 2008 Actual Performance Measures DIVISION OF MEMBER SERVICES ALTCS eligibility case error percent Cost avoidance from Predetermination Quality Control Program (in millions) Linda Skinner, Assistant Director Phone: (602) 417-4635 FY 2009 Estimate FY 2010 Estimate 3 3 3 19.39 19.39 19.39 A.R.S. Title 36; Title XIX, SSA AZ LONG TERM CARE SYSTEM (ALTCS) To assist AHCCCS-eligible members in accessing health care. Kate Aurelius, Assistant Director Description: The Division of Member Services (DMS) is responsible for the determination of eligibility for the Arizona Long Term Care System (ALTCS) and for other SSI-related Medical Assistance Only (MAO) programs; as well as the state's Children's Health Insurance Title XXI Program (KidsCare), the Health Insurance Flexibility and Accountability Act (HIFA) Parent Program, Freedom to Work (FTW), Breast and Cervical Cancer (BCC), and for three Medicare cost-sharing programs. In addition, DMS is responsible for enrolling eligible acute care and ALTCS members, and for providing member eligibility and enrollment information. Eligibility for the SSI-MAO program is now expanded due to the approval of the State Plan amendment and the provisions of Senator Andrew Nichols' Comprehensive Health Insurance Coverage Act, which further simplifies and streamlines the expansion of Medicaid. DMS maintains day-to-day liaison with, and oversight of, the Department of Economic Security in performing AHCCCS eligibility determinations, including the expansion of eligibility under a State Plan amendment to provide AHCCCS services to 1931(b) eligible members with income at or below 100% Federal Poverty Level. DMS also conducts quality control targeted and statistically valid sample management evaluation reviews for these specific programs, in addition to predetermination quality control reviews. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 13,756.2 Other Appropriated Funds Other Non Appropriated Funds 13,313.6 FY 2010 Estimate 13,313.6 0.0 0.0 0.0 17,528.9 17,145.7 17,145.7 Program Total 31,285.1 30,459.3 30,459.3 FTE Positions 630.1 630.1 630.1 ‹ Goal 1 To administer eligibility processes in a timely manner for ALTCS, KidsCare, HIFA Parents, BCC, FTW, SSI-MAO, and three Medicare Cost Sharing programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of applications processed on time 89 97 97 Percent of financial redeterminations processed on time 77 97 97 Performance Measures ‹ Goal 2 Phone: (602) 417-4458 A.R.S. Title 36; Title XIX, SSA Mission: To provide quality long-term care, acute care, behavioral health, and case management services to eligible Arizona Long Term Care System (ALTCS) members. Description: AHCCCS implemented the first phase of ALTCS for persons with developmental disabilities on December 19, 1988, and the second phase for the elderly and physically disabled persons on January 1, 1989. Eligibility is performed by AHCCCS. Available services include care in a nursing facility, Intermediate Care Facility for the Mentally Retarded, Residential Treatment Facility, alternative residential settings, and a wide range of home and community-based services. On October 1, 1992, behavioral health services were added for Early Periodic Screening, Diagnostic and Treatment (EPSDT) ALTCS children, under age 21. The remaining populations were phased in until October 1, 1995, when all Title XIX members became eligible for behavioral health services. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 144,872.3 116,237.5 0.0 45,793.3 0.0 Other Non Appropriated Funds 1,759,509.4 1,891,531.5 2,120,982.1 Program Total 1,904,381.7 2,053,562.3 2,312,635.7 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 191,653.6 To ensure the management and delivery of quality, costeffective ALTCS services to AHCCCS members in the least restrictive setting. Performance Measures ALTCS monthly enrollment Percent of members utilizing home and community based services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 45,605 47,840 50,073 64.09 65.3 65.3 To determine eligibility in an accurate manner. Performance Measures Percent of ALTCS eligibility accuracy as measured by quality control sample ‹ Goal 3 Program Summary HCA 2.0 Mission: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 97 97 To ensure that member information in the recipient data base is accurate and updated in a timely manner. Performance Measures Member File Integrity System: percent of timely reconciliation of AHCCCS data with other governmental data bases FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 99 99 ‹ Goal 4 To provide accurate eligibility and enrollment information to providers and members in a timely manner. ‹ Goal 5 To ensure compliance with federal Medicaid Eligibility Arizona Health Care Cost Containment System All dollars are presented in thousands (not FTE). Page 29 HCA 3.0 Program Summary Subprogram Summary HCA 3.1 1931(B) ELIGIBILITY FAMILY ASSISTANCE ACUTE CARE Tom Betlach, Deputy Director Phone: (602) 417-4711 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. Title 36; Title XIX, SSA A.R.S. § 36-2901.4(b) Mission: Mission: To provide quality health care to eligible populations through contracted health plans. To provide quality health care to families eligible for 1931(b) Medicaid for families with dependent children. Description: Description: Health plans receive a monthly capitation payment to cover the full range of approved services for AHCCCS enrollees. In addition to prospective capitation, health plans receive funding to pay for certain services provided to members prior to enrollment in a health plan. AHCCCS also maintains some populations in a fee-for-service environment, the largest segment being the Native American population served by or through Indian Health Services. AHCCCS also pays Medicare premiums for qualified low-income Medicare beneficiaries and special low-income Medicare beneficiaries, so that the federal Medicare program serves as a source of payment for some of AHCCCS's medical services. (Acute funding: county contributions are allocated to capitation programs proportionately, tobacco taxes are allocated between acute program lines proportionately, and third party liability is grouped into fee-for-service programs proportionately.) When the federal Personal Responsibility and Work Opportunity Reconciliation Act was enacted, it unlinked Medicaid benefits from the Aid to Families with Dependent Children (AFDC) cash assistance program. The Medicaid 1931 family coverage group was established to provide medical assistance to families who would have met the AFDC cash assistance eligibility criteria already in place on July 1996, and the requirements in Section 1931 of the Social Security Act. This coverage category includes parents or other adult relatives and their children under age 18; if 18, they must be students in a secondary school with the expectation of completing their education before they reach age 19; applicants who are in the last trimester of pregnancy and have no other children. When these persons become ineligible, due to excess income from employment, they qualify for transitional medical assistance for up to 12 months. If they become ineligible, due to receipt of child or spousal support income, they qualify for continued medical coverage for four consecutive months. (Breast and Cervical Cancer Treatment funding is included in this program.) This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 1931(b) Eligibility Family Assistance Supplemental Security Income SOBRA Women Funding and FTE Summary: (Thousands) SOBRA Children General Funds Federal Emergency Services Medicare Premiums Graduate Medical Education General Funds 273,900.4 22,751.5 21,748.0 934,316.6 1,052,641.8 1,176,948.5 Program Total 1,194,211.0 1,349,293.7 1,518,097.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1931 (b) Eligibility Family Assistance monthly enrollment 327,656 353,977 367,383 57 58 60 Performance Measures 854,262.8 972,658.7 43,237.4 62,088.0 58,840.8 Other Non Appropriated Funds 2,722,560.7 3,105,265.9 3,432,082.7 Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment Program Total 3,509,949.4 4,021,616.7 4,463,582.2 Explaination: FTE Positions 0.0 0.0 0.0 Page 30 319,401.4 To ensure the management and delivery of quality acute care services to AHCCCS 1931(b) eligibles. 744,151.3 Other Appropriated Funds FY 2010 Estimate 15,753.4 Other Non Appropriated Funds Family Planning Services Adoption Subsidy/foster Care FY 2009 Estimate 244,141.0 Other Appropriated Funds Disproportionate Share Payments Funding and FTE Summary: (Thousands) FY 2008 Actual The current HEDIS national mean for Medicaid managed care plans is 47%, so AHCCCS is performing well above the comparable national average. All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System Funding and FTE Summary: (Thousands) Subprogram Summary HCA 3.2 SUPPLEMENTAL SECURITY INCOME FY 2008 Actual General Funds Linda Skinner, Assistant Director Phone: (602) 417-4635 Mission: 21,067.1 1,148.3 1,749.9 1,642.8 Other Non Appropriated Funds 63,674.2 74,617.3 82,269.5 Program Total 82,617.9 97,434.3 108,040.0 FTE Positions 0.0 0.0 0.0 To provide comprehensive quality health care to individuals eligible for Supplemental Security Income (SSI). ‹ Goal 1 Description: Performance Measures The SSI cash program is administered by the Social Security Administration. Individuals receiving SSI monthly cash payments are automatically eligible for AHCCCS acute care services. The three major SSI categories include individuals who are 65 years or older, blind, or disabled. Eligibility for the SSI program is based on uniform federal requirements. The Medical Assistance Only (MAO) population is not eligible for cash assistance, but is still eligible for Medicaid. SSI-MAO eligibility is based on SSI-related eligibility criteria, and eligibility is determined by the AHCCCS Administration. Individuals eligible for AHCCCS health insurance under the SSI-MAO program do not have to meet any limit on resources. Also, unlike the income limit for SSI cash, SSI-MAO members may have income at or below 100% of FPL under a state plan amendment that became effective April 1, 2001. (Ticket to Work Funding is included in the SSI program.) Percent of women receiving cervical screening within a three year period Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 210,955.5 235,429.4 FY 2010 Estimate 268,388.8 13,612.1 19,555.9 18,274.5 789,797.1 886,905.1 976,421.8 Program Total 1,014,364.7 1,141,890.4 1,263,085.1 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure the management and delivery of quality acute care services to AHCCCS SSI-MAO eligibles. Performance Measures Supplemental Security Income monthly enrollment FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 104,570 106,721 109,020 FY 2010 Estimate 17,795.4 Other Appropriated Funds A.R.S. § 36-2901 FY 2009 Estimate 24,127.7 To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible women. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 60 62 64 Subprogram Summary HCA 3.4 SOBRA CHILDREN Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2901 Mission: To provide comprehensive quality health care to eligible children. Description: Under the provisions of the federal Sixth Omnibus Budget Reconciliation Act (SOBRA), the state provides care to children whose family income does not exceed specified percentages of the Federal Poverty Income Level (FPL). Percentages of the FPL are specified in SOBRA, Title XIX, and A.R.S. § 362901. Based on changes included in the Omnibus Budget Reconciliation Act of 1989, the federal government currently requires states to provide care to children whose families income does not exceed the amount specified for the specific age group. There are two children's groups: children under age 6 at 133% of FPL, and children age 6 or over at 100% FPL. Effective July 1, 2001, the state elected to cover children up through age 18. DES determines eligibility for this program. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 197,186.6 217,068.6 12,723.6 18,030.7 17,175.5 SOBRA WOMEN Linda Skinner, Assistant Director Other Non Appropriated Funds 772,652.4 868,534.1 969,452.0 Program Total 982,562.6 1,103,633.4 1,238,875.6 Phone: (602) 417-4635 FTE Positions 0.0 0.0 0.0 HCA 3.3 Other Appropriated Funds Subprogram Summary A.R.S. § 36-2901 ‹ Goal 1 Mission: To provide comprehensive quality health care to eligible pregnant women. Under the provisions of the federal Sixth Omnibus Budget Reconciliation Act (SOBRA), the state provides care to pregnant women, whose family income does not exceed specified percentages of the Federal Poverty Level (FPL). Percentages of the FPL are specified in SOBRA, Title XIX, and A.R.S. § 362901. The federal government currently requires states to provide care to pregnant women whose family income does not exceed 133% of FPL. The income limit for infants (under the age of 1 year) is 140% of the FPL. AHCCCS commonly refers to these individuals as "SOBRA Women and Infants," after the Sixth Omnibus Budget Reconciliation Act, which took effect in 1987. DES determines eligibility for this program. Arizona Health Care Cost Containment System To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible children. Performance Measures SOBRA children monthly enrollment Description: 252,248.1 Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 256,556 271,282 281,692 57 58 60 Page 31 Subprogram Summary HCA 3.5 Subprogram Summary HCA 3.6 MEDICARE PREMIUMS FEDERAL EMERGENCY SERVICES John Molina, MD, Assistant Director Phone: (602) 417-4542 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2901 A.R.S. § 36-2911 Mission: Mission: To provide limited emergency health care to individuals eligible for the Federal Emergency Services Program. To provide quality health care to individuals eligible for both Medicare and AHCCCS, either through acute care or Arizona Long Term Care System programs. Description: The Federal Emergency Services Program (FES) is available to individuals who, except for their citizenship/alien status, meet Federal Title XIX eligibility requirements. The program provides emergency services to three general categories: (1) persons not qualifying for full Medicaid services, because they are qualified aliens who entered the country on or after August 22, 1996, but are not yet entitled to full services; and (2) illegal immigrants. This program covers only emergency services, including labor and delivery. As of July 1, 1997, prenatal care is no longer covered. Eligibility for FES for pregnant women, children, or families with children under age 18 years is determined by the Department of Economic Security. Eligibility for individuals who are age 65 or older, blind, or disabled is determined by AHCCCS. The length of eligibility will normally be six months, except for pregnant women who are eligible through their pregnancy, and FES-eligible members in an active AHCCCS household with members eligible for full services. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 47,065.5 53,393.5 0.0 0.0 0.0 92,460.2 103,082.4 100,597.6 Program Total 139,525.7 156,475.9 152,988.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 52,390.9 To ensure the management and delivery of emergency services to AHCCCS FES eligibles. Performance Measures Federal Emergency Services monthly enrollment FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75,062 75,062 75,062 Description: AHCCCS pays Medicare Part A premiums (hospital insurance) for some eligible members, and Part B premiums (supplemental medical insurance) on behalf of AHCCCS members eligible for Medicare/Medicaid, or for those who are Qualified Medicare Beneficiaries (QMBs). This "buy-in" reduces state costs because the federal government, through Medicare, absorbs some costs that would have otherwise been paid by AHCCCS. Additionally, AHCCCS is able to "buy-in" to Part A and pay the premium costs for certain disabled individuals. The state's financial responsibility is reduced for Medicaid AHCCCS members who also have Part A or Part B Medicare coverage, since Medicare coverage serves as a source of third-party funds for Medicare-covered services provided to AHCCCS members. Under the Qualified Medicare Beneficiary Program (QMB), an eligible person has income at or below 100% of FPL. Programs include QMB Onlys and QMB Duals. QMB Onlys include those individuals who meet the income and resource requirements of the program and for whom AHCCCS will pay the Medicare Part A and Part B premiums, deductibles, and coinsurance; they do not receive any other AHCCCS benefits. QMB Dual means the individual is eligible for both QMB and one of the federal categorically needy programs; full Medicaid benefits are covered. Under the Specified Medicare Beneficiary (SLMB) program, an eligible person has income above the FPL, but at or below 120% of FPL. The SLMB benefit is payment of the Part B premium. Individuals who meet SLMB eligibility requirements, except for income, may qualify to have AHCCCS pay their Part B Medicare Premium if their income does not exceed 135% FPL under the Qualified Individual I program. AHCCCS determines eligibility for all Medicare cost-sharing programs. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 26,936.2 29,022.7 0.0 0.0 0.0 Other Non Appropriated Funds 64,818.0 67,252.6 73,677.4 Program Total 91,754.2 96,275.3 104,798.3 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 31,120.9 To reduce state health care costs through the enrollment of AHCCCS members eligible for Medicare cost sharing. Performance Measures Members enrolled monthly in the Medicare Premiums programs Page 32 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 29,893 31,719 33,735 Arizona Health Care Cost Containment System Performance Measures Subprogram Summary HCA 3.7 FY 2009 Estimate FY 2010 Estimate 4,574 4,340 4,347 Family Planning Services monthly enrollment DISPROPORTIONATE SHARE PAYMENTS Tom Betlach, Deputy Director Phone: (602) 417-4483 Subprogram Summary HCA 3.9 A.R.S. § 36-2903.01(R) ADOPTION SUBSIDY/FOSTER CARE Linda Skinner, Assistant Director Phone: (602) 417-4635 Mission: To allocate federal and state dollars to hospitals that serve a disproportionate share of low-income and Medicaid patients. A.R.S. § 36-29031.4(b) Mission: Description: Disproportionate share (DSH) payments will be made to provide additional reimbursement to hospitals that serve a disproportionate share of lowincome and Medicaid patients. Based on a formula established in federal and state law, payments may be made to the Arizona State Hospital and other public and private hospitals throughout Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 8,922.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 4,202.3 21,427.8 21,490.8 Program Total 4,202.3 30,350.0 30,467.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2008 Actual 8,976.2 To ensure disproportionate share (DSH) payments are correctly allocated to hospitals through consultation with the Governor's Office and the Legislature using established formulas. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 Percent of dollars recouped after distribution Explaination: AHCCCS does not recoup dollars after distribution. To provide Medicaid for children receiving Adoption Subsidy and Foster Care support under Title IV-E of the Social Security Act or State Adoption Subsidy. Description: The Title IV-E adoption subsidy or Title IV-E foster care coverage groups include a child for whom an adoption assistance agreement is in effect under Title IV-E of the Act or who receives a foster care maintenance payment under Title IV-E of the Act. AHCCCS must provide Medicaid to individuals who have an adoption assistance agreement in effect under Title IV-E of the Act. Coverage is provided whether or not adoption assistance is being provided, or a judicial decree of adoption has been issued, or foster care maintenance payments are being made under Title IV-E of the Act. AHCCCS also covers children who have been adopted under a state adoption agreement with the DES Division of Children, Youth, and Families. ‹ Goal 1 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate NA NA NA Children receiving Adoption Subsidy and Foster Care Support (monthly enrollment figure) Explaination: Subprogram Summary HCA 3.8 To ensure the management and delivery of quality acute care services to AHCCCS children receiving Adoption Subsidy and Foster Care support. FY05 Actual is a September 2005 enrollment figure reported by ADES. In FY 2009, AHCCCS is requesting that this subprogram be deleted, as the population and funding are more appropriately accounted for within other subprograms. FAMILY PLANNING SERVICES Linda Skinner, Assistant Director Phone: (602) 417-4635 HCA 3.10 A.R.S. § 36-2901 Shelli Silver, Assistant Director Subprogram Summary GRADUATE MEDICAL EDUCATION Mission: Phone: (602) 417-4647 To provide 24 months of voluntary family planning to women whose SOBRA eligibility has terminated for reasons other than incarceration, a move out of state, failure to cooperate, or voluntary withdrawal. A.R.S. § 36-2903.01 Description: SOBRA Family Planning Services Extension Program is a capitated program which provides 24 months of voluntary family planning to women whose SOBRA eligibility has terminated. Women who receive services through the Family Planning Services Extension Program are only eligible to receive family planning services. The federal match for this population is 90%. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 71.1 135.8 93.2 0.0 0.0 0.0 Other Non Appropriated Funds 639.9 1,221.7 838.3 Program Total 711.0 1,357.5 931.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To ensure the management and delivery of family planning services to women enrolled in the SOBRA Family Planning extension program. Arizona Health Care Cost Containment System Mission: To reimburse hospitals for direct and indirect costs of graduate medical education programs. Description: In FY 1998, AHCCCS established a separate Graduate Medical Education program to reimburse direct costs to hospitals with graduate medical education (GME) programs. In 2007, the Legislature amended state law to permit limited reimbursement of indirect GME costs, as well as the authority for local, county, and tribal governments to provide monies for additional state-matching funds. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 15,323.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 29,583.1 30,386.8 Program Total 0.0 44,906.2 46,298.3 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 15,911.5 To help support Graduate Medical Education (GME) through All dollars are presented in thousands (not FTE). Page 33 direct cost reimbursements. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of timely payments made to hospitals with GME programs Explaination: Program Summary HCA 5.0 HEALTHCARE GROUP Kevin Nolan, Deputy Director Phone: (602) 417-4111 Payments are made electronically. Program Summary HCA 4.0 PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT Linda Skinner, Assistant Director A.R.S. § 36-2912 Mission: Phone: (602) 417-4635 To reduce the number of uninsured Arizonans by providing innovative healthcare coverage options to uninsured small businesses and by ensuring access to quality health care so that they can maintain healthy lifestyles. A.R.S. Title 36, Title XIX, SSA Description: Mission: To expand Medicaid coverage for persons with income at or below 100% of the Federal Poverty Level, per a voter mandate. Description: Laws 2001, Chapter 344, authorizes AHCCCS to streamline and simplify the expansion of Medicaid. This act expanded eligibility for persons with income at or below 100% of the Federal Poverty Level (FPL). Beginning in January 2001, the federal government has continued to approve Arizona's request to expand eligibility to provide Medicaid coverage to individuals with income at or below 100% of FPL, as well as to individuals who incur medical bills sufficient to reduce their income to a level at or below 40% of FPL. The major provisions of the bill are: (1) 100% of FPL: (a) annual redeterminations, (b) streamlined eligibility determination, and (c) eligibility from the first day of the month of application (if otherwise eligible, or eligible the first day of the first eligible month). (2) Medical Expense Deduction: (a) can spend down income in excess of 40% of FPL with incurred medical bills; (b) spend down period is for three months--the month before the catastrophic event, the month during, and the month following; and (c) resources are limited to $100,000 in net worth. (3) AHCCCS and DES have an intergovernmental agreement to perform eligibility that includes: (a) performance measures/incentives, (b) management evaluation, and (c) eligibility quality control reviews. This Act repealed MN/MI/EAC/ELIC programs and all county responsibility for indigent health care, except that the counties continue to assume financial responsibility for the Seriously Mentally Ill (SMI). The Act included programmatic and administrative costs in FY 2003 and FY2004. In FY 2005, administrative costs were moved into Administration in accordance with a Decision Package in the FY 2005 Budget Submittal. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 223,401.3 347,888.7 514,794.5 53,380.4 32,602.9 32,602.9 Other Non Appropriated Funds 1,391,344.3 1,615,969.0 1,978,126.5 Program Total 1,668,126.0 1,996,460.6 2,525,523.9 FTE Positions 885.5 921.5 925.2 Other Appropriated Funds ‹ Goal 1 To ensure the management and delivery of quality acute care services are provided to AHCCCS members. Performance Measures Senator Andrew Nichols Comprehensive Health Insurance Coverage Act monthly enrollment Page 34 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 235,565 234,742 230,714 Healthcare Group of Arizona (HCG) is a prepaid medical coverage product marketed to small uninsured businesses with 2-50 employees, sole proprietors, and employees of political subdivisions (e.g., the state, counties, towns, cities, and school districts). Enrollment in HCG initially started January 1, 1988. The program is designed to address the health care needs of the working uninsured population in Arizona. State studies note that the majority of the uninsured are working and that small businesses are less likely to offer health insurance to their employees than businesses with 50 or more employees. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 7,250.0 5,000.0 5,000.0 Other Appropriated Funds 5,088.1 6,526.8 6,526.8 Other Non Appropriated Funds 74,625.2 60,880.8 54,190.5 Program Total 86,963.3 72,407.6 65,717.3 FTE Positions 30.0 30.0 30.0 ‹ Goal 1 To increase enrollment in the Healthcare Group program. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 20,619 16,166 14,742 Healthcare Group monthly enrollment Program Summary HCA 6.0 CHILDREN'S HEALTH INSURANCE (CHIP) Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2982 Mission: To provide comprehensive quality health care to individuals eligible for the Children's Health Insurance Program (KidsCare). Description: This Title XXI program (KidsCare) was implemented in November 1998, covering uninsured eligible children up to the age of 19 with a gross household income up to 200% of FPL. KidsCare eligibility was streamlined, with the benefit package remaining the same as the Title XIX services package. It is delivered through contracted AHCCCS health plans. Beginning in December 2001, AHCCCS has continued to receive a Health Insurance Flexibility and Accountability (HIFA) waiver from the U.S. Department of Health and Human Services. This waiver authorizes the provision of coverage for parents of AHCCCS-enrolled children, as well as provides the opportunity to evaluate, redesign, and implement improved eligibility and enrollment processes. AHCCCS implemented HIFA Parents of SOBRA children and KidsCare children in January 2003 under the HIFA waiver. Both CHIP (KidsCare) and HIFA programs include programmatic and administrative costs. All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 37,091.1 43,559.8 43,817.5 134,885.9 145,970.9 154,040.5 72.8 72.8 72.8 Program Total 172,049.8 189,603.5 197,930.8 FTE Positions 177.5 177.5 179.3 Other Appropriated Funds ‹ Goal 1 To reduce the financial burden on schools providing mandated Medicaid services to special needs children by providing for matching federal funds through Direct Service Claiming. Performance Measures Other Non Appropriated Funds ‹ Goal 1 Number of participating Local Education Authorities (LEAs) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 222 200 200 To reduce the number of uninsured children under the age of 19 living in families with income not exceeding 200% of the federal poverty level through a simplified eligibility process. Performance Measures KidsCare monthly enrollment FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 65,832 71,624 78,429 77 80 83 Percent of children with access to primary care provider Explaination: Changed measurement to rate by age group. Projections revised based on data obtained from ADDS, with projected rates by specific age group. The above rates are for members ages 1-19 enrolled under KidsCare. HIFA monthly enrollment 10,349 10,555 11,559 Program Summary HCA 7.0 DIRECT SERVICE CLAIMING (DSC) Marc Leib, MD, Chief Medical Officer Phone: (602) 417-4466 34 CFR Part 300 Mission: To fund specific medically-necessary Title XIX covered services furnished through public school special education programs with special needs children. Description: Through Direct Service Claiming (DSC)--formerly known as Medicaid in the Public Schools (MIPS)--medicaid-covered services are provided in order to allow special needs children to obtain a public school education. Services and administration costs are reimbursed through federal Medicaid funds and Local Education Authority (LEA) matching funds. LEAs include participating school districts, charters schools not affiliated with a school district, and the Arizona School for the Deaf and Blind. AHCCCS-initiated school-based claiming began in January 2001 after contracting with a Third Party Administrator (TPA) to administer the program. MAXIMUS, our current TPA, is responsible for training and compliance monitoring and claims processing. MAXIMUS developed a handbook, website, and training materials designed to assist the LEAs with program participation, and to ensure the availability of updated information regarding program requirements. Regular Regional Information Sessions have also been established to assist and inform the LEAs. Each LEA has a network of providers that offer services under DSC. Providers include therapists (occupational, physical, and speech), nurses, audiologists, health aides, psychologists and counselors, and transportation providers. Fewer LEAs are participating in the DSC program now than in previous years. Currently there are 222 LEAs participating, down from 254 LEAs in 2007. We anticipate a further decline in LEA participation over the next two years. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 27,761.3 28,428.5 26,589.8 Program Total 27,761.3 28,428.5 26,589.8 FTE Positions 0.0 0.0 0.0 Arizona Health Care Cost Containment System 0.0 All dollars are presented in thousands (not FTE). Page 35 Average annual backlog of noncurrent cases Agency Summary APA 0.0 ‹ Goal 4 BOARD OF APPRAISAL Deborah G. Pearson, Executive Director Phone: (602) 542-1593 A.R.S. §§ 32-3601 et seq. Description: 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 appraisers, course providers, property tax agents, other state appraisal boards, and lending institutions. 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8 8 8 10 10 10 Number of new and existing licensees 3,317 2,745 2,745 Administration as percent of total cost 2 2 2 7.5 7.5 7.5 Processing days from receipt of registration until name appears on list To promote quality real estate appraisal in Arizona that protects the health, safety, and welfare of the public. 10 To maintain up-to-date lists of all licensed and certified real estate appraisers, all registered Property Tax Agents, and all approved Qualifying and Continuing education courses and providers. Performance Measures Mission: 13 Days from receipt of renewal form until the list is updated Customer satisfaction rating (scale 18) The State Board of Appraisal is mandated by federal Title XI. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 607.5 621.8 621.8 0.0 0.0 0.0 Program Total 607.5 621.8 621.8 FTE Positions 4.5 4.5 4.5 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Maintaining Consistency of Board's Statutes and Rules with Applicable Federal Laws The Board updated its statutes and rules to make them consistent with federal laws. ‹ Goal 1 To ensure that licensure/certification is granted only to candidates who are competent and who meet the Appraisal Qualification Board standards, state standards, and adhere to the current Uniform Standards of Professional Appraisal Practice. Issue 1 Performance Measures Number of complaint resolutions Appraisers with more than one complaint filed ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 165 180 185 23 30 30 To efficiently process initial and renewal applications and license/certify appraisers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average days from receipt of application to test approval 60 60 60 Average days from receipt of test scores to licensure/ certification 10 10 10 5 5 5 Performance Measures Average days from receipt of nonresident application to licensure/certification ‹ Goal 3 To expedite investigation of complaints and provide remedial discipline or take stronger regulatory measures when necessary to protect the public from incompetent and unethical conduct. Performance Measures Disciplinary actions Recidivism rate for those receiving disciplinary action Average days from receipt of complaint to resolution Page 36 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 21 25 25 8 10 10 123 130 130 All dollars are presented in thousands (not FTE). State Board of Appraisal continued learning; possesses the innovative economic drive necessary to build sustainable, viable communities; and attracts and retains creative, educated residents as well as national and global commerce. Agency Summary HUA 0.0 COMMISSION ON THE ARTS Robert Booker, Executive Director Phone: (602) 771-6524 A.R.S. § 41-982 Mission: To ensure Arizona is a place where people broaden, deepen and diversify their engagement with the arts, as creators, audiences and supporters, in ways that are satisfying and integral to their lives. Description: The Arizona Commission on the Arts (ACA) supports a statewide arts industry that serves Arizona residents and visitors. Through education, economic development and citizen engagement, the arts help build communities that are healthy, vital and creative. The Commission provides Arizonans and Arizona communities with direct training, technical assistance, resources and grants to build and stabilize an arts industry that can serve Arizona citizens into the future. The Commission maximizes resources in four key areas: Partnerships, Leadership Activities, Services and Strategic Funding. The 15 Governor-appointed Commissioners and agency staff work in partnership with arts organizations, artists, schools and communities to deliver meaningful arts experiences, enhance academic performance in schools and celebrate our collective heritage. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,023.4 1,930.8 0.0 0.0 0.0 Other Non Appropriated Funds 3,207.2 3,713.7 3,713.7 Program Total 5,230.6 5,644.5 5,644.5 FTE Positions 18.0 18.0 18.0 Other Appropriated Funds 1,930.8 Strategic Issues: Issue 1 We continue to grow cultural tourism efforts across the state with cultural festivals initiatives which will increase the presence of arts festivals throughout the state, in small towns and rural communities as well as in urban centers. Festivals create an environment where local artists and craftspeople can share their creativity with hundreds of thousands of Arizonans and out-of-state visitors. Festivals are family friendly--they celebrate community and showcase the arts in ways that encourage participation by all citizens. In addition, festivals serve as small economic machines, as those who attend festivals spend discretionary funds in host communities and often stay in local resorts and inns. An increase in festivals thereby provides accessible arts experiences to a significant portion of the population and creates additional revenue sources for Arizona communities. In 2007 we launched a new arts education grant program titled “Partners in Arts Learning.” Partners in Arts Learning funds are granted to Arizona arts organizations or community centers that create arts-based learning programs and experiential opportunities for children and families they identify as sharing their neighborhood or community. With this program the Commission solidifies relationships between arts organizations, artists and educators, nurtures a sense of pride in Arizona communities, and promotes an investment in the social and civic health of neighborhoods across the state. Arizonans implement public policy that recognizes and supports the pivotal role of the arts in society Objective: Provide arts administrators, artists and educators with tools to gather critical data on arts participation, public benefit and public value; Foster awareness of the Commission’s ability to serve as the primary resource for information about arts and culture policy and trends; Provide leadership in encouraging the participation of arts organizations, artists and educators in other sector policy forums and convenings. Issue 2 Arizonans live and work in healthy, vibrant communities Objective: Provide technical assistance, professional development opportunities and resources to arts organizations, artists, educators and schools to help them articulate clear and measurable goals; Provide funding to those who produce evidence of progress; Provide leadership in connecting arts organizations, artists and educators with social and civic development initiatives. The Arizona Commission on the Arts is an agency of the State of Arizona charged with enhancing the livability of communities by providing access to arts and culture experiences in Arizona. In partnership with organizations, artists, teachers, civic leaders and citizens, we work to create an environment where the arts thrive in every county and community. Now in our 42nd year of service, we know with certainty that citizens’ participation in the arts leads to sustained community investment and social engagement. We believe our success in this area at the state level helps to maintain a strong, prosperous and secure nation. The Commission provides resources and assistance to initiatives that support the health and success of Arizona individuals and commerce. We are consistently engaged in work with Arizona Office of Tourism and the Governor’s Conference on Rural Economic Development to further develop cultural tourism initiatives and bring additional revenue to Arizona communities. We support citizen and family wellness with our continued work in arts education as well as through our participation in community initiatives such as ongoing work with the Federal Freeway Enhancement Committee. Arizona communities compete regionally, nationally, and globally to be considered desirable places to live and do business. The presence of quality arts experiences serves to aid in this effort: a state with an active arts industry brings citizens together in the context of cooperation and Arizona Commission on the Arts The Commission supports a statewide arts industry and lifelong arts education with strategic financial investment, focused technical assistance and convenings of members of the arts and arts education fields. Our techniques for growing and stabilizing the Arizona arts infrastructure are recognized nationally: the National Assembly of State Arts Agencies, the National Endowment for the Arts, the Wallace–Readers Digest Funds, Creative Capital and the Rand Corporation have highlighted initiatives developed by the Commission as model programs. We have leveraged this recognition to build additional partnerships with both national and local organizations to expand our work throughout Arizona. The Arizona Commission on the Arts values the opportunity to increase civic and community engagement through the arts, and to participate in discussions in the public and private sectors which address public policy and result in healthy and successful state leadership. The Commission is a co-sponsor of the annual Arizona Arts Congress, an event whose purpose is to unite state legislators and arts and education professionals in meaningful dialogue about the value of arts and culture in the lives of Arizona citizens. Commission staff also routinely participates in public policy forums and public development initiatives such as the Governor’s Conference on Rural Economic Development, the Arizona-Mexico Commission, the Arizona Main Street Program, the Arizona Quarter Commission and the Arizona Centennial Commission. The arts serve multiple purposes in society. They are a means of collective cultural expression and a reason for people to come together. Citizens participate in the arts to understand and interpret history; to make sense of contemporary events; to celebrate; to commemorate; to understand the experiences and perspectives of others; to mark passages and changes in individual lives, in families, in communities and in American life. Research states that “the goal of public policy should be to bring as many people as possible into engagement with their culture through meaningful experiences of the arts.”* By working in partnership with public policy forums and leaders such as those in education, workforce preparation, transportation, community development and revitalization, tourism, healthcare and services All dollars are presented in thousands (not FTE). Page 37 to the aging, the Commission brings a vital additional perspective to public policy decisions. The Commission has a long history of ensuring access to the arts for people and communities that are underserved – including at-risk youth, rural communities, tribal communities and citizens with disabilities. We will continue to increase our partnerships to include hospitals/healthcare providers, municipal planners, and justice and safety circles. Research demonstrates that those who participate in the arts are much more likely to be active in other civic activities including voting, volunteerism, donating to charitable causes and attending houses of worship.** The Arizona Commission on the Arts intends to promote increased civic involvement and state pride with an “Arizona Centennial Celebration” grants program, to launch in fiscal year 2010. This statewide initiative will relate to Arizona Centennial programs developed by the Centennial Commission and will provide organizations, schools and individuals with support to develop partnership projects celebrating Arizona history, the unique heritage of Arizona residents and the future of our state. * “Gifts of the Muse: Reframing the Debate About the Benefits of the Arts,” 2004; Rand Corporation. ** “Arts Participation: Steps to Stronger Cultural and Community Life,” 2003; The Wallace Foundation. Arizonans experience lifelong opportunities to participate, create and learn through the arts Objective: Provide technical assistance, professional development opportunities and resources to arts organizations, artists, educators and schools to help them better understand and articulate the benefits of lifelong arts participation and arts education; Provide funding for activities that cultivate public participation and thus build public value; Provide additional funding and resources for teachers, school administrators and school boards to include arts-based learning in school curriculum and school district missions, policies, and practices. Issue 3 Participation in the arts can take the shape of attendance at arts activities; membership in arts organizations; contributions of time, expertise, or money to arts organizations; or individual creative activity in formal or informal settings. Through individual experiences, people gain understanding about the impact one’s actions can have outside of oneself, building a sense of responsibility and societal investment. At the Commission we believe these core values are at the center of what it means to be an American. Because of this, the Arizona Commission on the Arts has long been in the forefront of developing arts participation programs for our citizens of all ages, wherein Arizonans can broaden, deepen and diversify their participation in the arts. Some of the Commission’s programs related to issues of participation and arts learning include our annual Southwest Arts Conference, which brings Arizona arts and education professionals together to discuss issues of participation and sustainability. The Commission continually offers Teaching Artist and Individual Artist workshops across the state, to help teachers and artists develop the skills necessary to succeed in classrooms and in business. We are actively engaged in public art initiatives statewide, and provide support services to underserved and at-risk schools as well as to artists with disabilities. Inherent in our goals is the idea that all Arizonans should have access to meaningful arts experiences. The community benefits derived from the availability of arts experiences include a wide range of direct economic benefits, such as employment, tax revenues, spending in the arts; as well as indirect economic benefits, such as the attraction of business and individuals to locations where the arts are available. These benefits are particularly important because they address the community at large, for those directly involved in the arts, and those who are not. The Commission’s educational initiatives actively engage youth (and include programs that target at-risk youth) in arts-based learning programs that allow students to participate in activities that stress critical thinking, self awareness, creative problem solving and teamwork – skills that promote success in life as well as in school. One of our primary goals is to actively Page 38 support the arts and the substantive impact they have on learning for preK12 students. To that end, we provide programs that ensure the arts are an integral part of classroom curriculum and enable schools to meet the Arizona Arts Standards. As outlined by the Arizona Arts Standards, an education in the arts supports learning in all subject areas and benefits students by developing attributes of self-discipline and personal responsibility, reinforcing self-esteem and the joy of learning, and fostering the thinking skills and creativity valued in the workplace. In addition, an education in the arts helps students to understand the direct connection between study, hard work and high levels of achievement. An education in the arts thus benefits society and the workplace because students learn to adapt to meet the needs of a complex and competitive society, discover the importance of teamwork and cooperation, and gain the ability to conceptualize and make decisions in situations where there are no standard answers. With increasingly competitive worldwide markets, it is critical that we provide Arizona students with the tools necessary to become healthy, innovative, informed global citizens. The Commission now further supports the education of students across Arizona with the “Step Into Arts Learning” grant program, launched in 2007. This program provides funding, technical assistance, resources and support to rural and underserved schools that have not had a relationship with the Commission in the last 3 years and lack the financial support required to provide quality educational arts programs within their schools. Funding supports the placement of professional teaching artists in these schools and serves as a demonstration model for principals, superintendents and school board members. We believe this is a true pointof-entry program that will lead to participation in the more advanced support programs already offered by the Commission. To ensure that Arizonans live and work in healthy, vibrant ‹ Goal 1 communities Performance Measures Individuals benefiting from programs sponsored by agency (in thousands) Explaination: Explaination: FY 2010 Estimate 7,141.0 7,200.0 7,250.0 546/494 542/507 550/515 Figures for this measure are compiled in our online grants program (EGOR). Number of grant applications submitted by ethnic-run organizations Explaination: 70 72 75 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by ethnic-run organizations funded Explaination: 90 95 90 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted by rural applicants Explaination: 164 150 150 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by rural applicants funded Explaination: 90 95 90 Figures for this measure are compiled in our online grants program (EGOR). To ensure Arizonans implement public policy that recognizes and supports the pivotal role of the arts in society Performance Measures Total amount of state investment in arts participation opportunities (in thousands) Explaination: FY 2009 Estimate Figures for this measure are compiled in our online grants program (EGOR) and reflect the total number of persons benefitting from programs supported by ACA grants; figures provided by grantees as a part of their annual final reports. Number of applications for community-driven projects received/number funded ‹ Goal 2 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,069.0 4,024.0 4,010.0 Figures for this measure are constructed by adding the following State monies provided to the Commission: Community Service Projects, Arts Trust Fund, ArtShare Endowment. In FY08 the Arts Trust Fund generated higher revenue than projected. All dollars are presented in thousands (not FTE). Arizona Commission on the Arts Total amount of other public and private funds leveraged for arts participation opportunities/state investment (in millions) Explaination: The cumulative contributions to Arizona ArtShare increase in both non-designated funds and contributions to arts organization endowments (in thousands) Explaination: 44,500.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.20 7.00 7.00 1.0 1.0 1.1 83.2 85.0 86.0 110 100 90 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by organizations that did not apply in previous year funded 90 95 90 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted for arts education programs/dollar amount funded (in thousands) 159/4,264 160/4,460 160/4,400 Figures for this measure are compiled in our online grants program (EGOR). Number of individual Arizona youth served by Commission programs and initiatives (in millions) Explaination: 44,000.0 Figures for this measure are compiled by Commission staff and reflect the total number of people participating in workshops, convenings, panels, training sessions and planning meetings led by the Commission; the number people attending speaking engagements and panels involving Commission staff; and the number of people receiving publications presented to the field as technical assistance in FY08. Number of applications submitted by organizations that did not apply in previous year Explaination: 43,289.0 Figures for this measure are compiled by Commission staff and reflect the total number of workshops, convenings, panels, training sessions and planning meetings led by the Commission; the number of speaking engagements and panels involving Commission staff; and the number of publications presented to the field as technical assistance in FY08. Number of Arizonans impacted by outreach activities (in thousands) Explaination: 35 Figures for this measure are compiled by Commission staff and reflect ratings from the agency's annual satisfaction survey as well as evaluations from all presentations, convenings, workshops and review panels. Though the Commission has enjoyed superior constituent satisfaction ratings for several fiscal years, we are not projecting an increase given the fact that our rating is already so high. Number of outreach activities including site visits, public presentations, convenings and technical assistance (in thousands) Explaination: 35 To ensure Arizonans experience lifelong opportunities to participate, create and learn through the arts Constituent satisfaction ratings (scale of 0-8) Explaination: 37 Figures for this measure reflect the cumulative contributions to statewide arts endowments since the inception of ArtShare. Each year Arizona arts organizations that maintain endowments are asked to send data detailing their endowment totals to the Commission. Performance Measures Explaination: 305/3.8 Figures for this measure reflect a subset of total leadership forums Commission staff participates in annually as leaders in the field of arts and culture. This particular measure reflects participation and partnerships in non-arts sectors. During FY08 Commission staff was particularly active in non-arts sectors and we expect to maintain the same kind of investment in forums that support civic health, community development and lifelong education. Explaination: Explaination: 305/3.8 Figures for this measure are constructed as follows: Cumulative statewide arts budgets as entered into our online grants system (EGOR) by grantees in FY08/Total State dollars granted to Arizona arts organizations and schools by the Commission in FY08. Number of public policy forums in which the Commission participates in order to integrate the arts ‹ Goal 3 300/3.8 1.6 1.7 1.8 Figures for this measure are compiled in our online grants program (EGOR). Arizona Commission on the Arts All dollars are presented in thousands (not FTE). Page 39 Issue 3 AGA 0.0 Protection of the Elderly from Physical and Financial Abuse The elderly, as a group, are under-protected by society and often fall prey to those who abuse them physically and financially. The Attorney General’s Office continues to find ways to enhance the State’s protection of this group. FY10’s budget request seeks additional funding so that the Office can develop a multidisciplinary team of trained and dedicated legal professionals to focus solely on preventing and prosecuting elder abuse issues. Agency Summary ATTORNEY GENERAL - DEPARTMENT OF LAW Terry Goddard, Attorney General Phone: (602) 542-4266 A.R.S. § 41-191 Mission: Issue 4 To provide comprehensive legal protection to the citizens of Arizona and quality legal services to the state agencies of Arizona. The Attorney General’s Office plays a critical and central role in the protection of Arizona’s children. The Office represents State programs in the areas of child protective services, child support, education, licensing professionals and licensing child care facilities. State professionals and the Office’s lawyers work to help children grow and develop free from abuse and with the support necessary to meet their needs. 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 and 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 rendering written opinions upon questions of law. To fulfill these responsibilities, the Department of Law is comprised of eight divisions. These divisions are the Child and Family Protection Division, the Civil Division, the Civil Rights Division, the Criminal Division, the Finance Division, the Public Advocacy Division, the Administrative Operations Division, and Executive Administration. Each division is further organized into sections which specialize in a particular area of practice. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ LEGAL SERVICES ¾ CENTRAL ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86,358.9 84,788.0 92,284.0 7,438.8 6,317.8 6,317.8 93,797.7 91,105.8 98,601.8 FY 2009 Estimate FY 2010 Estimate General Funds 23,964.8 23,107.4 28,437.8 Other Appropriated Funds 38,096.2 42,215.5 44,147.9 Other Non Appropriated Funds 31,736.7 25,782.9 26,016.1 Program Total 93,797.7 91,105.8 98,601.8 FTE Positions 757.6 757.6 796.6 Issue 5 Protection of Children Protection of Civil Rights In Arizona, each of our citizens should be employed, housed and served without regard to gender, race, age or national origin. Those who are faced with the challenges of physical, mental or emotional handicaps should not have their situation compounded by a society that does not enforce the laws intended to help and protect them. The Attorney General’s Office takes seriously its responsibility to protect our citizens from discrimination. The Office will continue to explore innovative educational and enforcement approaches to prevent and to resolve discrimination issues in employment, housing and public accommodations. Issue 6 Technological Development In the area of technological development, the Office recently installed a state-of-the-art law office automation package. The system includes a variety of sub-systems such as Conflict of Interest Checking, Automatic Document Assembly, Document Management, Docketing/Calendaring, Timekeeping, Evidence Management, Case Management, Victims' Rights Services, Debt Collections, and Restitution Payments. It includes firewalls to prevent unauthorized user access to particular data elements. To insure that this system continually enhances the productivity of the Attorney General's Office, a training and support program was established. New employee and annual refresher training classes are conducted to ensure increased user productivity and satisfaction. System experts provide functional software support. Users are shown how to input, view, and output the data by Section without the need for custom programming. FY10's budget request seeks additional funding so that the Office has sufficient memory storage, adequate case management software, and computer network and security measures in place. Strategic Issues: Issue 1 Consumer Protection Consumer protection is fundamental to the mission of the Attorney General’s Office. The Attorney General continues to fine tune existing programs and implement new programs that educate consumers and, through our enforcement, will deter illegal activity. Enforcement of consumer protection laws helps ensure that our citizens receive value for their spending dollar. Enforcement also supports a level playing field so that reputable businesses are not disadvantaged by those violating the law. Issue 2 Prosecution of Complex Financial Crimes The Attorney General’s Office is a national leader in using enforcement efforts to deter money laundering and human smuggling. The Office continues to explore new and innovative approaches to combat these crimes. By attacking the root criminal activity, its source of cash, the efforts of the Office also reduce the number of assaults, thefts, burglaries and home invasions that are often associated with money laundering and human smuggling. The criminal prosecution team at the Attorney General’s Office - its lawyers, investigators and staff assistants - are also expert in the investigation and prosecution of “white collar” financial crimes. They have succeeded in the most complex and time consuming trials in Arizona history, including the FY07 Baptist Foundation matter, where guilty verdicts were obtained against multiple defendants. Page 40 All dollars are presented in thousands (not FTE). Attorney General - Department of Law AGA 1.0 Program Summary Subprogram Summary AGA 1.1 LEGAL SERVICES PUBLIC ADVOCACY DIVISION Terri Skladany, Chief Deputy Phone: (602) 542-8080 Susan Segal, Division Chief Counsel Phone: (602) 542-8323 A.R.S. § 41-191 A.R.S. § 41-191 Mission: Mission: To effectively use state law to protect Arizona residents from those who threaten their civil rights, economic health or environmental well being; to fairly and aggressively prosecute cases involving a broad range of criminal activity while safeguarding the rights of Arizona's crime victims; and to provide high quality, innovative legal representation to the State and our client agencies. To use the discretionary power of the Office of the Attorney General to pursue those who prey upon the public and threaten the economic and environmental well-being of all Arizonans. Description: This program consists of the following: (1) Public Advocacy Division; (2) Civil Rights Division; (3) Criminal Division; (4) Child and Family Protection Division; (5) Civil Division; and 6) Finance Division. The Public Advocacy Division enforces the State's consumer protection, environmental and antitrust laws while representing a number of client agencies including the Arizona Department of Environmental Quality, the Department of Real Estate, the Department of Insurance, and the Department of Health Services. The Civil Rights Division enforces state and federal statutes prohibiting discrimination in employment, voting, public accommodations and housing. The Criminal Division prosecutes a broad array of crimes, provides high quality investigative support to the Office and other law enforcement agencies, works with Arizona's crime victims and effectively represents the State in capital and non-capital criminal appeals and federal habeas actions. The Child and Family Protection Division provides legal services to the Department of Economic Security through the Protective Services Section, the Child Support Enforcement Section, and the Civil, Criminal Litigation and Advice Section. The Civil Division focuses on specialty areas of civil law and provides day-to-day legal services for a myriad of State agencies, departments, boards and commissions. Finally, the Finance Division provides legal advice and litigation services to the Executive and Judicial Branches of State Government as well as budgetary, contract, accounting, and financial control services to the Attorney General's Office. Description: The Division's major duties are to enforce the environmental, consumer protection, and antitrust laws in a largely pro-active manner. The Division has administrative and civil functions. While most of its work involves using the Attorney General's independent authority to pursue wrongdoing, the Division does have some client representation duties. It serves the Arizona Department of Environmental Quality, Arizona Game and Fish, the Department of Agriculture, the Department of Real Estate, the Securities Division of the Arizona Corporation Commission, the Arizona Department of Insurance, the Department of Financial Institutions, and the Department of Health Services (DHS). Funding and FTE Summary: (Thousands) 3,082.6 3,082.4 3,082.4 5,858.7 8,102.0 8,180.5 Other Non Appropriated Funds 1,374.4 633.3 633.3 Program Total 10,315.7 11,817.7 11,896.2 FTE Positions 116.8 116.8 116.8 ‹ Goal 1 To be responsive to public concerns about consumer fraud. Performance Measures Complaints opened Explaination: Criminal Division Telephone calls received from the public Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2010 Estimate General Funds 17,950.6 18,379.6 23,710.0 Other Appropriated Funds 36,671.6 40,625.5 42,557.9 Other Non Appropriated Funds 31,736.7 25,782.9 26,016.1 86,358.9 84,788.0 92,284.0 FTE Positions 708.6 708.6 747.6 Civil cases/investigations opened 23,000 23,000 23,000 46,962 48,000 48,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 77 65 65 Increased activity due to newly established Senior Litigation Counsel and Assistant Attorney General positions. Also, a vacant part-time attorney position was filled. Explaination: Judgments 13 15 15 The number of judgments was less than estimated, due in part to the fact that the Office is in complex litigation involving consumer fraud that affects a large number of consumers. These cases typically consume a greater period of time and manpower. While the number of judgments may have decreased, the money at stake and the number of victims affected are far greater than in previous years. Furthermore, the pace of litigation for multi-state cases is dictated by the working group, consisting of several State Attorneys General offices, and is outside the Division's control. To provide the highest quality legal advice and representation to the Department of Environmental Quality, the Department of Agriculture, and the Game and Fish Commission and Department. Performance Measures Civil advice and litigation files open Attorney General - Department of Law 23,000 To deter fraudulent business practices as a means to protect consumers from fraud. Performance Measures ‹ Goal 3 22,412 See related comment under Measure #1. Explaination: Program Total FY 2010 Estimate See related comment under Measure #1. Explaination: FY 2009 Estimate FY 2009 Estimate 22,479 Explaination: ‹ Goal 2 FY 2008 Actual An improved web page, inquiries via e-mail, consumer alerts/advisories, and pro-active outreach efforts have reduced the number of telephone calls. We expect an increasing trend of savvy consumers, hence fewer complaints/calls. Complaints closed Civil Division Finance Division FY 2010 Estimate Other Appropriated Funds Public Advocacy Division Civil Rights Division Child and Family Protection Division FY 2009 Estimate General Funds This Program Contains the following Subprograms: 4 4 4 4 4 4 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 755 725 725 Page 41 Cases resolved within the year Hours spent on matters reviewed but not opened Administrative hearings set Explaination: Explaination: Explaination: Explaination: 7,500 210 190 180 12 9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 249 300 300 354 300 300 Several cases that had been on appeal were finalized during FY2008. Youth compliance checks conducted Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,984 2,500 2,500 The increase is due primarily to a change in our contracts with the Tucson and Phoenix Police Departments, which allowed both agencies to perform more monthly checks. Additionally, more counties asked us to conduct compliance checks. However, future estimates are lower because our budget for inspections has been cut in half. To protect and promote competition for the benefit of Arizona consumers through enforcement of the Arizona Uniform Antitrust Act. Performance Measures Complaints received FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 41 50 50 Arizona did not experience any significant supply disruptions or price spikes during FY2008, hence fewer complaints. Restitution ordered for Arizona consumers and costs recovered in antitrust cases ($ dollars) 212,548 200,000 Subprogram Summary AGA 1.2 CIVIL RIGHTS DIVISION Melanie Pate, Division Chief Counsel Phone: (602) 542-7716 A.R.S. §§ 41-191 and 41-1401 12 To enforce the Model Escrow Statute, Directory Statute and Master Settlement Agreement and work to reduce sales of tobacco products to minors. Performance Measures Explaination: 7,500 Fewer litigation cases were referred from the clients than in previous years. Enforcement and regulatory matters handled for agency clients Explaination: 7,469 To provide quality legal representation to state agencies, assisting them in regulating the real estate, banking and insurance industries. Cases opened ‹ Goal 6 320 Fewer litigation cases were referred from the clients than in previous years. Performance Measures ‹ Goal 5 330 Because of recent changes in the Underground Storage Tank (UST) statutes, fewer hearings are expected in FY09 and beyond. Summary and trial judgments ‹ Goal 4 407 The spike in FY2008 is attributable to the Environmental Enforcement Section (EES) being able to resolve a number of older matters during that year. Explaination: 200,000 Anti-trust cases have long and inconsistent cycles. The cases can take several years to settle and, as such, some years the State receives large settlements and other years very little in settlements. Arizona's portion of settlement monies from the Samsung and Winbond multi-state DRAM case has not yet been determined by the court. We are not certain which fiscal year these monies will be received, nor how much the State will receive in settlements. Mission: To enforce civil rights laws and eliminate discrimination statewide by increasing public awareness of civil rights through education and enforcement and providing greater access to victims, including offering dispute resolution services to the people of Arizona. Description: The Division's major duty is to enforce state statutes that prohibit discrimination in employment, voting, public accommodations, and housing by investigating and litigating civil rights complaints. In addition, the Division provides conflict resolution services and mediation programs statewide, including many court and agency programs. The Division not only is responsive to complaints it receives but is pro-active in addressing discriminatory activity by providing education and awareness. It also may conduct surveys and inquiries in efforts to eliminate discrimination and publish reports to highlight civil rights issues in the State. The Division has administrative, community service, and civil functions. Its staff is comprised of lawyers, compliance officers, program managers, coordinators, support personnel, volunteers, and interns. The Division has offices in Phoenix and Tucson. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 1,946.2 1,712.7 92.4 90.7 90.7 772.2 1,033.0 1,033.0 Program Total 2,810.8 2,836.4 2,836.4 FTE Positions 41.0 41.0 41.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Performance Measures Number of cases investigated Explaination: Explaination: 1,548 1,550 1,575 1,000 1,025 15.0 12.0 12.0 The Division has an experienced and well-staffed Conflict Resolution Program that was very successful in increasing the number of cases resolved using voluntary settlement agreements during FY2008. In addition, our experienced litigation attorneys resolved numerous administrative cases through voluntary settlement agreements. To identify major litigation with an emphasis on class and policy cases and to obtain monetary relief and significant remedial relief as appropriate. Number of lawsuits FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 25 25 27 This number includes all cases that were pending or newly opened in FY2008. Number of lawsuits resolved 24 22 24 The Division is fully staffed with experienced litigation attorneys who have significantly increased our ability to successfully resolve lawsuits. Average number of months to resolve Percentage of litigation cases resolved using voluntary settlement agreements ‹ Goal 3 FY 2010 Estimate 975 Performance Measures Explaination: FY 2009 Estimate See comments under Goal 1, Measurement 1. Percentage of cases resolved using voluntary settlement agreements Explaination: FY 2008 Actual The Division increased its education and outreach efforts in FY2008, especially in the area of fair housing. This may account for the substantial increase in the number of cases investigated. Number of cases resolved ‹ Goal 2 1,712.7 To increase compliance with anti-discrimination laws through timely and effective investigation. Explaination: Page 42 FY 2009 Estimate 10.7 12 12 96 95 95 To provide the people of Arizona and its governmental entities effective dispute resolution services. All dollars are presented in thousands (not FTE). Attorney General - Department of Law FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of cases referred to mediation 481 500 525 Number of Civil Rights discrimination cases mediated 127 130 135 Performance Measures The Division has an experienced and well staffed Conflict Resolution Program that was very successful in mediating discrimination cases, especially employment discrimination cases, during FY2008. Explaination: Percentage of total mediations in which agreement reached (including non-discrimination cases) 83 85 85 Maintain satisfaction rate of participants above 90 percent 97 95 95 Ninety-seven percent of mediation participants indicated that they would recommend mediation to others, which is the same measurement standard that was used in FY06 and FY07. The Division added a new measurement standard in FY08 that asks participants about their "overall" satisfaction with the mediation process. Eighty-nine percent of participants indicated satisfaction in response to the new measurement standard. Explaination: ‹ Goal 4 To increase public awareness through litigation of the State's zero tolerance of discrimination, resulting in a positive impact on the community. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,000 2,000 2,000 Number of people assisted through litigation Explaination: Percentage of death penalty sentences affirmed by the Arizona Supreme Court 100 90 90 Number of briefs, habeas answers, petitions for review and responses to petitions for review filed 737 774 813 Explaination: ‹ Goal 2 Performance Measures Cases open Explaination: Explaination: 5,000 4,500 4,600 Explaination: 5.5 Explaination: ‹ Goal 3 FY2008 Actual did not include CP Direct and the sweeping warrants that impacted the numbers for FY2007. To investigate and prosecute complex financial and high technology crimes and to assist prosecutorial offices throughout the State by prosecuting matters that are referred due to conflicts of interest. Performance Measures Explaination: Total number of victims Explaination: ‹ Goal 4 8,373.9 8,630.7 11,568.5 4,814.6 5,065.3 5,084.1 Other Non Appropriated Funds 28,703.9 22,829.6 23,062.8 Program Total 41,892.4 36,525.6 39,715.4 FTE Positions 198.4 198.4 226.4 Other Appropriated Funds ‹ Goal 1 To ensure that death penalty sentences are carried out justly and as timely as possible in order to preserve the rights of the victims and to defend the State of Arizona in all non-capital appellate cases. Performance Measures Death penalty cases open FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 121 130 130 Attorney General - Department of Law 1,680 1,730 6,370 6,560 29.0 8.5 8.5 57 59 61 Decrease in conflict cases is due to a reduction in requests for conflict assistance from the Maricopa County Attorney's Office. To foster victims' recovery from the traumatic short and long-term effects of victimization, to prepare victims to cope with the impact of criminal justice system involvement, and to provide for the efficient and effective delivery of quality services to victims during all stages of criminal prosecutions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11,377 11,700 12,100 Numbers after FY2007 exclude approximately 11,600 victims in the Baptist Foundation of Arizona (BFA) case, which concluded in FY2007. Number of trainings and presentations given Explaination: 65 67 69 Increase in FY2008 was due to continued victims' rights training for different shifts of staff at the Arizona State Hospital. To provide competent and timely investigations of criminal conduct. Performance Measures Open cases Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 384 395 405 Decrease is due to reallocation of resources caused in part by two consecutive years of unusual number of vacancies from retirements and resignations, and the difficulty in attracting applicants with specialized areas of expertise. Law enforcement assists Explaination: 1,635 Actual for FY2007 included $468,765,000 from the Baptist Foundation of Arizona (BFA) case, which closed in FY2007. Estimates for FY2009 and beyond are consistent with the FY2006 level (a more representative number). Explaination: General Funds FY 2010 Estimate 6,186 Performance Measures ‹ Goal 5 FY 2009 Estimate Numbers after FY2007 exclude the victims from the Baptist Foundation of Arizona (BFA) case, which concluded in FY2007. Number of victims served FY 2010 Estimate FY 2008 Actual Increase in FY2008 reflects multi-defendant human smuggling wiretap cases. The Criminal Division consists of attorneys, investigators, and support staff whose principal assignments focus them on investigating and litigating specific areas of criminal law. All sections of the Criminal Division work in close cooperation with many federal, state, and local law enforcement agencies to accomplish the Division's mission. FY 2009 Estimate 675 318 Explaination: FY 2008 Actual 656 5.5 Description: Funding and FTE Summary: (Thousands) 637 309 County Attorney conflict of interest referrals To protect the citizens of Arizona by successfully investigating and prosecuting criminal cases within the State; to promote and facilitate safety, justice, healing and restitution for Arizona's crime victims; and to continue to effectively represent the State of Arizona in capital and non-capital appeals filed by convicted felons. 570 4.8 Donald Conrad, Division Chief Counsel Mission: 561 300 Explaination: A.R.S. §§ 41-191 and 21-427 545 Amount forfeited to State ($ millions) CRIMINAL DIVISION Phone: (602) 542-8473 FY 2010 Estimate Forfeiture cases opened Restitution ordered by the courts ($ millions) Subprogram Summary AGA 1.3 FY 2009 Estimate Decrease in number of defendants resulted from fewer complex, multi-defendant cases submitted by law enforcement agencies. Cases open This figure is approximate because it reflects estimated numbers of people who may have been reached through information booths at large public events, Division forums and training presentations, and various radio spots and television appearances in FY2008. FY 2008 Actual Decreases in cases opened is a result of reduced submissions from the Maricopa County Methamphetamine Task Force. Number of defendants charged This figure is approximate because it reflects estimated numbers of employees, staff, and other related persons who may have received additional training or other benefits due to agreements reached with the Division. Approximate number of people reached through presentation and training Statistics are for the Criminal Appeals Section only. To aggressively investigate and prosecute drug, money laundering, gang and other related offenses that occur in Arizona, to seek fair civil economic remedies to reduce the profit incentive of drug trafficking, and to disrupt racketeering enterprises. 1,230 1,270 1,300 The increase in FY2008 Actual and the projected sustained increases in future years are due to 1) a higher awareness in the law enforcement community of the Office's detailed investigative data that are garnered through our Geographic Targeting Orders, and 2) our own Office staff's awareness of which matters can be handled as a law enforcement assist as opposed to opening a new case for processing within the Office. The increase in law enforcement assists is therefore offset by a decrease in new cases opened. All dollars are presented in thousands (not FTE). Page 43 Court" timeframes for new cases. Subprogram Summary AGA 1.4 Performance Measures CHILD AND FAMILY PROTECTION DIVISION Number of hearings held to establish a permanent plan within 12 months Juliet Peters, Division Chief Counsel Phone: (602) 542-1645 Explaination: Number of reunifications achieved (child back with parents) To provide the Department of Economic Security (DES) with high quality and timely legal advice and representation to promote the safety, economic sufficiency and well being of children, adults and families. Explaination: Number of guardianships achieved (child placed with guardian) Explaination: • The Protective Services Section (PSS) represents Child Protective Services in 15 counties statewide. PSS represents DES in all dependency, severance and guardianship proceedings (including appeals) brought for the protection of abused and neglected children. PSS administers a case-processing system (“Model Court”) designed to expedite dependency court proceedings and place children in permanent homes. PSS also provides advice to DES on state and federal laws relating to child welfare and related funding programs. • The Child Support Enforcement Section (CSE) represents DES’s Division of Child Support Enforcement (DCSE). This includes establishing paternity and obtaining and enforcing support orders. The section also represents DCSE in appeals and class action litigation, and it provides general legal advice. CSE provides representation in 11 counties. • The Civil, Criminal Litigation, and Advice Section (CLA) provides legal advice and representation in administrative hearings and state and federal courts to a myriad of programs within DES. Other than Child Protective Services and Child Support Enforcement, the attorneys in CLA represent all other programs within the Department. Some of the programs CLA represents are the Division of Developmental Disabilities, Procurement, Unemployment Insurance, Collections, Welfare programs (food stamps and child care assistance) and Licensing (foster homes and child welfare agencies). CLA also represents DES in all personnel and operations matters. In addition, CLA prosecutes criminal cases relating to various DES programs, including recipient benefit fraud, employee embezzlement, provider fraud and criminal nonpayment of child support. The budget for this Division is shown as Special Line Items within the Department of Economic Security’s budget. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 215.3 162.2 162.2 0.0 0.0 0.0 Program Total 215.3 162.2 162.2 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To assist DES in protecting children from abuse and neglect by providing legal services and representation compliant with the timeframes established in "Model Court" statutes. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of dependencies filed by DES (including supplemental and inhome petitions) 3,629 3,800 3,900 Number of preliminary protective hearings within five to seven days of filing initial dependency petition 3,146 Performance Measures ‹ Goal 2 Page 44 3,200 3,300 Explaination: 1,453 1,500 1,600 561 600 700 1,765 1,800 1,800 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 78.7 79.0 79.5 To increase the number of children in the State's child support caseload whose paternity is established. Performance Measures Number of children with paternity established FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,184 3,250 3,300 Reduced number of court orders reflects fewer paternity cases referred by DCSE and the increased use of administrative process. The Office obtains paternity orders through a judicial court process. The number of court orders obtained to establish paternity is directly related to the number of referrals sent over by the client. The client has been gradually reducing the number of referrals because it can establish paternity through the Hospital Paternity Program, an administrative process that allows DCSE to obtain agreement between the mother and father regarding paternity of the child [A.R.S.25-812]. Explaination: To provide legal representation in DES litigation and to prosecute and deter fraud. Performance Measures Administrative, Civil and Appellate litigation resolved Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 704 750 750 The 40% increase in FY2008 from FY2007 is attributable to an increase in cases received from our client. Civil Collection litigation resolved 351 325 325 Criminal prosecutions completed successfully 266 250 250 ‹ Goal 6 To generate funds for the State via criminal restitution and civil judgments. Performance Measures Civil judgments ($) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 767,310 600,000 600,000 The 19% increase from FY2007 to FY2008 is attibutable to a combination of the following: (i) protocols now requiring that relatively higher dollar amounts be given priority; and (ii) steadily increasing aggressiveness by our office in pursuing garnishees (as well as judgment debtors) for potential recovery. Garnishment funds received ($) 399,992 250,000 250,000 The 30% increase from FY2007 to FY2008 is attibutable to a combination of the following: (i) protocols now requiring that relatively higher dollar amounts be given priority; and (ii) steadily increasing aggressiveness by our office in pursuing garnishees (as well as judgment debtors) for potential recovery. Explaination: Criminal restitution ordered ($) 695,691 600,000 600,000 Criminal restitution received prior to sentencing ($) 396,397 350,000 350,000 ‹ Goal 7 To assist DES in establishing permanent living situations for children by providing legal services and representation in all stages of judicial proceedings that comply with "Model 4,000 To increase the percentage of cases in the State's child support caseload which have child support orders. Percentage of court ordered cases ratio required ‹ Goal 5 4,000 This increase is consistent with the above decreases in guardianship and reunification case plans. The overall increase in termination case plans can be attributed, in part, to the state of the economy and to the method in which cases are now assigned in Maricopa, Pinal, and Gila counties. Performance Measures ‹ Goal 4 4,166 Due to the rise in the number of terminations, guardianships have decreased. Number of terminations achieved (child removed from parents) ‹ Goal 3 FY 2010 Estimate Due to the rise in the number of terminations, reunifications have decreased. Description: The Division is responsible for providing legal services to all programs and business operations of the Department of Economic Security (DES). The Division provides these services through three sections. FY 2009 Estimate The number of dependency filings rose steadily during FY2008. In addition, new procedures have been implemented in the larger counties to better track/monitor timely permanency hearings within the 12-month timeframe. A.R.S. § 41-191 Mission: FY 2008 Actual To provide comprehensive legal advice to the Department of Economic Security. Performance Measures Hours of counsel and advice All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 25,418 22,000 22,000 Attorney General - Department of Law Explaination: The 11% increase from FY2007 to FY2008 is attributable to the Division's response to increased requests by our client (DES). Average billable rate: per tort lawsuit - AGO Explaination: CIVIL DIVISION Phone: (602) 542-7682 Explaination: Description: The Civil Division consists of attorneys and staff whose principal assignments focus on specialty areas of civil law. In addition, the Division provides day-to-day legal services to a number of departments, boards, and commissions in the State of Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 160 180 45.5 22 25 The FY2008 number is skewed by the inclusion of two large class action cases that went 225 months and 335 months respectively. If those numbers had been subtracted, the average would have been 26 months. Mission: Funding and FTE Summary: (Thousands) 138 Average months in suit: per employment lawsuit - AGO To provide high-quality, effective, and innovative legal representation to the State of Arizona, its agencies, officers, and employees acting within the scope of their employment. 110 The decrease in the average billable rate from FY2007 to FY2008 is due to a significant increase in the use of legal assistants in those cases. Explaination: Pam Culwell, Division Chief Counsel A.R.S. § 41-191 105 The increase in the billable rate is due to the parity pay increase which went into effect July 1, 2007. Average billable rate: per tort lawsuit - OSC Subprogram Summary AGA 1.5 105 Average months in suit: per employment lawsuit - OSC 35 34 35 Average billable hours: per employment lawsuit - AGO 389 400 500 Average billable hours: per employment lawsuit - OSC 1,493 1,200 1,200 Explaination: FY2008 Actual was impacted by major litigation matters. Average billable rate: per employment lawsuit - AGO Explaination: 103 105 110 Increase in FY2008 Actual reflects attorney parity pay increases that went into effect July 1, 2007. Average billable rate: per employment lawsuit - OSC 182 185 195 827.4 840.3 840.3 Average billable rate: per workers compensation matter: AGO 94 95 96 22,880.2 24,604.9 24,936.2 130 135 0.6 0.6 Average billable rate: per workers compensation matter - OSC 129 0.6 Program Total 23,708.2 25,445.8 25,777.1 FTE Positions 269.8 269.8 269.8 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To collect debts owed to the State sufficient to fund Tax, Bankruptcy and Collection operations, all Collection Enforcement Revolving Fund authorized positions (58), and to revert excess monies to the State General Fund. Performance Measures New cases opened ‹ Goal 2 Amounts recovered, generated, and/or saved (in millions of dollars) Explaination: 1,950 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 217.4 248.0 280.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16.4 18 19 21.2 25 242 215 215 258 200 FINANCE DIVISION Phone: (602) 542-8327 A.R.S. § 41-191 Mission: To provide legal advice and litigation services to the Executive and Judicial branches of State Government and to provide budgetary, contract, accounting, and financial control services to the Attorney General's Office. Description: The Division is comprised of a multi-disciplinary team of financial and legal professionals who operate in the Administrative Law and Financial Services Sections of the Office to further the above-stated mission. Funding and FTE Summary: (Thousands) Attorney General - Department of Law FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 3,720.5 4,113.5 6,506.1 Other Appropriated Funds 2,810.4 2,600.4 4,104.2 885.6 1,286.4 1,286.4 Program Total 7,416.5 8,000.3 11,896.7 FTE Positions 82.6 82.6 93.6 Other Non Appropriated Funds ‹ Goal 1 To improve client satisfaction through 1) identification of the 12 clients who consume the most Section legal services and 2) special semi-annual meetings with those high-demand clients to improve the efficiency of legal services delivery. Performance Measures Semi-annual meetings with highdemand clients Explaination: 220 The increase from the FY2008 Estimate and Actual for average billable hours per closed case is due to a significant increase in the use of legal assistants in those cases. The number is expected to decrease in the next fiscal year(s). Subprogram Summary Mark Wilson, Division Chief Counsel The increase in FY2008 Actual is due to the increase in number of complex cases, which require more hours. This is not expected to be repeated in the next fiscal year(s). Average billable hours: per tort lawsuit - OSC Increase in FY2008 was attributable to some appellate matters. AGA 1.6 27 Average for any given year is based only on those cases which closed during that year. The facts of each case are different - as are the witnesses, attorneys, and judges - thereby causing fluctuations in average numbers from one year to the next. Average billable hours: per tort lawsuit - AGO Explaination: 1,900 Average for any given year is based only on those cases which closed during that year. The facts of each case are different - as are the witnesses, attorneys, and judges - thereby causing fluctuations in average numbers from one year to the next. Average months in suit: per tort lawsuit - OSC Explaination: 1,754 To provide quality legal services that are more efficient and less costly than outside legal counsel (AGO = Attorney General's Office and OSC = Outside Counsel). Average months in suit: per tort lawsuit - AGO Explaination: FY 2010 Estimate FY2008 Actual reflects continued drop in the real estate market and the deferral of payments on some transactions. Estimates for FY2009 - FY2011 are based on projections from the State Land Department and the extent of Assistant Attorney General involvement. Performance Measures Explaination: FY 2009 Estimate To provide legal strategy, advice, and advocacy that secures and augments the value of the State Land Trust and contributes to the General Fund. Performance Measures ‹ Goal 3 FY 2008 Actual Explaination: ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 12 12 This was a new measure for FY2008, with no prior years' measurements as a reference point. Future years' estimates are lower in that formalized meetings twice a year with each high demand client does not appear to be necessary. A formalized meeting once a year with the express purpose of improving delivery of legal services appears to be sufficient (hence 12 a year). To improve client satisfaction through advanced client agency training sessions in the areas of public records law, open meetings law, conflict of interest law, and related legal All dollars are presented in thousands (not FTE). Page 45 restrictions on the activities of public officials and employees. Performance Measures Semi-annual meetings with highdemand clients FY 2010 Estimate 22 12 12 To effectively leverage technologies through staff training and full utilization/implementation of software programs including RevQ, Access Databases, and Internal Asset Tracking System. Performance Measures Staff training (number of hours) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 245 200 250 Measure was new for FY2008, hence there was no historical data as a reference point. Training hours are expected to decrease in FY2009 because of reduced staff levels. Percentage of implementation/utilization of software in accounting operations ‹ Goal 4 FY 2009 Estimate This was a new measure for FY2008, with no prior years' measurements as a reference point. FY2008 Actual is significantly higher than estimated because of unanticipated client meetings on special issues such as open meeting law, public records, and conflict of interest. Since issues such as these arise frequently, the estimate for future years is higher than the quantity of six (6) originally given. Explaination: ‹ Goal 3 FY 2008 Actual >85 >95 >95 To increase efficiencies by reducing the number of adjusting journal entries processed. Performance Measures Adjusting journal entries processed Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 327 350 300 Higher estimate for FY2009 reflects anticipated increase in number of case resolutions. Program Summary AGA 2.0 Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate General Funds 6,014.2 4,727.8 4,727.8 Other Appropriated Funds 1,424.6 1,590.0 1,590.0 0.0 0.0 0.0 Program Total 7,438.8 6,317.8 6,317.8 FTE Positions 49.0 49.0 49.0 Other Non Appropriated Funds ‹ Goal 1 To optimize the use of State funds in fulfilling the mission of the Attorney General's Office. Performance Measures Administrative costs as a % of total costs ‹ Goal 2 Customer satisfaction rating for client agencies (scale of 1 to 8, with 8 the highest) ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.5 6.2 6.2 To provide a superior level of legal services to our client agencies. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.17 7.20 7.20 To timely issue formal legal opinions. Performance Measures Days to respond to a request for a legal opinion Explaination: ‹ Goal 4 CENTRAL ADMINISTRATION FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 42 60 60 FY2008 Actual was less than expected due to a decrease in opinion requests and a higher number of same day and/or one-day turnarounds. To retain professional, experienced staff whose skills serve both state residents and client agencies. Terri Skladany, Chief Deputy Performance Measures Phone: (602) 542-8080 Percent of agency staff turnover FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18.70 18.70 18.70 A.R.S. § 41-191 Mission: To provide administrative and policy support in addition to direction for the Department of Law. Description: The program is comprised of three areas: (1) Attorney General, Executive Staff, and External Affairs; (2) Solicitor General; and (3) Administrative Operations Division. The Attorney General and Executive Staff are responsible for providing legal advice to state officials, legislators, county attorneys, and all client state agencies in addition to certifying rules promulgated by state agencies. External Affairs responds to general inquiries from the public, state legislators, staff, and the media. The Solicitor General's responsibilities include: (1) managing the State's civil appellate matters; (2) overseeing and advising on significant criminal appeals; (3) supervising the production of formal Attorney General opinions; (4) handling matters of election law; (5) providing independent advice to state agencies and boards in administrative proceedings in which other assistant attorneys general appear as advocates; (6) representing the Governor's Regulatory Review Council and five appellate boards; (7) serving as a clearinghouse for lawyers throughout the Attorney General's Office on a variety of special projects; and (8) providing policy support in the specific areas of ethics and training, specialized litigation, and key programs as prioritized by the Attorney General. Finally, the Administrative Operations Division provides administrative support to the Office in the areas of human resources, information services, facilities management, and library and research assistance. Page 46 All dollars are presented in thousands (not FTE). Attorney General - Department of Law yet available Number of vehicle theft rate statewide (# per 100,000 population) Agency Summary ATA 0.0 Explaination: AUTO THEFT AUTHORITY Enrique Cantu, Executive Director Phone: (602) 364-2888 ‹ Goal 3 A.R.S. § 41-3451 Mission: Description: The Arizona Automobile Theft Authority (AATA) analyzes the crime of vehicle theft, develops deterrence strategies, and promotes successful methods to address the problem. Funding is used to support law enforcement activities, vertical prosecution, and public awareness/ community education programs designed to combat and deter vehicle theft statewide. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 5,435.3 6,016.7 6,016.7 0.0 0.0 0.0 Program Total 5,435.3 6,016.7 6,016.7 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds To deter vehicle theft and associated criminal activity through aggressive, proactive law enforcement activities. FY 2009 Estimate FY 2010 Estimate 42 42 42 Number of stolen vehicles recovered by Task Force 3433 3000 3000 Value of stolen vehicles recovered by Task Force (in millions of dollars) 47 32.0 33.0 326 300 300 Number of "chop shops" investigated by Task Force 27 30 30 Number of insurance fraud investigations by Task Force 58 35 35 Number of training and investigative assistance provided by Task Force 953 1,000 1,000 Return on investment (for every dollar funded by the Arizona Auto Theft Authority amount recovered by Task Force) 14.03 12.00 12.00 17 15 15 Number of Task Force positions funded by AATA Number of felony arrests by Task Force Number of law enforcement grants awarded To assure deterrence of vehicle theft and associated criminal activity through vigorous vertical prosecution. Performance Measures Strategic Issues: Number of prosecutors funded by AATA The Arizona Automobile Theft Authority will maintain its statewide programs in 2010-2011. The AATA serves as a unique example of an effective government/business/consumer partnership. The prime beneficiaries, specifically vehicle owners/insurance consumers, and the insurance industry totally support the government services from which they benefit. Additionally, all citizens in Arizona benefit from the services provided by this Agency, since vehicle theft is associated with many other criminal activities. The AATA does not receive any appropriations from the State of Arizona General Fund. Vehicle theft and associated criminal activity is epidemic in Arizona, the nation, and throughout the world. It accounts for significant economic loss and affects the overall quality of life in our communities. Vehicle theft facilitates and is associated with a wide range of criminal activity. The international intelligence community has identified vehicle theft and related criminal activity as one of the leading illicit fundraising components supporting international terrorism. Local law enforcement is limited in their response. This complex problem requires a dedicated and coordinated statewide effort in order to respond in an efficient, effective and appropriate manner. The Agency is working on a local, state, national and international level to develop, implement and support law enforcement activities, border interdiction, vertical prosecution, and public awareness/community education programs to deter vehicle theft. The AATA's Board of Directors has committed the maximum available resources to support the Agency’s aggressive anti-vehicle theft campaign during the next two fiscal years. To analyze the problem of vehicle theft and associated ‹ Goal 1 criminal activity. Number of participating counties Performance Measures Number of research projects conducted ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 2 2 To reduce the incidence of vehicle theft and associated criminal activity by supporting deterrence and prevention programs. Performance Measures Number of vehicles stolen statewide (calendar year) Number of 2008 vehicle thefts not Automobile Theft Authority FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 52,000 51,000 920 FY 2008 Actual ‹ Goal 4 Issue 1 930 FY 2007 actual is not available because data is collected on a calendar year basis using data provided by the FBI Unified Crime Report and is not available until October of the following calendar year. Performance Measures To deter vehicle theft through a statewide cooperative effort by supporting law enforcement activities, vertical prosecution, and public awareness/community education programs. n/a Number of vehicle theft cases filed Number of convictions Percent of convictions to cases closed Amount of restitution ordered (in thousands of dollars) Number of training sessions provided ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9 10 9 6 6 6 1355 1,200 1250 670 725 750 93 91.5 91.5 1,140.2 1,000.0 1,000.0 10 12 15 To provide community education and enhance public awareness to reduce victimization of vehicle theft and related criminal activity. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of PACE grants to criminal justice agencies 24 25 25 Number of PACE (Public Awareness and Community Education) events statewide 932 825 835 Number of PACE events sponsored by AATA 175 125 130 Number of PACE events sponsored by AATA grantee agencies 757 700 705 400,000 2,500,000 2,500,000 Performance Measures Number of AATA published Watch Your Car brochures distributed Explaination: MVD/Watch Your Car Mailing Program not in effect in FY08 Estimated media exposures (in millions) Number of Watch Your Car enrollments ‹ Goal 6 41.0 45.0 161,000 195,000 195,000 To develop expertise and promote well-trained vehicle theft/insurance fraud investigators and prosecutors. Performance Measures Number of professional training grants awarded to agencies Number of criminal justice personnel benefiting ‹ Goal 7 40.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16 15 15 143 30 30 To maximize effectiveness, efficiency and customer satisfaction of the Agency. Performance Measures Ratio of administrative costs as a percent of total expenditures All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.95 6.68 7.2 Page 47 Number of grant agency compliance audits 12 12 10 Customer satisfaction rating (scale of 1-3, 1 highest rating) 1 1 1 10 10 10 Number of site visits to grant agencies Page 48 All dollars are presented in thousands (not FTE). Automobile Theft Authority the transmission of disease, parasites, or injury to the public. Agency Summary BBA 0.0 Performance Measures BOARD OF BARBER EXAMINERS Number of inspections conducted Sam B. LaBarbera, Executive Director Phone: (602) 542-4498 Percent of total inspections passed A.R.S. §§ 32-301 et. seq. Number of complaints received Performance Measures Avg. calendar days from receipt of complaint to start of investigation Mission: To preserve the public welfare and health through the development and enforcement of adequate sanitation procedures, rules, and laws governing barbers and barbering establishments. ‹ Goal 3 Description: Number of inspections conducted The Arizona Board of Barbers communicates with licensees regarding proper sanitation methods and changes in the law; administers barbering examinations; grants and renews licenses; inspects barbering establishments; investigates consumer complaints regarding unlawful activities; and takes effective measures to resolve complaints, including holding hearings, levying fines, and suspending or revoking licenses. Percent of inspections passed Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 272.1 328.2 328.2 0.0 0.0 0.0 Program Total 272.1 328.2 328.2 FTE Positions 3.6 4.0 4.0 Other Appropriated Funds Other Non Appropriated Funds Issue 1 FY 2009 Estimate FY 2010 Estimate 1,619 3,200 3,200 76 FY 2008 Actual 75 FY 2009 Estimate 75 FY 2010 Estimate 350 330 340 21 21 21 To enforce legislative requirements concerning the regulation of barbers. Performance Measures Performance Measures Number of licenses revoked or suspended FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1619 3200 3200 76 FY 2008 Actual 75 FY 2009 Estimate 75 FY 2010 Estimate 0 4 4 Disciplinary hearings 28 15 15 Disciplinary hearings resulting in penalties 17 10 10 ‹ Goal 4 To serve licensees in an efficient manner. Performance Measures Average number of calendar days from receipt of application to issuance or denial Performance Measures Administrative cost as a percent of total cost Number of barber/instructor and shop/school licenses Strategic Issues: FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 3 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.5 10 10 6,891 7,000 7,200 To allow all staff to utilize the database more efficiently. To continually upgrade the database and other computer programs to enable the Board to work in an efficient manner. To investigate methods to prevent usage of licenses by unlicensed individuals. The Board has implemented a change to the Barber Database which allows the licensee's photograph to be printed on each license. This should cut down substantially on fraudulent usage of barber licenses. The Board has completed the input of all photos. In addition the Board will require replacement of photographs every ten years. The Board has implemented a computer program to track each licensee's status of citizenship or legal residency. Issue 2 To lower the turnover of staff and increase the efficiency of staff The Board has had great difficulty in recruiting and keeping staff. It needs to decide on what will attract qualified staff and implement a action plan. All members of the Board are now learning how to utilize the database and assist in some of the office procedures. To ensure that all licenses issued by the Board meet ‹ Goal 1 minimum requirements. Issue 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of applications accepted for new barber/instructor examinations 295 300 350 Number of examinations for new barber/instructor failed 143 150 175 Percent of examinations for new barber/instructor failed 48 40 50 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 360 370 420 5 5 5 Number of applications for new shop/school licenses 307 310 350 Number of applications for new shop/school licenses rejected 0 10 10 Performance Measures Performance Measures Number of applications for new barber/instructor licensees Number of applications for new barber/instructor licenses rejected ‹ Goal 2 To ensure the proper use of sanitary procedures to prevent Board of Barber Examiners All dollars are presented in thousands (not FTE). Page 49 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Numbers of inspections/investigations 349 350 350 Average days to resolve a complaint 570 500 300 Number of complaints received about licensees 118 150 150 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.3 5.5 5.5 Performance Measures Agency Summary BHA 0.0 BOARD OF BEHAVIORAL HEALTH EXAMINERS Debra Rinaudo, Executive Director Phone: (602) 542-1864 Performance Measures A.R.S. §§ 32-3251 to 32-3322 Customers satisfaction rating (scale 1- 8) Mission: To establish and maintain standards of qualifications and performance for licensed behavioral health professionals in the fields of counseling, marriage and family therapy, social work, and substance abuse counseling and to regulate the practice of licensed behavioral health professionals for the protection of the public. Description: The Board licenses and biennially renews licensure for approximately 8,000 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 licensure status and complaint history of individual behavioral health professionals. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,342.4 1,367.2 1,472.8 0.0 0.0 0.0 Program Total 1,342.4 1,367.2 1,472.8 FTE Positions 17.0 17.0 17.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Addressing the Board’s large backlog of complaints The Board fulfills its mission to protect the public in part by investigating and taking action on complaints filed against licensed professionals. The Board also investigates applicants’ backgrounds concerning the applicant's ability to practice safely and competently. The Board also conducts investigations regarding allegations that individuals are practicing psychotherapy without a license. Beginning in FY2003, the Board experienced a significant increase in the number of complaints received and investigations required. As a result, the Board currently has a large backlog of unprocessed complaints and investigations. The Board's complaint resolution times currently exceed 400 days. The Board's FY 2007 appropriation was increased to provide additional resources to allow the Board to eliminate the complaint and investigation backlog and reduce resolution times by the end of FY 2009. To improve agency operations to insure equitable, ‹ Goal 1 consistent and timely enforcement of statutes and rules regulating behavioral health professionals. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 90 90 8,241 7,861 7,960 Administration as a percentage of total cost 6.0 7.8 7.8 Applications received 790 700 700 653 FY 2008 Actual 595 FY 2009 Estimate 595 FY 2010 Estimate 3,962 3,304 4,061 17 20 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5 10 10 913 900 900 Performance Measures Percent of application reviews completed within 180 days Number of new and existing licenses issued Individuals licensed Performance Measures Renewals received Average number of days to renew a license from receipt of application to issuance Performance Measures Average number of days to process verifications. Verifications received Page 50 All dollars are presented in thousands (not FTE). Board of Behavioral Health Examiners DIA Agency Summary 0.0 DIA Program Summary 1.0 DISEASE CONTROL RESEARCH PROGRAM ARIZONA BIOMEDICAL RESEARCH COMMISSION Dawn C. Schroeder, DDS, MA, Executive Director Phone: (602) 542-1028 Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 A.R.S. §§ 36-271 to 36-276 A.R.S. §§ 36-274 Mission: Mission: To advance medical research within the state of Arizona. To advance medical research within the state of Arizona. Description: Description: The Biomedical Research Commission awards contracts for medical research projects studying the causes of disease, epidemiology and diagnosis of disease; the formulation of cures; medically accepted treatment; and prevention of diseases. The Commission oversees the projects to ensure contract compliance and serves as the technology transfer agent for discoveries made using state funding. The Commission also awards and manages additional contracts designed to advance biotechnology in the academic, non-profit and for-profit sectors in Arizona. Under this program, the Commission administers special projects such as the Parkinson's Disease Research Consortium; AZTransNet, a project that fosters research collaborations by removing barriers to institutional cooperation; and the collaborative ABRC Translational Research Initiative. Revenues for the fund are derived from the state lottery fund pursuant to A.R.S. §5-522 subsection E, monies appropriated by the legislature and gifts, contributions or other monies received by the Commission from any source. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ DISEASE CONTROL 1,484.7 3,902.9 3,902.9 HEALTH RESEARCH PROGRAM 10,750.7 11,816.1 11,816.1 RESEARCH PROGRAM ¾ 12,235.4 Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2008 Actual 15,719.0 FY 2009 Estimate 0.0 0.0 15,719.0 Funding and FTE Summary: (Thousands) 0.0 500.0 500.0 Other Non Appropriated Funds 12,235.4 15,219.0 15,219.0 Program Total 12,235.4 15,719.0 15,719.0 FTE Positions 4.5 6.0 6.0 To provide support and strategically placed funding to move the state's bioscience and biotechnology initiative forward. The Agency is uniquely positioned in the medical research community to provide gap funding to advance Arizona's medical researchers to higher levels by encouraging inter-institutional collaborations. Providing Arizona researchers with state funding improves their competitiveness at the federal level. FY 2010 Estimate 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,484.7 3,902.9 3,902.9 Program Total 1,484.7 3,902.9 3,902.9 FTE Positions 1.5 3.0 3.0 ‹ Goal 1 Number of scientific articles published Number of abstracts published ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 32 10 10 2 5 6 To advance biotechnology by combining the expertise and resources of the Commission with that of other non-profit and for-profit institutions to remove impediments to interinstitutional biomedical research collaborations. Performance Measures Number of jointly funded projects with the non-profit and for-profit sectors DIA 0.0 To monitor the contribution of investigators to medical research by reviewing the scientific literature for special projects. Performance Measures Strategic Issues: Issue 1 FY 2009 Estimate General Funds FY 2010 Estimate 0.0 FY 2008 Actual 2.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7 5 6 Program Summary HEALTH RESEARCH PROGRAM Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 A.R.S. §§ 36-275 to 36-276 Mission: To advance medical research within the state of Arizona. Description: Under this program, the Commission makes competitive research awards for a wide variety of medical research studies. These studies cover basic scientific research, translational research, and clinical research. The Health Research Program is funded by the proceeds from the sale of tobacco products. Arizona Biomedical Research Commission All dollars are presented in thousands (not FTE). Page 51 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 500.0 500.0 Other Non Appropriated Funds 10,750.7 11,316.1 11,316.1 Program Total 10,750.7 11,816.1 11,816.1 FTE Positions 3.0 3.0 3.0 ‹ Goal 1 To monitor the contribution of investigators to medical research by reviewing the scientific literature. Performance Measures Number of scientific articles published Number of abstracts published ‹ Goal 2 Number of biannual workshop participants Number of inter-institutional collaborative projects submitted as a function of the total number of proposals received. Number of Requests for Proposal (RFP) mailed 3.0 FY 2010 Estimate 28 35 40 0 7 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate N/A 200 N/A 24/125 30/120 30/120 To inform medical researchers and others involved in health care in Arizona of research funding available through the Biomedical Research Commission (BRC). Performance Measures DIA FY 2009 Estimate To provide assistance to new and established researchers by offering a biannual workshop addressing timely information on research issues. Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 945 950 950 Program Summary NON-EMBRYONIC STEM CELL REPOSITORY Dawn C. Schroeder, D.D.S., M.A., Executive Director Phone: (602) 542-1028 Session Laws 2007, Chapter 263 Section 42 Mission: To establish a self sustaining nonembryonic stem cell repository to provide cells for transplantation and for research use. Description: Although $1 million dollars were appropriated from the General Fund in each fiscal year from FY 2008 through FY 2012 for the purpose of establishing a centralized public repository of diverse types of human stem cells of nonembryonic origin for public use, the legislature swept the funds to meet other fiscal needs. Therefore, the program has not been implemented. ‹ Goal 1 Page 52 To establish a self-sustaining nonembryonic stem cell repository. All dollars are presented in thousands (not FTE). Arizona Biomedical Research Commission PDA 0.0 Agency Summary STATE CAPITAL POST CONVICTION PUBLIC DEFENDER Martin Lieberman, Director Phone: (602) 771-9000 A.R.S.41-4301 Mission: To provide representation to capital defendants in post conviction proceedings, as assigned by the Supreme Court, in accordance with guidelines established by the American Bar Association. Description: The State Capital Post-Conviction Public Defender Office was established by Laws 2006, Chapter 369, and began accepting cases in September 2007. All capital convictions are automatically appealed to the State Supreme Court. If the sentence is affirmed on appeal, the Supreme Court appoints counsel to represent the inmate in state post conviction relief proceedings. The agency will accept appointments from the Supreme Court to the extent resources allow. Counties are responsible for reimbursing the state for onehalf of the resources expended, limited to $30,000 per case. The Agency is bound by the Arizona Rules of Criminal Procedure, specifically, Rule 6.8, which provides that counsel shall be guided by the performance standards in the 2003 American Bar Association Guidelines for the Appointment and Performance of Defense Counsel in Death Penalty Cases. The Guidelines, require, among other things, the formation of a defense team consisting of two lawyers, a mitigation specialist, and an investigator for each case. At least one member of the team must be qualified by training and experience to screen individuals for the presence of mental or psychological disorders or impairments. Expert witnesses will be frequently utilized by the Agency. Strategic Issues: To add sufficient staff to be able to provide services to as many clients as possible Current funding levels do not provide the resources necessary to represent more than a handful of clients. As of August 22, 2008, there are seventeen inmates on death row without counsel. It is anticipated that the numbers will increase as Maricopa County has an aggressive capital punishment policy. There are approximately one hundred and twenty six (126) capital cases pending as of June 2008 in the Maricopa County Superior Court. The Arizona Supreme Court estimates that it can decide approximately ten (10) death penalty appeals per year. The Agency will need to develop methods for obtaining additional funding which may include appropriated funds. To provide high quality legal representation to clients ‹ Goal 1 assigned to the Agency Issue 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complete factual and legal investigation of case. FY10/FY11 estimates assume caseload improvement budget. 0 2 3 Filing of Petition for Post Conviction Relief 0 2 3 Number of professional staff providing high quality representation to clients. 3 4 7 Performance Measures Capital Post-Conviction Public Defender All dollars are presented in thousands (not FTE). Page 53 Performance Measures Agency Summary CSA 0.0 Number of charter contracts to be reviewed for consideration of renewal. STATE BOARD FOR CHARTER SCHOOLS Explaination: DeAnna Rowe, Executive Director Phone: (602) 364-3080 Explaination: ‹ Goal 2 Description: The Arizona State Board of Charter Schools reviews new and renewal applications and grants charters to qualified applicants and oversees all aspects of the charter schools it sponsors, which includes academic, financial and statutory compliance as well as adherence to the terms and conditions in the charter contract. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 811.3 828.7 1,055.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 811.3 828.7 1,055.9 FTE Positions 8.0 8.0 11.0 Strategic Issues: Issue 1 The Board must create an effective process for the consideration of renewing charter school contracts while maintaining its quality authorizing practices as a mechanism for sustained results. In order to do this the Board will create and sustain an organizational structure that commits the human, technological, and financial resources necessary for conducting its authorizing duties effectively and efficiently. To approve quality applications and grant charters to ‹ Goal 1 qualified applicants. Performance Measures Number of applications reviewed by staff for administrative completeness Explaination: FY 2010 Estimate 52 51 52 34 34 34 This number reflects the total number of unique applications received. Number of applications reviewed by technical review panel Explaination: FY 2009 Estimate Applicants may submit an application more than once for review and technical assistance. Number of sponsorship applications received Explaination: FY 2008 Actual 26 25 26 Number of applications that have been deemed administratively complete and are reviewed for substantive completeness by the technical review panel. Number of sponsorship applications approved 13 15 15 Number of sponsored charters with one or more sites in operation 341 351 361 Explaination: Performance Measures Number of replication applications received. 0 0 FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Number of public meetings held 31 28 25 Number of workshops conducted 23 24 24 Number of information broadcast communications sent to charter representative via e-mail 72 67 67 Number of publications sent to stakeholders 11 12 12 Percent of charter school attendees satisfied with information workshop content 95 95 95 6.4 6.6 6.8 Customer satisfaction survey (Scale 18) ‹ Goal 3 To provide oversight to charter schools by evaluating performance, monitoring compliance, informing intervention & renewal decisions and ensuring autonomy as provided under the applicable law. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of annual on-site monitoring visits 141 104 145 Number of contract amendments processed annually 485 535 575 22 41 67 Performance Measures Explaination: Operations and academic performance is monitored in first years of operation Number of five and 10 year reviews required 109 56 28 Number of charter school annual audits reviewed 336 338 351 Number of annual complaints regarding sponsored schools 104 100 95 24 25 25 68 60 55 Number of Notices of Intents to Revoke issued 6 5 5 Number of charter schools voluntarily surrendering their contract 8 7 7 Number of Consent/Settlement Agreements entered into 2 10 10 Number of charter school contracts revoked 2 4 4 Number of disciplinary actions that resulted in withholding of funds Explaination: Pursuant to A.R.S. 15-185.H Number of corrective action plans mandated Number of charter sites closing. Administration as a % of total cost 19 15 15 4.2 3.3 3.3 439 443 447 93,864 98,976 104,366 17 FY 2008 Actual 36 FY 2009 Estimate 25 FY 2010 Estimate 10 5 5 Alternative application process for an existing charter to replicate. Number of replication applications approved. Page 54 0 Total Average Daily Membership Number of new charter sites opening Explaination: 54 The numbers include all State Board of Education sponsored schools since the Charter School Board has agreed to provide oversight for these schools. Number of students enrolled in sponsored charters Explaination: 0 The numbers include all State Board of Education sponsored schools since the Charter School Board has agreed to provide oversight for these schools. Number of sponsored charter school sites in operation Explaination: 0 To provide clear information and services to stakeholders. Number of first and second year site visits Contract Renewal and Service Resources FY 2010 Estimate Laws 1996, Ch. 356, Sec. 5 Duration of existing charters Mission: To foster accountability in charter schools, which will improve student achievement through market choice. FY 2009 Estimate Review of academic, fiscal and contractual compliance history. Number of charter school renewal applications processed. A.R.S. §§ 15-181 to 15-189 FY 2008 Actual 5 5 5 All dollars are presented in thousands (not FTE). State Board for Charter Schools Mandated information technology contracts or policies remain unfunded. Unfunded mandates, such as AZNET, increase operating costs as much as four-fold. The agency requires legislative authorization to raise fees in order to fund the IT and communications mandates that are being issued. Issue 4 Agency Summary CEA 0.0 BOARD OF CHIROPRACTIC EXAMINERS Patti Pritzl, Executive Director Phone: (602) 864-5088 Issue 5 A.R.S. § 32-900 et. seq. Mission: To protect the health, welfare, and safety of Arizona citizens who seek and use chiropractic care. Description: The Board of Chiropractic Examiners conducts examinations and evaluates applications from chiropractors seeking initial or renewal of licensure, as well as from persons seeking participation in Board-approved 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 520.4 474.8 0.0 0.0 0.0 Program Total 617.1 520.4 474.8 FTE Positions 5.0 5.0 5.0 Other Non Appropriated Funds Strategic Issues: Issue 1 Agency staff does not possess the technical knowledge sometimes required for complete analysis and investigation of a complaint. At the recommendation of the Auditor General, the Agency has implemented contracts with chiropractic professionals to assist in the technical components of investigations. However, mandatory increases in expenses imposed by legislation continue to divert Agency revenues away from this resource. Issue 6 The legal representation for the agency through the Office of the Attorney General (A.G.) has been inconsistent and inadequate for the needs of the agency, resulting in delayed hearing dates and actions and receipt of conflicting A.G. advice. Historically, cases voted to hearing by the Board have sat for as long as four years awaiting an Assistant A.G. to prosecute the case. A.G. advice has been conflicting and often based on the Assistant A.G.'s personal opinion rather than legal research or precedent. Requests for formal opinions are generally denied and legal representation on the part of the Office of the Attorney General has failed to demonstrate responsibility to the agency and to the public impacted by violations of the Chiropractic Act. The Agency has obtained funds to pay for improved services through the Office of the Attorney General. As a result, the timeframe for cases voted to hearing to be concluded has improved. However, the demand exceeds the part time Assistant Attorney General services that the agency is able to afford. In addition, mandatory increases in expenses associated with ERE costs, AZNet and other legislation threaten to decrease the financial resources available for the agency to pay for A.G. services. Issue 7 FY 2008 Actual 617.1 Other Appropriated Funds There is an ongoing need for public outreach. The public is largely unaware of the resources offered by the Agency or has developed a negative perception of health regulatory agencies due the media's negative focus on the Medical Board. In addition, the Agency has a presence only in Maricopa County. There is an ongoing need for the Agency to provide outreach initiatives to the public throughout the state. The performance measures do indicate improvement in this area, however, this will always be a focus for growth and development. Agency revenues cannot meet expenses. Mandated increases in expenses for the Agency have exceeded $60,000 over the past four years. As a result, the Agency revenues no longer cover basic costs to maintain Agency functions of enforcement, licensing and customer service. The current legislature is not inclined to support legislation for the fee increase necessary to pay for the mandatory expense increase. The Agency will be required to either decrease attorney services or staffing within the next four years if a fee increase is not established. The enforcement workload for investigations and probationary monitoring has begun to exceed the human resources of the Agency. Complaint investigations average 200 per year. The investigation finds some level of violation in about 80% of all cases and 46% of all investigations result in disciplinary action. This reflects a substantial time commitment in the investigation of complaints. In addition, the Agency monitors 40 to 50 probationary files at any point in time. The Agency has one full time and trained enforcement officer. Additional staffing will be required to meet this ongoing workload. Issue 2 The workload from requests for license verifications has increased both in volume and in type of information requested. Historically, license verifications received by the Agency have requested the Agency to confirm the license status of no more than ten licensees at a time. Verifications took a matter of one to two minutes each. Verification levels have risen from 70 to 100 requests from one credentialing company at a time, with extensive records requests requiring that hard copy files be pulled, copied and sent via mail or fax. The time to verify each license has increased from five to ten minutes each. Additional fees have been instituted to fund facilitation of public records response time. The database and web site have been improved to allow on-line access to credentialing information and disciplinary actions. Ongoing trends in information technolocy and unfunded legistaive and administrative mandates require continued funding development and emphasize the need to retain current staff members who have demonstrated the abliyt to manage the agency IT needs since services through DOA or DOA contracts substantially increase costs. Issue 3 State Board of Chiropractic Examiners Additional resources are needed to meet the time demand of the disciplinary proceeding docket. The Board's authority to hold Formal Interviews was established in 2004. With that authority, the number of disciplinary proceedings that are held before the Board has quadrupled. In 2005, 100 cases were listed on the Board's Formal Interview/Formal Hearing docket. The Board salary appropriation covers 14 Board meetings. The salary appropriation for Board members does not reflect the level of time commitment that will be required with a disciplinary proceeding docket of 100, nor does it provide the Board with resources to appoint committees to hear cases and make recommendations. To issue and renew licenses promptly to those applicants ‹ Goal 1 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. Issue 8 Performance Measures Number of applications for licensure received Explaination: FY 2010 Estimate 117 115 115 22 20 20 This performance measure determines if the Board is meeting the licensing time frames required in law. Number of new licenses issued Explaination: FY 2009 Estimate This measure is used to assess future revenues. Average number of days between receipt of complete application and Board action Explaination: FY 2008 Actual 109 130 105 This measure identifies a trend that impacts revenue, staffing and resources planning All dollars are presented in thousands (not FTE). Page 55 Number of licenses issued prior to undisclosed conviction being identified Explaination: 0 0 This performance measure is related to the Board's mission to protect the health, welfare and safety of the public. Number of licenses eligible for renewal Percent of license renewal applications processed within 15 business days ‹ Goal 2 0 2,619 2,700 2,620 94 95 95 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 formal interviews and hearings in a timely manner, and to impose appropriate sanctions on those found to have violated the public trust. Performance Measures Number of new complaints filed FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 122 130 130 Percent of complaints resolved within 180 days of receipt with no hearing required 23 95 95 Average number of months to resolve a complaint by administrative hearing 10 8.0 8.0 224 200 150 35 30 30 Total number of investigations conducted Percent of concluded investigations resulting in disciplinary action ‹ 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. Performance Measures Web site access count Self-assessment surveys returned Percent of complaints filed with the Board which do not fall under the boards jurisdiction ‹ Goal 4 FY 2009 Estimate FY 2010 Estimate 130,000 150,000 150,000 22 50 50 0 5 5 To ensure Board and staff competence and knowledge. Performance Measures Percent of survey responses which indicate that staff was knowledgeable and courteous in public communications Administration as a percent of total cost Page 56 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 97 97 0 20 0 All dollars are presented in thousands (not FTE). State Board of Chiropractic Examiners candidate statements (calendar years) Number of candidate statement pamphlets mailed to AZ households (calendar years in thousands) Agency Summary ECA 0.0 CLEAN ELECTIONS COMMISSION Todd F. Lang, Executive Director Phone: (602) 364-3477 ‹ Goal 3 A.R.S. §§ 16-901 et seq Mission: n/a 3,450,000 To comply with the Caps for spending specified in the Clean Elections Act Performance Measures To fairly, faithfully, and fully implement and administer the Arizona Citizens' Clean Elections Act. 3,400,000 Percent of cap spent on administration and enforcement (calendar years) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.1 7.00 3.5 Description: The Citizens' Clean Elections Act was a campaign finance reform measure initiated by Arizona citizens and approved by majority vote in 1998. The Act created a new campaign financing system for statewide and legislative offices that provides public funding to qualified candidates who agree to abide by CCEC guidelines. Candidates wishing to utilize public funding for statewide and legislative offices must become certified as participating candidates by agreeing to abide by all contribution and expenditure limits imposed in the Act and then obtain a certain number of $5 qualifying contributions, depending on the office sought, in order to qualify for public funding. Nonparticipating candidates must accept campaign contributions at amounts that are 20 percent less than allowed in statute and comply with reporting requirements specified in the Act. The Commission sponsors debates and develops a procedure for publishing a document having space of predefined size for a message chosen by each candidate. The document is mailed before the primary and general elections to every household that contains a registered voter. The Commission is composed of five members of which no more than two can be from the same political party nor can more than two be residents of the same county. Appointments are for a fiveyear term. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 4,332.7 15,066.3 15,066.3 Program Total 4,332.7 15,066.3 15,066.3 FTE Positions 6.0 7.0 7.0 Strategic Issues: Issue 1 Legislation The Commission will pursue legislative changes to the Clean Elections Act (A.R.S. § 16-940 through 961) to address concerns raised by the Commission, candidates, and members of the public from the 2008 election cycle. The intent of the proposed legislative changes is to clarify the law. All proposed legislative changes further the purpose of the Act, which is to diminish the influence of special interest money, encourage citizen participation in the political process, and promote freedom of speech under the U.S. and Arizona Constitutions. Issue 2 Voter Education The Commission will continue its active program of voter education. The Commission sponsors candidate debates, publishes a candidate statement pamphlet for both the primary and general elections, mails the pamphlet to each household in Arizona with a registered voter, holds candidate training seminars, and travels statewide to communicate with and educate voters. To provide public funding to qualified candidates. ‹ Goal 1 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 125 0 145 Number of certified participating candidates (calendar years) ‹ Goal 2 To administer debates and develop a procedure for communicating candidate statements to the citizens of Arizona Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 187 n/a 200 Percent of candidates submitting Citizens' Clean Elections Commission All dollars are presented in thousands (not FTE). Page 57 EPA Agency Summary 0.0 DEPARTMENT OF COMMERCE Jan Lesher, Director Phone: (602) 771-1100 A.R.S. § 41-1501 Mission: To provide state leadership to create and retain quality jobs and strengthen Arizona's economic base. Description: As the State’s principal economic development agency, the Department develops and implements the state’s economic development plan directed at creating and retaining quality jobs statewide. Accordingly, the Department implements strategies that promote Arizona’s global competitiveness; collects and disseminates economic and business-related information; supports community infrastructure and economic planning in rural areas; facilitates the coordination of the state’s workforce development system; supports the expansion of existing businesses, including small and minorityowned businesses; conducts targeted business attraction to enhance economic diversification; and promotes international trade and investment. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ ADMINISTRATION AND 37,660.0 ¾ BUSINESS DEVELOPMENT ¾ WORKFORCE DEVELOPMENT ¾ COMMUNITY DEVELOPMENT 3,234.4 3,920.5 4,523.3 15,362.3 29,976.5 29,976.5 21,564.4 13,457.3 19,086.8 77,821.1 78,445.0 86,049.3 FINANCE Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 31,090.7 FY 2010 Estimate 13,470.4 7,385.2 2,301.2 3,684.5 3,684.5 Other Non Appropriated Funds 62,049.5 67,375.3 67,375.3 Program Total 77,821.1 78,445.0 86,049.3 FTE Positions 149.2 148.9 160.9 Other Appropriated Funds 32,462.7 14,989.5 Strategic Issues: Issue 1 Continuation Budget-Restoration of Cuts FY 2008 Continuation Budget – Restoration of $6,194,300 To mitigate the detrimental impacts to Arizona citizens and the Department’s stakeholders, a restoration in the Department’s FY2010 General Fund appropriation to the FY2008 level is requested. The Department’s General Fund appropriation was reduced $6,194,300 in FY2009, a 36 percent decrease, which has created substantial direct and indirect impacts to the state. Restoration of the General Fund budget would include: Military Installation Fund Appropriation ($4.8 million) – Military bases are one of the largest economic drivers in the state. Compromising this fund will encourage or allow encroachment, force the military to reevaluate Luke Air Force Base’s future, and demonstrate a weakened support of the state’s endorsement to a major military presence in the future. Reverse the CEDC Appropriation ($750,000) – This appropriation of the CEDC lottery funding reduces its ability to provide loans and grants to facilitate business relocations, contribute to rural economic development projects, and provide outside research funding. Arizona already has one of the smallest business incentive funds in the nation, and this appropriation significantly reduces the state’s ability to support these vital economic initiatives. Reverse the Foreign Direct Investment Office Cut ($350,000) – Since its inception in 2006, the Foreign Direct Investment programs have fostered Page 58 increased investment and awareness of the attractiveness of Arizona’s economy in foreign countries looking to invest in the US. The ability of the state to attract domestic investment into the state’s economy has become more difficult, but in a global economy numerous capital surplus countries are eager to invest here, and to not promote Arizona leaves us at a significant competitive disadvantage. Reverse the Remaining General Fund Operating Fund Cut ($294,300) – This reduction was largely borne by vacancy savings. Numerous critical positions have gone unfilled, which are impacting business and community services. Issue 2 Research Administration Funding Strategic Economic Research Budget The Department is legislatively required to provide strategic planning economic research, as well as perform the role as the state’s economic information clearinghouse. In addition, since the transfer of the former Research Administration from DES to Commerce in December 2007, Commerce performs the constitutionally required tasks of providing annual population estimates and forecasts, and is also a partner with the U.S. Department of Labor in providing monthly employment and unemployment data. Both the U.S. Census Bureau and planners statewide expect that Arizona will continue to have one of the fastest growth rates for the next several decades. Accurate state, county and city population estimates and well conceived forecasts are critical for public and private sector planning. Population estimates are the cornerstone of all Arizona state-local revenue sharing programs, and U.S. Census population estimates, which are derived in cooperation with help from the Department’s analysts, drive billions of dollars of federal program spending here. Accurate population and demographic estimates and forecasts are expected by all Arizonans. Arizona has had a history of close to negligible funding for population research. Accurate, detailed labor force data is important to public and private sector planners, economic developers, and service providers. The Labor Market Information unit at Commerce, which works in partnership with the U.S. Bureau of Labor, provides this information monthly. Significant additional data about labor markets in Arizona’s towns and cities can be produced but two (2) skilled analysts are needed to extract and prepare it. Research and Population Statistics Unit - ($465,000 and 6 FTE’s). Arizona has not had a professional Demographer since 1978 and this is a critical need in preparation for the 2010 Census, as well as to provide state leadership in the production of state and local demographic statistics. The transfer of 6 FTE’s by DES in the 2008 transfer of the former Research Administration was not recorded in the budget. Two statisticians that were not transferred by DES to the Department must be replaced. Equipment, data services, and software and the necessary staff upgrade from covered to uncovered employee status require additional, ongoing funding. Labor Market Information – ($505,000). No state in the nation operates its Labor Market Information unit only on federal funding, which the federal government acknowledges to be insufficient to produce the detailed reports required by the Department of Labor. The full amount of state funding was not transferred by DES to the Department in December 2007. Two new analysts are required to produce detailed local employment data, which will be of benefit to local communities seeking new investments and services from the state and federal government. Issue 3 Arizona Office of Smart Growth To be prepared to successfully pursue the attraction of new industry and the expansion of existing businesses, cities, towns, counties and tribal communities must have the necessary physical infrastructure to function as cohesive communities and vibrant economies. This initiative is the commitment to forge and strengthen statewide partnerships to guide quality growth and sustainable economic economic development. By establishing a strong centralized point of planning expertise through the enhancement of the existing Commerce Community Planning Office, Arizona will assist communities in managing rapid growth while developing local economic capacity and infrastructure that will protect Arizona’s natural and military assets. The following is recommended to provide adequate education, outreach, technical and financial assistance: • Grants –– $200,000; $100,000 to reward communities, counties, and All dollars are presented in thousands (not FTE). Department of Commerce Tribal governments who are successfully implementing smart growth techniques and $100,000 to build the capacity of communities, counties, and Tribal governments wanting to enhance their planning capabilities. • FTEs –– Fill 2 existing vacancies $240,000 ($120,000 each) EPA ADMINISTRATION AND FINANCE To be a model of good government by providing strong leadership, clear direction and quality support services that will enable the Agency to operate in an effective and efficient manner. Description: Administration and Finance supports the planning and operational needs of the Department by providing administrative guidance, services, and technical assistance to executive management and to all Department divisions. This Program Contains the following Subprograms: Administration Planning, Research and Policy FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,240.3 2,342.3 419.4 430.9 430.9 Other Non Appropriated Funds 35,000.3 28,317.5 28,317.5 Program Total 37,660.0 31,090.7 32,462.7 FTE Positions 62.3 68.5 74.5 Other Appropriated Funds 3,714.3 Subprogram Summary ADMINISTRATION Jerry Ewing, Assistant Deputy Director Phone: (602) 771-1162 Administration supports the planning and operational needs of the Department by providing administrative guidance, services, and technical assistance to executive management and to all Department divisions. These services include accounting, human resources, information technology, planning and budget, procurement, and quality management of financial incentive programs. * (New baseline of 78% due to a 30% increase in agency head count). FY 2008 Actual 1,764.3 FY 2009 Estimate 1,288.0 FY 2010 Estimate 1,623.1 28.1 89.7 89.7 403.6 735.3 735.3 Program Total 2,196.0 2,113.0 2,448.1 FTE Positions 20.0 20.0 20.0 Department of Commerce 78 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 99 99 PLANNING, RESEARCH AND POLICY A.R.S. §§ 41-1504, 41-1505 Mission: To provide resources, information, constitutionally and federally required data and analysis that enable sound policy and decision-making to enhance economic, workforce, and community development activities. The Planning, Research and Policy team provides three core services: 1) constitutionally required population estimates; 2) partnering with the federal Bureau of Labor Statistics to provide detailed state employment and unemployment data, and 3) strategic economic research. This information is made available to the public. Leaders in business and all levels of government use this data to assist in making informed development decisions. The Department is legislatively required to provide strategic planning economic research, as well as perform the role as the state’s economic information clearinghouse. In addition, since the transfer of the former Research Administration from DES to Commerce in December 2007, Commerce performs the constitutionally required tasks of providing annual population estimates and forecasts, and is also a partner with the U.S. Department of Labor in providing monthly employment and unemployment data. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 242.2 599.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,073.1 1,713.5 1,713.5 Program Total 1,315.3 2,312.5 3,349.4 FTE Positions 33.3 38.0 44.0 ‹ Goal 1 Description: Other Non Appropriated Funds 78 Kent Ennis, Deputy Director Phone: (602) 771-1164 Other Appropriated Funds To be a model of good government by providing strong leadership, clear direction and quality support services that will enable the Agency to operate in an effective and efficient manner. Other Appropriated Funds 78 Subprogram Summary 1.2 General Funds Mission: General Funds EPA Funding and FTE Summary: (Thousands) A.R.S. §§ 41-1504 et. seq. Funding and FTE Summary: (Thousands) FY 2010 Estimate Description: Finance 1.1 FY 2009 Estimate Percentage of network up-time Mission: EPA FY 2008 Actual To provide the Department with reliable information systems. Performance Measures A.R.S. § 41-1504 Funding and FTE Summary: (Thousands) Performance Measures ‹ Goal 2 Jerry Ewing, Assistant Deputy Director Phone: (602) 771-1162 4 4 4 To provide high level, cost effective customer service to Department of Commerce internal customers. Percent of surveys marked "very good" or "excellent" from annual survey of Administration Division's internal customers Program Summary 1.0 ‹ Goal 1 1,635.9 To ensure information and resources that are strategic, timely, useful and relevant to stakeholders FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81 86 86 614 620 630 Number of Populations Statistics Unit Page website hits 13,200 13,500 14,000 Number of Labor Market Information training and presentations statewide. 15 15 15 Number of Labor Market Information website hits. 26,000 28,000 30,000 Performance Measures Percentage of stakeholders who rated Planning, Research and Policy information they received as very or extremely useful, timely, and relevant Number of reports in on-line economic clearinghouse database All dollars are presented in thousands (not FTE). Page 59 EPA Subprogram Summary 1.3 EPA Program Summary 2.0 BUSINESS DEVELOPMENT FINANCE Lisa Danka, Assistant Deputy Director Phone: (602) 771-1165 Kent Ennis, Deputy Director Phone: (602) 771-1164 A.R.S. § 41-1504 A.R.S. §§ 41-1504 et. seq. Mission: Mission: To provide quality management of financial incentive programs and offer technical expertise in support of the Agency's economic development goals. To enhance Arizona's global competitiveness, which creates jobs and a higher standard of living for Arizonans. Description: Description: The Department of Commerce is statutorily responsible for numerous economic development finance and tax programs which are administered by the Finance and Investment Division. These programs include management of the State’s federal private activity bond volume cap, Enterprise and Military Reuse Zones, the Greater Arizona Development Authority, Commerce and Economic Development Commission, Economic Strengths Projects, and five tax credits (small business opportunity, motion picture, healthy forest, commercial solar and military restructuring). The Division processes applications, certifies/approves applicants according to statutory requirements, provides technical assistance and maintains public and confidential records. The Business Development team works with strategic partners and provides leadership that increases the retention, expansion, and location of businesses across the state. Commerce provides a single point of contact and promotes all of Arizona as a great place to do business. The Business Development team supports the expansion of existing businesses, including small and minority- and women-owned businesses; conducts targeted business attraction focused on Arizona's key industries of opportunity; promotes international trade and investment; and facilitates growth of innovation and technology companies to enhance economic diversification and create high-quality jobs that expand Arizona's economy. This Program Contains the following Subprograms: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 233.8 455.3 455.3 Other Appropriated Funds 391.3 341.2 341.2 Other Non Appropriated Funds 33,523.6 25,868.7 25,868.7 Program Total 34,148.7 26,665.2 26,665.2 FTE Positions 9.0 10.5 10.5 ‹ Goal 1 ‹ Goal 2 To administer the Private Activity Bond program fairly and consistently. To administer the Enterprise Zone program fairly and effectively. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of jobs created by companies participating in the Enterprise Zone program 5,248 4,700 4,200 Capital investment made by companies participating in Enterprise Zone program (property tax and income tax programs) (in millions) 796.9 717 645 Performance Measures 4 4 Business Assistance Center Global Business Development Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 1,284.9 1,216.8 1,819.6 Other Appropriated Funds 1,702.5 2,456.4 2,456.4 247.0 247.3 247.3 Program Total 3,234.4 3,920.5 4,523.3 FTE Positions 27.4 25.7 25.7 Other Non Appropriated Funds EPA Subprogram Summary 2.1 BUSINESS ASSISTANCE CENTER Sandra Watson, Senior Director Phone: (602) 771-1215 A.R.S. §§ 41-1504 et. seq. Mission: To promote the development and expansion of small, minority and womenowned businesses. Description: The Small Business Services team serves as the primary liaison and service provider for small business development in Arizona by providing information, resources and assistance to entrepreneurs, government agencies, and business organizations that are focused on small, minority, women, and disadvantaged business enterprise endeavors. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 76.7 0.0 263.2 371.9 605.4 605.4 46.0 46.0 46.0 Program Total 494.6 651.4 914.6 FTE Positions 12.7 11.0 11.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To serve as the primary source of information to assist and enable small business growth statewide. Performance Measures Number of responses to inquiries Page 60 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 25690 30000 30000 Department of Commerce (includes phone, walk-in, mail, fax and online program, and emails) EPA EPA WORKFORCE DEVELOPMENT Sandra Watson, Senior Director Subprogram Summary 2.2 GLOBAL BUSINESS DEVELOPMENT Phone: (602) 771-1215 Jaye O'Donnell, Senior Director A.R.S. § 41-1504 Phone: (602) 771-1124 A.R.S. §§ 41-1502 to 41-1505 Mission: Mission: To provide state leadership to attract and expand businesses and investment that creates quality jobs, expands the tax base, and diversifies the Arizona economy. Description: The Global Business Development team encourages retention, expansion, and location of businesses across the state. Global Business Development conducts targeted business attraction, expansion, and retention efforts focused on Arizona's key industries of opportunity, promotes international trade and investment, and facilitates growth of innovation and technology companies to enhance economic diversification and create high-quality jobs. Funding and FTE Summary: (Thousands) Program Summary 3.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate To provide state leadership that enhances and develops the Arizona workforce resulting in quality jobs, economic prosperity, and global competitiveness Description: Workforce Development designs and implements policies and supports the implementation of a system to effectively and efficiently prepare Arizona workers for an ever changing economy. The Workforce Development team works to unify a statewide workforce development program and service delivery system with direction from the Governor's Council on Workforce Policy. The team is a key driver in crafting clear business-driven workforce development policies that expand the skilled labor pool in the state, particularly to meet the needs of key industries of opportunity. These workforce policies are carried out through the administration of the state's job training program and registered apprenticeship program. General Funds 1,208.2 1,216.8 1,556.4 This Program Contains the following Subprograms: Other Appropriated Funds 1,330.6 1,851.0 1,851.0 201.0 201.3 201.3 4 4 Program Total 2,739.8 3,269.1 3,608.7 FTE Positions 14.7 14.7 14.7 Other Non Appropriated Funds ‹ Goal 1 To create opportunities that increase market penetration of Arizona products and services internationally FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of substantive export and trade related technical assistance sessions provided to export-ready, growth-potential companies and individuals 208 228 251 Number of trade events (trade shows, trade missions, conferences and workshops) 180 198 218 Number of companies participating in trade events 207 228 250 Percentage of companies rating service as "important" or "very important" to the ability of their business to access foreign markets 88 85 85 Customer satisfaction rating for business development program (Percentage rating services as good or excellent). na Performance Measures ‹ Goal 2 Potential foreign investors attracted to Arizona for site visits ‹ Goal 3 Number of companies recruited to rural locations Locate/expansion capital investment (in millions) Average hourly wage rate per job Explaination: 88 88 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13 6 6 Number of new company relocations, expansions Department of Commerce General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,941.3 2,821.9 0.0 0.0 0.0 Other Non Appropriated Funds 12,421.0 27,154.6 27,154.6 Program Total 15,362.3 29,976.5 29,976.5 FTE Positions 17.0 17.3 17.3 Other Appropriated Funds EPA 2,821.9 Subprogram Summary 3.1 JOB TRAINING Sandra Watson, Senior Director Phone: (602) 771-1215 Mission: Description: The Arizona Department of Commerce Job Training Program is a jobspecific reimbursable grant program that supports the design and delivery of customized training to meet specific needs of employers, create new jobs and help increase the skill and wage levels of employees in Arizona. Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 2,632.0 0.0 0.0 0.0 Other Non Appropriated Funds 11,760.8 26,487.1 26,487.1 412 Program Total 14,513.7 29,119.1 29,119.1 21.00 FTE Positions 12.0 12.3 12.3 FY 2009 Estimate FY 2010 Estimate 10 10 11 496 500 19.78 19.00 7,156 8,000 8,000 40 50 42 General Funds FY 2008 Actual 2,752.9 FY 2008 Actual Based on companies receiving business development assistance. Jobs created by companies utilizing Commerce Business Development programs Funding and FTE Summary: (Thousands) To promote economic prosperity by providing qualified businesses with the resources to train and develop Arizona’s workforce. To enhance awareness of Arizona as a premier state for business relocation and expansion activities in targeted industries that generates new company locates or expansions throughout the state Performance Measures Apprenticeship Service A.R.S. §§ 41-1541 to 41-1544 To promote foreign investment in Arizona. Performance Measures Job Training Other Appropriated Funds ‹ Goal 1 2,632.0 To help create and retain higher paying jobs that support emerging and base industries in every region of the State. Performance Measures Number of companies assisted All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 87 75 75 Page 61 Number of workers under contract to be trained Explaination: 18,270 15,000 This Program Contains the following Subprograms: Forecasted to go through training to increase their job skills. Number of new jobs created as a result of the grant program 3668 2500 2500 37 45 50 Percent of Job Training Funds distributed to Small Business EPA 15,000 Small Community Development Greater Arizona Development Authority Motion Picture Development Energy Development and Utilization Funding and FTE Summary: (Thousands) Subprogram Summary 3.2 4 4 4 4 APPRENTICESHIP SERVICE General Funds Sandra Watson, Senior Director A.R.S. § 41-1504 Mission: To ensure a vibrant registered apprenticeship program in Arizona that will contribute to the future growth and development of a quality workforce system in Arizona. 1,004.2 797.2 797.2 Other Non Appropriated Funds 14,381.2 11,655.9 11,655.9 Program Total 21,564.4 13,457.3 19,086.8 FTE Positions 42.5 37.4 43.4 EPA Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 188.4 189.9 189.9 0.0 0.0 0.0 Other Non Appropriated Funds 660.2 667.5 667.5 Program Total 848.6 857.4 857.4 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds To implement an effective apprenticeship training system designed to produce highly skilled workers that support emerging and base industries in every region of the state. Performance Measures Number of active registered programs FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 138 135 135 31 35 35 Percentage of registered programs with rural employers Number of workers in registered apprenticeship programs 5185 5000 Subprogram Summary 4.1 Deb Sydenham, Asst Deputy Director Phone: (602) 771-1127 A.R.S. § 41-1502, 41-1505, 41-1516 Mission: To build the foundation for a healthy economy by providing coordinated technical and financial assistance to rural Arizona communities and local partners. Description: The Community Development team provides technical and financial assistance to political subdivisions and community based organizations to enhance the capacity of rural communities and to promote the intelligent use of resources in economic, community and workforce development. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 5,738.0 1,004.2 179.3 612.3 612.3 9,068.1 5,887.9 5,887.9 Program Total 14,985.4 7,504.4 13,133.9 FTE Positions 16.0 15.0 21.0 Other Appropriated Funds Other Non Appropriated Funds 6,633.7 5000 ‹ Goal 1 Program Summary COMMUNITY DEVELOPMENT To enhance technical and financial resources of stakeholders in rural Arizona to strengthen statewide economic and community vitality. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of REDI-certified (rural) communities currently implementing local/regional economic development efforts 44 45 46 Number of active Main Street communities implementing strategic plans 14 14 15 Performance Measures Deb Sydenham, Assistant Deputy Director Phone: (602) 771-1127 A.R.S. § 41-1504, 41-1515, 41-1554 Mission: To build a foundation for a healthy economy by providing coordinated technical and financial assistance to Arizona communities and local partners. Description: The Community Development team increases communities' capacity for action through planning and development of projects that improve the local economy and quality of life for current and future generations. The team provides communities with technical expertise, state leadership and modest grant monies to organize and implement locally driven community and economic development efforts. These activities prepare communities, particularly Arizona's rural communities, to have the capacity to receive advanced business development and attraction activities. Page 62 6,633.7 SMALL COMMUNITY DEVELOPMENT The Arizona Department of Commerce apprenticeship program assists employers in developing registered apprenticeships that address their labor needs to help them compete in the global economy. Apprenticeship programs provide structured training that combines on-the-job training with related theoretical and practical classroom instruction to prepare exceptional workers for Arizona’s industry. 4.0 FY 2010 Estimate 179.3 Description: EPA FY 2009 Estimate 7,003.9 Other Appropriated Funds Phone: (602) 771-1215 ‹ Goal 1 FY 2008 Actual ‹ Goal 2 To strengthen local land use planning and development capacity through customized training, outreach, and technical assistance. Performance Measures Number of public officials and community leaders educated and trained on planning, zoning, and development issues Percentage of stakeholders indicating outreach materials and activities were valuable in strengthening their decision-making capacity All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 110 100 150 95 90 90 Department of Commerce EPA Funding and FTE Summary: (Thousands) Subprogram Summary 4.2 GREATER ARIZONA DEVELOPMENT AUTHORITY Lisa Danka, Assistant Deputy Director Phone: (602) 771-1165 A.R.S. § 41-1554 Mission: To provide technical assistance and low-cost financing solutions to local infrastructure development projects. General Funds Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 931.0 0.0 0.0 0.0 0.0 0.0 481.9 440.2 440.2 Program Total 1,412.9 440.2 440.2 FTE Positions 1.3 1.3 1.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase development of public infrastructure projects by improving access to capital markets for communities with low and non-investment grade bond ratings. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Amount of financial assistance (in millions) loaned to cities, towns, counties, and special districts 54.67 75.0 75.0 Amount of savings (in millions) for cities, towns, counties, tribes, and special districts from participation in the GADA program over private financing 2,759 Performance Measures EPA 3,000 3,500 MOTION PICTURE DEVELOPMENT FY 2010 Estimate 334.9 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 334.9 0.0 0.0 FTE Positions 6.0 0.0 0.0 ‹ Goal 1 To enhance Arizona's imported film and visual arts production business from around the world for the economic benefit of Arizona communities, creating high-quality jobs statewide Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 36 32 32 Number of projects attracted or facilitated EPA Subprogram Summary 4.4 ENERGY DEVELOPMENT AND UTILIZATION Jim Arwood, Senior Director Phone: (602) 771-1144 A.R.S. §§ 41-1504 et. seq. Mission: To provide leadership on policy and programs that drive Arizona's sustainable energy development, economic prosperity, and security Description: The Energy Office works in partnership with local governments, utilities, and other public and private organizations to implement and facilitate programs that will increase the efficient use of energy resources to ensure that energy resources remain available, reliable and affordable. Funding and FTE Summary: (Thousands) Subprogram Summary 4.3 FY 2009 Estimate Other Appropriated Funds Description: The Greater Arizona Development Authority assists local communities and tribal governments in developing and financing public infrastructure projects. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 184.9 184.9 Jaye O'Donnell, Senior Director Phone: (602) 771-1124 Other Non Appropriated Funds 4,831.2 5,327.8 5,327.8 Program Total 4,831.2 5,512.7 5,512.7 A.R.S. §§ 41-1504 et. seq. FTE Positions 19.2 21.1 21.1 ‹ Goal 1 Mission: To enhance Arizona's imported film and visual arts production business from around the world for the economic benefit of Arizona communities, creating high-quality jobs statewide Performance Measures Description: The Arizona Department of Commerce Film Office works to promote and develop the Visual Arts Industry, and all of its components, throughout the State. It acts as a central point of contact to ensure that all of Arizona benefits from a strong Visual Arts Industry. The Film Office’s primary activities are to build the industry through collaborative partnerships with local film offices and industry groups, provide professional and timely assistance to film, television, and multimedia customers, work with government entities to streamline the production process, and promote the state as a great place to do business through unique branding, comprehensive web presence, and direct customer relationship building. Department of Commerce To strengthen existing and build new partnerships with government entities, businesses and industry, and community groups that result in sustainable energy development, economic prosperity, and security. Estimated present value of energy/dollars saved (in millions) by encouraging the incorporation of building science principles Number of rural communities participating in the MEMP/CEP program All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 170 180 180 30 30 30 Page 63 Agency Summary CNA 0.0 CONSTABLE ETHICS STANDARDS AND TRAINING Jesse Bolinger, Chairman Phone: (602) 252-6563 A.R.S. 22-136 Mission: To regulate and support the performance of elected and appointed constables in Arizona. Description: Constable Ethics Standards and Training Board is a citizen Board whose membership consists of a county manager, constables, a justice of the peace, a sheriff, a representative of the multihousing industry, and a representative of the general public. As an entity, it works to regulate and support the performance of elected and appointed constables in Arizona through the active enforcement of a professional code of conduct and the issuance of grants for constable training & equipment. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 254.0 254.0 Program Total 0.0 254.0 254.0 FTE Positions 0.0 0.0 0.0 Strategic Issues: As a new state agency beginning in FY 2008, the Constable Ethics Standards & Training Board will utilize FY2009 to establish its administrative structure via rules, will issue training & equipment grants and will enforce the constable code of conduct. ‹ Goal 1 To revise the Arizona Constable Code of Conduct Issue 1 Performance Measures The number of revisions made by the close of FY2009. ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 0 Baseline 0 To adopt rules governing the operation of the Board Performance Measures The number of rules adopted in FY2009. ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 Baseline 0 To investigate and resolve complaints against constables FY 2008 Actual FY 2009 Estimate FY 2010 Estimate The number of citizen complaints against constables received by the Board. 0 Baseline 0 The number of citizen complaints against constables resolved by the Board. 0 Baseline 0 Performance Measures ‹ Goal 4 To distribute grants for constable training & equipment Performance Measures The number of grants awarded. ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 Baseline 0 To ensure compliance with constable training reporting requirements FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of constables reporting approved training. 0 Baseline 0 Percentage of constable training hours reported on time (within 30 days of completion). 0 Baseline 0 Performance Measures Page 64 All dollars are presented in thousands (not FTE). Constable Ethics Standards and Training Board Issue 4 Agency Summary RGA 0.0 REGISTRAR OF CONTRACTORS Fidelis V. Garcia, Director Phone: (602) 542-1525 A.R.S. § 32-1101 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. Human Resource Management In light of the continued population growth and corollary construction needs predicted for Arizona well beyond the scope of this Strategic Plan, the agency will develop a human resources plan directed at recruitment and retention of employees with the skills, ability, and motivation to provide timely, professional service to our stakeholders statewide. Components of a strategically successful human resources plan for the ROC include, but are not limited to, the following: adequate staffing levels in the Phoenix and field offices, strategically located field offices, optimal organization structure and staff reporting relationships, effective internal communication processes, a competitive and equitable compensation program, and performance measures reflecting current department and program goals in support of the agency’s mission. 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. FY 2008 Actual Program REGULATORY AFFAIRS ¾ ¾ RECOVERY FUND Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate 11,671.1 FY 2010 Estimate 12,147.0 12,163.8 6,983.8 6,753.4 6,753.4 18,654.9 18,900.4 18,917.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 11,671.1 12,147.0 12,163.8 6,983.8 6,753.4 6,753.4 Program Total 18,654.9 18,900.4 18,917.2 FTE Positions 154.8 154.8 154.8 Other Appropriated Funds Other Non Appropriated Funds REGULATORY AFFAIRS Wilma Himel, Assistant Director Administration Phone: (602) 542-1525 A.R.S. § 32-1101 ($ Thousands) Agency Summary: Program Summary RGA 1.0 Mission: To protect the health, safety, and welfare of the public by ensuring regulations and workmanship standards governing residential and commercial construction are being enforced and to maintain high level and quality of service to all stakeholder groups in the face of increased demand generated by rapid and extended growth in population and construction statewide. Description: The program licenses and regulates residential and commercial contractors and investigates and resolves complaints against licensed and unlicensed contractors. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Issue 1 0.0 0.0 0.0 12,147.0 12,163.8 0.0 0.0 0.0 Program Total 11,671.1 12,147.0 12,163.8 FTE Positions 144.8 144.8 144.8 Other Non Appropriated Funds Efficient Delivery of Services Current agency procedures for issuing and renewing licenses, investigating complaints, and providing financial reimbursement through the Recovery Fund are labor-intensive and lengthy in duration. To the extent possible under statute, and with respect for the legal requirements to ensure due process, the agency will identify and implement ways to streamline and simplify these operational processes to serve the public in a more timely manner. Issue 2 Technology Resources Based on the ROC’s recently completed business technology assessment, the agency will develop an implementation plan to replace its 30-year-old COBAL based information technology (IT) and communication systems, thereby providing opportunities for re-engineering appropriate business processes throughout all areas of the agency. Implementation and integration of these systems will provide faster, more efficient customer service to the public as well as enhance staff efficiency by reducing duplication of effort and shortening time spent on various data-gathering and verification tasks. Issue 3 In the event of emergency or disaster conditions resulting from natural, technological, or human-caused conditions, it is likely that the recovery period will involve a massive effort to construct and rehabilitate buildings and infrastructure. It is therefore critical that the ROC review, update, and continue to maintain its Business Continuity Plan (BCP) to ensure that it will facilitate that effort, including having the appropriate technology to ensure that ROC employees will be able to work, communicate with individuals inside and outside the agency, and access ROC data from a variety of alternative remote locations if necessary. Registrar of Contractors ‹ Goal 1 To perform a substantive review of each applicant’s qualifications for licensure to ensure that licenses are issued only to qualified contractors Performance Measures Total number of contractors licensed in state Percent of licensing customers indicating they received excellent service ‹ Goal 2 Performance Measures ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 60,164 62,579 64,947 82 88 87 To provide quality and timely service to the customer in the investigation of complaints against persons found to be in violation of contracting or related laws or regulations of the State of Arizona. Number of complaints received unlicensed contractors Business Continuity Plan FY 2010 Estimate 11,671.1 Other Appropriated Funds Strategic Issues: FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,243 2,069 2,021 To rapidly resolve complaints filed against licensed contractors, and enforce the laws, regulations, and standards governing construction contracting in a timely, fair and uniform manner. Performance Measures Average number of days from receipt of licensed complaint to conduct jobsite inspections All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 30 30 30 Page 65 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total inspections conducted NA NA 17,000 Percent of inspections customers indicating they received excellent service 80 80 80 Performance Measures ‹ Goal 4 workmanship of a licensed residential contractor while maintaining high level and quality of service to all stakeholder groups in the face of increased demand generated by rapid and extended growth in population and construction statewide. To improve internal operational efficiency; enable timely generation of reports, electronic sharing of data, and exchange of information with other State agencies and departments; support the agency’s Disaster Recovery Planning for IT portion of the Business Continuity Plan; and serve the public in a timely and professional manner appropriate for a public service agency. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Incoming telephone calls 291,313 355,315 375,285 Explaination: During fiscal year 2008 the agency implemented a new phone system. Due to the transition, data is not available from December 22 - January 31. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Number of unique visitors to agency website. ‹ Goal 5 632,694 743,267 853,840 To process cases referred to the Office of Administrative Hearings timely with a skilled, competent, and professional staff, to the extent possible under statute, and with respect for the legal requirements to ensure due process while maintaining high level and quality of service to all stakeholder groups in the face of increased demand generated by rapid and extended growth in population and construction statewide. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of cases resulting in a Citation for Hearing 3,713 4,156 4,409 Total number of disciplinary license revocations and suspensions 1,620 1,695 1,751 Performance Measures ‹ Goal 6 To reduce workforce personnel turnover in all positions agency-wide. Program Summary RGA 2.0 RECOVERY FUND Wilma Himel, Assistant Director - Administration Phone: (602) 542-1525 A.R.S. § 32-1131 Mission: To provide a measure of reimbursement to consumers who have been injured by an act, representation, transaction or conduct of a licensed residential contractor. Description: The Residential Contractors Recovery Fund was established to assist persons who have hired licensed residential contractors in the recovery of monetary damages as a direct result of a violation by the contractor. The fund pays a maximum of $30,000 for a violation. The maximum payout per residential contractor’s license is $200,000. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 6,983.8 6,753.4 6,753.4 Program Total 6,983.8 6,753.4 6,753.4 FTE Positions 10.0 10.0 10.0 ‹ Goal 1 Page 66 0.0 To provide equitable financial restitution, in a timely manner, to persons financially injured as a result of All dollars are presented in thousands (not FTE). Registrar of Contractors Agency Summary CCA 0.0 CORPORATION COMMISSION Brian C. McNeil, Executive Director Phone: (602) 542-3931 Arizona Constitution Article XV, A.R.S. § 40-101 et seq. Mission: 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. Description: The Corporation Commission was established by Article 15 of the State Constitution and is composed of five elected commissioners. Commissioners are currently serving terms which expire in 2008 or 2010. The seats are staggered four year terms. Staffing is provided in seven divisions, each headed by a division director serving under the Commission's Executive Director, who is the chief executive officer and responsible for the day-today 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. FY 2008 Actual Program ¾ ADMINISTRATION ¾ HEARINGS ¾ CORPORATIONS ¾ SECURITIES ¾ RAILROAD SAFETY ¾ PIPELINE SAFETY ¾ UTILITIES ¾ LEGAL ¾ INFORMATION TECHNOLOGY Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,171.8 2,749.4 2,749.4 1,487.5 1,614.1 1,614.1 4,940.9 5,162.3 5,162.3 4,886.7 4,992.5 4,967.5 671.4 606.7 606.7 1,709.2 1,724.4 1,724.4 6,088.1 6,738.9 6,714.4 1,900.5 2,036.9 2,036.9 3,113.7 3,744.1 3,290.1 27,969.8 29,369.3 28,865.8 FY 2009 Estimate FY 2010 Estimate 5,655.6 4,791.7 4,791.7 21,900.9 24,225.6 23,722.1 413.3 352.0 352.0 Program Total 27,969.8 29,369.3 28,865.8 FTE Positions 323.3 332.3 332.3 Agency needs to develop and strengthen its human resources. In order to keep pace with increasing overall demands on existing Commission resources, the Agency needs to continue to fill critical vacant positions with quality personnel. In addition, the Commission needs to retain the valuable personnel currently on staff. Finally, the Commission should constantly seek to improve the abilities and capabilities of its personnel through on-going training and equipment (hardware and software) support. Issue 2 Program Summary CCA 1.0 ADMINISTRATION Michael Kearns, Administration Division Director Phone: (602) 542-0657 ($ Thousands) Agency Summary: arbitration between and among companies. In the long term, there will be a natural exiting of market participants due to competitive pressures and Commission resources may be sufficient. A similar transition in the electric industry has not occurred as previously expected. For various reasons, including the vacating of large portions of the electric competition rules by the courts, retail competition has not developed in the Arizona electric industry. Because of this the Commission has had to process traditional rate cases for electric utilities. Additionally, because of developments in the natural gas and wholesale electric power markets, the Commission has had to enhance its oversight of the actions of regulated utilities that participate in or may be impacted by market related activities. Also, the Commission has identified revamping the resource planning process in Arizona and complying with the requirements of the Federal Energy Policy Act of 2004 as priorities. A.R.S. § 40-105 Mission: To provide the executive leadership and decision-making authority for the timely resolution of matters coming before the Commission. To plan, coordinate and direct the administrative and fiscal activities necessary to support the Commissioners and all divisions of the Commission. Description: The Administration Division is composed of the five elected commissioners and their staffs, the Executive Director's Office and the administrative functions, which provide the fiscal and administrative services necessary to support all divisions of the Corporation Commission. The chief executive officer of the Commission is the Executive Director, who serves at the pleasure of the Commissioners. He is assisted by the Administration Division Director (Deputy Executive Director), who oversees the administrative and fiscal functions of the Commission. The business office provides accounting, payroll, purchasing, and personnel support for the entire Commission. Funding and FTE Summary: (Thousands) Agency needs further modernization of its processes and service delivery to keep up with the rapid population growth of the constituency it serves. There are increasing demands on existing resources due not only to rapid population growth, but from the growing number of difficult and complex issues the Commission is required to hear and rule upon. For example, the transition to competition in the telecommunications industries has resulted in the explosive growth in numbers of entities the Commission regulates. In addition, the Telecom Act of 1996 (TA96) imposes and delegates certain obligations on the Commission. These obligations and delegations require the Commission to arbitrate/mediate various issues that arise from interconnection agreements. This has led to an increase in applications for Issue 1 FY 2010 Estimate 1,116.3 700.9 700.9 Other Appropriated Funds 2,055.5 2,048.5 2,048.5 0.0 0.0 0.0 Program Total 3,171.8 2,749.4 2,749.4 FTE Positions 24.0 24.0 24.0 ‹ Goal 1 To ensure all matters coming before the Commission are resolved in a timely manner, in accordance with administrative procedures. Performance Measures Number of open meetings held Agenda items considered Claims processed Revenue deposited with the Treasurer (in millions) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 71 80 80 529 560 600 2,655 3,000 3,000 61 60 60 To provide business services to all Divisions. Performance Measures Purchase orders issued Corporation Commission FY 2009 Estimate General Funds Other Non Appropriated Funds Strategic Issues: FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 551 600 600 Page 67 Program Summary CCA 3.0 Program Summary CCA 2.0 CORPORATIONS HEARINGS Lyn A. Farmer, Chief Hearing Officer Linda Fisher, Director Phone: (602) 542-3521 Phone: (602) 542-4250 A.R.S. Title 10 A.R.S. § 40-243 to 40-255 Mission: Mission: To preside over administrative hearings and procedural conferences concerning complex utility and securities matters, and to write and submit Proposed Opinion and Orders for the Commissioners' consideration at Open Meeting. To approve corporate names and grant corporate or limited liability company status to companies organizing under the laws of the State of Arizona; to issue licenses to foreign corporations and limited liability companies who wish to transact business in this State; to collect annual reports from all corporations of record; and to maintain these files for the benefit of public record and service of process. Description: The Hearing Division exercises the Commission's authority to hold public evidentiary hearings on matters involving the regulation and deregulation of public service corporations, the sale of securities and the registration of nonmunicipal corporations. Under the direction of the presiding hearing officer, the proceedings are conducted on a formal basis through the taking of direct testimony, the cross-examination of witnesses, the admission of documentary and other physical evidence, and the submission of oral arguments or post-hearing briefs. The Division is also responsible for Commission record-keeping through its Docket Control Center. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 18.9 18.9 1,487.5 1,595.2 1,595.2 0.0 0.0 0.0 Program Total 1,487.5 1,614.1 1,614.1 FTE Positions 18.0 18.0 18.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To conduct fair and impartial hearings, and to propose timely, factually and legally sound Orders for the Commissioners' consideration. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 Procedural Orders issued 679 700 700 Proposed Orders issued 150 180 180 Performance Measures Rehearings granted - Hearing Officer's error ‹ Goal 2 To provide timely and efficient docket services to regulated utilities and consumers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Open Meeting items processed 1,100 1,150 1,200 Filings docketed (in thousands) 11.6 12.5 13 713 1,000 1,000 Performance Measures Number of Decisions Description: The Corporations Division is comprised of seven areas (Annual Reports, Corporate Filings, Name Reservations, Corporate Records, Certifications, STARPAS/MIS, and Administration). The Division also provides staffing for the Tucson office of the Corporation Commission to serve the residents of Southern Arizona. The Corporations Division has limited investigatory powers and no regulatory authority. The Corporations Division approves for filing all articles of incorporation, amendments to articles, mergers, consolidations, withdrawals, and dissolutions for Arizona businesses; approves corporate names; approves all articles of organization for limited liability companies (LLC); grants authority to foreign corporations transacting business in this State; verifies that public record publishing requirements are met; approves documents for corporations that are winding-up operations; propounds interrogatories, when necessary, to determine a company's lawful purpose; and revokes the authority of foreign corporations in Arizona or administratively dissolves the charters of Arizona corporations which do not comply with Arizona law. The Division collects an annual report from for-profit corporations reflecting their current statutory agent, corporate address, amount of stock issued, lists of officers and directors, Certificate of Disclosure, Statement of Bankruptcy, and principle businesses. Non-profit corporations are also required to file an annual report. The Division updates the public record with information provided by the annual report and when it receives notice of corporate address change or statutory agent change. The Division must maintain this information in a data format conducive to public access; respond to public questions concerning Arizona businesses and corporation law; and respond to the needs of the business sector by disseminating whatever information is mission-critical to them. The Division has limited investigatory powers and no regulatory authority. However, the Articles of Incorporation of an Arizona corporation may be administratively dissolved if certain statutory requirements are not met. Likewise, the authority of a foreign (non-Arizona) corporation to transact business in Arizona may be revoked. The Division acts as an agent for Arizona corporations and limited liability companies whenever either entity does not maintain a statutory agent or when the agent cannot be located. In these instances, services of process directed to the Commission are accepted and processed by the Records Section. The Division also works extensively with other governmental agencies, such as Banking, Insurance, Real Estate and the Secretary of State to ensure consistency between agencies relative to filing requirements. Law enforcement agencies such as the Attorney General, FBI and IRS rely upon records obtained from the Division. Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate General Funds 2,951.5 2,723.4 2,723.4 Other Appropriated Funds 1,989.4 2,438.9 2,438.9 0.0 0.0 0.0 Program Total 4,940.9 5,162.3 5,162.3 FTE Positions 79.5 88.5 88.5 Other Non Appropriated Funds ‹ Goal 1 Page 68 FY 2008 Actual To provide customers with timely processing of their business documents. All dollars are presented in thousands (not FTE). Corporation Commission FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent expedited achieved within 5 business days 100 100 100 Overall satisfaction score from customer surveys Percent regular achieved within 30 business days 100 100 100 Explaination: Range of days to process expedited requests - corporate filings 2-5 2-5 2-5 Range of weeks to process regular requests - Corporate Filings 3-6 3-6 3-6 536,851 570,000 605,000 240,743 FY 2008 Actual 245,000 FY 2009 Estimate 255,000 FY 2010 Estimate Average turnaround time (days) for normal Annual Reports 27 28 27 Average turnaround time (days) for expedited Annual Reports 3 3 3 183,529 184,000 194,000 55,815 70,000 85,000 Performance Measures Total active corporations and Limited Liability Corporations recorded Total filings Performance Measures Annual reports filed Number of e-filed Annual Reports ‹ Goal 2 To provide customers the most expedient public information services possible. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total Number Offered - Corporate Filings 7,795 8,500 9,000 Total Answered-Corporate Filings Section 4,704 6,000 7,000 Total Number Offered - Records Section/ call center 131,211 140,000 150,000 Total Answered- Records Section/ call center 107,349 119,000 127,000 Total Number Offered - Annual Reports 30,114 40,000 40,000 Total Answered-Annual Reports Section 27,703 36,000 36,000 Performance Measures Tucson Office Calls Answered 25,600 27,000 30,000 194,720 214,500 228,500 165,356 FY 2008 Actual 188,000 FY 2009 Estimate 200,000 FY 2010 Estimate Days to process expedited - Records Section 1-2 1-2 1-2 Days to process regular - Records Section 2-3 2-3 2-3 37,487 FY 2008 Actual 40,000 FY 2009 Estimate 43,000 FY 2010 Estimate 73,295 74,000 75,000 2,621 3,000 3,250 Division-wide incoming calls for corporate filings and records, annual reports, and Tucson office Division-wide calls answered Performance Measures Mail and counter work orders Performance Measures Number of web site hits (in thousands) Corps. Homepage hits (in thousands) Explaination: Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.5 7.7 7.7 (on scale of 1-8; 8=high) Program Summary CCA 4.0 SECURITIES Matthew Neubert, Director Phone: (602) 542-0605 A.R.S. §§ 44-1801 to 44-2041 Mission: To ensure the integrity of the securities marketplace through investigative actions as well as the registration and/or oversight of securities, securities dealers and brokers, investment advisers and their representatives; to enhance legitimate capital formation; and to minimize the unnecessary burden and expense of regulatory compliance by legitimate businesses. Description: The Division consists of four sections: Registration and Compliance, General Counsel, Enforcement, and Administrative Support. The Division reviews prospective offerings of securities to ascertain that full and fair disclosure is made to potential securities investors and that the terms of offerings are not inherently fraudulent. Securities dealers and salespersons are required to register with the Division. Investment advisers and their representatives are required to be licensed by the Division unless exempt. The Division reviews these applications and monitors the conduct of dealers and salespersons, investment advisers and their representatives; investigates possible violations; where the evidence warrants, brings administrative, civil or criminal enforcement actions; and conducts programs to educate investors to protect themselves and industry on compliance with statutory and regulatory requirements. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 958.1 783.7 783.7 3,868.3 4,208.8 4,183.8 60.3 0.0 0.0 Program Total 4,886.7 4,992.5 4,967.5 FTE Positions 63.3 63.3 63.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Changed count from "hundreds" to "thousands" in FY08. To ensure that registered securities offered to public investors are structured fairly and equitably and fully disclose all information necessary for an investor to make an informed decision. Corp. Filings Forms (in thousands) 2,638 2,800 2,900 Annual Report Hits (in thousands) 31 36 40 Performance Measures Applications/filings 22,748 20,000 20,000 Registrations/exemptions 24,708 21,000 21,000 1,833 1,750 1,750 0 2 2 1.5 1.5 1.5 Corp Records images (in thousands) Total number of image downloads (in thousands) ‹ Goal 3 57 67 70 9,574 9,675 9,700 Exemptions (Rule 126) To streamline and improve internal customer related administrative/ operational functions FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 222,312 235,000 200,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Initial Processing Section documents scanned 341,579 330,000 315,000 Division checks processed 196,048 Performance Measures Total mail received - division-wide, including faxes Performance Measures ‹ Goal 4 General in-house class hours Class hours per full-time equivalent (FTE) ‹ Goal 5 185,000 170,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,630 1,525 1,725 21 19.5 22.1 To continually improve customer service and customer satisfaction. Corporation Commission Number of months required to review applications Other Exemptions Name Changes FY 2009 Estimate FY 2010 Estimate 128 125 125 2,204 2,000 2,000 Dealer Examination 38 30 30 Dealer Registration 2,246 2,000 2,000 158,346 150,000 150,000 419 350 350 4,431 3,000 3,000 IA Examinations 22 35 35 Public Educational Programs 56 55 55 Legislative Initiatives 0 1 0 No Action Letters 4 3 3 Regulatory Initiatives 1 2 2 Training Programs 6 8 8 48 50 50 Salesman Registration IA Registrations IAR Registrations To expand training opportunities for division staff members. Performance Measures Pre-Filing Conference FY 2008 Actual Legal Research & Analysis Projects ‹ Goal 2 To reduce the public investor losses and protect Arizona's reputation from damage caused by fraudulent sales and All dollars are presented in thousands (not FTE). Page 69 services peddled to victims by unlicensed and unregistered frauds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 245 250 250 46 45 45 312 300 300 Commission Order: Cease and Desist 39 35 35 Commission Order: FinesRespondents 38 50 50 Commission Order: Restitution Respondents 55 40 40 Performance Measures Number of complaints Enforcement action: investigations initiated Enforcement action: subpoenas issued Civil Cases - initiated Number of indictments - True Bills Civil Proceedings: Closed Civil Proceedings: Open at Year End 1 5 5 25 7 7 3 3 3 7 5 5 26 50 50 5 5 5 Administrative Proceedings: Number Respondents 37 45 45 Administrative Proceedings: Initiated 17 20 20 1 10 Number Criminal Defendants Indicted 25 10 Criminal Restitution Orders 15 Defendants Pleas and Convictions 21 Investigations Closed 38 Investigations Open at Year End 82 Number Respondents: Commission Orders 82 Total Examinations Under Oath To Hearing Civil Proceeding Initiated : Number Defendants CCA 5.0 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 629.7 564.8 564.8 41.7 41.9 41.9 0.0 0.0 0.0 Program Total 671.4 606.7 606.7 FTE Positions 7.0 7.0 7.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote and ensure the safe operation of Arizona railroads. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Miles of railroad track inspected 1,165 1,300 1,300 Freight cars inspected 3,140 3,500 3,500 160 Locomotive units inspected 148 160 Operating practices inspections 145 140 140 4,363 4,000 4,000 Hazardous materials inspections Grade crossing inspections 333 450 450 Industrial spur track inspections 18 25 25 10 Federal violations filed 30 30 35 Derailments 23 30 30 10 Number of grade crossing accidents 31 35 35 2 5 5 Other accidents 8 FY 2009 Estimate 8 Grade crossing complaints 26 35 35 8 8 Other complaints 26 25 25 25 25 Operation Lifesaver presentations 2 5 5 70 70 HazMat Accidents/Incidents 8 15 15 65 65 ‹ Goal 2 To ensure the Commission role in rail/highway grade crossings safety is effectively performed. Program Summary Performance Measures RAILROAD SAFETY Grade crossings improved Brian Lehman, Supervisor Phone: (602) 262-5601 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12 12 12 New Grade Crossings Installed 0 2 2 Signal & Train control inspections 3 10 25 78 500 1,000 Signal system components inspected A.R.S. §§ 42-201 et. seq. Mission: CCA 6.0 To ensure that the citizens of Arizona as well as railroad employees throughout the State have a Railroad System that is operated and maintained in as safe a manner as possible. Robert Miller, Supervisor PIPELINE SAFETY Phone: (602) 262-5601 A.R.S. §§ 42-201 et. seq. Description: The Railroad Safety Section is responsible for inspection activities on both intrastate and interstate railroads operating in Arizona. Inspection activities are carried out under the authority of the federal government, which is conveyed to the Commission's Railroad Safety program by way of an Interagency Agreement between the Commission and the Federal Railroad Administration (FRA). It is through this agreement that the Commission's Rail Safety Staff obtains the authority to fulfill its mission objectives. Under the terms of the agreement, Commission Inspectors must be FRA certified before they can function as such. FRA has separated all inspector positions into five "disciplines". Those are: Motive Power and Equipment (MP&E), Signal and Train Control Devices (S&TC), Hazardous Materials (HM), Track, and Operating Practices (OP). Each inspector, based on his or her qualifications, specializes in one of these disciplines, eventually being certified by FRA. Once certification is in place, the inspector conducts in that discipline, informing the railroad of any defects that are found. Defects must be corrected and verified by a re-inspection. If the inspector finds that the defects were not corrected and no effort was made to address the problem, he/she may submit a federal violation against the company. Page 70 Program Summary Mission: To enforce federal and state pipeline safety regulations and to provide training and guidance to pipeline operators to ensure safe operation of pipeline facilities. To enforce the Arizona Underground Facilities Law and to provide training to facility owners and excavators in an attempt to reduce damage to underground facilities and to eliminate personal injuries and deaths associated with underground facilities. Description: The Pipeline Safety Office maintains staff in Phoenix, Tucson, Prescott, and Flagstaff. The Office has the responsibility for the inspection of all intrastate pipeline operators within the State of Arizona. The Office also has the responsibility to enforce the Arizona Underground Facilities Law and to provide training to facility owners and excavators. The Office conducts training classes for operators of master meter gas systems and maintains a natural gas equipment loan out program to assist them in complying with Pipeline Safety regulations. All dollars are presented in thousands (not FTE). Corporation Commission Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Program Summary CCA 7.0 UTILITIES 0.0 0.0 0.0 1,416.7 1,374.4 1,374.4 292.5 350.0 350.0 Ernest Johnson, Director Phone: (602) 542-4251 Program Total 1,709.2 1,724.4 1,724.4 A.R.S. § 40-201 et. seq. FTE Positions 18.0 18.0 18.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To protect the public and the environment by providing the highest level of pipeline safety awareness. FY 2008 Actual Performance Measures Fines collected (in thousands) Total intrastate inspections Violations: Intrastate (major operators only) Explaination: FY 2009 Estimate FY 2010 Estimate 64.2 50 50 84 100 100 132 80 75 Prior years include master meter operators Violations: Master Meter 1,200 1,200 1,200 Total master meter inspections 1,374 1,400 1,400 Total number code compliance inspections 1,457 1,500 1,500 250 Total Bluestake violations written 259 250 Random Bluestake inspections 54 60 60 Seminars/Public awareness meetings held 26 30 30 450 400 400 3 0 0 23 30 25 Investigated incidents Total number of Interstate pipeline safety violations Total interstate inspections ‹ Goal 2 To ensure the pipeline operators in Arizona operate their gas pipeline systems as safe as possible. Performance Measures Total intrastate violations corrected (major operators only) Major pipeline operators training classes held Master Meter training classes held/persons attending Bluestake training classes held/persons attending Total master meter violations corrected ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 132 100 100 0 1 1 19/276 17/325 17/325 24/1,824 25/2,250 25/2,250 1,298 1,400 1,400 To receive and maintain an interagency agreement with the Federal Dept. of Transportation to ensure safe operations of interstate pipeline. Performance Measures Renewal of interstate agreement for gas and liquid ‹ Goal 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 Mission: To conduct research and analysis and provide recommendations to the elected commissioners on all matters relating to the regulation of public service corporations (public utilities) under the state constitution and statutes to ensure their actions are consistent with the public interest. Description: The Utilities Division carries out its responsibilities through five organizational sections: Finance and Regulatory Analysis, Telecom and Energy, Engineering, Compliance, and Consumer Services. The Utilities Division makes specific recommendations to the Commissioners to assist them in reaching decisions regarding public utility rates, financial condition and quality of service for approximately 700 traditional utilities. The Division implements the Commission rules for deregulation of segments of the telecommunications and electric industries. The Division conducts research, presents evidence in hearings and contracts with utility rate analysts and expert witnesses in carrying out its responsibilities. The Division also monitors compliance with Commission decisions. The staff conducts public workshops and other public proceedings on various regulatory topics. The Utilities Division Staff also initiates actions pertaining to utility practices and rates when necessary and in furtherance of the public interest. Funding and FTE Summary: (Thousands) General Funds Development/updating of training courses for staff FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5 5 5 FY 2010 Estimate 0.0 0.0 0.0 6,738.9 6,714.4 60.5 0.0 0.0 Program Total 6,088.1 6,738.9 6,714.4 FTE Positions 72.0 72.0 72.0 Other Non Appropriated Funds ‹ Goal 1 To ensure that utility service within the Commission's jurisdiction is available to all consumers at authorized rates. Performance Measures Utilities regulated Rate cases completed Tariff applications processed ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 706 700 675 31 30 30 435 488 500 To promote the transition of the telecommunications and electricity generation markets from the current regulated monopoly structure to one of competition while ensuring safe and reliable service. Performance Measures CLEC applications filed FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 5 5 Reseller applications filed 45 45 45 ESP applications filed 10 15 15 4 5 5 45 45 45 Certifications processed: CLECs Certifications processed: Resellers Certifications processed: ESPs CLEC interconnection agreements processed ‹ Goal 3 Consumer complaints/requests submitted electronically ‹ Goal 4 0 5 5 152 150 150 To maximize the Division's operating efficiency through modernization of electronic processing and enhancing the Division's Information Technology. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,254 8,600 8,800 To maintain public involvement, accessibility and regulatory oversight by conducting workshops, forums and community outreach programs. Performance Measures Corporation Commission FY 2009 Estimate 6,027.6 Other Appropriated Funds To maintain and improve the professional skills of the ACC pipeline staff. Performance Measures FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Page 71 Performance Measures Actual Estimate Estimate 21 23 25 Number of water workshops 0 2 2 Number of electric workshops 3 6 6 Number of public awareness functions attended by Legal counsel Explaination: On numerous occassions, more than 1 staff member attend. Line Siting hearing days attended by counsel Explaination: Explaination: LEGAL 10 A.R.S. § 40-106 267 To provide legal representation to the Corporation Commission in the performance of all of its powers and duties, except for matters pertaining to the activities of the Securities Division. 10 10 267 267 Program Summary CCA 9.0 Mission: 19 On numerous occassions, more than 1 staff member attend. Commission hearing days attended by counsel Janice Alward, Chief Counsel Phone: (602) 542-6029 19 On numerous occassions, more than 1 staff member attend. Commission Staff Meetings attended by counsel Program Summary CCA 8.0 19 INFORMATION TECHNOLOGY Clark Lathrum, IT Division Director Phone: (602) 542-0671 A.R.S. § 40-105 (B)(2) Description: Mission: Matters handled by the Legal Division fall into five general categories: Commission dockets; federal regulatory dockets; litigation; other administrative matters; and special projects. The Legal Division represents the Commission in all matters relating to public utility rate setting, and in other areas not associated with the Securities Division. Securities-related legal cases are litigated by the Attorney General's Office. To provide accurate, efficient and timely technology design, development, implementation, communications and maintenance support services to the agency and its respective divisions in support of their missions and objectives. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,900.5 2,034.9 2,034.9 0.0 2.0 2.0 Program Total 1,900.5 2,036.9 2,036.9 FTE Positions 20.5 20.5 20.5 Other Appropriated Funds Other Non Appropriated Funds Description: The Information Technology Division provides technology services and support such as application development, network services, hardware support and project management for the entire Commission. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds ‹ Goal 1 To provide efficient, high-quality legal representation. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22,655 20,000 20,000 Attorney legal education classes completed 9 9 9 Job-related education classes for attorneys 31 31 31 9 9 9 Performance Measures Education and training expenditures Classes completed: job-related education for support staff Classes completed: other education 18 18 18 Expenditures on advanced research tools 30,057 30,684 31,600 ‹ Goal 2 To provide high-quality representation in administrative matters before the Corporation Commission. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Docketed matters handled 622 622 622 Administrative hearing days handled by the Legal Division 267 267 267 Performance Measures 0.0 0.0 0.0 3,744.1 3,290.1 0.0 0.0 0.0 Program Total 3,113.7 3,744.1 3,290.1 FTE Positions 21.0 21.0 21.0 Other Non Appropriated Funds ‹ Goal 1 To provide electronic interaction effectively with the public and other governmental entities. In addition, to Implement effective protocols, software and communication with the public to allow them to retrieve and submit data, forms, and all other documents. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 30.5 35 40 Number of entities available via the internet (in thousands) 0 585 640 Number of dockets available via the internet 0 15.2 15.4 Number of website visits to databases (in millions) 0 14 16 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 120.2 130 160 22 22 22 Performance Measures Number of website hits to databases (starting in FY07 in millions) Performance Measures 4 4 4 Formal complaints prepared by the Legal Division 2 2 2 Discovery/Data Requests/ Responses/ Oppositions prepared 435 435 435 Streaming Audio listening time hours (in thousands) Motions, Briefs, & others Pleadings prepared 378 378 378 ‹ Goal 2 To provide high-quality representation in Judicial matters before various courts. Performance Measures Commission actions appealed to courts Motions, briefs and other pleadings filed in courts ‹ Goal 4 FY 2009 Estimate FY 2010 Estimate 6 6 6 30 30 30 To provide high-quality legal advice to the Commission. Performance Measures Open/Special Open Meetings Page 72 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 47 47 47 FY 2010 Estimate 3,113.7 Other Appropriated Funds Orders to Show Cause prepared by the Legal Division ‹ Goal 3 FY 2009 Estimate Number of filings submitted electronically to the ACC (in thousands) To use information technologies effectively to enhance intraagency communications Performance Measures Number of hits to agency intranet pages (in thousands) Number of visits to agency intranet pages Explaination: FY 2009 Estimate FY 2010 Estimate 800 600 600 0 240 240 Visits are interactions with websites for a longer period of time. Percentage of staff using electronic document management integrated with business processes. ‹ Goal 3 FY 2008 Actual 0 15 25 To improve employees' preparation to use technology and react to their job-specific needs. All dollars are presented in thousands (not FTE). Corporation Commission Performance Measures Number of staff in attendance at ITrelated training classes Performance Measures Number of staff in attendance at formal IT-related security classes Corporation Commission FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 140 150 150 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 100 100 All dollars are presented in thousands (not FTE). Page 73 correctional competencies improves the department’s execution of its core security practices. Eliminating idleness by moving towards full employment of the population and productive use of leisure time mitigates the impact of overcrowding further improving public safety now. Agency Summary DCA 0.0 DEPARTMENT OF CORRECTIONS Dora B. Schriro, Director Phone: (602) 542-5225 A.R.S. § 41-1602 Mission: To recruit and recognize a well-trained, professional work force to serve and protect our communities and their crime victims by effectively employing the field’s best security practices and proven re-entry programming to prepare offenders for their release and reintegration in the communities of Arizona as civil, productive citizens. Description: The Department serves and protects the people of the state of Arizona by incarcerating inmates in its correctional facilities and supervising released offenders in the community in keeping with the field’s best practices, periodically assessing their needs and risks and providing commensurate levels of supervision and program services that promote literacy, employability, sobriety and accountability to crime victims, thereby reducing the possibility of relapse, revocation and recidivism and increasing the likelihood the felon population will be law-abiding and productive as they serve their sentences and later, when they are released. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ PRISON OPERATIONS AND FY 2009 Estimate 958,260.8 1,010,103.5 FY 2010 Estimate 1,119,153.3 SERVICES ¾ COMMUNITY CORRECTIONS ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds 16,687.5 15,607.8 36,631.1 36,576.4 81,891.5 1,011,579.4 1,062,287.7 1,217,782.2 FY 2008 Actual FY 2009 Estimate 16,737.4 FY 2010 Estimate 884,274.5 947,476.0 1,102,970.5 Other Appropriated Funds 50,056.0 52,225.5 52,225.5 Other Non Appropriated Funds 77,248.9 62,586.2 62,586.2 Program Total 1,011,579.4 1,062,287.7 1,217,782.2 FTE Positions 9,926.4 10,096.9 11,041.2 Strategic Issues: Improve public safety now through facility and field operations, employing Corrections' best practices. During FY 2008, ADC admitted 21,423 inmates of which, 32% were not new court commitments but revocations from probation and community supervision for technical reasons. With a designated bed capacity of 31,760 and an offender count of 38,897, ADC ended the fiscal year with a deficit of 7,137 permanent beds, operating at 122% of its capacity on June 30, 2008. Issue 1 Focused efforts toward programming the population resulted in 69% of the population productively engaged at the end of FY 2008. The impact of increasing school, work and treatment and improving supervision strategies on the department’s capacity to confine inmates and supervise offenders on community supervision have improved its operations since FY 2003 reducing inmate-on-inmate assaults 46% and inmate-on-staff assaults 41%, cutting inmate grievances 27% and inmate lawsuits 63%. To efficiently and effectively operate a corrections system whose prisons are overcrowded and community corrections bureau is short on statutory intermediate sanctions, all staff at every work location presses for excellence, striving to comply in full with department policy and procedure, performing their duties professionally, proficiently. Participating in peerreview teams to assess each unit’s compliance with policies and procedures and ensuring all employees are proficient in their performance of core Page 74 During FY 2008, all complexes completed peer review assessments and achieved significant compliance with department policies, resulting in a 90% reduction in peer assessment negative findings over the past four years. Today, 99% of all correctional officers and 99% of all correctional supervisors demonstrated proficency of key corrections competencies. Improve public safety later by reducing offenders’ relapse, revocation and recidivism. During FY 2008, 32% of all felons admitted to ADC were committed or returned to custody as a result of technical violations of community supervision or readmitted after the Court’s revocation of probation or the Board of Executive Clemency’s revocation of parole. The remaining 68% of last year’s admissions were sentenced by the court for new felony offenses. Few in this group, only 20%, were first-time felons and fewer still, only 14%, committed non-violent crimes, and just 5% were first-time, nonviolent, drug offenders. Issue 2 Most inmates admitted to ADC last year – 83% of the total prisoner population – have criminal histories including prior arrests, jail time and/or suspended sentences to probation. They have other problems as well. While 46% or so of the inmate population reported at Intake that they were under the influence of drugs or alcohol at the time of their arrest, 75% were determined to need substance abuse treatment services, 30% needed intensive treatment and 45% moderate treatment. Further, 46% of the population admitted in FY 2008 had not completed high school and did not possess a GED, the majority of which – 59% – performed academically below grade 8. By and large the ADC inmate population failed to perform as civil (law abiding) or productive (literate, sober, employed) citizens in the community. Now sentenced to ADC, inmates serve on average about 19 months in prison but a considerable number – 39% of all releases in FY 2008 – served less than six months confined. The rest – 61% last year – only served about 29 months. While many – about 70% – have a limited opportunity to finalize release plans on community supervision, 17% completed their sentence in prison. Given the scope and severity of inmates’ deficiencies at admission and the relatively short sentences they serve, the department’s approach to pre-release preparation begins day one of incarceration and continues through the last day of the sentence and includes transitionspecific services starting twelve months prior to release. The ADC overall reentry initiative, the Arizona Plan is a pragmatic pre-release program designed for inmates to acquire and apply in simulated real world situations, the skills they need to prepare and to succeed when they go home. It has four facets. (1) At Intake and annually through a process called Five by Five, an individualized Corrections Plan is developed and then updated for each inmate. (2) In the component called Seven-by-Three-byThree all inmates are required to work and encouraged to attend school and undergo treatment as warranted during the “work” day. When not at work, they are expected to participate in community service, victim-focused activities, and programs providing family support and self improvement. All inmates can advance in their standing in a three-tiered recognition system, the Earned Incentive Program, progressively improving the conditions of their confinement. (3) As inmates get closer to release, the corrections plans incorporate Transition-Specific strategies. Inmates admitted with short sentences are assigned to Fast Track facilities where their primary focus is discharge planning. (4) The Arizona Plan also incorporates into prison life expectations and opportunities that make institutional life more like the free world, a Parallel Universe. Inmates earn GED certificates and complete job-training before seeking premium-paying jobs. Inmates lacking GED certificates are limited to entry-level jobs and fewer institutional privileges. The discipline policy is more like the Criminal Code than a Rules Book, focusing on legal, not rule, violations. The calendar also resembles the real world because elective activities are scheduled at night and during weekends, no longer just during the work day. Finally, inmates, not correctional staff, are responsible for staying on schedule and spending within their means. The impact of the Arizona Plan, an integrated effort imbued with real-world All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) expectations, is measurable. Over the past five years, 13,917 inmates have earned a high school equivalency diploma and in FY 2008, ADC graduates represented a full 22.8% of the state’s total GED recipients. Indicators of our initiative’s efficiency are as impressive as those measuring its effectiveness. About 1,500 low custody inmates who completed the Arizona Plan have been released over the past two years. This group is doing much better than comparable inmates, 35% fewer new crimes and 5% less revocations equating to a 26,000 bed day saving totaling $1.6 million dollars thus far. The department’s correctional industries (ACI) generated $28.7 million in sales last year; its profits reinvested in programs services for the population. The money was well spent. More than 104% of all classroom seats and over 93.5% of treatment slots were fully utilized. Increasingly, when the vast majority, 96% of all ADC inmates serving a term of years, are released they are far better prepared than before to take care of themselves and their families and far less likely to relapse, be revoked, and re-offend. Recruit, retain, and recognize excellent ADC staff that represents this flagship agency. ADC employs 9,988 excellent employees who serve the state diligently. The department is resolved that the state matches our employees’ efforts and expresses its appreciation for the contributions of the ADC workforce with competitive wages and benefits. During FY 2008 the department successfully reduced its turnover rate of 25% in FY 2006 to 15%. In addition, improvements in staff salaries particularly in the CO series have sustained a measurable positive difference in FY 2008 reducing the vacancy rate in FY 2006 of 22.6%, reaching 30% at certain locations, to 4.2% at the end of FY 2008. Issue 3 Better pay coupled with operational reforms has resulted in slow and steady growth in the workforce. While COTA classes are full, the rate of resignations is not yet fully resolved. ADC redoubles its efforts in FY 2009 to find and keep exceptional personnel with continued efforts towards providing a safe and sound environment through effective and efficient operational practices. This includes the sharing of ADC outcome successes to the Corrections Community in Arizona and nationally by introducing its exemplary cadre of correctional professionals as subject matter expert’s and this state’s agents of change for improved public safety. Provide victim-focused and victim-friendly services to crime victims and survivors. Prior to FY 2004 the department had only limited involvement with crime victims and survivors. It provided few victim services and offered no opportunities for victims-focused services. Integral to the Plan first formed in FY 2004 is our steadfast commitment to advocate for and extend support to the very core of our constituency, crime victims and survivors. We strive to improve their access to timely, reliable information about offenders and payment in full of all court-ordered restitution. We also expect all offenders to accept responsibility for their criminal conduct and express remorse in work and deed repairing the harm they have caused crime victims, their families, neighbors and neighborhoods. In FY 2008, inmates contributed over $574,733 in cash and in-kind donations to crime victim agencies in Arizona through restorative justice activities held at each of the 10 prisons throughout the year. Since FY 2004, inmates have given $1,424,658 to crime victim agencies. Issue 4 Court-ordered restitution payments also increased 14% since FY 2003 and individual inmate payments are up an average of 14 percent. To this end, the department is redoubling its efforts to collect more restitution for more crime victims and has three kinds of restorative justice programs benefiting in part through survivors statewide and raising inmates awareness of their impact of crime on others. All three endeavors are victim-focused and victim-friendly. They are intended primarily to benefit and better serve the crime victims’ community by engaging offenders in activities that mitigate the harm that their felonious conduct has done to others. Two of these programs – Impact of Crime on Victims (ICVC) classes and Restorative Justice (victims’ focused community service requested by and directly benefiting crime victims and crime victims’ organizations) – are provided at every complex and over time will be offered at every unit. The third offering – victim-offender dialog – will be available later this year. Department of Corrections (for Budget) Program Summary DCA 1.0 PRISON OPERATIONS AND SERVICES John Hallahan, Division Director Phone: (602) 542-3894 A.R.S. § 41-1602 Mission: To improve public safety now through facility and field operations, employing Correction's best practices and to improve public safety later by reducing offenders’ relapse, revocation and recidivism, utilizing only evidence-based strategies and services. Description: This program is responsible for year-round, round the clock oversight of all offenders sentenced to ADC and the management of all state-operated prison complexes, community corrections and contract beds (previously called Private Prisons but now including contracts with private providers for permanent instate beds and provisional out-of-state beds and Arizona county jails and other states' public and private prisons). It encompasses the whole of the continuum of custodial control from the first day of incarceration until the last day of the sentence. This program is accomplished by the Division of Offender Operations which assumes responsibility for the management of inmates and offenders alike throughout the sentence which typically includes confinement in prison for at least 85 percent of the sentence and about 15 percent in the field on community supervision. The Division of Offender Operations encompasses security, inmate work programs, the physical plant, administration (including personnel and business office functions), inmate records, occupational safety, fleet/motor pool, warehouse, food services, classification, mail and property, telecommunications and security systems, laundry and information technology. The Division’s continuum of supervision strategies are evidence-based and include meaningful incentives and sanctions, the elimination of idleness by productively engaging all offenders to offset overcrowding and the preparation of the population for release providing more opportunities to make pro-social decisions throughout their sentence and holding them accountable for the bad choices they may have made. The Division sustains an organizational environment where offenders are held accountable to crime victims and the community and can earn opportunities to improve the conditions of their confinement through sustained civil and productive conduct. Finally, it works with the population in their acquisition of skills providing opportunity to practice realistic reentry preparation throughout their sentence, to rejoin their communities as civil and productive ex-offenders and to remain crime-free and self sustaining. All activities are coordinated to manage risk that inmates and offenders present to themselves and others throughout the sentence; its outcomes include the reduction of untoward events such as assaults, escapes, homicides, suicides and fewer inmate grievances and lawsuits. This Program Contains the following Subprograms: 4 4 4 4 4 4 Security Inspections and Investigations Inmate Education, Treatment, and Work Programs Health Care Private Prisons Prison Management and Support Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 838,551.9 900,789.5 1,009,839.3 Other Appropriated Funds 47,230.2 49,954.6 49,954.6 Other Non Appropriated Funds 72,478.7 59,359.4 59,359.4 Program Total 958,260.8 1,010,103.5 1,119,153.3 FTE Positions 9,346.4 9,516.0 10,434.3 All dollars are presented in thousands (not FTE). Page 75 ‹ Goal 3 Subprogram Summary DCA 1.1 To reduce inmate lawsuits (non-habeas) Performance Measures SECURITY Explaination: 148 TBD TBD Subprogram Summary DCA 1.2 Mission: INSPECTIONS AND INVESTIGATIONS To improve public safety now through facility and field operations, employing Correction's best practices. To meet this objective, the Department recruits and recognizes a welltrained, professional work force to serve and protect our communities and its crime victims by effectively employing the field’s best security practices and includes ensuring there are sufficient and adequate secure space and supervision slots, to which inmates and offenders are appropriately assigned. It also necessitates all interactions between and among staff and offenders are appropriate and professional. Description: This program is responsible for implementation and oversight of operational areas of inmate accountability, key control, security/facility inspections, inmate regulations, inmate transportation, emergency preparedness, incident management, inmate escape prevention/response, searches, substance abuse detection, interdiction and control, execution procedures, inmate death or hospitalization notification/disposition, tool and restricted product control, inmate levels of supervision, armory procedures and security systems. It also includes evaluating and allocating security staff and providing for their in-service training; implementing gang management strategies; developing operational intelligence (acquisition, analysis, storage, dissemination); enhancing security and safety measures through utilization of service dog resources and security technology transfer and product review process. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 457,047.6 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 445,367.8 John Hallahan, Division Director Phone: (602) 542-1160 A.R.S. § 41-1604 Mission: To support ADC’s Strategic Plan, the Inspector General Bureau promotes safety and security by conducting administrative, civil, criminal, and gang related investigations; annual Peer Review and special audits of institution and administrative functions; ensure agency compliance to fire and life safety code regulations. Description: This subprogram conducts administrative investigations in support of the hiring and retention of professional staff through enforced policy compliance; conducts investigations into criminal acts and civil violations committed by inmates, staff, or others, to support successful prosecution and/or effective applications of discipline; develops intelligence, and investigates Security Threat Group activity to support management of inmates and the safe operation of institutions; provide consultation and assistance in fire and life safety code compliance to support staff, inmate, and environmental safety in all agency matters. Funding and FTE Summary: (Thousands) 573.9 3,029.7 3,029.7 69.0 94.4 94.4 457,690.5 448,491.9 499,221.7 FTE Positions 7,200.2 7,376.8 8,083.8 General Funds Number of escapes of inmates from any location Achieve 0 escapees from any location Performance Measures Number of major rule violations per 1,000 inmates per annual ADP Performance Measures Number of inmate on staff assaults per 1,000 offenders per annual ADP Performance Measures Number of inmate on inmate assaults per 1,000 inmates per annual ADP Performance Measures Percent of programmable inmates employed in appropriate work assignments FY 2009 Estimate FY 2010 Estimate 6,409.7 6,906.0 7,046.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 6,409.7 6,906.0 7,046.2 FTE Positions 126.0 126.0 130.0 ‹ Goal 1 To enhance safety and security practices Performance Measures FY 2008 Actual 496,097.6 Program Total FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 0 0 2 FY 2008 Actual 0 FY 2009 Estimate 0 FY 2010 Estimate 428 TBD 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.7 TBD 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14.3 TBD 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 69 TBD 0 To utilize the Peer Audit process to ensure State prisons are compliant with policy and practice in field operations Performance Measures Average peer audit percent score of all state prisons ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.86 90 0 To increase core competencies of all staff in Correctional Officer Series Performance Measures Percent of correctional series staff passing annual core competency test FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98.96 90 0 To reduce drug use by incarcerated inmates Performance Measures Percentage of annual inmate population randomly testing negative for drugs Page 76 FY 2010 Estimate New measure A.R.S. § 41-1604 ‹ Goal 2 FY 2009 Estimate Number of inmate lawsuits (nonhabeas) John Hallahan, Division Director Phone: (602) 542-3894 ‹ Goal 1 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96.85 TBD 0 All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) ‹ Goal 3 Subprogram Summary DCA 1.3 To increase number of inmates graduating with GED Performance Measures INMATE EDUCATION, TREATMENT, AND WORK PROGRAMS Cree Zischke, Division Director Phone: (602) 364-3234 To improve public safety later by reducing offenders’ relapse, revocation and recidivism utilizing only evidence-based strategies in the provision of proven academic and jobs training instruction (work-based education), treatment and work and leisure activities encompassing self-improvement, worship opportunities and family reunification. Annual average quarterly hours provided for community betterment A.R.S. § 31-201.01, 41-1604 General Funds FY 2009 Estimate 19,608.1 20,386.5 FY 2010 Estimate 22,926.4 1,128.9 1,143.3 1,143.3 Other Non Appropriated Funds 36,032.2 35,486.7 35,486.7 Program Total 56,769.2 57,016.5 59,556.4 FTE Positions 456.0 450.0 482.0 Other Appropriated Funds ‹ Goal 1 To increase number of inmates achieving 8th grade Functional Literacy FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of eligible inmates placed in Functional literacy class 97 100 TBD Percent of inmates enrolled in Functional Literacy program achieving grade eight proficiency 52 TBD TBD Performance Measures Explaination: ‹ Goal 2 TBD FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 509,068 300,000 300,000 HEALTH CARE Phone: (602) 364-3234 FY 2008 Actual TBD Cree Zischke, Division Director Through the Program Services Division, all inmates and offenders are routinely assessed for risk and need utilizing only validated, objective diagnostic instruments and serving as the basis for the development of individualized corrections plan. As preparation for re-entry the population is expected through practice and daily programming to be literate, sober, and employed, address their criminal thinking, make good decisions and cultivate sound work and wellness habits thereby reducing the likelihood of relapse, technical revocations and recidivism. This program is comprised of Offender Services, Health Services, Work Force Development, Counseling and Treatment Services and Pastoral Services. Offender Services is responsible for inmate classification, intake and assessment, protective segregation assignments, time computation, inmate records and public access. The Health Services Bureau provides medical, dental, nursing and pharmaceutical services. Work Force Development consists of academic education (special education services, functional literacy and GED), WorkBased Education (jobs training provided in partnership with community colleges) and Arizona Correctional Industries. Funding and FTE Summary: (Thousands) 2,956 Subprogram Summary DCA 1.4 Description: The Counseling and Treatment Services Bureau provides assessment and treatment services in the areas of Addiction Treatment and Services (ATS); Mental Health (MH); Sex Offender Education and Treatment (SOETP); and Mental Retardation/Developmental Disability (MRDD). Through the Pastoral Services Bureau staff Chaplains recruit religious volunteers to provide inmates worship/study opportunities. The Division also proposes modifications to operations to improve long term outcomes for female offenders and oversees the professional development of the department’s case workers. Finally, the Division identifies and schedules evidence-based leisure activities in the areas of self-improvement through cognitive-based coursework including wellness and relapse prevention and family reunification. FY 2010 Estimate To provide 300,000 hours of community betterment per fiscal quarter Performance Measures Mission: FY 2009 Estimate # GED graduates ‹ Goal 4 A.R.S. § 41-1604, 1604.02, 41-1623 FY 2008 Actual Mission: To improve the general health of the offender population to achieve maximum participation and benefit from full time programming in preparation for successful reentry civil and productive to protect and promote the public’s health. Description: This subprogram provides medical, dental, nursing and pharmaceutical services through licensed corrections staff and contracts with community hospitals and specialists. Through early detection and intervention and comprehensive health education, immediate health care needs are addressed and life-style change initiated leading to an improved state of wellbeing. Inmates with chronic care conditions participate in specialized clinics in prison and those requiring continued health care for chronic conditions are referred to community-based providers upon release. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 119,334.6 133,481.3 149,448.3 10,429.7 10,432.5 10,432.5 416.8 213.8 213.8 Program Total 130,181.1 144,127.6 160,094.6 FTE Positions 766.7 766.7 869.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide medically necessary in-patient hospital care while assessing appropriate utilization and reducing costs whenever possible Performance Measures Average length of stay for in-patient hospital care ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.33 TBD TBD To improve general health of inmate population through comprehensive services, patient education, and effective provider-patient communication Performance Measures Number of medical grievances per 1,000 inmates per annual ADP FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19.2 TBD TBD New measure for FY 2008 To ensure eligible inmates under age 22 will receive Free Appropriate Public Education (FAPE) within 20 days of intake Performance Measures Percent of eligible inmates enrolled in FAPE within 20 days of intake FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 TBD Department of Corrections (for Budget) All dollars are presented in thousands (not FTE). Page 77 Subprogram Summary DCA 1.5 Subprogram Summary DCA 1.6 PRIVATE PRISONS PRISON MANAGEMENT AND SUPPORT John Hallahan, Division Director Phone: (602) 542-3894 John Hallahan, Division Director Phone: (602) 542-3894 A.R.S. § 41-1604, 1604-02 A.R.S. § 41-1604 Mission: Mission: To solicit and manage cost effective contracts with private prison providers and Arizona county jails through frequent monitoring to ensure vendors are compliant with the terms and conditions of the contracts, conditions of confinement are comparable to those in ADC facilities, and program services outcomes are competitive. To provide leadership and direction in the administration and operations of all prisons and ensure uniformity in the supervision of all offenders completing their sentences in the community ensuring inmate and offender accountability and staff and public safety. To ensure timely release, realistic home plans, transition assistance and supervision of offenders released to the community, the Division utilizes a continuum of proven supervision strategies, evidence-based program services and meaningful incentives and sanctions. It ensures the swift return to custody of those who violate Conditions of Supervision and represent a serious threat to public safety; identifies and processes sex offenders per regulatory laws and provides meaningful interaction with crimes victims enhancing public protection through restorative justice activities. Description: This subprogram facilitates contract development, proposal evaluation, and contract negotiations, maintenance and enforcement. The Contract Beds Bureau works with private prison firms, Arizona county jails, and out-ofstate providers as necessary to ensure comparable custodial care and program services are provided to all Arizona state inmates regardless of location. Oversight of private prisons in Arizona and other jurisdictions and in-state county jail contracts are provided by ADC staff which monitor facility operations, the management of inmates, inmate services, clearance of contractor personnel and payment of fees consistent with the contract. ADC monitoring staff performs duties commensurate with the terms outlined in the individual facility and service contracts. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 119,313.3 168,014.9 189,860.9 33,232.3 34,530.6 34,530.6 5,021.7 5,617.0 5,617.0 Program Total 157,567.3 208,162.5 230,008.5 FTE Positions 29.0 29.0 33.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure private prisons are managed and operated in a manner consistent with ADC prisons Performance Measures Percentage of peer audit reviews that meet or exceed compliance standards Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95.07 90 90 Description: This subprogram oversees prison operations and community corrections and includes Regional Operations Directors, Community Supervision Bureau Administrators, Wardens and their immediate staff. Its responsibilities include administering prison budgets and staffing/safety issues; manages prison activation and centralized aspects of management issues, systems and services. This subprogram encompasses fiscal management, fire and safety, food service, warehouse and maintenance. Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate 126,633.0 1,865.4 818.5 818.5 30,939.0 17,947.5 17,947.5 Program Total 149,643.0 145,399.0 163,225.9 FTE Positions 768.5 767.5 836.5 Other Non Appropriated Funds ‹ Goal 1 144,459.9 To forecast inmate population growth. Average daily inmate population Average daily bed deficit Page 78 FY 2009 Estimate 116,838.6 Other Appropriated Funds Performance Measures 4 of 5 in-state private prisons were audited FY 2007 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 37,919 40,079 42,239 6,159 2,319 4,479 Department of Corrections (for Budget) offenders on community supervision Explaination: Program Summary DCA 2.0 COMMUNITY CORRECTIONS ADMINISTRATION Charles Goldsmith, Division Director A.R.S. § 41-1604 Phone: (602) 542-1160 Mission: A.R.S. § 41-1602, 41-1604 To provide leadership and direction in the administration and operations of all prisons and ensure uniformity in the supervision of all offenders completing their sentences in the community ensuring inmate and offender accountability as well as staff and public safety. To ensure timely release, realistic home plans, transition assistance and supervision of offenders released to the community, the Division utilizes a continuum of proven supervision strategies, evidence-based program services and meaningful incentives and sanctions. It ensures the swift return to custody of those who violate Conditions of Supervision and represent a serious threat to public safety; identifies and processes sex offenders per regulatory laws; provides meaningful interaction with crime victims; and enhances public protection through restorative justice activities. Description: This subprogram encompasses fiscal management, fire and safety, warehouse and maintenance. This subprogram is also responsible for the operation of 18 parole offices statewide that supervise offenders in the community, coordinate reentry to the community by monitoring offenders’ compliance with the Conditions of Supervision and returns to prison those offenders who represent a serious threat to public safety. The Prison/Community Corrections subprogram identifies sex offenders subject to registration, community notification and sexually violent person laws for referral to law enforcement or prosecutorial agencies; coordinates sex offender registration prior to release; assists in the apprehension and extradition processes and the transportation of fugitives; completes due process on all offenders returned to custody; represents the Department at revocation hearings conducted by the Board of Executive Clemency; conducts administrative hearings; provides criminal history information to authorized criminal justice agencies; manages the implementation of the Interstate Compact for the Supervision of Adult Inmates and Offenders (parolees); and collaborates with state and community agencies and interacts with individual victims and victim associations. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 11,720.4 FY 2010 Estimate 11,956.7 13,086.3 825.7 1,040.4 1,040.4 4,141.4 2,610.7 2,610.7 Program Total 16,687.5 15,607.8 16,737.4 FTE Positions 176.0 176.0 189.0 Other Appropriated Funds Other Non Appropriated Funds To reduce the number of offenders who abscond while under community supervision Performance Measures Number of offenders under community supervision who absconded ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,385 TBD TBD Number of offenders arrested for new felony crimes while on supervision FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 236 0 0 Number of offenders revocated for technical violations of their community supervision per 1000 To provide direction and support for agency employees, administrative functions and resource management in support of the ADC Strategic Plan enabling the Department to serve and protect the people of the State of Arizona. Description: The Support Services Division provides support services to the Operations and Program functions in the Arizona Department of Corrections. This program provides support through Human Services; Training and Development; Administrative Services; Engineering and Facilities Bureau (FAB); Inspector General (including inspections and investigations); Planning, Budget and Research (PBR); and Information Technology (IT). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 143.7 TBD TBD Department of Corrections (for Budget) FY 2009 Estimate FY 2010 Estimate 34,002.2 34,729.8 80,044.9 2,000.1 1,230.5 1,230.5 628.8 616.1 616.1 Program Total 36,631.1 36,576.4 81,891.5 FTE Positions 404.0 404.9 417.9 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To recruit and retain a qualified, professional, and diverse correctional workforce, and recognize staff’s contributions to the actualization of the department’s vision and achievement of its mission. Performance Measures Number of employee formal grievances ‹ Goal 2 Performance Measures Percent of victim requested packets sent Performance Measures Percent of victim notifications sent timely Explaination: ‹ Goal 3 FY 2010 Estimate 142 TBD TBD FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 TBD FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To provide opportunities for the inmate population to donate cash and/or in-kind contributions to crime victim organizations in Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 556,890 TBD TBD To retain a qualified, diverse and professional Correctional Officer II workforce Annual Correction Officer II turnover rate ‹ Goal 5 FY 2009 Estimate This is a new measure. 21,422 victim notifications were sent during FY 2005 Rolling 12-month amount donated by ADC inmates ‹ Goal 4 FY 2008 Actual To ensure that victims receive meaningful and effective services Performance Measures To reduce the number of offenders returned to prison for technical violations of their community supervision Performance Measures Mission: Performance Measures To reduce number of offenders arrested for committing new felony crimes while under community supervision Performance Measures ‹ Goal 3 Program Summary DCA 3.0 John Hallahan, Division Director Phone: (602) 542-3894 ‹ Goal 1 New Measure for FY08 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15.0 TBD TBD To continue state-of-the-art pre-service, in-service and career development training programs that prepare the ADC workforce to assume and perform their duties with excellence. Performance Measures All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Page 79 Percent of uniform staff that received PREA pre-service training 100 100 100 New measure for FY 2008 FY 2008 Performance Measures Actual FY 2009 Estimate FY 2010 Estimate 100 0 Explaination: Percent of ADC non-uniform staff that received PREA pre-service training. Explaination: ‹ Goal 6 New measure for FY 2008 To ensure inmates comply in full with court-ordered restitution obligations Performance Measures Total dollar amount collected towards court-ordered restitution. Number of inmates with courtordered restitution Average amount of court-ordered restitution collected per inmate Page 80 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 976,379 TBD TBD 7,472 TBD TBD 130.67 TBD TBD All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) year-old personal computers with current technology housing upgraded Microsoft Office and utilizing expanded screens for dual program management. Renewal and other electronic services operate at comparatively real time and save an applicant 14-20 days of processing time by an employee. Physical, fiscal, and on-site securities will be improved and assured as government, through available technology, is taken to the people rather than requiring people to come to the state office. Agency Summary CBA 0.0 BOARD OF COSMETOLOGY Sue Sansom, Executive Director Phone: (480) 784-4539 A.R.S. § 32-501 et seq. Issue 3 Mission: To ensure the public health, welfare, and safety through education and enforcement of cosmetology laws and rules by efficient regulation of salons, schools, and individuals who practice cosmetology. Description: The Board of Cosmetology is mandated to protect the public in Arizona. It issues 12 categories of licenses to salons, schools, and individuals who qualify by reciprocity or through the administration of a written and practical examination. The Board enforces regulation by routine health and safety inspections of salons and schools, investigates consumer complaints, conducts hearings and imposes enforcement action when appropriate. The Board establishes health and safety standards, as well as educational and curriculum standards and oversight. The Board provides monthly classes on infection control and law and regulation practices for the general licensing population by registration. The Board also uses the educational classes for remediation and regulatory rehabilitation of violators by Board Order as terms of probation. Electronic service convenience is available to the Board’s customers, along with other strategic uses of technology to provide efficient government and reduce the overall costs and demands on full-time employees and other resources. The Board has experienced an explosion of growth during the past decade. Through efficient use of technology and careful monitoring of resources, the Board has systematically provided enhanced systems, additional full-time employees (FTE's) or additional facilities. The Board is recognized by national industry entities as being progressive, insightful, and a leader in cosmetology regulation. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,827.3 1,747.8 1,903.4 94.3 0.0 0.0 Program Total 1,921.6 1,747.8 1,903.4 FTE Positions 24.5 24.5 24.5 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Improved enforcement efficiency System maintenance support, equipment replacement, enhancements, and upgrades When compared to personnel costs, technology has proven to be a more efficient way to operate state government. The agency needs to replace 10Issue 2 Board of Cosmetology The agency has provided 105,000 licensing application services in 2008, an increase from 101,094 in 2007. This represents ongoing growth over the past decade which has been effectively offset by greater efficiency, use of technology, and unfilled positions. Cost increases such as postage, office supplies, rent, facility maintenance, utilities, printing, fuel and other operating expenses are no longer containable and must be funded. Issue 4 Quality continuity plan In preparation for an emergency, the first line of defense is to protect expensive hardware and software at the Agency location. Storms and other disasters have caused agency flooding and placed agency equipment at risk. Proper housing is required to protect equipment on site. Maintenance must be ongoing, ensuring backups are secure and electronic files are protected at all times. Off-site back up is recommended. Greater geographic distance is the best preservative of critical files and backups. Issue 5 Employee Development The Agency recognizes the value of good employees and must nurture professional growth and development. The Agency has continually reduced personnel requirements by maximizing the use of technology as well as by undertaking ongoing review and care of its employees. As a result the Agency has retained personnel longevity and satisfaction. However, the reduction of staff caused by the hiring freeze and the loss of agency reserve funds has caused employee unrest and challenged their dedication. The agency must communicate appreciation to the current employees by providing professional development and implementing the technology necessary for staff to meet the demands for even greater efficiency. Issue 6 External Partners The Agency needs to continue its relationship with current partners including the Internal Revenue Service (for small business participation and investigative tax fraud), Cut it Out (in partnership with Attorney General, Terry Goddard), National Interstate Council of State Boards of Cosmetology, National Accreditation Commission of Cosmetology Arts and Sciences, Council for Licensure, Enforcement and Regulation Federation Association of Regulatory Boards, American Association of Cosmetology Schools, The Salon Association, and others. Participation and leadership involvement assist the Board in benchmarking and remaining current both as a regulatory agency and as industry requires. All partnerships require travel to meetings or electronic participation at the very least. Issue 7 The agency is at a 30% reduction in staff due to the hiring freeze which is preventing the Agency from meeting its health and safety inspection performance objective. This failure prevents the Agency from performing its mission and mandate. Currently, 6.5 positions are needed to be funded and filled in order to meet mandate requirements and further agency growth. Also, the regulatory requirements of Arizona are comprehensive, complex and repetitive for licensees and small businesses such as salons. Duplicity of government oversight has reached a degree of sizable impact on salons. These small business which provide cosmetic or beautification services are required to have as many as 6 business licenses including cosmetology, barber, massage therapy, laser and light therapies, a city or county permit, and possibly any one or combination of the following: tattooing, permanent cosmetics, piercing, and scaring. Industry is proposing legislation which recognizes that using the Board of Cosmetology’s investigative and health and safety inspection systems already in place would accommodate a combination, and therefore reduction, in oversight. Economic impact is being reviewed. Other operating expenses Public Communication Improved communication with the Arizona Legislature and State Administration about the importance of the Board’s mandate and the funding necessary to continue responsible regulation is required. Regulatory pamphlets, health and safety information, and issues of public interest require publication to be available for the public on request and in answer to regulatory questions and issues. Reorganization and restructuring of the outdated Agency website is also needed to improve communication with a highly colorful, artistic and ever changing industry which uses currency equal only to the technology industry itself. Issue 8 Rule Promulgation Rule promulgation is needed to enhance school reporting, facilitate examination processing, and expedite the issue of first licenses by beginning the licensure applications at the time of school enrollment. Costs will be minimal. Issue 9 Increase of Fees The Board has effectively contained the costs of regulation and created a cash reserve in order to avoid returning to the legislature to increase fees. Due to the recent transfer of dedicated Agency reserves to the General Fund, however, the Agency is required to request increases by the legislature to assure expenditure levels are met. Based on the declining economy this option is unfavorable, and the public is reporting to be less All dollars are presented in thousands (not FTE). Page 81 and less trustful of government in general. Lump sum appropriation continues to be the best option for administration and management of the appropriations. Issue 10 Lawful Presence Attorney General’s Office Memo dated October 23, 2007, advised agencies of federal and state laws requiring agencies to determine lawful presence of applicants before granting initial or renewal licenses. The Agency must receive appropriation authority to cover the increased service costs necessary to comply with the state and federal requirements. To establish standards for the professional practice of ‹ Goal 1 cosmetology. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average calendar days from receipt of completed application to issuance of license 15 20 10 Total individuals and establishments licensed 101,094 106,000 111,000 Performance Measures ‹ Goal 2 To ensure swift, fair, and effective enforcement of statutes and rules governing the profession. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total inspections conducted 5,828 9,600 9,600 Total complaints and application denials 2,165 2,500 2,500 120 120 120 Average calendar days to resolve a complaint ‹ 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 employees of state government. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Educational class opportunities offered to the public in class or over the internet 30 30 0 Percent of citizen satisfaction surveys reporting Board service as satisfied or higher 93 90 95 Performance Measures ‹ Goal 4 To provide services through efficient government. Performance Measures Percent of hard files replaced by electronic files Constituents aided in transferring to another governmental jurisdiction or educational/testing entity through Certification. Licensees accepted through reciprocity from another state or country. Percentage of applicants or license holders reporting very good or excellent. Page 82 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 50 70 80 2,600 3,000 3,000 2500 2,500 3,000 95 90 95 All dollars are presented in thousands (not FTE). Board of Cosmetology Issue 2 JCA Agency Summary 0.0 CRIMINAL JUSTICE COMMISSION John A. Blackburn, Jr., Executive Director Phone: (602) 364-1146 A.R.S. § 41-2401 Mission: 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. Criminal Justice Records Integration Project The Arizona ICJIS Strategic Plan adopted by the Commission indicated a cost of $28 million to complete. The funding would not provide the total answer to all integration efforts but would improve the integration process and eventually allow for complete full integration among all agencies. All funding would not be needed in a single year as the agencies would not be able to accomplish all the goals in a single year. As such, ACJC is pursuing a strategic funding plan that would call for $5 million per year for four years and would continue to seek funds for the fifth year. This strategic issue ties with the critical funding issue submitted in the FY08/09 budget request. JCA Program Summary 1.0 AGENCY MANAGEMENT John A. Blackburn, Jr., Executive Director Phone: (602) 364-1146 A.R.S. § 41-2405 Description: Mission: The Arizona Criminal Justice Commission is a nineteen-member, statutorilyauthorized 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 statutorilymandated duties, the Commission is the state agency 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. To provide planning, direction, and administration for all Commission mandates, programs, functions, and activities to carry out the mission of the Agency. FY 2008 Actual Program ¾ AGENCY MANAGEMENT ¾ CRIME VICTIMS ¾ STATISTICAL ANALYSIS FY 2009 Estimate FY 2010 Estimate IMPROVEMENT ¾ CRIME CONTROL Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 1,067.7 Other Appropriated Funds 0.0 0.0 0.0 484.5 296.2 352.7 Other Non Appropriated Funds 1,305.9 1,297.2 1,285.7 5,518.9 5,437.1 5,737.1 Program Total 1,790.4 1,593.4 1,638.4 555.9 691.4 944.9 FTE Positions 12.0 12.0 12.0 21,331.3 23,253.2 16,241.1 ‹ Goal 1 4,534.7 6,068.8 14,013.5 33,731.2 37,043.9 38,575.0 FY 2009 Estimate 1,172.0 FY 2010 Estimate 9,463.1 6,957.8 6,636.9 7,018.4 29,235.0 22,093.5 Program Total 33,731.2 37,043.9 38,575.0 FTE Positions 31.2 31.2 33.2 Strategic Issues: The Criminal Justice Commission will provide mandated, responsible and reliable service to a significantly increasing and more complex population in Arizona over the next 5 years. All new mandates, either Federal or State, will require expansion of staff and funding for the Criminal Justice Commission. To acquire and distribute timely, accurate information regarding relevant criminal justice legislation at both state and federal levels and to provide an effective mechanism for both legislative advocacy and related informational resources. Performance Measures Number of agency legislative events Number of criminal justice lobbyist meetings coordinated ‹ Goal 2 Performance Measures Generate and execute contracts, working agreements and other routine fund distribution and expenditure functions ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 235 200 200 30 30 30 To develop, establish, and maintain reliable accurate fiscal systems for all Commission activities including grant programs and fund distribution functions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 270 265 265 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. Performance Measures Organize support and conduct Arizona Criminal Justice Commission FY 2010 Estimate 1,638.4 25,705.7 Issue 1 General Funds FY 2009 Estimate 1,593.4 Other Non Appropriated Funds Other Appropriated Funds FY 2008 Actual 1,790.4 CENTER ¾ CRIMINAL JUSTICE SYSTEM The Agency Support operations consist of central management, coordination, and administrative functions of the Arizona Criminal Justice Commission. It organizes, supports, schedules, and carries out the many public meetings of the nineteen member Commission; the many meetings of the various committees, task forces, and working groups of the Commission; and implements the decisions of these groups. It serves as the clearing house and liaison focus for the enhancement and coordination of criminal justice system wide concerns and activities. It also provides for the direct management oversight, fiscal administration, and policy establishment functions for the Commission staff and for all programs contained within the Commission. Funding and FTE Summary: (Thousands) ($ Thousands) Agency Summary: Description: All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 48 35 35 Page 83 meetings under the Commission responsibility to produce effective results Conduct liaison with congressional and legislative officials and other officials at all levels of federal, state, county, and municipal governments that produce coordination, cooperation and effective outcomes ‹ Goal 4 125 125 Develop, continuously refine and sustain the implementation of a criminal justice records improvement program for the criminal justice system in AZ Develop, implement and operate data and information producing programs and processes on crime activity and the criminal justice system in AZ Accurately and successfully publish, distribute reports containing reliable info and data on crime activity and the criminal justice system in AZ FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 80 100 100 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Develop strategies and implement plans that effectively utilize funds and resources available to the Commission 100 100 100 Develop and sustain fiscal processes that successfully acquire, allocate, monitor, and report on all programs, functions and activities under the Commission's control 100 100 100 Organize, support, and conduct all meetings under the Commission responsibility to produce effective results 100 ‹ Goal 6 100 FY 2010 Estimate Percent completion of statutory mandates regarding Commission duties, responsibilities and mandates 90 100 100 Collect and analyze data, conduct research and evaluation, and publish reports regarding the criminal justice system 90 To administer the Crime Victims Programs under the authority of the Arizona Criminal Justice Commission in a reliable and accurate manner which provides support to all agencies that assist and compensate the victims of crime. The Crime Victims Program administers the Arizona Crime Victim Compensation Fund, the Arizona Crime Victim Assistance Fund, and the Office of Justice Programs, Office for Victims of Crime, Victims of Crime Act (VOCA) victim compensation grant. The funds are disseminated on a statewide basis through a grant and formula allocation to public and private service providers and operational units. These provide financial assistance, services, and reimbursement to victims of crime. This program also monitors all victim-related legislation on both the federal and state levels and disseminates this information to victim advocates and programs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 13 13 FY 2010 Estimate 0.0 0.0 0.0 4,368.3 4,265.6 4,565.6 Other Non Appropriated Funds 1,150.6 1,171.5 1,171.5 Program Total 5,518.9 5,437.1 5,737.1 FTE Positions 5.2 5.2 5.2 To increase the number of compensation claims filed and awarded to eligible crime victims. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Obtain increased spending authority for the crime victim compensation program 2.8M 2.8M 2.8M Increase in compensation awards reported by Operational units 2.7M 2.7M 2.7M Increase in eligible benefits available to crime victims 2.8M 2.8M 2.8M ‹ Goal 2 To effectively manage the allocation and administration of Crime Victim Compensation Funds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Continuity of administration in the 15 counties 15 15 15 Percent of counties in which case reviews completed 53 60 60 Percent of cases reviewed showing no deficiencies 100 95 98 Percent of programs reviewed reflecting compliance with certified assurances and fiscal management practices 50 50 60 ‹ Goal 3 To effectively manage the allocation and administration of state crime victim assistance funds to provide a high probability of relieving the impact of crime on crime victims. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Applicants requesting funds 47 50 50 Grants awarded in a timely manner to victim services providers 47 48 50 Number of site visits completed 20 24 24 Program audits reflecting no deficiencies 18 23 23 Program single audits reflecting compliance with Administrative Rules 20 24 24 Performance Measures ‹ Goal 4 Page 84 FY 2009 Estimate Other Appropriated Funds Performance Measures To provide a continuum of effective organization and administration for Commission responsibilities, activities and programs. Number of required reports published Mission: Performance Measures FY 2009 Estimate Performance Measures A.R.S. §§ 41-2407 et. seq. 100 FY 2008 Actual ‹ Goal 7 CRIME VICTIMS ‹ Goal 1 To provide a continuity of reliable, accurate, responsible service that meets the statutory mandates for the Commission and enhances the cohesiveness, the effectiveness and coordination of the criminal justice system in Arizona. Performance Measures Program Summary 2.0 Description: To develop and sustain programs, functions and activities related to the criminal justice system that increases productivity in the system, enhances the coordination of the system and the effectiveness of the system. Performance Measures JCA Tony Vidale, Crime Victims Program Manager Phone: (602) 364-1146 To develop, implement and sustain processes that provide a relevant, reliable source of information on crime and the criminal justice system in Arizona. Performance Measures ‹ Goal 5 125 To provide an organized forum for the discussion of victim issues, needs, gaps in services, and available resources. All dollars are presented in thousands (not FTE). Arizona Criminal Justice Commission JCA JCA CRIMINAL JUSTICE SYSTEM IMPROVEMENT Program Summary 3.0 Pat Nelson, CJ Systems Improvement Program Manager Phone: (602) 364-1146 STATISTICAL ANALYSIS CENTER Phillip Stevenson, Statistical Analysis Center Director A.R.S. § 41-2405 Phone: (602) 364-1146 A.R.S. § 41-2405 Mission: Mission: To improve the criminal justice system in Arizona through the efforts of a quality Statistical Analysis Center. To improve the criminal history records in the State of Arizona as well as manage criminal justice records integration and criminal justice system improvements projects through out the state. Description: Description: The Statistical Analysis Center's purpose is to oversee the research, analysis, studies, reports, and publications regarding crime and criminal justice statistics for the benefit of criminal justice agencies across the State. The Statistical Analysis Center also conducts the biennial School Drug Survey (AYS) which provides critical information to the Governor and Legislature regarding the use of drugs among students in Arizona. Other statistical and research projects are conducted by the Center with the approval of the Executive Director. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 291.1 25.0 0.0 25.0 530.9 691.4 628.8 Program Total 555.9 691.4 944.9 FTE Positions 6.5 6.5 8.5 ‹ Goal 1 Program Summary 4.0 To implement and maintain an effective and relevant criminal justice research program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of studies/research projects proposed by internal and external customers 25 30 30 Number of studies/reports completed and published 8 30 15 Number of completed research products requested and mailed to external customers 86 80 50 Number of public and media data requests processed 23 Number of legislative and policymaker data requests processed 119 Performance Measures The Records Improvement Program is an ongoing, long-term effort to coordinate the process of the integration of all criminal justice information systems. This is accomplished through the development and implementation of a comprehensive criminal justice records improvement plan. Activities in this area include, but are not limited to, encouraging and facilitating the development of common data standards among criminal justice agencies, facilitating the development and implementation of automated records systems and processes, encouraging and facilitating interagency cooperation and information sharing, and other activities intended to increase the accuracy, completeness, and timeliness of criminal justice and criminal history information. Funding and FTE Summary: (Thousands) FY 2008 Actual 15 25 25 1,067.7 1,172.0 1,172.0 Other Appropriated Funds 2,073.5 2,073.5 2,073.5 Other Non Appropriated Funds 18,190.1 20,007.7 12,995.6 Program Total 21,331.3 23,253.2 16,241.1 FTE Positions 3.0 3.0 3.0 ‹ Goal 1 To apply for available federal funds in such program areas as DNA and Laboratory Improvements. ‹ Goal 2 To establish and publish technology and data standards for criminal justice agencies of the state annually. Meetings conducted annually ‹ Goal 3 Meetings coordinated to discuss record improvement challenges by records coordinator annually. Percentage of increase in disposition reporting utilizing the Records Quality Index (RQI) tool for record improvement projects funded through the program annually. ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8 8 8 To improve disposition reporting of each county to the central repository each year. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 48 30 15 UNK 5 7 To introduce legislation to change/improve criminal history reporting as needed. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Bills submitted to Legislature 0 1 1 Bills passed by the Legislature for the improvement of criminal history record reporting 0 UNK UNK ‹ Goal 5 To administer, monitor, and evaluate grant projects on a continual basis. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Site visits to grantee agencies 11 11 11 Assistance provided to grantee agencies 11 11 11 Performance Measures Arizona Criminal Justice Commission FY 2010 Estimate General Funds Performance Measures 25 FY 2009 Estimate All dollars are presented in thousands (not FTE). Page 85 Program progress and financial reports received on a quarterly basis from each grantee agency to monitor progress and ensure funding expenditure occurs prior to grant expiration date ‹ Goal 6 280 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 10 10 Grants awarded to agencies for improvement of criminal justice/history records FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of grant applications submitted to proper agencies 4 3 4 Number of grant awards provided to the Commission by the various granting agencies 1 2 3 14 10 10 Number of applicants requesting funding Program Summary 5.0 CRIME CONTROL Phone: (602) 364-1146 A.R.S. § 412402 Mission: To enhance and coordinate the funded efforts to deter, investigate, prosecute, adjudicate, and punish drug, violent crime, and criminal street gang offenders. Description: The program administers the federally funded Edward Byrne Memorial Justice Assistance Grant (Byrne JAG Grant Program), a congressionally consolidated local law enforcement program in 2004 previously known as Edward Byrne Memorial State and Local Law Enforcement Assistance Grant Program and the Local Law Enforcement Block Grant Program (LLEBG). This grant program provides enhanced funding to state and local law enforcement and related agencies to carry out the purposes set forth under A.R.S. § 41-2402. The Arizona Criminal Justice Commission is designated as the State Administrative Agency (SAA) for this program. In 1996 the Arizona Criminal Justice Commission was also designated as the State Administrative Agency for the Residential Substance Abuse Treatment Grant Program. This program administers a number of state grant programs, including Obscenity Prosecution grants, Aggravated Domestic Violence Prosecution grants, Gang Prosecution grants, and Sexual Exploitation of Children Investigation and Prosecution grants. In addition, this program also administers a number of non-grant projects such as Fill the Gap Methamphetamine Interdictions funds for distribution to counties. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate To distribute appropriated methamphetamine interdiction funds to county board of supervisors as required by A.R.S. § 36-2007 (3) for the purpose of increased methamphetamine interdiction efforts including investigation, training, prosecution, abuse treatment and education programs and submit quarterly summary reports to those stated in the legislation 45 days after the close of the prior quarter on the use and effectiveness of the distributed monies. ‹ Goal 4 To effectively manage the acquisition, allocation and administration of local, state and federal grant funds to provide a high potential for significant productivity and impact on drug, violent and street gang crime in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Grants identified, applications submitted and approved by funding authorities 4 2 2 Number of grant applications received from criminal justice agencies requesting grant funds for criminal justice system activities authorized by the Commission. 47 50 50 Number of grant applications evaluated and awarded to criminal justice agencies for criminal justice system activities authorized by the Commission. 44 45 45 Number of arrests made by grantfunded task forces 7,707 5,000 5,000 Convictions reported by grant-funded prosecution projects 29950 25000 25000 Percent of grant agreements executed in a timely manner by Commission staff 100 100 100 Percent of requests for training/technical assistance received and filled 100 100 100 On-site monitoring visits conducted by Commission staff 23 40 40 Federal grantor agency conferences, workshops and planning sessions attended by Commission staff 3 2 2 Complaints received by Commissioners regarding actions by the Commission staff in the administration of subgrants 0 0 0 100 100 100 Percent of complete, accurate reports submitted on or before due dates FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 6.5 1.6 1.6 Other Non Appropriated Funds 4,528.2 6,067.2 6,011.9 Program Total 4,534.7 6,068.8 14,013.5 FTE Positions 4.5 4.5 4.5 Page 86 ‹ Goal 3 Performance Measures Kathy Karam, Crime Control Program Manager ‹ Goal 1 To distribute appropriated funds and court fines to County indigent defense agencies and contract indigent defense as required by A.R.S. § 41-2409 for the purpose of improving case processing and by January 8th each year report to those stated in the legislation on the expenditure of the monies in the state aid to indigent defense fund for the prior fiscal year and on the progress made in achieving the goal of improved criminal case processing. To apply for available funds from federal Justice Department agencies. Performance Measures JCA ‹ Goal 2 To develop a strategic plan and allocation plans for utilization of available funds on an annual basis to assist in the completion of the Arizona Records Improvement Plan. Performance Measures ‹ Goal 7 280 287 8,000.0 To distribute appropriated funds and court fines to County Attorneys as required by A.R.S. § 41-2409 for the purpose of improving case processing and by January 8th each year report to those stated in the legislation on the expenditure of the monies in the state aid to county attorneys fund for the prior fiscal year and on the progress made in achieving the goal of improved criminal case processing. All dollars are presented in thousands (not FTE). Arizona Criminal Justice Commission SDA 0.0 Agency Summary ARIZONA STATE SCHOOLS FOR THE DEAF AND THE BLIND Dr. Harold E. Hoff, Superintendent Phone: (520) 770-3704 A.R.S. § 15-1300 et. Seq Mission: To work together with the parents, school districts, advocacy organizations, business and community members to create nurturing environments in which children with sensory impairments feel valued, develop their unique abilities, strive to achieve academic excellence, and develop skills to help them become productive and responsible members of society. This mission is based upon the belief that all children with sensory impairments can learn and that every effort must be made to ensure that students are provided with a thorough and efficient education in a safe environment where students can fulfill their academic potential. Description: The Arizona State Schools for the Deaf and the Blind (ASDB) consists of a variety of programs that provide education and evaluation to sensoryimpaired children and youth from birth to 22 years of age. School-aged children are served in one of the site based schools located in Tucson or Phoenix or in their home school district through one of the five Regional Cooperative programs. In addition to educational and evaluation services, the ASDB Tucson campus provides a residential program. Sensory impaired preschool children are served in both Tucson and Phoenix. Infants and toddlers with vision or hearing loss receive services in their homes throughout the State. ASDB also provides comprehensive evaluation services for a limited number of referred sensory impaired children with multiple disabilities. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ PHOENIX DAY SCHOOL ¾ TUCSON CAMPUS ¾ REGIONAL COOPERATIVES ¾ PRESCHOOL ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10,771.0 11,990.8 12,528.1 19,015.0 18,598.0 19,594.1 18,935.4 20,593.4 20,709.3 4,860.1 5,146.5 5,694.0 4,299.5 5,642.7 5,755.0 57,881.0 61,971.4 64,280.5 FY 2009 Estimate FY 2010 Estimate General Funds 20,226.8 22,011.7 24,320.8 Other Appropriated Funds 14,299.5 14,695.4 14,695.4 Other Non Appropriated Funds 23,354.7 25,264.3 25,264.3 Program Total 57,881.0 61,971.4 64,280.5 FTE Positions 975.8 975.8 978.8 Strategic Issues: Fostering the development of parent and community partnerships The Principals have implemented and coordinated a number of activities to involve more parents with the schools and their child’s educational program. Family Literacy Program bringing literacy into the home with the support of tutors. Parent folders to inform parents of learning occurring in the classroom, activities at the school, and events in the community. Parent groups active on both site-based campuses. Parent groups provide support and information to other parents regarding the education of students with visual impairment. Parent groups provide support to school events for students in the form of after school activities. Issue 1 Staff is involved in presenting information to community organizations and Arizona State Schools for the Deaf and the Blind parents regarding advocacy and general information for accessing educational programs. Agency staff provides speakers, location, and child care for meetings to occur and to encourage a larger number of parents. ASDB is developing cooperative arrangements with other community agencies to support provision of service to sensory impaired students. ASDB participates in local organizational meetings with other professionals in the education field, in the rehabilitation area, and community businesses to foster cooperation and increased success of students. Several agency employees are members of service organizations to expand ASDB’s exposure to the community and to provide service to others. ASDB works with employers to support students in occupations that will be sustainable after graduation. ASDB works, in conjunction with other agencies serving sensory impairment, to increase choices and opportunities for the students. Agencies include SAAVI, CPY, VCD, AFB, COPD and FBC. Developing and maintaining a proactive work environment within the Agency. The Department of Human Resources implemented a number of changes to enhance operations in the Agency with the goal of being able to respond quicker to employee needs and requests. ASDB is part of the HRIS system which will better track work schedules, leave, etc. An HRIS Specialist is being employed with time dedicated solely to maintaining the HRIS and TMG systems and to keep the Agency in line with state requirements. Specialists in HR have developed a schedule for visiting ASDB sites outside of Tucson. They are conducting employee meetings to answer questions about benefits, policies, etc. Issue 2 The Professional Development Leadership Team is developing a survey of the schools to assess the environment and to provide information to be used as part of a strategic plan to improve the organizational climate. Embracing technology into instructional and operational activities of the Agency. Educational technology has become a joint effort of the site-based programs. A representative group from both site-based programs worked together to develop an Educational Technology Plan, which was submitted and approved by the Arizona Department of Education. The Agency also submitted the GITA plan to the State. Staff attended a variety of technology workshops across the country, returned to the educational programs and presented information to be immediately utilized by teachers. An excess costs grant was written and successfully obtained to purchase assistive technology for use with students with visual impairment and blindness. The Agency database is being centralized for use from anywhere in the state to provide the most up-to-date information on students. The database provides demographic information that can be used for accountability reports. The database will be expanded to include additional information on student progress. An Internet based program called PowerSchool has been implemented at the site-based schools. This allows parents to review their son or daughter's school information from home using a secure password. It also allows parents and teachers to communicate directly via the Internet. The infrastructure of the technology system has been enhanced at the Agency to make communication more effective and efficient. New methods of communication are being provided for Hearing Impaired students through the implementation of a systemwide video relay system. Issue 3 In order to facilitate communication, Internet and e-mail access is available to all agency personnel as well as the public. All programs in the Agency are now connected and able to access the Internet for resources. E-mail has increased the ability of staff to communicate across the state and results in faster services to students. The current infrastructure will be reviewed to improve functionality, security, and to reduce downtime. Specifics could include the tying together of (1) assistive technology, (2) dormitory wiring/fiber/wireless, (3) Tucson Campus building wiring/fiber/wireless, and (4) upgrade and combination of overall technological capabilities and resources (both business support and assistive technologies working in a symbiotic relationship). This will be done in conjunction with GITA, AZNET and ASDB. Issue 4 Enhancing recruitment and retention of employees. Hiring enough qualified teachers is critical to the success of ASDB. The competition for teachers has become very intense with many districts All dollars are presented in thousands (not FTE). Page 87 offering bonuses as well as other incentives. A fulltime recruiting supervisor has been hired to develop a strategy for managing the recruiting process. In addition, the department has been reorganized to focus on three areas: hiring, staff services and staff development. programs. Curriculum enhancement activities continue in the areas of science and social studies through History Alive! and Science Alive! trainings. Currently, curriculum is being evaluated in Language, Reading, Mathematics, and Science. To increase the awareness of potential teachers, ASDB has initiated a national recruiting effort. The Agency works with several university programs around the country to recruit talented future professionals to ASDB. Presentations are made by ASDB teachers at universities and colleges that have teacher preparation programs to communicate information regarding the Agency and the students served. Student teachers and graduate interns are encouraged to come to ASDB to complete their university program. Instructional accountability continues to be a critical focus area of the Agency. A large data based has been collected to compare results of standardized testing with fixed factors. Training is provided for teachers to enhance their use of results from standardized assessment in planning the educational program for their students. The accountability coordinator have created an ongoing dialogue with ADE to obtain test results for those students that require accommodations. The Internet is being used as a means to recruit qualified staff from around the country. Websites offered by the Arizona Department of Education, Jobing.com, Gateway and professional organization websites are a few of the most popular sites. The selection process has been revamped for principals, directors and supervisors to reflect more consistency, more assessment steps, and greater inclusion of constituents in the selection panel. Formal presentations and training's are made available during the school year to educate and inform staff regarding employment issues to enhance benefit opportunities. Employee seminars are held to inform staff of current benefits. New employee orientations are held to provide organization and procedural information regarding agency function. An extensive staff development program has been implemented to educate staff in strategies and techniques to improve student classroom performance. The focus is on developing existing skills, developing new skills, and succession planning. In addition to regularly scheduled staff meetings, larger blocks of time are reserved for more in-depth presentations by outside professionals and staff returning from national conferences. Compensation issues are currently not being addressed adequately due to budgetary deficits at the state level. The Agency continues to compare salaries of staff with other equal positions at other state agencies and at school districts to keep information current. Issue 5 Provide leadership and organizational support. ASDB Leadership has restructured the Agency to create more communication and interaction opportunities between the site-based and cooperative programs consisting of the Northern and Southern Regions. This structure is in response to the need to provide a continuum of service for all sensory impaired students. This structure offers the opportunity for fresh interactions among programs and with outside programs and agencies. Interagency agreements have been broadened to increase the provision of service to staff and students, and to increase service to other agency personnel. Interagency interactions with university and community college programs allow students with sensory impairment to access a wider choice of programs. Interagency interactions with university and community college programs allow programs to have more choices for their college students for practicum and internship possibilities, and brings specialized services (e.g. audiology) to programs. Interactions with state agencies allow provision of affordable service to clients and staff. Procurement has been centralized to more efficiently meet state procurement law. Training is provided at a variety of leadership levels to promote quality of service to constituents. Advocacy training is being provided to parents to assist them in understanding their rights. Intensive training has been obtained in NCLB, IDEA, IEP and MIPS to maximize service to students served at ASDB. Issue 6 Enhancing curriculum and instructional accountability. Curriculum enhancement has occurred on a variety of levels with all programs served by ASDB. Curriculum Based Measurement is being conducted with students with hearing impairment. Quality Programming for the Visually Impaired training is being conducted at all regional cooperatives and at the site-based programs. A literacy program has been implemented with young students with hearing impairment and their families to promote increased reading. A curriculum selection process and accompanying textbook purchases have been completed in site-based Page 88 Reviewing the Agency structure to enhance communication, efficiency and effectiveness. The Agency is restructuring the operation of the Early Childhood Program in response to increased demand on a statewide basis. The Birth to Three Program is being assessed and ideas proposed to promote better and increased services to infants and toddlers in home based programs. The Three to Five Program is being assessed to look at how to provide preschool services closer to the students’ homes across the state. The Agency contines to investigate ways to increase services through partnerships with local school districts. An Instructional Council has been established to develop and follow the priorities of the Agency. The Council meets on a regular basis to bring issues pertinent to the entire agency together in one forum for discussion and planning. Regional Directors and Principals have monthly meetings to review agency issues. Issue 7 Issue 8 Providing students and staff with appropriate facilities. The Legislature appropriated $19 million dollars to be used to address building needs on both campuses. A new middle school/high school has been constructed on the Phoenix campus and was occupied for the 20082009 school year. In Tucson, the current student health center and OT/PT buildings are being replaced. The building is currently under construction with a completion schedule allowing the building to be occupied January 2009. The building will also include a new Career and Technical Education center. Three of the final four dormitories that did not have air conditioning are have had air-conditioning added. The fourth is in the process of having air conditioning added with an anticipated completion of November 2008. In Phoenix, satellite programs for the have been established in elementary schools in partnership with school districts to serve preschool students with sensory impairments closer to their homes. Additional programs are being explored with other local school districts. Since these programs are dependent on the availability of space, it is not always possible to have satellite programs where they are needed the most. SDA 1.0 Program Summary PHOENIX DAY SCHOOL Robert Hill, Ass't Superintendent of Curriculum and Instruction Phone: (520) 770-3087 A.R.S. § 15-1300 et. Seq Mission: To create a nurturing environment in which children who are deaf or hard of hearing feel valued, develop their unique abilities, strive to achieve academic excellence, and develop skills to help them become productive and responsible members of society. This mission is based upon the belief that all children with sensory impairments can learn and that every effort must be made to ensure that students are provided with a complete education in a safe environment where they can fulfill their academic potential. Description: PDSD was established in 1967 and has expanded over the years from its inception as an elementary school to include a middle school and high school. The campus in North-Central Phoenix sits on 14 acres and currently provides educational services to approximately 295 students aged 5 through 22 who live within the metropolitan Phoenix area to the extent that daily transportation is feasible. All dollars are presented in thousands (not FTE). Arizona State Schools for the Deaf and the Blind Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 2,555.9 4,132.5 4,669.8 General Funds 11,261.7 10,659.7 11,655.8 Other Appropriated Funds 5,847.4 5,027.0 5,027.0 Other Appropriated Funds 5,660.2 6,614.6 6,614.6 Other Non Appropriated Funds 2,367.7 2,831.3 2,831.3 Other Non Appropriated Funds 2,093.1 1,323.7 1,323.7 Program Total 10,771.0 11,990.8 12,528.1 Program Total 19,015.0 18,598.0 19,594.1 FTE Positions 194.7 194.7 194.7 FTE Positions 304.5 304.5 304.5 ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts 95 100 95 Percent of IEPs developed with participation of parent 95 95 95 Performance Measures ‹ Goal 2 To exceed all expected performance standards as identified by the TerraNova, AIMS, and AIMS-A for every student served by an ASDB Program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents satisfied with the quality of the program in Phoenix 95 95 95 Percent of parents satisfied with their involvement in the program 95 90 95 Performance Measures ‹ Goal 3 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents satisfied with the quality of transportation services provided at PDSD 95 95 95 Percent of parents satisfied with the quality of food services provided at PDSD 88 85 85 Percent of parents satisfied with the quality of medical services provided at PDSD 100 95 95 Performance Measures SDA 2.0 Program Summary TUCSON CAMPUS Robert Hill, Ass't Superintendent of Curriculum and Instruction Phone: (520) 770-3087 ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 95 95 Percent of IEPs developed with participation of parent 99 95 95 Percent of parents satisfied with their involvement in the program in Tucson 99 95 95 Percent of parents satisfied with the quality of educational programs provided to their child. 98 95 95 Performance Measures Percent of Individual Educational Plans (IEP) with participation of representatives from school districts in Tucson ‹ Goal 2 To exceed all expected performance standards as identified by the TerraNova, AIMS, and AIMS-A for every student served by an ASDB Program. Performance Measures Percent of parents satisfied with the quality of the program in Tucson ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 90 95 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents satisfied with the quality of transportation services provided at ASD/ASB in Tucson. 97 95 95 Percent of parents satisfied with the quality of food services provided at ASD/ASB in Tucson. 96 90 90 Percent of parents satisfied with the quality of medical services provided at ASD/ASB in Tucson. 97 95 95 Performance Measures SDA 3.0 Program Summary REGIONAL COOPERATIVES Dr. Harold E. Hoff, Superintendent A.R.S. § 15-1300 et. Seq Mission: Phone: (520) 770-3704 To work together with the parents, school districts, business and community members to create nurturing environments in which children with sensory impairments feel valued, develop their unique abilities, strive to achieve academic excellence, and develop skills to help students become productive and responsible members of society. This mission is based upon the belief that all children with sensory impairments can learn and that every effort must be made to ensure that students are provided with a thorough and efficient education in a safe environment where students can fulfill their academic potential. A.R.S. § 15-1300 et. Seq Mission: To work together with the parents, school districts, local business and community members to create nurturing environments in which children with sensory impairments feel valued, develop their unique abilities, strive to achieve academic excellence, and develop skills to help them become productive and responsible members of society. Description: Description: ASDB’s Tucson Campus is the home of the Arizona School for the Deaf (ASD), the Arizona School for the Blind (ASB), the Visually Impaired Preschool (VIP), the Center for Hearing Impaired Children (CHIC), the evaluation center for the entire agency (Technical Assistance to Schools [TAS]), and the ASDB administrative headquarters. The Tucson Campus has boarding facilities for students who live far from the Tucson Campus and need the services that only a special school for the deaf or the blind can provide. Currently about 251 students aged 5 through 22 attend the Tucson Campus, and of these about 102 live in the campus residence halls. Arizona State Schools for the Deaf and the Blind The assessment of students is done by certified staff personnel many of whom have advanced degrees up to and including several individuals with Doctorates. Instruction is provided by itinerant teachers who serve several school districts. These teachers work in cooperation with the child's family and the local school district. Placement for each child is a team decision made by the family, the home school district and the staff. The decision is based on the individual comprehensive evaluation and the Individual Education Plan. All dollars are presented in thousands (not FTE). Page 89 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Program Summary SDA 4.0 PRESCHOOL 1,541.8 1,008.7 1,124.6 0.0 438.9 438.9 Other Non Appropriated Funds 17,393.6 19,145.8 19,145.8 Dr. Harold Hoff, Superintendent Phone: (520) 770-3704 Program Total 18,935.4 20,593.4 20,709.3 A.R.S. § 15-1300 et. Seq FTE Positions 338.9 338.9 338.9 Other Appropriated Funds ‹ Goal 1 To operate the Cooperatives in a cost effective manner Performance Measures Per student costs for Cooperatives ‹ Goal 2 Percent of parents rating the program as good or excellent Percent of parents rating the student IEP progress as good or excellent 12,317 14,188 14,188 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 95 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 95 95 To increase the number of students served through the regional cooperatives. Performance Measures Number of students served by the regional cooperatives and the Outreach program ‹ Goal 5 FY 2010 Estimate To provide programming meeting the individual needs of students Performance Measures ‹ Goal 4 FY 2009 Estimate To provide quality programming for students Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1579 1550 1600 To increase the number of school districts served by the Cooperatives Performance Measures Number of districts served by the Cooperatives FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 215 215 215 Mission: To look at the whole child, as a member of a family, as a child first who happens to be visually impaired, blind, hearing impaired or deaf. We are committed to nurturing the child and the family through education, involvement and continued support. We will be sensitive to the cultural, emotional, social and educational priorities of each family. We are committed to fostering a partnership with families that will enable the child with visual impairments to reach personal independence. Description: There two components to the Preschool program offered by ASDB, Parent Outreach and Preschool. The Parent Outreach Program serves children birth to three with hearing and visual impairments as well as children who are deaf-blind. The statewide program serves every county in the state of Arizona. ASDB participates with the Arizona Early Intervention Program (AzEIP) in providing early intervention services to families and their children with sensory impairments under IDEA (The Individuals with Disabilities Education Act) Part C. The AzEIP participating State Agencies are the five state agencies identified in A.R.S. §§ 8-651 and 8-652 as responsible for maintaining and implementing a comprehensive, coordinated, interagency system of early intervention services. The five participating state agencies identified in A.R.S. § 8-652 are: Arizona Department of Economic Security (DES), Arizona State School for the Deaf and the Blind (ASDB), Arizona Department of Health Services (ADHS), the Arizona Health Care Cost Containment System (AHCCS), and the Arizona Department of Education (ADE). Currently, 393 children are served by the program. The Preschool program serves VI and HI children from 3 to 5 in a structured learning environment on the Tucson campus and in Phoenix at several locations throughout the metropolitan area. Services offered to eligible children, their families and school districts include: Family education, developmentally appropriate center based preschool education, comprehensive educational assessment, functional vision assessments, audiological assessment, orientation/mobility services, physical therapy, sensory integration therapy, occupational therapy, speech/communication therapy, feeding therapy, transition to kindergarten and transportation. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2010 Estimate General Funds 1,211.7 1,503.1 2,050.6 Other Appropriated Funds 2,791.9 2,614.9 2,614.9 856.5 1,028.5 1,028.5 Program Total 4,860.1 5,146.5 5,694.0 FTE Positions 63.7 63.7 66.7 Other Non Appropriated Funds ‹ Goal 1 To increase the number of students participating in the Parent Outreach Program Performance Measures Number of students served annually through the Parent Outreach Program and the Preschool program. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 489 500 500 To provide quality programming for preschool students FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents rating overall quality as good or excellent 100 90 95 Percent of parents indicating the staff regularly communicates with them. 100 95 95 95 95 95 100 95 95 Performance Measures Percent of parents who feel their child is progressing satisfactorily toward their child's IEP/IFSP goals. Percent of parents satisfied with their level of participation in the IEP/IFSP and MET process. Page 90 FY 2009 Estimate All dollars are presented in thousands (not FTE). Arizona State Schools for the Deaf and the Blind Percent of parents satisfied with the services and specialized equipment provided based on the IEP/ISFP. 95 100 ‹ Goal 5 Program Summary SDA 5.0 by the TerraNova, AIMS, and AIMS-A for every student served by an ASDB Program. 95 ADMINISTRATION To prudently and fairly manage personnel resources of the Agency FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of permanently certified positions filled (TC) 86 90 90 Percent of permanent classified positions filled (TC) 69 90 80 Percent of permanent certified staff turnover (TC) 3 10 10 Percent of permanent classified staff turnover (TC) 56 25 25 Robert Hill, Ass't Superintendent of Curriculum and Instruction Performance Measures Phone: (520) 770-3087 A.R.S. § 15-1300 et. Seq Mission: To provide leadership and vision for the Arizona State Schools for the Deaf and the Blind programs and to secure, maintain, and protect resources needed to meet the mission of the Agency. ‹ Goal 6 Description: Performance Measures The Arizona State Schools for the Deaf and the Blind (ASDB) consists of a variety of programs that provide education and evaluation to sensoryimpaired children and youth from birth to 22 years of age. School-aged children are served in one of the site based schools located in Tucson or Phoenix or in their home school district through one of the five Regional Cooperative programs. In addition to educational and evaluation services, the ASDB Tucson campus provides a residential program. Sensory impaired preschool children are served in both Tucson and Phoenix. Infants and toddlers with vision or hearing loss receive services in their homes throughout the State. ASDB also provides comprehensive evaluation services for a limited number of referred sensory impaired children with multiple disabilities. Percent of parents rating overall quality of services as good or excellent based on annual survey (TC) Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 4,707.7 0.0 0.0 0.0 643.8 935.0 935.0 Program Total 4,299.5 5,642.7 5,755.0 FTE Positions 74.0 74.0 74.0 Other Non Appropriated Funds ‹ Goal 1 FY 2009 Estimate FY 2010 Estimate Percent of permanent certified positions filled PDS 86 90 85 Percent of permanent classified positions filled PDS 78 85 85 Percent of permanent certified staff turnover PDS 3 10 10 Percent of permanent classified staff turnover PDS 60 25 25 98 90 90 To provide quality services to the schools within the Regional Cooperatives Performance Measures Percent of parents with students served through the cooperatives satisfied with the services provided by ASDB. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 95 95 To effectively manage facilities, transportation, food service and loss prevention to ensure that these services are supportive of the educational programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents satisfied with the quality of the medical services provided at ASDB. 98 95 95 Percent of parents satisfied with the quality of transportation services provided at ASDB. 96 95 95 Percent of parents satisfied with the quality of food services provided at ASDB. 94 90 90 Performance Measures To maintain a positive relationship with parents FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents satisfied with leadership at ASDB 97 90 90 Percent of parents rating overall qualify of services as good or excellent based on annual survey PDS 98 95 95 Performance Measures ‹ Goal 4 FY 2010 Estimate 4,820.0 FY 2008 Actual ‹ Goal 3 FY 2009 Estimate To prudently and fairly manage personnel resources of the Agency. Performance Measures ‹ Goal 2 FY 2008 Actual FY 2010 Estimate 3,655.7 Other Appropriated Funds ‹ Goal 7 To maintain a positive relationship with parents. To exceed all expected performance standards as identified Arizona State Schools for the Deaf and the Blind All dollars are presented in thousands (not FTE). Page 91 telecommunications equipment distribution program, demonstration sites are needed to provide hands on training, as well as assistance in the selection of devices. Agency Summary DFA 0.0 COMMISSION FOR THE DEAF AND HARD OF HEARING A.R.S. §§ 36-1941 through 36-1978 Mission: To ensure, in partnership with the public and private sectors, accessibility for the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties to improve their quality of life. Description: The Arizona Commission for the Deaf and the Hard of Hearing (ACDHH) acts as an information bureau for the Deaf, Hard of Hearing, DeafBlind, and individuals with speech difficulties, as well as for State agencies and institutions providing services to those consumers. Local government and other public or private community agencies benefit also from ACDHH information, programs and activities. An excellent example of services benefiting the community: ACDHH Deaf and Hard of Hearing Specialists provide sensitivity training for State agencies or other organizations and groups that work with Deaf, Hard of Hearing, DeafBlind, and individuals who have speech difficulties. ACDHH also administers a telecommunications equipment distribution voucher program that loans equipment to qualifying Arizona State residents. The Arizona Relay Service (7-1-1), which allows equal accessibility of public telephone service, is available through ACDHH as well. The service is administered by ACDHH and is required by the Federal Communications Commission (FCC). ACDHH is also mandated to provide licensing of American Sign Language interpreters and certification of American Sign Language teachers. FY 2008 Actual Program ¾ COUNCIL ACTIVITIES ¾ TDD - FY 2010 Estimate FY 2008 Actual Phone: (602) 542-3363 A.R.S. §§ 36-1941 through 36-1978 2,675.5 2,675.5 2,765.6 2,765.6 Mission: 5,441.1 To assist agency administrators and political subdivision directors improve the quality of services available for Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties; and to educate the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties on how best to access services. 5,441.1 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 4,472.5 5,441.1 5,441.1 0.0 0.0 0.0 Program Total 4,472.5 5,441.1 5,441.1 FTE Positions 16.0 16.0 16.0 Strategic Issues: Lack of an effective quality assurance system to manage and monitor the telecommunications relay service (TRS), implementation of governmental mandates, products and services, and handling consumer complaints. 1A.) Due to the size of the TRS operation and its statewide coverage, effective monitoring and management of products, services, consumer complaints and governmental mandates is hindered by the Commission's staffing limitations. Additionally, there is no set practice in place for quality assurance purposes. 1B.) The current appropriation will not satisfy the impending cost of intrastate video and IP relay service. Issue 1 Issue 2 Satisfaction of the legislative mandate to establish and administer a statewide program to purchase, distribute and repair telecommunications devices necessitates the establishment of demonstration sites throughout the state. In order to maintain and improve consumer satisfaction with the Page 92 Lynn Wakefield, Business Manager 1,800.2 0.0 Other Non Appropriated Funds Program Summary DFA 1.0 2,672.3 4,472.5 Agency Total: Other Appropriated Funds Satisfaction of legislative mandates on American Sign Language (ASL) teacher certification standards. The Commission is tasked with the responsibility to develop ASL teacher certification standards. The need for ASL teacher certification standards results from the fact that the Arizona educational system does not have effective and efficient instruments to determine an individual's suitability as an ASL instructor. Issue 5 COUNCIL ACTIVITIES FY 2009 Estimate TELECOMMUNICATION DEVICE FOR THE DEAF General Funds Lack of awareness in the public and private sectors about the Commission's available resources and services results in under-service to the eligible population as well as the general population. While the Commission serves an ever-growing number of consumers, the number of those not provided with Commission resources and services is far greater. The general population as well as those with hearing loss can only utilize the Commission's resources and services if they are made aware of them. Issue 4 ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) The Legislature has mandated the Commission ensure that a sufficient supply of licensed interpreters are available, particularly those with legal interpreting skills; however, the demand is far greater than the supply. The state of Arizona faces a constant shortage of qualified interpreters, thus forcing consumers in the private and public sectors to rely on unqualified interpreters, to a probable detrimental effect on consumers. Miscommunication in a medical environment may result in injury or death; miscommunication in the courts or with police may ultimately abridge the rights of a citizen; and miscommunication in the private sector may result in strained employer/employee relations. Issue 3 Sherri L. Collins, Executive Director Phone: (602) 542-3336 Description: The agency director and staff make numerous presentations to public organizations, agencies and private businesses on the needs of the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. These individuals coordinate consumer workshops, seminars, and interpreters for the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties training programs. Support staff responds to hundreds of inquiries regarding technology, laws, and availability of services. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,800.2 2,675.5 2,675.5 0.0 0.0 0.0 Program Total 1,800.2 2,675.5 2,675.5 FTE Positions 11.0 11.0 11.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase public awareness of accessibility issues related to the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. Performance Measures Total number of information and All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16,375 17,500 18,000 Commission for the Deaf and the Hard of Hearing referral contacts Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75,000 80,000 80,000 Number of persons receiving training, exhibits and workshops providing information on the Arizona Commission for the Deaf and Hard of Hearing, the Arizona Relay Service, and the Arizona Telecommunications Equipment Distribution Program Performance Measures Total website visits Performance Measures A.R.S. §§ 36-1941 through 36-1978 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Mission: 50,000 FY 2008 Actual 90,000 FY 2009 Estimate 90,000 FY 2010 Estimate To provide telecommunications access for the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. 9,600 18,000 18,000 96,000 96,000 96,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 50,000 90,000 90,000 6 8 10 10 15 20 Number of viewers impacted by Community View on an annual basis Total number of website visits Total number of advertisements Total number of articles ‹ Goal 2 To increase the number of public and private sector partnerships in providing training and program services. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5 10 5 Number of partnerships formed ‹ Goal 3 To prepare present and future American Sign Language instructors for national-level standards and certification. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 5 4 Total number of workshop hours ‹ Goal 4 To improve interpreter support services. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 26 28 31 270 90 90 1 5 5 167 175 191 26 28 31 105 145 190 Number of licensed general interpreters Explaination: Legal & Provisional Average number of calendar days from receipt of complaint about licensed interpreter to resolution Number of complaints about certified/licensed interpreters Number of general licensed interpreters Number of licensed legal interpreters Number of provisional interpreters ‹ Goal 5 To improve public relations on issues related to hearing loss. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 20 20 Increase the number of printed articles related to the Arizona Telecommunications Equipment Distribution Program. 5 15 15 Increase the number of printed articles related to the Arizona Relay Service. 6 10 10 Increase number of telecommunication advertisements for Arizona Relay Service. 52 52 52 Increase number of telecommunication advertisements for Arizona Telecommunication Equipment Distribution Program 52 52 60 Performance Measures Increase the number of printed articles related to the Arizona Commission for the Deaf and Hard of Hearing. TDD - TELECOMMUNICATION DEVICE FOR THE DEAF Lynn Wakefield, Business Manager Phone: (602) 542-3363 Number of newsletters distributed annually Performance Measures Program Summary DFA 2.0 Commission for the Deaf and the Hard of Hearing Description: The Agency provides various assistive devices on a loaner basis to State residents who are Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. In addition the Agency, through a contract with an interstate telephone company (currently Hamilton Communications), provides telephone relay services 24 hours a day. This relay service provides a link between Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties and all other telephone users. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,672.3 2,765.6 2,765.6 0.0 0.0 0.0 Program Total 2,672.3 2,765.6 2,765.6 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To monitor telecommunications relay services to ensure compliance with current contract. Performance Measures Percent of telecommunication relay service calls completed without a complaint Performance Measures Annual call minutes for the telecommunications relay service ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.98 98 99.90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,160,411 1,300,000 1,276,767 To administer voucher system of the Telecommunications Equipment Distribution Program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of customer satisfaction with equipment distribution voucher program 97.87 97 90 Number of equipment distributed to consumers 1,766 1,500 1,500 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,000 1,500 1,500 Performance Measures Performance Measures Number of applications distributed to consumers regarding the equipment distribution program Explaination: AZTEDP applications are primarily available at demonstration sites. Number of demonstration performed All dollars are presented in thousands (not FTE). 1,773 1,500 1,500 Page 93 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 121 90 90 Kevin B. Earle, MPH, Executive Director Phone: (602) 242-1492 Percent of cases adjudicated each calendar year (ratio of complaints resolved to complaints received) Average number of calendar days from receipt of complaint to resolution of complaint 124 150 150 A.R.S. §§ 32-1201, 32-1299 Percent of investigations resulting in disciplinary or enforcement action 14 15 15 Number of licenses revoked or suspended 11 11 11 Total number of investigations conducted 536 503 520 Total number of complaints received annually 529 453 482 85 173 153 2 5 5 Performance Measures Agency Summary DXA 0.0 BOARD OF DENTAL EXAMINERS Mission: To provide professional, courteous service and information to the dental profession and the general public through examination, licensing, complaint adjudication and enforcement processes to protect the oral health, safety, and welfare of Arizona citizens through a fair and impartial system. 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 8,000 professionals licensed or certified to practice in the state, as well as all Arizona citizens who receive their professional services. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,097.8 1,102.8 1,190.5 0.0 0.0 0.0 Program Total 1,097.8 1,102.8 1,190.5 FTE Positions 11.0 11.0 11.0 Other Appropriated Funds Other Non Appropriated Funds Total number of inspections conducted Percent of total licensees with disciplinary action ‹ Goal 2 To ensure compliance with statutory mandates Performance Measures Publication of periodic newsletter that provides information to licensees regarding statutes and rules Performance Measures Administration as a percent of total cost FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.1 5.0 5.0 Strategic Issues: Issue 1 Information Technology Development The Board continues to work through the Project Investment Justification (PIJ) process in upgrading existing equipment and software toward the development of a new database. Efforts will be directed to accomplish the following PIJ objectives as approved by GITA and the Legislature. 1) Replace the existing DOS platform DataPerfect database with a current Windows based system. 2) Provide software capable of enabling current key staff to manage the network and build the new database. 3) Launch the new database for universal access to the agency. 4) Take control of the web site with a staff member serving as webmaster and publish portions of the database for public use via the internet. 5) Initiate paperless media for Board member review at Board meetings. Development of the new database and purchase of state-of-the-art software enables staff to update, access and retrieve information in a more efficient and timely manner. A web-ready database designed for ultimate interface with the web site will enable the public to access licensing and complaint histories on line reducing staff time spent in verbal and written license and complaint history verifications. Developing the potential of paperless Board meetings will reduce printing and delivery costs from the current 10,000 plus pages per Board member, per meeting. Staff will manage documents via electronic archiving. Board members will view Board meeting materials via laptop computers. To ensure the health, safety, and welfare of the public ‹ Goal 1 through regulation of the dental profession. Performance Measures Average number of days from receipt of completed application to issuance or denial of certification or license Total number of applications received Total number of individuals or facilities licensed Customer satisfaction rating (scale 15) Total number of licenses/renewals issued Average calendar days to renew a license (from receipt of application to issuance) Page 94 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 10 10 888 874 870 7913 8637 8401 5 4 4 3647 2882 2944 10 10 10 All dollars are presented in thousands (not FTE). State Board of Dental Examiners Arizona Substance Abuse Partnership (ASAP). Agency Summary DPA 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of nationally recognized effective (research-based) programs identified to serve as a resource for Arizona based agencies who are planning and delivering programs. This is a simple count of the different types of effective programs in use. It does not count the number of times each program was used. 300 302 303 Number of agencies reporting publicly supported education, prevention and treatment programs related to substance abuse and participation in criminal street gangs in operation in this state. (reported in whole numbers) 12 12 12 Performance Measures DRUG AND GANG PREVENTION RESOURCE CENTER Cassandra A. Larsen, Director Phone: (602) 496-1320 A.R.S. § 41-2402,H Mission: To help organizations, individuals, neighborhoods, and communities decrease drug and gang related problems and other destructive behaviors. To help Arizonans encourage and develop healthy and successful families and communities. Description: The Arizona Drug and Gang Prevention Resource Center is a statewide resource system that assists agencies, organizations, and coalitions in their community's drug and gang prevention activities. The Center manages an information clearinghouse (exhibits; literature distribution; video, book, curricula, visual learning aids & games and material loans), addresses evaluation of prevention programs, provides training and technical assistance in utilizing programs designated as Model, Effective or Promising. The Center collaborates with state and local government agencies, school districts, and social service organizations in the submission of grant proposals to enhance funding for prevention and to improve the lives of Arizonans. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 500.6 639.0 639.0 Other Non Appropriated Funds 756.5 1,393.4 1,393.4 Program Total 1,257.1 2,032.4 2,032.4 FTE Positions 14.3 23.3 23.3 Strategic Issues: Issue 1 Statewide Accountability The Center continues to seek state or grant funding to enable it to continue to assist the Arizona Substance Abuse Partnership (ASAP) subcommittees with identifying effective programs statewide. The Center will continue to procure funding to promote the use of nationally recognized research based (effective) programs when collaborating on grant proposals and while providing technical assistance. To provide prevention services to communities, schools, and ‹ Goal 1 government agencies. To help Arizonans encourage and develop healthy and successful families and communities. Performance Measures Prevention service requests completed (in thousands) Number of people directly and indirectly impacted (in thousands) Performance Measures Customer satisfaction rating of agencies being served by the Center (scale of 1 to 8) Performance Measures Number of grant proposals the Center assisted organizations, schools and agencies in writing. Value of grant proposals awarded to organizations, schools and agencies through collaborative proposals the Center assisted on (in thousands) Twenty ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.6 2.5 2.5 28.6 35.0 25.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.9 7.3 7.3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 22 20 368.2 760.0 700.0 To facilitate state level policy analysis by providing research and drug and gang program information to the Governor's Arizona Drug and Gang Prevention Resource Center All dollars are presented in thousands (not FTE). Page 95 ($ Thousands) Agency Summary: Agency Summary DEA 0.0 DEPARTMENT OF ECONOMIC SECURITY Tracy L. Wareing, Director Phone: (602) 542-5678 FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ ADMINISTRATION ¾ DEVELOPMENTAL 130,374.1 130,987.6 104,098.1 1,117,249.0 941,896.0 1,086,972.7 Mission: ¾ BENEFITS AND MEDICAL 1,144,140.0 1,188,473.2 1,207,124.4 To promote the safety, well-being and self-sufficiency of children, adults, and families. ¾ CHILD SUPPORT Description: A.R.S. 41-1954 DISABILITIES The Department of Economic Security (DES) is an integrated human services agency that provides critical protective and assistance services each month to more than one million of Arizona's children, adults and families. Together, DES’ programs impact the safety, well-being and self-sufficiency of Arizonans. Some of these programs include: Child Protective Services; Children Services to provide families the tools they need to care for their children; child care assistance for working parents; Adult Protective Services; domestic violence shelter and supports; early intervention services for infants and toddlers at risk of developmental delays; home and community-based services for individuals with developmental disabilities and the aged; independent living programs for both seniors and young adults; unemployment insurance; employment assistance including vocational rehabilitation and job training; and child support enforcement. DES and its services are an integral part of the Arizona community. Recognizing the interconnectedness and interdependence between DES services and community resources, the Department works closely with a network of community organizations and providers, as well as federal agencies that oversee Department programs, other state agencies, and Native American tribes in the delivery of services to the people of Arizona. The Department’s objective is to move beyond simply delivering services to ensuring that these services are offered to improve outcomes and are integrated to best meet the clients' needs in the most effective and efficient manner possible. Emphasis is on assisting individuals and families to gain the tools they need to effectively and permanently escape the hardships of poverty and other barriers that currently prevent them from being selfsufficient. The following overarching, interrelated goals have been established for DES: Strengthen individuals and families Increase self-sufficiency Develop the capacity of communities These goals serve as the framework and foundation for the DES vision that every child, adult, and family in the state of Arizona will be safe and economically secure. ELIGIBILITY 16,404.0 17,106.6 18,906.6 ¾ AGING AND COMMUNITY 116,398.5 118,444.2 120,741.4 ¾ CHILDREN, YOUTH AND 512,587.7 521,938.3 587,022.7 ¾ EMPLOYMENT AND 760,046.1 865,246.8 886,222.4 3,797,199.4 3,784,092.7 4,011,088.3 ENFORCEMENT SERVICES FAMILIES REHABILITATION SERVICES Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 785,264.1 808,328.1 936,076.4 Other Appropriated Funds 418,558.7 504,518.7 495,357.2 Other Non Appropriated Funds 2,593,376.6 2,471,245.9 2,579,654.7 Program Total 3,797,199.4 3,784,092.7 4,011,088.3 FTE Positions 11,352.6 11,691.9 12,206.3 Strategic Issues: Issue 1 Population Growth Arizona is one of the fastest-growing states in the nation. State statistics identify several populations that will grow significantly, including the birthto-five year old population, and the number of individuals ages 65 and older. The number of children in Arizona under five years of age will increase by almost 30 percent by 2020, and there are a number of investments to be made in order to attain the best outcomes for children. Research shows that comprehensive, high-quality care and early learning experiences are linked to children's success in school and in life, and investments in early learning save money by preventing future expenses for remedial education, incarceration, and other public benefits. The Department is working with community partners and with other state agencies to meet the needs of this population. Additionally, the Department remains committed to improving outcomes in the early childhood development field through its work in the Arizona Early Intervention Program and the Child Care Administration's efforts to improve the quality of child care in the state. As Arizona continues to grow, and the number of children under five years of age increases, DES will be required to work with its partners in state government and in the community to assure that these challenges are effectively addressed. Older adults, ages 65 and over, are the fastest-growing segment of the U.S. population. By 2020, 20 percent of Arizona's population will be over 60 years of age compared to 17 percent in 2003, and for those over 60, the fastest-growing age group is of persons over 85 years of age. As the population ages, Arizona is likely to see an increase in people with medical complications that will limit their ability to live independently. These changes will likely produce a significant increase in demand for long-term care services. At the same time, Arizona's population will have unprecedented numbers of senior citizens as life expectancy edges higher each year. This will require a change in thinking about how to support independence in the elderly population and people with disabilities, recognizing how this will impact all segments of society – not just human services, but also transportation, housing, etc. Additionally, as more and more people have children later in life, there is a growing segment of the population that are raising children at the same time they are taking care of parents. Supports must be put in place for these caregivers and families. This population growth also presents an opportunity for DES, Page 96 All dollars are presented in thousands (not FTE). Department of Economic Security through work with its partners, to develop civic engagement and volunteerism for the senior population. The Department must engage in strategic short-term and long-range planning for this growth, engaging partners in other state agencies such as the Department of Health Services and the Arizona Health Care Cost Containment System (AHCCCS), as well as local governmental entities, public and private service providers, and communities to help meet the needs of these growing populations. Issue 2 Social and Economic Stressors Numerous factors in today's changing society, individually and combined, create special challenges in the continuum of human service delivery. These factors have a direct, immediate effect, as well as long-range implications on the volume and array of DES assistance services needed. In Arizona, more than 14 percent of people live in poverty, and 21 percent of Arizona's children are living below the federal poverty level. The federal poverty level for a family of four is currently $21,200. At DES, best practice research on anti-poverty practices is being utilized to develop strategies to meet these challenges. Strategies include expanding knowledge for working families of the federal Earned Income Tax Credit (EITC) and the child care tax credit, helping families with relatives transitioning out of prison to successfully reintegrate back into their home communities, providing training and education for employment through the Jobs program, and strengthening the role of fathers in supporting their families. Additional areas must be addressed through innovative program designs utilizing community partnerships. Families today face increasingly complex issues. Violence against children continues to be an issue, oftentimes brought on by the compounding effect of multiple risk factors including poverty and substance abuse, thus establishing critical needs for protective, remedial, prevention and intervention services for children and families. Arizona leadership has recognized that the state faces a methamphetamine crisis. DES has been involved from the start in efforts to respond to this problem, particularly in the areas of prevention, treatment for adults and juveniles, improving access to services throughout the state, and enhancing community efforts to establish Drug Endangered Children (DEC) protocols. Because the challenges that families face are complex and often interrelated, the strategies and remedies to address them call for a collective effort. The Department continues to look for innovative strategies and to integrate the spectrum of human services both internally and with communities in order to provide and coordinate the most effective services and delivery systems to assist the vulnerable individuals, children and families of Arizona. Issue 3 Responsive to the Community DES and its services are an integral part of the Arizona community. In order to carry out its mission to promote the safety, well-being, and selfsufficiency of Arizona's children, adults, and families, the Department recognizes the interconnectedness and interdependence between DES services and community resources. Strong, mutually beneficial relationships are being forged with a broad range of local community organizations and providers, including private, non-profit, faith-based and advocacy organizations, as well as other state agencies and Native American tribes. Working closely with communities throughout Arizona is a top priority for the Department. The Department is committed to continuing to expand and strengthen these relationships by involving community constituencies in strategic planning and resource allocation efforts. DES recognizes that each community is unique and knows best what they need. Not only do communities have the answers, but they also know what questions need to be asked and DES is committed to listening. The Department is enhancing the role of family voice, community partnerships, tribal relationships, and sister agency collaboration to improve outcomes for Arizona's children and families. Utilizing the principles of Asset-Based Community Development through the DES Community Network Teams and the Community Development and Family Leadership Workgroup, DES is working to further embed community involvement and capacity building into the work of DES in the community. Department of Economic Security DES collaborations are involving individuals in the community to build their capacity as leaders. A foundational effort to develop leadership utilizes principles of the Breakthrough Series Collaborative on Service Integration as a fundamental practice of the Department for further embedding the voice of families. DES continues to move forward in collaboration with its many community partners to accomplish the goals set forth by the Department. The integrated and innovative approach to human services that is inherent to DES is crucial to developing and incorporating how to best assist the populations DES serves in order to achieve the best possible outcomes for the vulnerable individuals, children and families of Arizona. Issue 4 Federal Funding Reductions and Unfunded Mandates As it has over the past several years, the federal government continues to shift program costs to the state while increasing administrative burdens. These actions are occurring at the same time that a challenging economy is resulting in decreased state revenues while increasing the demand for services. The Deficit Reduction Act of 2005 (P.L. 109-171) shifted costs to the states for child welfare and child support enforcement services. Backfilling just those cuts costs the state almost $17 million per year. During these times of declining funding or flat funding – which, for a fastgrowing state like Arizona is tantamount to a cut – the federal government is inappropriately encroaching upon states' ability to manage their own programs new restrictions and administrative burdens. For example, several new regulations related to the Temporary Assistance for Needy Families block grant are designed to make it more difficult for states to achieve the required work participation rate. Additionally, the federal government has proposed creating more stringent error rate measurements. No additional funds have been provided for any of these new mandates. In other instances, outdated federal laws no longer serve the purposes for which they were created. As an example, federal funding is available for children who have been removed from their home, but is generally not available for children who are placed with relatives or to provide services designed to keep families intact. A funding formula in the Low Income Home Energy Assistance Program (LIHEAP) that disproportionately benefits cold-weather states also does not serve states like Arizona where people need assistance during the summer months. Though one-time LIHEAP funding was made available to partially address this inequity this year, the outdated and unfair formula remains and will dictate future year allocations. The Department, like other human service agencies in the state and across the nation, continues to struggle with an out-of-touch federal government. Any dollar spent backfilling federal cuts or complying with new administrative mandates is a dollar that cannot be spent to actually improve services. The Department actively participates with various national organizations that advocate on behalf of the states and looks forward to working with a new Congress and Administration to establish a more productive state/ federal partnership. Issue 5 Department Capacity In order to function as a high performance organization in providing integrated services to individuals and families served by the Department, DES must position itself within the community with a solid foundation grounded in qualified, motivated employees and high quality business systems, including a sound technological base. These are absolute requisites for doing business in the 21st century. To facilitate integrated services and improved outcomes for children, adults and families in Arizona, the Department is placing particular focus on workforce planning and information technology improvements. DES, like many other state agencies, experiences challenges in attracting and retaining a qualified workforce. Recruitment, development and retention of qualified staff are crucial to achieving the Department's vision, mission, and goals. Qualified employees are a good investment to prevent the costs of turnover, retraining and low morale. Repositioning the workforce is a major focus of health and human services across the country. While fewer students are electing to enter the social work and related fields, more experienced staff are reaching retirement All dollars are presented in thousands (not FTE). Page 97 age. Across Arizona, DES and its partners are advocating for solutions and developing strategies to improve employee recruitment, retention and training. Arizona can be a national leader in this area through strong partnerships, and DES will continue to address workforce needs in a collaborative way. State government, like most American businesses, increasingly relies on information technology for the provision of services, financial management, personnel management and responding to federal and state reporting requirements. The Department requires a sound technological infrastructure to support integrated service delivery, increased demand for services, and E-government expansion to improve access to services and facilitate improved outcomes for children, adults, and families throughout Arizona. the agency Program Summary DEA 1.0 ADMINISTRATION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 Mission: To provide leadership, direction, coordination, and support to enable the Department of Economic Security to achieve its mission and vision. Description: Several information technology systems within the Department are no longer functionally adequate to meet internal and external business needs. DES must invest in improvements and modern, integrated systems. The Administrative support areas provides leadership, direction, coordination, and support to the Department and its nine divisions in delivering human services to the people of Arizona. Beyond addressing specific needs of the human services workforce and information technology, capacity is a key environmental factor in service delivery. Capacity issues include lack of early intervention services, substance abuse treatment, transportation, and other infrastructure issues. In addition, Arizona's smaller and rural communities, while sometimes facing capacity concerns themselves, also present an opportunity for DES engagement and improvement by working together and seeing the smaller size as an advantage. This Program Contains the following Subprograms: To address this strategic issue and to help DES continue to move forward as a high-performance organization, twelve department-wide strategies have been identified. These have been structured according to the five areas of focus of the DES Business Model as either foundational – what must take place now to move forward – or as actions that help strengthen the organization. Each action area is reflective of a sector of the Business Model, and incorporates proactive communication and individual and family voice. Strategies Foundational to the Organization: 1. Ensure alignment of the Department’s vision, mission, values and overall goals and engage in disciplined and strategic thinking 2. Develop Executive Leadership 4 4 4 4 4 4 4 4 Central Administration Finger Imaging Attorney General Legal Services Disaster Recovery Governor's Advisory Council on Aging Governor's Council on Developmental Disabilities Arizona Early Intervention Program Document Management Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 35,259.7 35,798.0 6,933.5 10,316.7 6,760.3 88,180.9 84,872.9 65,343.2 Program Total 130,374.1 130,987.6 104,098.1 FTE Positions 1,096.6 1,097.3 1,114.9 Other Appropriated Funds Other Non Appropriated Funds 31,994.6 Subprogram Summary DEA 1.1 CENTRAL ADMINISTRATION 3. Ensure effective Department evaluation Alcira Angulo, Strategic Planning 4. Effectively frame issues, aligning all communication with agency vision, mission, values and overall goals 5. Ensure meaningful engagement of key management and decision-making bodies in DES, such as the Economic Security Advisory Council (ESAC), Executive Leadership, Partners in Action, Change, and Excellence (PACE), District Quality Councils (DQC), Native American Advisory Council, etc. Phone: (602) 542-0213 PL 108-446 Mission: To provide leadership, direction, coordination, and support to enable the Department of Economic Security to achieve its mission and vision. Description: Strategies that Strengthen the Organization: 1. Enhance the role of family voice, community partnerships, tribal relationships, and sister agency collaboration to improve outcomes for Arizona’s children and families 2. Engage in continuous improvement of staff by aligning employee performance expectations with organizational values and expected results 3. Continuous improvement of customer service The Central Administration of DES consists of the Office of the Director, Employee Services and Support, Business and Finance, Technology Services, Financial Services, Human Resources, and Organization and Management Development. Funding and FTE Summary: (Thousands) General Funds 4. Ensure a quality workforce 5. Enhance training and supports for supervisors 7. Provide a quality physical work environment that furthers the mission of FY 2009 Estimate FY 2010 Estimate 33,914.2 6,381.3 9,473.6 5,917.2 74,541.5 71,113.6 51,483.0 Program Total 114,792.9 114,501.4 87,410.9 FTE Positions 1,041.0 1,039.7 1,055.3 ‹ Goal 1 6. Improve technology to support agency goals FY 2008 Actual 33,870.1 Other Appropriated Funds Other Non Appropriated Funds Page 98 FY 2008 Actual 30,010.7 To improve communication and collaboration within the Department and with other stakeholders, including clients, other agencies, and the broader community in order to All dollars are presented in thousands (not FTE). Department of Economic Security improve customer access, service, outcomes, and satisfaction throughout the state. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Agencywide customer satisfaction rating (Scale 1-5) 3.8 3.9 3.9 Human Resources Administration customer satisfaction rating based on annual customer survey (Scale 1-5) 4.7 4.6 4.6 Customer satisfaction rating based on annual survey for the Appellate Services Administration (Scale 1-5) 4.2 4.3 4.4 Customer satisfaction rating based on annual survey for Office of Organization and Management Development (OMD) (Scale 1-5) NA 4.2 4.2 Number of referrals to the Ombudsman Program (Data will be available in the next Master List submittal) - - - Number of equal opportunity cases received 87 80 80 Percent of equal opportunity cases completed 100 100 100 Performance Measures ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Agencywide employee satisfaction rating (Scale 1-5) 3.6 3.6 3.6 Percent of agency staff turnover as reported by Arizona Department of Administration 18.8 18.0 8 4 9.0 Number of employee recognition celebrations 2,384 2,600 2,700 Number of staff attending cultural diversity training 1,203 1,203 1,203 To improve the quality and efficiency of services delivered to customers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.1 0.1 0.1 Total Office of Accounts Receivable and Collections cost per dollar to administer, bill, and collect debts Number of audits and process improvement projects completed 20 27 27 Number of reviewed DES provider Single Audits with notification letters sent to the programs by Audit and Management Services 95 90 90 To improve public service by enhancing information technology systems and expanding electronic access. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7 3 3 Percentage of increase in total number of Family Assistance Administration applications for benefits via One-e-App ‹ Goal 5 To increase operational efficiencies through the implementation of innovative and leveraged information technology solutions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Department divisions with Web pages on the DES Intranet 9 Done Done Develop a methodology to identify, evaluate, prioritize, and monitor Service-Oriented Architecture (SOA) initiatives 50 75 100 Performance Measures The Arizona Fingerprint Imaging Program (AFIP) is an automated fingerprint imaging comparison system for use in the eligibility determination process. AFIP is designed to ensure that participants only receive benefits for which they are entitled. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Department of Economic Security FY 2009 Estimate FY 2010 Estimate 461.3 461.3 99.7 277.5 277.5 Other Non Appropriated Funds 352.7 354.8 354.8 Program Total 913.7 1,093.6 1,093.6 FTE Positions 2.1 2.1 2.1 Other Appropriated Funds 4 9.0 Performance Measures Description: 461.3 17.5 8.8 ‹ Goal 4 To utilize a fingerprint imaging comparison system in the FAA eligibility determination process for General Assistance, Cash Assistance, and Food Stamps to ensure participants receive benefits appropriately. To maintain an automated fingerprint imaging system used to eliminate multiple enrollments. Performance Measures Percent of hires filled through internal promotion Performance Measures Mission: ‹ Goal 1 Number of new employee recruitment and retention strategies implemented ‹ Goal 3 FINGER IMAGING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 46-217; 46-218 To create a Department culture and infrastructure that supports employees, promotes excellence, and fosters culturally and linguistically appropriate human service delivery. Performance Measures Subprogram Summary DEA 1.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 11,980.2 11,980.2 Cost-avoidance savings (in thousands of dollars) Explaination: *Savings estimated by applying the current average cost of benefits to number of denials due to fingerprinting. FY 2008 data will be available February 2009. Subprogram Summary DEA 1.3 ATTORNEY GENERAL LEGAL SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-191 Mission: To provide the Department of Economic Security with high-quality and timely legal advice and representation to promote the safety, economic selfsufficiency, and well-being of children, adults, and families. Description: The Attorney General Child and Family Protection Division is responsible for providing legal services to all programs and business operations of the Department of Economic Security (DES). The division provides these services through three sections: the Protective Services Section, which represents Child Protective Services; the Child Support Enforcement Section, which represents the Division of Child Support Enforcement; and the Civil, Criminal Litigation and Advice Section (CLA) which provides legal advice and representation in administrative hearings and state and federal courts to all other programs within the Department, as well as all personnel and operations matters. In addition, CLA prosecutes criminal cases relating to various DES programs, including recipient benefit fraud, employee embezzlement, provider fraud, and criminal nonpayment of child support. NOTE: Goals and performance measures for this program are included in the Master List for the Attorney General, AGA 1.4, Child and Family Protection Division. All dollars are presented in thousands (not FTE). Page 99 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) General Funds 751.7 747.9 848.0 General Funds Other Appropriated Funds 181.0 294.1 294.1 Other Appropriated Funds Other Non Appropriated Funds 2,112.9 1,915.0 2,015.9 Program Total 3,045.6 2,957.0 FTE Positions 35.5 35.5 180.1 0.0 0.0 Other Non Appropriated Funds 185.9 180.8 180.8 3,158.0 Program Total 362.5 360.9 360.9 37.5 FTE Positions 2.0 2.0 2.0 DISASTER RECOVERY Phone: (602) 542-0213 Number of GACA meetings A.R.S. 41-3504 ‹ Goal 2 Mission: Description: The Division of Technology Services must maintain acceptable recovery point objective and recovery time objective for the equipment and the Department's application systems, which support the agency's mission. General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 271.5 271.5 271.5 0.0 0.0 0.0 Program Total 271.5 271.5 271.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain a viable DES Data Center "hot site" backup Disaster Recovery Plan. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of annual testing of the Department's data center disaster recovery plan completed FY 2009 Estimate FY 2010 Estimate 9 7 7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Biannual Senior Action Days NA 5 NA Number of seniors informed on legislative issues at biannual action days NA 1,250 NA ‹ Goal 3 To educate the public on aging issues in Arizona and the U.S. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 4 4 Millions** 5,000 5,000 Cosponsor a Mature Workers education seminar and/or job fair Number of mature workers and employers informed regarding resources and opportunities Explaination: **Includes events and media efforts. Sponsor biannual conference on aging 1 NA 1 500 NA 400 Number of Legislative Updates issued to keep senior Arizonans informed of aging issues in the Legislature 25 20 20 Number of State Plan on Aging hearings monitored (occurs only once every 4-5 years) NA NA NA Number of conference participants informed regarding current aging resources, research, and programs DEA 1.6 Subprogram Summary GOVERNOR'S COUNCIL ON DEVELOPMENTAL DISABILITIES Alcira Angulo, Strategic Planning Subprogram Summary DEA 1.5 FY 2008 Actual To engage the public in efforts to inform public policy process on issues related to aging. Performance Measures To provide a Disaster Recovery Plan and the most efficient and costeffective recovery services possible for the Department's data center and network. 180.1 To obtain input regarding aging issues, programs, and policies from Council members in order to make legislative, program, and awareness recommendations. Performance Measures Alcira Angulo, Strategic Planning FY 2008 Actual FY 2010 Estimate 0.0 ‹ Goal 1 Funding and FTE Summary: (Thousands) FY 2009 Estimate 176.6 Subprogram Summary DEA 1.4 FY 2008 Actual GOVERNOR'S ADVISORY COUNCIL ON AGING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-2451 Phone: (602) 542-0213 Mission: A.R.S. 46-183 To work in partnership with individuals with developmental disabilities and their families through systems change, advocacy, and capacity building activities that promote independence, choice, and the ability of all individuals to pursue their own dreams. Mission: To advise the Governor, Legislature, and all state departments that the Council deems necessary on all matters and issues relating to the aging population, including the administration of the State Plan on Aging. Description: The Governor's Advisory Council on Aging (GACA) is a policy advisory body and does not have regulatory authority. It was established and organized to meet the responsibilities and duties prescribed in A.R.S. § 46-183. The Council advises the Governor, the Legislature, and state departments about aging policies and programs. The Council works to find solutions to the current aging problems and lay groundwork for the future needs of an increasingly aging population. Page 100 Description: The Governor's Council on Developmental Disabilities (GCDD) is Arizona’s state planning council for people with developmental disabilities. It was established in 1974 and organized to meet the responsibilities and duties prescribed in the Developmental Disabilities Assistance and Bill of Rights Act (Public Law 98-527 as amended by Public Law 104-183, Public Law 106-402 and state statute (A.R.S. §§ 41-2451 to 41-2454). GCDD measures are reported on federal fiscal year. All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Subprogram Summary DEA 1.7 ARIZONA EARLY INTERVENTION PROGRAM General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,176.9 1,147.8 1,147.8 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Program Total 1,176.9 1,147.8 1,147.8 PL 108-446 FTE Positions 8.5 8.5 8.5 ‹ Goal 1 To ensure all individuals with developmental disabilities will have the choice to acquire, retain, and advance in paid employment with benefits consistent with their interests, abilities, and needs, including supported employment or selfemployment, in integrated settings in the community. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 50 50 Number of employers and providers of employment services to persons with developmental disabilities who attend best practices training sessions (*federal fiscal year) ‹ Goal 2 To provide all individuals with developmental disabilities unrestricted opportunities and choice for inclusive living. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of professional users registered with Socialserve and completing satisfaction and outcomes surveys on services used to support individuals with disabilities (*federal fiscal year) * 20 20 Number of people with disabilities living in homes as a result of the Socialserve housing search services (*federal fiscal year) * 200 200 Performance Measures ‹ Goal 3 To have the service system fully responsive to individuals with developmental disabilities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of the Self Advocacy Coalition of Arizona planning committee who participate in board leadership training (*federal fiscal year) * - - Number of individuals with developmental disabilities interested in becoming staff members of a nonprofit organization who participate in a mentoring program (*federal fiscal year) * - - Performance Measures ‹ Goal 4 To ensure all individuals with developmental disabilities will be valued participating members of their community and will have access to the full range of community services and supports. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of young women with developmental disabilities at the Black Canyon School for Girls who participate in the "Youth in Transition" mentoring program (*federal fiscal year) * - - Number of first responders who receive training on the "Smart Card" first responders program and how it would impact their service to the community (*federal fiscal year) * Performance Measures ‹ Goal 5 To enhance the capacity of families to support the infants and toddlers with delays or disabilities to thrive in their homes and communities. Description: As defined in Section 631 of Public Law 108-446, the Individuals with Disabilities Education Act (IDEA) Part C, Infant and Toddlers with Disabilities, Congress finds that there is an urgent and substantial need to (1) enhance the development of infants and toddlers with disabilities and to minimize their potential for developmental delay, and to recognize the significant brain development that occurs during a child’s first three years of life; (2) to reduce the educational cost to our society, including our nation's schools, by minimizing the need for special education and related services after infants and toddlers with disabilities reach school age; (3) to maximize the potential for individuals with disabilities to live independently in society; (4) to enhance the capacity of families to meet the special needs of their infants and toddlers with disabilities; and (5) to enhance the capacity of state and local agencies and service providers to identify, evaluate, and meet the needs of all children, particularly minority, low-income, inner-city, and rural children, and infants and toddlers in foster care. It is, therefore, the policy of the United States to provide financial assistance to States to (1) develop and implement a statewide, comprehensive, coordinated, multidisciplinary, interagency system that provides early intervention services for infants and toddlers with disabilities and their families; (2) to facilitate the coordination of payment for early intervention services from federal, state, local, and private sources (including public and private insurance coverage); (3) to enhance state capacity to provide quality early intervention services and expand and improve existing early intervention services being provided to infants and toddlers with disabilities and their families; and (4) to encourage states to expand opportunities for children under three years of age who would be at risk of having substantial developmental delay if they did not receive early intervention services. Funding and FTE Summary: (Thousands) FY 2008 Actual - - FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 1,600 1,600 Number of the general public educated about Council initiatives through staff conducted outreach at conferences (*federal fiscal year) Department of Economic Security FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 9,811.0 9,663.3 9,663.3 Program Total 9,811.0 9,663.3 9,663.3 FTE Positions 7.5 7.5 7.5 ‹ Goal 1 0.0 To improve the family-centered model for Arizona's children birth to age three who have developmental delays and their families. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of counties that have participated in and completed the AzEIP on-site monitoring process 15 NA NA Number of counties that have demonstrated improved compliance and performance as documented through the AzEIP general supervision and monitoring system NA 8 10 Performance Measures To ensure members of the general public and policymakers statewide will be educated about issues impacting the lives of individuals with developmental disabilities and be informed about the council's initiatives. Performance Measures Mission: All dollars are presented in thousands (not FTE). Page 101 This Program Contains the following Subprograms: Subprogram Summary DEA 1.8 DOCUMENT MANAGEMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Laws 2007, Chapter 255, Section 28 Mission: To implement a document management system that meets the Department's needs to manage electronic documents across the enterprise. Description: The Department of Economic Security must share documents and create common work flow processes across all divisions and programs in order to support service integration and further the Department of Economic Security's initiatives to convert paper records to electronic media. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 497.6 497.6 Program Total 0.0 992.1 992.1 FTE Positions 0.0 2.0 2.0 ‹ Goal 1 494.5 To increase operational efficiencies through the implementation of innovative and leveraged IT solutions. Performance Measures 4 Developmental Disabilities Operations Case Management - Title XIX Case Management - State Only Home and Community Based Services - Title XIX Home and Community Based Services - State Only Institutional Services - Title XIX Institutional Services - State Only Medical Services ATP-Coolidge - Title XIX ATP-Coolidge - State Only State-Funded Long Term Care Dental Pilot Autism Training and Oversight Medicare Clawback Payments Children's Autism Intensive Behavioral Treatment Services Children's Autism Intensive Early Intervention Services for Toddlers Arizona Early Intervention Program Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 326,129.7 345,339.0 22,183.5 26,668.5 394,148.2 29,926.4 768,935.8 569,888.5 662,898.1 FY 2009 Estimate FY 2010 Estimate Program Total 1,117,249.0 941,896.0 1,086,972.7 NA 100 100 FTE Positions 1,903.2 1,963.2 2,166.2 To develop and implement a statewide document imaging and barcoding system for FAA local office documents. Subprogram Summary DEA 2.1 DEVELOPMENTAL DISABILITIES OPERATIONS FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of FAA offices imaging in Maricopa County Done Done Done Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Percent of balance of FAA offices imaged statewide 73 100 Done A.R.S. 36-554 Performance Measures FY 2009 Estimate FY 2008 Actual Conduct an assessment, develop plan, and implement Document Management System projects. ‹ Goal 2 494.5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Mission: DEA 2.0 To enhance supports and services to consumers and families through the effective and efficient use of state and federal funding. Program Summary DEVELOPMENTAL DISABILITIES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Description: A.R.S. 36-554 Mission: To support the choices of individuals with developmental disabilities and their families by promoting and providing flexible, quality, consumer-driven services and supports. Description: The Division of Developmental Disabilities, in partnership with individuals with developmental disabilities, their families, advocates, community members, and service providers, administers and manages the various programs, services, and supports to Arizonans and their families who have autism, cerebral palsy, epilepsy, or a cognitive disability, which is manifested before the age of 18, or children who are below the age of six and at risk of having a developmental disability. The Division of Developmental Disabilities serves both Arizona Long Term Care System (ALTCS) eligible individuals and state only eligible individuals with developmental disabilities. ALTCS is a federally matched Medicaid research and demonstration program. Individuals with developmental disabilities who are eligible for services through the Division may also be eligible for services through the Arizona Long Term Care System. The Division of Developmental Disabilities coordinates services and resources through six district offices and approximately 52 local offices in various communities throughout the state. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 16,312.3 16,625.4 0.0 0.0 3,257.9 Other Non Appropriated Funds 32,358.1 24,532.2 29,727.2 Program Total 48,670.4 41,157.6 51,434.5 FTE Positions 322.7 322.7 364.7 Other Appropriated Funds ‹ Goal 1 18,449.4 To enhance the supports and services available to consumers. Performance Measures Number of families/individuals using Page 102 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 194 224 257 Department of Economic Security cooperatives, microboards, or support brokerage models Number of consumers interviewed by peers regarding in-home supports ‹ Goal 2 62 75 84 To increase the number of therapists serving consumers with developmental disabilities. Subprogram Summary DEA 2.3 CASE MANAGEMENT - STATE ONLY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of occupational therapists 251 264 277 Number of physical therapists 219 230 241 Mission: Number of speech therapists 314 330 347 To coordinate services and supports in a timely manner for eligible individuals with developmental disabilities and their families to promote attainment of maximum potential for independence, productivity, and integration into the community. Performance Measures Subprogram Summary DEA 2.2 CASE MANAGEMENT - TITLE XIX A.R.S. 36-554 Alcira Angulo, Strategic Planning Description: Phone: (602) 542-0213 Case management services coordinate services and supports for Long-Term Care and state only eligible individuals and their families. A.R.S. 36-554 Funding and FTE Summary: (Thousands) Mission: To coordinate services and supports in a timely manner for eligible individuals with developmental disabilities and their families to promote attainment of maximum potential for independence, productivity, and integration into the community. Description: Case management services coordinate services and supports for Long Term Care and state only eligible individuals and their families. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 13,261.3 14,419.2 15,872.8 0.0 0.0 0.0 Other Non Appropriated Funds 32,740.3 28,090.6 30,927.3 Program Total 46,001.6 42,509.8 46,800.1 FTE Positions 761.5 821.5 892.5 Other Appropriated Funds ‹ Goal 1 To increase opportunities for individuals and their families to have control over decisions and resources. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 65 NA 65 Number of individuals/families who choose contracted case management services 724 766 804 Number of consumers participating in the Fiscal Intermediary Program 2,484 2,500 2,515 Performance Measures Percent of individuals/families who choose where they (or their family member) live (Survey conducted every two years) ‹ Goal 2 To provide quality case management services for all eligible consumers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of consumer satisfaction with case management services (Title XIX only) 99 99 99 Percent of individuals/families who choose the case manager (Survey conducted every two years) 59 NA 64 19,700 20,882 22,135 Performance Measures Average number of consumers with developmental disabilities served Department of Economic Security FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 4,531.1 4,496.0 0.0 0.0 0.0 Other Non Appropriated Funds 4,287.9 4,311.0 4,311.0 Program Total 8,819.0 8,807.0 13,143.8 FTE Positions 125.6 125.6 197.6 Other Appropriated Funds ‹ Goal 1 8,832.8 To increase opportunities for individuals and their families to have control over decisions and resources. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of individuals/families who choose contracted case management services 599 599 600 Number of consumers participating in the Fiscal Intermediary Program 62 62 62 Performance Measures ‹ Goal 2 To promote quality case management services for all eligible consumers. Performance Measures Average number of consumers with developmental disabilities served DEA 2.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,770 9,068 9,340 Subprogram Summary HOME AND COMMUNITY BASED SERVICES - TITLE XIX Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-552 Mission: To effectively meet the needs of eligible individuals with developmental disabilities and their families, in the least restrictive home- and communitybased settings, using the principles of family support and self-determination to promote independence and inclusion within the community. Description: This program consists of home- and community-based services including, but not limited to, respite, habilitation, therapies, and attendant care delivered in the consumer’s home and community. All dollars are presented in thousands (not FTE). Page 103 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Subprogram Summary DEA 2.5 HOME AND COMMUNITY BASED SERVICES - STATE ONLY 203,268.9 207,289.9 245,306.0 0.0 0.0 0.0 Other Non Appropriated Funds 565,284.0 401,608.9 485,518.0 Alcira Angulo, Strategic Planning Phone: (605) 542-0213 Program Total 768,552.9 608,898.8 730,824.0 A.R.S. 36-552 FTE Positions 99.2 99.2 103.2 Other Appropriated Funds ‹ Goal 1 To provide home- and community-based services that support the majority of consumers in their family or own home. Performance Measures Percentage of child and adult consumers with a developmental disability that live in their family or own home ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 84 84 84 To increase consumer satisfaction with home- and community-based services and supports. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of consumers living at home who are satisfied with services and supports (Survey conducted every two years) 64 NA 66 Percent of families of children under 18 who are satisfied with services and supports (Survey conducted every two years) NA Percent of families or individuals for people over 18, who do not live at home with family, who are satisfied with services and supports (Survey conducted every two years) NA Performance Measures ‹ Goal 3 Mission: To effectively meet the needs of eligible individuals with developmental disabilities and their families, in the least restrictive home- and communitybased settings, using the principles of family support and self determination to promote independence and inclusion within the community. Description: This program consists of home- and community-based services, including, but not limited to, respite, habilitation, therapies, and attendant care delivered in the consumer’s home and community. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 73 NA NA To maintain the number of children returned to a family or relative home or placed in adopted settings. 35,849.4 0.0 848.1 848.1 1,413.9 1,095.3 1,095.3 Program Total 35,865.2 37,792.8 40,424.0 FTE Positions 48.4 48.4 48.4 ‹ Goal 1 Performance Measures Percentage of child and adult consumers with a developmental disability who live in their family or own home FY 2009 Estimate FY 2010 Estimate 338 350 361 Number of foster children returned to family or relative home 10 15 15 Number of foster children adopted 26 28 28 Performance Measures Percent of children returned to family or relative home or adopted 11 11 11 Total number of foster children with permanency plans Total number of foster children with permanency plans ‹ Goal 4 To increase consumers' economic prosperity and selfsufficiency by placing adult consumers in community employment opportunities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,163 6,195 7,372 Percentage of eligible adult consumers placed in community employment 15 18 22 Consumer satisfaction rating with Employment Services program (scale 1 to 5) NA Performance Measures Number of adult consumers eligible for employment services Page 104 ‹ Goal 2 4.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98.6 98.6 98.6 To maintain the number of children returned to a family or relative home or placed in adoptive settings. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 240 260 280 Number of foster children returned to family or relative home 11 15 15 Number of foster children adopted 56 56 58 Percent of children returned to family or relative home or adopted 28 30 30 ‹ Goal 3 To increase economic prosperity and self-sufficiency of adult consumers by providing community employment opportunities. Performance Measures 4.5 38,480.6 To provide home- and community-based services that support the majority of consumers in their family or own home. FY 2008 Actual Performance Measures FY 2010 Estimate 34,451.3 Other Appropriated Funds Other Non Appropriated Funds 48 FY 2009 Estimate Number of adult consumers eligible for employment services Percentage of eligible adult consumers placed in community employment All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 421 421 425 63 63 63 Department of Economic Security Funding and FTE Summary: (Thousands) Subprogram Summary DEA 2.6 INSTITUTIONAL SERVICES - TITLE XIX General Funds Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-552 Mission: To provide services and supports to eligible individuals with developmental disabilities that will promote home- and community-based placement whenever appropriate. This program consists of state and privately operated intermediate care facilities for the mentally retarded (ICF/MR) and nursing facilities. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 4,486.4 5,167.6 5,167.6 0.0 0.0 0.0 Other Non Appropriated Funds 17,561.0 9,990.8 9,990.8 Program Total 22,047.4 15,158.4 15,158.4 FTE Positions 77.7 77.7 77.7 Other Appropriated Funds ‹ Goal 1 To place individuals with developmental disabilities transitioning from nursing facility settings into home- and community-based settings as indicated by the pre-admission screening and annual resident review process. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81 67 67 100 100 100 Number of consumers screened Percent of identified individuals moved within 30 days of notification ‹ Goal 2 To reduce or maintain the number of people placed in institutional settings. Performance Measures 294.9 294.9 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 153.7 294.9 294.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Performance Measures 1 1 A.R.S. 36-2939 Mission: To provide cost-effective, quality medical services that enable Arizona Long Term Care System (ALTCS) eligible individuals with developmental disabilities to achieve and maintain optimal health and well-being. Description: The program provides medical care and services for Long Term Careeligible individuals including hospital care; physician, pharmacy, laboratory, and rehabilitation services; durable medical equipment; and Early and Periodic Screening Diagnosis and Treatment and other medical services, and care, and supports. Funding and FTE Summary: (Thousands) General Funds 40 Other Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 38,585.1 46,098.4 0.0 0.0 0.0 97,001.8 89,003.2 89,710.7 Program Total 135,586.9 135,101.6 136,171.5 FTE Positions 36.7 36.7 45.7 Other Non Appropriated Funds 55 1 Phone: (602) 542-0213 40 55 FY 2010 Estimate MEDICAL SERVICES Alcira Angulo, Strategic Planning 40 Number of consumers at skilled nursing facilities FY 2009 Estimate Subprogram Summary DEA 2.8 40 40 FY 2008 Actual Number of consumers screened FY 2010 Estimate 40 46,460.8 55 Subprogram Summary DEA 2.7 To place individuals with developmental disabilities transitioning from nursing facility settings into home- and community-based settings as indicated by the pre-admission screening and annual resident review process. FY 2009 Estimate Number of consumers in private ICF/MR FY 2010 Estimate 153.7 FY 2008 Actual Number of consumers at Phoenix ICF/MR FY 2009 Estimate Other Appropriated Funds Description: Funding and FTE Summary: (Thousands) FY 2008 Actual INSTITUTIONAL SERVICES - STATE ONLY ‹ Goal 1 To provide cost effective, quality health care. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of consumers satisfied with care received from their primary care physician (Data will be available in the next Master List submittal) - - - Number of consumers that have an advance health-care directive (Data will be available in the next Master List submittal) - - - Alcira Angulo, Strategic Planning Performance Measures Phone: (602) 542-0213 A.R.S. 36-552 Mission: To provide services and supports to eligible individuals with developmental disabilities that will promote home- and community-based placement whenever appropriate. Description: This program consists of state and privately operated intermediate care facilities for the mentally retarded (ICF/MR) and nursing facilities. Department of Economic Security All dollars are presented in thousands (not FTE). Page 105 ‹ Goal 1 Subprogram Summary DEA 2.9 ATP-COOLIDGE - TITLE XIX To provide quality residential services in the Arizona Training Program at Coolidge. Performance Measures Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 15 15 Number of individuals served through the Senior Companion Program A.R.S. 36-2939 Subprogram Summary DEA 2.11 Mission: STATE-FUNDED LONG TERM CARE To provide active treatment, residential care, supervision, and services to eligible individuals to promote home and community placements whenever possible and appropriate. Description: The Arizona Training Program at Coolidge is an Intermediate Care Facility for the Mentally Retarded (ICF/MR) consisting of certified residential facilities that provide active treatment and other services in accordance with federal and state regulations. Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Laws 2007, Chapter 255, Section 28 Mission: To effectively meet the needs of Long Term Care-eligible individuals with developmental disabilities. Description: Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 5,690.7 5,762.3 5,947.4 0.0 0.0 0.0 Other Non Appropriated Funds 15,876.9 11,256.5 11,617.8 Program Total 21,567.6 17,018.8 17,565.2 FTE Positions 417.4 417.4 422.4 Other Appropriated Funds This funding provides non-Title XIX services to Long Term Care-eligible consumers. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds ‹ Goal 1 To provide quality residential services in the Arizona Training Program at Coolidge. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of individuals living in Intermediate Care Facilities for the Mentally Retarded at the Arizona Training Program at Coolidge 97 89 85 Number of individuals living in stateoperated group homes at the Arizona Training Program at Coolidge 28 28 28 Total number of consumers living at Arizona Training Program at Coolidge 125 118 113 Average cost per member year at the Arizona Training Program at Coolidge (in dollars) 141,123 140,153 140,153 Performance Measures DEA 2.10 FY 2009 Estimate FY 2010 Estimate 2,921.7 762.9 762.9 22,064.5 25,620.4 25,620.4 0.0 0.0 0.0 Program Total 24,986.2 26,383.3 26,383.3 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide state funded services to Long Term Care-eligible consumers. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,227 3,517 3,517 Number of Long Term Care-eligible consumers that receive state-funded room and board to live in communitybased homes Subprogram Summary DEA 2.12 DENTAL PILOT Alcira Angulo, Strategic Planning Subprogram Summary Phone: (602) 542-0213 ATP-COOLIDGE - STATE ONLY Alcira Angulo, Strategic Planning Laws 2006, Chapter 350, Section 24 Phone: (602) 542-0213 Mission: A.R.S. 36-2939 To improve access to dental services for adults enrolled in the Division of Developmental Disabilities. Mission: To provide active treatment, residential care, supervision, and services to eligible individuals to promote home and community placements whenever possible and appropriate. Description: The Arizona Training Program at Coolidge is an Intermediate Care Facility for the Mentally Retarded (ICF/MR) consisting of certified residential facilities that provide active treatment and other services in accordance with federal and state regulations. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 77.5 566.4 566.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 77.5 566.4 566.4 FTE Positions 12.0 12.0 12.0 Description: The Division contracted with A.T. Sill University's Arizona School of Dentistry and Oral Health in Mesa to provide dental services. The original appropriation, which designated the funding as one-time, lapsed as of June 30, 2008. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 508.6 0.0 0.0 Program Total 508.6 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 0.0 To provide dental services to adult consumers that qualify for Title XIX. Performance Measures Number of consumers referred to the Page 106 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 297 0 0 Department of Economic Security dental program Number of consumers approved to receive dental services 414 0 0 Number of consumers who received funded transportation services 44 0 0 CHILDREN'S AUTISM INTENSIVE BEHAVIORAL TREATMENT SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Subprogram Summary DEA 2.13 Subprogram Summary DEA 2.15 A.R.S. 36-574 AUTISM TRAINING AND OVERSIGHT Alcira Angulo, Strategic Planning Mission: Phone: (602) 542-0213 To effectively meet the needs of children who have or are at risk for autism. A.R.S. 36-574 Description: Mission: To enhance the quality of intensive behavioral training for providers of children with autism. Description: Provides training and oversight of habilitation workers utilizing intensive behavioral treatment for children with or at risk of developing autism. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 119.0 200.0 200.0 Other Non Appropriated Funds 103.3 0.0 0.0 Program Total 222.3 200.0 200.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To provide training in intensive behavioral treatment to habilitation workers that serve children with autism. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 369 0 0 Number of habilitation workers that received training and certification to provide services to children with autism This program provides interventions using individualized curricula based on the principles of applied behavior analysis. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 1,800.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,800.0 0.0 0.0 Program Total 1,800.0 1,800.0 1,800.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 1,800.0 To promote social, language, and positive behavioral development. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of families satisfied with applied behavioral analysis services. (New measure FY 2008) Subprogram Summary DEA 2.16 CHILDREN'S AUTISM INTENSIVE EARLY INTERVENTION SERVICES FOR TODDLERS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Subprogram Summary DEA 2.14 A.R.S. 36-574 MEDICARE CLAWBACK PAYMENTS Mission: Alcira Angulo, Strategic Planning Phone: (602) 542-0213 To effectively meet the needs of children who have or are at risk for autism. Laws 2007, Chapter 255, Section 28 Description: This program provides early intervention services to children who have or are at risk for autism. Mission: To provide Medicare clawback funds as required by federal law under the Medicare Modernization Act. Description: FY 2008 Actual General Funds The Medicare clawback payment budget provides for payments to Medicare, as required by the Medicare Modernization Act (MMA). The health plan medical costs are reconciled on actual claims data rather than on accrued audited financial statements. A data warehouse has been developed to house claims data and to facilitate the production of standard reporting. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,184.4 2,206.6 2,206.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,184.4 2,206.6 2,206.6 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 205.3 500.0 500.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 205.3 500.0 500.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To provide intensive early intervention services to children who have or are at risk for autism. Performance Measures Percent of families satisfied with preschool services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 79.5 80 80 To effectively coordinate medical benefits for consumers that are dually eligible for Medicaid and Medicare. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,107 4,353 4,614 Number of dually eligible consumers Department of Economic Security All dollars are presented in thousands (not FTE). Page 107 Subprogram Summary DEA 2.17 Program Summary DEA 3.0 ARIZONA EARLY INTERVENTION PROGRAM BENEFITS AND MEDICAL ELIGIBILITY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 PL 108-446 A.R.S. 41-1954 Mission: Mission: To enhance the capacity of families to support the infants and toddlers with delays or disabilities to thrive in their homes and communities. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: Description: As defined in Section 631 of Public Law 108-446, the Individuals with Disabilities Education Act (IDEA) Part C, Infant and Toddlers with Disabilities, Congress finds that there is an urgent and substantial need to (1) enhance the development of infants and toddlers with disabilities and to minimize their potential for developmental delay, and to recognize the significant brain development that occurs during a child’s first three years of life; (2) to reduce the educational cost to our society, including our nation's schools, by minimizing the need for special education and related services after infants and toddlers with disabilities reach school age; (3) to maximize the potential for individuals with disabilities to live independently in society; (4) to enhance the capacity of families to meet the special needs of their infants and toddlers with disabilities; and (5) to enhance the capacity of state and local agencies and service providers to identify, evaluate, and meet the needs of all children, particularly minority, low-income, inner-city, and rural children, and infants and toddlers in foster care. It is, therefore, the policy of the United States to provide financial assistance to States to (1) develop and implement a statewide, comprehensive, coordinated, multidisciplinary, interagency system that provides early intervention services for infants and toddlers with disabilities and their families; (2) to facilitate the coordination of payment for early intervention services from federal, state, local, and private sources (including public and private insurance coverage); (3) to enhance state capacity to provide quality early intervention services and expand and improve existing early intervention services being provided to infants and toddlers with disabilities and their families; and (4) to encourage states to expand opportunities for children under three years of age who would be at risk of having substantial developmental delay if they did not receive early intervention services. The Division of Benefits and Medical Eligibility administers programs in the following areas: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 3,500.0 3,500.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 3,500.0 3,500.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To improve the family-centered model for Arizona's children birth to age three who have developmental delays and their families. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of counties that have participated in and completed the AzEIP on-site monitoring process 15 NA NA Number of counties that have demonstrated improved compliance and performance as documented through the AzEIP general supervision and monitoring system NA Performance Measures Page 108 The Family Assistance Administration (FAA) provides support to field staff by providing leadership, oversight, policy and procedures, training, system support, financial and purchasing control, human resources, and management information. FAA programs ensure conformity with federal and state laws in the Food Stamps, Cash Assistance under Temporary Assistance for Needy Families (TANF), General Assistance, and Tuberculosis Control programs; coordinate eligibility determination for Medical Assistance Only programs; and provide child passenger restraint seats. The Office of Program Evaluation (OPE) evaluates and monitors eligibility for the following programs: Cash Assistance, Food Stamps, General Assistance, and specialized areas within the Arizona Health Care Cost Containment System (AHCCCS) through the application of approved quality control and performance measurements. OPE performs a management evaluation function by reviewing local office processes to determine Food Stamps and Cash Assistance program accuracy and compliance with state and federal mandates. The Disability Determination Services Administration (DDSA) adjudicates Social Security Disability Insurance (SSDI) and Supplemental Security Income (SSI) benefit claims from Social Security offices in Arizona. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 Benefits and Medical Eligibility Operations Disability Determination Services Administration TANF Cash Benefits Tribal Pass-Through Funding General Assistance Tuberculosis Control Payments Food Stamps Benefits Child Passenger Restraint Eligibility System Upgrade Document Management Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 125,658.2 82,456.2 57,263.3 111,021.2 57,809.7 961,218.5 994,995.8 1,006,142.6 Program Total 1,144,140.0 1,188,473.2 1,207,124.4 FTE Positions 3,925.0 4,010.6 4,181.3 Other Appropriated Funds Other Non Appropriated Funds 8 FY 2008 Actual 143,172.1 10 All dollars are presented in thousands (not FTE). Department of Economic Security FY 2008 Actual Performance Measures Subprogram Summary DEA 3.1 Medical Assistance timeliness rate BENEFITS AND MEDICAL ELIGIBILITY OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. FY 2010 Estimate 94.0 95.0 95.0 Medical Assistance case accuracy rate (*federal fiscal year) * 97.0 97.0 State focus offices accuracy rates (*federal fiscal year) * 95 95 100 99 99 Total dollar amount of federal food stamp differences in sub-sample reviews (*federal fiscal year) * 430 430 Number of invalid negative reviews per year (*federal fiscal year) * 3 3 Percent of reviews completed timely (95 days) A.R.S. 41-1954 FY 2009 Estimate Description: The Division of Benefits and Medical Eligibility administers programs in the following areas: The Family Assistance Administration (FAA) provides support to field staff by providing leadership, oversight, policy and procedures, training, system support, financial and purchasing control, human resources, and management information. FAA programs ensure conformity with federal and state laws in the Food Stamps, Cash Assistance under Temporary Assistance for Needy Families (TANF), General Assistance, and Tuberculosis Control programs; coordinate eligibility determination for Medical Assistance Only programs; and provide child passenger restraint seats. The Office of Program Evaluation (OPE) evaluates and monitors eligibility for the following programs: Cash Assistance, Food Stamps, General Assistance, and specialized areas within the Arizona Health Care Cost Containment System (AHCCCS) through the application of approved quality control and performance measurements. OPE performs a management evaluation function by reviewing local office processes to determine Food Stamps and Cash Assistance program accuracy and compliance with state and federal mandates. The Disability Determination Services Administration (DDSA) adjudicates Social Security Disability Insurance (SSDI) and Supplemental Security Income (SSI) benefit claims from Social Security offices in Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 34,339.8 Other Appropriated Funds Other Non Appropriated Funds 31,188.4 FY 2010 Estimate DISABILITY DETERMINATION SERVICES ADMINISTRATION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 46-251 Mission: To provide timely and accurate disability determinations for the people we serve. Description: The Disability Determination Services Administration (DDSA) adjudicates Social Security Disability Insurance (SSDI) and Supplemental Security Income (SSI) benefit claims from Social Security offices in Arizona. Federal statutes and regulations require the states to administer the disability documentation and decision-making process for claimants who are residents. DDSA operates under federal statutes and regulations that require states to make SSDI and SSI disability determinations for their residents. The Social Security Administration (SSA) funds 100 percent of the program cost and mandates specific program guidelines and performance standards. In addition, DDSA reviews and determines entitlements for all referred initial and continuing Arizona Long Term Care System claims. The applicant's potential for vocational rehabilitation is considered, with referrals made as appropriate. DDSA measures are reported on federal fiscal year. 36,794.3 Funding and FTE Summary: (Thousands) 26,256.0 28,044.5 General Funds 0.0 0.0 171,673.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 28,572.9 27,026.6 27,026.6 Program Total 28,572.9 27,026.6 27,026.6 FTE Positions 221.1 221.3 221.3 217,971.0 236,512.2 3,702.3 3,771.3 3,942.0 To attract, develop, and retain qualified employees and improve job satisfaction. ‹ Goal 1 FY 2009 Estimate FY 2010 Estimate Percent of staff satisfied with Family Assistance Administration 88.1 88 88 Performance Measures Percent of employees satisfied with Office of Program Evaluation - 94 94 Percent of Family Assistance Administration staff turnover as reported by Arizona Department of Administration - 19.5 19.5 To improve customer service and accessibility. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 922,060 960,602 986,797 Percent of clients satisfied with Family Assistance Administration 88.1 88.0 88.0 Percent of customers satisfied with Office of Program Evaluation 99.7 98 98 100 97 97 Number of recipients receiving medical assistance for which DES determines eligibility per month Percent of stakeholders satisfied with Office of Program Evaluation ‹ Goal 3 To increase Family Assistance Administration efficiency and accountability. Department of Economic Security 0.0 To improve Disability Determination Services Administration performance. FY 2008 Actual Performance Measures FY 2010 Estimate 160,526.6 223,578.7 ‹ Goal 2 FY 2009 Estimate 23,279.3 FTE Positions Performance Measures FY 2008 Actual 165,959.6 Program Total ‹ Goal 1 Subprogram Summary DEA 3.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of correct cases (*federal fiscal year) * 95.9 95.9 Average Social Security Disability Insurance initial case processing time (days) (*federal fiscal year) * 98.5 98.5 Average Supplemental Security Income initial case processing time (days) (*federal fiscal year) * 98.5 98.5 ‹ Goal 2 To improve customer satisfaction. Performance Measures Customer satisfaction rating (Scale 15) (*federal fiscal year) ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 4.5 4.5 To increase the effectiveness of relationships with business partners. Performance Measures Number of rural vendors (*federal fiscal year) All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 150 150 Page 109 ‹ Goal 4 To increase job satisfaction. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 80.0 80.0 Percent of job satisfaction (*federal fiscal year) 96.0 Percent of total TANF Cash Assistance payments issued accurately 94.7 95.0 95.0 Subprogram Summary Phone: (602) 542-0213 Phone: (602) 542-0213 A.R.S. 46-134 A.R.S. 41-1954; 46-291 Mission: Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: Description: Cash Assistance (CA) under Temporary Assistance for Needy Families (TANF) provides for financial benefit payments to those individuals who meet the eligibility criteria. The CA Program operates under the Welfare Reform Demonstration Project EMPOWER (Employing and Moving People Off Welfare and Encouraging Responsibility). EMPOWER provides temporary Cash Assistance to families who are seeking employment or completing an education or training program that enables them to move into the work force and leave the welfare system. The major provisions of EMPOWER include: time limited assistance - household receiving CA benefits can only receive CA for 60 months unless they are eligible for a hardship extension; family benefit cap - CA benefits will not be increased for additional children; unwed minor parents - eligibility of unwed minor parents is limited; individual development account - Allowing an educational/training savings account that will not count against the CA or Food Stamp resource limits; and Transitional Medical Assistance - extending benefits from 12 to 24 months. In addition to the EMPOWER provisions, the CA Program includes a grant diversion option. The diversion option offers a one-time up-front payment to needy CA applicants who are likely to obtain immediate employment. The one-time diversion payment may eliminate the applicant's need for ongoing CA assistance. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 84,969.3 43,922.8 98,129.2 Other Appropriated Funds 33,984.0 79,297.2 24,297.2 1,515.2 0.0 0.0 Program Total 120,468.5 123,220.0 122,426.4 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds To increase the Family Assistance Administration's efficiency and accountability. Performance Measures Number of cases diverted from TANF FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,663 1,663 1,663 Average number of TANF Cash Assistance recipients 80,221 82,408 83,735 Average cash benefits caseload (unduplicated) 37,030 37,832 38,652 Average TANF Cash Assistance benefits adult caseload (non-child only cases) 19,578 20,002 20,435 Percentage of change in TANF Cash Assistance benefits adult caseload (non-child-only cases) -2.7 +2.7 +2.16 Average length of stay in months in current Cash Assistance (adult caseload, non-child-only cases) 9.4 10.0 10.0 Percentage of TANF recipients who leave due to employment and do not return for at least six months 79.2 80.0 80.0 Number of kinship cases who receive Cash Assistance 9,388 9,000 9,000 28.4 28.4 28.4 Average length of stay in months in current Cash Assistance (kinship cases) Page 110 96.0 TRIBAL PASS-THROUGH FUNDING Alcira Angulo, Strategic Planning TANF CASH BENEFITS Alcira Angulo, Strategic Planning ‹ Goal 1 96.0 DEA 3.4 Subprogram Summary DEA 3.3 Percent of TANF Cash Assistance issued timely Tribal Pass-Through Funding provides financial assistance to Native American tribes who elect to operate their own Temporary Assistance for Needy Families (TANF) programs by providing cash assistance for eligible households to help them become self-sufficient through increased educational and employment opportunities and supportive services while maintaining tribal values. In addition to monies received from this passthrough, these tribes independently receive TANF block grant monies from the federal government. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 3,859.9 4,288.7 5,192.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 3,859.9 4,288.7 5,192.3 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To provide financial assistance to tribes who operate their own TANF program. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6 6 6 Number of tribes operating their own TANF program Subprogram Summary DEA 3.5 GENERAL ASSISTANCE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 46-231 Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: This 100 percent state-funded program provides financial assistance to individuals who are unemployable because of physical or mental disability which was verified by a physician when the client applied for SSI/SSA benefits. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,979.9 2,060.8 0.0 0.0 0.0 88.1 0.0 0.0 Program Total 2,068.0 2,060.8 2,060.8 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 2,060.8 To increase the Family Assistance Administration's efficiency All dollars are presented in thousands (not FTE). Department of Economic Security and accountability. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 90.4 92.0 92.0 General Assistance timeliness rate Average monthly number of FS recipients ‹ Goal 2 95.8 95.5 95.5 600,549 683,136 734,419 To improve customer service and accessibility. Performance Measures Subprogram Summary DEA 3.6 Percent of total food stamp payments issued accurately FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 67.9 68.0 68.0 Percent of persons in poverty receiving Food Stamps TUBERCULOSIS CONTROL PAYMENTS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Subprogram Summary DEA 3.8 A.R.S. 36-716 Mission: CHILD PASSENGER RESTRAINT Alcira Angulo, Strategic Planning To promote the safety, well-being, and self-sufficiency of children, adults, and families. A.R.S. 28-907 Phone: (602) 542-0213 Description: Mission: This program provides financial assistance and support services to persons certified unemployable because of communicable tuberculosis. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 14.8 32.2 32.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 14.8 32.2 32.2 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2008 Actual Tuberculosis Control timeliness rate FY 2009 Estimate 90.9 92.0 The program provides car seats for distribution to requesting hospitals, health clinics, domestic violence shelters, and homeless shelters for loan to indigent applicants. Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 180.7 206.5 206.5 FY 2010 Estimate Program Total 180.7 206.5 206.5 92.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Subprogram Summary DEA 3.7 FY 2008 Actual General Funds To increase the Family Assistance Administration's efficiency and accountability. Performance Measures Description: FOOD STAMPS BENEFITS Alcira Angulo, Strategic Planning To disburse the Child Passenger Restraint Fund monies on purchasing and distributing child restraints seats. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Car seats purchased and distributed Phone: (602) 542-0213 0.0 5,198 3,157 3,157 Cost per car seat 37.6 37.6 37.6 DEA 3.9 Subprogram Summary A.R.S. 41-1954 Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: Food Stamps (FS) provide low-income households increased foodpurchasing power, enabling them to obtain a more adequate nutritional diet. This is a federal program regulated by the U.S. Department of Agriculture (USDA). The state administers the distribution of Food Stamps through electronic benefit transfers (EBT). Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 FY 2010 Estimate 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 764,722.6 803,211.8 803,211.8 Program Total 764,722.6 803,211.8 803,211.8 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To increase the Family Assistance Administration's efficiency and accountability. Performance Measures FY 2008 Actual FY 2009 Estimate Laws 2007, Chapter 255, Section 28 Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: The Arizona Systems Replacement Project (ASRP) provides for a five-year project (2008-2012) for information technology (IT) upgrades to replace the current case management/eligibility determination system used for Jobs case management, Medicaid, Food Stamps, Cash Assistance, General Assistance, Child Care Assistance and other public assistance programs. This includes equipment, internal IT support, and contracted programming and system development. The ASRP replaces the AZTECS, JAS, and AZCCATS systems with one Web-based system which integrates a rulesdriven eligibility and case management IT support system with one set of client data and consolidated enabling technologies. FY 2010 Estimate FS timeliness rate 96.0 96.5 96.5 Mean number of days to process initial food stamp applications 17.9 19.6 19.6 Department of Economic Security ELIGIBILITY SYSTEM UPGRADE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 All dollars are presented in thousands (not FTE). Page 111 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 963.3 963.3 Other Appropriated Funds 0.0 5,468.0 5,468.0 Other Non Appropriated Funds 170.9 4,024.3 4,024.3 Program Total 170.9 10,455.6 10,455.6 FTE Positions 0.0 18.0 18.0 ‹ Goal 1 To implement the eligibility system upgrade by FY 2012. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Develop requirements for systems redesign Done Done Done Develop and issue the Advance Planning Document (APD) Done Done Done Prepare and issue the request for proposal Done Done Done Performance Measures Subprogram Summary DEA 3.10 DOCUMENT MANAGEMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Laws 2007, Chapter 255, Section 28 Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: This program provides a statewide document imaging and barcoding system for Family Assistance Administration (FAA) local office documents. Document management is a multi-year project that will expand an existing pilot program in Maricopa County statewide. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 494.5 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 8.5 0.0 0.0 Program Total 503.0 0.0 0.0 FTE Positions 1.6 0.0 0.0 ‹ Goal 1 CHILD SUPPORT ENFORCEMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954: Laws 1994, Ch 374 Mission: To provide effective and fair child support services. Description: This program provides intake services, locates absent parents, establishes paternity, and establishes the legal obligation to pay child support and provide medical support in local and interstate cases. The program enforces child support obligations and medical support through various administrative and judicial remedies. Child support services are provided to custodial persons who receive Cash Assistance, Arizona Health Care Cost Containment System (AHCCCS) medical assistance services, foster care assistance, as well as to any other custodial or non-custodial person who applies. These services are provided pursuant to Title IV-D of the Social Security Act. Services in ten counties are provided by the Department of Economic Security's Division of Child Support Enforcement (DCSE), in conjunction with the Attorney General's Office. DCSE contracts with a private vendor to provide services in one county and has intergovernmental agreements with County Attorneys to provide services in four counties. The program also provides payment processing services statewide for all cases, Title IV-D and non-Title IV-D. This Program Contains the following Subprograms: 4 4 4 4 Child Support Enforcement Operations Genetic Testing County Participation CSE Attorney General Legal Services Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 940.5 1,009.9 2,978.4 3,810.6 3,810.6 Other Non Appropriated Funds 12,485.1 12,286.1 14,086.1 Program Total 16,404.0 17,106.6 18,906.6 FTE Positions 145.0 148.0 148.0 Other Appropriated Funds 1,009.9 To develop and implement a statewide document imaging and barcoding system for FAA local office documents. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of FAA offices imaged in Maricopa County Done Done Done Percent of balance of FAA offices imaged statewide 73 100 Done Performance Measures Page 112 Program Summary DEA 4.0 All dollars are presented in thousands (not FTE). Department of Economic Security Subprogram Summary DEA 4.1 CHILD SUPPORT ENFORCEMENT OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 To provide effective and fair child support services. Description: This program provides intake services, locates absent parents, establishes paternity, and establishes the legal obligation to pay child support and provide medical support in local and interstate cases. The program enforces child support obligations and medical support through various administrative and judicial remedies. Child support services are provided to custodial persons who receive Cash Assistance, Arizona Health Care Cost Containment System (AHCCCS) medical assistance services, foster care assistance, as well as to any other custodial or non-custodial person who applies. These services are provided pursuant to Title IV-D of the Social Security Act. Services in ten counties are provided by the Department of Economic Security's Division of Child Support Enforcement (DCSE), in conjunction with the Attorney General's Office. DCSE contracts with a private vendor to provide services in one county and has intergovernmental agreements with County Attorneys to provide services in four counties. The program also provides payment processing services statewide for all cases, Title IV-D and non-Title IV-D. To increase IV-D child support collections. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of IV-D cases 211,958 214,078 216,218 Number of court ordered IV-D cases 166,720 168,387 170,071 Number of IV-D cases with payments in the state fiscal year 112,708 113,835 114,973 Total IV-D collections (millions) 350.2 360.7 371.5 Percentage of change in IV-D collections from prior fiscal year 4.2 3.0 3.0 ‹ Goal 2 To improve the cost-effectiveness ratio. FY 2009 Estimate FY 2010 Estimate IV-D dollars collected for each IV-D dollar expended (cost-effectiveness ratio) 4.2 4.5 4.6 Percentage of change in IV-D dollars collected for each IV-D dollar expended from prior fiscal year -3.7 8.3 0.9 ‹ Goal 3 To sustain the number of paternity establishments for children who were born out of wedlock. Performance Measures FY 2008 Actual Percentage of the IV-D caseload in the paternity function FY 2009 Estimate FY 2010 Estimate 11.3 11.2 11.1 Number of children in the IV-D caseload requiring paternity establishment 28,758 28,758 28,758 Number of children for whom paternity was established in the IV-D caseload 14,165 14,165 14,448 Total number of children for whom paternity was established including those established in the Hospital Based Paternity Program 50,921 51,430 51,945 Percentage of IV-D children in the paternity function for whom paternity was established during the year ‹ Goal 4 44.3 49.3 30.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 160,878 162,487 164,112 75.9 75.9 75.9 112,708 113,835 114,973 2.2 1.0 1.0 Percentage of Title IV-D caseload with a Title IV-D payment 53.2 53.2 53.2 Percentage of Title IV-D court ordered cases with a payment during the year 67.6 67.6 67.6 Ratio of current IV-D child support collected and distributed to current IV-D support due 50.9 52.4 53.9 1.5 1.5 1.5 Percentage of Title IV-D caseload in a Title IV-D enforcement function (excludes collection cases that represent paying cases with no arrears) Number of Title IV-D cases with payments in the state fiscal year Percentage of change in Title IV-D cases with a IV-D payment from prior fiscal year Percentage of change in ratio of current Title IV-D support collected and distributed from prior fiscal year Subprogram Summary DEA 4.2 GENETIC TESTING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; Laws 1994, Ch 374 Mission: To provide funding to cover the cost of genetic testing services required to establish potential paternities. Description: FY 2008 Actual Performance Measures 35.9 To increase compliance with court orders. Number of Title IV-D cases in the enforcement function (excludes collection cases which represent paying cases with no arrears) Mission: Performance Measures ‹ Goal 5 31.4 Performance Measures A.R.S. 41-1954; Laws 1994, Ch 374 ‹ Goal 1 Percentage of cases in the establishment function for which orders were established during the year 50.2 Genetic testing is a small part in the overall process of establishing paternities. Some cases require DNA testing of the biological mother and child to the alleged father. The result can potentially end with paternity established allowing a child support order to be pursued. Genetic testing is performed by vendors secured under the state procurement process. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 122.4 122.4 0.0 0.0 0.0 Other Non Appropriated Funds 158.5 237.6 237.6 Program Total 280.9 360.0 360.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 122.4 To pay for genetic testing in a timely manner. Performance Measures Number of genetic tests performed FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,146 6,146 6,146 Number of invoices received 229 229 229 Number of invoices paid within 30 days of receipt 229 229 229 Percent of invoices paid on time 100 100 100 To increase the number of court-ordered IV-D cases. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of court ordered IV-D cases 166,720 168,387 170,071 Number of IV-D cases 211,958 214,078 216,218 78.6 78.6 78.6 Ratio of court ordered cases (in percent) Department of Economic Security All dollars are presented in thousands (not FTE). Page 113 Subprogram Summary DEA 4.3 Subprogram Summary DEA 4.4 COUNTY PARTICIPATION CSE ATTORNEY GENERAL LEGAL SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; Laws 1994, Ch 374 A.R.S. 41-191 Mission: Mission: To ensure that the participating County Attorney-operated child support offices provide effective and fair child support services. To provide the Department of Economic Security (DES) with high-quality and timely legal advice and representation to promote the safety, economic self-sufficiency, and well-being of children, adults, and families. Description: The Division of Child Support Enforcement has intergovernmental agreements with four participating County Attorneys to provide multiple services to custodial persons who receive Cash Assistance, Arizona Health Care Cost Containment System (AHCCCS) medical assistance services, foster care assistance, as well as any other custodial or noncustodial person who applies for child support services. All measures shown are based on a federal fiscal year. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Description: The Attorney General Child and Family Protection Division/Child Support Enforcement Section (CSE) represents DES's Division of Child Support Enforcement (DCSE). This includes establishing paternity and obtaining and enforcing support orders. The section also represents DCSE in appeals and class-action litigation, and it provides general legal advice. CSE provides representation in 10 counties. NOTE: Goals and performance measures for this program are included in the Master List for the Attorney General, AGA 1.4, Child and Family Protection Division. 818.1 887.5 887.5 Other Appropriated Funds 2,425.1 2,426.5 2,426.5 Other Non Appropriated Funds 6,171.9 6,587.4 6,587.4 Funding and FTE Summary: (Thousands) Program Total 9,415.1 9,901.4 9,901.4 General Funds FTE Positions 145.0 148.0 148.0 ‹ Goal 1 To provide Child Support services at a comparable rate of growth to the State run program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Ratio of children born out of wedlock with paternity established during the federal fiscal year 110.9 95 95 Percent of change in the paternity establishment ratio from prior federal fiscal year 2 0 0 Ratio of open cases with support orders established during the federal fiscal year 79.4 80.4 81.4 Percent of change in the ratio of cases with support orders established during the federal fiscal year 1.0 1.0 1.0 Ratio of current IV-D Child Support collected and distributed to current IV-D support due during the federal fiscal year 50.9 52.4 53.9 Percent of change in ratio of current IV-D support collected and distributed from prior federal fiscal year 1.5 1.5 1.5 Ratio of cases with arrears due paying arrearages during the federal fiscal year 58.3 59.7 61.3 1.4 1.5 1.5 Performance Measures Percentage of change in ratio of cases paying arrearages from prior federal fiscal year Page 114 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 553.3 1,384.1 1,384.1 Other Non Appropriated Funds 6,154.7 5,461.1 7,261.1 Program Total 6,708.0 6,845.2 8,645.2 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) Program Summary DEA 5.0 AGING AND COMMUNITY SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 Mission: To support and enhance the ability of at-risk and older adults to meet their needs to the maximum of their ability, choice, and benefit. To assist refugees in Arizona with attaining social and economic self-sufficiency and well-being. To provide leadership by establishing partnerships and building community networks that deliver premiere human services to vulnerable, atrisk populations. To assist vulnerable families that are at high risk of child welfare involvement and long-term Cash Assistance dependency and identify and address their issues and barriers to achieving self-sufficiency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 34,344.9 36,347.4 40,942.8 Other Appropriated Funds 15,101.8 16,142.7 16,142.7 Other Non Appropriated Funds 66,951.8 65,954.1 63,655.9 Program Total 116,398.5 118,444.2 120,741.4 FTE Positions 284.2 314.2 314.2 Subprogram Summary DEA 5.1 AGING AND COMMUNITY SERVICES OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 Description: Mission: The Division of Aging and Adult Services administers a statewide program of advocacy, social services, and programs to serve at-risk and older adults. Emphasis in the delivery of services is placed on at-risk and older adults with the greatest social and economic needs. Aging and adult services include investigative and protective services, case management, home care (housekeeper, home health aide, personal care, and home nursing), home repair/adaptation/renovation, transportation, the State Health Insurance Assistance Program, the Family Caregiver Support Program, the Long-Term Care Ombudsman, legal assistance, congregate meals, home-delivered meals, socialization/recreation, counseling, subsidized employment, volunteer opportunities and training, and adult day care. To support and enhance the ability of at-risk and older adults to meet their needs to the maximum of their ability, choice, and benefit. To assist refugees in Arizona with attaining social and economic self-sufficiency and well-being. To provide leadership by establishing partnerships and building community networks that deliver premiere human services to vulnerable, atrisk populations. To assist vulnerable families that are at high risk of child welfare involvement and long-term Cash Assistance dependency and identify and address their issues and barriers to achieving self-sufficiency. The Arizona Refugee Resettlement Program (RRP) supports and advances successful resettlement of refugees, individuals forced to flee their home countries due to persecution, war, and human rights violations through the coordination of public and private resources that best enable them to be firmly established on the path to success and well-being. The Office of Community Partnerships and Innovative Practices (CPIP) addresses urgent, short-term basic needs, and strategies for long-term solutions by providing direct services and utilizing comprehensive networks and partnerships. The goal of CPIP is to establish and provide vision and leadership at all levels that result in effective responses to identified needs for our vulnerable populations. The Family Connections Program serves families on a voluntary basis who are identified by other programs in the Department such as Child Protective Services (CPS), schools, community agencies, self-referral, shelters, law enforcement, and other resources. Family Connections teams provide a rapid response to families to address crisis situations and, once stability is achieved, to outline problems and issues that have contributed to their instability, ultimately assisting to develop their capacity to more effectively deal with and resolve future problems. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 Aging and Community Services Operations Adult Services Community and Emergency Services Coordinated Hunger Coordinated Homeless Domestic Violence Prevention Community-Based Marriage and Communication Skills Program Fund Deposit Refugee Resettlement Program Permanent Guardianship Subsidy Lifespan Respite Care Description: The Division of Aging and Adult Services administers a statewide program of advocacy, social services, and programs to serve at-risk and older adults. Emphasis in the delivery of services is placed on at-risk and older adults with the greatest social and economic needs. Aging and adult services include investigative and protective services, case management, home care (housekeeper, home health aide, personal care, and home nursing), home repair/adaptation/renovation, transportation, the State Health Insurance Assistance Program, the Family Caregiver Support Program, the Long-Term Care Ombudsman, legal assistance, congregate meals, home-delivered meals, socialization/recreation, counseling, subsidized employment, volunteer opportunities and training, and adult day care. The Arizona Refugee Resettlement Program (RRP) supports and advances successful resettlement of refugees, individuals forced to flee their home countries due to persecution, war, and human rights violations through the coordination of public and private resources that best enable them to be firmly established on the path to success and well-being. The Office of Community Partnerships and Innovative Practices (CPIP) addresses urgent, short-term basic needs, and strategies for long-term solutions by providing direct services and utilizing comprehensive networks and partnerships. The goal of CPIP is to establish and provide vision and leadership at all levels that result in effective responses to identified needs for our vulnerable populations. The Family Connections Program serves families on a voluntary basis who are identified by other programs in the Department such as Child Protective Services (CPS), schools, community agencies, self-referral, shelters, law enforcement, and other resources. Family Connections teams provide a rapid response to families to address crisis situations and, once stability is achieved, to outline problems and issues that have contributed to their instability, ultimately assisting to develop their capacity to more effectively deal with and resolve future problems. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 6,822.4 6,573.0 218.6 247.6 247.6 8,243.2 7,893.6 8,065.6 Program Total 15,284.2 14,714.2 15,181.6 FTE Positions 273.2 303.2 303.2 Other Appropriated Funds Other Non Appropriated Funds Department of Economic Security FY 2008 Actual All dollars are presented in thousands (not FTE). 6,868.4 Page 115 ‹ Goal 1 To increase communication and collaboration within the Department and with other stakeholders, including consumer families, other agencies, and the broader community in order to identify and test anti-poverty strategies with real families in real situations and refine the strategies to make them most effective. Proven strategies are incorporated into appropriate parts of the agency to become part of the way the Department does business. Performance Measures Number of Community Network Teams Number of service integration activities that engage family members in improving local outcomes ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18 22 30 106 110 115 To assist Family Connections families in conducting a selfassessment of family needs utilizing various techniques to identify issues, i.e. Family Eco Map, Self-Sufficiency Matrix, or other tools, and encourage the family to develop their case plan including goals and target dates for achieving goals. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of families receiving a telephonic and/or in-person response on the same day to identify the crisis and determine the response plan 90 90 90 Percent of families who voluntarily participate in a discovery meeting to identify family issues and problems and develop a case plan within two weeks of the initial contact 95 95 95 Percent of families that complete the Self-Sufficiency Matrix 95 Performance Measures ‹ Goal 3 98 98 To strengthen and support kinship placements in order to provide safe and economically secure homes for children. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Family Connections kinship referrals who are connected with state and community resources 95 95 95 Percent of Family Connections kinship providers who are assisted with the completion of the legal guardianship or foster care licensing process 95 95 95 Performance Measures ‹ Goal 4 To enhance administrative and contract management procedures to improve the quality of services provided to customers. Performance Measures Average Division of Aging and Adult Services provider satisfaction rate (Based on a scale of 1-5.) ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.8 3.9 4.0 To improve the effectiveness and efficiency of the Office of Community Partnerships and Innovative Practices Performance Measures Percent of invoices processed within 10 business days FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88 90 90 Subprogram Summary DEA 5.2 ADULT SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 46-191 Mission: To further develop and provide a continuum of services designed to meet the needs of older or at-risk adults so they may retain independence and autonomy; to provide statewide leadership in the areas of planning, developing, and coordinating a comprehensive system of protection and advocacy programs that assist disabled and vulnerable elders to exercise their rights and choices promised by law; and to empower economically disadvantaged persons aged 55 or older with job opportunities in training programs or stipend volunteer programs to enhance the participants' quality of life. Description: The system of home- and community-based services includes services that assist disabled adults and the elderly to live as independently as possible in their homes and community. Services provided include home care, home delivered meals, transportation, adult day health care, respite, home repair, and case management. Services are also available for family caregivers and grandparents raising grandchildren. Adult Protective Services accepts and evaluates reports of abuse, neglect, and exploitation of vulnerable and incapacitated adults and offers appropriate services. Elder Rights, as part of Title VII of the Older Americans Act, includes four major components under state leadership. These components are Elder Abuse Prevention, Legal Services Assistance, the State Long-Term Care Ombudsman, and the State Health Insurance Assistance Program. Elder Rights is an advocacy program that incorporates all services, support, and protection to assist vulnerable adults in understanding their rights, maintaining and exercising control over decision making, and benefiting from services and benefits promised by law. The Older Workers Program consists of two programs. The first is the Senior Community Service Employment Program (SCSEP), also known as Title V of the Older Americans Act, which provides subsidized job training to older workers 55 years of age and older who are at or below 125 percent of the federal poverty levels. The purpose of Title V is to train workers to enable them to move to unsubsidized employment in the public and private sectors. The second is the Foster Grandparent Program, which provides stipends and travel expenses to volunteers 60 years of age and older who are at or below poverty guidelines to work with children with special needs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 16,772.0 18,977.7 0.0 0.0 0.0 Other Non Appropriated Funds 28,021.6 26,539.9 25,539.9 Program Total 44,793.6 45,517.6 44,517.6 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 Percent of survey respondents indicating provision of home- and community-based services avoided premature institutionalization (active cases) (biannual survey) ‹ Goal 2 18,977.7 To improve the ability of the home- and community-based services system to ensure that clients are retaining independence through the provision of services in the least restrictive environment and based upon the client's choice. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91 NA 92 To provide caregiver support services aimed at meeting the needs of the family caregiver. Performance Measures Page 116 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Department of Economic Security services to low-income households throughout the State of Arizona. services ‹ Goal 3 To improve the Adult Protective Services investigation process. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Adult Protective Services investigation percentage rate ‹ Goal 4 To enhance Medicare beneficiaries' knowledge and understanding of their benefits, health care coverage, and options. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,246 3,862 4,570 Estimated dollars saved by Arizona beneficiaries (in thousands of dollars) ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 89 91 Percent of verified complaints resolved to the resident's satisfaction ‹ Goal 6 To improve the provision of legal services assistance for vulnerable adults in Arizona. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97 98 99 Percent of client satisfaction with legal services ‹ Goal 7 To improve the economic self-sufficiency of eligible workers aged 55 and over by moving them toward self-sufficiency through training and employment opportunities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 31 40 40 Percent of participants in the older workers program transitioned from subsidized to unsubsidized positions ‹ Goal 8 To improve the quality of life of low-income persons aged 60 and over while providing meaningful intergenerational contact with special needs children. Performance Measures FY 2009 Estimate FY 2010 Estimate 3,384 3,385 3,385 Number of households receiving financial assistance for paying home energy bills 28,164 28,000 28,000 Number of households participating in utility or telephone discount programs 78,160 78,500 78,500 Number of households receiving financial assistance in paying rent and mortgage to prevent eviction COORDINATED HUNGER Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 41-1981; PL 97-35; Title VI Mission: To implement effective policies, services, programs, and partnerships that address food security in Arizona. Description: The Coordinated Hunger Program provides a focal point for addressing hunger issues in Arizona and promoting food security. The program coordinates with various federal, state, and local organizations that provide food assistance to the hungry and contracts with various hunger organizations to leverage federal and state resources. Funding and FTE Summary: (Thousands) General Funds 1,514.6 376.2 500.0 1,514.6 500.0 Other Non Appropriated Funds 1,256.2 1,248.9 1,248.9 FY 2010 Estimate Program Total 3,113.4 3,263.5 3,263.5 96 97 98 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Number of Hunger Advisory Council meetings held Phone: (602) 542-0213 ‹ Goal 2 A.R.S. 41-1954; 46-241; PL 97-35; Title VI Mission: To assist Community Action Agencies in addressing the causes of poverty, pursue community revitalization, and assist low-income people to become more self-sufficient. Description: This program funds Community Action Agencies both for services that assist with short-term basic needs and to develop responses to poverty. Areas addressed by agencies include issues associated with energy assistance and homeless prevention. FY 2008 Actual General Funds To facilitate the resolution of critical hunger issues identified by customers and stakeholders, relative to the Coordinated Hunger Program. Performance Measures Alcira Angulo, Strategic Planning 0.0 FY 2009 Estimate 0.0 FY 2010 Estimate 0.0 5,336.8 5,424.9 5,424.9 Other Non Appropriated Funds 16,856.8 16,426.6 15,907.0 Program Total 22,193.6 21,851.5 21,331.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2010 Estimate FY 2009 Estimate COMMUNITY AND EMERGENCY SERVICES Other Appropriated Funds FY 2009 Estimate 1,481.0 Other Appropriated Funds Subprogram Summary Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2008 Actual Percent of respondents indicating satisfaction with the Foster Grandparent program DEA 5.3 Subprogram Summary DEA 5.4 To improve residents of long-term care facilities knowledge and understanding of their rights. Performance Measures FY 2008 Actual Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11 10 10 To administer The Emergency Food Assistance Program (TEFAP) that provides commodities from the United States Department of Agriculture (USDA) for low-income households and congregate meals through contracts with regional food bank warehouses and a statewide food bank organization. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8.0 8.0 8.0 Average number of households served quarterly with TEFAP 195,000 195,000 195,000 Average number of congregate meals served quarterly with TEFAP 988,000 900,000 900,000 Performance Measures Number of Temporary Emergency Food Assistance Program (TEFAP) pounds distributed (in millions of pounds) ‹ Goal 3 To more effectively distribute food resources among counties in Arizona. Performance Measures Total pounds of food distributed by Department contracted food banks from all food sources (millions of pounds) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 79 125 125 To ensure the provision of emergency and utility assistance Department of Economic Security All dollars are presented in thousands (not FTE). Page 117 Subprogram Summary DEA 5.5 Subprogram Summary DEA 5.6 COORDINATED HOMELESS DOMESTIC VIOLENCE PREVENTION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; PL 100-77; PL 100-628 A.R.S. 36-3001 Mission: Mission: To work toward preventing and ending homelessness for homeless individuals and families and those at risk of homelessness throughout the state. To provide safety and services to the victims of domestic violence and their children and to improve the comprehensive Domestic Violence Program in Arizona. Description: Description: The Coordinated Homeless Program is responsible for staffing the Interagency and Community Council on Homelessness, co-chaired by the DES Director and Department of Housing Director and for the development and implementation of the State Plan to End Homelessness. Additional areas of responsibility include administration of over 35 homeless shelter and supportive services contracts, implementation of the Statewide Program Evaluation Project, data collection and analysis, and support for and participation in local homeless planning activities. The Domestic Violence Program provides contractual funding for shelter and supportive services for victims of domestic violence and their children utilizing a statewide network of private nonprofit shelter facilities including safe houses. Technical assistance is provided to the domestic violence network members in collaboration with a statewide coalition against domestic violence. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 1,141.3 1,155.4 1,155.4 Other Appropriated Funds 1,484.9 1,649.5 1,649.5 Other Non Appropriated Funds 1,631.0 2,451.9 2,451.9 Program Total 4,257.2 5,256.8 5,256.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To assess the needs and characteristics of homeless individuals and families on an annual basis Performance Measures Surveys completed ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 1 1 To develop and fund needed services for homeless individuals and families through a variety of strategies. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Individuals receiving emergency shelter 13,659 13,750 13,750 Individuals receiving transitional housing 1,623 1,700 1,700 Performance Measures ‹ Goal 3 To staff the development of and provide leadership to implement the State Plan to End Homelessness, which will focus on increased access to mainstream resources, integration of services, rapid re-housing, and permanent supportive housing for homeless individuals and families. Performance Measures State Plan to End Homelessness developed and implemented Page 118 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Yes Yes Yes Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 7,127.0 7,626.7 Other Appropriated Funds 7,685.3 8,320.7 8,320.7 877.8 1,625.3 1,625.3 Program Total 15,690.1 17,572.7 20,872.7 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 10,926.7 To assist the community in meeting the needs of victims of domestic violence and their children. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11,332 11,000 11,500 525 550 550 Number of victims assisted in selfhelp clinics 2,243 3,200 3,200 Number of victims provided with civil legal assistance 5,538 4,000 4,000 Number of victims provided with lay legal advocacy 1,642 2,000 2,000 Performance Measures Number of women and children sheltered in emergency shelters Number of unduplicated women and children sheltered in transitional housing ‹ Goal 2 To partner with the shelter providers to improve the accessibility and quality of the domestic violence service network. Performance Measures Average cost to operate an emergency shelter - annualized and based on 21 beds All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 600,000 750,000 800,000 Department of Economic Security Funding and FTE Summary: (Thousands) Subprogram Summary DEA 5.7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate COMMUNITY-BASED MARRIAGE AND COMMUNICATION SKILLS PROGRAM FUND DEPOSIT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 8,949.9 8,817.3 8,817.3 A.R.S. 41-2031; 41-2032 Program Total 8,949.9 8,817.3 8,817.3 FTE Positions 10.0 10.0 10.0 Mission: To reduce the divorce rate in Arizona by providing skills training and education for individuals and couples who wish to be better prepared for marriage or who wish to establish and sustain a healthy marriage. Healthy marriages will result in better outcomes and a more stable society. ‹ Goal 1 0.0 To promote refugee social and economic self-sufficiency and well-being. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 354* 1,000 1,000 Number of refugees receiving refugee cash assistance Description: Explaination: Contractors provide marriage and communication skills workshops that promote healthy marriages and strong two-parent families. The workshops are designed to improve communication and relationship skills for couples who are planning to marry or who are already married. The courses include negotiation skills to help couples resolve common relationship problems. Number of refugees placed in employment 783 800 800 Average hourly salary of refugees placed in employment 7.8 7.8 7.8 Percent of refugee medical assistance program eligibility determinations made within 48 hours of receipt of a complete application 100 100 100 Number of eligible refugees receiving medical assistance 3,370 3,000 3,000 Number of older refugees who obtain U.S. citizenship 46 50 50 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 950.0 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,115.3 950.6 0.0 Program Total 2,065.3 950.6 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To provide marriage and communication skills workshops. FY 2008 Actual Performance Measures Number of workshop participants FY 2009 Estimate FY 2010 Estimate 1,812 0 0 Percentage of persons who register for workshops who attend the first session 95 0 0 Percentage of participants who start workshops who complete the workshops 99 0 0 Accuracy rate in eligibility determinations for the voucher program 98 0 0 Percentage of participants served who are eligible for the Voucher program 92 0 0 Explaination: DEA 5.8 *July 1, 2007 - Jan 31, 2008. Feb 1-May 31, 2008 data not available Subprogram Summary DEA 5.9 PERMANENT GUARDIANSHIP SUBSIDY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 8-814; Mission: To assist and support grandparents as they transition into their role of raising grandchildren for whom they are responsible. Description: This program no longer funded in FY 2009 Subprogram Summary REFUGEE RESETTLEMENT PROGRAM The Grandparent Kinship Care Support Service allows payments of the following expenses if the kinship caregiver is the child’s grandparent: (1) clothing and personal allowances not to exceed $75 per child per month; (2) upon submission of written receipts for each purchase, one-time transitional assistance not to exceed $300 per child to help cover the cost of additional beds and furniture and other necessary expenses related to transitioning the child into the grandparents home. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Alcira Angulo, Strategic Planning Phone: (602) 542-0213 General Funds 51.2 500.0 500.0 Other Appropriated Funds 0.0 0.0 0.0 PL 96-212 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 51.2 500.0 500.0 FTE Positions 1.0 1.0 1.0 Mission: To assist refugees in Arizona with attaining social and economic selfsufficiency and well-being. Description: The Arizona Refugee Resettlement Program (RRP) supports and advances successful resettlement of refugees, individuals forced to flee their home countries due to persecution, war, and human rights violations, through the coordination of public and private resources that best enable them to be firmly established on the path to success and well-being. RRP partners with a wide array of organizations, including local Voluntary Agencies (VOLAGs) and Mutual Assistance Associations (MAAs), to coordinate and provide core employment and case management services that promote self-sufficiency and integration, such as housing, school enrollment, cultural orientations, employment orientations, benefits applications, and ongoing adjustment services. Department of Economic Security ‹ Goal 1 To enhance the ability of grandparents to provide a stable environment for their grandchildren during the time of transition. Performance Measures Number of grandparents receiving subsidy All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 875 875 875 Page 119 Subprogram Summary DEA 5.10 Program Summary DEA 6.0 CHILDREN, YOUTH AND FAMILIES LIFESPAN RESPITE CARE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 46-171 A.R.S. 41-1954; 8-800 Mission: Mission: To coordinate respite care services for family caregivers who are not eligible for other publicly funded respite care programs. To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. Description: Description: The Lifespan Respite Care Program establishes a respite program for primary caregivers of individuals who do not currently qualify for other publicly funded respite services. The program will coordinate with other respite services, support the growth and maintenance of a statewide respite coalition, conduct a study on the need for respite care throughout the lifespan of individuals, identify local training resources for respite care providers, link families with respite care providers and other types of respite caregiver consultant, and create an evaluation tool for recipients of respite care to ensure quality of care. The Division of Children, Youth and Families (Division) provides services to children and families, which includes the following: prevention, family support and preservation, substance abuse treatment, Child Services, out-ofhome care, adoptions, permanent guardianship, independent living, health care services, and other child welfare programs. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 1,000.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 1,000.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To preserve the family unit and support family stability through the coordination of respite care services. Performance Measures Number of caregivers served FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 110 110 The Division serves as the state-administered child welfare services agency, and is divided into three administrations: Child Welfare Administration (CWA), Finance and Business Operations Administration (FBOA), and Comprehensive Medical and Dental Program (CMDP). Arizona’s 15 counties are divided into six regions, which are referred to as districts. District 1 (Maricopa County) and District 2 (Pima County) are the urban districts, while Districts 3 through 6 are the rural districts, although some rural counties are growing rapidly. Each district provides directly or through contracts with community providers: investigation of Child Protective Services (CPS) reports, case management, in-home services, out-of-home services, contracted support services, permanency planning, and foster and adoptive home recruitment, study and supervision. The Statewide Child Abuse Hotline is centralized for the receiving and screening of incoming communications regarding alleged child abuse and neglect. Incoming communications are centrally screened to determine if the communication meets the definition and criteria of a CPS report. Report information is triaged to determine risk of harm to the child, and to establish a response timeframe. Reports are investigated by child protective services specialists or referred to other jurisdictions (such as tribal jurisdictions) for action. Finance and Business Office Operations provide oversight of district functions; policy and program development, including analysis of state and federal legislation; management of the Child Welfare Training Institute (CWTI) for initial in-service staff training, ongoing/advanced staff training, and out-service and education programs; management of the Comprehensive Medical and Dental Program (CMDP) that provides dental and health care services for children in out-of-home care; oversight of programs including: Healthy Families Arizona, Promoting Safe and Stable Families, Arizona Families F.I.R.S.T., Adoption Subsidy, Subsidized Guardianship, Independent Living Programs including Chafee, Child Abuse Prevention and Treatment Act, Foster and Adoptive Home Recruitment, Study and Supervision, the Interstate Compact on the Placement of Children, and the Title IV-E Demonstration Project on Expedited Reunification; oversight of statewide practice improvement, including case record reviews, data and trend analysis, the federal Child and Family Services Review process, continuous quality improvement processes, new practice improvement initiatives, and implementation of Family to Family strategies; oversight of strategic planning, including development and implementation of the federal Child and Family Services Plan; management of the appeals process for proposed substantiated CPS reports; management of family advocacy and high profile cases; management of business operations, including finance, budget, contracts, payment operations, and the Division’s case management and payment processing automated system; and management of data, data analysis, report preparation, and the Division’s data dashboard. Page 120 All dollars are presented in thousands (not FTE). Department of Economic Security This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 CHILDREN, YOUTH AND FAMILIES OPERATIONS Children Support Services CPS Emergency Placement Alcira Angulo, Strategic Planning Phone: (602) 542-0213 CPS Residential Placement A.R.S. 41-1954; 8-800 Foster Care Placement Education and Training Vouchers Healthy Families Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. Family Builders Program Intensive Family Services Child Abuse Prevention Description: The Division of Children, Youth and Families (Division) provides services to children and families, which includes the following: prevention, family support and preservation, substance abuse treatment, Child Services, out-ofhome care, adoptions, permanent guardianship, independent living, health care services, and other child welfare programs. Homeless Youth Intervention Comprehensive Medical and Dental Program Residential Drug Treatment Joint Substance Abuse – AZ Families (FIRST) Permanent Guardianship Subsidy The Division serves as the state-administered child welfare services agency, and is divided into three administrations: Child Welfare Administration (CWA), Finance and Business Operations Administration (FBOA), and Comprehensive Medical and Dental Program (CMDP). Adoption Services Adoption Services - Family Preservation Projects CPS Appeals CYF Attorney General Legal Services Adoption Services - Tutoring Independent Living Maintenance Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Subprogram Summary DEA 6.1 Children, Youth and Families Operations FY 2008 Actual 206,333.7 FY 2009 Estimate 206,755.6 FY 2010 Estimate 261,039.2 95,760.6 123,107.7 112,909.6 Other Non Appropriated Funds 210,493.4 192,075.0 213,073.9 Program Total 512,587.7 521,938.3 587,022.7 FTE Positions 2,211.1 2,338.1 2,494.1 Arizona’s 15 counties are divided into six regions, which are referred to as districts. District 1 (Maricopa County) and District 2 (Pima County) are the urban districts, while Districts 3 through 6 are the rural districts, although some rural counties are growing rapidly. Each district provides directly or through contracts with community providers: investigation of Child Protective Services (CPS) reports, case management, in-home services, out-of-home services, contracted support services, permanency planning, and foster and adoptive home recruitment, study and supervision. The Statewide Child Abuse Hotline is centralized for the receiving and screening of incoming communications regarding alleged child abuse and neglect. Incoming communications are centrally screened to determine if the communication meets the definition and criteria of a CPS report. Report information is triaged to determine risk of harm to the child, and to establish a response timeframe. Reports are investigated by child protective services specialists or referred to other jurisdictions (such as tribal jurisdictions) for action. Finance and Business Office Operations provide oversight of district functions; policy and program development, including analysis of state and federal legislation; management of the Child Welfare Training Institute (CWTI) for initial in-service staff training, ongoing/advanced staff training, and out-service and education programs; management of the Comprehensive Medical and Dental Program (CMDP) that provides dental and health care services for children in out-of-home care; oversight of programs including: Healthy Families Arizona, Promoting Safe and Stable Families, Arizona Families F.I.R.S.T., Adoption Subsidy, Subsidized Guardianship, Independent Living Programs including Chafee, Child Abuse Prevention and Treatment Act, Foster and Adoptive Home Recruitment, Study and Supervision, the Interstate Compact on the Placement of Children, and the Title IV-E Demonstration Project on Expedited Reunification; oversight of statewide practice improvement, including case record reviews, data and trend analysis, the federal Child and Family Services Review process, continuous quality improvement processes, new practice improvement initiatives, and implementation of Family to Family strategies; oversight of strategic planning, including development and implementation of the federal Child and Family Services Plan; management of the appeals process for proposed substantiated CPS reports; management of family advocacy and high profile cases; management of business operations, including finance, budget, contracts, payment operations, and the Division’s case management and payment processing automated system; and management of data, data analysis, report preparation, and the Division’s data dashboard. Department of Economic Security All dollars are presented in thousands (not FTE). Page 121 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 61,372.9 60,687.0 71,849.8 Other Appropriated Funds 27,978.6 36,773.8 38,321.9 Other Non Appropriated Funds 47,767.4 37,922.1 41,575.6 Program Total 137,118.9 135,382.9 151,747.3 FTE Positions 2,002.6 2,129.6 2,261.6 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of newly hired Child Protective Services (CPS) Specialists completing training within seven months of hire 100 100 100 Percent of CPS complaints reviewed by the Office of the Citizens Aide where allegations are reported as valid by the Ombudsman 13 13 13 Number of CPS reports received (Data will be available in the next Master List submittal) - 34,981 34,981 Child protective services response rate (percent) 100 100 100 Percent of child protective service reports that are substantiated * 8.0 8.0 Number of substantiated reports of child maltreatment * 2,800 2,800 Number of substantiated CPS reports of child maltreatment per 1,000 children * 4.6 4.6 <1 <1 <1 Performance Measures Percent of CPS original dependency cases where the court denied or dismissed the dependency Explaination: ‹ Goal 2 *federal fiscal year To improve employee satisfaction, retention, and recruitment. Performance Measures Employee satisfaction rating for employees in the Division of Children, Youth and Families FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.3 3.0 3.0 Subprogram Summary DEA 6.2 CHILDREN SUPPORT SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-802; 8-701; 8-521 Mission: To strengthen, stabilize, and promote safety of families through the provision of a continuum of family-centered in-home services that are comprehensive, coordinated, community-based, accessible, and culturally responsive. (In-Home Children Services Program and Family Support and Family Preservation Program) Description: The In-Home Children Services Program focuses on families where unresolved problems have produced visible signs of existing or imminent child abuse, neglect, or dependency, and the home situation presents actual and potential risk to the physical or emotional well-being of a child. In-home children services seek to prevent further dependency or child abuse and neglect through provision of social services to stabilize family life and preserve the family unit. These services, including voluntary services without court involvement and court-ordered in-home intervention, are available statewide, although the actual design of services varies by district. Services include parent aide, parenting skills training, counseling, self-help, and contracted case management. Families may also receive referrals for services provided by other Divisions within the Department or other state agencies, including behavioral health services and other community resources. Contracted services provided are available statewide. This integrated services model includes two service levels, intensive and moderate, which are provided based upon the needs of the child and family. The model is provided through collaborative partnerships between CPS, community social service agencies, family support programs, and other community and faithbased organizations. The Division uses in-home service units to support delivery of integrated services and other in-home supports. Cases served include voluntary foster care, in-home court intervention, in-home dependency, integrated services, and other in-home support cases. Districts 1, 2, 3, and 6 have specialized inhome service units and Districts 4 and 5 have in-home services specialists. The Family Support and Family Preservation Program provides communitybased family support and preservation services, which are not limited to Child Protective Services cases, to improve the safety and well-being of families, enhance family functioning, foster a sense of self-reliance, reduce risk factors, and stabilize families. A broad array of services are provided including, but not limited to, case management, assistance in securing child care, early intervention, food and nutrition, information and referral, mentoring, parenting skills training, peer self-help, supportive counseling, transportation, emergency services, and intensive family preservation services. Service providers are required to form collaborative partnerships with other agencies for the provision of family-centered services. Services provided are contingent upon the needs of the family and the community resources, and are voluntary. Family Support and Family Preservation outcomes are evaluated and reported on a federal fiscal year. In the Young Adult Program and the Transitional Independent Living Program, youth and Division staff work together to establish youth-centered case plans that include services and supports to assist each youth to reach his or her full potential while transitioning to adulthood and maintain safe, stable, long-term living arrangements and relationships with persons committed to their support and nurturance. State policy requires an individualized independent living case plan for every youth age 16 and older in out-of-home care, regardless of his or her permanency goal. Life skills assessments and services are provided to ensure each youth acquires the skills and resources necessary to live independently of the foster care system at age 18. Page 122 All dollars are presented in thousands (not FTE). Department of Economic Security Youth who do not have a goal of reunification, adoption, or guardianship are assisted to establish another planned permanent living arrangement through participation in services, opportunities, and activities through the Arizona Young Adult Program, which is Arizona’s State Chafee Program. The Arizona Young Adult Program provides training and financial assistance to children in out-of-home care who are expected to make the transition from adolescence to adulthood while in foster care. Youth served under the Arizona Young Adult Program are currently in out-of-home care, in the custody of the Department. State statute allows youth to continue to receive Division services and supports to age 21 through voluntary foster care services and/or the Transitional Independent Living Program. Young adults served under the Transitional Independent Living Program are former foster youth, ages 18 through 20, who were in out-of-home care and in the custody of the Department while age 16, 17, or 18. This program provides job training, skill development, and financial and other assistance to former foster youth, to complement their efforts toward becoming self-sufficient. The Young Adult Transitional Insurance Program (YATI) serves young adults who reached the age of 18 while in out-of-home care and who may be eligible for medical services through the YATI Program, which was implemented in fiscal year 2000. YATI is a Medicaid program operated by AHCCCS. All foster youth who are Medicaid eligible are pre-enrolled into an AHCCCS plan as they turn 18 years of age. This program provides continuous health coverage until the age of 21, regardless of income. Approximately 200 additional youth who reached the age of 18 while in foster care during the last year will benefit from this program. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 40,803.3 45,403.3 63,137.5 Other Appropriated Funds 21,508.0 30,679.1 18,932.9 Other Non Appropriated Funds 19,807.4 17,090.9 17,978.4 Program Total 82,118.7 93,173.3 100,048.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To enhance the ability of parents being served by Child Protective Services to create safe, stable, and nurturing home environments by providing cost-effective services that promote the safety of all family members. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,509 5,600 5,700 Number of families receiving in-home services (point in time 6/30) ‹ Goal 2 To enhance parents' ability to create stable and nurturing home environments and to enhance children's health and development. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of families served by Family Support and Family Preservation program (*federal fiscal year) * 7,233 7,233 Percent of Family Support and Family Preservation participants not having subsequent substantiated CPS report (*federal fiscal year) * 99 99 Percent of all Family Support and Family Preservation families, regardless of service provided, who reported an improvement in parental competence (*federal fiscal year) * 85 85 Percent of Family Support and Family Preservation families who reported they were satisfied with the program (*federal fiscal year) * 96 96 Percent of Family Support and Family Preservation families who received parenting skills training who reported an improvement in parental competence (*federal fiscal year) * Percent of Family Support and Family Preservation families who showed a positive change on at least one presenting issue (*federal fiscal year) * Performance Measures Department of Economic Security 91 78 91 78 Average participant satisfaction with the Family Centered Practice Conference (Scale 1-5) ‹ Goal 3 4.2 4.4 4.4 To assist young adults to achieve self-sufficiency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Young Adult Program participants (*federal fiscal year) * 1,300 1,300 Number of Young Adult Independent Living Subsidy participants (*federal fiscal year) * 420 430 Percent of Transitional Independent Living (TIL) participants who have graduated from high school or received a General Equivalency Diploma (*federal fiscal year) * 40 45 Percent of TIL participants who are employed or participating in postsecondary education or training at the time of discharge (*federal fiscal year) * 60 65 Performance Measures DEA 6.3 Subprogram Summary CPS EMERGENCY PLACEMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-514 Mission: To provide permanence, stability, and continuity of care in safe homes that meet the needs of children who enter out-of-home care. Services include, but are not limited to, case management, permanency planning, provision of out-of-home care, and other out-of-home support services to individuals or families. Description: Out-of-home placement services are available statewide for children who are unable to remain in their homes due to immediate safety concerns or impending and unmanageable risk of maltreatment. Placement services promote safety, permanency, and child and family well-being through supervision and monitoring of children in out-of-home placement, and support of the out-of-home caregiver’s ability to meet the child’s needs. State policy requires a complete individual placement needs assessment for every child who requires out-of-home care, and that the Division whenever possible: place children in the least restrictive placement available, consistent with the needs of the child; place children in close proximity to the parents’ home and within the child's own school district; seek adult relatives or adults with whom the child has a significant relationship to meet the placement needs of the child in out-of-home care; place siblings together unless there is documented evidence that placement together is detrimental to one of the children; and place children with caregivers who can communicate in the child's language. Placement types include placement in: emergency shelters, kinship homes, foster homes, adoptive homes, group homes, residential treatment centers, and independent living subsidy arrangements. Goals and performance measures for this program are contained in the Foster Care Placement program, DEA 6.5, as only aggregate data for out-ofhome children services is available. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 2,180.1 2,180.1 4,029.1 Other Appropriated Funds 2,978.2 3,006.4 3,006.4 Other Non Appropriated Funds 4,963.9 2,792.7 3,788.4 Program Total 10,122.2 7,979.2 10,823.9 FTE Positions 0.0 0.0 0.0 All dollars are presented in thousands (not FTE). Page 123 Subprogram Summary DEA 6.4 Subprogram Summary DEA 6.5 FOSTER CARE PLACEMENT CPS RESIDENTIAL PLACEMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-514 A.R.S. 8-514 Mission: Mission: To provide permanence, stability, and continuity of care in safe homes that meet the needs of children who enter out-of-home care. Services include, but are not limited to, case management, permanency planning, provision of out-of-home care, and other out-of-home support services to individuals or families. To provide permanence, stability, and continuity of care in safe homes that meet the needs of children who enter out-of-home care. Services include, but are not limited to, case management, permanency planning, provision of out-of-home here, and other out-of-home support services to individuals or families. Description: Description: Out-of-home placement services are available statewide for children who are unable to remain in their homes due to immediate safety concerns or impending and unmanageable risk of maltreatment. Placement services promote safety, permanency, and child and family well-being through supervision and monitoring of children in out-of-home placement, and support of the out-of-home caregiver’s ability to meet the child’s needs. State policy requires a complete individual placement needs assessment for every child who requires out-of-home care, and that the Division whenever possible: place children in the least restrictive placement available, consistent with the needs of the child; place children in close proximity to the parents’ home and within the child's own school district; seek adult relatives or adults with whom the child has a significant relationship to meet the placement needs of the child in out-of-home care; place siblings together unless there is documented evidence that placement together is detrimental to one of the children; and place children with caregivers who can communicate in the child's language. Out-of-home placement services are available statewide for children who are unable to remain in their homes due to immediate safety concerns or impending and unmanageable risk of maltreatment. Placement services promote safety, permanency, and child and family well-being through supervision and monitoring of children in out-of-home placement, and support of the out-of-home caregiver’s ability to meet the child’s needs. State policy requires a complete individual placement needs assessment for every child who requires out-of-home care, and that the Division whenever possible: place children in the least restrictive placement available, consistent with the needs of the child; place children in close proximity to the parents’ home and within the child's own school district; seek adult relatives or adults with whom the child has a significant relationship to meet the placement needs of the child in out-of-home care; place siblings together unless there is documented evidence that placement together is detrimental to one of the children; and place children with caregivers who can communicate in the child's language. Placement types include placement in: emergency shelters, kinship homes, foster homes, adoptive homes, group homes, residential treatment centers, and independent living subsidy arrangements. Placement types include placement in: emergency shelters, kinship homes, foster homes, adoptive homes, group homes, residential treatment centers, and independent living subsidy arrangements. Goals and performance measures for this program are contained in the Foster Care Placement program, DEA 6.5, as only aggregate data for out-ofhome children services is available. Goals and performance measures for the Foster Care Placement Program, CPS Emergency Placement, and CPS Residential Placement SFY 2008 state appropriated line items are contained in this program as only aggregate data for out-of-home children services is available. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,543.4 6,543.4 11,354.1 Funding and FTE Summary: (Thousands) Other Appropriated Funds 11,135.3 11,166.6 11,166.6 General Funds Other Non Appropriated Funds 23,679.1 19,489.7 22,080.1 Other Appropriated Funds General Funds Program Total 41,357.8 37,199.7 44,600.8 FTE Positions 0.0 0.0 0.0 FY 2008 Actual FY 2010 Estimate 21,579.2 17,139.5 6,881.6 6,223.1 6,223.1 Other Non Appropriated Funds 18,559.2 16,870.0 20,950.1 Program Total 47,020.0 40,232.6 48,721.2 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Number of children in out-of-home care Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9,965 9,937 9,937 0 0 * 34 34 25.7 25 25 * 1,500 1,500 Point in time measure 6/30. Percent decrease in number of children in out-of-home care Explaination: 21,548.0 To promote permanent placement for children who enter out-of-home care. Performance Measures +1 Point in time measure 6/30. Percent of children in out-of-home care who exit the child welfare system who achieve permanent placement through reunification, adoption, or legal guardianship Percent of children in out-of-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 Number of children with finalized adoptions Page 124 FY 2009 Estimate All dollars are presented in thousands (not FTE). Department of Economic Security 36 36 Of the children who leave DES custody by reason of adoption, the percentage who exited in less than 24 months from the time of their latest removal from home * Of all children who were safely reunified with parents or caretakers, the percent who exited in less than 12 months from the time of their latest removal from home * 80 80 Of all children who entered out-ofhome care, percent who re-entered within 12 months of a prior discharge * 9 9 Explaination: ‹ Goal 2 HEALTHY FAMILIES To enhance children's health and development by providing stable and nurturing environments. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,520 1,490 1,460 13 +1 2 Number of children remaining in shelter more than 21 days 1,024 600 575 Average number of days spent in shelter care for those children in shelter care 21 days or longer 78.2 70 70 Number of children under 3 in shelter care as of June 30 23 24 24 Number of children under 6 in group homes as of June 30 4 8 8 Number of licensed foster family homes (*federal fiscal year) * 3,500 3,500 Performance Measures Number of children in congregate care (includes shelters, group homes, and residential treatment) Percent decrease in the number of children in congregate care (includes shelters, group homes, and residential treatment) Subprogram Summary EDUCATION AND TRAINING VOUCHERS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 P.L. 107-133 Mission: To provide young adults with the opportunity to achieve self-sufficiency. Description: Through funding received from the federal Education and Training Voucher (ETV) Program, vouchers to support post-secondary education and training costs, including related living expenses, are provided to eligible youth up to 23 years of age. In accordance with the current state Chafee Foster Care Independence Program (CFCIP), a youth may apply for assistance through the State ETV program if the youth was in out-of-home care in the custody of the Department when age 16, 17, or 18; is age 18-21 and was previously in the custody of the Department or a licensed child welfare agency, including tribal foster care programs; was adopted from foster care at age 16 or older; or was participating in the state ETV program at age 21. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 329.2 700.0 700.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,142.6 801.0 801.0 Program Total 1,471.8 1,501.0 1,501.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To increase the number of new participants in the Education and Training Vouchers Program. Performance Measures Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-701 *federal fiscal year DEA 6.6 Subprogram Summary DEA 6.7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 184 220 250 Number of new participants Department of Economic Security Mission: To utilize home-based, family-centered services which promote child health and development, prevent child abuse and neglect, and enhance positive parent/child interaction. Description: The Healthy Families Arizona program is a community-based, multidisciplinary program serving pregnant women and families of newborns. The program is designed to reduce stress, enhance family functioning, support positive parent/child interaction, promote child development and health, and minimize the incidence of abuse and neglect. This voluntary home visitation program provides a family support specialist (FSS) who assists the family to obtain concrete services and provides emotional support; informal counseling; role modeling; effective life-coping skills; bonding; education on child development and school readiness activities; developmental assessments to identify developmental delays, physical handicaps, or behavioral health needs; and referrals when needed. The program provides education on the importance of preventive health care, assistance and encouragement to access comprehensive private and public preschool and other school readiness programs, assistance in applying for private and public financial assistance and employment services, and assistance to improve parent-child interaction, develop healthy relationships, and access prenatal care. The FSS works closely with the child's medical provider in monitoring the child's health. Families may be visited anywhere from weekly to quarterly, according to the family's level of need. The program’s statutory authority was expanded in 2004 to permit the program to serve women and their families prior to their child’s birth, and to serve people who have a substantiated report of abuse or neglect. Program services are available until the child reaches age five. The program has expanded, increasing the number of program sites to 58. The program now serves over 150 communities throughout Arizona, including all of the Division’s six administrative districts. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 5,715.8 5,715.8 5,715.8 Other Appropriated Funds 5,034.2 5,034.2 5,034.2 Other Non Appropriated Funds 9,035.9 7,641.7 7,641.7 Program Total 19,785.9 18,391.7 18,391.7 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To prevent and reduce abuse and neglect of children while protecting vulnerable children under the age of five years. Performance Measures Number of at-risk families served FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,527 5,527 5,527 Percent of program families not having a substantiated report of child abuse or neglect 98.6 98.6 98.6 Percent of program participants who show improvement on the risk and protective factors measured by the Healthy Families Parenting 66.6 66.6 66.6 ‹ Goal 2 To enhance parents' ability to create stable and nurturing home environments and to enhance children's health and development. Performance Measures Percent of program children having developmental screens to identify delays at appropriate intervals during year one of program participation All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75.7 75.7 75.7 Page 125 Subprogram Summary DEA 6.8 Subprogram Summary DEA 6.10 FAMILY BUILDERS PROGRAM CHILD ABUSE PREVENTION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-816 A.R.S. 8-701 Mission: Mission: To strengthen, stabilize, and promote safety of families through the provision of a continuum of family-centered in-home services which are comprehensive, coordinated, community-based, accessible, and culturally responsive. To strengthen and stabilize families and to increase public awareness of child abuse prevention. Description: This program provides funding for the In-Home Children Services Program which is shown at DEA 6.2, Children Support Services. Goals and performance measures for this program are contained in the Children Support Services Program as only aggregate data for in-home children services is available. Funding and FTE Summary: (Thousands) Description: The Child Abuse Prevention Fund provides financial assistance to community agencies for the prevention of child abuse. The funds are generally used for the Regional Child Abuse Prevention Councils and the Child Abuse Prevention Conference. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Other Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 39.4 826.9 826.9 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 5,181.5 5,200.0 5,200.0 Program Total 39.4 826.9 826.9 0.0 0.0 0.0 FTE Positions 1.0 1.0 1.0 Program Total 5,181.5 5,200.0 5,200.0 ‹ Goal 1 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To enhance the ability of parents being served by Child Protective Services to create safe, stable, and nurturing home environments by providing cost-effective services that promote the safety of all family members. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,509 5,600 5,700 Number of families receiving in-home services (point in time 6/30) To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.4 4.0 4.0 Average participant satisfaction with the Child Abuse Prevention Conference (scale 1-5) Subprogram Summary DEA 6.11 HOMELESS YOUTH INTERVENTION DEA 6.9 Alcira Angulo, Strategic Planning Subprogram Summary Phone: (602) 542-0213 INTENSIVE FAMILY SERVICES Alcira Angulo, Strategic Planning A.R.S. 8-521 Phone: (602) 542-0213 Mission: A.R.S. 41-1954 To provide family support, preservation, and reunification, along with independent living skills, establishing a sense of self-reliance and reducing risk factors to Arizona’s homeless or potentially homeless youth. Mission: To strengthen, stabilize, and promote safety of families through the provision of a continuum of family-centered in-home services which are comprehensive, coordinated, community-based, accessible, and culturally responsive. Description: This program provides funding for the In-Home Children Services Program which is shown at DEA 6.2, Children Support Services. Goals and performance measures for this program are contained in the Children Support Services Program as only aggregate data for in-home children services is available. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,985.6 1,985.6 1,985.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,985.6 1,985.6 1,985.6 FTE Positions 0.0 0.0 0.0 Page 126 Description: The focus of this program is to reunify homeless youth with their families and enhance the parent-child relationship by providing the necessary resources and services to enable a safe and stable environment. Referrals are received from parents, schools, or any significant person in a child’s life. Participation by the youth is voluntary. Upon referral, staff contact the youth to gather input regarding his or her needs, resources, and interest in services and to engage and motivate the youth to participate in services. Services may include, but are not limited to: case management, parent aide, parent training, shelter care, counseling, and crisis intervention. Services continue, as needed, to support and stabilize children in-home following reunification. When reunification is not possible, the focus becomes the enhancement of the homeless youth’s ability to be selfsufficient. Self-sufficiency services include: shelter care and supervision (with parental consent), employment skills training, employment assistance, personal living skills training, independent/transitional living programs, counseling, mentoring, and the provision of emergency supplies. Homeless Youth Intervention measures are on federal fiscal year. All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 367.7 400.0 400.0 0.0 0.0 0.0 Program Total 367.7 400.0 400.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To reunify homeless/runaway youth with their families. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 146 150 150 Number of youth referred for Homeless Youth Intervention Program services 69 72 75 4,815 4,719 4,719 Percentage of children ages 2 to 6 who have received at least one EPSDT visit while in care 67 70 73 Number of children over age 6 and under 21 years of age 9,759 9,564 9,564 64 68 71 Number of children age 2 to 6 years of age Percentage of children over age 6 and under age 21 who had at least 1 primary care physician visit ‹ Goal 2 To optimize fiscal responsibility by increasing the percentage of children receiving health care funded through Medicaid (Title XIX). Performance Measures Percent of Homeless Youth Intervention Program youth who have been reunified with their families ‹ Goal 2 Percentage of children age 2 and under who are immunized 60 60 60 To provide homeless/runaway youth with the opportunity to become self-sufficient if reunification with their family is not possible. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 62 62 62 Percent of Homeless Youth Intervention Program youth who have improved two or more presenting self-sufficiency issues FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10,185 9,981 9,981 91 92 92 2,930 3,164 3,323 Average number of children enrolled Percentage of children who are Medicaid (Title XIX) eligible Average annual cost per child served Subprogram Summary DEA 6.13 RESIDENTIAL DRUG TREATMENT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Subprogram Summary DEA 6.12 COMPREHENSIVE MEDICAL AND DENTAL PROGRAM Alcira Angulo, Strategic Planning Description: NOTE: This program is no longer funded. Phone: (602) 542-0213 A.R.S. 8-512 Mission: To promote the well-being of Arizona's children in foster care by ensuring, in partnership with the foster care community, the provision of appropriate and quality health care services. DEA 6.14 JOINT SUBSTANCE ABUSE – AZ FAMILIES (FIRST) Alcira Angulo, Strategic Planning Description: Phone: (602) 542-0213 The program provides for the full coverage of medical and dental care for Arizona's children in foster care who are under the jurisdiction of the Department, the Arizona Department of Juvenile Corrections, or the Administrative Office of the Courts/Juvenile Probation Offices. The program facilitates access to health care services provided by medical professionals in the community, and coordinates with the foster caregivers and custodial agencies who are responsible for children in foster care. A full scope of health care services is covered, including all Early and Periodic Screenings, Diagnosis and Treatment (EPSDT) services, inpatient and outpatient hospital care, laboratory services, vision care, drug prescription services, and necessary services of physicians and other specialty providers. CMDP operates as an acute health care plan under the Arizona Health Care Cost Containment System (AHCCCS) for children who are determined Medicaid eligible. A.R.S. 8-812 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,057.0 2,057.0 0.0 0.0 0.0 Other Non Appropriated Funds 22,330.9 24,699.1 24,699.1 Program Total 24,387.9 26,756.1 26,756.1 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 2,057.0 To improve the well-being of children in foster care. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average number of children enrolled 10,185 9,981 9,981 Number of children enrolled 18,244 17,880 17,880 3,670 3,597 3,957 Number of children age 2 and under Department of Economic Security Subprogram Summary Mission: To promote permanency for children and stability in families, protect the health and safety of abused and/or neglected children, and promote economic security for families. This is accomplished through the provision of family-centered substance abuse and recovery support services to parents whose substance abuse is a significant barrier to maintaining or reunifying the family. Description: Arizona Families F.I.R.S.T. provides an array of structured interventions to reduce or eliminate abuse of and dependence on alcohol and other drugs, and to address other adverse conditions related to substance abuse. Services are available statewide. Interventions are provided through contracted community providers in outpatient and residential settings. Specific modalities include educational, outpatient, intensive outpatient, residential treatment, and aftercare services. In addition to the traditional services, AFF includes an emphasis on face-to-face outreach and engagement at the beginning of treatment; concrete supportive services, transportation, and housing; and an aftercare phase to manage relapse occurrences. Several residential providers also allow children to remain with their parent during treatment. Essential elements based on family and community needs are incorporated into the service delivery, such as culturally responsive services, gender specific treatment, services for children, and motivational interviewing to assist the entire family in its recovery. All dollars are presented in thousands (not FTE). Page 127 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) General Funds 4,241.8 5,224.5 7,724.5 General Funds Other Appropriated Funds 1,835.8 2,000.0 2,000.0 Other Appropriated Funds 0.0 0.0 0.0 Program Total 6,077.6 7,224.5 9,724.5 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 To promote recovery from alcohol and drug abuse for Arizona Families F.I.R.S.T. program participants. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,691 5,934 6,500 - 10 10 Number of CPS clients referred for substance abuse treatment services Percent increase in number of referred CPS clients who participated in at least six months of therapeutic services (Data will be available in the next Master List submittal) 13.5 FY 2010 Estimate 7,192.3 7,369.1 644.5 1,743.0 1,743.0 0.0 0.0 0.0 Program Total 6,952.6 8,935.3 9,112.1 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 To increase permanency for children who have been adjudicated dependent by providing a monetary subsidy to persons appointed as permanent guardians. Performance Measures Number of children with finalized guardianships (*federal fiscal year) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 800 800 2,036 2,276 2,500 10 To reduce the recurrence of child abuse and neglect of Arizona Families F.I.R.S.T. program participants' children. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate - 1 1 Percent increase in referred families who have engaged in substance abuse treatment and do not have a subsequent CPS report after six months of enrollment in Arizona Families F.I.R.S.T (Data will be available in the next Master List submittal) ‹ Goal 3 10 FY 2009 Estimate 6,308.1 Average number of children receiving subsidized guardianships Percent increase in referred individuals who participated in at least one therapeutic service ‹ Goal 2 FY 2008 Actual To establish permanency for the children of Arizona Families F.I.R.S.T. program participants. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 221 15 15 2 2 2 Percent increase of children who achieve permanency through reunification, adoption, or guardianship following at least six months parental participation in the substance abuse treatment program Percent decrease in the number of days in out-of-home care following at least six months of parental participation in the substance abuse treatment program Subprogram Summary DEA 6.15 PERMANENT GUARDIANSHIP SUBSIDY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-814 Mission: To provide permanency for children by strengthening the guardianship placement with a monetary subsidy to persons appointed permanent guardians of a dependent child. Description: Guardianship subsidy provides a monthly partial reimbursement to caretakers appointed as permanent guardians of children in the care, custody, and control of the Department. These are children for whom reunification and adoption has been ruled out as unachievable or contrary to the child’s best interest. Medical services are provided to Title XIX eligible children through the Arizona Health Care Cost Containment System (AHCCCS). Administrative services include payment processing, administrative review, and authorization of services. Many of the permanent homes supported by Subsidized Guardianship are kinship placements. Page 128 All dollars are presented in thousands (not FTE). Department of Economic Security adoptions (*federal fiscal year) Average monthly number of children receiving adoption subsidy Subprogram Summary DEA 6.16 11,072 12,489 13,731 ADOPTION SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 DEA 6.17 A.R.S. 8-141 - 8-173 Alcira Angulo, Strategic Planning Subprogram Summary ADOPTION SERVICES - FAMILY PRESERVATION PROJECTS Mission: Phone: (602) 542-0213 To promote the timely placement of children into permanent adoptive homes, to provide adoption support services to these children and families to maintain the placement, and to provide for the special needs of children who are adopted. Laws 2007, Chapter 255, section 28 Description: Adoption promotion and support services are provided with the goal of placing children in safe nurturing relationships that last a lifetime. Kinship care with another member of the child’s extended family, including a person who has a significant relationship with the child and foster parents who are able to meet the child’s needs are given placement preference. New contracts for foster care and adoption home study, recruitment, and supervision emphasize targeted and child specific recruitment. The contracts provide incentives for placement of sibling groups, teens, children whose ethnicity is over-represented in the foster care system, and children with special needs. In collaborative effort with the Department’s contract providers, the Department is addressing issues of disproportionality by specifically targeting the African-American and Hispanic populations. The agencies are also being requested to recruit homes in specific geographical areas. Adoption promotion and support services include: placement of the child on the Central Adoption Registry, assessment of the child’s placement needs, preparation of the child for adoptive placement, recruitment and assessment of adoptive homes, selection of an adoptive placement, supervision and monitoring of the adoptive placement, and application for adoption subsidy services. Adoption promotion and support funds are used to support adoptive families through pre-placement adoptive family and child visits and facilitation of post-placement visitation with siblings. Adoption promotion and support services also include post-adoption individual, group, or family counseling services for adoptive children, adoptive parents, and the adoptive parents’ other children. These counseling services supplement the services that are available through the Title XIX mental health system. Services are provided by contracted providers who are experts in the field of adoption. There are no geographic limitations on adoptive home identification, placement, and support services, although some support services, such as specialized counseling, may be more readily available in some areas. The Adoption Subsidy program subsidizes adoptions of special needs children who would otherwise be difficult to place for adoption because of physical, mental, or emotional disorders; age; sibling relationship; or racial or ethnic background. The physical, mental, or emotional disorders may be a direct result of the abuse or neglect the children suffered before entering the child welfare system. Services include monthly maintenance payments, eligibility for Title XIX services, reimbursement of services rendered by community providers, crisis intervention, case management, and information and referral. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 37,158.7 35,942.2 44,100.2 Other Appropriated Funds 11,886.1 19,302.4 19,302.4 Other Non Appropriated Funds 56,435.6 58,121.5 66,490.3 Program Total 105,480.4 113,366.1 129,892.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Mission: To promote adoption as a permanent option for children in foster care and to promote placement stability for these children through transitional and after-care services. Description: The Adoption Promotion Services - Family Preservation Program provides funding to promote adoption as an option for children. Expenditures of these funds are based upon the recommendations of the Joint Legislative Committee on Adoption Promotion established by Laws 2005, Chapter 328, Section 3. The current expenditure plan provides for the expansion and enhancement of operations of the 1-(877) KIDSNEEDU home recruitment information and resource line, the development of a database to track inquiries from current and prospective adoptive parents, the provision of specialized training for staff working with prospective adoptive parents, the hiring of one staff person to provide constituent support, and the hiring of one staff person to recruit Native American homes. The plan also addresses adoption transition and preservation and includes crisis intervention services, individual and family counseling with specialized adoption therapists, and special services such as tutoring or specialized items or products to support adoption transition and preservation of adoptive families. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 289.5 700.0 700.0 0.0 0.0 0.0 Program Total 289.5 700.0 700.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase community awareness of the need for foster and adoptive homes. Performance Measures Number of calls to the 1-877KIDSNEEDU foster and adoptive parent recruitment information line Percentage of calls immediately answered by a recruitment response specialist ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,110 4,000 4,000 91 91 91 To increase support services for adoptive parents of special needs children. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of families referred to family transition and support crisis response services that expressed that the service provided the needed support to their family 34 34 34 Number of children referred for transition counseling and therapeutic services that remain in the adoptive placement without a placement disruption 200 200 200 Performance Measures To promote placements in permanent adoptive homes. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate * 1,500 1,500 Number of children with finalized Department of Economic Security All dollars are presented in thousands (not FTE). Page 129 Subprogram Summary DEA 6.18 Subprogram Summary DEA 6.20 ADOPTION SERVICES - TUTORING CPS APPEALS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; A.R.S. 8-173 8-800 Mission: Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. To improve educational outcomes for children who have been adopted and who are behind grade level or failing. Description: Description: The CPS Appeals program provides management of the appeals process for proposed substantiated CPS reports. The Adoption Subsidy Tutoring Program is administered through the Adoption Subsidy Program and provides financial assistance to adoptive parents to pay for educational tutoring services for children they have adopted. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 732.1 732.3 732.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 ‹ Goal 1 To increase the number of adoptive children who benefit from tutoring services. Performance Measures Program Total 732.1 732.3 732.3 FTE Positions 10.5 10.5 10.5 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 89.3 86 86 Percent of Office of Administrative Hearings where CPS case findings are affirmed Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Explaination: Subprogram Summary DEA 6.21 INDEPENDENT LIVING MAINTENANCE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 To provide young adults with the opportunity to achieve self-sufficiency with independent living skills. Funding and FTE Summary: (Thousands) Description: Other Appropriated Funds The Attorney General Child and Family Protection Division/Protective Services Section (PSS) represents Child Protective Services in 15 counties statewide. PSS represents DES in all dependency, severance, and guardianship proceedings (including appeals) brought for the protection of abused and neglected children. PSS administers a case-processing system designed to expedite dependency court proceedings and place children in permanent homes. PSS also provides advice to DES on state and federal laws relating to child welfare and related funding programs. NOTE: Goals and performance measures for this program are included in the Master List for the Attorney General, AGA 1.4, Child and Family Protection Division. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12,190.5 12,116.6 0.2 52.2 52.2 4,571.1 4,546.3 4,969.2 Program Total 16,761.8 16,715.1 19,533.8 FTE Positions 197.0 197.0 221.0 Page 130 NA Service disccontinued in 2008 due to lack of appropriation To provide the Department of Economic Security with high-quality and timely legal advice and representation to promote the safety, economic selfsufficiency, and well-being of children, adults, and families. Other Non Appropriated Funds NA The independent living maintenance program provides stipends to former foster youth between 18 and 21, who are now living on their own and are either enrolled in a postsecondary program or employed. Mission: Other Appropriated Funds NA Number of children participating in adoption subsidy tutoring Description: A.R.S. 41-191 General Funds FY 2010 Estimate Mission: CYF ATTORNEY GENERAL LEGAL SERVICES Funding and FTE Summary: (Thousands) FY 2009 Estimate A.R.S. 8-802, 8-521 Subprogram Summary DEA 6.19 FY 2008 Actual 14,512.4 FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 3,136.0 3,136.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,200.3 2,100.0 2,100.0 Program Total 5,336.3 5,236.0 6,323.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 4,223.8 To assist young adults to achieve self-sufficiency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of youth exiting the young adult program, currently age 18-21 200 200 200 Percent of young adult program participants age 18 or older, who have graduated from high school or received a General Equivalent Diploma 60 65 70 Percent of young adult program participants who are employed or participating in post-secondary education or training at the time of discharge 40 45 50 Performance Measures All dollars are presented in thousands (not FTE). Department of Economic Security Program Summary DEA 7.0 Subprogram Summary DEA 7.1 EMPLOYMENT AND REHABILITATION SERVICES EMPLOYMENT AND REHABILITATION SERVICES OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1967; 41-1954; 46-801; 46-136 A.R.S. 41-1967; 41-1954; 46-801; 46-136 Mission: Mission: To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. Description: Description: The Division of Employment and Rehabilitation Services administers a comprehensive range of employment programs, services, and supports to Arizonans and their families that includes employment, education, and training services to individuals receiving TANF Cash Assistance and Food Stamps, child care assistance for eligible recipients, assistance to individuals with disabilities in achieving and/or maintaining employment, independent living services and supports to individuals with significant disabilities, Workforce Investment Act (WIA) programs for adults, dislocated workers, and economically disadvantaged youth administered through Local Workforce Investment Areas (LWIAs), Unemployment Insurance benefits to eligible individuals and collection of payroll taxes from employers to fund the payment of those benefits, and employment services to assist job seekers and employers to achieve a quality workforce. The Division of Employment and Rehabilitation Services administers a comprehensive range of employment programs, services, and supports to Arizonans and their families that includes employment, education, and training services to individuals receiving TANF Cash Assistance and food stamps; child care assistance for eligible recipients; assistance to individuals with disabilities in achieving and/or maintaining employment; independent living services and supports to individuals with significant disabilities; Workforce Investment Act (WIA) programs for adults, dislocated workers, and economically disadvantaged youth administered through Local Workforce Investment Areas (LWIAs); Unemployment Insurance benefits to eligible individuals and collection of payroll taxes from employers to fund the payment of those benefits; and employment services to assist job seekers and employers to achieve a quality workforce. Funding and FTE Summary: (Thousands) This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 Employment and Rehabilitation Services Operations JOBS General Funds Day Care Subsidy Other Appropriated Funds Transitional Child Care Vocational Rehabilitation Services Other Non Appropriated Funds Independent Living Rehabilitation Services 9,628.1 11,908.3 19,337.4 20,461.4 4,987.8 4,910.0 8,191.4 Program Total 29,908.5 33,875.5 40,561.1 FTE Positions 437.9 470.9 493.9 Workforce Investment Act - Local Governments Performance Measures Funding and FTE Summary: (Thousands) General Funds To increase customer satisfaction with services provided. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.8 3.9 3.9 Division of Employment and Rehabilitation Services customer satisfaction rating (scale 1-5) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2010 Estimate 9,720.6 ‹ Goal 1 Employment Services FY 2009 Estimate 15,200.1 Summer Youth Employment and Training Workforce Investment Act - Discretionary Unemployment Insurance FY 2008 Actual DEA 7.2 56,597.4 100,622.0 63,769.6 Other Appropriated Funds 218,337.6 213,451.3 267,997.9 Other Non Appropriated Funds 485,111.1 551,173.5 554,454.9 Phone: (602) 542-0213 Program Total 760,046.1 865,246.8 886,222.4 A.R.S. 41-1954; 46-136 FTE Positions 1,787.5 1,820.5 1,787.6 Subprogram Summary JOBS Alcira Angulo, Strategic Planning Mission: To provide eligible individuals the opportunity to become economically independent through employment. Jobs removes barriers by providing a variety of services that make a positive difference in their lives. Description: The Jobs Program provides comprehensive employment, education, and training services to work eligible individuals receiving Temporary Assistance for Needy Families (TANF) Cash Assistance benefits. The services provided include employment skills assessment, job search/job readiness activities, work experience, vocational training, GED preparation, job development and placement, case management, and support services. The Food Stamp Employment and Training (FS E&T) program provides short-term training, work experience and also offers limited support services for mandatory Food Stamp recipients in the program. Department of Economic Security All dollars are presented in thousands (not FTE). Page 131 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,425.2 1,825.2 1,554.2 17,368.5 21,748.5 21,909.5 41.8 40.0 40.0 Program Total 18,835.5 23,613.7 23,503.7 FTE Positions 93.0 93.0 37.1 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase the number of Jobs Cash Assistance recipients who obtain employment. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13,881 13,881 13,881 Number of unduplicated Cash Assistance individuals who obtained employment Average cost per participant Number of Cash Assistance employment placements ‹ Goal 2 252 519 519 17,902 17,902 17,902 To maintain the number of Food Stamp recipients who obtain employment. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97 540 540 FS E&T clients who obtained employment Subprogram Summary DEA 7.3 DAY CARE SUBSIDY ‹ Goal 2 To increase the availability, supply, and quality of child care providers to support the needs of children and families. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81,975 83,615 85,287 Percent of increase in average yearly number of children assisted by Child Care Resource and Referral services 3.0 2.0 2.0 Number of accredited providers 170 171 172 0 0.5* 0.5* Performance Measures Number of children whose families are assisted by Child Care Resource and Referral Percent of increase in average yearly number of accredited providers Explaination: ‹ Goal 3 *Discontinuation of an accreditation assistance program in Pima County have led to a decrease in the expected growth in accredited providers. To increasingly meet the child care needs for families that are working or are in work activities and are at or below 165 percent of the federal poverty level. (This population includes Temporary Assistance for Needy Families (TANF) and Transitional Child Care families, as well as non-TANF families.) Performance Measures FY 2009 Estimate FY 2010 Estimate 37,396 39,334 40,715 1,578 1,938 1,381 Total average number of children in Day Care Subsidy program per month Monthly average number of additional children in Day Care Subsidy program compared to prior year Subprogram Summary DEA 7.4 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2008 Actual TRANSITIONAL CHILD CARE Alcira Angulo, Strategic Planning A.R.S. 41-1967; 46-801 Phone: (602) 542-0213 Mission: A.R.S. 41-1967; 46-801 To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care Mission: Description: To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care. The program provides child care assistance for eligible recipients under state appropriation of state and federal block grant funding sources, certifies small family child care homes that serve eligible families, provides funding to increase the availability and improve the quality of child care services, and provides leadership for statewide coordination and collaboration of various child care and early childhood development programs. Note: The Transitional Child Care Program, in conjunction with the Day Care Subsidy Program, is a component of the overall DES Child Care Program. Neither of these two subprograms are stand-alone in that the Child Care Program is a seamless service delivery system. Although funding is appropriated separately, the underlying program mission and goals and most performance measures are identical and not uniquely tracked. For additional performance measure data associated with the Transitional Child Care Program, please refer to information cited in the subprogram information for the Day Care Subsidy Program. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 38,751.4 82,920.1 44,058.5 118,070.0 79,368.9 132,630.5 283.1 271.1 271.1 Description: The program provides child care assistance for eligible recipients under state appropriation of federal block grant funding sources, certifies small family child care homes that serve eligible families, provides funding to increase the availability and improve the quality of child care services, and provides leadership for statewide coordination and collaboration of various child care and early childhood development programs. Note: The Transitional Child Care Program, in conjunction with the Day Care Subsidy Program, is a component of the overall DES Child Care Program. Neither of these two subprograms are stand-alone in that the Child Care Program is a seamless service delivery system. Although funding is appropriated separately for both Day Care Subsidy and Transitional Child Care, the underlying program mission and goals and most performance measures are identical and not uniquely tracked. For additional performance measure data associated with the Transitional Child Care Program, please refer to information cited in the subprogram information for the Day Care subsidy Program Funding and FTE Summary: (Thousands) General Funds 157,104.5 162,560.1 176,960.1 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To improve the efficiency and quality of the child care program administration. Performance Measures Percent of customer satisfaction with child care Page 132 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 89 90 91 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 29,728.0 36,193.0 36,193.0 0.0 0.0 0.0 Program Total 29,728.0 36,193.0 36,193.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Program Total FY 2008 Actual Other Non Appropriated Funds ‹ Goal 1 To increasingly meet the child care needs for families that are working or are in work activities and are at or below 165 percent of the federal poverty level. (This population All dollars are presented in thousands (not FTE). Department of Economic Security includes Transitional Child Care families but does not include Temporary Assistance for Needy Families (TANF) as well as non-TANF families.) Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,785* 7,251** 7,177 Total average number of children in Transitional Child Care Program per month Explaination: *Recent reduction in the Transitional Child Care Program child care caseload are directly attributable to a reduction in the TANF child care caseload. **The ability to achieve these estimates will be dependent upon having sufficient funding to cover the cost for children in care. Monthly average number of additional children in Transitional Child Care programs compared to prior years. Explaination: -1,006 -534** Of all individuals who achieve an employment outcome in the Vocational Rehabilitation program the percent who are employed in competitive settings (Federal Indicator #3, Standard 72.60%) 92.3 92.3 92.3 87 87 87 Number of individuals with the most significant disabilities who require long-term supports Subprogram Summary DEA 7.6 INDEPENDENT LIVING REHABILITATION SERVICES -74 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 **The ability to achieve these estimates will be dependent upon having sufficient funding to cover the cost for children in care. The approved budget for FY 09 did however state: "It is the intent of the legislature to fully fund child care caseloads and not create a wait list." (SLI) PL 93-112 Mission: Phone: (602) 542-0213 To work with individuals who have significant impairments to maintain and increase self-determination and independence (placing primary emphasis on core services: information and referral services, independent living skills services, peer counseling, and self-advocacy) in partnership with the Centers for Independent Living, other Independent Living Programs, and the Statewide Independent Living Council. A.R.S. 23-501; 36-552 Description: Subprogram Summary DEA 7.5 VOCATIONAL REHABILITATION SERVICES Alcira Angulo, Strategic Planning Mission: To work with individuals with disabilities to achieve gainful employment through the provision of jointly developed and individually planned vocational rehabilitation services in a partnership with the State Rehabilitation Council (SRC), Community Rehabilitation Programs (CRP), and all other stakeholders. Description: This subprogram assists individuals with disabilities to evaluate and determine appropriate employment goals and to identify the activities and services necessary to achieve these goals, including the provision of employment support services. To assist individuals in achieving and/or maintaining employment, this subprogram provides counseling and an array of individually planned and purchased services, including medical and psychological restoration, training, job development and placement, job coaching, rehabilitation technology aids, etc. The subprogram also provides program development grants to community rehabilitation programs to develop new or different patterns of services that will benefit clients of the Vocational Rehabilitation (VR) program and provides for the purchase of services and goods that benefit groups of individuals eligible for the VR program. Funding and FTE Summary: (Thousands) Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,714.4 4,714.4 4,714.4 143.3 204.7 204.7 Other Non Appropriated Funds 86,938.7 83,084.4 83,084.4 Program Total 91,796.4 88,003.5 88,003.5 FTE Positions 674.2 674.2 674.2 Other Appropriated Funds To assist consumers to achieve meaningful and sustained work as effectively and efficiently as possible. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Individuals in the Vocational Rehabilitation program successfully rehabilitated 2,004 2,004 2,004 The difference from application to closure in the percent of individuals in the Vocational Rehabilitation program who report monthly wages as their primary income (Federal Indicator #6, Standard 53%) 66.6 66.6 66.6 Performance Measures Department of Economic Security FY 2009 Estimate FY 2010 Estimate 735.8 784.2 784.2 Other Appropriated Funds 1,646.8 1,707.7 1,707.7 Other Non Appropriated Funds 1,782.6 1,706.8 1,706.8 Program Total 4,165.2 4,198.7 4,198.7 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To improve the ability of individuals to make decisions leading to self-determination and to live independently. Performance Measures General Funds ‹ Goal 1 The Independent Living Rehabilitation Services (ILRS) program promotes and advocates for the independent living needs and goals of individuals with significant disabilities, provides information and referral services, provides peer support and counseling services, provides grants and contracts to community programs to provide services and for community development, provides training in independent living skills to individuals, provides other independent living services as necessary and appropriate to individuals including: technology assistance, adaptive aids and devices, home modifications, etc.; and provides eye exams and glasses. Number of individuals receiving services in order to achieve or maintain their independence Explaination: ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 1,601* 1,400** 1,400 * Numbers reflect decrease in funding. ** Numbers reflect decrease in funding, and changes in service delivery patterns. To provide eye examinations and glasses, not available through AHCCCS, for eligible Arizona adults who are financially needy. Performance Measures Number of individuals receiving eye exams/glasses Explaination: FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9,315*** 9,315 9,315 *** Numbers reflect decrease due to program costs of providing eye exams and glasses. All dollars are presented in thousands (not FTE). Page 133 Subprogram Summary DEA 7.7 Subprogram Summary DEA 7.9 SUMMER YOUTH EMPLOYMENT AND TRAINING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 WORKFORCE INVESTMENT ACT - LOCAL GOVERNMENTS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 11-1041; PL 105-220 A.R.S. 41-1954; PL 105-220 Mission: Mission: To provide support for programs that prepare youth for participation in the labor force. To provide leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. Description: Description: The Summer Youth Employment and Training Program (SYETP) passes through General Funds to counties and cities to enhance the basic skills of youth and prepare them for participation in the labor force. NOTE: DES passes these funds directly to the counties and cities to operate their SYETP programs and has no control or reporting requirements once the monies are distributed. It is not possible to develop and track goals and performance measures for this program. The Employment Administration, Workforce Investment Act Section, is the administrative agency and state grant recipient for the Workforce Investment Act (WIA) Title I-B federal funds. It has the responsibility for state program planning and policy direction, overall management, program development, and performance oversight of the employment and training programs operated in 14 Local Workforce Investment Areas (LWIAs). The LWIAs administer the programs for adults, dislocated workers, and economically disadvantaged youth. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) 1,250.0 750.0 750.0 Other Appropriated Funds 0.0 0.0 0.0 General Funds Other Non Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds Program Total 1,250.0 750.0 750.0 FTE Positions 0.0 0.0 0.0 FY 2008 Actual 0.0 0.0 0.0 48,040.6 48,040.6 0.0 0.0 0.0 Program Total 33,066.7 48,040.6 48,040.6 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Subprogram Summary WORKFORCE INVESTMENT ACT - DISCRETIONARY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; PL 105-220 Mission: To provide leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. Description: The Employment Administration, Workforce Investment Act Section, is the administrative agency and state grant recipient for the Workforce Investment Act (WIA) Title I-B federal funds. Fifteen percent of the federal WIA allocation is available for discretionary purposes such as administration, statewide initiatives, and competitive grants for employment and training programs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,633.9 3,614.0 3,614.0 0.0 0.0 0.0 Program Total 2,633.9 3,614.0 3,614.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 33,066.7 Other Non Appropriated Funds DEA 7.8 FY 2009 Estimate To meet or exceed the statewide goal for entered employment rate federal performance standards for adults, youth, and dislocated workers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of entered employment rate federal performance standards for adults 81.8 78.0 78.0 Percent of entered employment rate federal performance standards for youth 79.7 71.0 71.0 Percent of entered employment rate federal performance standards for dislocated workers 86.8 86.0 86.0 Performance Measures Subprogram Summary DEA 7.10 UNEMPLOYMENT INSURANCE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 23-601 Mission: To collect taxes from covered employers and to pay benefits to eligible unemployed workers. Description: ‹ Goal 1 To conduct on-site programmatic monitoring reviews for each of the Local Workforce Investment Areas (LWIAs). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of LWIAs monitored for programmatic compliance 14 14 14 Total number of LWIAs monitored for fiscal compliance 14 Performance Measures Page 134 The program provides Unemployment Insurance benefits to eligible individuals based on their past earnings and collects payroll taxes from subject employers to fund the payment of those benefits. Funding and FTE Summary: (Thousands) General Funds 14 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 480.3 3,236.5 3,236.5 Other Non Appropriated Funds 378,556.6 449,173.0 449,173.0 Program Total 379,036.9 452,409.5 452,409.5 FTE Positions 404.9 404.9 404.9 Other Appropriated Funds 14 FY 2008 Actual All dollars are presented in thousands (not FTE). Department of Economic Security ‹ Goal 1 To increase the degree of timeliness in paying Unemployment Insurance benefits. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 82.9 87.9 88.4 Percent of Unemployment Insurance benefits paid within 14 days of first compensable week ending date ‹ Goal 2 To ensure sufficient funds are available to meet Unemployment Insurance payment needs. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 Number of days to deposit 90 percent of taxes collected (100% within 2 days) Subprogram Summary DEA 7.11 EMPLOYMENT SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 (SLI) PL 93-112 Mission: To assist job seekers and employers to achieve a quality workforce through an improved service delivery system. Description: The program provides job placement, counseling, job search assistance, referral to training, and certification of employers who qualify for a tax credit for providing jobs to eligible job seekers. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 12,520.5 11,988.2 11,988.2 Program Total 12,520.5 11,988.2 11,988.2 FTE Positions 177.5 177.5 177.5 ‹ Goal 1 0.0 To provide employment opportunities for individuals seeking employment and recruitment services to employers. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 54,333 54,333 54,333 Number of job seekers placed in employment Department of Economic Security All dollars are presented in thousands (not FTE). Page 135 Issue 3 Academic Standards Tom Horne, Superintendent of Public Instruction Phone: (602) 542-5460 Arizona standards represent a rich and vital curriculum, ensuring that all students are taught challenging material. Although Arizona’s Instrument to Measure Standards (AIMS) continue to concentrate on Reading, Writing, and Mathematics, all of the Arizona Academic Standards are important and should be integrated throughout a school’s curriculum. Arizona State Constitution, A.R.S. § Title 15 et seq. Issue 4 Agency Summary EDA 0.0 DEPARTMENT OF EDUCATION To increase the quality of public education in the State of Arizona by raising expectations and providing support, resources, and assurances that enable schools and students to excel. Student achievement (special emphasis on K-3 reading initiative). AZ READS continues to provide direct resources to ensure that children start school ready to read, allow for early screening and ongoing diagnostic assessment and adequately train teachers to provide ongoing reading development. Description: Issue 5 Mission: The Arizona Department of Education is administered by the Superintendent of Public Instruction, an elected official under the Arizona State Constitution. The Superintendent leads the State of Arizona in developing and implementing educational guidelines. Through the various programs within the Arizona Department of Education, the Superintendent oversees direct services to 237 locally governed school districts and 364 Charter Holders operating at over 478 Charter sites. The Department executes the educational guidelines through evaluation, training, school improvement assistance, dissemination of information, and administration and allocation of funds. The Department also serves as the primary source for current, reliable, and accurate information on the status and needs of the public school system. FY 2008 Actual Program ¾ STATE BOARD OF FY 2009 Estimate 517.2 FY 2010 Estimate 3,573.0 3,573.0 4,487,638.0 4,656,785.6 4,913,626.7 EDUCATION / VOCATIONAL AND TECHNOLOGICAL EDUCATION ¾ SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE ¾ SCHOOL ACCOUNTABILITY 40,731.1 75,681.7 119,166.1 AND IMPROVEMENT ¾ EDUCATION SERVICES ¾ PROFESSIONAL 935,389.1 1,182,880.3 99,077.0 DEVELOPMENT ¾ ADMINISTRATION 1,190,313.0 130,180.1 17,008.9 Agency Total: General Funds 130,180.1 15,908.8 17,742.2 5,580,361.3 6,065,009.5 6,374,601.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,943,009.3 4,141,201.0 4,450,792.6 54,959.0 54,793.5 54,793.5 Other Non Appropriated Funds 1,582,393.0 1,869,015.0 1,869,015.0 Program Total 5,580,361.3 6,065,009.5 6,374,601.1 FTE Positions 686.7 717.3 745.8 Other Appropriated Funds STATE BOARD OF EDUCATION / VOCATIONAL AND TECHNOLOGICAL EDUCATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Arizona State Constitution, A.R.S. § 15-201-231 Mission: To aggressively set policies that foster excellence in public education. Description: The State Board of Education meets at least ten times annually to supervise and regulate the conduct of the public school system. A.R. S. § 15-203 articulates the Board's powers and duties which indicate that the Board shall set statewide education policy for our K-12 schools. The State Board for Vocational and Technological Education meets at least three times annually to supervise and regulate the conduct of vocational and technological education in the public school system. Funding and FTE Summary: (Thousands) Student Accountability and Information System (SAIS) and Accountability A central data warehouse of accurate, timely student and financial information has been developed, and real-time information continues to be collected to satisfy state and federal reporting requirements. Aggregate information has become available for guidelines decisions, and to parents/guardians and the general public to hold schools accountable for student success and the expenditure of funds. Efforts to improve customer service and department operations continue to be explored and implemented. Page 136 FY 2009 Estimate FY 2010 Estimate 216.3 3,189.3 3,189.3 Other Appropriated Funds 300.8 383.7 383.7 0.1 0.0 0.0 Program Total 517.2 3,573.0 3,573.0 FTE Positions 7.5 10.0 10.0 Other Non Appropriated Funds ‹ Goal 1 To set fair and reasonable policies and standards which foster excellence in public education. Performance Measures Percent of Arizona high school students who enter 9th grade and graduate within four years Explaination: Explaination: FY 2009 Estimate FY 2010 Estimate 73 74 75 11 10 9 *Data will be available on 09/2007 To ensure student safety by investigating and taking appropriate action on complaints made against professional educators. Performance Measures Number of investigative cases closed ‹ Goal 3 FY 2008 Actual Fiscal Year data represents class cohort from 2 years previously (i.e. FY 2005 = Class of 2003). Percent of Arizona schools receiving an under-performing label Issue 1 Customer Service FY 2008 Actual General Funds ‹ Goal 2 Strategic Issues: Issue 2 Program Summary EDA 1.0 ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) Communication It is essential that student and school information be available to the public. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 226 290 290 To improve communication and involvement with the education community and other stakeholders. Performance Measures Number of special meetings held by the State Board of Education to receive input and engage stakeholders and the general public in policy discussions All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11 12 12 Department of Education Percent of parents who rate " A+" the public school that their oldest school-age child attends. 9 8 9 Number of days to process budget analysis from July 18 Explaination: Program Summary EDA 2.0 ‹ Goal 2 SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 To administer state aid, monitor financial compliance, and provide prompt customer service while collecting and analyzing data on publicly funded schools for state aid payments, accountability to the public, and other statutory requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96 96 96 Number of workshops and training sessions covering School Finance issues compared to previous years *165 109 109 Number of communication vehicles (computer workshops) delivered to SAIS users *165 109 109 Explaination: Description: The School Finance program disburses equalization assistance (Basic State Aid) for basic maintenance and operations funding to school districts and charter schools. Equalization assistance is designed to provide equitable per-pupil funding among school districts and charter schools for maintenance and operational needs. Equalization assistance is based on the district or the charter school's student count (Average Daily Membership) and funding levels set in statute. In addition to equalization assistance funding, traditional public school districts also receive a portion of their maintenance and operations funding from a local tax levy on the property within their boundaries. This program also disburses other special formula funding for the following programs: (1) Additional State Aid (Homeowner's Rebate Program); (2) Assistance to School Districts (education of children whose parents or legal guardians are employed by certain state institutions); (3) Certificate of Educational Convenience (education of certain children outside of the district in which they live); (4) Special Education and Residential Vouchers; (5) Permanent and Institutional Vouchers; (6) County Jails and Detention Centers; (7) Juvenile Corrections and Adult Corrections; and (8) Classroom Site Fund (additional funds for teacher compensation and other purposes authorized by voter approval of Proposition 301 in the November 2000 General Election). Financial compliance is monitored by this program through statutory testing of school district budget limits and analysis of required reports and data submitted by school districts and charter schools. The data is submitted electronically through the Student Accountability Information System (SAIS) for purposes of calculating equalization assistance and budget limits as applicable for publicly funded educational entities. Expenditures of school districts are monitored for statutory compliance and school districts are assisted in the resolution of non-compliance issues. Further, this program collects data to meet reporting requirements for the federal Common Core of Data. Its main purposes are to support the School Finance program and to provide education related data to other governmental agencies and taxpayers as requested and/or required. General Funds FY 2008 Actual 3,820,415.5 45,220.7 FY 2010 Estimate 4,233,979.5 45,220.7 622,001.8 634,426.5 634,426.5 4,487,638.0 4,656,785.6 4,913,626.7 Other Non Appropriated Funds Program Total 3,977,138.4 45,220.7 Other Appropriated Funds FTE Positions ‹ Goal 1 FY 2009 Estimate 26.9 28.0 28.0 102 To provide technical assistance, training, and professional development for schools on issues related to school finance. Percentage of participants in School Finance training sessions and workshops who scored the activity as "very good" or "better" Mission: 102 *System related difficulities/legislature session has been closing later, causing September revisions which pushes back distribution of Budg25 letters. Performance Measures A.R.S. § 15-185, 15-901-917, 15-941-15-1033, 37-521 Funding and FTE Summary: (Thousands) *102 *Workshops were increased to ensure all LEA's received training on the new guidelines for FY09. EDA 3.0 Program Summary SCHOOL ACCOUNTABILITY AND IMPROVEMENT Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-241, 15-741-15-747, 15-809, P.L. 107-110 Mission: To promote attainment of high academic achievement for all students through assessing, evaluating, and implementing initiatives and reforms that use scientifically based research and effective practices for assisting schools engaged in the school improvement process. Description: The School Accountability and Improvement program focuses on improving student achievement through assessing the achievement level of students at different grade levels and then evaluating that information to determine how well each respective school is performing. This information is the basis for interventions and school improvement measures provided through technical assistance, professional development, funding resources, and administrative oversight. This program includes Arizona Leaders in Education for the Advancement and Development of Student and School Success (AZ LEADS). AZ LEADS is a statewide initiative for school improvement and student success. It is one of the components of an accountability system, called Arizona Leading Education in Arizona through the Reporting and Notification System (AZ LEARNS), for measuring school performance based on student achievement. This Program Contains the following Subprograms: 4 4 4 Student Assessment Research and Evaluation School Improvement and State Intervention Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14,186.2 13,669.0 6,997.3 6,267.3 6,267.3 Other Non Appropriated Funds 19,547.6 55,745.4 55,745.4 Program Total 40,731.1 75,681.7 119,166.1 FTE Positions 74.0 74.5 90.0 Other Appropriated Funds 57,153.4 To provide timely and reliable customer service. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Instructional Improvement Fund (IIP) payments made on a quarterly basis 100 100 100 Percent of Classroom Site Fund payments made on a monthly basis 100 100 100 Performance Measures Department of Education All dollars are presented in thousands (not FTE). Page 137 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Arizona educators participating in test/item development for the AIMS DPA and AIMS HS. 402 400 400 Number of Arizona educators participating in the development of items for Formative Assessment Project *26 30 35 Performance Measures Subprogram Summary EDA 3.1 STUDENT ASSESSMENT Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-741 - 15-742, P. L. 107-110 Explaination: Mission: To assist the educational community and the public by developing rigorous academic content standards and providing valid, reliable student assessment aligned to the standards. Description: The Assessment Section provides statewide assessments to students, meeting both state and federal statutory requirements. This is done through the administration of TerraNova Grades 2 and 9, AIMS DPA at Grades 3 through 8, and AIMS HS at Grade 10 and beyond. The assessments are developed using Arizona educators, following nationally accepted scientificbased methods to produce valid and reliable assessments. The Assessment Section continues to create support materials for use by educators, parents and students. Accessed through IDEAL, the Formative Assessment program is instrumental in providing quizzes and items for classroom assessments, making it a significant teacher tool for all K-12 educators in the state. Support for individual student needs is provided through the publishing of Student Guides and Sample Test on the ADE website. GROW guides are individually tailored for Grade 9 students based upon their AIMS DPA results from the previous grade, and for students from Grades 11 and 12 based upon their performance on AIMS HS. Standards development and revision is on a five-to six year cycle. Mathematics was revised during the 2007-2008 school year and was adopted by the State Board of Education on June 24, 2008. A new Assessment will be developed to align to that standard and will be administered for the first day, April 2010. Language Arts is being rearticulated for Spring 2008 to Spring 2010. The following units within Assessment collaborate to facilitate the accomplishment of this mission: Test Administration, Item/Test Development, Formative Assessment, Data/Item Analysis. Assessment collaborates closely with numerous other sections within ADE: Research and Evaluation, School Effectiveness, Student Achievement, Exceptional Student Services, Informational Technology. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 7,905.8 7,896.6 Other Appropriated Funds 3,341.1 2,340.3 2,340.3 Other Non Appropriated Funds 4,243.7 16,675.6 16,675.6 Program Total 15,490.6 26,912.5 70,396.9 FTE Positions 13.8 17.9 33.4 ‹ Goal 1 To develop and revise standards, documents to be used for the assessment of all Arizona students. Performance Measures Number of new math and reading test items developed by Arizona teachers for inclusion on the AIMS DPA and AIMS HS for the articulated standards Number of AIMS Dual Purpose assessments administered Explaination: ‹ Goal 2 Page 138 51,381.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,090 1,500 1,500 508,000 508,000 515,000 Starting in FY 2005, separate norm-referenced testing was discontinued for pupils in grades 3-8 due to first time implementation of the AIMS Dual Purpose Assessment, which combines AIMS and norm-referenced testing into a single test. To improve communication and involvement with the education community and other stakeholders. ‹ Goal 3 *Contracted select group of specialists To provide technical assistance, training, and professional development for schools to improve their effectiveness. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of school districts/charter holders represented at the pretest workshops 650* 650* 650 Number of presentations at workshops and conferences on the utilization of test data in guiding instruction 24 25 26 Performance Measures Explaination: ‹ Goal 4 *This number illustrates the fact that each school district/charter holder must be represented at the pretest workshops. To provide timely and reliable customer service. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 98 98 Percent of constituent’s communications responded to within 72 hours Subprogram Summary EDA 3.2 RESEARCH AND EVALUATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-743, 15-746, P.L. 107-110 Mission: To evaluate and to provide public reports on the performance of Arizona’s public schools in accordance with requirements under the federal No Child Left Behind Act and the Arizona law, while also providing other analysis and evaluation services to the Arizona Department of Education, the legislature, local schools, and other groups. Description: The Research and Evaluation subprogram provides the results of timely, accurate, and objective research to inform the public and to support educators and policymakers. Specifically, the Research and Evaluation subprogram is responsible for developing, implementing, and making future modifications to school evaluation formulas found in the federal No Child Left Behind Act of 2001 and state legislation for evaluating school performance. Projects in this subprogram include statutory reporting requirements, program evaluations, and independent research. This subprogram includes the design and the publication of Achievement Profiles, which are a research-based method of analysis for evaluating school performance. These profiles, also called AZ LEARNS Achievement Profiles, are used to designate all public schools as Excelling, Highly Performing, Performing, Underperforming, or Failing to Meet Academic Standards. The results are evaluated for the purpose of fostering school improvement. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 639.9 683.0 683.0 Other Appropriated Funds 344.5 0.0 0.0 0.2 9.5 9.5 Program Total 984.6 692.5 692.5 FTE Positions 7.6 3.9 3.9 Other Non Appropriated Funds ‹ Goal 1 To issue, on time, valid and reliable evaluations of school and student performance as required by State and Federal All dollars are presented in thousands (not FTE). Department of Education statutes. data requests fulfilled FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of School Report Cards published 1,890 1,900 570 Number of No Child Left Behind school evaluations performed 1,890 1,900 1,900 Number of District Report Cards published 564 1,900 570 Number of No Child Left Behind district evaluations performed 564 570 570 1,881 1,900 1,900 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - reading 48 49 50 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - math 53 54 55 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - reading 53 54 55 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - math 52 53 54 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS reading. 36 37 38 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS writing 33 34 35 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS math 33 34 35 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS reading 69 70 71 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS writing 76 77 78 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS math 71 72 73 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS reading 68 69 70 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS writing 65 66 67 Percent of students in grade 5 meeting or exceeding state academic standards in math 70 71 72 Percent of students in grade 8 meeting or exceeding state academic standards in reading 67 68 69 Percent of students in grade 8 meeting or exceeding state academic standards in writing 76 77 78 Percent of students in grade 8 meeting or exceeding state academic standards in math 61 62 63 Percent of students in grade 12 meeting or exceeding state academic standards in reading 39 40 41 Percent of students in grade 12 meeting or exceeding state academic standards in writing 41 41 42 Percent of students in grade 12 meeting or exceeding state academic standards in math 28 29 30 Percent of students tested on normreferenced test (grades 2 & 9) 93 96 96 Percent of students tested on AIMS. 99 99 99 Performance Measures Number of AZ LEARNS evaluations performed * Starting FY 2005, the TerraNova test replaced the Standford 9 test for norm-referenced testing. **A much higher trend line percentage is assumed for % of students in grade 12 meeting or exceeding state academic standards ***new Performance Measures FY 2007 Actuals were updated to reflect that starting in 2008 special education students were no longer allowed to take the AIMS test with alternate accommodations. In previous years, student who took the test with alternate accommodations were excluded from the summaries. In addition, starting in 2008 English Language Learners are not excluded from the summaries as in previous years. Explaination: ‹ Goal 2 To provide accurate and helpful information to the public. Performance Measures Number of evaluations, analyses, and Department of Education FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 70 75 80 All dollars are presented in thousands (not FTE). Page 139 Subprogram Summary EDA 3.3 SCHOOL IMPROVEMENT AND STATE INTERVENTION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 administrators understand how academic achievement is tied to research based best practices and which methods and techniques incorporate best practices. The topics for these best practices academies include discussions of data from the field, AIMS test scores, and trends in Solution Team data. Funding and FTE Summary: (Thousands) A.R.S. § 15-241, 15-741.01, 15-809, P.L. 107-110 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 5,640.5 5,089.4 5,089.4 Mission: Other Appropriated Funds 3,311.7 3,927.0 3,927.0 To provide quality and consistent support and technical assistance to all schools engaged in the process of continuous school improvement. Other Non Appropriated Funds 15,303.7 39,060.3 39,060.3 Program Total 24,255.9 48,076.7 48,076.7 Description: FTE Positions 52.6 52.7 52.7 “SCHOOL IMPROVEMENT" ‹ Goal 1 The School Improvement subprogram integrates Education Technology with the school support components of state and federal accountability measures, A. R.S. § 15-241 (AZ LEARNS) and the No Child Left Behind Act of 2002 (NCLB). The School Improvement subprogram supports all schools by: Providing access to the Arizona Standards and Rubrics for School Improvement as a framework for conducting a comprehensive, evidence-based needs assessment; Providing access to the online Arizona School Improvement Plan; Providing, upon request, the services of a Solutions Team; Providing access to teacher and student resources through the IDEAL web portal; Promoting the integration of technology by teachers in core content areas to increase student achievement; Promoting technological literacy by the end of eighth grade, so all students have the skills to access information and resources to support their learning needs. The School Improvement subprogram supports schools designated as needing improvement by: Providing Technical Assistance in the development of an Arizona School Improvement Plan required by A.R.S. § 15-241 (J) and NCLB 1116 (b), Assigning a Solutions Team as outlined in A.R.S. § 15-241 (P) and NCLB 1116 (c) to: Review school operations using the Arizona Standards and Rubrics for School Improvement, and provide the school recommendations for improvement through a Statement of Findings. To ensure compliance with state and federal statutes and regulations along with other contractual obligations. Performance Measures Number of AIMS Intervention/Dropout Prevention grantee monitoring visits Explaination: ‹ Goal 2 FY 2010 Estimate *7 13 15 To provide technical assistance and training for schools to improve school effectiveness. Number of workshops to support schools in developing their school improvement plans Number of visits to Year 2 "underperforming" schools Number of AIMS Intervention/Dropout Prevention presentations Number of "failing" schools assisted by the State Intervention Unit Number of schools visited by the Best Practices and Academic Standards Unit Explaination: FY 2009 Estimate *ARS §15-809 does not require ADE to do site monitoring; On going technical assistance & evaluation is in conjunction with LeCroy & Milligan Associates, Inc. Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 30 30 *300 150 150 11 10 12 6 15 15 33 34 35 *New format To provide technical assistance and training for districts to improve district effectiveness. Assigning an ADE School Improvement Coach to assist the school in creating capacity for sustained improvement by: Providing technical assistance and support in implementing the Arizona School Improvement Plan and the recommendations of the Solutions Team; Assisting in the coordination of all education resources, specifically those available through the Arizona Department of Education; Documenting school progress and improvement plan implementation in relation to increasing academic achievement for all students; Assisting each Title 1 school and district identified for improvement in applying for a Title I School and District Improvement Grant; Ensuring that each Title I school and district identified for improvement complies with the requirements of NCLB and the School and District Improvement Grant. “SCHOOL INTERVENTION” This subprogram collaborates with school administrators for training and support that creates school environments in which all students achieve at high levels. This subprograms also analyze schools designated as “Failing to Meet Academic Standards” to determine how best to improve the schools to a performing level and to sustain the improvements after the withdrawal of state support. Further, this subprogram supports schools designated as “Failing” by providing the following: Technical assistance; Financial support; Highly qualified Turnaround Personnel; and Assignment of a School Intervention Specialist from ADE. The School Intervention Specialist provides support that will allow the school to be better equipped to implement effective system changes that will lead to increased student achievement at the school level. The Arizona Standards and Rubrics for School Improvement to provide schools with recommendations for their improvement. Further, there is an Academic and Instructional Support unit, which has established a series of academies that help teachers and Page 140 All dollars are presented in thousands (not FTE). Department of Education EDA 4.0 Program Summary Subprogram Summary EDA 4.1 EXCEPTIONAL STUDENT SERVICES EDUCATION SERVICES Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § Title 15 et seq., P. L. 107-110 A.R.S.§15-236, 15-761-15-774, 15-881, 15-1181-15-1205, IDEA Mission: Mission: To promote the development and the implementation of quality education for all learners by providing quality services and resources to schools, parent groups, government agencies, and community groups to enable them to achieve their goals. To promote the development and the implementation of quality education for students with disabilities. Description: The Education Services program provides funding, technical assistance, and resource coordination to local education agencies and public/private organizations in their administration of preschool to adult programs. It also provides development opportunities to teachers and administrative professionals and supports local efforts focused on parental and community involvement. This program includes efforts aimed at: (1) Assisting adult learners to develop and improve skills needed in community, family, and workplace environments; (2) Coordinating services for a seamless transition of students to postsecondary education and employment; (3) Addressing the needs of youth and adults who face barriers to employment; (4) Fostering educational excellence for students with disabilities between the ages of 3 years and 22 years; (5) Serving children whose economic, cultural, or intellectual situations create the need for alternatives offered through support programs that improve academic achievement; (6) Ensuring children are adequately fed using the U.S. Dietary Guidelines; (7) Providing support to schools, families, and communities in implementing early childhood programs that assist all children from birth to become successful lifelong learners; (8) Giving funding, technical assistance, and resource coordination to assist schools in implementing effective behavior, health, and safety programs; (9) Offering enrichment opportunities to help students further their academic achievements; and (10) Using available opportunities to recognize the achievement of excellence by students or educational professionals. The Exceptional Student Services (ESS) subprogram fosters educational excellence for students with disabilities between the ages of 3 years and 22 years by promoting program improvement to support the achievement of individual student goals, state education standards, and compliance with Arizona and federal government requirements for special education. The initiatives that support this mission are: (1) Administrative Support, which includes conflict resolution, office management, assistive technology, and school-to-adult-life transition; and (2) Program Support, which includes accountability and technical assistance, “Child Find” and family involvement, a comprehensive system of personnel development, and secure care education (education of special educational needs children who are in correctional facilities). The intent of “Child Find” is that all children from birth through age 21 years with delays or disabilities are identified, located, and evaluated to receive the supports and services they need. Public schools and the Arizona Early Intervention Program are responsible for "finding" eligible children and providing services needed for them to reach their developmental milestones or meet their educational needs. When children are "found", they are referred to a specialist to screen their development. The screening helps "identify" any areas of concern that need to be evaluated further. In order to receive early intervention or special education services, a child must be evaluated to confirm they have a delay or disability that falls under state definitions. The comprehensive system of personnel development in this subprogram includes Special Education Learning Experiences for Competency in Teaching (SELECT). Select courses provide training to persons seeking to expand their skills in working with children with disabilities and are recommended for regular and special education teachers, related service personnel, paraeducators, and other interested individuals. Participants take SELECT courses to receive academic credit that can be applied towards teacher certification if the class matches the certification requirement or for professional growth (for those working towards teacher re-certification). This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 Description: Exceptional Student Services English Acquisition Services Early Childhood Programs Title I Career and Technical Education Adult Education and GED Standards Based Best Practices Funding and FTE Summary: (Thousands) Nutrition Family Literacy Outreach Programs General Funds Innovative Exemplary Programs Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 139,614.7 147,047.4 28.1 67.6 67.6 Other Non Appropriated Funds 841,508.0 1,043,198.0 1,043,198.0 Program Total 935,389.1 1,182,880.3 1,190,313.0 FTE Positions 346.3 352.2 360.2 FY 2010 Estimate 36,052.5 0.0 0.0 0.0 Other Non Appropriated Funds 205,185.5 251,017.4 251,017.4 Program Total 230,678.5 287,069.9 293,693.5 FTE Positions 94.7 97.8 97.8 ‹ Goal 1 Percent of children with disabilities served by Early Intervention who entered preschool = < 36 months of age* ‹ Goal 2 42,676.1 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for the education of students with disabilities. Performance Measures Explaination: Department of Education FY 2009 Estimate 25,493.0 Other Appropriated Funds 93,853.0 Other Appropriated Funds FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 82.4 86 89 *Due to the federal requirement change - data collection is now based on children served in AzEIP rather than all preschool children. To provide technical assistance, training, and professional development to improve the effectiveness of education to students with disabilities. All dollars are presented in thousands (not FTE). Page 141 Performance Measures Average rating by special education directors of ESS professional development opportunities (on a 1-5 scale, 5 highest) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.51 4.75 4.80 Subprogram Summary EDA 4.2 ENGLISH ACQUISITION SERVICES Number of enrollees in SELECT classes 1,006 1,100 1,150 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Number of hours of Exceptional Student Services sponsored conference/workshops sessions 1,281 1,351 1,425 A.R.S. § 15-241, 15-751-756.01-.13, 15-910, 41-1279.03, P.L. 107-110 ‹ Goal 3 Mission: To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of students with disabilities with proficient performance in reading in grade 3 36 39 40 Percent of students with disabilities with proficient performance in reading in grade 5 31 33 34 Percent of students with disabilities with proficient performance in reading in grade 8 22 23 24 Percent of students with disabilities with proficient performance in reading in grade 10 28 30 31 Percent of public education agencies demonstrating compliance with monitoring deficiencies within two years 99 99 100 Performance Measures ‹ Goal 4 To provide timely and reliable customer service. Performance Measures Average overall rating by special education directors of Exceptional Student Services (on a 1-5 scale, 5 highest) Number of public education institutions participating in paperwork reduction grants** Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.6 4.70 4.75 ** ** ** **This was a three year initiative project to allow districts and charters to use additional funding source for paperwork reduction which ended with FY 2007. To assist schools in providing services that support high academic success for English Language Learning (ELL) students. Description: The English Acquisition Services was established by Arizona Revised Statutes. This subprogram is authorized under the federal No Child Left Behind Act of 2001 (NCLB) and the federal Civil Rights Act to provide technical assistance to local educational agencies for their English Language Learner (ELL) students. In addition, pursuant to state laws A.R.S. § 15-751 through A.R.S. § 15-756.01, each school with enrolled ELL students must provide programs that allow these students to develop their skills in the English language development and to give them the opportunity to meet Arizona Academic Standards. English Acquisition Services was formally established as the Office of English Language Acquisition Services on September 21, 2006, pursuant to A.R.S. 15-756.07. The assistance that the English Acquisition sub-program provides to LEAs consists of the following: (1) Providing notification to local educational agencies of their requirements/responsibilities for compliance under federal and state statutes; (2) Providing notification to local educational agencies of their requirements/responsibilities in regards to Arizona Department of Education policy and as described under the Flores lawsuit; (3) Providing methods/technical assistance to local education agencies for identifying, assessing, re-assessing, re-classifying, and reporting on ELL students; (4) Providing information, materials, resources, and strategies for Structured English Language Immersion models; and (5) Providing professional development opportunities for teachers and administrators to ensure ELL student attainment of English language proficiency and the academic achievement through the use of Structured English Language Immersion (SEI) models, the state Compensatory Instruction Fund, Title III funding, and providing technical assistance for SEI budget calculation and submission. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 21,010.5 55,459.6 0.0 0.0 0.0 Other Non Appropriated Funds 19,817.3 36,066.3 36,066.3 Program Total 40,827.8 91,525.9 91,525.9 FTE Positions 34.9 30.3 30.3 Other Appropriated Funds ‹ Goal 1 55,459.6 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of local education agencies (with ELL students receiving state/federal funding) in full compliance with federal, state and ADE policy issues 58 58 59 Percent of local education agencies (with ELL students receiving state/federal funding) visited for fullscale on-site monitoring, provided technical assistance, or addressed constituent issues. 49 49 50 Performance Measures ‹ Goal 2 To provide timely and reliable customer service. Performance Measures Number of postings/reports available from English Acquisition Services' website Page 142 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 98 100 Department of Education Number of approved applications posted online of providers of Structured English Immersion Provisional and Full Endorsement training ‹ Goal 3 756 800 825 Explaination: To provide technical assistance, training, and professional development for schools and educators that will assist English language learners. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 550 550 600 1,010 1,025 1,025 Number of attendees at Structured English Immersion conferences Number of people attending annual ELL proficiency assessment overviews and workshop trainings Arizona English Language Proficiency Assessment (AZELLA) ‹ Goal 2 *82.5 930 1,000 1,050 Number of English Language Learner Coordinators reached through the English Acquisition Services Unit through monthly practitioner meetings 325 325 350 Subprogram Summary 87.4 To provide technical assistance, training, and professional development to improve the effectiveness of early childhood programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate **92 96 98 Number of Districts and Charters and/or agencies with state funded ECE programs that participated in professional development offered by ADE ~ ECE 131 137 143 Number of professional development opportunities that schools and programs participated in that were offered by ADE ~ ECE. 459 481 505 Explaination: **n = 2127 surveys Performance Measures ***n = 139 surveys Subprogram Summary EDA 4.4 EARLY CHILDHOOD PROGRAMS Vicki Salazar, Associate Superintendent 84.9 *In 2007 Research and Evaluation did a z score conversion to determine the improved outcome measures. In 2008 it was determined that a more accurate calculation could be obtained using percentiles to make comparisons. Percent of participants indicating training as “meeting or exceeding” expectations Number of persons contacted and provided information on Arizona's English language proficiency standards EDA 4.3 Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of knowledge and skills. TITLE I Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Phone: (602) 542-3139 A.R.S. § 15-715, 15-771, 15-901.02, 15-1251, P.L. 107-110 P.L. 107-110 Mission: Mission: To provide leadership and support to schools, organizations, educators, families, and communities in implementing programs that assist all children from birth through age 8 years to become successful lifelong learners. To support the implementation of the Federal Title I Grant for Arizona's System of School Support in order to impact teaching and learning in Kindergarten through 12th grade classrooms so that educationally disadvantaged students achieve high academic success. Description: The Early Childhood subprogram includes multiple collaborative partnerships, Preschool Special Education for 3 year to 5 year old children with disabilities, and the federal Early Childhood Block Grant for public school districts and charter schools who serve children in kindergarten programs, as well as in grades one, two and three. This subprogram supports school readiness and early learning success by encouraging the implementation of high quality program guidelines and educational standards. Local community programs offer resources, on-site support, funding, and opportunities for professional development to promote developmentally appropriate learning environments. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18,372.1 19,438.1 19,438.1 0.0 0.0 0.0 5,596.0 6,820.2 6,820.2 Program Total 23,968.1 26,258.3 26,258.3 FTE Positions 12.6 13.0 13.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations, and other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of applied behavior. *83.4 85.9 88.4 Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of social and emotional development. *87.4 Performance Measures 90 92.6 Description: Title I, under the Elementary and Secondary Education Act, provides financial assistance to local educational agencies to meet the needs of educationally deprived children at preschool, elementary, and secondary school levels who are in low income areas. The purpose of this Title I funding is to help all children achieve the state's academic standards. This is accomplished through supplemental programs that consist of instructional services, instructional support services, school wide reform efforts, and increased involvement of parents in their children's education. Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 243,809.0 363,023.5 363,023.5 Program Total 243,809.0 363,023.5 363,023.5 FTE Positions 31.9 30.3 30.3 ‹ Goal 1 0.0 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Title 1 schools that meet adequate yearly progress (AYP) *NA 84 85 Percent of Title 1 paraprofessionals meeting the No Child Left Behind requirements 99 99 99 Performance Measures Explaination: ‹ Goal 2 *No public information available until October 1, 2008 To provide technical assistance, training, and professional development to improve Title 1 school efforts. Performance Measures Percent of school districts that participate in Title 1 professional Department of Education FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85 86 87 Page 143 development activities for No Child Left Behind Consolidated Programs Subprogram Summary EDA 4.5 CAREER AND TECHNICAL EDUCATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-781-15-790, P.L. 109-270 Mission: To prepare Arizona students for workforce success and continuous learning. Description: The Career and Technical Education (CTE) subprogram at the Arizona Department of Education oversees all State and Federal funding specifically earmarked for all secondary and postsecondary CTE programs designed to prepare individuals for continuing education and transition to employment in current or emerging careers. This subprogram directs and is responsible for the quality of all CTE programs under secondary and postsecondary districts, all CTE programs under statewide Joint Technical Education Districts (JTED), as well as programs under the Workforce Investment Act (WIA). This includes oversight of over $26 million of Carl Perkins, Tech Prep and Learn and Serve Federal funding, $11 million of State Block Grant funding, $80 million of JTED funding and WIA funds. The subprogram is responsible for assuring quality and compliance with all associated Federal and State legislation for CTE funding, including budgeting and directing funds to specific programs, providing reports to Federal and State entities, collecting, analyzing and reporting related data, including performance measures, and establishing fiscal accountability for funds. The CTE subprogram is also responsible for directing the development and approval of quality CTE programs in 35 program areas leading to placement of students in postsecondary education and/or into employment. The subprogram directs development of curriculum which not only meets occupational needs and employability skills but in particular also focuses on related academic skills and standards. CTE Curriculum includes not only occupational skills but also the related academics required for student employment to meet industry assessment needs. Curriculum, assessment development, and dissemination of materials, professional development, including pedagogy, and articulation of secondary to postsecondary education through Tech Prep and other strategies. The CTE subprogram directs CTE research and assessment, which supports the need for specific programs based on labor market information, and collects, reports and analyzes data for districts and other entities in order to provide accurate information and industry evaluation for continuous improvement of CTE programs. The CTE subprogram also supports implementation of new and emerging programs such as those in the Science, Technology, Engineering and Math (STEM) cluster, and the Biomedical/Biotechnology areas, based on research in Arizona disservices workforce strategy by Battelle. The subprogram works with stakeholder groups and establishes partnerships with agencies and business and industry to develop quality initiatives and goals through WIA and other partners in carrying out programs which will articulate with secondary and post secondary education. The subprogram gives direction to identification of priorities, such as specific occupations or work-based learning, to align with labor market and business and industry needs. The subprogram oversees and conducts all Federal compliance reviews for CTE programs through Office of Civil Rights, as well as Service Learning programs through a Federal Learn and Serve grant. The co-curricular CTE student organizations, such as FFA and Skills USA, also function under this subprogram to provide students with leadership and community development skills. Technical assistance in implementation and continuous improvement of quality CTE programs including the previously described initiatives is provided to all districts offering approved CTE programs. This subprogram includes the Workforce Development Unit, which is responsible for the administration of comprehensive education, and training programs that address the needs of youths and adults who face barriers to employment. These programs include occupational and workplace skills training, related academic and support services, and provide employment Page 144 All dollars are presented in thousands (not FTE). Department of Education preparation opportunities that support career goals. The education, employment and training programs also promote partnerships among service providers to increase linkages and provide a comprehensive and meaningful approach to workforce preparation by facilitating coordination of education and training services between education, employment, and training. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 12,012.2 12,067.7 12,067.7 0.0 0.0 0.0 Other Non Appropriated Funds 26,997.7 36,084.4 36,084.4 Program Total 39,009.9 48,152.1 48,152.1 FTE Positions 60.0 62.3 62.3 Other Appropriated Funds ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Career and Technical Education concentrators passing AIMS reading NA *49.1 50 Percent of Career and Technical Education participants placed in school, job, or military after graduation NA 50 55 Performance Measures ‹ Goal 2 To provide timely and reliable customer service. Performance Measures Number of days CTE allocation notifications sent after receipt of federal award To increase annually by two the number of workshops/training that focus on the application, development, streamlining, and automation so that schools/districts have access to fiscal resources as early as possible. Explaination: ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9 *3 7 31 29 30 *Based on preliminary data allocations mailed prior to the actual notification receipt. To provide technical assistance, training, and professional development for career and technical training programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of educators participating in Career and Technical Education professional development workshops **2,708 3,000 3,250 Number of attendees at Workforce Investment Act annual Training EXPO 0 Performance Measures ‹ Goal 4 0 0 1,810 84 86 Number of Career and Technical Education programs receiving incentives and recognitions for exemplary and promising practices Mission: To be the catalyst for increasing the quality of Adult Education in Arizona by raising expectations and providing leadership, support, and resources that enable service providers and students to excel. Description: The Adult Education subprogram ensures that adult learners who are at least 16 years of age have access to quality educational opportunities that will support them in their employment, job training, and higher education aspirations. This subprogram also assists adult learners in acquiring the knowledge and skills necessary for effective participation in society. The adult learners are not enrolled nor required to be enrolled in secondary school when they participate in instruction in one or more of the following areas: 1) English Language Acquisition, 2) Adult Basic Education, 3) Adult Secondary Education, including GED Preparation, 4) Civics, and 5) Basic computer literacy skills. Adult Education is a learner-centered, interactive process which values and supports the individual in defining and achieving personal goals through improvement in basic reading, writing, and mathematics skills. Content is delivered though life skills so they can better function in their community, family and workplace environments. The General Education Development (GED) Testing subprogram ensures equitable access to the GED examination for adult learners in pursuit of an Arizona High School Equivalency Diploma. The GED exam has been developed and validated by the General Educational Development Testing Service, a subdivision of the American Council of Education, and is administered by the Arizona Adult Education Services/GED Testing Office. Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 10 11 12 FY 2010 Estimate 4,477.9 0.0 0.0 0.0 9,444.7 11,795.6 11,795.6 Program Total 14,022.5 16,273.5 16,273.5 FTE Positions 19.1 21.0 21.0 Percentage of Adult Education providers monitored for state and federal quality measures and compliance indicators ‹ Goal 2 4,477.9 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures FY 2008 Actual FY 2009 Estimate 4,577.8 Other Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 *100 100 To provide technical assistance, training, and professional development for schools to improve the effectiveness of adult education and GED testing programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of age 16 year and older learners who achieved a GED through participation in the Adult Education and GED testing program **73 80 80 Percent of age 16 year and older learners who achieved their employment goals through participation in the Adult Education program **55 70 70 Performance Measures Explaination: Department of Education FY 2008 Actual General Funds 88 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for career and technical training. Performance Measures A.R.S. § 15-234, 15-702, P.L. 105-220 ‹ Goal 1 *Duplicated count in Professional Development sessions within events **Unduplicated attendees participating in Professional Development events ***No Training Expo in 2008-2009 No longer ADE program effective 7/1/2008 Explaination: ADULT EDUCATION AND GED Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Other Non Appropriated Funds Number of approved training programs on the Workforce Improvement Act Eligible Training Providers List Number of events reported on ADE Customer Satisfactory Survey where customer satisfaction was reported as pertinent and relevant Subprogram Summary EDA 4.6 *New local contracts **Incomplete data. Data not available until 11/08 All dollars are presented in thousands (not FTE). Page 145 EDA 4.7 Funding and FTE Summary: (Thousands) Subprogram Summary STANDARDS BASED BEST PRACTICES Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 FY 2008 Actual General Funds Mission: 7,536.0 28.1 67.6 67.6 Other Non Appropriated Funds 15,225.7 14,306.5 14,306.5 Program Total 22,266.3 21,910.1 22,719.2 FTE Positions 18.9 18.8 26.8 To enhance academic achievement for Arizona youth by providing resources for safe and healthy learning environments and positive character traits training. To provide assistance to schools in the use of research-based strategies and support services for the advancement of student achievement. ‹ Goal 1 Description: ‹ Goal 2 The Best Practices Section assures that Arizona schools have access to the finest tools and knowledge needed to deal with critical issues by providing research-based support for schools, including technical assistance, professional development, resources, and oversight. The Best Practices subprogram consists of the following components: The AZ Academic Standards unit provides leadership in the development of the state’s academic standards as well as support and assistance to schools in implementing them. Currently, Arizona’s Academic Standards are articulated by grade level in Reading, Writing, Mathematics, Science, and Social Studies. State-sponsored professional development in implementing these content standards is offered regularly for school/district teams. This unit also administers the Mathematics and Science Partnerships Program which focuses on improving teacher content and pedagogical content knowledge in mathematics and science. The Academic and Instructional Support unit establishes a series of academies that help teachers and administrators understand how academic achievement is tied to research based best practices, as well as provides methods and techniques to address these topics and increase teacher content knowledge. The topics for these academies encompass data from the field, AIMS scores, and trends in Solutions Team data. FY 2010 Estimate 7,012.5 Other Appropriated Funds A.R.S. § 15-154-15-155, 15-345, 15-712, P.L. 107-110 FY 2009 Estimate 8,345.1 To provide quality customer service with continual improvement. Performance Measures Number of website hits on discipline information and resources FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,600 1,600 1,600 To provide technical assistance, training, and professional development for schools to improve the effectiveness of schools. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of officers attending a Beginning or Advanced Law related Education Academy 87 96 96 Percent of students in selected schools that respond that they feel safer because of the officer’s presence *N/A 73 73 Number of classroom management and discipline training workshops held 45 50 55 Average satisfaction rating of participants in classroom management and discipline training workshops (on a 1-5 scale, 5 highest) 4.9 4.57 4.8 Percent of public and charter schools that received technical assistance on classroom management and discipline 100 200 300 Performance Measures Explaination: *No evaluation survey for FY07-FY08 because of diminishing resources in School Safety The focus within the School Safety and Prevention unit is on the enhancement of academic achievement through the provision of resources for safe and healthy learning environments. Several state and federallyfunded grants are administrated that assist in this focus, including the Safe and Drug-Free Schools Program, Chemical Abuse Prevention Program, School-Based parenting Program Initiative, HIV/AIDS Education Program, School Safety Program, and the Multi-Hazard Safety Program. The Best Practices subprogram provides support for school-based programs that actively promote learning to develop and practice healthy behaviors and positive character traits in schools and communities. This subprogram includes safety programs for reducing violence and the use of drugs, alcohol, and tobacco through education and prevention activities in schools. Initiatives are supported that promote school environments that are free from drugs and violence and the unauthorized presence of firearms and alcohol. This subprogram also includes funding to provide voluntary education and training on the core values of trustworthiness, respect, responsibility, fairness, caring, and citizenship to educators, leaders of youth nonprofit organizations, and children and their families in Arizona. The goal is to instill in youth the traits of positive character. In addition, this subprogram supports programs to prevent the spread of HIV/AIDS. There is federal funding to increase the number of schools that adopt and enforce HIV prevention polices that are medically accurate and consistent with state and federal guidelines. The federal funding also is for increasing parental and community involvement in educating youth about HIV and pregnancy prevention. Page 146 All dollars are presented in thousands (not FTE). Department of Education EDA 4.8 Subprogram Summary NUTRITION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Nat. School Lunch and Child Nutrition Acts, P.L. 108-265 Mission: To assist schools and organizations toward improving the health and the nutrition of students so they may benefit from the educational process and achieve their full potential. Description: The Health and Nutrition subprogram provides cash assistance and donated foods to serve nutritionally adequate meals to children in schools, preschools, day care centers and homes. Over two-thirds of the children served are low income, based on free and reduced-income eligibility status. The free and reduced status is based on the federal poverty guidelines and is an indicator of a child's at-risk status. Training, technical assistance compliance reviews are conducted to ensure nutrition integrity and fiscal accountability as prescribed by the United States Department of Agriculture. The Health and Nutrition subprogram includes various programs and the meals served in these programs are planned to meet the U.S. Dietary Guidelines for Americans. These Guidelines provide advice about food choices that promote health and prevent disease, encouraging an increased intake of fruits, vegetables and grains, while limiting fat, salt and sugar. The programs are described below: The National School Lunch Program is a federally assisted meal program to provide nutritionally balanced, low-cost or free lunches to children each school day. The After School Snack Program is through the National School Lunch Program, which offers cash reimbursement to help schools serve snacks to children after their regular school day ends. The School Breakfast Program provides federally funded cash assistance to operate nonprofit breakfast programs in schools and residential childcare institutions. The Child and Adult Care Food Program provides federal funds to nonresidential child and adult care facilities, emergency shelters, eligible after school programs and family day care providers who serve nutritious meals and snacks. The Summer Food Service Program was created to ensure that children in low-income areas could continue to receive nutritious meals during long school vacations (i.e. school intersessions and summer vacation), when they do not have access to school breakfast or lunch. The Food Distribution Program consists of commodities distributed by the United States Department of Agriculture for use in the National School Lunch Program and the Summer Food Service Program. The Special Milk Program is available to children of all schools or nonprofit child care institutions which do not participate in the National School Lunch Program, School Breakfast Program, the Child and Adult Care Food Program, or Summer Food Service Program. This includes nonprofit day care centers, summer camps, settlement houses and homeless shelters. An eligible shelter's primary purpose must be to provide shelter and a minimum of one regularly scheduled meal service per day to homeless families. The shelter cannot be a residential child care institution. Control and Prevention (CDC), Improving the Health, Education and WellBeing of Young People through Coordinated School Health Grant. The grant will provide 2.3 million dollars over 5 years to the ADE to establish Coordinated School Health Programs in Arizona. A Coordinated School Health Program is a planned, organized set of health-related programs, guidelines, and services coordinated to meet the health and safety needs of K-12 students. It is comprised of multiple components that can influence health and learning, which include health education; physical education; health services; nutrition services; counseling and psychological services; a healthy school environment; family/community involvement; and health promotion for staff. The Fresh Fruit and Vegetable Program (FFVP) provides funding to schools so they can provide a variety of fresh fruits and vegetables to students throughout their school day. The goal of the FFVP is to: Create healthier school environments by providing healthier food choices; Expand the variety of fruits and vegetables children experience; Increase children’s fruit and vegetable consumption; and Make a difference in children’s diets to impact their present and future health. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 604.5 97.2 0.0 0.0 0.0 Other Non Appropriated Funds 284,747.4 285,529.5 285,529.5 Program Total 285,351.9 285,626.7 285,626.7 FTE Positions 48.5 52.2 52.2 Other Appropriated Funds ‹ Goal 1 97.2 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of sponsors planning menus which meet the revised nutrition standards during annual School Meals Initiative reviews 74 74 75 Percent of School Nutrition Program sponsors passing the Coordinated Review Effort Performance Standards 84 84 86 Percent of Child and Adult Care Food Program sponsors complying with revised administrative review requirements 94 94 95 Performance Measures ‹ Goal 2 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for health and nutrition programs. Performance Measures Percent of sponsors (schools) implementing the Arizona Healthy School Environment Model Policy ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19 20 21 To provide technical assistance, training, and professional development to improve the effectiveness of health and nutrition programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of sponsors attending a USDA Basics and/or Business Basics and Nutrition Basics Workshop 80 81 81 Percent of sponsors attending ADE’s School Health and Nutrition Advanced Track Workshops 35 36 36 Percent of sponsors processing USDA commodities in Child Nutrition 29 30 32 1,460 1,490 1,490 Performance Measures Number of SCOOPS newsletter subscribers The SMP also is available to students attending a split-session kindergarten or pre-primary students in a school that participates in the National School Lunch Program or the School Breakfast Program, if those students do not have access to the lunch or breakfast programs. Health and Nutrition Services was awarded the National Centers for Disease Department of Education All dollars are presented in thousands (not FTE). Page 147 Subprogram Summary EDA 4.9 Subprogram Summary EDA 4.10 OUTREACH PROGRAMS FAMILY LITERACY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-191-15-191.01, P. L. 107-110 A.R.S. § 15-1241, P.L. 89-329, P.L. 101-610, P. L. 107-110 Mission: Mission: To break the intergenerational cycle of illiteracy and its impacts on families with young children. To provide assistance aimed at enriching regular educational services for the advancement of student achievement and to recognize educational excellence. Description: The Family Literacy subprogram brings parents and their young children together in an interactive learning setting that holistically addresses their educational needs. Children participate in age appropriate activities tailored to improve their language and literacy skills and to prepare them for success in school. Parents gain academic preparation in basic skills, language acquisition, workforce readiness, and parenting skills. Through intensive, intergenerational activities, families make sustainable changes and learn to value the legacy of literacy. This subprogram uses state funds to increase the basic academic literary skills of undereducated low income parents and their preschool children. It also uses federal grant monies to further support family literacy services for low income parents lacking basic education or having limited English proficiency and their children ages birth through seven years. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 928.3 Other Appropriated Funds 1,008.7 FY 2010 Estimate 1,008.7 0.0 0.0 0.0 Other Non Appropriated Funds 1,487.5 1,474.6 1,474.6 Program Total 2,415.8 2,483.3 2,483.3 FTE Positions 1.0 1.2 1.2 ‹ Goal 1 To provide technical assistance, training, and professional development for schools and organizations to improve the effectiveness of family literacy programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of parents achieving educational gains 81.5 83 85 Percent of children demonstrating language gains 96.6 95 95 Performance Measures Description: The Outreach Programs subprogram provides support and assistance for enrichment opportunities that focus learning in one particular subject, achieve higher levels of education through financial support, achieve higher student academic achievement through opportunities outside the regular school day or school classroom, or allow students to compete in national level academic contests. This subprogram includes a variety of programs, including: Arts Education, Academic Contests, Arizona Geographic Alliance, Arizona School Services through Educational Technology (ASSET), Arizona Humanities Council, Arizona Academic Decathlon, Arizona Principals’ Academy, Project Citizen, Small Pass through Programs, Economic Academic Council, U.S. Senate Youth Program, National Science Camp, National History Teacher of the Year Award, Robert C. Byrd Scholarship Program, Close-Up Foundation, Milken-Tap-Advancement, 21st Century Community Learning Centers, and Learn and Serve America. This subprogram consists of a combination of state and federal monies. As an example, the federal 21st Century Community Learning Centers Grant is for supporting the creation of community learning centers which provide academic enrichment opportunities to students and their families during non-school hours (before or after school) or periods when school is not in session (including holidays, weekends or summer recess). A second example is the federal Learn and Serve America Grant, which is for projects that use a service-learning approach to education. This service-learning approach recognizes that working with local community organizations is a way to obtain academic achievement and develop civic skills. The grant monies are to allow schools to work in partnership with local organizations to create, develop, and offer service-learning opportunities for school-age youth from age five years to 17 years. A third example is federal funds to provide a variety of tools and resources for schools, teachers, and administrators interested in learning how to create quality, comprehensive, and sequential arts learning for their students. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 581.6 100.0 0.0 0.0 0.0 Other Non Appropriated Funds 18,971.3 22,242.6 22,242.6 Program Total 19,552.9 22,342.6 22,342.6 FTE Positions 9.4 12.3 12.3 Other Appropriated Funds ‹ Goal 1 Number of people participating in scholarship programs ‹ Goal 2 100.0 To provide timely and reliable customer service. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,055 560 600 To provide technical assistance, training, and professional development to improve school effectiveness Performance Measures Number of model or promising art program showcased on department's website Number of technical assistance contacts with administrators that receive 21st Century Community Learning Center grants Page 148 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10 23 23 560 723 723 Department of Education Number of administrators that participate in local and national 21st Century Community Learning Center sponsored training 360 Number of professional development opportunities made available on the state's arts standards 20 Explaination: ‹ Goal 3 400 400 25 25 **Principals and Grant Directors are now required to attend a one day training To ensure compliance with State and Federal statutes and regulations along with other contractual obligations FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of monitoring site visits for 21st Century Community Learning Center grants 157 190 190 Percent of grantees in compliance with Arts Education Initiative procedures 100 90 95 Performance Measures Explaination: **Expanded staff by two Subprogram Summary EDA 4.11 INNOVATIVE EXEMPLARY PROGRAMS Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-770, 15-772, P. L. 107-110, P.L. 96-212 Mission: To assist Local Education Agencies in accessing quality innovative and exemplary educational programs, reflective of Arizona’s diverse school populations through technical assistance, and proper allocation, distribution, and monitoring of funding so that migrant students, American Indian students, homeless youth, gifted students, refugee students, and lowincome students reach their potential levels of academic achievement, workplace skills, and effective participation in society. Description: The Innovative Exemplary Programs subprogram serves children whose cultural, economic, or intellectual situation challenges the educational system. This subprogram includes the Migrant Education Program for supplemental program services to the children, ages three years through 21 years of age, of seasonal or temporary agricultural workers. It also includes state and federal funds for the Indian Education Program to maximize teaching and learning levels while validating the culture and linguistic identity of American Indian students. In addition, this subprogram includes federal funds: (1) to provide equal access to education for homeless children; (2) to offer activities that will lead to the effective integration and education of refugee children; and (3) to give low-income students the opportunity to take more advanced placement courses and to pay their advanced placement test fees. There also are state funds to ensure compliance with state requirements for the appropriate identification and instruction of gifted students. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 3,377.0 0.0 0.0 0.0 Other Non Appropriated Funds 10,225.9 14,837.4 14,837.4 Program Total 13,486.4 18,214.4 18,214.4 FTE Positions 15.3 13.0 13.0 ‹ Goal 1 92 70 75 Number of conferences, workshops, and trainings held on Indian Education 45 46 47 Percent of training participants surveyed reporting satisfaction with Indian education training and support 88 88 88 Number of school site visits on Indian education 32 34 34 Number of conferences, workshops, and trainings held on homeless education 27 20 15 Percent of training participants surveyed reporting satisfaction with homeless education training and support 97 95 95 Number of school site visits on homeless education 67 65 65 Number of model or promising homeless education programs showcased on department’s website 2 2 2 Number of conferences, workshops, and trainings held on migrant education 17 15 15 Percent of training participants surveyed reporting satisfaction with migrant education training and support 94 90 90 Number of school site visits and technical assistance by email/telephone on migrant education 78 48 48 4 4 4 Number of model or promising migrant education programs showcased on department’s website ‹ Goal 2 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of grantees in compliance within gifted education 95 95 95 Percent of Native American students meeting or exceeding Arizona Academic Standards in reading 67 67 67 Percent of Native American students meeting or exceeding Arizona Academic Standards in mathematics 63 63 63 100 75 80 Performance Measures Percent of grantees in compliance within homeless education ‹ Goal 3 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for innovative and exemplary programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of partnerships between Indian education and tribal/community organizations 35 35 35 Number of partnerships between gifted education and various organizations 25 30 30 Performance Measures FY 2010 Estimate 3,260.5 Other Appropriated Funds Number of school site visits on gifted education 3,377.0 To provide technical assistance, training, and professional development for schools to improve the effectiveness of gifted education. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of conferences, workshops, and trainings held on gifted education 63 45 50 Percent of training participants surveyed reporting satisfaction with gifted education training and support 98 98 98 Performance Measures Department of Education All dollars are presented in thousands (not FTE). Page 149 Funding and FTE Summary: (Thousands) Program Summary EDA 5.0 PROFESSIONAL DEVELOPMENT Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-531-15-551, 15-704, 15-919-15-920, P.L. 107-110 Mission: To promote careers in public education and to ensure that all Arizona educators are highly qualified and highly effective while embracing excellent internal and external customer service. Description: The Highly Qualified Professional subprogram: Implements Title IIA and Title IIC of the NCLB federal legislation for achieving the goal of having a highly qualified teacher in every classroom. Offer prospective educators positive avenues and standards of obtaining certification through established programs. Works collaboratively with stakeholders to design and implement a rigorous professional preparation program approval process and rigorous educator assessments based on the AZ professional educator standards. Ensures educators meet the Highly Qualified and State Board requirements evaluating and issuing certificates in a timely manner by exceeding customers' expectations. Delivers and provides assistance to Arizona educators, LEAs, and other ADE divisions in the design, implementation, and evaluation of high quality professional development with the goal of increasing student achievement. Highly Qualified Professional Standards Based Teaching and Learning Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 5,183.0 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 1,120.0 1,783.2 2,189.1 2,189.1 126,871.0 126,871.0 Program Total 99,077.0 130,180.1 130,180.1 FTE Positions 66.1 85.2 85.2 EDA 5.1 FY 2010 Estimate 4,208.0 120.0 120.0 Other Appropriated Funds 1,783.2 2,189.1 2,189.1 Other Non Appropriated Funds 51,122.0 77,024.4 77,024.4 Program Total 57,113.2 79,333.5 79,333.5 FTE Positions 39.9 51.8 51.8 ‹ Goal 1 To provide timely and reliable customer service. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Maximum number of days to process complete certification applications 21 18 14 Percent of customer satisfied with certification services. 94 96 98 Performance Measures Explaination: ‹ Goal 2 *New Performance Measure To ensure the quality of Arizona’s educators through evaluation and certification. Performance Measures Percent of applicants successfully passing professional content and knowledge certification examinations ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 83 90 90 To offer professional development opportunities to educators and administrators. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 58 60 62 Subprogram Summary EDA 5.2 STANDARDS BASED TEACHING AND LEARNING 1,120.0 92,110.8 FY 2009 Estimate General Funds Number of professional development opportunities provided to teachers and principals by the Highly Qualified Professionals Unit This Program Contains the following Subprograms: 4 4 FY 2008 Actual Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-704, P.L. 107-110 Mission: To provide educators with support that promotes high academic achievement of all students. Subprogram Summary Description: HIGHLY QUALIFIED PROFESSIONAL Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-531-15-551, 15-919-15-920, P.L. 107-110 Mission: To promote careers in public education through recruitment and retention of highly qualified teachers and administrators while embracing internal and external customer service. Description: The Highly Qualified Professional subprogram implements: Title IIA of the NCLB federal legislation for achieving the goal of having a highly qualified teacher in every classroom. Offer prospective educators positive avenues and standards of obtaining certification through established programs. Works collaboratively with stakeholders to design and implement a rigorous professional preparation program approval process, rigorous educator assessments based on the AZ professional educators standards. Ensures educators meet the Highly Qualified and State Board requirements evaluating and issuing certificates in a timely manner by exceeding customers' expectations. The Standards Based Teaching and Learning subprogram oversees programs aimed at giving teachers the professional skills necessary to ensure Arizona Academic Standards are implemented. This subprogram oversees funding for partnerships to improve teacher content and pedagogical content knowledge in mathematics and science. Partners are expected to develop and deliver more rigorous mathematics and science professional development that is aligned with state academic achievement standards, Arizona Professional Teaching Standards, and state professional development standards. The subprogram also uses funding for ensuring all children in Arizona learn to read well by establishing scientifically based reading programs for students enrolled in kindergarten through grade three. These funds support increased professional development to ensure that all teachers have the skills they need to teach these programs effectively. The monies also support the use of screening and diagnostic tools and classroom-based instructional reading assessments to measure how well students are reading. The vision is that every Arizona child will learn to read proficiently by third grade and remain a proficient reader. Delivers and provides assistance to Arizona educators, LEAs, and other ADE divisions in the design, implementation, and evaluation of high quality professional development with the goal of increasing student achievement. Page 150 All dollars are presented in thousands (not FTE). Department of Education Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Subprogram Summary EDA 6.1 ADMINISTRATIVE SERVICES 975.0 1,000.0 1,000.0 0.0 0.0 0.0 Other Non Appropriated Funds 40,988.8 49,846.6 49,846.6 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Program Total 41,963.8 50,846.6 50,846.6 A.R.S. § 15-251-15-272, P.L. 107-110 FTE Positions 26.2 33.4 33.4 Other Appropriated Funds ‹ Goal 1 To provide training and professional development to improve the effectiveness of standards based teaching and learning. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of regional training-oftrainers sessions sponsored by Standards Based Teaching and Learning to build statewide capacity 97 60 60 Percent of Reading First local education agencies surveyed reporting satisfaction with department training and support 90 90 90 **85 95 95 95 90 95 Performance Measures Percent of Summer Academy participants who are well prepared as a result of the Summer Academy to implement the reading instructional practices learned *Standards-Based Teaching and Learning includes information from the following units: AZ Academic Standards, Academic and Instructional Support, and Reading First **Change in percent due to the first year of the new Social Studies Standards Program Summary EDA 6.0 ADMINISTRATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 To ensure the efficient and the effective operation of the Department of Education through the Superintendent’s leadership and the exchange and dissemination of information that promotes academic excellence and ensures fiscal and academic accountability in public education. Description: The Administration program provides the support for efficient and effective operations through Administrative Services and Management Information Systems in the Arizona Department of Education. This subprogram provides the infrastructure, guidance and supplies necessary to accomplish the daily operations of the agency. Its duties involve obtaining and managing a competent workforce and overseeing a high level of customer service to ensure the accomplishment of the overall agency mission. This Program Contains the following Subprograms: Administrative Services Information Technology General Funds FY 2009 Estimate FY 2010 Estimate 6,469.6 8,303.0 628.9 665.1 665.1 7,224.7 8,774.1 8,774.1 Program Total 17,008.9 15,908.8 17,742.2 FTE Positions 165.9 167.4 172.4 Other Non Appropriated Funds Department of Education FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,661.6 6,469.6 0.0 0.0 0.0 5,600.6 6,265.6 6,265.6 Program Total 12,262.2 12,735.2 13,105.4 FTE Positions 142.1 142.0 142.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 6,839.8 To provide accurate and helpful information to the public. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,249 4,150 4,155 Number of constituent inquiries responded to within two-week time frame 27,650 27,650 28,950 Number of Department of Education website "visitors" 7.32 mil 7.35 mil 7.93 mil Number of Department of Education website "hits" 209 mil 215 mil 220 mil Performance Measures Number of individuals on the department’s distribution list receiving newsletters and reports ‹ Goal 2 FY 2008 Actual 9,155.3 Other Appropriated Funds The Administrative Services subprogram also is responsible for providing financial, procurement, building operations and distribution, and human resource support services to the agency. Financial services include budgeting, accounting, grants management, and audit functions. Procurement services include contracts management and purchasing. Building operations and distribution include facilities, print shop, and central mail distribution functions. Human resource services include personnel and payroll functions. These administrative functions are centralized to ensure efficient and effective operational support to the agency, and consistent application of state, federal and agency rules, regulations, guidelines, and procedures. General Funds Mission: Funding and FTE Summary: (Thousands) The Administrative Services subprogram is the information channel for the Arizona Department of Education. It provides the agency with insight into the educational concerns of the statewide community. This subprogram is responsible for generating and disseminating information to the general public, parents, the media, government, the private sector, and the education community regarding the Arizona Department of Education, the Superintendent of Public Instruction, and Arizona's schools and education services. Funding and FTE Summary: (Thousands) A.R.S. § 15-231-15-272, P.L. 107-110 4 4 To provide exceptional customer support in a safe work environment through a commitment to continual process improvements with timely, efficient, and cost effective distribution, facility, human resources, payroll, printing and procurement services to the Arizona Department of Education and its customers ensuring compliance with Federal, State and Agency laws, regulations and policies. Description: Percent of attendees reporting readiness to implement Arizona Academic Standards as a result of resources, support, and training Explaination: Mission: To improve communication and involvement with the education community and other stakeholders. Performance Measures Number of individuals participating on the Superintendent's advisory committees Number of guidelines/legislative related initiative correspondence sent to stakeholders ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 180 193 190 4,450 4,500 4,550 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for public education. All dollars are presented in thousands (not FTE). Page 151 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 376 380 400 Amount of new discretionary grant funding secured by the department 6.7mil. 3.7 mil. 3.8mil. Total amount of all federal funds secured by the department for public education in Arizona 909mil. 906mil. 906mil. Performance Measures Number of schools participating in department special initiatives ‹ Goal 4 Subprogram Summary EDA 6.2 INFORMATION TECHNOLOGY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-251-15-272, P.L. 107-110 To improve employee and customer satisfaction. Mission: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 88 90 Percent of employees who agree or strongly agree that the agency has a good internal communication system 73.5 75 77 Percent of internal customers satisfied with Accounting services 89.7 89.5 90 96 96.5 96.7 96.88 98 98 100 98 98 97.2 98 98 95 93.3 94.5 99.4 98 98 Percent of internal customers satisfied with Print Shop services 100 98 98 Funding and FTE Summary: (Thousands) Percent of internal customers satisfied with Purchasing services 100 98 98 General Funds Performance Measures Percent of employees satisfied with their job Percent of internal customers satisfied with Budget Office services Percent of internal customers satisfied with Central Distribution services Percent of internal customers satisfied with Contracts Management services Percent of internal customers satisfied with Facilities services Percent of internal customers satisfied with Grants Management services Percent of internal customers satisfied with Human Resource services ‹ Goal 5 Description: To provide technical assistance and training for internal and external customers. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of new employee training courses held 27 26 26 Number of comprehensive supervisor training courses held 28 30 30 Number of Human Resource intranet website training courses held 27 26 26 Number of timesheet refresher training courses held 27 26 26 Number of training sessions held by Accounting Unit on various administrative topics 51 55 55 Number of Grants Management meetings held for department program areas 12 11 11 ‹ Goal 6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of employees who agree or strongly agree that the agency supports their participation in training opportunities to improve job skills 79.5 81 83 Percent of employees who agree or strongly agree that they have the proper tools and equipment to do their work 85.5 87 89 0.0 665.1 665.1 Other Non Appropriated Funds 1,624.1 2,508.5 2,508.5 Program Total 4,746.7 3,173.6 4,636.8 FTE Positions 23.8 25.4 30.4 ‹ Goal 1 78 80 1,463.2 To improve the quality of the Student Accountability Information System (SAIS) data submission process. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of data marts used as management tools by agency units * * 2 Percent of errors due to transaction failures 13 10 8 Percent of errors due to system failures 10 5 5 ‹ Goal 2 *Performance measure is not valid; becomes valid with the development of AEDW **Performance measure new to this report in FY 2008, but has been in use since FY 2006 To provide timely and reliable customer service. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of calls that are resolved by the Support Center 89 92 85 Percent reduction in average downtime of Internet servers 10 10 10 3 5 3 Performance Measures Percent reduction in average downtime of messaging servers 76 FY 2010 Estimate 628.9 ‹ Goal 3 To increase the use of data and information technology as a management tool to make better-informed decisions. Performance Measures Percentage of enterprise data integrated into Data warehouse Explaination: ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 45 75 90 ** Performance Measure To provide accurate and helpful information to the public. Performance Measures Number of department website “hits” (in thousands) annually. Page 152 FY 2009 Estimate 2,493.7 Other Appropriated Funds Explaination: FY 2008 Actual Percent of employees who agree or strongly agree that they receive recognition for their work when they deserve it The Information Technology (IT) subprogram manages the agency’s overall Information Management discipline. As the agency’s data steward, IT sets and implements guidelines for safe, effective, and efficient information usage including collection, use, security, storage, integration, and reporting. To that end, IT maintains internal and external networks for the exchange of information. IT provides technical assistance to enable all Arizona Department of Education (ADE) customers to utilize effectively ADE’s offered services and information. IT guides and supports schools and districts in their use of technology to improve both administration and instruction. IT collaborates with strategic partners to provide the information needed to support reporting to and decision-making by education stakeholders (educators, the Arizona legislature, State government, Federal government, business groups, researchers, parents, students, etc.). Performance Measures To promote a positive and productive work environment that cultivates teamwork and motivates employees. Performance Measures To collaborate with education stakeholders to deliver excellent and innovative solutions to ensure an education of superb quality to every Arizona student. All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,900 9,000 9,400 Department of Education Explaination: ‹ Goal 5 **New Performance Measure (Note: Not tabulated accurately prior to FY 2007) To improve the agency’s information security stance. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Publish security manual and update as required 1 1 1 Require security awareness training of all IT staff 1 1 1 Require security awareness training of all agency staff 0 1 1 40 75 80 Performance Measures Percent of applications securitized (not tracked before FY 07) Explaination: ‹ Goal 6 ** Performance Measure new to this report in FY 2008, but has been in use since FY 2007 To close critical TISA gaps. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Percent of DFDs completed. 75 90 90 Percent of telecommunications/data network converged 60 75 90 Number of monthly vulnerability scans and reviews conducted. 2 4 5 Collaborate with other Arizona State agencies to enable ADE to conduct needed testing. 1 1 1 Explaination: **Performance measure new to this report in FY 2008, but has been in use since FY 2006 Department of Education All dollars are presented in thousands (not FTE). Page 153 communities of the state. A new armory construction program needs to be developed to meet community and state needs. Emergency Services must receive additional funding to further develop the disaster resistant community program in order to prevent loss of property and life. Funding must be maintained in order to support valuable community enhancing programs such as Project Challenge, Joint Counter Narcotics Task Force and the Freedom Academy. Agency Summary MAA 0.0 DEPARTMENT OF EMERGENCY AND MILITARY AFFAIRS Major General David P. Rataczak, Adjutant General Phone: (602) 267-2717 A.R.S. §§ 26-101, 26-111 Maintenance of viable, optimally located training areas/ranges and facilities. In order to maintain viable training areas/ranges, adequate funding must be provided to support mandated cultural and natural resource studies. Operations and maintenance dollars currently are not sufficient to maintain all facilities at minimum OSHA standards. Due to significant demographic changes in the past decade, facilities are no longer strategically located and there is a one-half million square foot shortfall in required work space. Issue 5 Mission: To promote, protect, and defend the health, safety, peace, and quality of life of the citizens of our communities, state, and nation. Description: 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 and 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ADMINISTRATION ¾ ¾ EMERGENCY MANAGEMENT ¾ MILITARY AFFAIRS Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2008 Actual 10,814.0 FY 2009 Estimate FY 2010 Estimate 1,979.1 2,252.3 2,252.3 63,977.0 46,596.6 47,523.6 29,248.1 31,279.8 32,652.0 95,204.2 80,128.7 82,427.9 FY 2009 Estimate 13,920.3 FY 2010 Estimate 16,219.5 55.6 132.7 132.7 84,334.6 66,075.7 66,075.7 Program Total 95,204.2 80,128.7 82,427.9 FTE Positions 474.7 475.7 479.7 Program Summary MAA 1.0 ADMINISTRATION Edward L. Flinn, Director Joint Programs Phone: (602) 267-2732 A.R.S. § 26-102 C-8 Mission: To provide leadership and support resources to all elements of the Department. Description: The Administration program provides agency-wide direction, oversight and support services. The Administration program is responsible for providing resource management, accounting, personnel and procurement functions for the Department. In addition, it provides oversight of Project Challenge, Army Facilities Maintenance and State Active Duty. It is also responsible for the coordination of Federal Funds with the United States Property and Fiscal Officer. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,979.1 2,252.3 2,252.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,979.1 2,252.3 2,252.3 FTE Positions 13.9 13.9 13.9 Strategic Issues: Issue 1 Employee retention and quality of employees The Department is built on quality employees capable of responding during a natural disaster or civil disturbance. In order to provide a work environment that promotes job satisfaction, growth opportunities, and a sense of value and pride, funding for training, salaries and personnel services must be increased. Customer demand for products/services exceeds our capacity to deliver to their needs Expanding legislative responsibility and increased demand for disaster prevention and preparedness from Arizona's political subdivisions have exceeded the Department's capabilities. Domestic Preparedness (terrorism) and the increased threat in our schools for emergency and disaster plans are just two examples. Local government requests exceed current staff capability. Issue 2 Agency wide communications/information management capability The Department currently has five separate information networks that are not linked with one another. In order to provide better communications and information management the department needs to develop an Agencywide network that includes connectivity to the State's mainframe. Issue 3 Issue 4 Community integration and visibility. The Department's objective is to integrate all of its activities into the Page 154 ‹ Goal 1 To provide quality and timely support services to our customers. Performance Measures Number of weeks to process personnel actions FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 1 1 Program Summary MAA 2.0 EMERGENCY MANAGEMENT Lou Trammell, Director Phone: (602) 231-6245 A.R.S. § 26-305 Mission: To coordinate emergency services and the efforts of governmental agencies to reduce the impact of disasters on persons and property in Arizona. Description: The program directs and coordinates a statewide Comprehensive Emergency Management program to minimize personal and property losses caused by natural and technological disasters. This is accomplished through numerous preparedness, response, recovery, and mitigation activities and programs. All dollars are presented in thousands (not FTE). Department of Emergency Services and Military Affairs This Program Contains the following Subprograms: 4 4 RESPONSE AND RECOVERY Response and Recovery Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 4,775.5 FY 2010 Estimate 4,465.6 5,392.6 0.0 0.0 0.0 Other Non Appropriated Funds 59,201.5 42,131.0 42,131.0 Program Total 63,977.0 46,596.6 47,523.6 FTE Positions 388.3 388.3 388.3 Other Appropriated Funds Chuck McHugh, Assistant Director Phone: (602) 231-6242 A.R.S. § 26-306 Mission: To coordinate the actions of federal, state and local jurisdictions to respond to and recover from disasters. Description: This subprogram coordinates the response of state agencies to emergency incidents; administers the Governor's Emergency Fund; and manages postresponse recovery efforts to include the acquisition and disbursement of special state appropriations and federal disaster funds, and allocation of resources. Subprogram Summary MAA 2.1 Subprogram Summary MAA 2.2 Mitigation and Preparedness MITIGATION AND PREPAREDNESS Jan Kimmell, Assistant Director Funding and FTE Summary: (Thousands) Phone: (602) 231-6264 A.R.S. § 26-305 FY 2008 Actual General Funds Mission: The mitigation element integrates several funding programs that reduce repetitive losses caused by disaster by managing structural and nonstructural projects that eliminate losses. The mitigation group provides technical assistance to political subdivisions to develop mitigation plans, analyze vulnerabilities and to assess risks to support land use decisions. The preparedness element serves three main functions; technical assistance for the development of state and local emergency operations plans; training for emergency managers, elected officials and first responders; and exercising the capabilities of state and local government. These activities will increase the overall capability to respond to, recover from, and mitigate disasters and thereby reduce the impact of disasters. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 4,079.6 3,765.3 4,692.3 0.0 0.0 0.0 Other Non Appropriated Funds 50,534.0 33,324.1 33,324.1 Program Total 54,613.6 37,089.4 38,016.4 FTE Positions 284.4 284.4 284.4 Other Appropriated Funds ‹ Goal 1 To reduce loss of life and loss of property from all hazards. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of communities with sustained Disaster Resistant Community Programs 106 109 112 Customer satisfaction rating for communities served during disasters (Scales 1-8) 6.8 6.0 6.0 Performance Measures ‹ Goal 2 700.3 0.0 0.0 0.0 Other Non Appropriated Funds 8,667.5 8,806.9 8,806.9 Program Total 9,363.4 9,507.2 9,507.2 FTE Positions 103.9 103.9 103.9 ‹ Goal 1 Description: To increase local emergency management capability through training assistance programs. Performance Measures Percent of requests for contingency exercise assistance supported FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 100 0 700.3 To reduce human suffering during disasters and enhance community recovery after disaster strikes. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16.4 15.0 15.0 Average number of months of community recovery time from declaration of emergency to termination of emergency MAA 3.0 Program Summary MILITARY AFFAIRS BG Hugo E. Salazar, Brigadier General, Asst Adj General, Army Phone: (602) 267-2717 A.R.S. § 26-113, 26-102 c-8 Mission: To provide the support functions for the Army and Air National Guard to develop, train and sustain a military force capable of supporting national, state, and community interests for the protection of life and property, preservation of peace, maintenance of order and public safety. Description: The division of Military Affairs has a dual role of providing the support functions (personnel, resource management, procurement and facilities) and leadership and direction to the Army National Guard, Air National Guard and Project Challenge. This Program Contains the following Subprograms: 4 4 4 Army National Guard Air National Guard Project Challenge Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,059.4 7,202.4 55.6 132.7 132.7 Other Non Appropriated Funds 25,133.1 23,944.7 23,944.7 Program Total 29,248.1 31,279.8 32,652.0 FTE Positions 72.5 73.5 77.5 Other Appropriated Funds Department of Emergency Services and Military Affairs FY 2010 Estimate 695.9 Other Appropriated Funds To reduce or eliminate the loss of life and loss of property due to disaster and to prepare state agencies and local emergency management organizations to respond to, recover from, and mitigate disasters through planning, training and exercise activities. FY 2009 Estimate All dollars are presented in thousands (not FTE). 8,574.6 Page 155 ‹ Goal 1 Subprogram Summary MAA 3.1 To recruit and retain highly qualified personnel. Performance Measures ARMY NATIONAL GUARD BG Hugo E. Salazar, Brigadier General, Assistant, Adjutant General, Army Phone: (602) 267-2717 A.R.S. § 26-111 To develop, train, and sustain a military land force capable of supporting national, state and community interests for the protection of life and property, preservation of peace, maintenance of order and public safety. FY 2009 Estimate FY 2010 Estimate 90 90 89 Percent of Air National Guard soldiers re-enlisted Subprogram Summary MAA 3.3 Mission: FY 2008 Actual PROJECT CHALLENGE Edward L. Flinn, Director, Joint Programs Phone: (602) 267-2732 A.R.S. § 26-111 Description: Mission: The Army National Guard serves a dual mission provided for by the United States Constitution and the A.R.S. as the militia for Arizona. The Governor is the Commander-in-Chief until mobilized by the President of the United States. During emergency operations, the Army National Guard provides logistical and personnel support to other government agencies in response to civil disturbances and natural disasters. When federalized by the President of the United States, the Army National Guard provides trained and ready units in support of any active Army contingency. To provide a military-based, in residence educational program for high school dropouts who desire to succeed. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,491.2 1,651.6 55.6 132.7 132.7 Other Non Appropriated Funds 19,799.8 14,408.3 14,408.3 Program Total 21,346.6 16,192.6 17,564.8 FTE Positions 13.5 14.5 18.5 Other Appropriated Funds 3,023.8 Description: Project Challenge is a 17-month program for youth at risk who come from various backgrounds that can include drug addiction, gang activity, dysfunctional families and at-risk parents. Conducted in a quasi-military environment, participants attend classes to complete requirements for a General Equivalency Diploma (GED); and receive guidance and counseling in leadership development, life-coping skills, career exploration and planning, health and hygiene, physical training and conflict resolution. Project Challenge inspires each participant to academically, physically, psychologically, and emotionally excel so that they can function productively in our community. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds ‹ Goal 1 To recruit and retain highly qualified personnel. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 73 82 82 Percent of Army National Guard soldiers re-enlisted MAA 3.2 1,770.1 0.0 0.0 0.0 Other Non Appropriated Funds 2,273.0 2,493.2 2,493.2 Program Total 4,042.8 4,263.3 4,263.3 FTE Positions 57.0 57.0 57.0 1,770.1 To integrate the Arizona National Guard in the youth at risk programs. AIR NATIONAL GUARD Brigadier General Michael Colangelo, Commander, Arizona Air National Gu Performance Measures Phone: (602) 267-2712 Percentage of Project Challenge graduates either employed or in school within One year of graduation. A.R.S. § 26-113,26-102-c-8 FY 2010 Estimate 1,769.8 Other Appropriated Funds ‹ Goal 1 Subprogram Summary FY 2009 Estimate Number of Project Challenge graduates annually FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 114 200 200 95 95 95 Mission: To provide our nation's total force with highly trained expeditionary airmen supporting national security objectives through combat readiness and training. Description: The Air National Guard Air Operations program consists of the 161st Air Refueling Wing (ARW), 162nd Fighter Wing (FW) and the 107th Air Control Squadron (ACS). The 161st ARW is a refueling tanker task force flying KC135E aircraft providing aerial refueling support. The 162nd FW trains fighter pilots for the Air National Guard and international student pilots. The 107th ACS provides Air Battle Management training for active duty and reserve components. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 798.4 3,780.7 0.0 0.0 0.0 Other Non Appropriated Funds 3,060.3 7,043.2 7,043.2 Program Total 3,858.7 10,823.9 10,823.9 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Page 156 3,780.7 All dollars are presented in thousands (not FTE). Department of Emergency Services and Military Affairs children. The Department will lead efforts to educate the public about threats posed to children by exposure to environmental contamination and promote ways to lessen exposure to those risks. Agency Summary EVA 0.0 DEPARTMENT OF ENVIRONMENTAL QUALITY Issue 4 Stephen A. Owens, Agency Director Phone: (602) 771-2203 A.R.S. §§ 49-101 et seq. Mission: To protect and enhance public health and the environment in Arizona. Description: The Arizona Department of Environmental Quality protects public health and the environment by establishing and ensuring compliance with standards of quality for Arizona's air, land, and water; advancing public policy; and encouraging participation through statewide outreach. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ AIR ¾ WASTE ¾ WATER Agency Total: Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 18,387.7 16,241.4 16,241.4 59,818.0 66,663.6 68,168.7 48,324.6 77,241.7 77,241.7 233,238.5 170,789.9 172,389.9 359,768.7 330,936.6 334,041.7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 17,323.1 24,080.2 32,680.2 Other Appropriated Funds 63,717.8 77,109.4 71,614.5 Other Non Appropriated Funds 278,727.9 229,747.0 229,747.0 Program Total 359,768.7 330,936.6 334,041.7 FTE Positions 833.0 847.2 859.2 Professional, efficient service to Arizona The Department is committed to developing a motivated, well-trained staff supported by efficient business processes that serve the needs of Arizona citizens and businesses. The Department will leverage training opportunities provided by Arizona Government University, in-house training resources and other agencies to develop cost-effective career training programs that support its goals and objectives. The Department will maximize the use of technology to integrate and improve its services statewide with internal and external customers. Program Summary EVA 1.0 ADMINISTRATION Patrick J. Cunningham, Deputy Director Phone: (602) 771-2204 A.R.S. §§ 49-101 to 49-1106 Mission: To provide executive leadership for the agency to protect and enhance public health and the environment in Arizona through support of the Department's mission, goals, programs and employees. Description: This program establishes overall agency policies and direction and manages administrative and business activities of the agency. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Issue 1 To protect and enhance public health and the environment The Department will protect public health and the environment through a wide range of programs that reduce risks associated with exposure to environmental contamination, air pollution and water pollution, and through a variety of public education and outreach programs. The Department will enhance public health and the environment by assessing environmental conditions in our state and their potential impact to public health, and developing integrated approaches that balance environmental concerns with the state's rapid growth and economic development needs. The Department will lead efforts to respond to emerging environmental issues and pollutants and develop strategic partnerships to promote consensus on innovative solutions to Arizona's environmental challenges. Issue 2 Public education, involvement and outreach The Department recognizes the inherent value of working with coalitions and partners to achieve a sustainable economy and a high quality environment for Arizona citizens. To that end, the Department is committed to developing and strengthening relationships at all levels with federal, state and local officials as well as members of the business community, trade associations, non-profit organizations, environmental groups and universities to develop collaborative, science-based solutions to the many complex environmental challenges facing our state. The Department is committed to openness, honesty and transparency among its employees and with members of the public and communities affected by the Department's decisions. Issue 3 Children's environmental health The Department will provide focus and leadership on children's environmental health issues. In partnership with the Department of Health Services, medical and research communities as well as non-profit groups, the Department will coordinate efforts to assess and reduce exposure to environmental contamination and pollution that affects the health of Arizona Department of Environmental Quality FY 2010 Estimate 5,485.3 3,132.1 5,132.1 12,230.6 12,748.2 10,748.2 671.8 361.1 361.1 Program Total 18,387.7 16,241.4 16,241.4 FTE Positions 143.1 146.3 146.3 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: FY 2009 Estimate ‹ Goal 1 To enhance relationships with the public, regulated community and agency partners Performance Measures Percentage of statutorily set permit timelines met through License Time Frame rule. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.47 99.0 99.0 To provide value to all of Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Annually, implement employee suggestions resulting in cost savings, increased productivity or improved efficiency of services at the appropriate organizational level. 4.0 4.0 4.0 Percentage of ADEQ employees indicating agreement with a statement of overall job satisfaction (measure calculated per annual survey administered by Governor's office) N/A 60.0 60.0 Customer satisfaction rating for citizens (scale of 1-8) 7.7 7.4 7.4 Administration as a percentage of total cost 4.7 4.5 4.5 Percent of citizens expressing overall satisfaction with ADEQ services 95.7 92.5 92.5 Percentage of citizens expressing overall satisfaction with Administrative Program Services 93.9 90.0 90.0 Percentage of invoice payables paid within thirty (30) calendar days. 98.34 95.0 95.0 Percent of customers agreeing that services meet or exceed their expectations based upon a customer satisfaction survey attached to every Purchase Order 100.0 92.5 92.5 Performance Measures All dollars are presented in thousands (not FTE). Page 157 Percentage of agency staff turnover 9.61 12.0 12.0 Percent of notice of administrative hearings issued within 3 working days of receiving all necessary documentation 100.0 90.0 90.0 Percentage (annual) of agency budget and strategic plan consistent with Governor's issues and strategic plan for the state 100.0 100.0 100.0 ‹ Goal 3 Subprogram Summary EVA 2.1 AIR QUALITY MANAGEMENT AND ANALYSIS Nancy Wrona, Air Quality Division Director Phone: (602) 771-2308 A.R.S. §§ 49-401 to 49-593 To provide leadership on children's environmental health Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.0 100.0 100.0 Continue to implement the action plan to integrate children's environmental health issues into ADEQ programs. Mission: To bring non-attainment areas into attainment and maintain good air quality throughout the state while providing quality information to ensure sound air quality regulatory decision-making. Description: Program Summary EVA 2.0 AIR Nancy Wrona, Air Quality Division Director Phone: (602) 771-2308 A.R.S. §§ 49-401 to 49-593 Mission: To protect and enhance public health and welfare and the environment by controlling present and future sources of air pollution. Description: The Air Quality Division is responsible for controlling sources of air pollution and assuring compliance with federal and state environmental laws. The control strategies designed to improve air quality are a key component of the State Implementation Plan. Major activities relied upon for protecting air quality include planning and program development, monitoring and research, industrial emissions permitting, compliance and enforcement, and vehicle emissions inspections. This subprogram provides management and administrative services to the program; plans, controls, and monitors expenditures of staff and budgetary resources; provides for staff training and employee evaluations; develops policies and procedures; provides input on legislative issues; assists in development of agency strategic plans and action plans for their implementation; develops, implements and monitors workplans; evaluates program effectiveness; and oversees delegation agreements with local jurisdictions. Air quality monitoring and assessment of permitted and non permitted sources are performed to gauge emissions. Compliance activities performed by the Air Quality Program ensure that facilities remain in compliance with all statutes, rules, and permit conditions; activities out of compliance are returned to compliance in a timely and appropriate manner. The Permitting section regulates various sources of air pollution using a system of permits to ensure that the air pollutants do not cause harm to the public health or welfare. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds This Program Contains the following Subprograms: FY 2010 Estimate 3,758.2 3,796.3 3,796.3 14,297.6 15,927.9 17,433.0 8,374.9 9,468.7 9,468.7 Program Total 26,430.7 29,192.9 30,698.0 FTE Positions 213.2 215.3 227.3 Other Appropriated Funds 4 4 FY 2009 Estimate Other Non Appropriated Funds Air Quality Management and Analysis Vehicle Emissions Control Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,758.2 3,796.3 3,796.3 47,672.9 53,398.6 54,903.7 8,386.9 9,468.7 9,468.7 Program Total 59,818.0 66,663.6 68,168.7 FTE Positions 246.2 248.3 260.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide value to all of Arizona Performance Measures Percentage of customers satisfied with Air Quality Programs ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 97.7 92.5 92.5 To improve the quality of Arizona's air, land and water FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Annual (FY) number of State Implementation Plans (SIP) (new or revisions) submitted to the Environmental Protection Agency (EPA) 4.0 2.0 2.0 Number of days per year exceeding National Ambient Air Quality Standards (NAAQS) for Ozone (O3), Carbon Monoxide (CO), or Particulates (PM10). 0.0 0.0 0.0 Achieve 90 percent air quality sample data recovery 97.1 90.0 90.0 Within 45 days after receipt of a SIP from Maricopa, Pima or Pinal counties or other designated planning agencies, complete processing and submit it to EPA. 100.0 100.0 100.0 5 5 5 100.0 99.0 99.0 Performance Measures Number of non-attainment areas exceeding national ambient air quality standards. Maintain compliance with Licensing Time Frames for all air quality permit applications tracked by AZURITE. Page 158 FY 2008 Actual All dollars are presented in thousands (not FTE). Department of Environmental Quality Funding and FTE Summary: (Thousands) Subprogram Summary EVA 2.2 VEHICLE EMISSIONS CONTROL General Funds Nancy Wrona, Air Quality Division Director Phone: (602) 771-2308 Mission: To protect public health by ensuring regulated facilities and pollution-generating activities meet air emission standards through equitable and efficient permitting, inspection, enforcement, assessment and monitoring. FY 2009 Estimate FY 2010 Estimate 1.0 15,000.0 51.0 75.6 75.6 Other Non Appropriated Funds 48,272.6 62,166.1 62,166.1 Program Total 48,324.6 77,241.7 77,241.7 FTE Positions 181.4 187.2 187.2 Other Appropriated Funds A.R.S. §§ 49-401 to 49-593 15,000.0 Subprogram Summary EVA 3.1 WASTE CONTROL AND MANAGEMENT Amanda Stone, Waste Programs Division Director Description: Phone: (602) 771-4209 This subprogram has implemented and maintains an enhanced and basic vehicular inspection and maintenance program. The maintenance and repair program emphasizes the importance of maintaining vehicle performance to lower emissions and to extend the life of vehicles. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate A.R.S. §§ 49-701 to 49-973 Mission: FY 2010 Estimate 0.0 0.0 0.0 33,375.3 37,470.7 37,470.7 12.0 0.0 0.0 Program Total 33,387.3 37,470.7 37,470.7 FTE Positions 33.0 33.0 33.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2008 Actual To improve the quality of Arizona's air, land and water Performance Measures Number of vehicles that have failed inspection and later brought into compliance (in thousands) EVA 3.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 154.2 145.0 145.0 Program Summary WASTE Amanda Stone, Waste Programs Division Director Phone: (602) 771-4209 A.R.S. §§ 49-701 to 49-973 Mission: To protect and enhance public health and the environment by reducing the risk associated with waste management, regulated substances and contaminated sites. Description: To protect public health and the environment by assuring the proper handling, storage, treatment, and disposal of wastes; by promoting pollution prevention and recycling; and by responding to customer needs in a timely manner by effectively monitoring and administering the laws and regulations for the storage, treatment, disposal and reduction of solid and hazardous wastes and hazardous materials. Description: This subprogram provides management and administrative services to the program; plans, controls and monitors staff and budgetary expenditures; provides for staff development; develops rules, policies and procedures; provides input on legislative issues; assists in developing agency strategic plans and action plans; develops, implements and monitors workplans; evaluates program effectiveness; oversees delegation agreements with local jurisdictions; implements the state waste tire program; implements the state and federal hazardous waste laws pursuant to delegation from U.S. Environmental Protection Agency (EPA); maintains an inventory of hazardous waste generators, as well as hazardous and solid waste management and facilities; reviews applications for licenses, permits and plan approvals, modifications and amendments and takes appropriate action; encourages community involvement; conducts inspections, collects and maintains compliance data, provides compliance assistance and pursues enforcement actions for significant noncompliance for hazardous and solid waste management facilities and waste tire management facilities; promotes and encourages pollution prevention, reviews and approves pollution prevention plans and reports; advocates for solid waste reduction, reuse, and recycling; and provides grant monies to selected demonstration projects. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 0.0 0.0 0.0 53.6 53.6 0.0 0.0 0.0 Program Total 47.7 53.6 53.6 FTE Positions 0.5 0.5 0.5 ‹ Goal 1 This Program Contains the following Subprograms: Performance Measures 4 4 4 Percent of contaminated sites in Waste Programs Division closed requiring no further action (cumulative) versus known universe of contaminated sites in the Waste Programs Division (cumulative) Underground Storage Tank Remediation Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 2 To improve the quality of Arizona's air, land and water FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 84.5 82.0 82.0 To provide value to all of Arizona Performance Measures Percentage of customers satisfied with Waste Programs Division Department of Environmental Quality FY 2010 Estimate 47.7 The Waste Program carries out its mission by regulating solid and hazardous waste management and facilities, hazardous waste generators, waste tire management and facilities and underground storage tanks. The program issues permits; conducts inspections; approves closure activities; conducts or oversees remediation of contaminated sites; administers funds; provides grants; and encourages recycling, reuse and other forms of pollution prevention. Waste Control and Management FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91.8 92.5 92.5 Page 159 ‹ Goal 3 To enhance relationships with the public, regulated community and agency partners Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.0 1.0 1.0 Make final decision on one Treatment Storage and Disposal (TSD) permit application annually. Subprogram Summary EVA 3.3 REMEDIATION Amanda Stone, Waste Programs Division Director Phone: (602) 771-4209 A.R.S. §§ 49-701 to 49-973 Subprogram Summary EVA 3.2 Mission: UNDERGROUND STORAGE TANK To ensure cleanup of contamination where it has occurred by responding to and controlling, mitigating, or eliminating all historic hazardous substance sites, overseeing and expediting voluntary remediation activities; and undertaking multimedia environmental emergency responses at a minimum impact to taxpayers and the public. Philip McNeely, Tank Programs Division Director Phone: (602) 771-7645 A.R.S. §§ 49-1001 to 49-1093 Mission: Description: To protect public health and the environment by preventing regulated substance releases and reducing the risk associated with contaminated sites. Description: The subprogram assures the proper operation and maintenance of underground storage tank (UST) systems in the state of Arizona and maintains an inventory of these systems. This program is also responsible for overseeing the cleanup of soil and groundwater contamination from leaking underground storage tanks. In addition, the subprogram provides outreach and compliance assistance to owners and operators of USTs to keep them aware of current compliance requirements. The subprogram responds to complaints regarding UST sites and fully investigates any potential violations of Arizona’s underground storage tank laws. The subprogram also administers the State Assurance Fund, which covers costs associated with removal and remediation of leaking underground storage tank sites. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 Other Appropriated Funds Other Non Appropriated Funds 0.0 FY 2010 Estimate 3.3 22.0 22.0 29,024.9 39,829.4 39,829.4 29,028.2 39,851.4 39,851.4 FTE Positions 108.8 114.2 114.2 To improve the quality of Arizona's air, land and water Performance Measures Percentage of SAF direct payable and reimbursement applications processed within 90 days of receipt Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 1.0 15,000.0 Other Appropriated Funds 0.0 0.0 15,000.0 0.0 Other Non Appropriated Funds 19,247.7 22,336.7 22,336.7 Program Total 19,248.7 37,336.7 37,336.7 FTE Positions 72.1 72.5 72.5 0.0 Program Total ‹ Goal 1 This subprogram evaluates potentially contaminated sites; reviews plans for and oversees privately-funded clean up activities; investigates and remediates WQARF priority sites using state funds; identifies responsible parties; negotiates settlements with potentially responsible parties; develops evidence and data needed for cost recovery and settlement actions by the Attorney General's Office; provides funding to the Attorney General's Office, Arizona Department of Water Resources, and other governmental and political subdivisions for the purpose of assisting ADEQ with its remediation efforts; oversees remediation of RCRA sites; assists, oversees, and expedites voluntary remediation of contaminated sites; administers the state's Greenfields and Brownfields initiatives; supports Waste Program recruitment, training, data management, strategic planning, budgeting and resolution of cross programmatic issues; and responds to environmental emergencies. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97.0 95.0 95.0 ‹ Goal 1 To improve the quality of Arizona's air, land and water Performance Measures Reduce the number of contaminated sites in the Waste Program by initiating response actions at Water Quality Assurance Revolving Fund (WQARF) sites. EVA 4.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.0 2.0 2.0 Program Summary WATER Joan Card, Water Quality Division Director Phone: (602) 771-2306 A.R.S. §§ 49-201 to 49-391 Mission: To protect and enhance public health and the environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and ground water. Description: This program ensures the safety of drinking water from public water systems, develops water quality management plans, establishes water quality standards, anticipates problems through ongoing monitoring and assessment, and responds to emergencies. It regulates discharges from wastewater treatment plants, landfills, mining operations, industrial facilities, irrigated agriculture, urban runoff, contractors, etc. It also promotes voluntary programs to protect aquifers for drinking water. Page 160 All dollars are presented in thousands (not FTE). Department of Environmental Quality This Program Contains the following Subprograms: 4 4 4 4 SURFACE WATER REGULATION Surface Water Regulation Drinking Water Regulation Joan Card, Water Quality Division Director Phone: (602) 771-2306 Water Infrastructure Finance Authority Funding and FTE Summary: (Thousands) Subprogram Summary EVA 4.2 Underground Water Regulation FY 2008 Actual A.R.S. §§ 49-201 to 49-391 FY 2009 Estimate FY 2010 Estimate Mission: General Funds 8,078.6 2,151.8 8,751.8 Other Appropriated Funds 3,763.3 10,887.0 5,887.0 Other Non Appropriated Funds 221,396.6 157,751.1 157,751.1 To protect and enhance public health and the environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and ground water. Program Total 233,238.5 170,789.9 172,389.9 Description: FTE Positions 262.3 265.4 265.4 Subprogram Summary EVA 4.1 UNDERGROUND WATER REGULATION Joan Card, Water Quality Division Director Phone: (602) 771-2306 A.R.S. §§ 49-201 to 49-391 Mission: To protect and enhance public health and the environment by ensuring safe drinking water and reducing the impact of pollutants discharged to surface and ground water. Description: The Underground Water Regulation program protects groundwater which is essential to Arizona’s safe drinking water supplies. The Aquifer Protection Permit program is designed to protect groundwater quality in Arizona’s aquifers through the issuance of permits to discharging facilities. This program also registers dry wells, issues reclaimed water permits, conducts compliance inspections, enforces permit conditions, manages the pesticide program, monitors groundwater, and provides technical assistance to industry and the public. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 2,041.8 2,026.1 2,026.1 Other Appropriated Funds 3,569.3 5,006.0 5,006.0 808.5 1,318.1 1,318.1 Program Total 6,419.6 8,350.2 8,350.2 FTE Positions 84.3 83.6 83.6 Other Non Appropriated Funds ‹ Goal 1 To provide value to all of Arizona Performance Measures Percent of customers satisfied with Water Quality Division. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96.9 92.5 92.5 To improve the quality of Arizona's air, land and water FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.0 8.0 8.0 Annually, attain significant compliance rate of 80 percent for discharge limitations for APP permitted groundwater facilities as determined by monitoring data and physical inspection. 93.1 80.0 80.0 Percent reduction in Aquifer protection permit processing time. N/A 15.0 15.0 Performance Measures Number of permit actions for existing groundwater protection permits for mining facilities during each fiscal year. Explaination: The Surface Water Regulation program protects surface water quality by controlling point source discharges from wastewater treatment plants, concentrated animal feeding operations, storm water, industrial, commercial and other facilities. The program also regulates surface water discharges of non-point source pollution from irrigated agriculture, livestock grazing, silviculture, urban runoff, construction, mining, and recreation activities. ADEQ’s surface water program accomplishes its goals by the following: (1) administering the Arizona Pollutant Discharge Elimination System (AZPDES) program, including issuing federally enforceable discharge permits, (2) reviewing engineering design plans and issuing construction approvals, (3) conducting compliance inspections of discharging facilities, (4) conducting outreach and education activities to build awareness of regulatory requirements; (5) offering technical and compliance assistance to facilities; (6) conducting enforcement actions, (7) implementing a statewide watershed management program , (8) awarding grants to eliminate or mitigate nonpoint source pollution, (9) developing surface water quality standards, (9) monitoring and assessing surface waters to provide critical water quality information that will enable the Department to maintain the quality of our lakes, rivers, streams, and wetlands. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,391.9 0.0 0.0 2,661.8 0.0 Other Non Appropriated Funds 6,601.4 8,448.6 8,448.6 Program Total 8,993.3 11,110.4 11,110.4 FTE Positions 94.5 96.8 96.8 Other Appropriated Funds ‹ Goal 1 2,661.8 To improve the quality of Arizona's air, land, and water. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Annually, attain significant compliance rate of 90 percent for discharge limitations among major surface water dischargers as determined by monitoring data and physical inspection. 94.3 90.0 90.0 Annually, ADEQ will reissue AZPDES permits within 180 days of receipt of a completed and timely AZPDES application. 72.7 70.0 70.0 Percent reduction in Arizona pollutant discharge elimination system (AZDPDES) permit processing time. 25.02 N/A N/A Performance Measures Measure effective FY2009. Department of Environmental Quality All dollars are presented in thousands (not FTE). Page 161 Subprogram Summary EVA 4.3 Subprogram Summary EVA 4.4 DRINKING WATER REGULATION WATER INFRASTRUCTURE FINANCE AUTHORITY Joan Card, Water Quality Division Director Phone: (602) 771-2306 Judy Navarrete, Executive Director Phone: (602) 364-1310 A.R.S. §§ 49-201 to 49-391 A.R.S. §§ 49-1201 to 49-1269 Mission: Mission: To ensure the delivery of safe drinking water to users of public water systems through regulatory oversight, technical assistance, and public education in facility planning, design, construction, operation and compliance monitoring, and to preserve and protect drinking water sources. To maintain and protect water quality and to ensure the affordability of basic community infrastructure. Description: The Drinking Water program is federally mandated to ensure safe drinking water supplies for the public. The program regulates public water systems based on state drinking water rules that are continually updated to conform to federally promulgated regulations. Staff reviews water system construction plans, conducts compliance inspections on drinking water systems, reviews water quality monitoring data, initiates enforcement actions in response to continued or significant noncompliance, and conducts outreach to educate stakeholders on regulatory requirements. The program also evaluates source waters to ascertain their susceptibility to contamination, promotes voluntary community programs aimed at protecting aquifers for drinking water use, and administers the monitoring assistance program to assist public water systems in complying with monitoring requirements under the federal safe drinking water act. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 1,549.8 125.7 FY 2010 Estimate 1,618.8 194.0 2,374.1 881.0 Other Non Appropriated Funds 3,770.6 4,146.5 4,146.5 Program Total 5,514.4 6,646.3 6,646.3 FTE Positions 64.5 66.0 66.0 Other Appropriated Funds ‹ Goal 1 To improve the quality of Arizona's air, land and water FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Annually, percentage of population serviced by community water systems (CWS) providing drinking water with no health-based violations will remain at 95 percent. 98.0 95.0 95.0 Annually, the percentage of school children serviced by non-transient, non-community water systems providing drinking water with no health-based violations will remain at 95 percent. 98.0 Percentage of facilities from Drinking Water Priority Log assigned to enforcement staff. 100.0 100.0 100.0 24.7 10.0 10.0 Performance Measures Percent reduction in drinking water plan review processing time. Page 162 Description: The Water Infrastructure Finance Authority of Arizona (WIFA) is an independent entity authorized to finance the construction, rehabilitation and/or improvement of drinking water, waste water, waste water reclamation, and other water quality facilities/projects. As a "Bond Bank", WIFA is authorized to issue water quality bonds on behalf of communities for basic water infrastructure. Generally, WIFA offers borrowers below market interest on loans for 100% of eligible project costs. Funding and FTE Summary: (Thousands) General Funds 95.0 FY 2009 Estimate FY 2010 Estimate 2,095.1 0.0 0.0 845.1 0.0 Other Non Appropriated Funds 210,216.1 143,837.9 143,837.9 Program Total 212,311.2 144,683.0 146,283.0 FTE Positions 19.0 19.0 19.0 Other Appropriated Funds ‹ Goal 1 Performance Measures Number of recipients moving from non-compliance to compliance ‹ Goal 2 2,445.1 To ensure WIFA's resources are awarded in conformance with Arizona's goals. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.0 7.0 7.0 To maintain the fiscal integrity of the Funds administered by WIFA and ensure continuous enhancement for future generations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of total available funds invested 99.6 99.5 99.5 Interest income (in thousands) 8,253.8 8,232.6 8,232.6 Performance Measures 95.0 FY 2008 Actual ‹ Goal 3 To facilitate access to and efficiently deliver financial and technical assistance. Performance Measures Number of weeks to process a loan ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.7 7.0 7.0 To coordinate with other funding sources, technical resources, and regulatory authorities Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of co-financings 15.0 16.0 16.0 All dollars are presented in thousands (not FTE). Department of Environmental Quality AFA Agency Summary 0.0 GOVERNOR’S OFFICE OF EQUAL OPPORTUNITY Manuel V. Cisneros, Director Phone: (602) 542-3716 A.R.S. § 41-101 To administer and enforce state and federal laws prohibiting discrimination for over 44,000 state employees to ensure there are not any discriminatory practices in State government. Description: The GOEO provides information and technical assistance to state agencies to ensure nondiscrimination and equal opportunity access to employment, state contracts, and appointments. The GOEO assists state agencies/divisions in promoting equal opportunity in employment, appointments, and procurement practices conducted on behalf of the State. General Funds FY 2008 Actual FY 2009 Estimate 249.3 249.3 0.0 0.0 0.0 69.3 68.0 68.0 Program Total 318.5 317.3 317.3 FTE Positions 4.0 4.0 4.0 Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 101 105 100 Number of state agencies assisted in the preparation of agency-level Equal Employment Opportunity Plans, and in efforts to reach workforce parity 72 105 75 Number of calls answered providing information and assistance regarding Equal Opportunity rules and regulations 702 655 700 Number of state agency Equal Employment Opportunity plans submitted. ‹ Goal 2 FY 2010 Estimate 249.2 Other Appropriated Funds FY 2008 Actual Performance Measures Mission: Funding and FTE Summary: (Thousands) former state employees. These non-financial facilitative discussions will review internal discriminatory workplace behavio in order to resolve complaints based on factual circumstances. To ensure state agencies comply with Equal Employment ‹ Goal 1 Opportunity rules, regulations, policies, and procedures; and to assist other non-state government entities with related Information and Referral Services Strategic Issues: Performance Measures Number of persons assisted with employment related complaints Number of diversity training classes provided Total training hours provided to state employees ‹ Goal 3 Reduce the State's risk of loss due to exposure to lawsuits relating to discrimination, sexual harassment, and noncompliance with EEOC and ADA employment guidelines. The GOEO will analyze agency Equal Opportunity plans to determine what agencies need assistance in complying with federal and state rules, regulations, policies and procedures. Agencies that are not meeting federal minority employment criteria will be contacted. These agencies will be supplied with information regarding the federal employment criteria and offered assistance in locating a qualified candidate. Additionally, the GOEO will provide training on diversity issues. Issue 1 Increase the ability of minorities to participate in state employment and on state Boards and Commissions. The GOEO will work with appropriate state agencies to contact minority organizations and communities to distribute information regarding state employment and appointment opportunities. They will also be provided with information regarding the state's employment application process. Application for state employment and resume submission will be encouraged. The GOEO will contact all state agencies to assist them in addressing under-utilization. Issue 2 Provide accurate and timely EEO-4 reports to the federal government. The GOEO will work with the Department of Administration to provide the federal government with an accurate and timely EEO-4 report. This report is required by the federal government in order for the State to receive federal funds. Issue 3 The Governors Minority Advisory Council on Recruitment and Retention. The GMAC Subcommittee on Recruitment and Retention promotes employment opportunities as well as awareness of state procurement for women-owned and minority-owned businesses. The Committee has reviewed various diversity issues for state government including education and training involving procurement programs. These meetings were designed to discuss removal of barriers and obstacles to greater participation by small, minority, and women-owned businesses. Issue 4 Provide coordination of alternative dispute resolution and facilitative discussion services to state agencies. The GOEO will work with appropriate state agencies to coordinate facilitative discussion or alternative dispute resolution sessions for current or Issue 5 Governor's Office for Equal Opportunity 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. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 376 343 350 13 30 10 818 1,159 900 To achieve and maintain a culturally diverse state government workforce and ensure diverse representation on state Boards and Commissions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of community organizations contacted by the Governor's Office for Equal Opportunity to help facilitate the dissemination of information regarding employment opportunities 276 357 250 Number of community organizations contacted by GOEO to help facilitate the dissemination of information regarding positions on State Boards and Commissions 221 350 200 Contact with tribes, tribal members and off-reservation native Americans regarding employment, appointment and procurement opportunities with the state 347 295 300 Number of state agencies contacted by GOEO to ascertain their employment needs 72 135 70 Performance Measures ‹ Goal 4 To enhance the growth and development of minority and women-owned business enterprises. Performance Measures Number of minority/women-owned businesses contacted and provided with information regarding state contracting opportunities Number of presentations and informational sessions regarding procurement opportunities Number of minority/women-owned businesses referred to DOA procurement ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,767 3,155 2,500 55 140 50 171 290 150 To provide alternative dispute resolution services to state agencies. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of persons trained in mediation 0 0 0 Number of presentations concerning mediation services 6 55 0 Performance Measures All dollars are presented in thousands (not FTE). Page 163 Number of mediation sessions conducted as a result of Governors Office of Equal Opportunity Page 164 16 72 0 All dollars are presented in thousands (not FTE). Governor's Office for Equal Opportunity staff all hearings in Maricopa and Pima Counties. The SBOE was forced to cutback the services to the citizens of Pima County once again this past fiscal year. Agency Summary EQA 0.0 STATE BOARD OF EQUALIZATION Performance Measures Harold Scott, Chairperson Phone: (602) 364-1601 Cost per parcel (in dollars) Parcels appeals received A.R.S. §§ 42-16152 et al. 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. Description: The State Board of Equalization (SBOE) is comprised of thirty-three members, thirteen appointed by the Governor, including the Chairman, and ten members from both Maricopa and Pima counties. The Board's jurisdiction is primarily over locally assessed real and personal property in Maricopa and Pima counties. Under A.R.S. §§ 42-14001 et al, the Board’s authority extends to centrally assessed property statewide. The State Board of Equalization also can provide hearing officer services for outlying counties. Currently, the SBOE provides services to La Paz, Mohave, Navajo, Pinal and Yavapai counties. 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13 12 12 51,200 52,500 55,000 ‹ Goal 2 To reduce the cost attributed to petitions and hearings. ‹ Goal 3 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. In addition, expand our electronic capabilities to include the "client" counties (currently, La Paz, Navajo, Mohave, Pinal, and Yavapai Counties). FY 2010 Estimate 638.9 656.2 656.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 638.9 656.2 656.2 FTE Positions 7.0 7.0 7.0 Strategic Issues: Issue 1 Substantial increases in hearings The Board of Equalization continues to experience substantial increases in hearings. The Board is preparing to hold hearings on evenings, Saturdays and the Columbus Day holiday. It does not anticipate the need for a supplemental in the 2008-2009 budget year. The computer system remains extremely problematic. Any unforeseen downtime will prevent the SBOE from fulfilling its obligations without additional funding, FTE's, and/or other resources. Issue 2 Market conditions The Board is experiencing an upswing in the number of filings it is receiving; residential property petitions, which have a higher unit cost, are driving the increase; however, all property experienced unprecedented growth and appreciation through December 2005, but not has slowed (even declined) dramatically. The Board anticipates a substantial increase in disputes over the assessments of office space. It is still too early to determine the level of activity or county Assessors' policies with this market change. The current real estate market conditions have created an unpredictable property tax appeal environment. The true test of the quality of our automation and electronic filing will be during this market down cycle, which inevitably will result in a substantial increase in the number of petitions. The art is estimating when these market conditions will change and will it happen at a time when the large accounting law and tax appeal firms are heavily committed to electronic filing. Issue 3 Legislation There are serious discussions once again of revising the tax appeal calendar as well as the scope of counties under the Board's jurisdiction. If this were to occur, there would be new budgetary issues that would need to be addressed. To restore sufficient funding in order for the State Board of ‹ Goal 1 Equalization to be prepared for an unpredictable caseload. This will also ensure that the SBOE is able to adequately State Board of Equalization All dollars are presented in thousands (not FTE). Page 165 PPA Agency Summary 0.0 BOARD OF EXECUTIVE CLEMENCY Duane Belcher, Chairman/Executive Director Phone: (602) 542-5656 A.R.S. §§ 31-401 et. seq. Mission: To ensure public safety by considering and granting parole, work furlough, home arrest, and absolute discharge 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. Description: 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, parole release, absolute discharge, rescission, modification, revocation (of both parole and community supervision), and absolute discharge from parole supervision. The Board also conducts clemency hearings which include commutation, pardon, and reprieve. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,097.2 1,097.6 1,404.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,097.2 1,097.6 1,404.1 FTE Positions 14.0 17.0 20.0 States Supreme Court held that the State is not constitutionally required to provide counsel for ALL indigents in revocation proceedings, but rather the decision as to the need for counsel must be made on a case-by-case basis, and a record must be made of the grounds for refusal. In order to effectively comply with this requirement, the State of Arizona should have a mechanism in place through which legal counsel can be appointed in appropriate cases. The Legislature should strongly consider the legal ramifications of not having a mechanism in place to comply with this United States Supreme Court decision. This issue has been neglected and needs to be addressed. All released inmates currently under state supervision could potentially utilize this resource. Cost estimates based on studies of other states show an approximately annual cost of $100,000. Through meetings with the Governor's Office, the Arizona Department of Corrections, the Attorney Generals Office, and the Arizona Board of Executive Clemency, it appears that this responsibility will fall upon the Board. Therefore, adequate funding needs to be provided to properly address this issue. To ensure quality Board decisions by monitoring the use of ‹ Goal 1 Structured Decision Making (SDM) guidelines. Performance Measures Research the benefits of Structured Decision Making (SDM) methodology, a risk assessment tool, beginning FY 2010 prior to start of implementation date which is unknown at this time. Conduct survey of those Executive Clemency Boards using this or a comparable method throughout the U.S. ‹ Goal 2 Agency's Hearings Issues The FY2003 cuts to the Board's budget has had devastating effects to the total hearing process. First of all the reduction of three case analysts has totally suspended the use of Structured Decision Making (SDM) as a risk assessment tool in assisting the Board in their decision making process. SDM not only provided an indicator of risk but also provided the Board with guidelines when a release would be appropriate. The second critical area in which these staff positions were important to the hearing process was their expertise in producing a document to the Board that was extensively researched and often times highlighted areas that were of serious concern. These important documents were not only used in the release decision process but also in Executive Clemency actions where recommendations are made to the Governor in pardons, commutations, and in reprieve actions where a death-row inmate is scheduled to be executed. Victim and Official Notifications of Board Hearings and Results The Arizona Board of Executive Clemency is mandated to notify both victims and officials of any Board hearings that are scheduled and the results of those hearings. The work load in this critical area continues to grow, just as the number of felony commitments to our prison system grows. Although parole was abolished, effective January 1, 1994, all clemency applications have escalated drastically, necessitating the same victim issues be addressed. Due to the severe budget cuts experienced by the Board in our FY 2003 budget, the Board was forced to lay-off a number of employees, two of which performed the previously indicated duties. The only people who receive notification are those already in the system and those who request notification through the post conviction notification form. Unfavorable publicity and possible litigation could be the result of inadequate funding to staff this unit. The following statutes control the notification process for Victims and Officials: A.R.S. § 31-402 [C] [2] (Commutation); A.R.S. § 31-411[H] (Commutation, Absolute Discharge, and Parole); A.R.S. § 13-4414 [B] &[C] [Post Conviction Release]; A.R.S. § 1604.11 [E] (Work Furlough); and A.R.S. § 41-1604.13 (Home Arrest). Issue 2 Issue 3 Legal Representation for Inmates In the lawsuit of Gagnon V. Scarpelli, 411 U.S. 778 (1973), the United Page 166 FY 2009 Estimate FY 2010 Estimate n/a 0/0 0/0 Percent of research compiled/percent of written study completed. Strategic Issues: Issue 1 FY 2008 Actual 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. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of parole hearings scheduled 725 800 800 Parole hearings held 458 600 600 18 37 37 556 800 800 Performance Measures Percent of parole grants Commutations Pardons Number of revocations Percent revoked Video hearings held Explaination: 48 70 70 2,443 3,220 3,220 82 90 90 561 1,000 1,000 Note Problems with the equipment occurred for 1.5 months resulting in telephonic rather than video hearings. Telephonic hearings held 1,511 1,700 325 500 500 In Absentia hearings held 1,521 1,900 1,900 Total board hearings held 3,918 5,500 5,500 93 100 100 145 200 200 14 17 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14 17 20 Personal hearings held Hearing officer probable cause hearings held Probable Cause Hearings Requested Total Agency FTE's including 3 headcount for Victim Researcher, Security personnel, Executive Director Performance Measures The legislation to combine the two positions of Executive Director and Chairman will expire on June 30, 2008. At this time the Agency seeks have funding to hire one Executive Director, with the current Chairman/Executive Director filling the role as Chairman. Figures reflect total Agency FTE's including 3 headcount for Victim Researcher, Security personnel, and this Executive Director position. ‹ Goal 3 1,700 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 All dollars are presented in thousands (not FTE). Board of Executive Clemency official notification request. (NOTE: Per A.R.S. 13-4401 et. seq., notification is only required when requested.) This position was granted funding in FY07 by legislation, however, due to budget cuts this funding was eliminated in FY07 and FY08. Performance Measures Number of victims notified Officials Notified Courtesy Notifications Inmates Notified Total Notifications Sent Re-staff Victim Unit with 1 staff members beginning FY2010 This headcount is included in total agency FTE shown throughout this report. ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,743 3,900 3,900 20,860 23,000 23,000 65 200 200 733 1,500 1,500 24,401 27,000 27,000 0 0 1 To access, automate, and manage electronic information now maintained on the Department of Correction's Adult Information Management System (AIMS) onto a secure database for agency dissemination. Also 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 in 2003. Lack of staff puts the agency in danger of being unable to maintain its current IT system as well as its ability to keep current with ever changing technology that would help fulfill its mission. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage complete of research, development, implementation, and maintenance of a Web-site for informational and notification purpose. Research % complete/Development % complete 100/99 100/98 100/99 Percentage complete of research, development, implementation, and maintenance of database for compilation of statistical report. Research % complete/Development % complete 0 0/0 50/0 Performance Measures ‹ Goal 5 To provide a safe environment for all employees, visitors which include victims and or their families, criminal justice, and law enforcement personnel entering our agency. The Agency seeks to obtain security equipment and onsite trained security personnel for our agency during business hours. Performance Measures To record zero incidents of a security breach into our agency boardroom. Board of Executive Clemency FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 All dollars are presented in thousands (not FTE). Page 167 CLA Agency Summary 0.0 CLA Program Summary 1.0 EXPOSITION AND STATE FAIR BOARD INTERIM EVENTS Don West, Executive Director Phone: (602) 252-6771 Wanell Costello, Special Projects Manager Phone: (602) 252-6771 A.R.S. § 3-1001 A.R.S. §§ 3-1001 to 3-1013, 5-113 Mission: Mission: To provide unlimited opportunity to celebrate Arizona's heritage, youth, industry, traditions, and future by bringing the entire community together. To maximize incremental income during the non-fair period by providing quality facilities and services. Description: Description: The Arizona Exposition and State Fair (AESF) is a 96-acre entertainment facility that showcases a variety of events, including one of the preeminent state fairs in the country. The AESF, which owns the property and buildings it occupies, rents its facilities to a variety of tenants and promoters, such as the Arizona National Livestock Show and the Maricopa County Fair. The AESF provides a location to showcase industry, agriculture, education, and entertainment for the enjoyment of Arizona citizens. The Arizona Exposition and State Fair provides rental opportunities during the non-fair period for events such as antique markets, gun shows, livestock shows, youth activities, sporting events, and community activities. FY 2008 Actual Program ¾ INTERIM EVENTS ¾ STATE FAIR Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds Program Total FTE Positions FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 7,674.0 0.0 400.0 400.0 Program Total 4,309.3 8,074.0 8,074.0 71.4 73.9 73.9 Other Non Appropriated Funds 8,074.0 10,439.0 8,625.6 8,625.6 ‹ Goal 1 14,748.3 16,699.6 16,699.6 0.0 0.0 14,748.3 16,299.6 16,299.6 0.0 400.0 400.0 14,748.3 16,699.6 16,699.6 186.0 186.0 FY 2010 Estimate 7,674.0 8,074.0 FY 2010 Estimate FY 2009 Estimate 0.0 4,309.3 FY 2009 Estimate FY 2008 Actual 4,309.3 FTE Positions 0.0 182.7 General Funds Other Appropriated Funds ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) To increase the number of non-fair rental days. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate -13 13 4 Non-fair rental days over previous year New promoters requesting space Repeat promoters annually ‹ Goal 2 6 5 5 29 30 30 To maximize the use of existing parking space. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 68 70 72 0 2 2 Parking lot rentals New strategic partners renting parking lots Strategic Issues: The need to maximize current revenue sources and create new revenue opportunities to fund the Arizona Exposition and State Fair (AESF), as AESF receives no monies from the General Fund. Given the growing amount of competition statewide, AESF is aggressively researching other fair, entertainment, and event industry trends to maximize existing revenue potential, identify new revenue streams, and determine methods for improving the quality of current service offerings. Issue 1 Issue 2 The inadequacy of the existing Fairgrounds to accommodate the demand for parking and interim event use. Issue 3 The need to redesign the Fairgrounds to maximize interim event use and revenue generation. CLA 2.0 STATE FAIR Wanell Costello, Special Projects Manager Phone: (602) 252-6771 A.R.S. §§ 3-1003 to 3-1013, 11-258 Mission: To produce the preeminent state fair in the country, showcasing industry, business, entertainment, and agriculture. Description: AESF produces the annual Arizona State Fair which brings together a wide range of participants representing industry, business, and agriculture. The Fair showcases a variety of activities including agriculture, 4-H, and educational and community exhibits. The Fair also features entertainment such as motorized events, rodeos, midway rides, attractions, community groups, and national entertainers. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 10,439.0 8,625.6 8,625.6 0.0 0.0 0.0 Program Total 10,439.0 8,625.6 8,625.6 FTE Positions 111.3 112.1 112.1 Other Appropriated Funds Other Non Appropriated Funds Page 168 Program Summary All dollars are presented in thousands (not FTE). Arizona Exposition & State Fair ‹ Goal 1 To develop partnerships with business, industry, community, and volunteer groups. Performance Measures New partners acquired Exhibit space used by partners for business showcase (square feet) ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 10 13 10 25,500 15,750 20,100 To maximize all fair revenue sources. Performance Measures New revenue streams identified New revenue received from alternative sources (in dollars) ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 4 2 52,700 100,000 15,000 To increase midweek fair attendance. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Increase Wednesday attendance -20,000 10,000 10,000 Fair attendance (in thousands) 1,214.4 1,300.0 1,300.0 ‹ Goal 4 To maximize the satisfaction of fair guests. Performance Measures Number of guest service contacts Improvements implemented Arizona Exposition & State Fair FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 157 170 184 13 19 10 All dollars are presented in thousands (not FTE). Page 169 new law gives all states one year to license loan originators in the manner prescribed, or the U.S. Department of Housing and Urban Development (HUD) will preemptively take over the responsibility. Preemption by HUD would deny Arizona its police powers to control, influence, impose local control, and promote ideals unique to its real estate and mortgage market. If Arizona law is preempted because it does not comply with the SAFE Act, consumer protection will be less effective. Agency Summary BDA 0.0 STATE DEPARTMENT OF FINANCIAL INSTITUTIONS Felecia A. Rotellini, Superintendent of Financial Institutions Phone: (602) 255-4421 A.R.S. §§ 6-110 et. seq. To regulate the Financial Industry to promote integrity within the industry and to foster economic growth, while providing outstanding consumer support. The Department's Information Technology system is outdated and must be modernized The Department's existing IT System is antiquated. The lack of funding for modernization presents a number of challenges for the Department in FY09 and beyond, as the Department must: Description: a) Implement a newly mandated Loan Originator Licensing Program: Issue 2 Mission: The Arizona Department of Financial Institutions 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 that 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 nearly 4,200 entities licensed to conduct business in the State as well as all Arizona citizens receiving services from these regulated companies. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ OFFICE OF SUPERVISION ¾ OFFICE OF REGULATORY FY 2009 Estimate FY 2010 Estimate 2,898.8 3,945.5 6,441.8 1,314.3 1,320.8 3,474.6 92.7 66.3 66.3 4,305.8 5,332.6 9,982.7 AFFAIRS ¾ RECEIVERSHIPS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,882.7 3,809.3 0.0 0.0 0.0 423.1 1,523.3 1,523.3 Program Total 4,305.8 5,332.6 9,982.7 FTE Positions 70.1 71.1 112.1 Other Appropriated Funds Other Non Appropriated Funds 8,459.4 Strategic Issues: Legislation requiring the licensing of Loan Originators was recently signed into law. However, the Department has not received funding for the implementation of this new program. On July 7, 2008, SB1028 was signed into law, mandating that the Arizona Department of Financial Institutions license loan originators of licensed mortgage brokers and bankers. This new professional license will bring accountability and professionalism to the people who advise consumers on residential mortgage loans. The licensing will entail testing, annual education requirements, criminal background, and character, honesty and fitness requirements. It is estimated that this new license type will add approximately 14,000 new licensees, representing a 333% increase in the total number of licensees regulated by the Department. Issue 1 Despite this new mandate, the Department did not receive an increase in its FY09 budget, or any other means of funding its implementation. In order for Arizona loan originators to be licensed by January 1, 2010, implementation activities must begin immediately. However, the lack of funding has delayed start-up activities and jeopardizes the successful implementation of the program. On July 30, 2008, President Bush signed into law the “Secure and Fair Enforcement for Mortgage Licensing Act of 2008” (SAFE Act), which is part of the recently-passed Housing and Economic Recovery Act of 2008. This Page 170 It is estimated that the Loan Originator Licensing Program will add approximately 14,000 new licensees by January 1, 2010; more than quadrupling the nearly 4,200 licensees currently maintained in the Department's licensing database. The Department must continue to seek funding for a new information management system to accommodate this expansion, as the current IT system is outdated. b) Implement a National Web-based licensing system for mortgage bankers, brokers, and loan originators: As mandated through the SAFE Act, the Department will be participating in the Nationwide Mortgage Licensing System (“NMLS”). Participation will necessitate the migration of the Department's existing licensing system, into an NMLS compatible database. Again, there is no funding currently available for a new licensing database. c) Provide staff, consumers, and licensees, accurate and timely information through the latest technology and software that streamlines the agency's business processes. FY09 appropriation shortfall for meeting examination requirements required by statute due to 1) increased number of licensees; 2) greater volume of consumer complaints; 3) growth in real estate and mortgage fraud; and 4) increased regulatory enforcement actions. The shortfall has been exacerbated by the budget reduction which occurred in FY08, and continues into FY09. The Department faces funding shortfalls for FY09 based on the resources required to perform the number of examinations and other regulatory activities required by Arizona statute. The shortfall has been exacerbated in recent years by explosive growth in licensees, consumer complaints, and real estate and mortgage fraud (particularly in the area of subprime lending). The reduction in the Department's FY08 budget (which carried into FY09), and the ongoing statewide hiring freeze has compounded the problem, leaving several vacant examiner positions unfilled. Issue 3 Both the increased number of entities under supervision and the increased scope of compliance issues related to mortgage fraud and predatory lending have resulted in a higher number of enforcement actions. The Department does not have adequate examiners or administrative and managerial staff to effectively manage the caseload from the examination to the administrative hearing process in a timely manner. The Department has identified a gap between consumer understanding and the increased complexity of products available in the financial services marketplace. In order to increase the public's understanding and satisfaction with financial products currently available and reduce vulnerability to illegal and predatory lending practices, the Department will partner with federal regulatory agencies such as the Federal Deposit Insurance Corporation (FDIC) to deliver financial education for Arizona consumers. In addition, the Department is continuing to expand its licensee and consumer outreach program to educate licensees and the public on financial services and how to comply with applicable laws. Issue 4 Issue 5 The Department's ability to accomplish its mission of protecting Arizona consumers and the integrity of the state's financial community will be compromised if key All dollars are presented in thousands (not FTE). State Department of Financial Institutions personnel cannot be retained. The Department's effectiveness as a regulator is directly related to the competence of its examiners in the field. Without adequate compensation and career path, our best examiners are hired by our licensees, banks, credit unions, and other state and federal agencies that can offer higher salaries and more opportunity. Retention of trained and experienced examiners is essential to the overall effectiveness of the Department's supervisory program. The Department has been unsuccessful in its efforts to obtain additional funding in order to offer examiners, and other key personnel, promotional opportunities and a more competitive salary. If key employees cannot be retained, the Department's ability to accomplish its mission of protecting Arizona consumers and the integrity of the state's financial community will be compromised. OFFICE OF SUPERVISION Bruce Tunell, Deputy Superintendent of Financial Institutions Phone: (602) 255-4421 Mission: To provide a regulatory program that fosters efficient, safe, sound, and lawful operations of state-regulated financial institutions and enterprises. Description: This area is primarily responsible for administering the general program of examination, supervision, and financial analysis of nearly 4,200 licensees spread among 17 different types of regulated entities. Responsibilities include scheduling examinations (pursuant to statutory requirements), reporting results of examinations, and taking appropriate formal or informal regulatory enforcement action where necessary. FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 2,520.7 2,465.5 4,961.8 0.0 0.0 0.0 378.1 1,480.0 1,480.0 Program Total 2,898.8 3,945.5 6,441.8 FTE Positions 51.1 52.1 76.1 ‹ 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. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of licensees scheduled to be examined annually that are examined 96 100 100 Percent of licensees scheduled to be examined biannually that are examined 41 40 40 Percent of licensees scheduled to be examined every third year that are examined 13 13 13 Percent of licensees scheduled to be examined every fifth year that are examined 10 10 10 Percent of licensees examined with no examination schedule requirement 3 3 3 85 85 85 Performance Measures Percent of examinations receiving a satisfactory composite rating ‹ Goal 2 Supervisory actions taken based on examination findings 300 To improve relations with licensees through the examination process. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 21 20 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 98 98 Percent of examination reports mailed within 25 days of completion of all examination procedures Performance Measures Percent of licensees indicating they receive good or better service from the Department Program Summary BDA 2.0 Phone: (602) 255-4421 A.R.S. §§ 6-101 et. seq. To ensure qualified entities are licensed in accordance with statute and to promote high standards of compliance, quality, and ethical behavior among entities licensed by the Department. Description: The primary function of this area is to license entities to conduct business in this State based on statutory requirements. In addition, the program receives and investigates complaints against licensees and issues administrative orders to those found who have violated statutes or administrative code. Regulatory Affairs is also charged with educating consumers, licensees, and other government agencies on statutory provisions relating to state-regulated financial entities. The program is divided among two units: Licensing and Consumer Affairs. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 67 100 110 State Department of Financial Institutions FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,314.3 1,320.8 3,474.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,314.3 1,320.8 3,474.6 FTE Positions 18.5 18.5 35.5 ‹ Goal 1 To administer a licensing program that ensures licenses/permits are only granted to competent professionals who meet the criteria set by statute for each license type. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Applications processed (home office and branch) 1,539 1,500 15,600 Total applications processed (including renewals) 5,139 5,000 19,100 Licenses/renewals issued 5,248 5,100 19,200 Performance Measures ‹ Goal 2 To implement a new licensing program to license all loan originators by January 1, 2010, as mandated by SB 1028. Performance Measures To respond in a timely manner and take appropriate remedial and/or enforcement action to resolve supervisory concerns and protect the public from illegal conduct by licensees. Performance Measures 150 Mission: A.R.S. §§ 6-101 et. seq. Funding and FTE Summary: (Thousands) ‹ Goal 3 128 OFFICE OF REGULATORY AFFAIRS Robert Charlton, Asst. Superintendent of Financial Institutions Program Summary BDA 1.0 Formal/informal supervisory actions taken Number of licensed loan originators Explaination: FY 2009 Estimate FY 2010 Estimate 0 0 14,000 4,100 18,200 New measure added for FY 2008. Total number of all licensees Explaination: ‹ Goal 3 FY 2008 Actual 4,221 New measure added for FY 2008. To expedite licensing of qualified applicants in accordance with licensing time frames approved by the Governor's Regulatory Review Council and Title 20 of the Arizona Administrative Code, while maintaining applicant satisfaction levels. Performance Measures Average days from receipt to All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 49.5 60 90 Page 171 approval of license applications (Excluding Banks and Credit Unions) 52.8 55 55 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 85 75 Percent of license applications approved within 45 days of receipt (excluding Banks and Credit Unions) Performance Measures Percent of surveyed applicants who respond they received 'good' or better overall service ‹ Goal 4 To receive and investigate consumer complaints/unlicensed activity and resolve disputes in a prompt and professional manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 160 250 200 1,302 1,400 1,500 346 375 400 1,428 1,500 1,550 45 FY 2008 Actual 60 FY 2009 Estimate 65 FY 2010 Estimate 80 75 75 Average number of calendar days from receipt to resolution of regular complaint Regular complaints filed Complaints received and forwarded Complaints closed (reg and forwarded) Unlicensed activity identified Performance Measures Percent of complainants indicating they receive good or better overall service from the Department Program Summary BDA 3.0 RECEIVERSHIPS Bruce Tunell, Deputy Superintendent of Financial Institutions Phone: (602) 255-4421 A.R.S. §§ 6-101 et. seq. Mission: To administer and ultimately liquidate all court ordered receiverships in a professional and effective manner. Description: This area is responsible for the management, orderly liquidation, and closure of all receiverships where the Superintendent of Financial Institutions has been named by the Court as Receiver. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 47.7 23.0 0.0 0.0 0.0 Other Non Appropriated Funds 45.0 43.3 43.3 Program Total 92.7 66.3 66.3 FTE Positions 0.5 0.5 0.5 Other Appropriated Funds ‹ Goal 1 23.0 To promptly marshal and liquidate the assets of assigned receiverships. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Open receiverships (at any point in fiscal year) 0 1 2 Receiverships closed in period 0 0 1 Performance Measures ‹ Goal 2 To expedite the closure of all assigned receiverships while maximizing the recovery dollars for injured parties. Performance Measures Close 'American Bantrust' receivership in FY2006 Page 172 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a n/a n/a All dollars are presented in thousands (not FTE). State Department of Financial Institutions Dennis Seavers, Executive Director Phone: (602) 265-0135 hearings. Therefore, the Board will continue to monitor the timeliness of its decisions, and it will revisit its guidelines for granting good cause exceptions to ensure that cases eligible for expedited review are not unnecessarily referred to hearing. To make fair and consistent determinations on good-cause‹ Goal 1 exception applications. A.R.S. § 41-619.52 Performance Measures BFA Agency Summary 0.0 FINGERPRINT BOARD Mission: To fairly, expeditiously, and responsibly determine good cause exceptions for applicants who have been denied a fingerprint clearance card. Description: The Arizona Board of Fingerprinting determines good cause exceptions from eligible people who require a fingerprint clearance card and whose fingerprint clearance card has been denied or suspended by the Department of Public Safety. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of investigator recommendations for expedited reviews accepted. 92.48 93 93 Percent of applications approved. 90.89 90 90 Percent of approvals by expedited review. 69.63 75 75 Percent of approvals by administrative hearing. 30.37 25 25 ‹ Goal 2 To provide applicants with timely decisions on their goodcause-exception applications. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of good-cause-exception applications received. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,748 2,365 2,365 General Funds 0.0 0.0 0.0 Number of applications disposed. 2,174 2,365 2,365 Other Appropriated Funds 0.0 0.0 0.0 Ratio of cases opened to cases closed. 1:1.24 1:1 1:1 560.5 585.9 585.9 Average number of days to dispose. 156.59 120 120 Average number of days spent processing application. 112.95 90 90 Average number of days spent processing application from receipt to expedited review. 23.22 22 21 Percent of applications that undergo an expedited review within 20 days (processing time). 99.76 100 100 Average days from expedited review to hearing. 51.62 40 40 Percent of applications heard within 60 days of expedited review. 100 100 100 Percent of applications decided within 60 days of hearing. 100 100 100 Other Non Appropriated Funds Program Total 560.5 585.9 585.9 FTE Positions 7.0 7.0 7.0 Strategic Issues: Consistency and correctness of good cause exception determinations Under A.R.S. § 41-619.55, the Board is responsible for determining whether applicants with criminal histories are rehabilitated or recidivists. Successful applicants may work with vulnerable citizens: children, the elderly, and the developmentally disabled. It is important that the Board make good judgments, keeping in mind that the Board must protect vulnerable citizens while recognizing that applicants with criminal histories can successfully rehabilitate themselves and serve a useful role in society. Issue 1 The Board consistently reviews its application of the statutory criteria in A.R.S. § 41-619.55(E) to particular cases to ensure that the Board is consistent and correct in its decisions. The Board has developed performance measures to ensure that its decisions are consistent. The Board has reviewed and revised its hearing process to make sure that applicants receive due process. Finally, the Board reviews reports of new arrests for previously approved applicants to determine whether the Board should revise its guidelines for applying the statutory criteria. Issue 2 ‹ Goal 3 To develop fair and comprehensible rules, policies, and procedures for determining good cause exceptions. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of good-cause-exception requests received. 3,016 3,616 3,616 Ratio of requests for good cause exceptions to applications submitted. 1:.57 1:.60 1:.60 Percent of applications complete on initial submission. 30.96 40 40 Performance Measures Administrative hearing process For complex cases or cases with problematic criminal histories, the Board may refer an applicant to an administrative hearing. In the past two years, legislation and court cases have required the Board to make four substantial changes to the administrative hearing process. During the next year, the Board will focus on developing a stable and effective administrative hearing process. The Board will also focus on implementing recent legislative changes and establishing an efficient and fair process. Issue 3 Timeliness of decisions Applicants who are awaiting the outcome of a good cause exception determination often are unable to work in regulated professions that require a fingerprint clearance card. In addition, certain students are unable to continue their studies while awaiting a decision from the Board. The Board is aware, especially during economic downturns, of the impact this wait can have on an applicant's livelihood and financial health. The Board has made significant strides toward improving its processing time. It has eliminated a backlog that existed in 2006 and 2007. It has reduced the time within which it makes expedited review decisions. It also has adapted to new statutory time frames. However, statutory changes have extended the process for deciding cases referred to administrative Board of Fingerprinting All dollars are presented in thousands (not FTE). Page 173 Agency Summary MMA 0.0 Program Summary MMA 1.0 DEPARTMENT OF FIRE, BUILDING AND LIFE SAFETY ADMINISTRATION Robert Barger, Director Phone: (602) 364-1003 John Stahmer, Deputy Director Phone: (602) 364-1003 A.R.S. § 41-2141 A.R.S. § 41-2171 to 41-2196 Mission: 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 by reducing hazards to life and property through enforcement and training related to the State Fire Code. To provide administrative services necessary to support the operations of the Office of Manufactured Housing and the Office of the State Fire Marshal. Description: The Department of Fire, Building and Life Safety enforces safety standards for public buildings, manufactured homes, mobile homes, and factory-built buildings. 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 the State Fire Code and provides training and education for fire personnel and the general public. The Office of Manufactured Housing licenses and regulates the production and ownership of manufactured housing; administers funds paid by manufacturers, mobile home park owners and residents; and administers funds reserved for claims filed against the payers or for involuntary relocation. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ MANUFACTURED HOUSING ¾ STATE FIRE MARSHAL Agency Total: FY 2009 Estimate FY 2010 Estimate Description: The purpose of the Office of Administration is to provide the administrative services necessary to facilitate the operation of the Office of Manufactured Housing and the Office of the State Fire Marshal, including procedures to ensure compliance with laws and rules relating to the offices. Funding and FTE Summary: (Thousands) General Funds 1,621.3 0.0 0.0 Other Non Appropriated Funds 1,190.6 200.8 200.8 Program Total 2,863.1 1,822.1 1,984.7 FTE Positions 18.0 18.0 19.0 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Relocation Forms Received 449 470 490 Relocation claims paid 440 460 480 Customer satisfaction rating (Scale 15) 4.8 4.9 4.9 Performance Measures 2,455.4 2,398.3 2,398.3 6,449.1 5,438.1 6,098.3 ‹ Goal 2 Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 3,609.8 Other Appropriated Funds FY 2009 Estimate 3,586.8 FY 2010 Estimate 4,247.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,839.3 1,851.3 1,851.3 Program Total 6,449.1 5,438.1 6,098.3 FTE Positions 52.0 52.0 61.0 Issue 1 Federal downsizing Average days from receipt of complete application to granting of license Licenses Issued Budget Reductions As the Department's funding was reduced in FY2002 and FY2003, the Department will be strained to continue to provide services mandated by legislative, federal and local authorities. Issue 3 Automation As the rate at which automation improvements are implemented in the Information Age, combined with Agency staffing reductions, the Department will be required to address aging automated resources and implement new solutions to continue to provide the required level of service. Page 174 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 366 385 400 Renewals issued 1,176 1,200 1,225 Total individuals or facilities licensed 1,721 1,800 1,825 34 50 55 Tests administered To rapidly and accurately investigate alleged illegal conduct within the manufactured housing industry. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 113 100 100 1,000 1,050 1,050 6 5 5 30 30 30 Percent of investigations resulting in convictions 5 5 5 Percent of investigations resulting in disciplinary enforcement action 7 5 5 Performance Measures Federal Downsizing, especially in the Housing and Urban Development Department (HUD), will require states to increase their role in the Manufactured Housing and Factory Built Building Industries. Issue 2 To expedite licensing of qualified applicants. Performance Measures ‹ Goal 3 Strategic Issues: 1,783.9 To be responsive and accurate in response to internal and external requests for administrative services. 1,984.7 1,715.3 FY 2010 Estimate 0.0 1,822.1 1,217.7 FY 2009 Estimate 1,672.5 Other Appropriated Funds 2,863.1 1,130.6 FY 2008 Actual Total number of licenses revoked or suspended Total investigations conducted Percent of licensees with disciplinary action Average calendar days per investigation from start to final adjudication Trust Account Audits 129 130 135 Background Investigations 520 525 530 Cease and Desist Orders Issued 18 20 20 Administrative hearings held 122 120 110 Citations and complaints issued 395 390 385 All dollars are presented in thousands (not FTE). Department of Building and Fire Safety FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 452 600 800 General commercial and licensed facilities inspections 2 0 200 Scheduled - State, County, DOC, school buildings inspections 615 600 840 Performance Measures Program Summary MMA 2.0 Number of enforcement inspections for new construction MANUFACTURED HOUSING Maryann Knight, Deputy Director of OMH Phone: (602) 364-1003 A.R.S. § 41-2151 to 41-2157 ‹ Goal 2 Mission: To protect the public while maintaining and enforcing standards of quality and safety. To reduce hazards to life and property through firefighter training. Performance Measures Number of persons trained in fire and life safety issues FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33 30 300 Description: Annual fire school attendance 777 780 900 The purpose of the Office of Manufactured Housing is to maintain standards of quality and safety for manufactured/mobile homes, and accessory structures and factory-built buildings. The standards are maintained by ensuring that the responsibilities for the Office of Manufactured Housing are conducted consistently with minimum standards of the U.S. Department of Housing and Urban Development so as to be designated the "state inspector" for manufactured homes and related industries. The Office implements all existing laws and regulations mandated by the federal government, its agencies and the State for such purposes. Area training sessions held 108 75 120 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 963.8 Other Appropriated Funds 990.6 FY 2010 Estimate 990.6 0.0 0.0 0.0 Other Non Appropriated Funds 1,491.6 1,407.7 1,407.7 Program Total 2,455.4 2,398.3 2,398.3 FTE Positions 19.0 19.0 19.0 ‹ Goal 1 Area training sessions attendance 1,404 1,500 2,400 Certification test administered 1,752 1,900 2,400 ‹ Goal 3 To ensure public safety by the review of plans for construction, permitting, and the removal of petroleum tanks under DEQ requirements. Performance Measures Average days from request for inspection to actual inspection of tank removal Total tank inspections Average number of days from receipt of plan submittal to initial plan review FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5 7 7 173 200 250 15 10 10 To ensure safe products for consumers of manufactured/mobile homes and factory-built buildings. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Total complaints filed 295 300 305 Complaints closed 241 275 290 MMA 3.0 Program Summary STATE FIRE MARSHAL Phil Mele, State Fire Marshal Phone: (602) 364-1003 A.R.S. § 41-2161 to 41-2169 Mission: To protect the public while reducing hazards to life and property through training and enforcement related to the State Fire Code. Description: The Office of the State Fire Marshal establishes a regularly scheduled fire safety inspection program for state and county owned buildings, public and private schools and other occupancies, as well as the review of plans and specifications for construction or remodeling. Training for firefighters is provided and other state agencies are assisted in enforcing Fire and Life Safety codes. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 973.5 974.9 0.0 0.0 0.0 157.1 242.8 242.8 Program Total 1,130.6 1,217.7 1,715.3 FTE Positions 15.0 15.0 23.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 1,472.5 To increase life safety and property conservation through fire code enforcement. Department of Building and Fire Safety All dollars are presented in thousands (not FTE). Page 175 Agency Summary FOA 0.0 Program Summary FOA 1.0 STATE FORESTER STATE FORESTER Kirk Rowdabaugh, State Forester Phone: (602) 771-1403 Kirk Rowdabaugh, State Forester Phone: (602) 771-1403 A.R.S. §§ 37-621 to 37-644 A.R.S. §§ 37-621 to 37-644 Mission: Mission: To provide for the prevention and suppression of wildfires on state and private lands, located outside incorporated municipalities, primarily through the use of cooperative agreements with local fire departments, other state and federal agencies and persons organized to prevent and suppress wildfires. To provide for the prevention and suppression of wildland fires on state and private lands, located outside incorporated municipalities, primarily through the use of cooperative agreements with local fire departments, other state and federal agencies and persons organized to prevent and suppress wildfires. Description: Description: The Forestry Division provides for the prevention and suppression of wildfires on state and private lands, located outside incorporated municipalities, through the use of cooperative agreements with local fire departments, other state and federal agencies and persons organized to prevent and suppress wildfires. The division also maintains in-house overhead and firefighting capabilities through the qualifications of its own employees. Through the division's programs 22,400,000 acres of state and private land are protected. The Forestry Division provides for the prevention and suppression of wildfires on state and private lands, located outside incorporated municipalities, through the use of cooperative agreements with local fire departments, other state and federal agencies and persons organized to prevent and suppress wildfires. The division also maintains in-house overhead and firefighting capabilities through the qualifications of its own employees. Through the division's programs 22,400,000 acres of state and private land are protected. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ STATE FORESTER ¾ EASTERN COUNTIES 33,695.1 35,582.9 34,629.8 200.0 0.0 0.0 Agency Total: 33,895.1 35,582.9 34,629.8 ENVIRONMENT GRANTS Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 8,227.5 FY 2009 Estimate 6,921.9 FY 2010 Estimate 7,012.6 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 8,027.5 6,921.9 0.0 0.0 0.0 Other Non Appropriated Funds 25,667.6 28,661.0 27,617.2 Program Total 33,695.1 35,582.9 34,629.8 FTE Positions 74.0 74.0 75.0 Other Appropriated Funds ‹ Goal 1 7,012.6 To provide technical fire, forest health, and forestry management assistance to private land owners. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,100 1,100 25,667.6 28,661.0 27,617.2 Forestry Division assists private forest landowners in preparing management plans annually 1,100 Other Non Appropriated Funds 1,788 1,801 33,895.1 35,582.9 34,629.8 Total acres of private forest land under management (1,000 acres) 1,775 Program Total FTE Positions 74.0 74.0 75.0 Acres treated on private forest and range lands each year 4,200 4,500 4,500 Acres of land treated, including prescribed burning, to reduce hazardous fuels; and to protect and improve Trust land and private properties 6,100 6,100 6,100 Other Appropriated Funds Strategic Issues: The devastating impacts of climate change and cyclic drought on Arizona's fire weather will continue to be felt far into the future. Insects and diseases will continue to ravage overstocked forests and invasive weedy species will continue to spread through the desert landscapes, fueling future mega-fires. Expansion of the wildland/urban interface will continue with Arizona's population explosion, resulting inevitably in more fires threatening more homes and businesses. The State Forestry Division was established in 1966 as a Division of the State Land Department and was separated by Executive Order from the Department to administratively stand-alone in 2007. Statewide, 75,000 acres of land have been identified as needing treatment in or around 70 communities in all 15 counties. Effective mitigation of the wildfire hazards in the wildland/urban interface will require a cooperative effort of federal, state, local and private landowners. In addition to meeting the State's own stewardship responsibilities, the State Forestry Division is the lead agency for providing wildland fire and forestry assistance to private landowners and rural communities. Issue 1 Page 176 ‹ Goal 2 To prevent and suppress wildfires on Trust and private lands safely, effectively and efficiently by assisting 85% of rural fire departments, and contain 95% of forest fires to less than 100 acres. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 95 95 1,600 1,600 1,600 Percent of fire departments under cooperative agreement to provide fire control support 96 95 95 Percent of fire bills processed for payment within 30 days 94 95 95 Performance Measures Percent of fires controlled at 100 acres or less Rural firefighters assisted with training and equipment Explaination: Invoices exceeded our budgeted amount. Most invoices went unpaid awaiting federal reimbursements. Trust land treated to reduce wildland fire danger to improve forest and range land condition 1,900 1,900 1,900 Percent of rural fire departments assisted with training and equipment 92 92 92 All dollars are presented in thousands (not FTE). State Forester Program Summary FOA 2.0 EASTERN COUNTIES ENVIRONMENT GRANTS Kirk Rowdabaugh, State Forester Phone: (602) 771-1403 Ch 255, HB 2781, 48th Legislature, 1st Session, 2007, An Act Mission: To approve and distribute funds for implementation and planning of environmental programs. Description: The Division is instructed to distribute funding equally to Greenlee, Graham, Gila, Navajo, and Apache Counties for planning and implementation of specific environmental programs impacting economic development in these counties. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 200.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 200.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To represent and advocate for Greenlee, Graham, Gila, Navajo and Apache Counties in terms of environmental issues Performance Measures Representation Requests Explaination: Explaination: 38 40 40 3 5 5 To represent and advocate for Greenlee, Graham, Gila, Navajo, and Apache Counties in planning and regulatory endeavors with federal partners Regional Meetings Explaination: Requests for Comment State Forester FY 2010 Estimate Number of invitations rendered to assist assessment of Environmental Impact Statements Performance Measures Explaination: FY 2009 Estimate Number of forest health/environmental policy groups requesting representation from members of five eastern counties Environmental Impact Statement ‹ Goal 2 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 32 35 35 Number of meetings with District Rangers and Forest Supervisors 9 10 10 Requests for review and comment of forest health policy documents All dollars are presented in thousands (not FTE). Page 177 pamphlet Number of complaints received Agency Summary FDA 0.0 BOARD OF FUNERAL DIRECTORS AND EMBALMERS ‹ Goal 3 Rodolfo R. Thomas, Executive Director Phone: (602) 542-3095 A.R.S. §§ 32-1301 et. seq. 48 50 50 To actively and impartially investigate allegations and complaints and provide enforcement to protect the public from incompetent services and unprofessional, unethical, and illegal conduct. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 20 20 9 9 10 50 50 Mission: Complaints processed 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. Number of complaints received 48 Average days to renew license 20 20 20 Average days to investigate complaint 85 85 85 1,779 1,800 1,830 Disciplinary actions taken Number of licenses Description: The Board of Funeral Directors and Embalmers examines and licenses individuals that provide funeral goods and services. The Board also receives complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board oversees approximately 1,800 licensees practicing in the state and serves all Arizona citizens who receive funeral goods and services. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 349.8 350.0 350.0 0.0 0.0 0.0 Program Total 349.8 350.0 350.0 FTE Positions 4.0 4.0 4.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Technology Funding The Arizona State Board of Funeral Directors and Embalmers constantly strives to ensure optimum service to licensees and consumers alike while operating within the bounds of our appropriation. The assistance of the Government Information Technology Agency has saved the Board on IT services that would have been more expensive if sourced to a private firm. The Board continues to look for cost savings across the organization as it continues to operate efficiently. Issue 2 Common Licensing system Currently, the Common Licensing system does not appear to be costeffective for this agency. The Agency renews licenses in June of each year and dedicates one FTE to complete this task. Renewals are completed within a three-week period. To add on costs for credit card processing and an additional system is not cost effective or efficient. If in the future the numbers applications exceed the Board’s ability to process them in a reasonable and timely manner, then this activity will be reevaluated. To ensure that licenses are only granted and renewed to ‹ Goal 1 competent individuals with high standards of professional and ethical conduct. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Applications received 1,779 1,800 1,830 Licenses issued 1,779 1,800 1,830 Applications denied Average days to process license Number of investigations Number of inspections 0 1 1 85 90 85 17 20 25 170 100 100 Number of complaints received 48 50 50 Average number of days to investigate 85 85 85 Average number of days to renew license 20 20 20 ‹ 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. Performance Measures P t f Page 178 i i FY 2008 Actual FY 2009 Estimate 98 98 FY 2010 Estimate 98 All dollars are presented in thousands (not FTE). State Board of Funeral Directors & Embalmers The Special Services Division is comprised of four branches: Development, Finance and Accounting, Information Systems and Support Services. The Development Branch is primarily responsible for managing programs for wildlife water development, habitat enhancement and maintenance, boating access and improving public access to state, federal, and private lands for recreational opportunities. Agency Summary GFA 0.0 GAME AND FISH DEPARTMENT Larry Voyles, Director Phone: (623) 236-7279 A.R.S. §§ 17-101 et seq 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. Description: The Arizona Game and Fish Department (AGFD) operates pursuant to A.R.S. Titles 5, 17 and 28. Accordingly, the AGFD has statutory authorities related to wildlife, watercraft, and off-highway vehicles (OHV). In short, the AGFD manages Arizona’s wildlife resources, regulates watercraft use and enforces wildlife, watercraft and OHV laws under the control of the Arizona Game and Fish Commission, a 5-member panel appointed by the Governor. Under provisions of A.R.S. § 17-231, the Arizona Game and Fish Commission establishes policy for the management, preservation, and harvest of wildlife. The Commission makes rules and regulations for managing, conserving, and protecting wildlife and fisheries resources, and for safe and regulated watercraft and off-highway vehicle operations. When managing wildlife resources, the Department considers historical, current and projected biological needs and constraints, social science (public input and opinions), and economic impacts of the resource to Arizona communities. The Department ensures the diversity of wildlife that resides in Arizona is maintained, and has been working diligently to reintroduce once extirpated (native) species such as the black-footed ferret, California condor, Mexican gray wolf, and Gila trout. 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 also plays a key role in environmental education and promoting safe outdoor recreational opportunities, including shooting ranges and watchable wildlife. Hunting, fishing, shooting sports, and watchable wildlife contribute more than a billion dollars annually to the State of Arizona, and AGFD works to ensure that our wildlife resources and natural heritage is preserved for current and future generations. Offhighway vehicle and watercraft use also contribute significantly to Arizona’s economy and enjoyment of the outdoors. The Department has four divisions that, along with the Director’s Office, work to accomplish the Department’s mission. Field Operations Division is comprised of six Regional Offices, and the Law Enforcement Branch. The division implements program objectives that pertain to wildlife resource management and enforcement, watercraft and OHV activities, including enforcement and education. The regional offices are located in Pinetop, Flagstaff, Kingman, Yuma, Tucson and Mesa, and include remote duty post wildlife managers (enforcement officers). Wildlife Management Division is comprised of the Fisheries, Game, Habitat, Nongame and Research branches. This division gives program direction and provides assistance for the Department’s wildlife programs. The Information and Education Division has two branches. The Information Branch is responsible for most public communication, license sales, media relations and one-to-one customer communication. Communication vehicles include a magazine, television series and the AGFD’s Web site, azgfd.gov. The Education Branch conducts and coordinate courses in environmental education, including hunting, fishing, shooting sports and boating safety. They also guide AGFD’s hunter recruitment and retention efforts. The Division operates and assists shooting ranges statewide as part of its responsibility to promote the safe and responsible use of firearms. Arizona Game & Fish Department The Finance and Accounting Branch provides finance and accounting support, provides financial and cost statements, and oversees watercraft registration, license dealers and big-game draws. The Information Systems Branch provides data processing capabilities, including systems analysis and design. In addition, they also provide support for AGFD computers, phone systems, and network connections to a variety of agencies on a statewide basis. The Support Services Branch is responsible for procuring goods and services, coordinating maintenance of Department vehicles, disposing of surplus property and providing warehousing and mail and courier services. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ CENTRAL ADMINISTRATIVE 3,841.2 3,320.2 3,395.2 ¾ GAME MANAGEMENT ¾ SPORTFISH MANAGEMENT ¾ NONGAME AND 8,997.7 8,122.4 9,814.3 30,242.3 20,462.2 21,224.4 34,580.3 36,992.3 39,291.4 ¾ OFF-HIGHWAY VEHICLE / 23,332.2 29,183.6 30,376.5 100,993.7 98,080.7 104,101.8 SERVICES ENDANGERED WILDLIFE WATERCRAFT Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 35,988.5 35,542.2 41,809.5 Other Non Appropriated Funds 65,005.2 62,538.5 62,292.3 Program Total 100,993.7 98,080.7 104,101.8 FTE Positions 632.8 632.8 636.8 Strategic Issues: Wildlife management in a constantly changing physical environment Issues listed above (wildlife habitats) are intrinsically tied to wildlife species abundance. Wildlife stressors associated with habitat loss or fragmentation, and continued threats to the health and diversity of habitats through development associated with population growth, introduction and expansion of invasive species, increased demands from the public, wildland fires, illegal immigration traffic, increased off-highway vehicle use, and long-term drought are some of the issues that create challenges for the Department’s wildlife management efforts. The above-mentioned factors can markedly change species abundance. Keeping common species common in a changing environment will be a challenge. Moreover, the Department lacks sufficient funding to develop and implement projects needed to recover less common, or extremely rare (endangered and threatened species), and to conserve others that are imperiled or at risk of imperilment. As a result, the rate at which species are recovered and then dropped from the federal endangered species list is below potential, and new species are propose for addition to the threatened and/or endangered species list. Issue 1 Issue 2 Recruitment and retention of hunters and anglers Recent data from the National Survey of Fishing, Hunting, and Wildlife Associated Recreation has revealed that across the nation, participation in our cherished traditions of hunting and fishing has declined at alarming rates from 1990. Moreover, the American Sportfishing Association in partnership with the Association for Fish and Wildlife Agencies recently completed research into license buying habits of anglers, and revealed that loyal anglers are not buying licenses as frequently as thought. Together, All dollars are presented in thousands (not FTE). Page 179 the data suggest that people are increasingly turning to alternative forms of recreation. Changing lifestyles, urbanization, competition for time and alternative recreational activities are factors in those declines. Hunting and fishing traditions have long promoted family values, and it was hunters and anglers that comprised the driving force for massive and historic wildlife conservation efforts in North America over the past century. During the past 15 years in which participation in hunting and fishing has declined, more people have engaged in wildlife watching activities, which validates that wildlife and appreciation for the natural world still has immense intrinsic value. It will be hunters and anglers that continue to promote the model of wildlife conservation into the future. Thus, the Department has made recruitment and retention of hunters and anglers a top priority. The Department has made hunter education programs more convenient with an online option for classes, as well as a newly developed Hunting Awareness and Appreciation class designed to give Department employees, students, and the public a chance to be exposed to the tradition of hunting. Based on recent survey research, the Department is increasing hunting opportunity where biologically feasible. The Department continues to expand the Urban Fisheries Program, creating more opportunities for fishing in urban areas across the state. Fishing education has also remained a focal point by hosting dozens of fishing clinics throughout the state on an annual basis. The Department has created additional license categories which offer greater values to families. Additional marketing and education is needed to continue promoting hunting and fishing traditions, a worthwhile investment for our future. Issue 3 Invasive species Invasive species in Arizona are a serious and growing problem that is affecting our economy, environment, quality of life, and may additionally pose risks to human health. Invasive species have expanded their range into Arizona from neighboring areas or from afar, either intentionally or accidentally. Invaders can have devastating impacts on native ecosystems by outcompeting native wildlife and plants for space and resources to survive, or prey directly upon native wildlife and plants. These invasive organisms cause a variety of environmental and financial problems, including the loss of wildlife habitat, decreased agricultural productivity, degraded watershed health, decreased land values, increased fire danger, loss of biodiversity, impeded access to recreational lands, introduction of human and wildlife or agricultural diseases, and degraded urban areas and right-of-ways. Invasive species often undesirable and not planned for, and have negative impacts as a result of expansion. These foreign species did not evolve to coexist with Arizona’s ecosystems, and they usually have few or no natural predators or competitors. They often generate harm beyond their value. The Department has committed to funding a term Invasive Species Coordinator position, but the threats are perpetual and additional funding will be needed for continued multi-agency coordination and for implementing large-scale efforts to manage invasive species now and far into the future. Issue 4 Long-term, stable funding for the future The Department’s continuing efforts to improve customer service, reduce turnover, meet diversity goals, and maintain or expand upon existing programs, has been hampered by changing revenue patterns and increasing costs. While some sources of revenue have increased, others have decreased, but overall costs have increased dramatically for health care insurance, fuel, trout production, etc. Funding shortfalls must be covered from other operating funds (the Department does not receive money from the State's General Fund); the Department must investigate and pursue new sources of revenue to ensure that the Department can remain solvent into the future. Based on social survey data, the Department anticipates that any reduction in management, educational programs, or enforcement will cause a decline in public satisfaction with ongoing work efforts. It is therefore critical that we maintain and/or increase our funding alternatives. Hence, alternative methods of funding wildlife management efforts will need to be explored in detail. Issue 5 Maintain and improve wildlife habitats Although Arizona has been blessed with some precipitation this year there are still extensive demands on natural resources. The State is not out of its long-term drought yet, and wildfires over the past several years have significantly impacted wildlife habitats. Arizona is also still one of the fastest growing states, and urban sprawl and leap frog development, and associated infrastructure is negatively impacting wildlife and the trend is Page 180 expected to continue. Invasive species are increasingly causing problems (quagga mussels in the Colorado River Lakes and Lake Pleasant; bufflegrass; and other invasives). Habitat loss, fragmentation and continued threats to the health and diversity of these habitats create challenges for the Department’s wildlife management efforts. The Department must use its limited resources efficiently to maintain and improve habitats for Arizona's wildlife through habitat enhancements, sustainable land-use, water catchment development, wildlife translocations, and other means. Partnerships and cooperation with federal, state, tribal and local governments, conservation and recreational organizations, private landowners, and individual citizens will be crucial to future success. Wildlife management in a culturally diverse and demographically changing state. Our Department is in the process of developing and implementing a plan to promote acceptance of diverse values regarding wildlife. To help effect this desired outcome we have and will continue to sponsor multi-cultural training events for employees, as well as promoting outreach and education to culturally diverse communities and audiences. Wildlife values often differ among user groups and/or demographic units. As society changes, peoples perceptions and values associated with wildlife change too. Recent studies have indicated a potentially significant shift in peoples values associated with wildlife from that of utilitarian to protectionist. This shift is related to societal factors such as urbanization, education, income levels, cultural diversity, and other factors. Unfortunately, the Department relies on the sales of licenses to hunt and/or fish to fund wildlife management; and as utilitarian values descrease there funding for wildlife programs could also decrease. Thus, the Department must be continually prepared to meet the needs of a changing society. Issue 6 Issue 7 Impaired operation of watercraft and loss of funds The 2007 Arizona Boating Safety Report indicates that 25% of all fatal watercraft accidents are a direct result of alcohol use. Half of the fatalities were directly related to alcohol use. Additionally, in nearly 7% of all reported watercraft accidents alcohol is a contributing factor. Many minor accidents are not reported to the Department. Public awareness is not sufficient regarding impaired operation of watercraft to sufficiently deter violations. Thus, the Department has embarked on a marketing and outreach campaign to raise awareness of the issue of alcohol-related watercraft accidents on Arizona waterways. Messages will be used in a variety of media delivery methods including television, radio, billboards, print, web, and direct mailings in addition to the Boating Safety Education Program. The overall goal is to effect change in public attitude about the inappropriateness of drinking and boating. The Department also established two grant programs to address this issue. The Operating Under the Influence (OUI) Law Enforcement Grant Program is intended to facilitate expansion of boating enforcement and public safety efforts statewide though a funding mechanism specifically aimed at discouraging, preventing, and removing impaired boat operators from Arizona waterways. This grant program will allow agencies to expand their operational OUI enforcement efforts, and has $250,000 available during the 2007-2008 grant cycle. The second program, the Boating Safety Grant Program, is intended to facilitate expansion of boating safety and education efforts statewide through proactive projects aimed at reducing boat accident rates, with an emphasis on identified problem areas. Unfortunately, due to budget sweeps these grant programs will not be offered in FY 2009. Issue 8 Shooting range development According to the National Shooting Sports Foundation, more than 19 million Americans safely participate in target shooting with handguns, shotguns and rifles. If you add special-interest shooters such as muzzleloader enthusiasts and archers, the total number of active shooters jumps even higher. Target shooting varies from a leisure activity to competitive sporting events involving leagues and collegiate athletics, and even to the world stage of the Olympic Games. Our Ben Avery Shooting Facility (BASF) near Phoenix is the largest shooting facility in the country, and has received a five-star rating from the National Association of Shooting Ranges, meaning that it is the best of the best at providing a quality recreation experience. BASF is the first government-managed facility to receive this designation and has also been noted as a city of Phoenix Point of Pride. BASF also hosted the 2008 U.S. Archery Team Olympic trials. In September 2006, the Department resumed operation of the Ben Avery Clay Target Center, All dollars are presented in thousands (not FTE). Arizona Game & Fish Department located at BASF. BASF and other shooting facilities, provide a safe and friendly environment for customers to practice to become more proficient shooters, and offer venues shooting competitions and events. Shooting facilities promote safe weapons handling and support law enforcement training. The Department promotes participation by youth in shooting programs including the scholastic clay target program, now boasting over 1,000 participants; and Archery in the Schools programs. These activities are made possible through development of shooting ranges, something the Arizona Game and Fish Commission has promoted through a Shooting Range Development Grant program since 1996. The Department has been working closely with community leaders and is in the initial process of finding a suitable site for another shooting facility (Northern Arizona Regional Shooting Facility) near Flagstaff. This site will provide a much needed shooting facility to the region. Program Summary GFA 1.0 CENTRAL ADMINISTRATIVE SERVICES Gary Hovatter, Chief of Staff Phone: (623) 236-7288 A.R.S. Title 17, A.R.S. Title 5 Mission: To effectively manage the Department, and ensure accountability for all Department activities. Description: Under the provisions of A.R.S. § 17-211 the Arizona Game and Fish Director is responsible for the supervision and control of all activities, functions, and employees of the Department and shall enforce all provisions of this title including all Commission rules and orders. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 3,549.2 3,077.5 3,152.5 292.0 242.7 242.7 Program Total 3,841.2 3,320.2 3,395.2 FTE Positions 24.7 24.7 24.7 ‹ Goal 1 To be the recipient of the Governor's Award for Quality (State Quality Award Program) while maintaining and improving employee satisfaction, have employees that perceive themselves as being valued at work, value the work they are doing, and are satisfied with the opportunities for career advancement within the Department. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 93 95 95 Percent of employees that feel that the job they do is important. Explaination: % of employees answering "good" or "excellent" in annual survey. Overall job satisfaction. Explaination: 76 80 80 % of employees answering "good" or "excellent" in annual survey. Program Summary GFA 2.0 GAME MANAGEMENT Bob Broscheid, Asst. Director Wildlife Management Division Phone: (623) 236-7301 A.R.S. Title 17 Mission: To manage game wildlife populations and their habitats to maintain the natural diversity of Arizona, while providing game wildlife-oriented recreation opportunities for present and future generations. Description: Arizona is host to many species of wildlife. Those mammals and birds which are actively hunted are considered game animals. Hunting can be a management tool for the Department and is an important recreational pasttime and valued heritage for those who participate. Management of game includes inventory of game populations and regulation of harvest to provide sustained recreational opportunities. Management also includes assessing habitat conditions, evaluating formerly occupied habitat for potential reintroduction of species, enforcing regulations, and providing input on land management actions that potentially impact game habitats. The Department has focused efforts in education to recruit and retain hunters to maintain this cherished tradition, and also to provide a driving force in conservation efforts. We work closely with government and nongovernment partners to ensure access to hunting areas, and the Department is moving to increase opportunity or create new opportunism for all hunters where possible. This includes efforts to recruit new and retain existing hunters. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 5,583.0 3,927.6 5,542.7 Other Non Appropriated Funds 3,414.7 4,194.8 4,271.6 Program Total 8,997.7 8,122.4 9,814.3 FTE Positions 38.0 38.0 38.0 ‹ Goal 1 To maintain the natural diversity of game populations in Arizona, while providing sustainable recreational opportunities. FY 2008 Actual Performance Measures Hunter recreation days (millions) Ratio of number of big game permit tags to the number of people applying Number of hunting licenses sold. Explaination: FY 2009 Estimate FY 2010 Estimate 1.408 1.4 1.4 .42 .42 .40 187,403 186,000 187,000 Licenses only counted for FY 08 (not tags, permits or stamps which were included for FY 07) Percent rating Game Management as "good" or "excellent" of those expressing an opinion. 77 75 75 Number of habitat improvements by AGFD. 95 60 60 Explaination: Due to decreases in some funding sources expect fewer improvements in future years. Number of Hunter Education graduates. Number of participants in our "First Shots" introductory firearms program. Explaination: Arizona Game & Fish Department FY 2009 Estimate 2,981 3,400 3,650 0 300 300 No programs were held in FY 2008; at least one is scheduled for FY 2009. All dollars are presented in thousands (not FTE). Page 181 Program Summary GFA 3.0 Program Summary GFA 4.0 SPORTFISH MANAGEMENT NONGAME AND ENDANGERED WILDLIFE Bob Broscheid, Asst. Director Wildlife Management Divisionb Phone: (623) 236-7301 Bob Broscheid, Assistant Director Wildlife Management Division Phone: (623) 236-7301 A.R.S. Title 17 A.R.S Title 17 Mission: Mission: To protect, maintain or enhance the distribution, abundance, availability and diversity of cold and warm water sportfishes and their habitats; and to disseminate information about Arizona's sportfish and recreational opportunities for present and future generations. To enhance nongame and watchable wildlife and fish (nongame wildlife) populations and their habitats to restore the natural diversity of Arizona, to increase public awareness of nongame wildlife, and to provide nongame wildlife and fish-oriented recreation opportunities for present and future generations. Description: Arizona has many species of fish, many of which are not native to Arizona but have become established. Some non-native warmwater sport fish were, and still are brought in from other places to meet Arizona's angling demands; however, most species have self-sustaining populations. Most coldwater sport fish species such as trout are produced within Department hatchery system and distributed to various waters in order to meet public demand. Management of sport fish is accomplished through population inventories, regulation of harvest, and propagation and distribution to maintain diversity and enhance angling opportunities. Additionally, the Department enforces fishing regulations and enhances fish habitat through the placement of artificial structures. In addition to acting as a catalyst for conservation efforts, recruitment and retention of anglers is crucial to continue this valued and family-oriented tradition. Working closely with numerous partners, we strive to enhance Arizona's sport fishing opportunities and make those opportunities accessible to many people. Funding and FTE Summary: (Thousands) Description: Most of the wildlife species in Arizona are nongame. Nongame wildlife includes all reptiles, amphibians, mollusks and crustaceans, some of which can be legally harvested. Additionally, nongame includes those fish, birds and mammals which cannot be legally harvested. Management of nongame includes inventory of nongame populations, recovery efforts to restore populations of extirpated species, and coordination of efforts to develop endangered species recovery plans. Nongame management also includes assessing habitat conditions, distributing information about nongame and watchable wildlife species, and providing input on land management actions that potentially impact wildlife habitats, has an outdoor recreation impact, or has potential for economic impact. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 FY 2010 Estimate 0.0 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 13,436.9 16,366.6 18,873.1 Other Non Appropriated Funds 21,143.4 20,625.7 20,418.3 5,832.1 1,381.0 2,092.0 Program Total 34,580.3 36,992.3 39,291.4 Other Non Appropriated Funds 24,410.2 19,081.2 19,132.4 FTE Positions 251.6 251.6 255.4 Program Total 30,242.3 20,462.2 21,224.4 ‹ Goal 1 FTE Positions 109.8 109.8 110.1 Other Appropriated Funds ‹ Goal 1 To increase public awareness of Arizona’s sportfishing resources. Performance Measures Percent of anglers satisfied with angling information products and services. ‹ Goal 2 Angler Recreation Days (millions) Percent of anglers satisfied with their angling experiences. Number of urban lake fishing angler days. Number of urban fishing licenses sold 85 80 80 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.5 5.4 5.5 81 75 80 635,000 640,000 645,000 41,923 42,000 42,500 FY 2009 Estimate FY 2010 Estimate Number of Landowner Incentive Projects (LIP) that were signed. 5 5 5 Number of Safe Harbor Agreements and Conservation Agreements signed. 3 3 3 Percent of the public that is "Very satisfied" or "Satisfied" with wildlife watching away from home. 93 95 93 Number of Department-sponsored or Department-involved watchable wildlife events. 47 45 45 346,171 350,000 350,000 FY 08 includes only fishing related licenses. FY 07 included stamps. Pounds of fish produced in Department hatcheries. Page 182 FY 2010 Estimate FY 2008 Actual Performance Measures Total urban fishing related licenses sold. Total number of fishing licenses sold. Explaination: FY 2009 Estimate To provide recreational opportunities for sportfishing. Performance Measures Explaination: FY 2008 Actual To maintain and restore the natural diversity of Arizona’s nongame and watchable wildlife. 450,000 400,000 400,000 All dollars are presented in thousands (not FTE). Arizona Game & Fish Department Explaination: Program Summary GFA 5.0 Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes OFF-HIGHWAY VEHICLE / WATERCRAFT Mike Senn, Assistant Director Field Operations Division Phone: (623) 236-7293 Dollars available through boating safety grants. Explaination: A.R.S. Title 17, 28, and 5 ‹ Goal 4 Mission: To protect wildlife resources and public safety by promoting responsible use of watercraft and off-highway vehicles, through information, education, regulation, and enforcement. Description: The Off-Highway segment of this program is responsible for developing an informational and educational program on Off-Highway vehicle recreation and administering off-road vehicle law enforcement pursuant to Title, 17, Chapter 4, Article 3 and Title 28, Chapter 3, Article 20. The Watercraft segment of this Program makes the rules required to carry out all provisions of A.R.S. Title 5, Chapter 3. The Department regulates the registration and operation of watercraft; provides law enforcement, boating-safety education, boating access, and has jurisdiction for a uniform waterwaymarking system; and through partners oversees the use of aids-to navigation, hazard and regulatory markers on the waters of Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 0.0 10,789.5 12,149.2 Other Non Appropriated Funds 15,744.9 18,394.1 18,227.3 Program Total 23,332.2 29,183.6 30,376.5 FTE Positions 208.7 208.7 208.6 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17,205 17,500 17,500 Number of Arizona Game and Fish Department watercraft enforcement hours Explaination: 0 575,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,084 10,000 10,000 Decrease may be due to vacant positions and fewer recreation days (economy). Number of OHV enforcement hours. 10,667 12,300 12,300 FY 07 included public information efforts. FY 08 Enforcement only. Decrease may be due to vacant positions and fewer recreation days (economy). Number of observed watercraft violations Explaination: 598 1,000 1,000 Decrease may be due to vacant positions and fewer recreation days (economy). Percentage of the public surveyed rating watercraft safety good or excellent, of those expressing an opinion. 72 75 75 Number of watercraft Operation Under Influence of alcohol (OUI) arrests by Department officers. 89 70 70 Number of watercraft accidents in which alcohol was a contributing factor. 33 25 25 To provide excellent customer service to all individuals registering a watercraft in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 147,066 145,000 145,000 Watercraft registration renewal processing time by mail (in days) 4 4 4 Percent of watercraft registration handled through the internet. 34 36 38 Performance Measures Number of watercraft registered in Arizona ‹ Goal 3 575,000 To provide law enforcement needed to ensure the boating public is provided a safe/enjoyable experience. Performance Measures ‹ Goal 2 900 To provide the public and land management agencies with information on habitat protection, safe OHV use, and available OHV use areas. Number of off-highway user contacts by Arizona Game and Fish Department field officers Explaination: 850 FY 2009 Budget Swept so grant dollars are zero. Performance Measures Explaination: 794 FY 2010 Estimate 7,587.3 Other Appropriated Funds Decrease may be due to vacant positions and fewer recreation days (economy). To provide boaters with safety-training education and information materials to maximize boater safety and enjoyment on the State’s waterways. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,323 11,000 11,000 Number of watercraft user contacts made by field officers Arizona Game & Fish Department All dollars are presented in thousands (not FTE). Page 183 Agency Summary GMA 0.0 DEPARTMENT OF GAMING Paul A. Bullis, Director Phone: (602) 604-1801 A.R.S. § 5-601 Mission: To protect the public, ensure compliance with the gaming compacts, and regulate the gaming industry. rapidly changing technology-based industry. As in the case with other dynamic organizations, the need to attract the right people at the right time is both perpetual and costly. The challenge to the Department is to have effective recruitment activities that contribute directly to organizational productivity, quality of work life, and legal compliance. At the same time, the Department wants to ensure that its current staff have or are given the opportunity to develop the skills necessary to meet the job demands in this ever changing industry. Also, the Department wants to ensure that its employees will not only effectively and efficiently perform their work but that they will stay with the Department for the long term. Thus, the agency strives to attain a match between employee's skill sets and needs to the rewards that the job qualities and organizational opportunities provide. 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ENFORCEMENT ¾ CERTIFICATION Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds Program Total FTE Positions FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10,578.1 14,313.8 11,175.4 1,887.2 2,259.7 1,959.7 12,465.3 16,573.5 13,135.1 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 12,465.3 16,561.0 13,135.1 0.0 12.5 0.0 12,465.3 16,573.5 13,135.1 123.0 123.0 123.0 Program Summary GMA 1.0 ENFORCEMENT Penny Taylor Moore, Deputy Director Phone: (602) 604-1801 A.R.S. § 5-601 Mission: To monitor compliance with the provisions of the tribal-state gaming compacts and to support and provide programs for the prevention and treatment of, and education concerning problem gambling. Description: The Department of Gaming monitors Tribal compliance with the compact provisions, including those governing the nature, extent and conduct of gaming activities. This is accomplished through inspections of the gaming facilities and records, surveillance, monitoring of card games, testing of gaming devices during both scheduled and random inspections, and testing internal controls. The Department of Gaming's enforcement functions are funded by tribal contributions established in Proposition 202, codified in A.R.S. § 5-601.02, and the Tribal-State Compacts. The Department's Office of Problem Gambling contracts with a helpline provider and with treatment providers to provide services concerning problem gambling. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 10,578.1 14,313.8 11,175.4 0.0 0.0 0.0 Program Total 10,578.1 14,313.8 11,175.4 FTE Positions 95.0 95.0 95.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: The unique regulatory relationships between the tribal, state, and federal governments The Legislature established the Arizona Department of Gaming in 1995 to monitor Indian gaming operations on behalf of the State of Arizona. Formal agreements required by federal law known as tribal-state gaming compacts were negotiated between the State and tribes seeking to conduct gaming activities. The Tribal-State compacts provide a regulatory framework whereby the State and tribes share responsibility for regulating Class III gaming operations. These compacts are unique due to the State's coregulatory role set forth in the compacts. Issue 1 Issue 2 The rapid changes in technology in the industry Developments in gaming technology are transforming the gaming industry and consequently the way we regulate gaming. In the last two years, it has been clear that the rate of change in the public gaming industry has increased substantially. The cycle time between major and minor software upgrades for gaming device technology has decreased from a 12 to 24 month cycle to less than six months in many cases. Another aspect of this change is the increased complexity of the technology itself resulting from the sophisticated algorithms coupled with digital microprocessor technology. The day-to-day regulation of this industry will be more efficient and effective because of the development and administration of an enterprise database system to track, compile, organize, sort, and report regulatory information. Issue 3 The ability to employ and retain qualified personnel The Arizona Department of Gaming is a regulatory agency positioned in a Page 184 ‹ Goal 1 To assure compliance with compact provisions and internal control requirements FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of compact compliance reviews accomplished 15 15 15 Percentage of facilities reviewed for compact compliance reviews 100 100 100 Performance Measures ‹ Goal 2 To maintain communication with tribal officials Performance Measures Visit each gaming facility twice a month Explaination: ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 10 10 10 Although the performance measure is to visit each gaming facility twice a month, the number of visits is on average more than ten per month. To monitor and enforce technical standards for gaming devices Performance Measures Total number of machines inspected and certified Percent of all gaming devices certified ‹ Goal 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13,538 13,600 13,600 100 100 100 To provide treatment and education regarding problem gambling All dollars are presented in thousands (not FTE). Department of Gaming Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 58 65 72 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1015 1100 1250 Average number of problem gambling calls received per month on the help line Performance Measures Number of individuals receiving treatment services Percent of temporary certifications issued within 20 days 95 95 95 Level of satisfaction by applicants regarding process (percent) 100 95 95 Program Summary GMA 2.0 CERTIFICATION Penny Taylor Moore, Deputy Director Phone: (602) 604-1801 A.R.S. § 5-601 Mission: To investigate and evaluate the suitability of applicants for state certification within time frames set by Tribal-State Compacts. Description: The Department of Gaming receives applications of persons seeking state certification or a tribal gaming license. Within 20 days of receiving a completed application for state certification of a non-tribal member, the Department issues temporary certification, unless there is evidence of criminal history sufficient to disqualify the applicant. Following the completion of a background investigation, if the applicant is found suitable, permanent state certification is granted. At the conclusion of the background investigation of a tribal member, a recommendation is made to the Tribe as to whether the person should receive a tribal license. The Department also conducts background investigations and audits to certify corporations or other entities who provide gaming services to tribal gaming facilities in an amount that exceeds $10,000 per month. This program is funded through certification fees and investigative costs established in Section 5(l) of the Tribal-State compacts. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,887.2 2,247.2 1,959.7 0.0 12.5 0.0 Program Total 1,887.2 2,259.7 1,959.7 FTE Positions 28.0 28.0 28.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To Ensure the Suitability of Individuals Employed by the Tribal Casinos FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9,709 12,100 12,000 Total number of days elapsed from receipt of completed application to the issuance of temporary certification 12 12 12 Percentage of applicants granted certification or renewal 99 97 97 1 3 3 Performance Measures Total number of individual applications received Percentage of applicants who had their certification, denied, revoked or suspended ‹ Goal 2 To Ensure the Suitability of Businesses that Provide Goods and Services to the Tribal Casinos FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of new or initial applications received 199 215 225 Total number of permanent certifications issued 127 145 155 Performance Measures Explaination: The number of issued certifications decreased because the department waived the certification requirement for 20 vendors that the department determined certification was not necessary to protect the public interest. Total number of renewals issued Total number of denials, revocations, and suspensions Department of Gaming 211 240 250 2 2 2 All dollars are presented in thousands (not FTE). Page 185 GSA 0.0 community, members of the public do not routinely use information from the AZGS and may not be aware that the agency exists. Agency Summary To provide administrative and staff support for the Arizona Oil and Gas Conservation Commission The Arizona Geological Survey (AZGS) provides administrative and staff support for the Arizona Oil and Gas Conservation Commission (OGCC), which has no staff. The OGCC determines policy and establishes regulations needed to conserve and prudently develop Arizona's oil, natural gas, helium, geothermal, carbon dioxide, and related subsurface resources. AZGS staff conduct activities to carry out policies and enforce regulations established by the Commission. To serve as the primary source of information about Arizona ‹ Goal 1 geology. Issue 4 GEOLOGICAL SURVEY M. Lee Allison, Ph.D., Director and State Geologist Phone: (520) 770-3500 A.R.S. § 27-151 Mission: To inform and advise the public about the geologic character of Arizona to help meet societal needs for water, energy, and mineral resources and assist in prudently managing the state's land and natural resources. Description: Arizona Geological Survey (AZGS) staff perform several important functions for their customers who include governmental agencies, elected officials and staff, environmental and engineering geology firms, hydrologists, energy and mineral resource exploration and production companies, consultants, planners, property owners and potential buyers, attorneys, realtors, insurance companies, tourists, teachers, students, book dealers, professional societies, citizen groups, and interested individuals. First, they inform and advise the public by answering questions, selling maps and reports, maintaining a geology library and databases, giving talks, and leading field trips. Second, they map and characterize rock formations, surficial materials, and mineral and energy resources. Third, they describe and monitor potential hazards and limitations to land and resource management (e.g. earthquakes, flooding, land subsidence and earth fissures, landslides, debris flows, and rock solution). Fourth, they provide support for the Arizona Oil and Gas Conservation Commission. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,101.3 1,102.5 1,925.2 0.0 0.0 0.0 Other Non Appropriated Funds 1,148.0 1,312.3 1,312.3 Program Total 2,249.3 2,414.8 3,237.5 FTE Positions 22.5 22.5 32.5 Other Appropriated Funds Strategic Issues: To characterize geologic hazards and resources in urbanfringe and developing areas Land and resource planners and managers, developers, businesses, and property buyers need information about the character of the land and resources to prudently manage them. For example, known and potential geologic hazards that could negatively impact development should be identified in early stages of planning, before construction begins. In addition, local sources of construction aggregate, which are essential for development, should be identified and set aside for future use. Issue 1 To identify areas that have potential for discovery of mineral or energy resources Parts of Arizona have potential for discovery of mineral or energy resources. Little is known about rocks and resources in the subsurface because few wells have been drilled. Areas with resource potential should be identified. This information should be used to encourage discovery and prudent development of the resources, and, in turn, create jobs and generate revenue. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate New maps/reports released by AZGS staff 25 14 14 Number of geologic and related maps of Arizona 15 6 6 2 2 2 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 10 1 1 Number of reports published by other groups 6 2. 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 126 FY 2008 Actual 40 FY 2009 Estimate 40 FY 2010 Estimate 17 4 4 Performance Measures Number of reports that describe geologic hazards and resources in Arizona Performance Measures Number of talks given or fieldtrips led Performance Measures # of state agencies and bodies for whom AZGS serves as a science support provider ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 10 2 2 Number of seminars and workshops presented to non-technical audiences 2 2 2 29 20 20 Performance Measures Number of interviews and presentations through the news media ‹ Goal 3 Percent increase (decrease) in number of publications sold Explaination: Explaination: 2 7987 7000 7000 3414 3000 3000 -6.3 0 0 4466 4000 4000 8 8 8 Less technical things are selling, more interest in general use/recreation Quality of products sold, 1-5 (highest) scale Numbers of products released or number of digital maps/reports downloaded. Explaination: -.10 We carry more general interests books on Arizona now. Percent increase (decrease) in sales of non-technical reports Explaination: -.15 The market is changing as more things are available to be downloaded. Number of non-technical reports sold Explaination: FY 2010 Estimate More info is available online now. Percent increase (decrease) in sales of technical maps and reports Explaination: FY 2009 Estimate Hard copy maps are less popular because people use internet downloads Technical maps and reports sold Explaination: FY 2008 Actual More info is available via the internet and, less of the technical and topographic maps are needed in hard copy. We will adjust to this change in the market. Total number of geologic maps and reports and topographic maps sold Issue 3 Page 186 To distribute geologic maps, reports, and data efficiently with high customer satisfaction. Performance Measures Issue 2 To prepare non-technical information for those who've had no training in geology Geologists and other professionals routinely use technical geologic maps, reports, and data that the Arizona Geological Survey (AZGS) produces. Most Arizonans, however, have had no training in geology and are unable to comprehend or use technical information. Even so, they periodically make decisions that involve natural resources and geologic hazards, including where to buy property and how to vote intelligently on natural resource and related issues. In addition, they have a strong curiosity about how landforms, rocks, and minerals form. Little information has been produced for non-technical readers. Effective marketing of such information is necessary because, unlike the professional geologic To inform the public about geologic processes, natural hazards, and natural resources in Arizona. 5 4.8 4.8 20000 20000 20000 4mb = 400 updates to databases. 5000 = # of files downloaded All dollars are presented in thousands (not FTE). Arizona Geological Survey Performance Measures Percent of orders filled the same day received Satisfaction with mail order service provided, 1-5 (highest) scale ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97 96 96 4.9 4.9 4.9 To effectively assist the Arizona Oil and Gas Conservation Commission. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 6 6 3 FY 2008 Actual 5 FY 2009 Estimate 5 FY 2010 Estimate Compliance and safety inspections made 28 28 28 Number of gas-storage wells 14 14 14 4 2 2 Performance Measures Number of permits issued to drill a well Average days to issue a permit Performance Measures Number of deficiencies found during inspections Arizona Geological Survey All dollars are presented in thousands (not FTE). Page 187 Agency Summary GTA 0.0 GOVERNMENT INFORMATION TECHNOLOGY AGENCY Chris Cummiskey, Director and State CIO Phone: (602) 364-4770 A.R.S. § 41-3501 Mission: To maximize information technology coordination and connectivity within the state of Arizona ensuring that its information technology infrastructure efficiently and effectively supports state business. Description: The Government Information Technology Agency (GITA) is responsible for statewide information technology (IT) planning, coordination and consulting for executive agencies. The GITA Director serves as the Chief Information Officer for the State of Arizona administering the state's IT resources through the establishment of statewide IT policies and standards and serves as a primary focal point for coordination of all IT projects across the state. The agency provides strategic IT planning to establish an effective harmonized IT direction for both infrastructure and security and privacy concerns. In addition, under ARS 41-3541, the agency is responsible for the design and development of real-time interoperable communications between local, county, state, tribal and federal public safety organizations through the Public Safety Communications Commission. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ GOVERNMENT FY 2009 Estimate FY 2010 Estimate 4,993.5 12,439.2 16,479.7 893.4 880.6 880.6 5,886.9 13,319.8 17,360.3 INFORMATION TECHNOLOGY ¾ PUBLIC SAFETY COMMUNICATIONS COMMISSION Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 1,744.9 3,455.7 3,455.7 Other Appropriated Funds 3,645.5 8,682.6 12,682.6 496.5 1,181.5 1,222.0 Program Total 5,886.9 13,319.8 17,360.3 FTE Positions 33.0 33.0 37.0 Other Non Appropriated Funds Strategic Issues: Issue 1 Modernized State IT infrastructure Advancement of a common IT infrastructure across the state is continuing through both an enterprise architecture suite of standards and the Service Oriented Architecture (SOA) philosophy and policy advocated by GITA. Through the use of target technology and adherence to open systems, agency infrastructure upgrades can be implemented in an orderly, efficient manner. In addition, GITA's technology building code promotes common computing, network, and software infrastructures to leverage economies of scale and reduce duplication of effort. These targeted technologies are provided online at the GITA website for ease of evaluation by individual agencies. Efficient government demands that state agencies cease operating as distinct silo organizations and begin interoperating with one another with common tools and intercommunication. As such, six pilot projects are underway at five major agencies to begin implementation of the SOA modular service concepts which will eventually link across agencies. Issue 2 accuracy and availability of healthcare, is an important initiative being spearheaded by GITA as part of the e-health roadmap. Grants to rural healthcare providers have been awarded for the past two years to stimulate the cycle of healthcare improvement by supplying seed money to initiate the process. In addition, the implementation of an online health and human service and emergency response 2-1-1 website has been completed. Broadband infrastructure development continues to be a key initiative in driving economic growth across Arizona but especially in remote areas. Broadband projects from Superior, Goodyear, Sahuarita, Eloy, Florence, and other smaller cities are stimulating better communications and improved development. Issue 3 Accessible Government. GITA uses the state Web portal to increase government accessibility to citizens and businesses and also to enable more efficient and effective administration through use of the Internet as a direct communications vehicle. Continuing enhancements include licensing tools, an improved Google search engine, and ready availability of webmaster services to maintain a consistent look and feel to website designs. In FY 2009, the portal will finish transition of web software applications and services to a new contract provider. Key enhancements will be made to credit card processing and reporting services. Cost Savings through enhanced information technology project management GITA provides oversight and monitoring of large-scale, high risk IT projects at state agencies through the use of industry best practices and statewide standards to reduce overall risk and enhance successful delivery. Focal points of project reviews include scope, roles, responsibilities, change control, schedule, cost containment, and risk assessment. Prior to initiation, each agency must submit a Project Investment Justification to GITA to assure a high probability of success. Larger projects are also reviewed by the independent ITAC committee under the auspices of the state CIO. To further reduce project risk, GITA recently established a project management certification program through AZGU and the Project Management Institute (PMI) to train potential project managers in sound, industry standard IT management practices. A certified project manager is now required for all ITAC projects. Issue 4 Issue 5 Secured Information & Data GITA addresses both information security and privacy through the establishment of statewide standards and policies, whose compliance is assessed annually at all major agencies. In addition, a Statewide Information Security and Privacy Office has been established to plan and oversee implementation of essential guards to state infrastructure, personnel and practices. Continuity of government is being addressed through IT disaster recovery plans as part of each agency's Continuity of Operations Plan. Furthermore, GITA is now managing the Public Safety Communications Communication, in consultation with DPS, on communications interoperability in emergency situations across both local and state agencies. This statewide upgrade of telecommunications provides the mandatory building blocks for efficient coordination of first responders and notification of governance authorities. In summary, an efficient and interoperable information technology infrastructure is crucial for sustaining continuity of government in both everyday and crisis situations. Improved Public Service Delivery Enriching quality of life for Arizonans through leverage of automation of both health and human services and the enhancement of rural telecommunications infrastructure are key focal points for GITA moving forward. E-health, the use of electronic medical records to improve Page 188 All dollars are presented in thousands (not FTE). Government Information Technology Agency Performance Measures Program Summary GTA 1.0 GOVERNMENT INFORMATION TECHNOLOGY Mission: Performance Measures To improve the quality of state government information technology services among state agencies and the private sector and to efficiently add value and improve delivery of public services for the people of Arizona. Percentage of completed or inprocess requests ‹ Goal 5 FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 851.5 2,575.1 2,575.1 3,645.5 8,682.6 12,682.6 496.5 1,181.5 1,222.0 Program Total 4,993.5 12,439.2 16,479.7 FTE Positions 24.0 27.0 31.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase both IT privacy & IT security for Arizona citizens by protecting state government information and strategic IT assets. Performance Measures Percentage of IT security standards compliance reported by state executive agencies through TISA ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 94 90 90 Number of transactions accessible through the web portal Performance Measures Number of agencies using standard web design style guide FY 2008 Actual FY 2009 Estimate Average number of calendar days to review information technology projects Performance Measures Administration as a percent of total costs Performance Measures Percentage of agency IT projects completed on-time 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percentage of total standards and policies reviewed or created Performance Measures Percent of approved PIJs with architectural elements in alignment with standards Program Summary GTA 2.0 PUBLIC SAFETY COMMUNICATIONS COMMISSION Lisa Dee Meyerson, Strategic Initiatives Unit Chief Phone: (602) 364-4780 A.R.S. §§ 41-1830.41 and 41-1830.42 and 41-3541,41-3542 Mission: To enable interoperable radio communications between local, county, state, tribal, and federal public safety entities in Arizona. Description: The Arizona Public Safety Communications Commission and its support office develop technical standards, oversee conceptual designs, and pursue funding to build and maintain a statewide radio communications system allowing direct real-time communications between local, county, state, tribal, and federal public safety agencies in Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 893.4 880.6 880.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 893.4 880.6 880.6 FTE Positions 9.0 6.0 6.0 81 85 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75 80 80 ‹ Goal 1 To facilitate development of a statewide interoperable communications system solution Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 12 12 Percent of SCIP updated annually Performance Measures Percent of statewide plan aligned annually Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14.9 15.8 15.8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 80 80 Government Information Technology Agency 95 FY 2010 Estimate To provide planning, oversight, and monitoring of IT projects across the state. Performance Measures Performance Measures General Funds To promulgate e-government to deliver services to the citizens of Arizona and improve the efficiency of government. Performance Measures ‹ Goal 3 FY 2008 Actual 99 To continue state IT infrastructure improvement through development of policies and standards to provide a foundation and strategic focus for IT Description: Funding and FTE Summary: (Thousands) FY 2010 Estimate To manage and advance a variety of statewide initiatives, at the Governor's request, through innovative approaches and deployment of strategic initiatives from private sector to state government. A.R.S. § 41-3501 As part of the Government Information Technology Agency's responsibility for statewide information technology (IT) planning, coordination and consulting for executive agencies, GITA administers the state's IT resources through the establishment of statewide IT policies and standards. The agency provides strategic IT planning to establish an effective harmonized IT direction for both infrastructure and security and privacy concerns. Additionally, GITA serves as a primary focal point for coordination of all IT projects across the state. All state IT projects with development costs over $25,000 are reviewed, either approved or disapproved, and then monitored with potential suspension of expenditures, if risk is deemed excessive. In conjunction with the Information Technology Authorization Committee (ITAC), composed of knowledgeable members from both public and private sector, GITA also scrutinizes and tracks IT projects with over $1 million in proposed costs. FY 2009 Estimate Percentage of agency IT projects delivered within budget ‹ Goal 4 Chris Cummiskey, Director & State CIO Phone: (602) 364-4770 FY 2008 Actual Percent of plan implementation of Governance Model established All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 FY 2008 Actual 100 FY 2009 Estimate 100 FY 2010 Estimate 0 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 50 100 Page 189 Agency Summary GVA 0.0 OFFICE OF THE GOVERNOR Janet Napolitano, Governor Phone: (602) 542-1371 Constitution Art. 5, Section 4 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. 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 6,621.1 7,136.0 0.0 0.0 0.0 Other Non Appropriated Funds 22,493.7 31,011.5 21,584.0 Program Total 29,114.8 38,147.5 28,720.0 FTE Positions 56.8 52.5 45.4 Other Appropriated Funds ‹ 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. Performance Measures Legislation signed by the Governor. Explaination: ‹ Goal 2 Explaination: FY 2010 Estimate 316 300 300 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 90 90 90 0 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. Performance Measures Appointments made within judiciary, executive branch, and boards and commissions. Page 190 FY 2009 Estimate To respond to requests for information and assistance from citizens and other jurisdictions in a timely manner. Percent of citizens responded to within 30 days. Explaination: FY 2008 Actual 0 Performance Measures ‹ Goal 3 7,136.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 688 450 450 0 All dollars are presented in thousands (not FTE). Office of the Governor Agency Summary OSP 0.0 GOVERNOR'S OFFICE OF STRATEGIC PLANNING AND BUDGETING James Apperson, Director Phone: (602) 542-5381 A.R.S. §§ 35-101 et seq. 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. 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,230.7 2,198.5 2,198.5 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,230.7 2,198.5 2,198.5 FTE Positions 26.0 26.0 26.0 ‹ Goal 1 To advocate for the adoption of a balanced, fiscally prudent state budget which reflects the priorities and programs of the Governor. Performance Measures Number of consecutive years without statewide mid-year reductions ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 0 0 1 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. Performance Measures Percent of state agencies loading budgets into the Arizona Financial Information System (AFIS). Percent of non-technical supplemental appropriations compared to original appropriations. ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 65 70 75 0.5 0.5 0.5 To improve the efficiency and effectiveness of the state strategic planning and budgeting processes. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of participants rating budget and planning training as excellent or good. 94 95 95 Percent of agencies submitting budget information electronically. 90 90 95 100 100 100 Performance Measures Percent of agencies submitting Master List of State Government Programs information electronically. Governor's Office of Strategic Planning and Budgeting All dollars are presented in thousands (not FTE). Page 191 Agency Summary HSA 0.0 DEPARTMENT OF HEALTH SERVICES January Contreras, Acting Director Phone: (602) 542-1025 A.R.S. §§ 36-101 et seq. Mission: To set the standard for personal and community health through direct care delivery, science, public policy, and leadership. Description: The Arizona Department of Health Services is responsible for Public Health Services, including the Arizona State Laboratory, epidemiology & disease control, emergency medical services/trauma, public health emergency preparedness & response, public health statistics, vital records, border health, children with special health care needs, health systems development, minority health, chronic disease prevention & nutrition, oral health, tobacco education, and women's & children's health; Behavioral Health Services, including general mental health services, substance abuse & prevention services, services for the seriously mentally ill, title XIX adults and children, non-Title XIX adults and children, Regional Behavioral Health Authorities contract compliance, consumer rights, and quality management; the Arizona State Hospital, including adolescent services, adult civil services, adult forensic services, and the Arizona Community & Protection Treatment Center; and the licensing and certification of health and child care facilities. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ LICENSING SERVICES ¾ BEHAVIORAL HEALTH FY 2009 Estimate FY 2010 Estimate 26,034.4 25,847.1 25,847.1 17,719.2 16,909.8 16,909.8 1,496,376.2 1,615,440.3 1,782,361.5 SERVICES ¾ ARIZONA STATE HOSPITAL ¾ PUBLIC HEALTH SERVICES Agency Total: Funding and FTE Summary: (Thousands) General Funds 74,662.6 75,520.6 75,519.6 458,327.1 469,442.7 482,440.4 2,073,119.5 2,203,160.5 2,383,078.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 577,776.2 611,507.1 63,785.1 72,727.3 38,001.7 Other Non Appropriated Funds 1,431,558.2 1,518,926.1 1,633,006.6 Program Total 2,073,119.5 2,203,160.5 2,383,078.4 FTE Positions 2,401.4 2,401.4 2,401.4 Other Appropriated Funds 712,070.1 Strategic Issues: Promoting recovery, resiliency, psychosocial rehabilitation, safety, and hope for persons receiving services from the Arizona State Hospital and the community based behavioral health system. The recognition that individuals who suffer from mental illness can actually recover from the devastating effects of that illness has been around since the 1980s. Research has confirmed that the belief that recovery is possible is a major factor affecting the quality of life of persons diagnosed with mental illness. Issue 1 Traditionally, the belief in recovery was not embraced as a critical component in the treatment provided in the Arizona State Hospital or the community based behavioral health system. Psychosocial rehabilitation has been the driving philosophy for many years in the treatment of mental illness and substance abuse. While this approach has had some success, its effectiveness can be greatly enhanced by incorporating the recovery and resiliency principles into the treatment provided. Page 192 The Department is committed to identifying and establishing mechanisms to promote and institutionalize a unified vision of recovery and resiliency for the entire behavioral health system, across all populations served. This vision will be embedded within the Department's organizational culture and will guide decision making, provide focus for staff, guide the prioritization of initiatives, and promote strategies that are aligned with the vision including. Key strategies includes self and family directed services, choice, empowering individuals and families, respecting diversity, expanding opportunities for integration and community involvement, instilling hope and encouragement, building on strengths, and celebrating successes. By establishing a unified vision, the Department can better facilitate collaboration and partnerships within the behavioral health system and the community and, most importantly, with both the individuals and families that are served. Responding to threats and emergencies that place the health of Arizona’s populations at risk. Over its history, the Department of Health Services has played a critical role in responding to emergencies, including infectious disease epidemics, chemical spills, and fires. Diverse threats, such as chemical, biological, and radiological terrorism, now provide new challenges to the Department. As the lead agency responsible for the health of Arizona's residents, the Department is responsible for developing an operable statewide public health system able to prepare for, detect, and respond to large-scale natural or intentional disease events and other public health emergencies. The Department also has a critical role to play in prevention of injury and the development of a trauma system, which can respond to both the every day emergency needs of the public as well as to large-scale events. Critical to success is the working partnerships developed with federal, county, and tribal health agencies, community-based organizations, public safety agencies, the media, the military, behavioral health providers, emergency medical service providers, hospitals, and Arizona/Sonora border agencies. Maintaining systems in communication and information technology is critical to ensuring that emergency preparedness efforts can respond through early warning systems, rapid communication, mobilization, and coordinated response. Issue 2 Eliminating health disparities by closing the gaps in health status and access to care among Arizona’s diverse populations. Arizona’s dramatic demographic changes are a harbinger for the rest of the nation. Over 35 percent of Arizona residents belong to an ethnic or racial minority group. Those who speak a language other than English at home account for 25.9 percent of the population of Arizona, of those, 56.1 percent speak English very well. (U.S. Census, 2000) These demographic shifts coupled with the growing evidence of disparities in health services and outcomes among minority and vulnerable populations, underscore the urgent need to develop a strong minority health infrastructure. Issue 3 The Department is committed to addressing disparities in Arizona by increasing dialogue with communities, improving access to public health information, and working collaboratively on community action specifically targeted to improve health outcomes through prevention. Issue 4 Promoting optimal health and wellness. The Department of Health Services is committed to prevention and health promotion as the path to optimal health and wellness for all Arizonans. The profile of diseases contributing most heavily to death, illness, and disability among Americans has changed dramatically during the last century. Today, chronic diseases—such as cardiovascular disease (primarily heart disease and stroke), cancer, and diabetes—are among the most prevalent, costly, and preventable of all health problems (CDC, 2004). The Department is working with health care providers, employees, and organizations to place greater emphasis on the importance of prevention and health promotion activities. By providing leadership and state-of-theart health information to professionals and consumers alike, the Department can promote healthier lifestyles and reduce the incidence of chronic and degenerative diseases. Enhancing data collection, public health surveillance, and health information technology. The health of Arizonans depends in large part on the capability of the Public Issue 5 All dollars are presented in thousands (not FTE). Department of Health Services Health System of Arizona to monitor and identify the diseases, health risks, and populations at risk and to share organized electronic data between public health and health care. This information needs to be accessible, accurate, and timely enough to allow for the appropriate public health response whether it is primary, secondary or tertiary prevention. Issue 9 The effective application of disease prevention strategies is heavily dependent on the quality of surveillance and intelligence information. Standards in the collection, processing, analysis and summarization of health-related data are essential to meeting the needs of the Department. The Department is assessing current business processes, defining present and future needs, and developing browser-based technological solutions to meet these needs. Such browser-based solutions will allow integration and manipulation of data from numerous data sources. Once solutions have been identified and implemented, the Department will move forward in providing both internal and external customers access to data so that health trends can be assessed and health outcomes monitored. The Department is also developing its Intranet, to allow internal information to be shared and managed more easily among Health Services employees. Finally, the Department is making strides to provide critical business partners access to specific internal information resources. The Department is developing an Extranet that will allow outside partners to access and provide information to the Department in a secure manner. For example, current efforts to provide hospitals and funeral homes with an Extranet solution will allow them to send birth and death information to the Department in a timelier, secure, and efficient manner. In addition, with migration to electronic medical records and soon-to-be developed regional health information organizations (RHIO--specifically designed for the purpose of sharing electronic medical records and other electronic health information between health care entities), public health data systems need to be coordinated from the outset to ensure not only participation in RHIOs, but also to help set the stage for organized electronic data sharing. This is especially true with public health preparedness activities and the need for near real-time data. Pursuing proactive regulation, with an emphasis on timely licensing, investigation, enforcement and technical assistance by a well-trained and adequately staffed workforce. The Department of Health Services is committed to working effectively with licensed providers. While statutorily mandated to license, inspect, monitor and take appropriate enforcement action for non-compliance, the Department is also committed to a proactive regulation model. Such a model includes training assistance to providers and educating providers about required standards. By providing training and improved technical assistance, the Department can better protect the health and safety of Arizonans. Issue 6 Issue 7 Prioritizing Tribal Issues. The mission of the Arizona Department of Health Services is to ensure the delivery of comprehensive public health services to the general population of Arizona including behavioral health services for the Medicaid eligible and seriously mentally ill populations. The Department and Indian Tribes and Nations in the State of Arizona share the common goal of decreasing health disparities and maximizing access to critical health services. The Department will embark on a six point initiative to enhance the working relationship between the Department and Indian Tribes and Nations. The six point initiative consist of: 1) the development of a tribal consultation policy per the directive of Governor Napolitano, 2) the review and response to public health issues raised at the Governor’s Tribal Leaders summits and other Indian tribal conferences such as the DHHS Region IX Tribal Consultation Sessions, 3) the initiation of a process for feedback to the Department regarding interaction with tribal, Indian Health Service, Inter Tribal Council of Arizona, and Urban Indian Health Program leadership, 4) the initiation of strategic planning for data collection, prevention services, emergency preparedness, and behavioral health, 5) the initiation of Native American cultural knowledge training for Department staff, and 6) the initiation of site visits to reservation, urban Indian, and Indian Health Service sites by the Director. The Department is committed to working with Indian Tribes to improve the quality, availability, and accessibility to public health services and behavioral health care for American Indians in Arizona. Recognizing, involving, collaborating and communicating with public health constituencies. The Department’s public health efforts depend on strong relationships with its public health partners. Such partners include other state agencies, the universities, county health departments, federal and bi-national health entities, public health associations, non-profit organizations, and advocacy organizations. The Department is committed to improving these relationships by involving such constituencies in planning and resource allocation efforts. The Department is working to foster collaborative efforts with cross-border agencies to identify, monitor, prevent, control, and evaluate public health issues and efforts. The Department is also working with academic institutions to identify and collaborate on current and future public health issues, such as public health workforce recruitment, training, and retention. Similarly, the Department needs to support and foster public health research by partnering with the universities, since academic institutions are often leaders in identifying promising public health practices. Issue 8 Department of Health Services Improving customer services through E-Business solutions. The Department is committed to increasing customer service to internal and external customers. As part of this effort, the Department is pursuing an EBusiness strategy that allows both internal and external customers to access, manipulate, and use agency information. HSA 1.0 Program Summary ADMINISTRATION January Contreras, Acting Director Phone: (602) 542-1025 A.R.S. § 36-132 Mission: To provide the leadership, direction and resources to ensure the Agency's mandated responsibilities, mission, and goals are met. Description: The program provides overall management and direction to the Department; develops and administers policy; responds, investigates and resolves consumer complaints; coordinates and promotes various healthrelated activities for information and educational consumer needs; and maintains and supports relationships with the legislature, community, and other health agencies. In addition, the program ensures fiscal integrity and adequate resources to conduct business; coordinates all internal and external activities through comprehensive strategic planning; and promotes service excellence through staff training and process improvement. This Program Contains the following Subprograms: 4 4 4 Director's Office Business and Financial Services Information Technology Services Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 15,051.5 14,446.5 14,446.5 Other Appropriated Funds 10,978.8 11,391.5 11,391.5 4.1 9.1 9.1 Program Total 26,034.4 25,847.1 25,847.1 FTE Positions 239.9 239.9 239.9 Other Non Appropriated Funds All dollars are presented in thousands (not FTE). Page 193 Subprogram Summary HSA 1.1 Subprogram Summary HSA 1.2 DIRECTOR'S OFFICE BUSINESS AND FINANCIAL SERVICES Janet A. Mullen, PhD, Deputy Director for Operations Phone: (602) 542-1027 Jim Humble, Assistant Director Phone: (602) 364-0679 A.R.S. § 36-132 A.R.S. § 36-132 Mission: Mission: To provide the leadership, direction and support the Agency requires to operate effectively and efficiently. To provide meaningful financial information and business and consulting services in partnership with ADHS customers. Description: Description: The office provides policy development; strategic planning and process improvement; monitoring and oversight of the Agency's budget; legislative services; agency legal counsel; administrative rules development; investigation and resolution of consumer complaints; coordination and promotion of health-related activities to inform and educate consumers; partnering with various state, federal, and local stakeholders to improve the coordination of health services and exchange of information on current and emerging health issues. The office also assures contracted services have been satisfactorily delivered; investigates possible personnel misconduct and criminal activity to safeguard the integrity of the Department and its contractors; provides agency-wide training to a staff that is reflective of the culturally diverse population it serves; manages ADA projects; and manages agency facilities, capital building renewal, risk management, fixed asset inventory control, and management services. The subprogram monitors financial expenditures, purchases, and contract requisitions for the procurement of goods and services to ensure compliance. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 3,159.3 3,032.3 3,032.3 Other Appropriated Funds 2,927.1 3,067.6 3,067.6 1.4 6.4 6.4 Other Non Appropriated Funds Funding and FTE Summary: (Thousands) 6,087.8 6,106.3 6,106.3 FTE Positions 64.1 64.1 64.1 To ensure a diverse, motivated and well trained staff. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22.4 11.5 17.5 35 38 36 Number of EEO complaints 9 8 8 Number of EEO complaints dismissed 8 8 8 12,047 11,000 11,000 Performance Measures Percent of agency staff turnover Percent of DHS workforce who are minorities Number of agency training hours delivered by DHS ‹ Goal 2 To provide legal services to the Department. Performance Measures Number of scheduled administrative hearings ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 431 450 450 To ensure the proper release of records requested for Human Subjects Research. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate HSRB/IRB research projects/studies requests for submission packet processed 51 40 50 HSRB/IRB final determinations by Board on projects/studies submitted 45 Performance Measures ‹ Goal 4 40 50 To ensure that services and programs are administered efficiently. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 2 2 Number of warehouse requests processed per fiscal year 3,144 2,800 2,800 Number of Facilities Request Forms and Work Orders processed 1,227 1,200 1,200 Performance Measures Administration as a percent of total cost Page 194 FY 2010 Estimate 6,711.1 6,441.4 6,441.4 Other Appropriated Funds 6,472.5 6,783.1 6,783.1 2.6 2.6 2.6 Program Total 13,186.2 13,227.1 13,227.1 FTE Positions 90.5 90.5 90.5 Other Non Appropriated Funds ‹ Goal 1 To improve services by developing mutually beneficial relationships with our customers through partnerships. Performance Measures Number of procurement and business related training sessions conducted Number of customers trained FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 6 6 169 250 250 To implement and continually enhance a business system that satisfies and anticipates customer needs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average days to process purchase and contract requisitions (PR/CR): $0-1,000 29 28 25 Average days to process (PR/CR)$1,001-5,000 28 27 26 Average days to process (PR/CR)$5,001-50,000 36 35 34 Average days to process (PR/CR)over $50,001 42 41 40 Average working days to pay claims 12.13 14 14 Average working days to pay travel claims 2.84 4 4 Average number of days to pay vendors from the date of invoice 12.13 14 14 Percent of invoices paid within 30 days 92.6 90 90 Performance Measures ‹ Goal 1 FY 2009 Estimate General Funds ‹ Goal 2 Program Total FY 2008 Actual HSA 1.3 Subprogram Summary INFORMATION TECHNOLOGY SERVICES David Spitzer, Assistant Director Phone: (602) 542-1073 A.R.S. § 36-132 Mission: To provide information technology leadership and solutions to improve the effectiveness and efficiency of the Arizona Department of Health Services' program operations. Description: Information Technology Services provides applications, programming services, computer operations, statewide communications through the use of local area networks and wide area networks, computer security, and internet access for the Department's operations, reporting, and planning. All dollars are presented in thousands (not FTE). Department of Health Services Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 5,181.1 4,972.8 4,972.8 Other Appropriated Funds 1,579.2 1,540.8 1,540.8 0.1 0.1 0.1 Program Total 6,760.4 6,513.7 6,513.7 FTE Positions 85.3 85.3 85.3 Other Non Appropriated Funds ‹ Goal 1 To enhance the agency's ability to further the State's eGovernment initiative through the implementation of internet technology. Performance Measures Number of visits to the ADHS Web site (per month) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 675,881 700,000 700,000 To provide and maintain high quality, current and standardized systems for ADHS and its customers. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18 10 10 Percent of computer hardware and software replaced per agency replacement plan Explaination: The budget reductions the Department is experiencing have forced a reduction in the replacement of computer hardware and software per year. HSA 2.0 Subprogram Summary HSA 2.1 CHILD CARE LICENSING Lourdes Ochoa, Program Manager Phone: (602) 364-2542 A.R.S. §§ 36-881 to 36-892 Mission: To ensure the health, safety and well being of children in child care facilities and child care group homes throughout Arizona by licensing and certifying child care facilities and group homes; establishing appropriate rules; providing technical assistance and training to care givers; and providing consumer education. Description: The subprogram ensures that statute is enforced with respect to the licensure and certification of Arizona’s child care facilities, child care group homes, parks and recreation programs, and school-based programs. The subprogram also monitors facilities for compliance, investigates complaints, establishes appropriate rules, offers technical assistance, and is responsible for enforcement actions when necessary, including civil penalties, suspension, intermediate sanctions, revocation and denial of licensure. Lastly, the subprogram provides training to providers and education to consumers. Funding and FTE Summary: (Thousands) Program Summary FY 2008 Actual FY 2009 Estimate FY 2010 Estimate LICENSING SERVICES Mary Wiley, Assistant Director General Funds 2,672.5 2,535.1 2,535.1 Other Appropriated Funds 814.6 657.9 657.9 Phone: (602) 364-3066 Other Non Appropriated Funds 190.2 140.7 140.7 A.R.S. Title 36 Program Total 3,677.3 3,333.7 3,333.7 FTE Positions 53.0 53.0 53.0 Mission: To protect the health and safety of Arizonans that utilize child and health care facilities by providing information and establishing standards for licensure and regulation. ‹ Goal 1 Description: Performance Measures The program ensures public safety through certification, inspection, licensure, complaint investigation, training, quality improvement, and enforcement activities. The Division licenses audiologists, speech pathologists, hearing aid dispensers, and midwives. This Program Contains the following Subprograms: Percent of priority two complaint investigations initiated within 10 days 4 4 4 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of all child care facilities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of child care license renewals granted within licensing timeframes 99 99 100 Percent of child care complaint investigations initiated within investigative guidelines 99 95 95 100 95 95 2671 2,706 2752 1,182 1,182 1,186 Number of licensed providers Child Care Licensing Number of complaints received Health Care Licensing Administration Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 9,851.3 9,344.7 9,344.7 Other Appropriated Funds 1,511.7 1,207.4 1,207.4 Other Non Appropriated Funds 6,356.2 6,357.7 6,357.7 Program Total 17,719.2 16,909.8 16,909.8 FTE Positions 261.6 261.6 261.6 Department of Health Services All dollars are presented in thousands (not FTE). Page 195 Subprogram Summary HSA 2.2 Subprogram Summary HSA 2.3 HEALTH CARE LICENSING ADMINISTRATION Mary Wiley, Assistant Director Phone: (602) 364-3066 Mary Wiley, Assistant Director Phone: (602) 364-3066 A.R.S. Title 36, § 8-504A-B A.R.S. Title 36 Mission: Mission: To ensure the health, safety and well-being of the public in health care facilities throughout Arizona by licensing and certifying health care facilities; establishing appropriate rules; providing technical assistance and training to care givers; and providing consumer education. To be recognized for providing valuable resources through enforcement, training, effective communication and collaboration. Description: The subprogram ensures that statute is enforced with respect to the licensure and certification of Arizona’s assisted living facilities, adult day health care centers, long-term nursing care institutions, intermediate care for the mentally retarded, medical facilities (including hospitals, inpatient hospices, recovery care and infirmaries, outpatient treatment and surgery facilities, and home health agencies), behavioral health facilities (such as inpatient/residential, outpatient, case management and emergency services), facilities providing screening and education and treatment programs to those convicted of driving under the influence (DUI), facilities providing misdemeanor domestic violence offender treatment programs, Methadone treatment agencies, and developmentally disabled children’s group homes. In addition, the subprogram monitors facilities for compliance, conducts complaint investigations, and, when deficiencies are found, has the responsibility for a variety of enforcement actions up to and including suspension/revocation of licenses, denial of registration, and assessment of civil penalties. The subprogram provides technical assistance and establishes appropriate rules and basic health and safety requirements. In addition to regulating facilities, the subprogram also licenses professional audiologists, speech pathologists, hearing aid dispensers, and midwives, and conducts quality improvement and staff and provider education. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 4,037.1 Other Appropriated Funds 3,829.5 FY 2010 Estimate 3,829.5 307.7 235.0 235.0 5,668.2 5,717.7 5,717.7 Program Total 10,013.0 9,782.2 9,782.2 FTE Positions 176.5 176.5 176.5 Other Non Appropriated Funds ‹ Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of health care facilities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of health care licensure renewals granted within licensing timeframes 77 85 85 Percent of health care complaint investigations initiated within investigative guidelines 71 80 80 Percent of priority two complaint investigations initiated within 10 days 84 80 80 Performance Measures Number of licensed providers 4,307 4,522 4,753 Number of complaints received 2,119 2,165 2,206 Page 196 Description: The subprogram provides administrative services to the six programs of Assurance and Licensure that protect the health and safety of residents and clients of health and child care facilities. The subprogram accomplishes this through rules promulgation, training, information systems, enforcement, and business systems. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,141.7 2,980.1 2,980.1 Other Appropriated Funds 389.4 314.5 314.5 Other Non Appropriated Funds 497.8 499.3 499.3 Program Total 4,028.9 3,793.9 3,793.9 FTE Positions 32.1 32.1 32.1 ‹ Goal 1 To improve enforcement processes by decreasing cycle time from initiation of enforcement action to date sent to Administrative Counsel. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 547 630 696 Number of enforcement actions closed Program Summary HSA 3.0 BEHAVIORAL HEALTH SERVICES Laura Nelson, M.D., Acting Deputy Director- Behavioral Health Services Phone: (602) 364-4566 A.R.S. § 36-3402 Mission: To ensure a comprehensive, unified behavioral health system for Arizonans. Description: Behavioral Health Services coordinates, plans, administers, regulates, and monitors all facets of the public behavioral health prevention and treatment systems, and contracts with five Regional Behavioral Health Authorities (RBHAs) to ensure the availability of and accessibility to an adequate provider network to meet the needs of people with behavioral health problems. Additionally, the program monitors financial viability of RBHAs and ensures compliance with contract standards through review of financial statements and the annual independent certified audit, and review of medical records to identify areas where quality of service could be improved. This Program Contains the following Subprograms: 4 4 4 4 4 4 Administration General Mental Health Services Substance Abuse Services Services for Persons with Serious Mental Illness Child and Adolescent Services Prevention All dollars are presented in thousands (not FTE). Department of Health Services Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Subprogram Summary HSA 3.2 GENERAL MENTAL HEALTH SERVICES 407,715.0 444,217.7 536,294.1 26,188.1 33,424.7 2,500.0 Other Non Appropriated Funds 1,062,473.1 1,137,797.9 1,243,567.4 Sondra Stauffacher, Division Chief, Bureau of Quality Management Phone: (602) 364-4651 Program Total 1,496,376.2 1,615,440.3 1,782,361.5 A.R.S. § 36-2907.02 FTE Positions 276.2 276.2 276.2 Other Appropriated Funds To provide leadership, policy direction and administration for a statewide system of behavioral health care services for persons who are Title XIX and Title XXI eligible, and for targeted persons who are not eligible for Title XIX or Title XXI funded services. Subprogram Summary HSA 3.1 ADMINISTRATION Victoria Navarra, Division Chief, Compliance Description: Phone: (602) 364-4660 The subprogram contracts with the RBHAs to offer a comprehensive continuum of mental health intervention and treatment services to meet the general mental health service needs of targeted Title XIX and Non-Title XIX adults. A.R.S. § 36-3402 Mission: To provide effective oversight of RBHA services and contract compliance. Description: The subprogram provides administration to the division and reviews various areas of RBHAs to identify where quality of service could be improved; and ensures compliance with contract program and financial standards. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 14,644.0 16,074.8 FY 2010 Estimate 0.0 0.0 0.0 20,575.9 22,261.3 24,214.9 Program Total 35,219.9 38,336.1 43,621.7 FTE Positions 238.7 238.7 238.7 To ensure that the behavioral health needs of Arizonans are met through standards set in ADHS/RBHA contracts. Performance Measures Percent of Title XIX/XXI clients receiving a routine appointment within 23 days of initial assessment Percent of eligible Title XIX population enrolled in behavioral health treatment programs ‹ Goal 2 Percent of encounters received no later than 210 days after the end of the month which service is rendered FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 95 95 11.4 11.5 11.5 Percent of RBHA T-XIX adult clients satisfied with services, as measured through an annual satisfaction survey FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,416.8 4,848.4 0.0 0.0 0.0 7,028.3 7,666.3 8,405.3 Program Total 11,445.1 12,514.7 14,258.6 FTE Positions 2.7 2.7 2.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 5,853.3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 97.46 89 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 80 82 To provide general mental health services to Title XIX and Title XXI eligible adults and targeted adults who are not eligible for Title XIX or Title XXI funded services. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Title XIX/XXI General Mental Health Adults enrolled 27,274 28,000 30,000 Number of Non-Title XIX/Non-Title XXI (Subvention) General Mental Health Adults enrolled 18,354 14,500 14,000 Total number of General Mental Health Adults enrolled 45,628 42,500 44,000 5,332 5,500 6,000 Performance Measures Number of older adults (age 65+) served by the behavioral health system ‹ Goal 2 To strengthen the quality of publicly funded behavioral health services to clients through continued enhancement of a comprehensive quality management program. Performance Measures Explaination: General Funds To ensure the fiscal and financial accountability of the RBHAs. Performance Measures ‹ Goal 3 Funding and FTE Summary: (Thousands) 19,406.8 Other Non Appropriated Funds Other Appropriated Funds ‹ Goal 1 Mission: To strengthen the quality of publicly funded behavioral health services to clients through continued enhancement of a comprehensive quality management program. Performance Measures Percent of RBHA Title XIX adult clients satisfied with services, as measured through an annual satisfaction survey Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 87 88 Rates reported for each fiscal year reflect prior fiscal year's survey results. Rates reported for each fiscal year reflect prior fiscal year's survey results. Department of Health Services All dollars are presented in thousands (not FTE). Page 197 Subprogram Summary HSA 3.3 Subprogram Summary HSA 3.4 SUBSTANCE ABUSE SERVICES SERVICES FOR PERSONS WITH SERIOUS MENTAL ILLNESS Sondra Stauffacher, Division Chief, Bureau of Quality Management Phone: (602) 364-4651 Sondra Stauffacher, Division Chief, Bureau of Quality Management Phone: (602) 364-4651 A.R.S. § 36-2001 A.R.S. § 36-503.02 Mission: Mission: To provide leadership, policy direction, and administration for a statewide system of behavioral health care services for persons who are Title XIX and Title XXI eligible, and for targeted persons who are not eligible for Title XIX or Title XXI funded services. To provide leadership, policy direction and administration for a statewide system of behavioral health care services for persons who are Title XIX and Title XXI eligible, and for targeted persons who are not eligible for Title XIX or Title XXI funded services. Description: Description: The agency contracts with the RBHAs to offer a comprehensive continuum of substance abuse intervention and treatment services to meet the needs of targeted Title XIX and Non-Title XIX individuals and families involved in substance use and abuse. The subprogram contracts with RBHAs for the development and maintenance of a comprehensive system of care for individuals with a serious mental illness. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 73,450.3 80,627.2 97,339.3 2,500.0 2,500.0 2,500.0 Other Non Appropriated Funds 222,746.0 240,828.3 261,772.1 Program Total 298,696.3 323,955.5 361,611.4 FTE Positions 14.1 14.1 14.1 Other Appropriated Funds ‹ Goal 1 To reduce/eliminate use of alcohol and other drugs among clients who complete substance abuse treatment. Performance Measures Percent of clients with eliminated or reduced use of alcohol or drugs ‹ Goal 2 Percent of clients employed or involved in work related activities FY 2010 Estimate 44 50 50 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 57 59 60 To reduce criminal activity among clients who complete substance abuse treatment. Performance Measures Percent of clients with decreased arrest rate ‹ Goal 4 FY 2009 Estimate To increase paid employment among clients who complete substance abuse treatment. Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 37 40 45 To provide substance abuse services to Title XIX and Title XXI eligible adults and targeted adults who are not eligible for Title XIX or Title XXI funded services. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Title XIX/XXI clients with substance abuse disorders enrolled 65,305 68,000 72,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients with substance abuse disorders enrolled 17,584 14,000 14,000 Total clients with substance abuse disorders enrolled 82,889 Performance Measures Page 198 Funding and FTE Summary: (Thousands) General Funds 86,000 FY 2009 Estimate FY 2010 Estimate 183,465.5 198,056.6 21,624.1 28,672.8 0.0 Other Non Appropriated Funds 435,148.6 474,564.0 520,217.0 Program Total 640,238.2 701,293.4 759,326.4 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds ‹ Goal 1 239,109.4 To provide behavioral health services to Title XIX, Title XXI, and non-Title XIX individuals with a serious mental illness (SMI). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Title XIX/XXI clients enrolled with a SMI 27,396 29,000 31,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients enrolled with a SMI 13,325 11,000 11,500 Total clients enrolled with a SMI Performance Measures 40,721 40,000 42,500 Percent of SMI clients on antipsychotics receiving new generation psychotropic medications 70 72 74 Number of dual eligible, seriously mentally ill enrolled clients receiving medication as prescribed 5,606 6,000 6,500 ‹ Goal 2 To increase the number of adult clients who are or have moved to either independent or supportive settings who were homeless. Performance Measures Number of adult SMI clients who have moved to independent or supportive settings who were homeless ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 694 700 710 To increase the number of adult SMI clients who obtain employment as a result of services. Performance Measures 82,000 FY 2008 Actual Percent of clients employed or involved in work related activities All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 47.5 49 50 Department of Health Services Subprogram Summary HSA 3.5 Subprogram Summary HSA 3.6 CHILD AND ADOLESCENT SERVICES PREVENTION Sondra Stauffacher, Division Chief, Bureau of Quality Management Phone: (602) 364-4651 Sondra Stauffacher, Division Chief, Bureau of Quality Management Phone: (602) 364-4651 A.R.S. Title 36, Ch. 29, 34 A.R.S. § 36-3433.B1 Mission: Mission: To provide leadership, policy direction and administration for a statewide system of behavioral health care services for children who are Title XIX and Title XXI eligible and for targeted persons who are not eligible for Title XIX or Title XXI funded services. To provide preventative behavioral health services that will increase the health and productivity of Arizonans. Description: Children and adolescents under age 18 may be referred for assessment of need for a continuum of behavioral health services delivered by RBHAs and their contracted provider networks. Services range from in-patient to outpatient services, and are available in alternative settings, including home and community-based treatment. Residential and out-patient services are provided according to established Individual Education Plans (IEP) for children who are seriously emotionally handicapped. Funding and FTE Summary: (Thousands) General Funds Description: The subprogram is responsible for developing a statewide plan that will identify the priorities for a comprehensive prevention approach for children and adults, which coincides with the Federal Center for Substance Abuse Prevention initiatives required in grant funding, including early intervention, community mobilization, parent-family community education, mentoring, peer leadership and life skills development. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2010 Estimate 762.2 836.7 0.0 0.0 0.0 Other Non Appropriated Funds 7,773.3 7,847.9 7,934.3 Other Appropriated Funds 1,010.1 130,976.2 143,774.0 2,064.0 2,251.9 0.0 Program Total 8,535.5 8,684.6 8,944.4 Other Non Appropriated Funds 369,201.0 384,630.1 421,023.8 FTE Positions 6.5 6.5 6.5 Program Total 502,241.2 530,656.0 594,599.0 ‹ Goal 1 FTE Positions 9.2 9.2 9.2 Other Appropriated Funds 173,575.2 FY 2009 Estimate To provide behavioral health prevention services. Performance Measures ‹ Goal 1 To provide behavioral health services to Title XIX, Title XXI and Subvention eligible children and adolescents statewide. Performance Measures Number of Title XIX/XIX children enrolled Number of Non-Title XIX/Non-Title XXI (Subvention) children enrolled Total children enrolled ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 45,259 46,000 48,000 5,074 4,200 4,300 50,333 50,200 52,300 To strengthen the quality of publicly funded behavioral health services to children and their families through continued enhancement of comprehensive quality management programs. Performance Measures Percent of RBHA Title XIX families (with children ages 0-17) satisfied with services, as measured through an annual satisfaction survey Explaination: FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 78 80 82 Number of persons receiving prevention services Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 546,580 193,000 350,000 Numbers reported for each fiscal year reflect prior fiscal year's data. Program Summary HSA 4.0 ARIZONA STATE HOSPITAL John C. Cooper, Chief Executive Officer Phone: (602) 220-6000 A.R.S. § 36-202, 3402 Mission: To restore and enhance the mental health of persons requiring specialized psychiatric services in a safe, therapeutic environment. Description: Rates reported for each fiscal year reflect prior fiscal year's survey results. FY 2008 estimate based on receipt of funding requested in decision package. The Arizona State Hospital, a component of the statewide continuum of behavioral health services, provides inpatient treatment and rehabilitation services for the most severely mentally disabled citizens of Arizona, including individuals referred under the provisions of the judicial system. The Hospital must, therefore, provide a comprehensive range of intensive interventions in a secure and safe environment. This Program Contains the following Subprograms: 4 4 4 4 Department of Health Services Clinical Support Services Clinical and Program Services Arizona Community Protection & Treatment Center Psychiatric Review Board All dollars are presented in thousands (not FTE). Page 199 Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) 67,844.0 67,215.3 71,015.2 5,937.0 7,182.6 3,381.7 Other Appropriated Funds 881.6 1,122.7 1,122.7 Other Non Appropriated Funds Program Total 74,662.6 75,520.6 75,519.6 FTE Positions 877.7 877.7 877.7 Other Appropriated Funds Other Non Appropriated Funds General Funds 37,896.3 40,038.7 7,106.3 3,345.8 142.5 262.0 262.0 Program Total 44,267.2 45,264.6 43,646.5 FTE Positions 524.9 524.9 524.9 Phone: (602) 220-6000 A.R.S. § 36-202 Mission: To restore and enhance the mental health of persons requiring specialized psychiatric services in a safe, therapeutic environment. Description: The Arizona State Hospital, a component of the statewide continuum of behavioral health services, provides inpatient treatment and rehabilitation services for the most severely mentally disabled citizens of Arizona, including individuals referred under the provisions of the judicial system. The Hospital must, therefore, provide a comprehensive range of intensive interventions in a secure and safe environment. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18,636.6 18,463.9 19,507.7 63.0 76.3 35.9 739.1 860.7 860.7 Program Total 19,438.7 19,400.9 20,404.3 FTE Positions 175.8 175.8 175.8 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide effective and patient-centered treatment and rehabilitation services. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Adult forensic patients year-end census 134 160 160 Civil adult patients year-end census Performance Measures John Cooper, Chief Executive Officer FY 2010 Estimate 5,874.0 ‹ Goal 1 CLINICAL SUPPORT SERVICES FY 2009 Estimate 38,250.7 Subprogram Summary HSA 4.1 FY 2008 Actual 111 120 120 Percent of Restoration to Competency adults discharged within 90 days of admission 55 60 60 Seclusion incidents per 1,000 patient days .77 1.0 1.0 Restraint incidents per 1,000 patient days, including brief physical holds 5.36 5.0 5.0 85.97 90 90 8.3 6.0 6 5 5 5 Percent of patients receiving new generation atypical anti-psychotic medication Percent of adult civil clients successfully placed in the community who return for another stay within one year of discharge Explaination: . Percent of target population tested positive for Hepatitis C receiving Pegulated Inteferon treatment Explaination: Weekly number of hours of PC support at the Hospital FY 2009 Expected (With Funding): 120 FY 2009 estimate based on additional funding as requested in decision package. Subprogram Summary HSA 4.3 ARIZONA COMMUNITY PROTECTION & TREATMENT CENTER To ensure facilities meet modern day treatment, environmental and security standards. John Cooper, Chief Executive Officer To maintain a stable and competent work force. A.R.S. §§ 36-3701 et. seq. (formerly A.R.S. 13-4601) Phone: (602) 220-6000 ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of staff turnover during the first 12 months of employment 6.3 6 7 RN vacancy rate not to exceed regional average 6.4 15 11 Performance Measures HSA 4.2 Subprogram Summary CLINICAL AND PROGRAM SERVICES Mission: To protect the community from sexually violent offenders while providing a safe environment for those individuals. ACPTC provides Sexually Violent persons referred by the Courts with comprehensive treatment and supervision with the goal of community reintegration. The ACPTC offers residents the opportunity to gain the knowledge, skills and personal growth necessary to assist in their journey towards community reintegration. Description: John Cooper, Chief Executive Officer Phone: (602) 220-6000 The Arizona State Hospital is the responsible entity for operating a program for the treatment, care and control of sexually violent persons. The sexually violent persons subprogram is licensed separately as a Secured Residential Level I facility. This subprogram is staffed and funded separately from the psychiatric hospital. A.R.S. § 36-202 Mission: To restore and enhance the mental health of persons requiring specialized psychiatric services in a safe, therapeutic environment. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Description: General Funds 10,880.2 10,779.4 11,388.8 The Arizona State Hospital, a component of the statewide continuum of behavioral health services, provides inpatient treatment and rehabilitation services for the most severely mentally disabled citizens of Arizona, including individuals referred under the provisions of the judicial system. The Hospital must, therefore, provide a comprehensive range of intensive interventions in a secure and safe environment. Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 10,880.2 10,779.4 11,388.8 FTE Positions 176.0 176.0 176.0 Page 200 ‹ Goal 1 To deliver residential housing and treatment services that All dollars are presented in thousands (not FTE). Department of Health Services reflect the individualized needs of residents in accordance with the court orders. Program Summary HSA 5.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of residents in pre-trial program 21 20 20 Number of residents in treatment 13 14 14 Will Humble, Deputy Director for Public Health Services Phone: (602) 364-1040 Number of residents in less restrictive alternative 51 50 50 A.R.S. § 36-132 Performance Measures Explaination: Includes persons living in the community on conditional release. Percent of residents in treatment status participating in the designed treatment program 75 80 77 Percent of population classified as special needs and requiring special programming and higher staff to patient ratio. 35 35 35 SVP program year end census 85 84 84 Subprogram Summary HSA 4.4 PSYCHIATRIC REVIEW BOARD John Cooper, Chief Executive Office Phone: (602) 220-6000 A.R.S. § 13-3994 PUBLIC HEALTH SERVICES Mission: To promote and protect the health of Arizona's children and adults. Description: The program ensures public safety through public health policy and leadership, public health preparedness services, and public health prevention services. These subprograms enhance collection, analysis, and dissemination of public health data; build and protect public health infrastructures that detect, control, and protect Arizonans from infectious and environmental threats and enhance the state's ability to respond to emergencies; improve Arizonans' health outcomes by preventing disease, reducing disability, and increasing access to care; strengthen the family and community by promoting and improving health status through leadership, collaboration and partnership; and recognize, involve, and communicate with public health constituencies. Mission: This Program Contains the following Subprograms: To ensure public safety by maintaining jurisdiction and properly monitoring persons who are committed to a secure state mental health facility. 4 Description: The Psychiatric Review Board, which adopts rules to carry out the purposes of A.R.S. § 31-4 and 13-38.14 has the following duties: maintaining jurisdiction over persons who are committed to a secure state mental health facility pursuant to A.R.S. § 13-3994; holding hearings to determine if a person committed to a secure state mental health facility is eligible for conditional release; determining if conditions of release should be continued, modified, or terminated, in conjunction with the secure state mental health facility and other appropriate community agencies or persons; devising plans for any conditional release; confidentially maintaining all medical, social and criminal history records of persons who are committed to its jurisdiction; and meeting notification requirements specified in A.R.S. § 31-502. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 76.5 75.7 80.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 76.5 75.7 80.0 FTE Positions 1.0 1.0 1.0 ‹ Goal 1 To monitor and maintain jurisdiction over persons who are committed to a secure state mental health facility pursuant to A.R.S. 13-3994. Performance Measures Number of persons monitored Department of Health Services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 129 141 141 4 4 4 4 4 4 4 4 4 4 4 4 4 Administration and Local, Border and Native American Health Offices Public Health Statistics Vital Records Emergency Medical Services Arizona Poison Control State Laboratory Services Epidemiology and Disease Control Public Health Emergency Preparedness and Response Tobacco Education and Prevention Health Systems Development Oral Health Women's and Children's Health Children with Special Health Care Needs Chronic Disease Prevention and Nutrition Services Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 77,314.4 76,282.9 80,969.6 Other Appropriated Funds 19,169.5 19,521.1 19,521.1 Other Non Appropriated Funds 361,843.2 373,638.7 381,949.7 Program Total 458,327.1 469,442.7 482,440.4 FTE Positions 746.0 746.0 746.0 All dollars are presented in thousands (not FTE). Page 201 Number of issues of border health newsletter Subprogram Summary HSA 5.1 ADMINISTRATION AND LOCAL, BORDER AND NATIVE AMERICAN HEALTH OFFICES Will Humble, Deputy Director for Public Health Services Phone: (602) 364-1040 A.R.S. §§ 36-132, 36-110, 36-189A Percent of attendees expressing satisfaction with program ‹ Goal 3 To provide leadership, coordination and support for statewide public health and to strengthen the family and community by recognizing, involving, and communicating with public health constituencies. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 3,592.9 FY 2010 Estimate 3,544.9 3,544.9 3 85 85 85 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of border health epidemiological studies 1 1 1 Number of border health conferences 1 1 1 Number of border health projects 5 5 5 ‹ Goal 4 To serve as a resource and communication link with the Native American health care community. Description: The subprogram consists of the Office of the Assistant Director of the Division of Public Health Services, the Public Health Services Office of Financial Services, the Preventive Health and Health Services Block Grant Administration, the Governor's Council on Physical Fitness, the Office of Border Health, and the liaisons for local health, minority health, healthy aging, and Native American health. The subprogram coordinate internal programs and resources, provides accountability, and develops and maintains linkages with private, federal, state, and local organizations and agencies. The Office of Border Health coordinates and integrates public health program efforts to identify, monitor, control, and prevent adverse health events in border communities, and strengthens cross-border public health collaboration with Mexico. The Local Health liaison provides consultation, technical assistance and advocacy for local health departments and other agencies to develop and maintain programs that improve the public's health. The Minority Health liaison works to promote and improve the health status of racial and ethnic minority populations in Arizona by incorporating social, economic, and behavioral factors. The purpose of the Healthy Aging Liaison is to serve as an advocate, resource, and communication link between the Department and other agencies and entities providing direct or indirect public health services to Arizona’s older adults in communities across the state. The Native American liaison serves as an advocate, resource, and communication link between the Department and the Native American health care community for the purpose of enhancing health care services. 3 To enhance and expand collaborative efforts in the areas of research, education and services with Mexican public health and academic institutions. Performance Measures Mission: 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of meetings held with Tribal, Urban and IHS Health 86 90 90 Number of projects receiving technical assistance 39 40 40 Performance Measures ‹ Goal 5 To increase the physical activity of children and adults. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of community events that promote physical activity to children and/or adults 89 75 75 Number of schools reached through activity programs 95 80 80 Performance Measures ‹ Goal 6 To serve as a resource and communication link to enhance and expand collaborative efforts in the areas of research, education, and health promotion for older adults. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 25 30 2 1 1 Number of community/agency presentations Number of health projects for older adults Subprogram Summary HSA 5.2 PUBLIC HEALTH STATISTICS Richard S. Porter, Bureau Chief Phone: (602) 542-7330 A.R.S. §§ 36-132, 36-136, 36-301 to 36-347 288.7 293.8 293.8 Other Non Appropriated Funds 1,277.0 1,984.7 1,984.7 Mission: Program Total 5,158.6 5,823.4 5,823.4 FTE Positions 38.5 38.5 38.5 To collect, analyze and report public health statistics and information that guide actions and policies to improve the health of Arizonans. Other Appropriated Funds ‹ Goal 1 To develop community-based systems for data collection, surveillance, and analysis of health status in border communities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of border community health assessments 2 2 2 Number of sentinel surveillance sites 0 3 3 Performance Measures Explaination: ‹ Goal 2 The reason for the FY 2008 actual number being 0 is that the Border Infectious Disease Surveillance (BIDS) position was vacant from January 2007 through September 2008. The position has been filled. The new BIDS Surveillance Officer will start in September 2008. Because of that vacancy, we did not do active sentinel surveillance here in Tucson. To provide technical assistance, continuing health education and dissemination of health-related information to border communities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of presentations to health professionals 5 5 5 Number of public meetings 8 8 8 2,000 2,000 2,000 Performance Measures Number of information/educational materials distributed Page 202 Description: This subprogram provides epidemiological and statistical public health data to support the Department and the public. In addition, the subprogram provides health registries, vital statistics reporting, tobacco primary care evaluation, hospital cost reporting, statistical evaluation and epidemiological technical assistance. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 4,285.7 4,228.5 4,228.5 Other Appropriated Funds 1,230.0 1,251.7 1,251.7 937.1 905.6 940.8 Program Total 6,452.8 6,385.8 6,421.0 FTE Positions 45.7 45.7 45.7 Other Non Appropriated Funds ‹ Goal 1 To collect, manage and provide patient level hospital emergency department and inpatient data to the Department of Health Services and other stakeholders. Performance Measures Number of records processed (in All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.5 2.6 2.7 Department of Health Services millions) Number of inpatient reports 172 176 178 Number of emergency room reports 130 133 135 50 50 52 Number of requests for public release answered ‹ Goal 2 To collect, manage and maintain rate documentation and financial reports for hospitals, nursing homes, home health agencies, hospices and outpatient treatment centers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of rate comparison reports (Schedule 13) 60 115 120 Number of charge master reviews 900 700 720 Number of Uniform Accounting Reports received 270 300 300 Performance Measures Number of financial audits received Number of Medicare cost reports received Number of referrals/consultations Number of complaints reviewed Number of investigations conducted ‹ Goal 3 85 100 100 180 250 250 1,300 1,400 1,400 140 150 150 4 6 6 To collect and maintain accurate and complete data related to the incidence of cancer in Arizona. Performance Measures Number of case reports received Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 46,360 36,500 40,000 Due to software conversion. Percentage of cases reported within 1 year of the close of diagnosis year 59 80 80 Number of data requests/inquiries completed 35 50 50 Number of audits Audit error rate (percent) ‹ Goal 4 0 9 9 N/A 5 5 To collect and maintain accurate and complete statistical data relating to the occurrence of birth defects among infants born in Arizona to Arizona residents. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of medical records (charts) reviewed 6,914 3,500 3,700 Number of cases registered Performance Measures 2,283 1,200 1,250 Number of data requests/inquiries completed 13 10 10 Number of children referred for services 29 50 75 ‹ Goal 5 FY 2008 Actual FY 2009 Estimate 73 75 75 Percent of calls completed 36 40 40 4,708 4,700 4,700 ‹ Goal 6 A.R.S. §§ 36-301 to 36-347 Mission: To collect, preserve, protect, and provide the records of birth and death events occurring in Arizona which touch the lives of every Arizonan and their descendents. Description: This subprogram is responsible for timely and accurate creation of all Arizona birth and death records, as required under Vital Record statutes and rules. The subprogram provides certified copies of birth and death records, as well as authorized amendments to those records, to over 300,000 customers each year. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 990.7 977.5 977.5 1,930.8 1,936.3 1,936.3 641.0 646.0 646.0 Program Total 3,562.5 3,559.8 3,559.8 FTE Positions 42.2 42.2 42.2 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To decrease waiting time for Vital Records' customers for counter services in the Vital Records' lobby. Performance Measures Customer wait time in Vital Records' lobby (in minutes) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 18 18 To decrease the number of business days to process a customer mail-in request to Vital Records for birth and death records. Number of business days to process an application for birth and death certificates by mail FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9 7 9 FY 2010 Estimate Survey response rate (percent) Number of interview completed VITAL RECORDS Pat Adams, Office Chief Phone: (602) 364-1225 Performance Measures To conduct quality surveys of behavioral risk factors affecting the health of Arizonans and report findings. Performance Measures Subprogram Summary HSA 5.3 To provide information on health status of residents of the State through publication of Arizona Health Status and Vital Statistics annual report, other statistical reports and direct requests. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of birth, death, fetal death, marriage, divorce and abortion records processed into populationwide health status information (in thousands) 224 228 228 Requests for health status data and information answered 2,500 2,500 2,500 12 11 12 Performance Measures Number of annually updated reports on the health status of Arizona residents prepared and published Department of Health Services All dollars are presented in thousands (not FTE). Page 203 Subprogram Summary HSA 5.4 Subprogram Summary HSA 5.5 EMERGENCY MEDICAL SERVICES ARIZONA POISON CONTROL Terry Mullins, Bureau Chief Phone: (602) 364-3149 Terry Mullins, Bureau Chief Phone: (602) 364-3149 A.R.S. §§ 36-2201 to 36-2246 A.R.S. § 36-1163 Mission: Mission: To protect the health and safety of people requiring emergency medical and trauma services (EMS), and promote improvements in Arizona's EMS and trauma system through research and education of the public and EMS providers. To provide a 24-hour, seven day-a-week statewide poison and drug information system for doctors, medical institutions, and citizens. Description: The subprogram provides direction for all statutorily mandated components of Arizona's EMS and trauma system including certification of Emergency Medical Technicians (EMT), certification and auditing of EMT training programs; testing of EMT applicants; certification and auditing of advanced life support base hospitals; inspection and registration of air and ground ambulances operating in Arizona; issuance of Ambulance Certificates of Necessity and determination of rates for certified ambulance services; licensing of air ambulance services; and investigation of complaints against individuals and entities regulated by the Bureau of EMS. EMS operations include the funding for EMS Special Projects, EMS Regional Coordinating Systems, EMS Provider Assistance, and EMS Communications and Dispatch. Through this subprogram, funding is provided to rural EMS providers to assist with the purchase of training and equipment required to administer safe and efficient emergency medical services in the rural areas of Arizona. Community needs are identified through an application process for the purchase of durable equipment, capital equipment and repair, original and continued education and system development. Technical assistance including funding designations, purchases of equipment and assessment of the resulting changes are provided. The subprogram has developed a statewide EMS/trauma system including a trauma registry and trauma center designation and continues to build a system of data linkages between hospitals and the trauma registry. This subprogram provides administrative support for three statutorily mandated bodies, EMS Council, Medical Direction Commission, and State Trauma Advisory Board, and subcommittees of these bodies. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 3,594.9 3,690.6 3,690.6 119.2 116.9 117.9 Program Total 3,714.1 3,807.5 3,808.5 FTE Positions 39.0 39.0 39.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring, and technical assistance of ambulance services. Performance Measures Number of ambulances registered ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 921 930 940 To ensure the health and safety of Arizonans through the designation of trauma centers and the development, review, and distribution of quarterly trauma registry data reports. Description: The subprogram, made up of the Arizona Poison and Drug Information Center at the University of Arizona (UA) and the Banner Poison Control Center, is a statewide system of poison information, education and treatment services. The call centers provide general information about poisons or specific information when there is a certain or suspected exposure to poison to callers throughout the state. Both centers follow-up on human exposures and track medical outcomes. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,154.5 2,125.7 2,125.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,154.5 2,125.7 2,125.7 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To provide 24-hour, seven day-a-week statewide poison and drug information to doctors, medical institutions and citizens. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of calls received per 1,000 population (U of Arizona) 70.4 74.0 74.0 Number of calls received per 1,000 population (Banner Poison Control Center) 110.0 115.5 121.3 Number of follow up calls received (University of Arizona) 41,216 42,000 42,000 Number of follow up calls received (Banner Poison Control center) 165,065 173,381 181,984 Performance Measures ‹ Goal 2 To treat citizens exposed to life threatening poisoning incidents. Performance Measures Number of people receiving scorpion anti-venom FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 259 250 250 Subprogram Summary HSA 5.6 STATE LABORATORY SERVICES Victor Waddell, Bureau Chief Phone: (602) 364-0609 A.R.S. §§ 36-451 to 36-479, 36-495, 36-15 Mission: To ensure that essential laboratory services are available to support public health activities in Arizona. Description: The State Laboratory provides environmental, clinical and reference analytical lab services to diagnose, prevent, and treat infectious and communicable diseases, epidemics, and biological and chemical threats. Conditions caused by environmental contamination, chronic conditions, and inherited disorders are also priority services. The State Laboratory monitors and evaluates the quality of statewide environmental and clinical laboratories, and enhances environmental and clinical capabilities through training and consultation. Page 204 All dollars are presented in thousands (not FTE). Department of Health Services Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 4,162.2 4,106.6 4,106.6 Other Appropriated Funds 5,567.5 5,671.6 5,671.6 Other Non Appropriated Funds 5,401.1 2,797.2 2,797.2 Program Total 15,130.8 12,575.4 12,575.4 FTE Positions 117.7 117.7 117.7 ‹ Goal 1 To monitor all microbiological and chemical laboratory analyses in the State Laboratory for accuracy, reliability and compliance with approved standard methodologies. Performance Measures Number of micro performance testing (PT) samples Percent of micro PT samples correct FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 434 450 450 98 98 98 Number of chemical PT samples 1,148 1,200 1,200 Percent of chemical PT samples correct 98 100 100 ‹ Goal 2 To protect the health and quality of life of Arizona's newborns by evaluating the accuracy, reliability and compliance of analytical testing for metabolic and genetic disorders. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 101,810 107,214 107,214 89,235 90,000 90,000 166 170 170 1,197 1,200 1,200 Percent of tests correct 100 100 100 Percent of unsatisfactory specimens 2.0 2.0 2.0 Performance Measures Number of newborns screened under the Newborn Screening Program Number of secondary screens Number of infants with confirmed metabolic disorders Number of Newborn Screening (NBS) PT tests ‹ Goal 3 To ensure ongoing support for existing and expanded public health services. Performance Measures Number of new cases of TB identified FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of samples violating standards (DW) Percent of samples containing contaminants ‹ Goal 5 141 139 137 Number of Clinical Laboratory Improvement Act labs surveyed 143 150 150 7 10 10 Number of labs with condition level deficiencies Subprogram Summary HSA 5.7 EPIDEMIOLOGY AND DISEASE CONTROL Don Herrington, Bureau Chief Phone: (602) 364-1889 A.R.S. §§ 36-132, 36-136 Mission: To monitor, investigate, prevent, and control diseases in Arizona through programs in infectious disease control, environmental health, HIV/AIDS prevention, and immunizations. Description: Provides epidemiological and medical support, guidance, and evaluation to program areas within the Bureau and to other State and local agencies and the general public. Collects, maintains, and analyzes data to monitor and assess the impact of diseases in Arizona; conducts routine and epidemic disease investigations; coordinates disease prevention and control activities within the State; and maintains a statewide epidemic detection and response capability. Programs reduce morbidity, disability and premature death due to communicable diseases; prevent and control adverse health effects due to environmental factors including sun, lead exposure, pesticide poisoning, infectious agents in food and water, and exposure to unsanitary conditions; monitor and reduce HIV/AIDS; and prevent and control the occurrence of human disease and disability due to infectious agents by the administration of vaccines. 202 150 150 57 50 50 Number of tests negative for rabies: vaccine not required 2,433 2,400 2,400 Number of bacterial cultures performed 5,219 5,500 5,500 General Funds Other Appropriated Funds Number of significant findings 2,701 2,700 2,700 20,000 20,000 20 Number of environmental labs licensed 200 18,876 100 20 FY 2010 Estimate 100 Number of serological tests performed 100 FY 2009 Estimate 200 Number of significant isolates 96 21.9 FY 2008 Actual Performance Measures 100 Number of people exposed to rabid animals 6.0 To assist environmental, clinical and blood alcohol testing laboratories to meet all applicable regulatory requirements through licensing surveys, enforcement actions, training and consultation for correction of deficiencies. 98 Number of animals identified positive for rabies 6.0 Number of food tests 176 Number of encephalitis positive mosquito pools 6.4 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14,025.1 13,838.0 91.4 93.0 13,838.0 93.0 Other Non Appropriated Funds 34,134.2 39,277.4 39,406.9 894 850 850 1,680 1,500 1,500 Program Total 48,250.7 53,208.4 53,337.9 Number of positive influenza cultures 381 400 400 FTE Positions 130.8 130.8 130.8 Number of human specimens tested for West Nile Virus 657 650 650 Number of human specimens tested positive for West Nile Virus 35 20 20 Number of respiratory viral cultures ‹ Goal 4 To protect the public's health from environmental hazards by providing both routine and emergency surveillance and analytical services (food, surface water (SW), drinking water (DW), lead, etc). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 274 250 250 35 20 20 15,478 6,000 6,000 Water samples (DW & SW): Positive chemical results 4,013 600 600 Number of water tests - microbiology 1,172 1,200 1,200 23 20 20 Performance Measures Number of samples for environmental lead Percent of samples identified with lead Water samples (DW & SW): Chemical parameters tested Percent of samples violating standards (SW) Department of Health Services ‹ Goal 1 To collect and maintain accurate and complete data relating to the occurrence of diseases in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23,286 23,000 23,000 Number of animals detected that have diseases transmittable to humans (rabies, plague, hantavirus, etc.) 229 250 250 Number of non-infectious diseases (lead poisoning, pesticide exposure, etc.) 193 185 185 Performance Measures Summary of all communicable disease cases tracked by disease surveillance system ‹ Goal 2 To provide critical medical and support services to end-stage renal disease patients. Performance Measures Number of patients assisted All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 230 110 0 Page 205 Number of patient services provided ‹ Goal 3 1148 750 0 To prevent and control communicable diseases through early detection and response to disease threats. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of public health officials, health care providers and community members receiving education and training on how to promptly recognize, report and control communicable diseases 8,600 8,000 8,000 Percent of outbreak investigations initiated within 48 hours of reporting to ADHS 90 Performance Measures ‹ Goal 4 90 90 FY 2010 Estimate Patients reported with active tuberculosis disease per 100,000 population 4.7 4.6 4.5 Percent of contacts to active tuberculosis cases who complete prophylaxis 33 Explaination: 58 60 57 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,600 8,000 8,000 Number of healthcare and service providers serving at-risk populations trained 203 200 200 Number of prisoners visiting health fairs 50 Number of participants at health fairs Number of technical assistance visits 900 0 900 0 900 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 155 160 175 To increase compliance of health provider reports and laboratory findings by actively following positive syphilis, chlamydia, and gonorrhea lab results with corroborating morbidity reports. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of positive results received 33,000 32,500 35,000 Percent of results that are accurate 95 95 98 Performance Measures To provide Arizonans with a variety of timely and effective health assessments related to releases of hazardous substances and contaminants into the environment. Performance Measures FY 2008 Actual FY 2009 Estimate 35 36 ‹ Goal 10 0 1 1 Number of epidemiological studies 0 1 1 Number of ADHS/DEQ consultations 5 14 10 Number of emergency response/requests 5 5 5 2,000 2,000 2,000 5 10 10 Number of inquiries for information Number of health consultations To investigate reports of pesticide-related illness to determine circumstances of exposure and maintain a registry of reports. Number of investigations ‹ Goal 11 To maintain a registry of children with reported blood lead levels 10 ug/dL or greater and environmental investigation in cases with levels of 20 ug/dL or greater. FY 2010 Estimate 4 4 4 10 10 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 326 300 300 90 95 95 To reduce risk associated with foodborne illness by performing environmental health inspections of adult foster care homes, BHS treatment centers, homes for the developmentally disabled, requests from other state agencies, and DHS-licensed children's camps. Performance Measures Number of facilities inspected Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 109 115 115 Future decrease attributed to change in program responsibilities. Percent of facilities in compliance ‹ Goal 13 FY 2009 Estimate To reduce risk associated with foodborne disease transmission at all Arizona Department of Corrections (ADC) prisons. Number of ADC facilities inspected ‹ Goal 12 FY 2008 Actual Decrease attributed to staffing reduction Performance Measures 92 96 96 To increase assistance to and responsibilities of County Health Departments by conducting joint sanitarian inspections, standardization, program evaluation, and needs assessments. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of joint inspections/trainings 22 20 20 Number of sanitation standardizations 5 5 5 Explaination: Reflects change in standardization procedure Number of county health department program evaluations 5 15 15 Number of program areas delegated to county health departments 11 11 11 ‹ Goal 14 To provide Arizonans with health consultations and community health education activities relating to potential human exposures to hazardous materials. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of health consultations 5 10 10 Number of environmental education presentations 5 20 20 Number of community consultations 110 100 100 Number of technical assistance consultations 295 300 300 ‹ Goal 15 To educate Arizona children about the importance of sun safety by developing school-based learning programs. Performance Measures Number of SunWise schools ‹ Goal 16 FY 2010 Estimate Number of risk assessments Page 206 185 36 Number of investigations Performance Measures To provide STD-related technical assistance to improve communication and collaboration, ensure contract compliance and (within resource limits) assist laboratories, providers, county health departments, correctional institutions and Indian Health Service hospital and service units. Performance Measures ‹ Goal 9 185 185 92 To monitor the magnitude of Hepatitis C viral (HCV) disease in Arizona and provide HCV prevention and education services. Number of HCV cases reported ‹ Goal 8 185 178 Percent of ADC facilities in compliance Rates reported for each fiscal year are the most recently available and reflect rates based on the calendar year three years prior. Performance Measures ‹ Goal 7 178 Number of follow-up consultations Rates reported for each fiscal year are the most recently available and reflect rates based on the calendar year three years prior. Percentage of TB patients receiving directly observed therapy ‹ Goal 6 Number of reports in registry Number of reports in registry FY 2009 Estimate ‹ Goal 5 FY 2010 Estimate Explaination: FY 2008 Actual Explaination: FY 2009 Estimate Performance Measures To control incidence of tuberculoses by monitoring compliance with recommended guidelines for treatment of tuberculosis cases and their contacts. Performance Measures FY 2008 Actual Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1200 1200 1200 To provide HIV prevention, education and counseling services to persons at risk and provide technical assistance, professional guidance and training. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15,000 16,000 16,000 Number of HIV-related training workshops 30 30 30 Number of counties funded 14 14 14 Performance Measures Number of persons receiving HIVrelated services ‹ Goal 17 To monitor the magnitude of the trends in the HIV/AIDS epidemic to assist in targeting prevention, care and support services. All dollars are presented in thousands (not FTE). Department of Health Services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of timely completions from initial report through case investigation (within 12 months) 75 75 75 Number of cases identified - AIDS 573 580 580 Number of cases identified - HIV 245 250 260 Performance Measures ‹ Goal 18 PUBLIC HEALTH EMERGENCY PREPAREDNESS AND RESPONSE To rapidly and accurately respond to medical provider requests for medications provided by the DHS AIDS Drug Assistance Program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of medications shipped within 48 hours 100 100 100 Percent of medications that are the correct product and dose 100 100 100 Number of clients receiving HIV medication through Arizona Drug Assistance Program (average per month) 900 900 920 Performance Measures ‹ Goal 19 To assure the immunization levels within the state, licensed child care facilities (CCFs), and schools are maintained at appropriate levels. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Immunization rate among 2-year old children 78 84 84 Percent of children in compliance with ADHS prescribed vaccination levels at CCFs 94 94 92 Percent of kindergarten children in compliance with ADHS prescribed vaccination levels 94 Percent of adolescents (7th grade) in compliance with ADHS prescribed vaccination levels 91 Performance Measures ‹ Goal 20 Subprogram Summary HSA 5.8 94 93 92 90 Teresa Ehnert, Acting Bureau Chief Phone: (602) 364-2471 A.R.S. § 36-787 Mission: To prepare for, detect, and respond to public health emergencies. Description: The Bureau of Emergency Preparedness and Response was created to prepare for, detect, and respond to public health emergencies. The Bureau is responsible for emergency preparedness, which includes planning, education, and exercises, and emergency response, which includes electronic disease surveillance, risk communication, public information, and logistics. The Bureau's activities focus on developing an operable statewide public health system that includes the counties, tribes, hospitals, long term care facilities, ambulatory services, health care providers, and health plans. Funding and FTE Summary: (Thousands) 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 29,736.3 27,612.3 27,612.3 Program Total 29,736.3 27,612.3 28,362.3 FTE Positions 69.5 69.5 69.5 Performance Measures FY 2010 Estimate Number of pregnant women identified as HBsAg positive 241 180 200 Number of public health and emergency response professionals on Health Alert Network Percent of newborns who receive appropriate prophylactic treatment at birth 100 100 100 ‹ Goal 2 To assure county health department (CHD) immunization clinics in Arizona are compliant with National Vaccine Advisory Committee recommended "Standards for Pediatric Immunization Practices." Performance Measures Percent of CHDs in compliance (per calendar year) ‹ Goal 22 FY 2009 Estimate FY 2010 Estimate 100 100 100 To enroll providers in the Vaccines for Children Program. Performance Measures Percent of eligible provider sites enrolled ‹ Goal 23 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 74 74 82 To maintain a state immunization information system to act as a central registry of immunization data on children under 19 years of age. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of enrolled provider sites submitting data to the registry 95 95 95 Percent of resident children under 19 years of age in the registry with an immunization event 97 97 97 Performance Measures ‹ Goal 24 Number of persons who have received training FY 2009 Estimate FY 2010 Estimate 1,592 3,400 5,600 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,467 1,000 3,000 To ensure trained volunteers statewide are trained to assist in dispensing clinics and other operations during a public health emergency. Performance Measures Number of trained volunteers to assist in state and local public health emergency operations ‹ Goal 4 FY 2008 Actual To conduct training and education programs on bioterrorism and public health emergency response activities. Performance Measures ‹ Goal 3 750.0 To develop and implement a statewide health alert network communication system. FY 2009 Estimate ‹ Goal 21 FY 2010 Estimate Other Appropriated Funds FY 2008 Actual Performance Measures FY 2009 Estimate General Funds ‹ Goal 1 To assure pregnant women are screened for HBsAg and the newborns receive appropriate prophylactic treatment. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10,633 5,000 13,000 To develop an electronic disease surveillance system (MEDSIS and SIREN). Performance Measures Number of user from agencies, organizations, and other entities reporting to MEDSIS FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,950 2,100 2,100 To educate, gain compliance and enforce the Arizona SmokeFree Act Department of Health Services All dollars are presented in thousands (not FTE). Page 207 Subprogram Summary HSA 5.9 Subprogram Summary HSA 5.10 HEALTH SYSTEMS DEVELOPMENT TOBACCO EDUCATION AND PREVENTION Wayne Tormala, Bureau Chief Phone: (602) 364-0834 Patricia Tarango, Office Chief Phone: (602) 542-1436 A.R.S. § 36-132 A.R.S. §§ 15-1721, 36-2921 Mission: Mission: To work together to build individual, organizational, and community capacities to reduce the impact of commercial tobacco abuse. To optimize the health of Arizona residents by developing and strengthening systems and services to expand access to primary care and other services with emphasis on the health needs of underserved people and areas and by promoting and protecting the health and well-being of Arizona's minority and vulnerable populations. Description: The Arizona Tobacco Education and Prevention Program manages programs and provides technical assistance to reduce tobacco use in Arizona. By emphasizing a comprehensive, community-based approach, the office addresses tobacco use among all Arizonans through the following: statewide media campaigns and public relations promotions; support of local coalitions; a Smoker's Helpline to provide counseling and referral; promotion of tobacco-free school policies; and establishment and maintenance of youth coalitions. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 24,171.6 28,821.0 26,013.2 Program Total 24,171.6 28,821.0 26,013.2 FTE Positions 18.0 18.0 18.0 ‹ Goal 1 0.0 To reduce tobacco use among Arizonans. Description: Health Systems Development was established in 1995 and is the Primary Care Office for the state of Arizona. The Office of Health Systems Development administers the Arizona Department of Health Services Primary Care Program and provides a complementary focus on improving access to primary health care through workforce recruitment, retention programs and the designation of medically underserved areas. The principal focus is to improve access to primary care, particularly among vulnerable and underserved populations. The Office also hosts the Center for Minority Health (CMH) for the State of Arizona. CMH is the Federal designee for the state. The CMH serves as Arizona's central source of information and resources related to minority health and health disparities. The Center will provide leadership by building networks and community capacity to reduce health disparities. Health disparities are avoidable differences in the incidence, prevalence, mortality, and burden of disease within specific population groups. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of cessation clients who receive complete service from the ASHline 5.863 8,000 10,000 Average quit rate for ASHline cessation clients in the last seven months for at least 24 hours 0 22 24 Average quit rate for community based cessation clients in the last seven months for at least 24 hours 0 16 16 Percent of adults who smoked in the last month 0 17.5 15 ‹ Goal 1 Percent of high school youth who smoked in the last month 0 17.5 16.5 Percent of middle school youth who smoked in the last month 0 9 9 Performance Measures FY 2008 Actual General Funds FY 2010 Estimate 10,947.5 10,801.5 10,801.5 4,500.5 4,580.1 4,580.1 531.5 612.2 612.2 Program Total 15,979.5 15,993.8 15,993.8 FTE Positions 15.1 15.1 15.1 Other Appropriated Funds Other Non Appropriated Funds To update primary care area profiles annually, including appropriately redesignating currently underserved areas as required, by the end of FY 2008. Performance Measures Percent of areas redesignated in a timely manner ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To assist in recruitment of primary care providers to underserved areas. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of J-1 Visa Waivers supported 30 30 30 Number of National Health Service Corp new contracts 76 80 83 Number of Health Professional Shortage Act designations obtained 15 10 10 Performance Measures ‹ Goal 3 To grant loan repayment awards to ensure all available state and federal funds are encumbered by the end of the program year. Performance Measures Number of loan repayments / awards contracted ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 38 40 To support the provision of primary health care to uninsured individuals. Performance Measures Number of unduplicated uninsured clients receiving primary care services visits provided through Page 208 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 36,693 25,428 25,428 Department of Health Services Primary Care funds Explaination: FY 2008 Actual is only an estimate. Actual data will be available in November 2008. Number of primary care visits provided through funded contracts Explaination: 128,428 89,000 89,000 FY 2008 Actual is only an estimate. Actual data will be available in November 2008. Number of communities supported by the Office of Oral Health to asses health needs and resources; develop oral health action plans; and/or implement oral health improvement efforts Number of professionals and paraprofessionals trained in emerging oral health issues 40 43 43 1,000 1,500 1,500 Subprogram Summary HSA 5.11 Subprogram Summary HSA 5.12 ORAL HEALTH WOMEN'S AND CHILDREN'S HEALTH RaNee Tuscano, Acting Bureau Chief Sheila Sjolander, Bureau Chief Phone: (602) 542-1886 Phone: (602) 364-1419 A.R.S. § 36-132 A.R.S. § 36-132 Mission: To promote oral health for the well-being of all Arizona residents. Mission: Description: To strengthen the family and the community by promoting and improving the health status of women and children. The Office of Oral Health provides assistance to communities in assessing dental needs and resources; provides assistance in the development of community dental clinics and other dental care delivery models; provides technical assistance and consultation for developing oral health care standards, policies and systems' conducts oral health assessments of communities; monitors oral health workforce issues; provides training on oral health issues; promotes the use of dental sealants and optimally fluoridated water; provides preventive services to eligible, high risk persons including dental sealant placement and fluoride mouth rinses. The Office also Welcome to the official website for the Center for Minority Health (CMH) for the State of Arizona. CMH is in the Arizona Department of Health Services within the Office of Health Systems Development and is the federal designee for the state. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 567.0 559.4 559.4 0.7 0.7 0.7 831.3 798.7 798.7 Description: The Office of Women's and Children's Health supports efforts to improve the health of Arizona's women and children. Activities focus on assessment of health status and identification of health issues, development of partnerships and planning to address health issues, and provision of "safety net" services. Funding and FTE Summary: (Thousands) FY 2008 Actual 1,399.0 1,358.8 1,358.8 FTE Positions 10.5 10.5 10.5 ‹ Goal 1 To prevent oral diseases in children and adults. FY 2010 Estimate General Funds 7,437.4 7,338.2 7,338.2 Other Appropriated Funds 1,485.7 1,515.5 1,515.5 Other Non Appropriated Funds 11,723.2 45,366.9 45,366.9 Program Total 20,646.3 54,220.6 54,220.6 FTE Positions 76.0 76.0 76.0 ‹ Goal 1 To reduce mortality and morbidity of the maternal and child population. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.2 4.2 4.2 Reduction in rate of hospitalizations for nonfatal injuries and poisonings per 100,000 adolescents ages 15 through 19 614.4 560.8 511.9 Performance Measures Program Total FY 2009 Estimate Reduction in the rate of deaths to under age 15 children caused by motor vehicle crashes FY 2008 Actual FY 2009 Estimate FY 2010 Estimate The percent of high-risk children in second grade who never had tooth decay 22 22 22 Reduction in rate of hospitalizations due to violence against women per 100,000 women ages 18 and older 14.7 14.2 13.6 The percent of high-risk children who receive preventative dental care annually 38 39 38 Number of child care health consultation service units provided 621 450 450 The number of children receiving preventative dental sealants through the Arizona Dental Sealant Program 7,860 8,000 9,000 The percent of the population served by community water systems with optimally fluoridated water 56 56 56.1 The number of children participating in the Arizona Fluoride Mouthrinse Program 16,073 19,000 20,000 Performance Measures ‹ Goal 2 Explaination: To increase access to dental care for children and adults. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate The percent of adults who receive dental care annually 69 69 69 The percent of high-risk children who receive dental care annually 39 39 39 The percent of high-risk children through age 5 years who receive dental care annually 26 27 27 Performance Measures ‹ Goal 3 To assist communities in solving their own oral health problems. Performance Measures Department of Health Services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2008 increase is due to measles outbreak in Pima County. Number of Community Health Nurse visits to High Risk Perinatal Program enrolled at risk infants within the first year of life Explaination: ‹ Goal 2 16,500 To increase access to health care. Number of low-income women (150 percent of the Federal Poverty Level) who receive reproductive health/family planning services funded by the Office of Women's and Children's Health FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,500 6,000 6,500 FY 2008 actual low due to change in provider in Maricopa County Number of children (ages 1 through 14) hospitalized for ambulatory care sensitive conditions per 100,000 Percent of Health Start women enrolled in the program in the first trimester of pregnancy Explaination: 16,500 FY 2008 actual is only through April 2008. May and June 2008 numbers still have to be entered into database. Performance Measures Explaination: 10,877 648.55 640 640 32 35 38 Not all of the 2008 data has been entered into the data system. All dollars are presented in thousands (not FTE). Page 209 Number of Health Start participants Explaination: ‹ Goal 3 2,018 2,175 2,600 Not all of the 2008 data has been entered into the data system. To reduce the number of child fatalities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of cases reviewed by local teams Explaination: The actual was higher than the estimate due to the program receiving additional funding to review 100% of the 2007 deaths. Number of SIDS deaths in Arizona 31 29 30 Percent of SIDS cases reviewed by Local Child Fatality Review teams 100 100 100 ‹ Goal 4 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.2 6.5 5.8 Unintentional injury-related deaths of children ages 1-14 (per 100,000) Older adult death rates (ages 65-84) per 100,000 as a result of a serious fall 37.8 34.9 32.3 The information provided is for calendar year 2007. This is the most recent data available. Older adult death rates (ages 85+) per 100,000 as a result of a serious fall Explaination: 315.2 304.6 31 32 80 80 81 23,840 24,375 24,850 CRS clients served (Title XIX, Title XXI, and non-Title XIX) ‹ Goal 3 To assess and assure quality of inpatient medical care by monitoring and analyzing program services. Performance Measures Number of potential quality issues ‹ Goal 4 93 Percent of Arizona families satisfied with services per the SLAITS survey 56 56 56 ‹ Goal 5 To ensure that rates paid to providers for services delivered to CRS TXIX/TXXI members are actuarially sound. 26,074.5 0.0 0.0 0.0 76,870.8 84,036.1 92,346.2 Program Total 103,297.8 110,110.6 122,357.4 FTE Positions 59.0 59.0 59.0 ‹ Goal 1 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 64 61 58 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of children served in the OCSHCN Service Coordination program 136 140 140 Number of children served in the Traumatic Brain Injury Services Coordination program 258 260 260 ‹ Goal 8 To provide education to individuals and organizations/agencies regarding children with special health care needs. Performance Measures Organizations/agencies provided training Number of people provided training through tele-video FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 105 90 90 1545 900 900 30,011.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of communities assessed 32 50 0 Number of community teams 12 14 0 114 125 0 Number of parent/youth partnerships To maximize benefits for CRS members and applicants by enrolling them in other government programs. Performance Measures Number of AHCCCS members Page 210 100 To provide family-centered services in communities. Performance Measures ‹ Goal 2 FY 2010 Estimate FY 2010 Estimate 26,427.0 Other Non Appropriated Funds FY 2009 Estimate To provide a coordinated system of care for children with special health care needs. Performance Measures Other Appropriated Funds FY 2008 Actual To ensure that contractors provide services within allocated funds to CRS State-Only members. Percent of services covered A.R.S. §§ 36-132 General Funds 250 93 ‹ Goal 7 FY 2009 Estimate 1,600 230 93 Phone: (602) 542-2584 FY 2008 Actual 1,500 213 Percent of families satisfied with services Performance Measures Funding and FTE Summary: (Thousands) 1,337 FY 2010 Estimate CHILDREN WITH SPECIAL HEALTH CARE NEEDS Joan Agostinelli, Office Chief The Office for Children with Special Health Care needs oversees systems, programs and policies related to children and youth with special health care needs and their families. These responsibilities are carried out through direct serve programs, community development, systems development, education, advocacy, data analysis, quality improvement activities, and public/private partnerships. The Office seeks to develop systems of care for these children/youth and their families and communities that are familyfocused, comprehensive, timely and responsive, culturally competent, and directed toward allowing a child/youth to achieve their fullest potential. FY 2010 Estimate FY 2009 Estimate Subprogram Summary Description: FY 2009 Estimate FY 2008 Actual Percent of provider costs covered To continuously improve comprehensive systems of care which enhance the health, future, and quality of life for children and youth with special health care needs, their families, and the communities in which they live. FY 2008 Actual To provide family-centered services to all CSHCN programs to assure increased family participation and improved satisfaction of care. Performance Measures Mission: 4,750 18,600 30 ‹ Goal 6 HSA 5.13 4,700 18,200 Percent of members eligible for AHCCCS 294.4 F 4,751 17,675 Percent of members enrolled in SSI Performance Measures The information provided is for calendar year 2007. This is the most recent data available. Explaination: SSI and Categorical members Number of inpatient admissions To reduce the rate of occurrence of the ten leading causes of injury. Explaination: Number of non-AHCCCS members FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19,089 19,675 20,100 All dollars are presented in thousands (not FTE). Department of Health Services Plans in rural schools targeting 1st through 3rd graders in elementary schools with an enrollment of 50 percent or more Food Stamp eligible children. Subprogram Summary HSA 5.14 CHRONIC DISEASE PREVENTION AND NUTRITION SERVICES Margie Tate, Office Chief Phone: (602) 542-2829 Performance Measures A.R.S § 36-132 ‹ Goal 6 Number of student interventions Mission: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33,256 NA NA To increase the average number of people served from 160,000 to 170,000 per month in the WIC Program. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 171,470 180,000 180,000 To provide the leadership to promote the optimal nutrition status and wellbeing of Arizonans. Average number of people served by WIC Program per month Percent of WIC infants breastfed at birth 34 36 38 Description: Food benefits distributed at point of purchase 125270542 130140000 130140000 This subprogram directs the continued promotion, planning, implementation, assurance and evaluation of chronic disease prevention and nutrition programs and services. The subprogram collaborates with the public and private sectors and coordinates community education activities on risk factors for general and high-risk population groups. It responds to inquiries and referrals from the public and community resources. Nutrition services are made available through contractual agreements. The subprogram oversees several federal nutrition programs and surveillance systems. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 2,724.4 Other Appropriated Funds FY 2010 Estimate 2,688.1 2,688.1 479.3 487.8 487.8 Other Non Appropriated Funds 175,468.9 140,663.7 143,306.7 Program Total 178,672.6 143,839.6 146,482.6 FTE Positions 84.0 84.0 84.0 ‹ Goal 1 To provide consultation and technical assistance services; train agency staff, providers, clients, parents, volunteers, and students in nutrition, food service management and health-related topics. Performance Measures Training services provided Number of students trained ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 4,606 5,000 5,000 29 30 30 To ensure child care programs and child care centers for children comply with meal pattern requirements in meals/snacks served by licensed child care centers to meet Dietary Guidelines for American standards. Performance Measures Number of child care centers that implement the Nutrition and Physical Activity Self Assessment for Child Care Centers ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 31 NA NA To participate in collaborative nutrition education projects with state, local, professional associations or voluntary agencies; to plan, coordinate and implement Arizona Nutrition Network activities; and to conduct Arizona Grown/5 a Day for Better Health campaign in collaboration with the Arizona Department of Agriculture. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of nutrition related media impressions (in millions) 142 150 150 Number of network core partners 41 28 30 1,562,915 1,400,000 1,500,000 7 7 7 Performance Measures Number of nutrition education materials for food stamp recipients Social marketing campaigns ‹ Goal 4 To increase the proportion of the adult population that eats five or more servings of fruits and vegetables. Performance Measures Percent of adult population meeting nutrition standards ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 28.3 28.8 29.3 ‹ Goal 7 To maintain or increase the average number of participants per month in the Commodity Supplemental Food Program. Performance Measures Average number of monthly participants in Commodity Supplemental Food Program Food benefits distributed ‹ Goal 8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14,521 14,475 14,475 174,248 173,700 173,700 To increase intake of folic acid among women of childbearing age in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of WIC participants receiving Farmers Market coupons 13,401 18,000 18,000 Number of low income women of child bearing age receiving folic acid education and multivitamins 40,742 40,800 40,800 Number of women of child bearing age receiving folic acid education. 18,523 24,000 24,000 Performance Measures ‹ Goal 9 To improve the knowledge and skills of community leaders in relation to the creation of healthy communities. Performance Measures Number of Arthritis Program sponsored self-help courses ‹ Goal 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19 NA NA To reduce the incidence of secondary disease and disability in people with chronic disease through effective communication about risk behavior. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of health professionals trained on accepted standards of care for people with diabetes 325 400 400 Percent of adults reporting diabetes 8.4 8.5 8.5 38 20 20 Number of lay health workers trained on diabetes, nutrition, physical activity, asthma, and environmental triggers in STEPS communities 1,319 305 350 Number of local health care providers trained on diabetes, nutrition, physical activity, asthma and environmental triggers in STEPS communities 7,050 59 70 Performance Measures Number of lay health workers trained on diabetes in non-Steps communities ‹ Goal 11 To improve the delivery of breast and cervical screening for underserved women. Performance Measures Number of women screened through the Well Woman Healthcheck program Explaination: ‹ Goal 12 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,746 7,391 8,628 FY 2008 estimate based on receipt of funding requested in decision package. To support Nutrition and Physical Activity Alliance of internal and external partners whose purpose is to increase physical activity and improve nutrition for Arizonans across the lifespan. To develop and implement Community Nutrition Education Department of Health Services All dollars are presented in thousands (not FTE). Page 211 Alcohol-related fatalities (prior calendar year). Agency Summary GHA 0.0 240 200 Crash related data being compiled. FY 2008 FY 2009 Performance Measures Actual Estimate FY 2010 Estimate Explaination: GOVERNOR'S OFFICE OF HIGHWAY SAFETY Richard Fimbres, Director Phone: (602) 255-3216 Officers, prosecutors, and judges attending GOHS Summit training on DUI, Speed, Seat Belt, etc. A.R.S. § 28-611 ‹ Goal 3 Mission: To be the focal point for highway safety issues in Arizona, the Governor’s Office of Highway Safety (GOHS) provides leadership by developing, promoting, and coordinating programs; influencing public and private policy; and increasing public awareness of highway safety. Description: The GOHS develops the Arizona Highway Safety Plan (HSP) through annual problem identification and analysis of traffic records, citations, convictions, judicial outcome, incarcerations, assessments, screening, treatment, prevention, and surveys. The HSP serves as a means for the reduction of traffic crashes, deaths, injuries, and property damage resulting from accidents on public roads. GOHS develops, promotes, and implements effective education, engineering, and enforcement programs toward ending preventable crashes and reducing economic costs associated with vehicle use and highway travel. One emphasis of the highway safety funding process is to provide "seed" money to develop effective programs which can become operational within a three-year period. If the program(s) is/are successful, the state or local jurisdiction will establish the program(s) as a permanent responsibility of the jurisdiction. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 9,678.8 7,911.0 7,911.0 Program Total 9,678.8 7,911.0 7,911.0 FTE Positions 13.0 12.0 12.0 400 To have the percentage of increase of the total number of persons injured from the base level of 73,962 in 2001 be less than the percentage of increase of VMT and population. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75 75 75 2 2 2 Enforcement/training/public information & education events. 30 30 30 Percent of seat belt use (prior calendar year). 80 85 90 Performance Measures Agencies participating in public information & education/enforcement projects. Public information & education campaigns developed each calendar quarter. Explaination: Unknown statistics are due to difference between state and federal fiscal years. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Percent of child safety belt use. Explaination: 80 85 90 Crash related statistics being compiled. 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Grant Proposals received from jurisdictions. 129 165 170 Contracts negotiated, written, and executed. 136 140 140 Crashes (prior calendar year). N/A 140,000 140,000 Explaination: Crash related statistics are being compiled. Miles traveled fatality rate (prior calendar year). Explaination: N/A 1.93 1.5 Crash related statistics being compiled. Total statewide fatalities (prior calendar year). Explaination: N/A 1,000 1,000 60,000 60,000 Crash data being compiled. Total persons injured (prior calendar year). Explaination: N/A Crash related statistics being compiled. To have the percentage of increase of the total number of persons killed be less than the percentage of increase of VMT and population in the base year of 2001. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 6 6 Placement/contracts for alcoholdetection devices. 26 25 25 Agencies participating in DUI task forces. 79 80 80 Performance Measures Placement/contracts for DUI enforcement vehicles. DUI enforcement patrols. Officers receiving standardized field sobriety/horizontal gaze nystagmus/drug recognition expert training. Page 212 400 To decrease the fatality rate per 100 million vehicle miles traveled (VMT) from the base level of 2.06 in 2001. Performance Measures ‹ Goal 2 400 FY 2010 Estimate General Funds ‹ Goal 1 N/A 200 200 200 1,500 1,500 1,500 All dollars are presented in thousands (not FTE). Governor's Office of Highway Safety HIA Percent of three dimensional collections available to the public Agency Summary 0.0 ‹ Goal 2 ARIZONA HISTORICAL SOCIETY Anne I. Woosely, Ph. D., Executive Director Phone: (520) 628-5774 96 96 To interpret and disseminate the history of Arizona for a broad general audience. Performance Measures A.R.S. § 41-821(A) 96 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of public programs 368 375 375 Public program attendance 189,242 200,000 200,000 Number of public inquiries 1,573,685 1,650,000 1,675,000 On-site public attendance at local certified historical societies and museums. 674,434 700,000 725,000 Number of museum visitors and researchers 96,892 100,000 100,000 Description: Number of volunteer hours 48,231 50,000 50,000 The Arizona Historical Society (AHS) 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 Community Outreach Program certifies and supports 63 local historical societies in preserving and disseminating Arizona history. The Society also supports other board-approved community activities that relate to its mission. Administration as a percent of total cost 3.1 3.2 3.0 Mission: To collect, preserve, interpret, and disseminate the history of Arizona, the West, and northern Mexico, as it pertains to Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 4,430.2 4,430.9 193.2 194.2 194.2 Other Non Appropriated Funds 1,068.2 6,706.4 26,256.5 Program Total 5,691.6 11,331.5 30,881.6 FTE Positions 59.6 69.8 72.8 Other Appropriated Funds 4,430.9 Strategic Issues: Issue 1 Customer Service To become recognized for our high quality public programs and courteous and efficient service to a diverse statewide, national, and international audience. Issue 2 Collections Management Acquiring, accessioning, cataloging, conserving, researching, storing, and de-accessioning historical materials (objects, photographs, and documentary materials). Issue 3 Facilities To continually upgrade and maintain AHS public facilities. Issue 4 Development/Marketing/Public Relations To develop, manage and implement a fully integrated, high quality, professional development, public relations/marketing program that serves Society-wide fund-raising and public awareness needs in support of the overall AHS mission. Issue 5 Automation To provide high quality, efficient information technology for the AHS in order to better serve the public To collect and preserve the physical materials pertaining to ‹ Goal 1 the history of Arizona from A.D. 1540 to the present. Performance Measures Total number of linear feet of archives processed sufficiently to provide public access in the fiscal year Arizona Historical Society FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 942 946 950 All dollars are presented in thousands (not FTE). Page 213 Issue 3 Agency Summary PHA 0.0 PRESCOTT HISTORICAL SOCIETY John Langellier, Director Phone: (928) 445-3122 A.R.S. § 41- 831 Mission: To: serve as an educational and cultural center, which fosters public and community understanding and appreciation of historical, social, and natural aspects of Arizona, with emphasis on the Central Highlands, and which promotes involvement in and support for research, collections, conservation, exhibits, and related programs. 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 governor's residence and offices. The nearly 4 acre landscaped campus includes seven restored historic structures, featuring the territorial Governor's Mansion (1864) and the Victorian-era Bashford House (1877). A modern Museum Center (1977) hosts changing exhibits, historic theater, artifacts storage of extensive historic and prehistoric objects,. A large Archive- Library, in an adjacent state of the art structure built in 1993 houses approximately 100,000 images and documents. A branch museum at the VA Center interprets the history of Ft. Whipple. Public programs include the Folk Arts Fair, Prescott Indian Art Market, Folk Music Festival, Day of the Dead (dia de los muertos), Territorial Christmas, Blue Rose Theater historical productions, historical reenactments in both indoor and outdoor settings, heritage gardens, lecture series, and education tour as well as outreach opportunities for children and adults. All these activities contribute significantly to cultural tourism enhancing the quality of life for the local community and contributing to the economic well being of the local area and the sate. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 762.6 762.8 FY 2010 Estimate 978.8 State employees. Any investment in human capital is not complete without investing in the people who deliver the services such as the employees of the State of Arizona. The sacrifice that State employees have made over the past years has been enormous. Turnover and vacancies are high, as even the most dedicated staff members find better opportunities elsewhere. A State audit conducted in the 1990s revealed a discrepancy in salaries for Prescott Historical Society staff in comparison to comparable positions in the Arizona Historical Society, but no effort was made to adjust for parity. Moreover, in 2001, a multi-year proposal was put on the table to bring State employees up to within five percent of comparable jobs in the private sector; never came to full fruition. A State audit of salaries and like positions in simila agencies is strongly suggested for FY2010, and adjustments made based on the findings in FY2011. Issue 4 Deteriorating facilities To make necessary maintenance, improvements and repairs to existing structures that insure their continued viability as historic buildings and exhibit halls. Lack of adequate staff to perform routine maintenance coupled with a lack of budget to effect this work has caused several of the historic structures to need urgent attention to avoid serious problems occurring. Lack of budget has not allowed the replacement of worn and outdated heating and cooling units in one historic building and two exhibit halls. During FYs 2007, 2008, and 2009 capital improvement funds were sought from the State to address the deterioration of facilities, construction, renovation, or replacement of proper protective fencing, parking lots, and sidewalk replacement for safety , but no funding has been forthcoming. To address these requirements funding is required as follows: Historic Bashford House Renovation Est. Cost $87,000 FY 2009; Historic Fremont House Renovation Est. Cost $20,000 FY 2009;Perimeter Fencing and Landscape restoration Est. Cost $150,000 FY 2010; West Parking Lot Renovation/sidewalk additions Est. Cost $80,000 FY 2010;Replacement of Gurley St. Sidewalks Est. Cost $45,000 FY 2011; Sharlot Hall Building Renovation Est. Cost $470,000 FY 2011 To improve the service of the Sharlot Hall Museum to the ‹ Goal 1 museum visitor, the community, and the state. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 30,200 31,000 854.5 854.5 Number of people served (includes museum, festival, and theatre attendees; and researchers) 29,925 884.9 98 98 1,647.5 1,617.3 1,833.3 Percent of museum clients pleased with service 97.5 Program Total FTE Positions 22.0 23.0 26.0 37,538 38,000 39,000 3,086 3,250 3,300 Other Appropriated Funds Other Non Appropriated Funds Number of volunteer hours Number of museum researchers Explaination: Strategic Issues: Issue 1 Number of web site unique visitors Short-term: Understaffed To address the Prescott Historical Society’s operation of the Sharlot Hall Museum acquisition of new property and existing property that will transform from rental space to museum space, and a small staff already challenged to keep up with existing buildings (14) and grounds (+/- 4 acres), requires the following actions to reinstate three FTE positions lost from past reductions in force and to rehire two FTE positions left vacant by retirement as well as add two positions: FY2009 hire a museum education curator, a museum custodial supervisor, and an administrative assistant III at an estimated increased budget allocation of $100,000 per annum; (salary/benefits) ; FY2010 to reinstate two state FTEs a building maintenance tech III and a museum registrar position left vacant by a required internal reorganization, and add 1 FTE state accountant I at an estimated increased budget allocation of $70,000 per annum (salary/benefits); FY2011 to add an FTE state living history coordinator and a PTE assistant custodian in at an estimate $40,000 (salary/benefits). Issue 2 In FY2008 Library closed for one month to relocate to new facility ‹ Goal 2 225,386 228,000 229,000 To undergo phased facility expansion, bringing needed square footage for public and non-public uses. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Capital campaign dollars raised to build new square footage (in thousands) 110.0 190.0 100.0 Increase in number of dues-paying members 1,327 1,400 1,550 Performance Measures ‹ Goal 3 To increase the private, non-state funding support for expansion and operations Performance Measures Dollars of supplemental non-state funds per annum in thousands FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,500,000 300,000 500,000 Long-term: Cramped facilities To increase museum spaces by remodeling and utilizing property purchased with state capital appropriations and nonprofit private funds in 2003 and 2004. These additional areas allow the ability for the first facility expansion program since 1978. To build a structure dedicated to use by the trades portion of the staff, and in FY2011 add an entry visitors center to better serve the public, increase admissions efficiency, and provide a rational campus flow. Estimated costs $2,500,000. Page 214 All dollars are presented in thousands (not FTE). Prescott Historical Society of Arizona the efficient allocation of federal dollars in advance of suspense dates. Agency Summary HLA 0.0 Explaination: Results expressed as a percentage. FY 2008 FY 2009 Performance Measures Actual Estimate DEPARTMENT OF HOMELAND SECURITY Leesa Berens Morrison, Director Phone: (602) 542-7013 Conduct 24 sub-grantee site visits per year. 20 24 FY 2010 Estimate 24 Explaination: Measurement expanded to include full-site monitoring in FY2009 FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate A.R.S. § 41-4252 Mission: To enhance Arizona’s preparedness and provide strategic direction for securing Arizona. Total amount of unexpended grant funds reverted to the Federal Government. Explaination: 0 0 0 Results expressed in whole dollars. Description: The Arizona Department of Homeland Security provides strategic direction for enhancing regional capability and capacity to prevent terrorist attacks within Arizona, reduce Arizona's vulnerability to all critical hazards, and minimize the damage and recover from all critical hazards that affect the safety, well-being and economic security of the citizens of Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 2,099.9 0.0 Other Non Appropriated Funds 20,134.3 46,698.0 46,698.0 Program Total 20,134.3 46,698.0 48,797.9 FTE Positions 17.0 18.0 22.0 Strategic Issues: To provide strategic direction to Arizona on Homeland Security issues, to improve regional all-hazard preparedeness and response collaboration, and to provide quality management of homeland security grants to Arizona. To improve regional collaboration on homeland security ‹ Goal 1 issues within Arizona. Issue 1 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11 20 20 Conduct at least four Regional Advisory Council meetings within each region each fiscal year. Explaination: ‹ Goal 2 4 Regional Advisory Council Meetings in each of 5 Regions To provide strategic direction for enhancing regional preparedness. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 90 90 Acknowledge stakeholder inquiries within 1 business day of receipt. Explaination: Result expressed as percentage. Not tracked until FY 2008 Starting with Federal Fiscal Year 2008 Grants, process sub-grantee agreements within 15 days of receipt of a signed sub-grantee agreement and workbook. Explaination: 0 90 90 Result expressed as percentage. Not tracked until FY 2009. Process sub-grantee reimbursement requests within 15 days of receipt of a complete reimbursement request packet. Explaination: 82 90 90 Results expressed as a percentage. Not tracked until FY 2008. Percentage of direct stakeholders reporting satisfaction with Arizona Department of Homeland Security services. 86.7 80 80 Explaination: Results expressed as percentage. Not tracked until FY 2008. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Review and update the State Homeland Security Strategy annually. Explaination: ‹ Goal 3 Y Y Y Result expressed as yes (Y) or no (N). To effectively manage Federal homeland security funds. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Comply with all federal mandates for Department of Homeland Security All dollars are presented in thousands (not FTE). Page 215 application) Explaination: Agency Summary HEA 0.0 BOARD OF HOMEOPATHIC AND INTEGRATED MEDICINE EXAMINERS Christine Springer, Executive Director Phone: (602) 542-3095 Explaination: Explaination: Mission: To protect the public health, safety, and welfare by regulating Allopathic and Osteopathic physicians who apply for a homeopathic medical license and registering homeopathic medical assistants that work under the supervision of licensed homeopathic physicians that practice within the State of Arizona. The Board of Homeopathic Medical Examiners regulates the practice of homeopathic medicine in Arizona. Homeopathy is a form of alternative medicine in which the fundamental premise for treatment is the belief that diseases are cured by medicines, given in tiny doses, that create symptoms similar to those the patient is experiencing, triggering the body’s natural immune reactions. The Board 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. Licensees renew their licenses and dispensing permits annually 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. The Board also registers homeopathic medical assistants that work under the supervision of licensed homeopathic physicians within Arizona. Homeopathic medical assistants renew their registrations annually every December. Physician licenses are renewed every year on the initial month of licensure. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 95.1 117.3 129.4 0.0 0.0 0.0 Program Total 95.1 117.3 129.4 FTE Positions 1.0 1.0 2.0 Other Appropriated Funds Other Non Appropriated Funds Explaination: Strategic Issues: 235 226 232 206 210 213 179 199 201 based on physician, medical assistant, and dispensing permits Average number of days from receipt of completed application to issuance or denial of certification 52 49 50 To receive, investigate, and adjudicate complaints consistent with the published timeframes of the board. Performance Measures Percent of complaints resolved within 180 days. Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 47 55 60 8 out of 17 complaints closed in less than 120 days Number of complaints or inquiries received 20 18 22 Complaints resolved by taking disciplinary action against licensee (includes LOC and Suspension) 10 8 10 1 2 3 140 148 Suspension Explaination: Summary suspension 08-01 Average number of days per investigation from start to final adjudication Percent of licensees with disciplinary action Explaination: 2 3 2 18 19 Ongoing 2008: Consent=1; Censure=1 Total number of investigations conducted Explaination: 21 Includes complaints investigated but not necessarily closed in FY 2008 To collect, update, and deliver information in a timely manner concerning licensees' location, practice modalities, and status for the public record. Performance Measures Percent of information inquiries responded to within 48 hours Explaination: 134.35 Based on the total number of calendar days (2284) accrued in adjudicating all closed complaints divided by total number of closed complaints (17) Explaination: ‹ Goal 3 Issue 1 Implement performance audit recommendations within 24 months of legislative vote to continue Board mandate. The Board has been implementing the performance audit recommendations and has complied with all of the recommendations in Finding 2 regarding complaints; implemented all but one recommendation in Finding 1 and is in process with recommendations in Finding 3 particularly as it relates to the written examination. Supplemental appropriation for 2009 was granted by the legislature and will be used to hire a professional organization to assist in the validation of the written homeopathic examination. 28 Total includes number of physicians, dispensing permits, assistants, and chelation permits renewed. Renewal receipts mailed within 72 hours of receipt of completed application (does not include chelation Permits) ‹ Goal 2 25 Dispensing=56; Physicians=106; Assistants=37; Chelation=27 Number of licenses renewed Explaination: Description: 22 6 physicians, 8 medical assistants, 5 permits, 3 chelation reviews Licenses eligible for renewal (physicians, dispensing permits, chelation permits, and medical assistants) A.R.S. § 32-2901 Issue 2 8 physicians, 9 medical assistants, 5 dispensing, 3 chelation reviews New licenses issued (physician, assistants, chelation permits, and dispensing) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 95 92 Includes email, packet requests, phone messages Medical investigator training The Board has obtained medical investigators to conduct medical record reviews. This strategic issue is not yet fully implemented. The Board has received limited training from a previous attorney general. The outside investigators that have agreed to provide medical record reviews have received one on one training in report writing and one has become very capable in writing reports. Four others still need training. The Board will continue to work on providing this training. To issue, renew, or deny licenses, permits, and registrations ‹ Goal 1 in a timely manner. Performance Measures Applications received (includes physicians, assistants, dispensing permits and chelation protocol reviews filed with an initial Page 216 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22 25 30 All dollars are presented in thousands (not FTE). oard of Homeopathic and Integrated Medicine Examiners Agency Summary HDA 0.0 Program Summary HDA 1.0 ARIZONA DEPARTMENT OF HOUSING HOUSING DEVELOPMENT AGENCY Fred G. Karnas, Jr., Director Phone: (602) 771-1000 Carol L. Ditmore, Assistant Deputy Director of Operations Phone: (602) 771-1062 A.R.S. §§ 41-3951 to 41-3953 A.R.S. §§ 41-1505; 41-1512; 41-1518 Mission: Mission: To provide housing and community revitalization to benefit the people of Arizona. To provide housing and community revitalization to benefit the people of Arizona. Description: Description: The Agency provides housing and community revitalization to benefit the people of Arizona by addressing the unique and changing housing needs in this state. As Arizona grows and the economic and special needs of its population change, the Agency is in a position to recognize those unique and changing needs and to respond throughout the state. Creative solutions are developed to be responsive to rural and urban areas as well as to special populations. The Agency is working toward sustaining current initiatives and simultaneously maintaining the flexibility to respond to new demands for affordable housing and smart growth efforts. The department provides both state and federal funding to promote housing and community development activities as well as expertise and technical assistance to address these issues. The agency works closely with local governments, nonprofit and for-profit housing developers, social service agencies, tribal entities, public housing authorities and others to achieve its mission. The Agency was established to provide housing and community revitalization to benefit the people of Arizona, by addressing the unique and changing housing needs in Arizona. As Arizona grows and the economic and special needs of its population change, the Agency will be positioned to recognize those needs and respond throughout the State. Creative solutions will be developed to be responsive to rural and urban areas as well as to special populations. The Agency will work toward sustaining current initiatives and simultaneously respond effectively to new demands for affordable housing. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ HOUSING DEVELOPMENT AGENCY ¾ HOUSING FINANCE FY 2009 Estimate FY 2010 Estimate 93,384.6 110,927.5 117,688.8 4,215.6 4,871.5 5,129.7 AUTHORITY FY 2008 Actual General Funds 97,600.2 FY 2008 Actual General Funds 0.0 115,799.0 FY 2009 Estimate 0.0 122,818.5 FY 2010 Estimate 0.0 886.5 944.8 1,136.4 Other Non Appropriated Funds 96,713.7 114,854.2 121,682.1 Program Total 97,600.2 115,799.0 122,818.5 FTE Positions 72.0 72.0 71.0 Other Appropriated Funds Strategic Issues: Increase availability and sustainability of safe, decent, affordable housing in Arizona. The agency's key issue is to ultimately make a difference in the amount of safe, decent, and affordable housing that is available within the state, as such housing is an essential component to improving or sustaining the quality of life for every individual. Access to decent housing impacts every other aspect of life, including education, job security, health, safety, and general welfare. Issue 1 FY 2010 Estimate 0.0 0.0 0.0 944.8 1,136.4 Other Non Appropriated Funds 92,498.1 109,982.7 116,552.4 Program Total 93,384.6 110,927.5 117,688.8 FTE Positions 67.5 68.5 67.5 ‹ Goal 1 To provide homeownership opportunities and a mix of rental options for Arizonans. Total number of households assisted with eviction or foreclosure in order to prevent homelessness Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12,348 12,471 12,596 Due to the foreclosure crisis, in FY2008 the agency allocated additional dollars to this program. Total funds committed to homeownership programs including construction and acquisitions, rehabilitation of new and existing units, and first-time buyers. (rounded to thousands) Explaination: 16,797 17,301 17,820 Private market conditions may affect this program - positively or negatively. When the price of homes declines the agency may be able to assist more homeowners with less dollars. Total number of households assisted with homeownership assistance through down payment and closing cost assistance, acquisition and rehabilitation of units for new homebuyers, new construction of new units or rehabilitation of currently occupied units. 1,225 1,262 1,300 151,578. 157,642. 163,947. 3,266 3,397 3,533 Total number of individuals assisted with information on available affordable rental units through the agency's website 155,237 159,894 164,690 Total number of publicly funded rental units monitored for health and safety issues 13,372 15,092 21,329 Total funds committed to affordable rental units. (Numbers rounded to thousands) Total number of affordable rental units assisted/produced Explaination: ‹ Goal 2 The number of units required to be monitored is expected to increase annually due to addition of new units being created through ADOH's rental programs. To recruit, retrain and maintain a qualified, professional work force. Performance Measures Percent of agency turnover Arizona Department of Housing FY 2009 Estimate 886.5 Other Appropriated Funds Performance Measures Agency Total: Funding and FTE Summary: (Thousands) Funding and FTE Summary: (Thousands) All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10.14 10.24 10.44 Page 217 ‹ Goal 3 To maintain and further improve quality working relationships with our partners. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.19 5.29 5.4 Results of customer satisfaction survey (7=excellent; 4=satisfactory; 1=poor) Program Summary HDA 2.0 HOUSING FINANCE AUTHORITY Carol L. Ditmore, Assistant Deputy Director of Operations Phone: (602) 771-1062 A.R.S. §§ 41-3901 through 41-3912 Mission: To serve as a tool to augment the affordable housing goals of the Arizona Department of Housing for rural Arizona. Description: The Arizona Finance Authority serves as a tool to augment the affordable housing goals of the Arizona Department of Housing, primarily through bond issuances to finance the development and sustainability of affordable rental units and promote homeownership opportunities in rural Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 4,215.6 4,871.5 5,129.7 Program Total 4,215.6 4,871.5 5,129.7 FTE Positions 4.5 3.5 3.5 ‹ Goal 1 0.0 To augment the programs of the Arizona Department of Housing by further providing homeownership opportunities and a mix of rental options for Arizonans in rural parts of the state. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 53,195. 45,791. 56,434. 645 664 684 Total number of rental projects approved 0 2 2 Total number of rental units created in approved rental projects 0 100 100 Performance Measures Total funds utilized for homeownership program through bond issuances for Mortgage Revenue Bonds (MRB), Mortgage Credit Certificates (MCC) or a combination of these two programs. Also includes down payment and closing cost assistance made available through the AzHFA's Homes for Arizonans Program, which is used in combination with the MRB and MCC products. (Numbers rounded to thousands) Total number of low-income households assisted into homeownership through the homeownership program Page 218 All dollars are presented in thousands (not FTE). Arizona Department of Housing Performance Measures IAA Agency Summary 0.0 Host at least 2 each year with the Tribes and Legislators in Tribal Communities. COMMISSION OF INDIAN AFFAIRS Kenneth G. Poocha, Executive Director Phone: (602) 542-3123 Performance Measures Increase the number of registered Indian voters by 5% each year. A.R.S. §§ 41-541 to 41-545 ‹ Goal 3 Mission: To build partnerships, improve intergovernmental relations, and enhance social and economic prosperity for the 22 Tribes/Nations of Arizona. Performance Measures The Arizona Commission of Indian Affairs (ACIA) has a legislative mandate (A.R.S. § 41-541 to 41-545) to assist and support state and federal agencies in assisting Indians and Tribal councils to develop mutual goals, to design projects for achieving goals and to implement their plans. The Commission also has the following responsibilities: collect and provide facts needed by Tribal, State and Federal agencies to work together effectively, advise the Governor and the Legislature in Tribal issues, confer and coordinate with other governmental entities and legislative committees regarding Indian needs and goals, improve relationships between Indians and non-Indians, raise awareness of the needs of Indians in the state, promote increased participation by Indians in local and state affairs, assist Tribal groups in self-government, and assist urban Indians. To hold at least 3 training per year. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2009 Estimate FY 2010 Estimate 0 2 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 5 5 To provide State government including the Office of the Governor and the Arizona Legislature with current and accurate information relating to Tribal and Urban Indian communities. Description: ‹ Goal 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6 3 3 To strengthen the relationship between the business and non-profit communities and Tribal and Urban Indian communities. Performance Measures To host 2 forums per FY between tribal and urban communities and the business and non-profit industry. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 FY 2010 Estimate 212.2 234.4 306.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 212.2 234.4 306.6 FTE Positions 3.0 3.0 4.0 Strategic Issues: Over the past decade the relationship between tribes and states not only in Arizona but throughout the country has dramatically changed. Over the past decade the relationship between tribes and states, not only in Arizona but throughout the country, has dramatically changed. Though many issues continue to remain part of the Federal trust responsibility, states have taken a larger role in issues such as health care, transportation, natural resources including water rights, land use and development and gaming. It is imperative that Arizona stays on the forefront of these issues and continues to maintain a strong open relationship with tribal governments, and the Commission of Indian Affairs seeks to maintain and improve this relationship. To improve and strengthen the communication between ‹ Goal 1 Arizona's 22 Indian Tribes and Urban Indian communities and the State government. Issue 1 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 73 75 75 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85 85 85 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 2 2 Percent of customer surveys rating overall satisfaction as good, better or excellent Performance Measures Percent of overall satisfaction ratings that are good, better or excellent. Performance Measures Holding at least two post Town Hall meeting/Legislative workshops ‹ Goal 2 To increase the participation of Indians in State government. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6 4 4 Producing a newsletter at least quarterly. Arizona Commission of Indian Affairs All dollars are presented in thousands (not FTE). Page 219 ICA Agency Summary 0.0 ICA Program Summary 1.0 INDUSTRIAL COMMISSION OF ARIZONA ADMINISTRATIVE SERVICES Larry Etchechury, Director Phone: (602) 542-4411 Gary R. Norem, Accounting Manager Phone: (602) 542-5380 A.R.S. § 23-108.01 A.R.S. § 23-1, Art. 1 Mission: Mission: To efficiently administer and effectively enforce all applicable laws, rules, and regulations not specifically delegated to others relative to the protection of life, health, safety, and welfare of employees within the State. To provide support services necessary to ensure the efficient and effective operation of the Industrial Commission. Description: Description: The Industrial Commission is a regulatory agency that was created in 1925 to oversee the state workers' compensation system. While the Commission is still responsible for its original charge, its role over the years has expanded to cover other labor-related issues, including minimum wage laws; occupational safety and health; youth employment laws; resolution of wage related disputes; licensing of employment counseling and talent agencies; vocational rehabilitation; and provision of workers' compensation benefits for claimants of uninsured employers, insolvent carriers, and bankrupt self-insured employers. FY 2008 Actual Program ¾ ADMINISTRATIVE SERVICES ¾ WORKERS COMPENSATION FY 2009 Estimate FY 2010 Estimate ADMINISTRATION Agency Total: Other Non Appropriated Funds 90.5 90.5 Program Total 3,848.0 4,198.8 4,198.8 49.0 49.0 49.0 3,654.4 4,021.3 4,021.3 ‹ Goal 1 5,099.0 5,545.9 5,545.9 741.4 901.4 901.4 7,392.1 788.5 1,029.7 1,029.7 1,628.8 1,734.6 1,734.6 22,940.6 24,823.8 24,823.8 PROCESSING LEGAL COUNSEL Other Appropriated Funds 88.7 Other Non Appropriated Funds To process all personnel actions in an effective manner on a timely basis. Performance Measures Actions processed Administration as a percent of total cost ‹ Goal 2 ¾ SPECIAL FUND CLAIMS General Funds 0.0 4,108.3 4,198.8 AND HEALTH ADMINISTRATION Funding and FTE Summary: (Thousands) 0.0 4,108.3 4,198.8 7,392.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 18,440.0 19,859.7 19,859.7 4,500.6 4,964.1 4,964.1 22,940.6 24,823.8 24,823.8 FTE Positions 322.0 322.0 322.0 Strategic Issues: Issue 1 Performance Measures The prevailing issues in workers' compensation are focused around medical costs. Recent court cases have highlighted the difficulty associated with hospital costs, which may mean that there is a more concerted effort to regulate those costs. Additionally, there have been discussions regarding the need to establish treatment guidelines with respect to the treatment of injured workers. Both of these complex subjects will undoubtedly be addressed in legislative forums and will take the cooperation of all parties to come to a satisfactory conclusion. Since the Industrial Commission already regulates physician costs, it is assumed that the Industrial Commission will be very much involved in these issues as well. Page 220 FY 2009 Estimate FY 2010 Estimate 16,439 18,262 19,000 18.0 20.0 21.0 9.4 9.4 9.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Claims and invoices processed 43,085 43,400 43,800 Warrants issued 20,455 21,000 21,000 130 100 100 1,816 1,850 1,875 877 875 900 Average invoices not processed at months end Requisitions processed Purchase orders processed ‹ Goal 3 To process all self-insurance new applications and renewal applications efficiently and in a timely manner. Renewals and applications processed ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75 97 97 To resolve problems concerning claims of injured workers in efficient manner on a timely basis. Performance Measures Workers' Compensation Benefit Levels FY 2008 Actual To process all accounting transactions correctly on a timely basis. Performance Measures Program Total FY 2010 Estimate 0.0 3,848.0 7,180.5 FY 2009 Estimate 3,759.3 Percent of Agency staff turnover ¾ OCCUPATIONAL SAFETY ¾ FY 2008 Actual General Funds FTE Positions CLAIMS ASSURANCE ¾ ADJUDICATION OF DISPUTES ¾ LABOR LAW Funding and FTE Summary: (Thousands) Other Appropriated Funds ($ Thousands) Agency Summary: Provides the following services: budgeting; accounting; data processing; purchasing; facilities management; workers' compensation statistical reporting; ombudsman's office for workers' compensation; printing and mailing services; personnel services; processing and evaluation of applications for self-insured employers; procurement services and federal grant administration. Number of claimants contacted Claimant's cases resolved All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,665 5,000 5,000 24 100 100 Industrial Commission of Arizona ICA Program Summary 2.0 ICA Program Summary 3.0 WORKERS COMPENSATION CLAIMS ASSURANCE ADJUDICATION OF DISPUTES Noreen Thorsen, Manager Phone: (602) 542-4661 Harriet Turney, Chief Judge Phone: (602) 542-5247 A.R.S. § 23-6 A.R.S. § 23-6, Art. 3 Mission: Mission: To ensure that all workers' compensation claims are processed in accordance with the rules and laws of Arizona. To adjudicate legal disputes in the areas of workers' compensation, occupational safety and health (OSHA) and youth employment. Description: Description: The program regulates activities of insurance carriers, third party processors and self-insurers who process industrial injury claims; assesses penalties for bad faith or unfair claims processes; ensures that every injured worker is treated fairly and properly cared for in compliance with the law; and ensures that claims are accepted or denied within 21 days of receipt of notices of claim. Division makes determinations such as issuing awards for facial scarring and loss of teeth, approvals or denials of requests to leave the State, approvals or denials of requests to change physicians, average monthly wage awards and loss of earning capacity awards. The Division resolves disputes in workers' compensation cases arising out of decisions made by insurance carriers, self-insured employers or the Industrial Commission. The Division also adjudicates appeals by employers in OSHA and youth employment labor cases. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 3,522.4 3,846.7 3,846.7 132.0 174.6 174.6 Program Total 3,654.4 4,021.3 4,021.3 FTE Positions 85.0 85.0 85.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure that permanent disability awards are issued in timely manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,611 3,000 3,000 92.1 90.0 90.0 Awards issued Percent of awards issued within 75 days ‹ Goal 2 To complete employees average monthly wage in most effective, efficient manner possible. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19,123 16,000 16,000 95.8 90.0 90.0 Number of wage determinations issued Percent determined within 45 days ‹ Goal 3 To process lump sum settlement requests in the most efficient manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 53 50 50 97.0 80.0 80.0 Lump sum requests processed Percent of requests processed within 15 days ‹ Goal 4 To process initial filing of Workers Compensation Claims on timely basis. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 122,101 150,000 150,000 97.0 97.0 97.0 Number of claims for workers' compensation processed Percent processed within five days ‹ Goal 5 To ensure that workers' compensation claims are processed in a timely and efficient manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.1 7.1 7.1 Customer satisfaction rating for workers' compensation program (Scale 1-8) Industrial Commission of Arizona Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 5,099.0 5,545.9 5,545.9 0.0 0.0 0.0 Program Total 5,099.0 5,545.9 5,545.9 FTE Positions 55.0 55.0 55.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To process and set hearings so that they are heard in a timely manner. Performance Measures Number of petitions for hearing received: workers compensation FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,783 6,750 6,750 Petitions for hearing received: OSHA 77 65 70 6,353 6,400 6,450 Average number of days to resolve a case by the administrative law judge division 109 115 112 Customer satisfaction rating for workers' compensation program (Scale 1-5) 4.0 3.7 3.8 Awards issued: Workers' Compensation ‹ Goal 2 To process requests for hearing in the most efficient, cost effective manner. Performance Measures FY 2008 Actual Awards issued without hearing Number of hearings conducted by the administrative law judge division ICA 4.0 FY 2009 Estimate FY 2010 Estimate 0 4,300 0 5,157 5,150 5,200 Program Summary LABOR LAW ADMINISTRATION Randall Maruca, Director Phone: (602) 542-4515 A.R.S. § 23-3, Art 2, 23-2, Art 3, 7 Mission: To enforce and provide administration of labor laws regarding the protection of wage claimants, youth employees and users of employment agencies. Description: The program shall enforce all statutes and rules concerning the resolution of wage complaint disputes, the licensing and regulation of private employment agencies, the enforcement of youth employment laws which involve the issuing of penalties for violations, and the enforcement of minimum wage laws. All dollars are presented in thousands (not FTE). Page 221 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 737.1 881.4 881.4 4.3 20.0 20.0 Program Total 741.4 901.4 FTE Positions 18.0 18.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 2,904.9 2,713.1 2,713.1 Other Non Appropriated Funds 4,275.6 4,679.0 4,679.0 901.4 Program Total 7,180.5 7,392.1 7,392.1 18.0 FTE Positions 73.0 73.0 73.0 To efficiently enforce the Child Labor Laws in a timely manner. General Funds FY 2008 Actual ‹ Goal 1 To effectively enforce all OSHA standard in safety compliance and industrial hygiene. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,128 1,200 1,200 169 175 175 Violations confirmed 45 60 60 Health violations 1,105 1,200 1,200 Turnover time (time violations known to Labor to time violation confirmed ( in days) 24 45 45 Number of safety compliance inspections 1,020 1,250 1,300 Safety violations found 1,863 2,000 2,200 Performance Measures Number of injury reports reviewed Child labor law violations investigated ‹ Goal 2 To efficiently process and investigate wage claims in a timely manner. Performance Measures Number of claims filed Average months to complete investigation ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,295 3,000 3,000 2.5 3.0 3.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.5 2.0 2.0 100.0 80.0 80.0 License applications processed 6 10 10 Complaints investigated 3 10 10 Average months to complete investigation Percent of licenses processed within 90 days ‹ Goal 4 To efficiently monitor, process, investigate and enforce minimum wage laws. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,620 2,000 2,000 Complaints filed 58 70 70 Complaints resolved administratively 15 15 15 Violations issued 41 55 55 1.7 3.0 3.0 42 50 50 Performance Measures Inquiries Average months to complete investigation On-site audits and reviews completed ‹ Goal 2 5.0 FY 2010 Estimate 392 500 500 FY 2008 Actual Safety consultation surveys FY 2009 Estimate FY 2010 Estimate 815 640 700 2,456 2,400 2,400 Health consultation surveys 171 165 200 Hazards 748 600 650 ‹ Goal 3 To provide statewide training programs to employees concerning specific safety related functions that are timely and effective. FY 2008 Actual Performance Measures Programs Employers trained Employees trained ‹ Goal 4 FY 2009 Estimate FY 2010 Estimate 404 400 400 3,068 2,500 2,500 6,341 6,000 6,000 To ensure that there is no danger to employees or the general public from Arizona boilers or elevators. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Boilers inspected 1,615 2,000 2,500 Deficiencies identified 1,199 1,300 1,400 Elevators inspected 5,847 6,000 6,000 Deficiencies identified 5,431 5,500 5,500 Performance Measures Program Summary 6.0 SPECIAL FUND CLAIMS PROCESSING Program Summary OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION Darin Perkins, Director Phone: (602) 542-5795 David Sosa, Special Fund Manager Phone: (602) 542-3294 A.R.S. § 23-1065(B-G) A.R.S. § 23-2, Art 10 Mission: Mission: To ensure the safety of employees in the State of Arizona covered by the Arizona Occupational Safety and Health Act. Description: The Division administers the Arizona Occupational Safety and Health Act. The Division is responsible for enforcing the occupational safety and health standards in all industries in Arizona except mining, establishments located on Indian reservations, and federal agencies. The Arizona Division of Occupational Safety and Health focuses its efforts on compliance and consultation as it relates to Arizona's Occupational Safety and Health Act. Page 222 FY 2009 Estimate To provide effective and timely voluntary consultation services to aid employers in recognizing and abating work place hazards. Performance Measures ICA ICA FY 2008 Actual Number of health compliance inspections Hazards To efficiently process and monitor the licensing of private employment agencies. Performance Measures Performance Measures To provide benefits to all injured employees not covered by regular workers' compensation insurance coverage or by self-insurance coverage in Arizona. Description: The program processes all claims for injured workers where the employer failed to provide workers compensation insurance; provides continual workers' compensation benefits for claimants of insolvent carriers and bankrupt self-insured employers; provides partial coverage of workers' compensation benefits for second injury claims; provides vocational rehabilitation benefits; and provides continuing medical benefits for pre1973 workers' compensation claimants. All dollars are presented in thousands (not FTE). Industrial Commission of Arizona Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 788.5 1,029.7 1,029.7 0.0 0.0 0.0 Program Total 788.5 1,029.7 1,029.7 FTE Positions 19.0 19.0 19.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To process claims of injured Special Fund claimants in timely manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19.3 19.0 19.0 Average days between receipt of claims notice and issuance of award Supportive care awards issued 19 18 18 No insurance awards issued 2,748 2,850 2,950 Rehabilitation awards issued 118 120 125 ICA Collection files opened 495 400 400 Delinquent collection accounts to Attorney General's office 172 170 170 12 15 15 Subrogation files opened ‹ Goal 3 To effectively enforce compliance by Arizona employers with Arizona Workers' Compensation Insurance requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of compliance referrals 2,037 2,100 2,100 Employers identified as uninsured 1,031 1,000 1,000 Compliance investigations completed 750 750 750 Civil penalties issued 144 150 150 Employers insured through our efforts 243 250 250 43 50 50 Performance Measures Injunctive proceeding initiated Program Summary 7.0 LEGAL COUNSEL Laura L. McGrory, Chief Counsel Phone: (602) 542-5781 A.R.S. § 41-192 Mission: To represent the Industrial Commission of Arizona in all legal matters affecting the Agency. Description: The program represents the Special Fund Division, the OSHA Division, and the Labor Department in all legal matters affecting or involving these Divisions. The program promulgates rules for the Agency, provides legal advice as requested by Commission and agency staff, represents the Agency in personnel matters, initiates collection of no-insurance accounts receivables and third party liens, and operates a program for processing and collecting of other delinquent accounts. The program also operates a compliance program that targets by Arizona employers who are operating without workers' compensation insurance. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,628.8 1,734.6 1,734.6 0.0 0.0 0.0 Program Total 1,628.8 1,734.6 1,734.6 FTE Positions 23.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide quality legal representation to the Agency in contested legal matters. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate No Insurance cases referred for hearing 159 160 160 OSHA cases referred for hearing 76 80 80 Apportionment/Supportive Care Matters 90 100 100 Performance Measures Number of wage claim appeals 4 5 5 Litigation investigations completed 64 70 70 Civil Penalty Cases referred to hearing 44 50 50 Matters related to assignment of claims under ARS 23-966 33 30 30 Legal opinions & other miscellaneous 136 125 125 Rulemaking/Regulatory/Compliance/L egislation 6 15 15 ‹ Goal 2 To effectively collect debts owed to the Industrial Commission. Performance Measures FY 2008 Actual FY 2009 Estimate 19 20 Collection investigations completed Industrial Commission of Arizona FY 2010 Estimate 20 All dollars are presented in thousands (not FTE). Page 223 IDA Agency Summary 0.0 DEPARTMENT OF INSURANCE Christina Urias, Director Phone: (602) 364-3471 A.R.S. § 20-101 Mission: To faithfully execute the state insurance laws in a manner that protects insurance consumers and encourages economic development. Description: The Department of Insurance licenses and authorizes the transaction of insurance business by insurers, producers, and other insurance-related entities regulated under A.R.S. § 20; monitors and promotes the financial safety and soundness of insurers transacting business in Arizona; oversees the rehabilitation, liquidation and performance of claims obligations of insolvent insurers; 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; oversees the development of the captive insurance industry; and annually collects over $400 million in insurance premium taxes and other revenues that benefit the General Fund. FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ POLICY AND 1,489.1 1,507.0 1,467.7 ¾ SOLVENCY REGULATION ¾ CONSUMER SUPPORT ¾ FRAUD INVESTIGATION AND 3,844.3 11,343.5 11,344.0 5,402.6 5,588.2 5,736.9 1,310.8 1,381.9 1,522.5 921.8 822.6 834.5 246.2 219.8 219.1 ADMINISTRATION DETERRENCE ¾ LICENSING ¾ PREMIUM TAX COLLECTIONS AND ANALYSIS ¾ CAPTIVE INSURER PROGRAM Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 341.6 261.5 261.5 13,556.4 21,124.5 21,386.2 FY 2009 Estimate FY 2010 Estimate 7,233.1 7,369.7 102.1 0.0 0.0 6,221.2 13,754.8 13,694.4 Program Total 13,556.4 21,124.5 21,386.2 FTE Positions 150.8 158.3 150.3 Other Appropriated Funds Other Non Appropriated Funds Indeed, considering the events following Katrina and the current sub-prime banking and mortgage/credit crisis, the federal government has a questionable track record when it comes to corporate and financial industry regulation. By contrast, the insurance industry remains solvent and profitable; state regulators have successfully prevented large-scale insurer insolvencies and their potential cascading effects on the economy. Nonetheless, insurers’ push towards federal regulation is gaining a foothold in Congress and the threat of at least some preemption of state insurance regulation is very real (approximately 100 insurance related bills proposed this congressional session). Working cooperatively with industry and consumer groups, the Arizona Department of Insurance and other state insurance regulators have continuously improved the efficiency and effectiveness of the state-based regulatory system to foster a sound, competitive and market-responsive insurance industry, both nationally and globally. Issue 2 ($ Thousands) Agency Summary: are more directly accountable to their constituencies (as opposed to federal accountability) and have a greater stake in protecting their own citizens and retaining state insurance premium tax revenues (in Arizona, this equals approximately $400 million annually that might otherwise go to the federal government in the event of federal insurance regulation). In sum, state insurance departments are better equipped than the federal government to handle individual consumer complaints, local insurance market fluctuations, and the investigation and prosecution of insurance law violations through the State Attorney General’s Office, County Attorney’s Office, Office of Administrative Hearings and state superior courts. 7,691.8 Issue 3 Strategic Issues: Issue 1 State-based Insurance Regulation The most critical issue facing Arizona and all other states is the modernization and preservation of state insurance regulation. Advocates for federal insurance regulation (a federal insurance regulator) question whether the states can provide uniform and efficient insurance regulation on a national scale to minimize the cost and inconvenience of multi-state licensing and regulation of insurers doing business in various states across the country. In a dynamic and competitive global insurance market, US insurers need to introduce new products quickly. Advocates for a federal regulator believe state regulation (50 state regulators with 50 different sets of laws and requirements) is an impediment to that objective. State insurance regulation supporters believe the most crucial consumer protection issues occur at the local level, including public policy and local market and environmental conditions. State policymakers and regulators Page 224 Multi-state Regulation and the NAIC States coordinate their efforts through the National Association of Insurance Commissioners (“NAIC”) to efficiently and effectively regulate multi-state insurers, insurance enterprises, products and issues. The NAIC and its affiliates developed numerous products and services that facilitate regulatory transactions and information sharing among states and the insurance industry (licensing, administrative actions, product filings, tax payments, etc.). The NAIC’s accreditation program (an audit of every state insurance department once every 5 years) ensures state insurance departments have necessary laws and regulations, adequately trained personnel and performance standards to competently regulate insurer solvency. Ensuring the financial solvency of insurers doing business in Arizona is paramount to the Department’s consumer protection responsibilities. Through the NAIC, insurance regulators and the insurance industry collaborate on model laws and regulations designed to protect insurance consumers and respond to ever-evolving changes in the marketplace (i.e. emerging technology, evolving risks and insurance coverage needs). To protect Arizona’s interests, the Department must continue to review, revise and adopt NAIC model laws and regulations; cooperate with other state insurance regulators; maintain its current level of meaningful participation in NAIC committees, working groups and task forces; and remain able to take advantage of NAIC-developed products and services. Doing so will protect insurance consumers; preserve insurer solvency; promote competition and product innovation; and otherwise foster a healthy, vibrant insurance market in Arizona. Consumer Protection and Assistance The Department protects and assists Arizona citizens in many ways. We respond to consumer questions and complaints and investigate possible violations of Arizona insurance law. We offer impartial, up-to-date information (on the phone, over the Internet and in a variety of publications) to help the public make informed decisions about their insurance needs and to make sure consumers receive the benefits and services the law entitles them to receive under their policies. We make sure marketing materials, sales practices, insurance applications and policies are not deceptive, misleading, ambiguous or coercive. We review insurance rates and underwriting practices to assure adequacy and to verify that rates are not excessive or unfairly discriminatory. We make sure that insurers treat policyholders fairly and promptly pay covered claims. We only license insurance professionals and insurance companies that meet Arizona legal standards and make licensee information readily available to the public. The Department also monitors managed health care plans (HMOs or HCSOs) to assure adequate primary and specialty health care provider networks and timely health care provider payments so Arizonans have reasonable access to the health care services covered by their health care insurance policies. Assuring financial solvency and prompt and reasonable payment of All dollars are presented in thousands (not FTE). Department of Insurance policyholder claims (and providing the safety net afforded by the state’s Guaranty Funds in the event of insurer insolvency) are the Department’s paramount responsibilities to Arizona consumers. To deter, investigate and facilitate convictions for insurance fraud, the Department’s Insurance Fraud Unit conducts undercover investigations, executes search warrants and seizes the evidence necessary to prosecute insurance fraud, thereby reducing fraudulent claim costs and providing lower insurance rates for everyone. The Department recoups our General Fund appropriation through fees and assessments levied on the insurance industry, thereby minimizing the Department’s fiscal impact on Arizona citizens. Continued support from the Governor and Legislature will preserve our continued excellent assistance and protection to Arizona’s insurance consumers. Issue 4 Operational Efficiency and Effectiveness IDA Program Summary 1.0 POLICY AND ADMINISTRATION Christina Urias, Director Phone: (602) 364-3471 A.R.S. Title 20, A.A.C. Title 20, Ch. 6 Mission: To provide leadership, direction, coordination and support, enabling the Agency to achieve its mission. Description: Despite reduced funding, the Department has worked aggressively to improve efficiency by advocating legislation and infusing technology into its operations. In particular, we worked with the insurance industry to introduce legislation that changed the term of insurance professional licenses from two to four years, cutting our license renewal workload in half. We implemented IPLUS, an electronic system that enables insurance professionals to submit address and phone number changes and license renewal applications and fees online. We implemented NAIC-developed systems that allow insurers to submit advertising, form and rate filings electronically (SERFF) and allow for online insurance license applications (ENRL and E-RL). With fiscal support and operating flexibility, we can do even more. We need to update computerized recordkeeping systems and capitalize on record imaging and indexing technology to facilitate more efficient record storage and to make our records more readily accessible to our analysts, the insurance industry and the public. We need to make our insurance continuing education laws apply to all Arizona-resident insurance producers (not just nonresident producers) so we can focus on important regulatory issues, rather than on details involving potential nonresident licensure continuing education violations. We need a way to automatically verify a license applicant’s lawful presence in the US (an “E-Verify” system, or electronic DMV records access), rather than manually reviewing hard copy identification documents. During the licensing process, we need to be able to submit electronically scanned fingerprints through the criminal justice system (as many states already do) to receive criminal history reports immediately, rather than waiting weeks or months for this critical information. Subscription to a criminal conviction records service providing criminal conviction records for licensed insurance professionals and principals of licensed businesses would greatly facilitate our ability to deliver the most efficient and effective services possible. This program develops and implements administrative and regulatory policies and procedures; advises and supports the Governor's Office; provides technical support and advice to state legislators and the U.S. Congressional delegation; develops, recommends and implements insurancerelated legislation; develops and promulgates appropriate rules and substantive policy statements; renders ultimate decisions in administrative proceedings necessary to enforce and administer the Insurance Code; coordinates legal representation provided by the Attorney General’s Office; coordinates interaction with other state and federal agencies; coordinates with fellow state insurance regulators through participation in the National Association of Insurance Commissioners; interfaces with and coordinates outreach to major constituencies including the industry, licensees, consumers and the media; coordinates and participates in numerous task forces and advisory groups related to insurance regulation; develops the agency's Operational Plan, Budget Request, Information Technology Plan, Business Continuity Plan, Efficiency Review and Disaster Preparedness Plan; develops the Agency’s operational policies; coordinates and directs the activities of the agency and its divisions, including continually improving the quality of customer service delivery; oversees the administration of boards and other public bodies within the agency; oversees the preparation and distribution of regulatory information to the public, including consumer oriented literature, statutorily required reports, the agency newsletter and the agency web site; coordinates responses to public records requests and subpoenas; oversees the development of the agency's workforce; and provides agency accounting, budgeting, payroll, personnel, facilities management, risk management, telecommunication, information technology, mail processing and courier services. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 1,360.9 1,369.2 0.0 0.0 0.0 128.2 137.8 135.1 Program Total 1,489.1 1,507.0 1,467.7 FTE Positions 19.1 19.1 15.1 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Percentage of quarterly performance pay targets the ADOI met for performance evaluated during the fiscal year. Explaination: ‹ Goal 2 1,332.6 To efficiently and effectively coordinate, facilitate and support accomplishment of department-wide and divisional goals and objectives. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98.1 90.0 90.0 The measure is calculated as the number of quarterly agency-level performance targets met divided by the total number of quarterly agency-level performance targets during the fiscal year. To provide a satisfying work environment for agency employees. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of agency staff turnover 9.7 10.0 12.0 Percentage of Insurance Department employees surveyed who responded they were "satisfied" with their jobs. 87.5 80.0 80.0 ‹ Goal 3 Department of Insurance FY 2009 Estimate To provide quality accounting, budgeting, personnel and procurement services to internal customers. All dollars are presented in thousands (not FTE). Page 225 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86.3 80.0 80.0 Percentage of Insurance Department employees surveyed who responded they were "satisfied" or better with the Business Services Section (average of October and April surveys) ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88.0 80.0 80.0 Percentage of Insurance Department employees surveyed who responded they were "satisfied" or better with the Information Services Division (average of October and April surveys) ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.6 8.0 12.0 Average calendar days to fulfill a public records request or respond to a subpoena from date request/subpoena received FY 2010 Estimate 100.0 100.0 100.0 0 N/A N/A No one can predict the number or timing of insurance company receiverships. Explaination: ‹ Goal 4 To efficiently and effectively administer the Guaranty Funds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.4 0.2 0.2 Claims handling audit score (perfect score = 100) for claims handled by the Guaranty Funds office 94.9 90.0 90.0 Claims handling audit score (perfect score = 100) for claims handled by contract claims adjusters N/A 90.0 90.0 Performance Measures Explaination: ‹ Goal 5 Program Summary 2.0 FY 2009 Estimate Number of new domestic receiverships In FY 2008, no claims were handled by contract claims adjusters. To maximize the ability of insolvent insurers to pay valid creditor claims. Performance Measures IDA FY 2008 Actual Percentage by which investment earnings of the Guaranty Funds exceeded the 90-day T-bill rate To promptly fulfill appropriate public records requests and subpoenas. Performance Measures Performance Measures Percentage of domestic insurers examined within statutory time frames To provide quality information technology support to internal customers. Performance Measures insurers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 78.6 N/A N/A Receivership administrative expenses as a percentage of creditor payments for estates closed during the fiscal year SOLVENCY REGULATION Gerrie L. Marks, Deputy Director Explaination: Phone: (602) 364-3471 No one can predict the fiscal year in which a receivership will close or the administrative expenses and creditor payments that will accumulate for that receivership. A.R.S. §§ 20-101 et seq. Mission: To oversee and promote the ability of authorized insurers to perform their financial obligations under insurance policies. IDA Program Summary 3.0 CONSUMER SUPPORT Gerrie L. Marks, Deputy Director Description: Phone: (602) 364-3471 The program monitors the solvency of insurers doing business in Arizona through field examination and analysis of financial and transactional filings, administers the estates of Arizona insurer receiverships, and pays certain claims owed by insolvent insurers to Arizona residents. A.R.S. Title 20, A.A.C. Title 20, Ch. 6 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 320.4 Other Appropriated Funds 522.8 FY 2010 Estimate 520.8 102.1 0.0 0.0 Other Non Appropriated Funds 3,421.8 10,820.7 10,823.2 Program Total 3,844.3 11,343.5 11,344.0 FTE Positions 37.5 37.5 37.5 Mission: To inform, assist and protect Arizona insurance consumers. Description: This program provides information and assistance to the public on a broad range of insurance-related issues; administers health care appeals; and performs investigations, examinations, and market surveillance in furtherance of consumer interests. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds ‹ Goal 1 To provide quality services to examination customers. Performance Measures Percentage of examinees indicating "satisfied" or better ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86.3 80.0 80.0 To efficiently and effectively analyze financial filings of insurers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.0 100.0 100.0 Percentage of priority domestic insurer supplemental filings analyzed within 45 calendar days after receipt 93.6 95.0 95.0 Percentage of non-priority domestic insurer annual financial reports analyzed by June 30th 99.3 95.0 95.0 Percentage of non-priority domestic insurer supplemental filings analyzed within 90 days after receipt 99.8 95.0 95.0 Performance Measures Percentage of priority domestic insurer annual financial reports analyzed by April 30th ‹ Goal 3 Page 226 FY 2010 Estimate 3,245.6 3,212.4 0.0 0.0 0.0 Other Non Appropriated Funds 2,157.0 2,375.8 2,315.6 Program Total 5,402.6 5,588.2 5,736.9 FTE Positions 56.8 64.3 61.3 Other Appropriated Funds ‹ Goal 1 3,421.3 To efficiently and effectively evaluate, and secure corrective action to deficiencies in, health care service organization network adequacy, plan management, member services, quality improvement systems, utilization management and timely pay and grievance law compliance. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of managed care examination reports filed within one year after exit from company for reports filed during the year. 100.0 20.0 80.0 Percentage of managed care examination draft reports sent to the company within 60 days after exit 100.0 90.0 90.0 Performance Measures To timely, efficiently and effectively examine domestic FY 2009 Estimate ‹ Goal 2 To efficiently and effectively evaluate, and secure corrective All dollars are presented in thousands (not FTE). Department of Insurance action to deficiencies in, prepaid dental plan network adequacy, plan management, member services, and quality improvement systems. Performance Measures Percentage of prepaid dental plan organization quarterly reports reviewed for compliance with laws and regulations ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.0 99.0 98.0 To efficiently and effectively analyze and examine insurers’ marketing, claims, underwriting, and rating practices. an investigation after receipt of complaint warranting an investigation ‹ Goal 8 To efficiently and effectively administer health insurance external appeals process. Performance Measures ‹ Goal 9 FY 2010 Estimate Percentage of market conduct examination reports filed within one year after exit from company for reports filed during the year 67.1 75.0 75.0 Amount of restitution recovered through market conduct examinations (in thousands of dollars) 69.5 60.0 60.0 Percentage of success in locating liability coverage for difficult-to-place risks 100.0 90.0 90.0 Percent of survey respondents indicating satisfied or better with assistance rendered ‹ Goal 4 Average calendar days to complete market analysis monitoring reports from the date market monitoring surveys are sent to insurers, for market monitoring reports completed during the fiscal year. ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86.0 135.0 135.0 To efficiently and effectively review P&C rate filings to determine compliance with Arizona law. Performance Measures Percentage of targeted opencompetition rate filings (Article 4.1) reviewed within 90 calendar days from date filing received Percentage of file-and-use rate filings (Article 4) reviewed by the effective date of the rates FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.7 90.0 90.0 95.0 95.0 Average calendar days to complete substantive review of file-and-use rate filings. 12.4 15.0 15.0 Percentage of P&C rate filings submitted electronically 81.9 60.0 60.0 Percentage of P&C form filings on which review was completed within the prescribed substantive review period Performance Measures ‹ Goal 10 Performance Measures IDA 90.0 90.0 71.6 70.0 70.0 106.4 120.0 120.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 31 25 25 FRAUD INVESTIGATION AND DETERRENCE Phone: (602) 912-8418 Mission: Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.0 95.0 95.0 This program receives investigative referrals from insurers and other sources. It conducts criminal investigations of individuals, businesses and organizations alleged to be involved in submitting intentionally misleading claim-related information to insurers or alleged to be engaged in other forms of insurance fraud. The program also provides education and promotes awareness within the industry, law enforcement and the community concerning the deleterious effects of insurance fraud. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 20.0 1,381.9 1,522.5 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,310.8 1,381.9 1,522.5 FTE Positions 15.0 15.0 16.0 25.0 27.0 ‹ Goal 1 Percentage of form filers surveyed indicating “satisfied” or better 90.4 85.0 85.0 Performance Measures Percentage of form filings submitted electronically 82.8 83.0 85.0 Number of investigations completed from referrals 86.0 Includes life, health, and property and casualty form filings. To efficiently and effectively investigate apparent violations of the insurance code by insurers, professional service licensees and unauthorized parties, and to refer apparent violations for prosecution or administrative action. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 72.6 120.0 120.0 FY 2010 Estimate 1,310.8 17.0 90.0 20.0 FY 2009 Estimate Other Appropriated Funds Average calendar days to complete substantive review of L&H form filings Department of Insurance 100.0 Terry L. Cooper, Assistant Director, Investigations 94.7 Average calendar days to complete FY 2010 Estimate Program Summary 4.0 Percentage of L&H form filings on which review was completed within the prescribed substantive review period Performance Measures FY 2009 Estimate Number of insurance-related public education events the ADOI conducted during the fiscal year that had 10 or more attendees. 6.3 ‹ Goal 7 FY 2008 Actual To efficiently and effectively make insurance-related information available to the public. Average calendar days to complete substantive review of Property and Casualty form filings Explaination: 99.0 To deter, investigate, and facilitate conviction for insurance fraud. To efficiently and effectively review policies, contracts and related form filings to verify they contain all provisions and coverages required by law and are not misleading or unfairly discriminatory. Performance Measures 99.0 A.R.S. §§ 20-466 et. seq. 100.0 ‹ Goal 6 99.6 Average days to resolve request for assistance To efficiently and effectively monitor the competitiveness of the property and casualty insurance markets. Performance Measures FY 2010 Estimate To efficiently and effectively render assistance to consumers and other constituents on insurance-related matters. FY 2009 Estimate Percentage of market conduct examination draft reports sent to the company within 60 days after exit FY 2009 Estimate Percentage of health care appeals the ADOI administered within statuteprescribed timeframes for health care appeal cases the ADOI completed during the fiscal year. FY 2008 Actual Performance Measures FY 2008 Actual Explaination: To efficiently and effectively investigate fraud referrals. FY 2009 Estimate FY 2010 Estimate 315 200 200 Excludes proactive cases. Proactive cases are initiated by the Department. Number of fraud referrals received from insurers. Number of cases from general investigation referrals submitted for prosecution (excluding citations in lieu of detention) Explaination: FY 2008 Actual 2,163 2,200 2,200 112 75 75 Includes Citations In Lieu of Detention and excludes proactive cases. All dollars are presented in thousands (not FTE). Page 227 Number of convictions from general investigation referral cases Explaination: 128 75 75 ‹ Goal 3 Excludes cases previously submitted for prosecution and awaiting judicial procedure. 191.5 Percentage of survey respondents indicating satisfied or better 56.1 55.0 52.5 25 50 50 Explaination: 8 16 20 Producer license and renewal applications received Number of citations in lieu of detention resulting in conviction or consent decree. ‹ Goal 2 180.0 Performance Measures Average calendar days to complete an investigation for investigations completed during the year Number of citation-in-lieu-ofdetention cases submitted for prosecution 180.0 To efficiently and effectively process professional service license applications. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of targeted, proactive investigations completed 77 75 75 Number of targeted, proactive cases submitted for prosecution 72 50 50 Number of convictions from targeted, proactive cases 102 50 50 2,250.5 900.0 900.0 Performance Measures Total restitution ordered from proactive investigations (in thousands of dollars) FY 2009 Estimate FY 2010 Estimate 1.5 15.0 30.0 Average Licensing Time Frames days required to render a decision on a producer license application from the date it was received Licensing time frame 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. § 41-1074(B). Total producers licensed at June 30 To efficiently and effectively conduct targeted, proactive fraud investigations. FY 2008 Actual 46,992 46,992 46,992 154,182 154,182 154,182 Percentage of (new) license applications and fee payments received electronically 64.6 60.0 60.0 Percentage of license renewal applications and fee payments received electronically 58.3 30.0 30.0 IDA Program Summary 6.0 PREMIUM TAX COLLECTIONS AND ANALYSIS Scott B. Greenberg, Chief Operating Officer Phone: (602) 364-3764 A.R.S. §§ 20-224 et. seq. IDA Program Summary 5.0 Mission: LICENSING To fully collect, efficiently deposit and accurately forecast insurance premium tax revenues. Scott B. Greenberg, Chief Operating Officer Phone: (602) 364-3764 Description: A.R.S. Title 20, A.A.C. Title 20, Ch. 6 Mission: To render efficient, effective and quality insurance licensing services and to restrict license issuance and renewal to qualified candidates. Description: This program analyzes applications for licensure by entities regulated under A.R.S. § 20 and grants licenses to those satisfying statutory prerequisites to provide insurance products and services in Arizona. The program also oversees the administration of related activities, such as producer continuing education and pre-license examinations. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate This program develops and provides tax report forms and information to taxpayers, collects and deposits premium tax revenues, audits premium tax reports and communicates with taxpayers concerning discrepancies, assesses late payment penalties and interest, and forecasts premium tax revenues Funding and FTE Summary: (Thousands) General Funds 219.8 219.1 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 246.2 219.8 219.1 FTE Positions 3.3 3.3 3.3 663.6 675.5 0.0 0.0 Other Non Appropriated Funds 172.6 159.0 159.0 Performance Measures Program Total 921.8 822.6 834.5 Percentage of prior fiscal year premium tax returns audited FTE Positions 15.1 15.1 13.1 To efficiently and effectively process insurer license applications. Performance Measures Average Licensing Time Frames* days from the date an application for initial license is received to the date that the license decision is rendered, for Insurers, Reinsurers, Service Corporations, Health Care Services Organizations and Prepaid Dental Plan Organizations Explaination: ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 42.0 60.0 60.0 To fully collect the premium tax required by law. Amount of tax, interest and penalties recovered through audits (in millions of dollars) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average work days from date tax payment received to deposit with State Treasurer 97.5 80.0 80.0 FY 2009 Estimate FY 2010 Estimate 82.0 100.0 90.0 1.1 0.8 0.8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.3 2.0 2.0 0 5.0 20.0 To accurately forecast premium tax revenues. Performance Measures Difference (absolute value) between tax revenue forecast and actual fiscalyear tax revenues collected ‹ Goal 4 FY 2008 Actual To efficiently deposit premium tax revenues. Performance Measures ‹ Goal 3 To provide quality service to professional service license customers. Percent of survey respondents indicating satisfied or better ‹ Goal 1 Percentage of premium tax (installment and annual) reports and payments received electronically *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. § 41-1074(B). Performance Measures Page 228 FY 2008 Actual FY 2010 Estimate 246.2 0.0 ‹ Goal 1 FY 2009 Estimate Other Appropriated Funds 749.2 Other Appropriated Funds FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.7 2.0 2.0 To provide quality service to premium taxpayers. Performance Measures Percentage of survey responses All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 82.4 80.0 80.0 Department of Insurance indicating "satisfied" or better IDA Program Summary 7.0 CAPTIVE INSURER PROGRAM P. Rodney Morris, Captive Insurance Administrator Phone: (602) 364-4490 A.R.S. Title 20, A.A.C. Title 20, Ch. 6 Mission: To provide a regulatory environment that enables development of the domestic captive insurance industry, and to oversee the soundness of domestic captive insurers. Description: This program licenses Arizona captive insurers. Through analysis and examination as warranted, the program monitors each captive insurer's performance to confirm compliance with applicable laws, to detect potentially hazardous conditions and to appropriately intervene. The program also interacts with public and private stakeholders to foster an environment conducive to the development of a sound domestic captive insurance industry. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 341.6 261.5 261.5 Program Total 341.6 261.5 261.5 FTE Positions 4.0 4.0 4.0 ‹ Goal 1 To enable growth of the domestic captive insurance industry. Performance Measures Number of new captive insurers licensed ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 25 1 1 To efficiently and effectively process captive insurer license applications Performance Measures Percentage of captive insurer license applications reviewed within 30 days of receiving an administratively complete application. Explaination: ‹ Goal 3 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.0 90.0 90.0 *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. § 41-1074(B). To efficiently and effectively oversee the soundness of domestic captive insurers. Performance Measures Percentage of captive insurer annual reports analyzed within 120 calendar days of receipt Department of Insurance FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 69.2 70.0 70.0 All dollars are presented in thousands (not FTE). Page 229 COU 0.0 Agency Summary Funding and FTE Summary: (Thousands) JUDICIAL SYSTEM General Funds Hon. Ruth McGregor, Chief Justice Phone: (602) 452-3307 See Individual Programs 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. 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. The Judicial Branch consists of the Supreme Court, Court of Appeals, Superior Court, and limited jurisdiction (municipal and justice of peace) courts. 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, 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. ($ Thousands) Agency Summary: Program ¾ ADJUDICATION ¾ ADMINISTRATIVE FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,277.7 4,348.1 4,437.2 8,411.6 8,150.7 8,150.7 SUPERVISION (COURTS AND AOC SUPPORT) ¾ REGULATORY ACTIVITIES ¾ COURT ASSISTANCE ¾ FAMILY SERVICES ¾ JUDICIAL NOMINATIONS 2,744.5 3,058.9 3,058.9 39,686.5 46,288.5 54,731.9 5,565.9 6,478.9 6,478.9 322.4 323.3 323.3 458.3 436.9 436.9 ¾ JUDICIAL COMPENSATION ¾ ADULT PROBATION 17,823.6 18,283.1 19,508.1 33,044.4 36,625.3 38,811.0 ¾ JUVENILE PROBATION 56,114.5 54,751.9 54,760.8 COURT OF APPEALS DIVISION I 9,761.0 9,637.0 9,873.8 ¾ COURT OF APPEALS 4,320.0 4,288.2 4,377.0 992.8 1,013.6 1,056.7 183,523.2 193,684.4 206,005.2 AND PERFORMANCE REVIEW ¾ COMMISSION ON JUDICIAL CONDUCT SERVICES SERVICES ¾ DIVISION II ¾ ADULT AND JUVENILE DRUG COURT Agency Total: Page 230 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 126,612.1 126,324.4 130,849.3 Other Appropriated Funds 40,308.2 45,747.8 54,691.2 Other Non Appropriated Funds 20,028.1 25,033.7 23,886.2 Program Total 186,948.4 197,105.9 209,426.7 FTE Positions 621.7 621.7 622.7 Strategic Issues: Issue 1 Providing Access to Swift, Fair Justice The role of courts is to swiftly and fairly resolve cases. To accomplish this goal, courts must become efficient and user friendly. Challenges include addressing the needs of the growing ranks of unrepresented litigants, protecting the rights of victims, and speeding up the wheels of justice. Specific initiatives to achieve these objectives include creating self-help and information centers for those who cannot afford representation; putting case-related information on the web so that parties, witnesses, and victims can receive timely, accurate information; and reengineering case processing systems so that cases are resolved more quickly. This is especially important in areas such as DUI processing. Arizona citizens have the right to an adequately funded system that employs modern technology to process cases and communicate information, protects the rights of victims, ensures that self-represented litigants have meaningful access to the courts, and is open and available to all members of the public. The initiatives supporting this goal will help ensure that Arizona’s diverse population can be confident that our system of justice will be swift, impartial, fair, and compassionate to the victims of crime. Issue 2 Protecting Children, Families, & Communities Arizona’s children and families are precious resources. Courts must be able to act swiftly and dispense justice in family law cases so that children are protected from neglect and abuse, and to make appropriate, permanent placements so that children do not languish in the custody of the state. All this must be accomplished while balancing the rights of parents. Domestic violence cases have skyrocketed and require emergency procedures to ensure the safety of domestic violence victims. In addition, Arizona’s rapidly expanding and aging population has increased the number of cases involving vulnerable persons, elder care, probate, and fiduciary responsibility. The courts must engineer new case management processes and educate court personnel to efficiently resolve these family-related cases. Courts also oversee supervision of probation for those who have been convicted of criminal charges. Initiatives to enhance probation supervision call for increased automation to track probationers, enhanced efforts to collect restitution, additional training for probation officers, and improved methods to assist substance-abusing probationers. Courts must improve processes to protect children, families, and communities through innovative and forward-looking programs. Issue 3 Being Accountable Courts must ensure that judges and staff in all courts and at all levels are competent, professional, and customer service oriented. To accomplish this goal, courts must adopt a system of standards to measure operations and performance. To enhance public trust and confidence, courts must keep the public informed about our initiatives and must quickly investigate and resolve all allegations of misconduct. Courts must ask the right questions, apply the right standards, and spend the time necessary to improve the performance of all parts of the judicial system. Improving Communication and Cooperation with the Community Many members of the public do not fully understand our courts and how they operate. To ensure an informed public, courts must take responsibility to communicate clearly. We must also find ways to help the public make informed decisions about judges standing for retention by improving the information about judges’ performance provided by the Commission on Judicial Performance. Courts must continue to improve jury management systems and selection procedures. Courts should increase not only their efforts to foster public understanding of the judicial branch, but also their efforts to improve communications across all branches and levels of Issue 4 All dollars are presented in thousands (not FTE). Judiciary government. The initiatives supporting these goals include expanding direct outreach efforts to the public, increasing intra-branch cooperation with other levels of government, and expanding programs that foster mutual understanding and respect among all branches of government. Issue 5 Serve the Public by Improving the Legal Profession Working with the Arizona State Bar, the Court should implement strategic initiatives to improve public confidence in the legal system and in the lawyers who serve within the system. Because the Supreme Court regulates the practice of law, the Court should continually develop methods by which the legal profession can improve its service to the public. Other initiatives include examining existing rules that govern the practice of law and attorney admission and discipline and revising those that cause unnecessary delay. The Court will also consider whether changes to rules of court procedure can reduce the cost of litigation, improve the timeliness of dispute resolution, or discourage unnecessary adversarial proceedings. Program Summary COU 2.0 ADMINISTRATIVE SUPERVISION (COURTS AND AOC SUPPORT) Dave Byers, Administrative Director Phone: (602) 452-3307 AZ Constitution, Article VI, Sections 3, 7 Mission: To assist the Chief Justice in carrying out the constitutionally prescribed responsibility for providing administrative supervision over the integrated Arizona court system and to support the Chief Justice and the Supreme Court in providing quality administrative leadership and assistance to Arizona's courts. Description: Program Summary COU 1.0 ADJUDICATION Kevin Kluge, Chief Financial Officer Phone: (602) 452-3395 AZ Constitution, Article VI, Section 2; A.R.S. § 12-101 Mission: To dispense justice in a fair and equitable manner and to provide judicial and administrative supervision over the Arizona Judicial Department as mandated by Arizona law and the Constitution. Description: The Supreme Court may choose to review decisions of the intermediate appellate courts when a petition for review is filed; hears direct criminal appeals in cases with a death sentence imposed; hears direct appeals in election cases; may accept direct special actions brought in the Supreme Court against state officials; regulates activities of the State Bar of Arizona and oversees admission of new attorneys to the practice of law; reviews charges of misconduct against attorneys, and has authority to suspend or disbar an attorney; serves as the final decision-making body when disciplinary recommendations are filed against Arizona judges by the Commission on Judicial Conduct; adopts rules of procedures for all courts of the state; provides administrative supervision over all courts of the state; and chairs the Commissions on Appellate and Trial Court Appointments. Funding and FTE Summary: (Thousands) General Funds Court Administration is responsible, through nine operating divisions and the Office of the Administrative Director, for providing administrative support to the Chief Justice and Supreme Court; for liaison activities with executive and legislative branch agencies and other judicial departments; for coordinating strategic projects that have potential to change the way courts do business; and, for providing internal and external administrative support for the judicial department. The divisions are Administrative Services; Adult Services; Certification and Licensing; Court Services; Dependent Children's Services; Education Services; Human Resources; Information Technology; and Juvenile Justice Services. Court Administration is also responsible for facilities management and security for the Arizona Courts Building. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 8,150.7 8,150.7 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 8,411.6 8,150.7 8,150.7 FTE Positions 57.4 57.4 57.4 ‹ Goal 1 To identify operational and administrative problems and recommend solutions and to uphold the integrity and independence of the judiciary. FY 2008 Actual Operational reviews completed Average days to complete an operational review report 4,277.7 4,348.1 4,437.2 0.0 0.0 0.0 Average reviews per specialist Other Non Appropriated Funds 0.0 0.0 0.0 ‹ Goal 2 Program Total 4,277.7 4,348.1 4,437.2 FTE Positions 43.7 43.7 43.7 To provide fair and expeditious determination of cases. (Supreme Court activity is difficult to predict; estimates are based on FY 2008 activity level. Cases pending are as of 6/30.) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All cases on file TBD 1,581 1,581 All cases terminated TBD 1,262 1,262 Cases pending TBD 319 319 New case filings TBD 1,161 1,161 State Bar matters on file TBD 199 199 State Bar matters terminated TBD 211 211 State Bar activity reports TBD 1,247 1,247 All other cases on file TBD 32 32 All other cases terminated TBD 19 19 Performance Measures FY 2009 Estimate FY 2010 Estimate 18 14 14 212 180 180 4 3 3 To ensure that automation services are provided that support statewide programs and systems. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Internal and external users connected to the Arizona Judicial Information Network 7,477 7,500 7,500 Infrastructure cost per user (dollars) 1,289 944 944 Performance Measures Explaination: Increased cost in FY07 and FY08 related to data center move. Uptime of network availability during normal operating hours (percentage) 99.96 99 99 Uptime of systems availability during normal operating hours (percentage) 99 99 99 % of courts with automated accounting and case management systems 100 100 100 % of courts using COT approved and/or standard case management systems 98 98 98 100 100 100 % of users with AJIN access (percentage) ‹ Goal 3 To provide accurate, prompt and professional responses to questions or problems concerning court operations, procedures and/or other technological issues received by the AOC Support Center. Performance Measures Judiciary FY 2010 Estimate 8,411.6 Performance Measures FY 2008 Actual FY 2009 Estimate Other Appropriated Funds Other Appropriated Funds ‹ Goal 1 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Page 231 Total Number of Questions/Issues Received 29,014 35,000 35,000 Number of Questions/Issues Received - Urgent Priority 65 150 150 Percent of Questions/Issues Resolved Within 1 Business Day - Urgent Priority 94 85 85 Number of Questions/Issues Received - High Priority Percent of Questions/Issues Resolved Within 2 Business Days - High Priority Number of Questions/Issues Received - Medium Priority 320 400 400 91 85 85 27,889 32,500 32,500 87 85 85 Percent of Questions/Issues Resolved Within 3 Business Days - Medium Priority Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,751.1 1,871.4 1,871.4 Program Total 1,751.1 1,871.4 1,871.4 FTE Positions 18.9 18.9 18.9 ‹ Goal 1 0.0 To promptly process and review certification applications and reports for issuance, renewal or denial of certification FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Applications received (new and renewal) 485 490 490 Certifications granted 483 498 498 1 2 2 30 30 30 Phone: (602) 452-3362 Average number of days from receipt of application to decision regarding certification A.R.S. §§ 32-4001; 28-3391 to 28-3399; 14-5651; 8-134 Number of certified reporters (end of year) 474 480 480 Performance Measures Program Summary COU 3.0 REGULATORY ACTIVITIES Nancy Swetnam, Division Director Certifications denied ‹ Goal 2 Mission: To train, certify and monitor regulatory activities placed under the oversight of the Arizona Supreme Court. Description: FY 2008 Actual Performance Measures The program is responsible for oversight of certification, testing, training, compliance and discipline of regulatory programs under the jurisdiction of the Arizona Supreme Court. This Program Contains the following Subprograms: 4 4 4 4 To investigate and process complaints against certified court reporters to ensure compliance with Arizona law and administrative orders and rules adopted by the Arizona Supreme Court. Court Reporters Confidential Intermediary Private Fiduciary FY 2009 Estimate FY 2010 Estimate Complaints received 2 5 2 Complaints closed 3 7 2 Disciplinary action 2 2 1 Average number of days from receipt of complaint to resolution by dismissal or disciplinary action 819 300 180 Complaint closure rate (percent) 150 98 98 Percent of cases closed within 22 month standard 33 98 98 Defensive Driving School Regulation Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 0.0 FY 2009 Estimate 0.0 FY 2010 Estimate 0.0 Subprogram Summary COU 3.2 CONFIDENTIAL INTERMEDIARY Kandace French, Program Specialist 993.4 1,187.5 1,187.5 Phone: (602) 452-3886 Other Non Appropriated Funds 1,751.1 1,871.4 1,871.4 A.R.S. § 8-134 Program Total 2,744.5 3,058.9 3,058.9 FTE Positions 34.9 34.9 34.9 Other Appropriated Funds COU 3.1 Subprogram Summary COURT REPORTERS Jenny Lubben, Programs Specialist To train, certify and monitor Confidential Intermediaries to facilitate contact between adoptees or adoptive parents and birth parents and biological siblings while protecting court and agency records and anonymity of those who desire it. Description: Phone: (602) 452-3403 A.R.S. §§ 32-4001 et. seq. Mission: To certify individuals in the state who engage in the stenographic or voice writing reporting of proceedings in any Court and who take depositions for use in any Arizona court. Description: A.R.S. Title 32, Chapter 40, requires individuals who engage in stenographic or voice writing reporting of proceedings for use in any court in this state be certified by the Board of Certified Reporters. The Board administers examinations for the certification of reporters and recommends to the Arizona Supreme Court rules to implement and enforce the provisions of the law. The Board also has authority to investigate alleged violations of certified reporters and to take appropriate disciplinary action. The program began during FY 2000; effective January 1, 2007, voice writer reporters must be certified, in addition to stenographic reporters. Page 232 Mission: The Board certifies Confidential Intermediaries (CIs), as specified by the court, to act as a liaison between an adoptive parent, guardian or an adoptee or a birth parent or birth sibling in establishing contact. The CI has statutory authority to access confidential court and agency adoption records to facilitate the search. The program facilitates voluntary contact, while protecting the confidentiality of those who desire their adoption records to remain sealed. The Arizona Supreme Court has adopted rules and procedures to implement and operate the program, and established fees, training, and standards of conduct for CIs with appropriate disciplinary action as necessary. Effective January 1, 2008, CIs will have the statutory authority to facilitate contact between siblings who have been separated as the result of dependency/foster care. All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 168.5 194.0 194.0 0.0 0.0 0.0 Program Total 168.5 194.0 194.0 FTE Positions 2.5 2.5 2.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promptly process and review applications for initial certification. Subprogram Summary COU 3.3 PRIVATE FIDUCIARY Katherine Boots, Program Manager Phone: (602) 452-3415 A.R.S. § 14-5651 Mission: To certify, audit and discipline certified fiduciaries who are court appointed to serve as guardians for incapacitated persons, conservators for persons in need of protection and personal representatives for decedent estates. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of applicants for certification 6 10 10 Description: Average number of days from receipt of complete application requirements to decision regarding certification 30 30 30 Number of individuals granted certification 6 10 10 Number of individuals denied certification 0 0 0 44 50 50 A.R.S. § 14-5651 requires persons, who serve for a fee and are unrelated to a person or not nominated by will, and are appointed by the Superior Court, to be certified by the Arizona Supreme Court. The program certifies individuals who meet the statutory requirements and serve by court appointment as guardians, conservators, and personal representatives. The program develops and enforces the rules and policies necessary to implement A.R.S. § 14-5651. The program provides initial and renewal certification for fiduciaries. The program investigates alleged misconduct by fiduciaries and takes appropriate disciplinary action as necessary. The program conducts random compliance audits of certified fiduciaries. Performance Measures CIs certified (end of year) ‹ Goal 2 To promptly process and review applications for biennial renewal of certification. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of applications received 11 42 n/a Number of individuals granted recertification 10 42 n/a Number of individuals denied recertification 1 0 n/a Other Appropriated Funds 30 30 n/a Other Non Appropriated Funds Performance Measures Number of days from submission of complete renewal application to decision regarding renewal ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of individuals receiving initial training 11 7 7 Percent who rate the initial training "above average or better" 99 ‹ Goal 4 Cases opened Explaination: 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 72 n/a n/a As of 1/1/08, CI's no longer required to get permission to open a case Cases closed 110 Explaination: ‹ Goal 5 95 n/a n/a As of 1/1/08, CI's no longer required to get permission to open a case FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complaints received 1 1 1 Complaints closed 2 1 1 Disciplinary action 0 1 1 Number of days from receipt of complaint to resolution by dismissal or disciplinary action 156 120 120 Complaint case closure rate (percent) 200 100 100 Percent of cases closed within standard of 22 months 100 100 100 0.0 0.0 290.6 290.6 0.0 0.0 0.0 Program Total 259.8 290.6 290.6 FTE Positions 5.0 5.0 5.0 ‹ Goal 1 To promptly process and review certification applications and reports for issuance or denial of initial certification. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of applications received 14 20 20 Number of individuals certified 17 19 19 Number of applications denied 0 1 1 Number of days from receipt of complete application requirements to decision regarding certification 30 30 30 Number of fiduciaries certified at end of year 299 320 320 ‹ Goal 2 To promptly process and review applications for biennial renewal of certification. *Fiduciaries renew certification every other year, in the even numbered year. Therefore, there is no renewal in FY07 or FY09. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of applications received 297 n/a 300 Number of individuals granted recertification 285 n/a 287 Number of applications denied recertification 0 n/a 1 30 n/a 30 Performance Measures Number of days from submission of complete renewal application to decision regarding renewal ‹ Goal 3 To receive complaints, conduct impartial investigations and take appropriate action, ranging from dismissal of complaint to revocation of certification, in accordance with Arizona Revised Statutes and the code of conduct, administrative rules and orders adopted by the Arizona Supreme Court. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints received 26 23 23 Number of complaints closed 20 30 23 Number of disciplinary actions 8 8 5 Performance Measures Judiciary FY 2010 Estimate 0.0 To investigate and process complaints against certified confidential intermediaries to ensure compliance with Arizona law and administrative orders and rules adopted by the Arizona Supreme Court. Performance Measures FY 2009 Estimate 259.8 Performance Measures To assist CIs to provide high quality service. Performance Measures FY 2008 Actual General Funds To provide initial training to individuals eligible for certification and renewal training for certified CIs. Performance Measures Funding and FTE Summary: (Thousands) All dollars are presented in thousands (not FTE). Page 233 388 300 300 Complaint case closure rate (percent) 77 130 100 Percent of complaints resolved within 22 month standard 92 90 90 Number of days from receipt of complaint to resolution by dismissal or disciplinary action ‹ Goal 4 To conduct audits of certified fiduciaries and their businesses to insure compliance with statutes, administrative code sections and court orders. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of notice of engagement letters 0 4 4 Fieldwork completed 3 4 4 Corrective Action Plans in Place 0 4 4 Number of final reports completed 0 4 4 Performance Measures Current instructors receiving ongoing training Percent of instructors indicating training programs are responsive to their needs ‹ Goal 4 DEFENSIVE DRIVING SCHOOL REGULATION 65 25 25 FY 2008 Actual Complaint case clearance rate (percent) Disciplinary actions Mission: To train, certify and monitor the use of defensive driving schools and defensive driving instructors by the Arizona courts. The program certifies and monitors defensive driving schools and instructors that may be used by the Arizona courts for diversion of traffic offenses and provides information to courts on the operation of the program. A statewide database is maintained to record defensive driving course completion and to verify eligibility for participation in the diversion program. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 565.1 702.9 702.9 0.0 0.0 0.0 Program Total 565.1 702.9 702.9 FTE Positions 8.5 8.5 8.5 FY 2009 Estimate FY 2010 Estimate 8 8 8 16 8 8 200 98 98 9 2 2 Average number of days from receipt of complaint to closure 293 300 300 Percentage of complaint cases closed within 22 month standard 100 98 98 ‹ Goal 6 Description: 98 FY 2010 Estimate Complaints closed A.R.S. §§ 28-3391 to 28-3399 98 FY 2009 Estimate Complaints received Phone: (602) 452-3415 98 To investigate and process complaints against certified defensive driving schools and instructors to ensure compliance with Arizona law and administrative orders and rules adopted by the Arizona Supreme Court. Performance Measures Katherine Boots, Program Manager 165 FY 2008 Actual Percent of bi-monthly school reports/fee payments reconciled monthly Subprogram Summary COU 3.4 160 To ensure reporting procedures are established and followed for courts and schools to verify accurate fee payment, reporting and processing of defensive driving program traffic dismissals. Performance Measures ‹ Goal 5 155 To promptly process and review applications for certification. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Applications received 198 30 220 Certifications granted 194 30 215 Certifications denied 4 5 5 Average number of days from receipt of complete application to decision regarding certification (Instructors) 30 30 30 Number of certified schools (end of year) 18 23 25 COU 4.0 Program Summary COURT ASSISTANCE Kevin Kluge, Chief Financial Officer Phone: (602) 452-3395 See Individual Programs ‹ Goal 1 To ensure defensive driving schools and instructors meet established standards for administrative and educational quality. Performance Measures Operational reviews of schools completed Percent of instructors rated that are in compliance with Arizona Code of Judicial Administration (ACJA 7-205) and Statutes. Instructors monitored ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 5 5 95 95 95 115 130 130 To ensure the statewide database provides accurate and timely information for eligibility and fee payment verification. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average days to complete error change requests from schools 2 2 2 Percent of student completions reported by schools on time 95 95 95 358 400 400 Performance Measures Court information change requests processed ‹ Goal 3 To provide continuing training opportunities for instructors to improve the quality of the defensive driving classes. Performance Measures New instructors completing training Page 234 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 50 35 35 Mission: To aid Arizona courts in protecting children, families, and communities while providing swift, fair access to justice. Description: Various divisions within the Administrative Office of the Courts provide support throughout the Arizona Judicial Department by administering and monitoring various statutorily created funds and Arizona Supreme Court established programs to assist in the improvement of Arizona court processes. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 Judicial Education Domestic Relations State Grand Jury Post Conviction Relief Judicial Assistance State Aid to the Courts Judicial Collection Enhancement Defensive Driving Drug Enforcement Alternative Dispute Regulation Case Processing Assistance All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Number of sessions offered to judicial staff Number of judges participating in Education Services Division sponsored programs 1,290.1 1,069.7 1,069.7 Other Appropriated Funds 26,628.2 30,171.4 38,614.8 Explaination: Other Non Appropriated Funds 11,768.2 15,047.4 15,047.4 Program Total 39,686.5 46,288.5 54,731.9 FTE Positions 41.2 41.2 41.2 Number of probation, detention and surveillance officers participating Education Services Division sponsored programs JUDICIAL EDUCATION Cathy Lowe, Division Director ‹ Goal 2 ACJA 1-302, 1-108 To improve the service the judiciary provides to the public and internal customers by increasing the expertise, skills and abilities of all judicial personnel through a comprehensive, relevant, accessible and high-quality system of judicial education. Number of educational hours offered to judges (limited general and appellate jurisdictions) Explaination: In support of the division's mission, staff have an obligation to provide mandated training for certain categories of court personnel. This includes orientation for new limited and general jurisdiction judges; a certification academy and testing component for new probation officers; and offerings in required programs for judicial staff, including programs on the court system, communication skills, dealing with the public and current issues in the court. In these and other programs, the division strives to involve individuals in the court system in the planning and implementation of programs for their respective positions; to fairly provide programs for all categories of judicial personnel; and to utilize a variety of delivery mechanisms to assure the availability of programs for individuals of all job categories and geographic locations. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 213.9 234.2 234.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 213.9 234.2 234.2 FTE Positions 2.0 2.0 2.0 ‹ Goal 1 To provide continuing education to all members of the judiciary. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of sessions offered to judges (limited, general and appellate jurisdictions) 188 189 195 Number of sessions offered to probation, detention and surveillance officers 602 Performance Measures Explaination: Judiciary 650 765 900 950 1,745 2,000 2,500 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 484 510 510 1,495 1,500 1,600 490 500 500 Performance measure calculation method revised in FY07 Percent of judges in compliance with annual continuing education mandate 98 100 100 Percent of probation, detention and surveillance officers in compliance with annual continuing education mandate 97 100 100 Percent of judicial staff in compliance with annual continuing education mandate 99 100 100 ‹ Goal 3 To assure appropriate use of available resources to support a comprehensive system of judicial education FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of faculty used to train judges 229 230 235 Number of faculty used to train probation, detention and surveillance officers 500 500 500 Number of faculty used to train judicial staff 195 200 200 Percent of total faculty used paid for services to train judges 11 5 10 Percent of total faculty used paid for services to train probation, detention and surveillance officers 37 2 20 Percent of total faculty used paid for services to train judicial staff 10 10 10 Cost per participant hours from total budget to train judges 18 20 20 Cost per participant hours from total budget to train probation, detention and surveillance officers 12 14 15 Cost per participant hours from total budget to train judicial staff 0 10 0 ‹ Goal 4 To assure the accessibility of judicial education programs through various delivery mechanisms, including seminars/workshops, conferences, residential programs, broadcasts, computer-based and other distance learning formats Performance Measures Total number of seminars/workshops Total number of conferences Total number of residential programs Total number of broadcasts 650 1,175 Performance measure calculation method revised in FY07 Number of educational hours offered to judicial staff Performance Measures This program supports and maintains a statewide system of judicial education and manages oversight of personnel compliance with judicial education standards; maintains, staffs and facilitates a comprehensive system of curriculum and program development committees; maintains a statewide system of local training coordinators to sponsor and monitor local training; conducts and/or facilitates curriculum, program and faculty development programs/processes for statewide judicial education; coordinates and produces conferences, workshops, seminars, videos and broadcasts for judges and non-judge staff; and implements directives of the Committee on Judicial Education and Training and its subcommittees: the Judicial College of Arizona, the Committee on Probation Education, and the Judicial Staff Education Committee and the Court Leadership Institute of Arizona. 1,100 Performance measure calculation method revised in FY07 Number of educational hours offered to probation, detention and surveillance officers Explaination: Description: 1,445 To assure a comprehensive system of judicial education for all categories of personnel Performance Measures Mission: 125 Probation participant numbers jumped significantly due to addition of Defensive Tactics, Firearms Training, Officer Safety Train the Trainer, and Faculty Skill Development for Officer Safety Instructors statewide. Explaination: Phone: (602) 452-3000 120 These are duplicated counts of judges, probation staff and judicial staff. Number of judicial staff participating in Education Services Division sponsored programs Subprogram Summary COU 4.1 116 Total number of computer based programs Total number of publications Total number of WENDELL website "hits" All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 17 17 9 10 10 38 38 40 4 5 5 70 250 250 10 10 10 32,797 20,000 25,000 Page 235 Total number of materials checked out of resource library 107 110 120 services following statutes and court rules ‹ Goal 5 Subprogram Summary COU 4.2 DOMESTIC RELATIONS To maintain the competence of judicial officers in the appropriate determination and effective management of domestic violence cases. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of necessary annual updates done for the Bench Book for Orders of Protection and Injunctions Against Harassment in Domestic Violence Cases and related court policies 100 100 100 Percent of conducting at least one biannual statewide training conference specifically devoted to domestic violence issues 100 n/a 100 Appropriate judicial officers and court personnel educated in policies and procedures that help counties effectively address the needs of domestic violence victims 740 300 300 Theresa Barrett, Program Manager Performance Measures Phone: (602) 452-3364 A.R.S. § 25-323.01 Mission: To provide leadership, coordination, and technical support for the development of domestic relations and child support enforcement programs and policies and to improve the administration of justice in Arizona communities on issues of domestic violence. Description: This program coordinates and supports the activities of the legislatively established Child Support Committee and Domestic Relations Committee. These committees address statewide strategic planning for child support and consolidation/revision of domestic relations statutes. In addition, this program provides staff support for the Committee on the Impact of Domestic Violence and the Courts, established by Administrative Order of the Supreme Court. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 687.8 586.5 586.5 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 687.8 586.5 586.5 FTE Positions 5.3 5.3 5.3 ‹ Goal 1 To provide timely, effective administrative and technical support to the legislative co-chairs and committee members. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of time minutes were provided in 10 days & notice 2 weeks prior to meeting 100 100 100 Percent of annual committee reports completed on schedule 100 100 100 Performance Measures ‹ Goal 2 Percentage of annual reports received and analyzed Explaination: Percent of time minutes were provided in 20 days & notice 2 weeks prior to meeting To provide for reimbursement of grand jury expenses as required by law. Description: The program provides the mechanism for reimbursement of the direct costs incurred by a county for impaneling a grand jury and the related costs associated with the grand jury's function and duties. Expenses that are reimbursed include juror fees, lodging, meals and mileage, attorneys, interpreters, investigators and expert witnesses appointed to a particular case and transcript preparation. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 100 100 10 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 108.8 108.8 0.0 0.0 0.0 Other Non Appropriated Funds 518.5 581.6 581.6 Program Total 627.3 690.4 690.4 FTE Positions 0.2 0.2 0.2 Other Appropriated Funds ‹ Goal 1 108.8 To provide for reimbursement of valid grand jury expenses, in accordance with Constitutional mandates. Performance Measures Claims processed FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8 8 8 9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To provide on site monitoring and assessment of state and local proceedings and services related to domestic violence issues. Performance Measures State and local contacts monitored and evaluated for proceedings and Page 236 Mission: To provide timely, effective administrative and technical support to all judges and court personnel and the Committee on the Impact of Domestic Violence and the Courts. Performance Measures ‹ Goal 4 Phone: (602) 452-3395 A.R.S. § 21-428(B) New measure, starting in FY09 Number of alternative format programs reviewed. ‹ Goal 3 STATE GRAND JURY Kevin Kluge, Chief Financial Officer General Funds To provide timely and effective administrative and technical support to domestic relations education on children's issues program administrators, to review standards and evaluate statewide domestic relations education on children's issues programs in accordance with statute and Supreme Court administrative order. Performance Measures Subprogram Summary COU 4.3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 62 50 50 All dollars are presented in thousands (not FTE). Judiciary Subprogram Summary COU 4.4 Subprogram Summary COU 4.6 POST CONVICTION RELIEF STATE AID TO THE COURTS Kevin Kluge, Chief Financial Officer Phone: (602) 452-3395 Amy Wood, Program Manager Phone: (602) 452-3337 A.R.S. § 13-4041 A.R.S. § 12-102.02 Mission: Mission: To provide reimbursement to counties for state-funded representation of indigent defendants in first-time capital post conviction relief proceedings. To improve the processing of criminal cases in the Arizona Superior Court and Justice Courts. Description: Description: Laws 1996, Chapter 7, 7th Special Session provides that all indigent prisoners under a capital sentence are entitled to the appointment of counsel to represent them in the state PCR proceeding and requires the Supreme Court to appoint this counsel after the mandate affirming the defendant's conviction and sentence is issued. This legislation establishes a flat fee of $7,500 to be paid to appointed counsel in a first state PCR proceeding unless the counsel is employed by a publicly funded office. The Supreme Court is required to reimburse the county, upon certification by the county that the amount is owed. The Arizona Supreme Court is required to administer the monies in the State Aid to Courts Fund. In addition to administering the fund, this program distributes monies to the Superior Court, including the Clerk of Court, and the Justices Courts in each county based on a composite index formula using Superior Court felony filings and county population. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 150.0 0.0 0.0 Other Appropriated Funds 3,919.7 7,001.9 9,945.3 Other Non Appropriated Funds 8,471.9 11,226.7 11,226.7 129.6 100.0 100.0 Program Total 12,541.6 18,228.6 21,172.0 Other Appropriated Funds 0.0 0.0 0.0 FTE Positions 22.8 22.8 22.8 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 129.6 100.0 100.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 ‹ Goal 1 To provide for reimbursement of valid post-conviction relief proceedings. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Claims processed 20 13 13 COU 4.5 Subprogram Summary Performance Measures To reduce felony case processing delays to improve public protection and to provide swift, fair justice for victims and those accused of crimes. (Target is to have 90% of all felony cases processed within 100 days.) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of counties' criminal cases processed within the 100 day target 56 60 60 Percent of counties conducting criminal case processing improvement projects 93 100 100 Performance Measures COU 4.7 JUDICIAL ASSISTANCE Subprogram Summary Kevin Kluge, Chief Financial Officer Phone: (602) 452-3395 JUDICIAL COLLECTION ENHANCEMENT Janet Scheiderer, Director AZ Const., Art. VI, Section 19, 20, A.R.S. §§ 12-143, 38-813 Phone: (602) 452-3334 A.R.S. § 12-116 Mission: To provide for reimbursement of judges pro tempore and retired judges called to serve in the superior and appellate courts of Arizona. Description: The program provides the funding mechanism for payment of salaries of judges pro tempore when serving in the Superior Court, payment of retired judges' differential pay, and payment of travel expenses. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 40.2 40.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 40.2 40.2 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To improve, maintain, and enhance the ability of the courts to collect and manage monies assessed or received by the courts and to improve court automation projects likely to improve case processing or the administration of justice. Description: The Judicial Collection Enhancement Fund (JCEF) is used to improve, maintain and enhance the judiciary's ability to collect and manage monies, including child support, restitution, fines and civil penalties. Funds are used for automation of courts, projects to improve case processing and the administration of justice, and to educate courts about revenue enhancement techniques and technology. *Total FTEs do not include Grant Funded or Field FTEs. To provide reimbursement as required for judges pro tempore and retired judges called to serve in the superior and appellate courts of the state. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Reimbursement provided 0 40,200 40,200 Judiciary Mission: All dollars are presented in thousands (not FTE). Page 237 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 15,140.7 15,425.3 19,925.3 709.5 710.0 710.0 Program Total 15,850.2 16,135.3 20,635.3 FTE Positions 3.5 3.5 3.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To improve, maintain and enhance the ability of the courts to collect and manage monies assessed or received by the courts, pursuant to A.R.S. 12-116. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of annual increase in court revenue TBD 10 10 Difference in percentage change from previous fiscal year in court revenue collections and case filings TBD 11.9 11.9 Performance Measures ‹ Goal 2 corresponding measure. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81 81 81 Percent of courts with a uniform statewide automation system Subprogram Summary COU 4.9 DRUG ENFORCEMENT JL Doyle, Program Manager Phone: (602) 452-3465 A.R.S. § 41-2402 Mission: To support the court and its components in furtherance of the federal and state war on drugs. Description: To fund court automation projects likely to improve case processing or the administration of justice. Monies from the Drug and Gang Enforcement Account are distributed by the Arizona Criminal Justice Commission to courts and probation departments for local efforts to deter, investigate, prosecute, adjudicate, and punish drug offenders and members of criminal street gangs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of all of the courts that have automated case and cash management systems 100 100 100 Funding and FTE Summary: (Thousands) Percent of annual increase in overall court dispositions at all court levels TBD 3.3 3.3 General Funds 0.0 0.0 Clearance rate (dispositions/filings) for all cases at all court levels TBD Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,908.5 1,782.4 1,782.4 Program Total 1,908.5 1,782.4 1,782.4 FTE Positions 0.4 0.4 0.4 Performance Measures ‹ Goal 3 .98 .98 To expedite the processing of grant requests in a costeffective manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14.63 21 21 1 1 1 Mean cycle days receipt of request to court notification of approval/denial Grant management budget as percent of total budget ‹ Goal 1 FY 2008 Actual FY 2008 Actual Average days drug case processing Subprogram Summary Percent of quarterly financial and progress reports submitted according to schedule DEFENSIVE DRIVING Janet Scheiderer, Director Cases that are over 361 days to disposition Phone: (602) 452-3334 FY 2010 Estimate 0.0 To enhance the ability of the courts and probation departments to process drug related cases more expediently and effectively. Performance Measures COU 4.8 FY 2009 Estimate FY 2009 Estimate FY 2010 Estimate 130.5 180 180 100 100 100 1,320 1,375 1,375 A.R.S. § 28-493 COU 4.10 Mission: Subprogram Summary ALTERNATIVE DISPUTE REGULATION Amy Wood, Program Manager To assist courts in enhancing case processing. Phone: (602) 452-3337 Description: This program oversees the funds in excess of those needed to administer the Defensive Driving Regulation program. These excess funds are placed into the Traffic Case Processing Fund to aid courts. This is done by establishing new and better automation systems that will improve case management, fine collections, paperwork processing and Motor Vehicle Division reporting, and will reduce traffic case backlogs. A.R.S. § 12-135 Mission: To promote the use of court-related alternative dispute resolution programs to increase access to the court system. Description: *Total FTEs do not include Grant Funded or Field FTEs. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 3,049.3 4,690.7 4,690.7 0.0 0.0 0.0 Program Total 3,049.3 4,690.7 4,690.7 FTE Positions 3.0 3.0 3.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 The Alternative Dispute Resolution (ADR) Fund is used for local, regional or statewide projects to create, improve, maintain or enhance alternative dispute resolution programs in the superior or justice courts. Alternative dispute resolution provides disputing parties alternatives to litigation. Examples of alternative dispute resolution methods include mediation and arbitration. Funds are used to develop educational programs (scholarships and conferences). To develop automation systems to process all court cases. Note: Program proposes deleting this goal and Page 238 All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 159.8 746.7 746.7 Program Total 159.8 746.7 746.7 FTE Positions 1.3 1.3 1.3 ‹ Goal 1 To create, improve, maintain, or enhance alternative dispute resolution programs in superior court and justice of the peace courts. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of volunteer mediators trained 220 220 250 Number of volunteer mediator training sessions held 22 20 20 Performance Measures Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11 21 21 1.3 1.3 1.3 Mean cycle days receipt of request to court notification of approval/denial Grant management budget as percent of total budget COU 5.0 Program Summary FAMILY SERVICES Bill Callahan, Program Manager Phone: (602) 452-3408 A.R.S. § 8-515.01 Mission: To administer programs that are designed to ensure that the best interests of dependent children are served by providing a system of information, advocacy and review. Description: Subprogram Summary COU 4.11 The Dependent Children's Services Division interacts with the courts, a variety of non-court agencies and organizations and the public throughout Arizona. The division administers three major programs: Foster Care Review Board, Court-Appointed Special Advocate and the Court Improvement Program. Other services include operating a parent assistance hotline program that provides court and other related information to parents and guardians whose children have been removed from the home by Child Protective Services. CASE PROCESSING ASSISTANCE Amy Wiood, Program Manager Phone: (602) 452-3337 A.R.S. § 41-2401.(D)(8) Mission: To enhance the ability of the courts to process criminal and delinquency cases. Description: The Case Processing Assistance Fund (CPAF) is used to enhance the courts' ability to process criminal and juvenile delinquency cases and to process orders of protection. Monies are used to fund judges pro tempore and support staff, and to purchase necessary equipment and supplies that courts are unable to obtain through their local funding sources. CPAF also is used to fund innovative projects to improve criminal and delinquency case processing and processing orders of protection. This Program Contains the following Subprograms: 4 4 4 Foster Care Review Board Court Appointed Special Advocate Model Court - Court Improvement Project Funding and FTE Summary: (Thousands) Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 4,518.5 3,053.5 4,053.5 0.0 0.0 0.0 Program Total 4,518.5 3,053.5 4,053.5 FTE Positions 2.7 2.7 2.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent growth in filings TBD 1.4 1.4 Clearance rate (dispositions/filings) of 1.00 or greater annually TBD .95 .95 Months for disposition of pending cases TBD 11 11 2,890.2 3,029.7 3,029.7 Other Appropriated Funds 2,675.7 3,449.2 3,449.2 0.0 0.0 0.0 Program Total 5,565.9 6,478.9 6,478.9 FTE Positions 41.7 41.7 41.7 To enhance the ability of the courts to process criminal cases. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent growth in filings TBD 6.4 6.4 Clearance rate (dispositions/filings) of 1.00 or greater annually TBD .88 .88 Months for disposition of pending cases TBD 12 12 Performance Measures ‹ Goal 3 Judiciary FY 2010 Estimate To enhance the ability of courts to process juvenile delinquency cases. Performance Measures ‹ Goal 2 FY 2009 Estimate General Funds Other Non Appropriated Funds *Total FTEs do not include grant funded and field FTEs. FY 2008 Actual To expedite the processing of grant requests in a costeffective manner. All dollars are presented in thousands (not FTE). Page 239 Number of Removal Review volunteers meeting or exceeding the yearly training requirement Subprogram Summary COU 5.1 ‹ Goal 3 FOSTER CARE REVIEW BOARD Performance Measures A.R.S. § 8-515.01 Hotline Calls ‹ Goal 4 To ensure, through local volunteer review boards and a state advisory board, that children involved in dependency proceedings have a permanent placement plan consistent with their best interest. 59 61 To provide accurate information to families in a caring, respectful manner Bill Callahan, Program Manager Phone: (602) 452-3408 Mission: 51 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,052 1,210 1,391 To increase public and agency awareness of the Parent Assistance Hotline FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Yellow Page referrals 57 66 75 Agency Referrals 75 86 99 Performance Measures Description: Calls attributable to brochures (DES) 317 365 419 The Foster Care Review Board is designed to assist the juvenile court judges. The boards are comprised of volunteer members who receive initial as well as on going training. The boards are responsible for reviewing, within six months of placement and every six months thereafter, the case of each child who remains in out-of-home placement and who is the subject of a dependent action. The case review determines what efforts have been made by the social services agency with whom the child has been placed, to carry out the plan for the permanent placement of the child. Review boards submit recommendations to the presiding juvenile court judge in each county to assist their court review and decision making process. The State Foster Care Board is statutorily required to review and coordinate the activities of the local boards. In addition, the State Board is mandated to make annual recommendations to the Supreme Court, the Governor, and the Legislature on the state's foster care statutes, policies, and procedures. Also included in this subprogram is the Parent Assistance Hotline. The hotline provides accurate information, education and referrals when children are involved with Child Protective Services (CPS), enabling parents and guardians to work more effectively with CPS and the juvenile court. Calls attributable to other advertising 474 545 627 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,324.3 2,430.4 2,430.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,324.3 2,430.4 2,430.4 FTE Positions 36.3 36.3 36.3 ‹ Goal 1 To ensure that each child in out-of-home placement, for 6 months or more, is reviewed by the FCRB at least once every 6 months and is making progress towards permanency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Children eligible for review during the fiscal year 13,964 11,997 12,620 Number of child reviews held during the fiscal year 17,175 16,000 16,505 Total number of reviews conducted within the fiscal year 10,371 9,476 9,805 76 75 73 Performance Measures Percent of reviews during fiscal year for which the board found that progress was being made towards establishing permanency ‹ Goal 2 To establish, maintain and train sufficient volunteers to perform high quality case reviews. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 37.73 37.73 37.73 Number of active volunteers during the fiscal year 522 556 559 Average length of volunteer service during the fiscal year 4.06 3.70 3.72 Number of volunteers meeting or exceeding the yearly training requirement 416 501 528 Number of active Removal Review volunteers during the fiscal year 125 159 166 Performance Measures FTEs to support volunteers (Does not include Support Pool) Page 240 ‹ Goal 5 To ensure that each child who is removed from home receives a review of his or her removal FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of Removal Reviews facilitated during the fiscal year 1,140 1,127 1,309 Total number of children reviewed by Removal Review Team during the fiscal year 1,994 2,200 2,249 Number of removals in which the majority of the Removal Review team did not agree with the removal 11 12 12 Performance Measures COU 5.2 Subprogram Summary COURT APPOINTED SPECIAL ADVOCATE Bonnie Marcus, Program Manager Phone: (602) 452-3583 A.R.S. § 8-522 Mission: To administer and monitor a community-based volunteer advocacy program in the Juvenile Court System for abused and neglected children. Description: The Arizona CASA Program is comprised of the state office, county programs, and volunteers who serve abused and neglected children. The state office administers the program by monitoring county programs to ensure compliance with all relevant statutes, orders, policies and procedures, and funding agreements. In addition, the state office provides services, including recruiting tools, training opportunities, and technical assistance and support to county programs and volunteers. County programs educate communities in order to recruit, maintain, and supervise qualified volunteers to advocate for children involved in juvenile court proceedings as required by A.R.S. §§ 8-522 to 8-523, and Arizona Rules of Court, Rules 22 and 22.1. CASA volunteers are specially trained citizens who are appointed to an individual dependency case by presiding juvenile judges and function as independent advocates for children who are wards of the court. Volunteers help ensure that a child's right to a safe, permanent home is actively pursued. The CASA volunteer has three main roles: 1) to conduct an independent assessment of the case and advocate for needed services for the child and family; 2) to provide written reports and testimony to the juvenile court judge to enable the judge to make the best decision possible; and 3) to be a consistent presence in the child's life, acting as an advocate throughout the court proceedings. The Court Appointed Special Advocate Fund receives 30 percent of unclaimed state lottery prize money pursuant to A.R.S. § 5-518 and 8-524. All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 102.0 102.0 102.0 2,675.7 3,449.2 3,449.2 0.0 0.0 0.0 Program Total 2,777.7 3,551.2 3,551.2 FTE Positions 5.4 5.4 5.4 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain an adequate number of certified volunteer advocates. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Children eligible for CASA as of 6/30 8,874 8,396 8,567 Children with CASA assigned as of 6/30 1,191 1,205 1,228 Performance Measures Total Number of volunteers as of 6/30 778 793 808 Volunteers serving during the year 997 1,016 1,036 Number of Active Volunteers as of 6/30 705 719 733 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 425 466 468 43 44 45 23.09 23.09 23.09 Performance Measures Number of volunteers during the year completing the required number of hours Average number of in-service training hours volunteers received To ensure compliance by performing an operational review of county program activities. Working closely with other Administrative Office of the Court divisions, monitoring is now done on a cycle. Monitoring is not done in all 15 counties each year. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of volunteer files reviewed 190 130 180 Percent of required items reviewed and found to be in compliance 96 98 99 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 165 115 170 Performance Measures Performance Measures Total number of case files reviewed Explaination: Increased FY07 number is due to Maricopa County operational review. Percent of required items reviewed and found to be in compliance 96 98 99 Subprogram Summary COU 5.3 MODEL COURT - COURT IMPROVEMENT PROJECT Rob Shelley, Program Coordinator Phone: (602) 452-3416 A.R.S. § 8-824 Mission: To evaluate and improve Arizona's dependency case management in order to reduce the amount of time children spend in out of home placement. Description: In 1998, based upon a federal dependency court improvement initiative and the Pima County Model Court pilot, new laws governing dependency case time lines and processing were passed. The Court Improvement Program oversees the implementation of this re-engineering of the dependency court process. Program responsibilities include providing technical assistance, training and funding to juvenile courts as they implement the new and revised statutes and improve their handling of dependency petitions. This also includes the implementation of dependency operational reviews and expanding dependency data collection through the use of the Arizona Juvenile On-Line Tracking System, JOLTS. General Funds FY 2009 Estimate FY 2010 Estimate 463.9 497.3 497.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 463.9 497.3 497.3 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To reduce the time frame from removal to permanency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of petitions that met preliminary protective hearing requirements (within 5-7 days of removal) 68 80 85 Average number of days to adjudication 64 60 60 Percent of petitions for which a permanency hearing was completed within 12 months of removal 66 75 80 Performance Measures Program Summary COU 6.0 Niki O'Keeffe, Division Director Phone: (602) 452-3306 AZ Constitution, Article VI, Sections 36, 42 Mission: To nominate highly qualified individuals for appointment to the Supreme Court, the Court of Appeals, and the Superior Court in Maricopa and Pima counties and to evaluate the performance of all justices and judges who stand for retention and provide the results of those evaluations to the voters before each retention election. Description: Vacancies on the Supreme Court or the Court of Appeals are filled by appointment by the Governor from a list of not less than three nominees for each vacancy submitted by the 16-member Commission of Appellate Court appointments. Vacancies on the Superior Court for Maricopa and Pima Counties are filled by appointment by the Governor from a list of not less than three nominees for each vacancy as submitted by the 16-member Commission on Trial Court Appointments for Maricopa and Pima Counties. The three commissions operate under Rules of Procedure adopted by the Supreme Court. Judicial Performance Review provides a mechanism for surveying attorneys, litigants/witnesses, jurors, peers, court staff, and administrative contacts about the performance of all merit retention justices and judges. The surveys are conducted twice during each term of office. The "pre-election" includes public hearings and the opportunity to comment on a specific judge in writing. Information is disseminated to the public before each general election as part of the Secretary of State's "Voter Information Guide." This program complies with the Americans with Disabilities Act and Federal Minority Rights Voting Act requirements. The information is also reviewed with the judge as a tool for professional growth and improvement. The Commission operates under Rules of Procedure adopted by the Supreme Court. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 322.4 323.3 323.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 322.4 323.3 323.3 FTE Positions 5.0 5.0 5.0 ‹ Goal 1 Judiciary FY 2008 Actual JUDICIAL NOMINATIONS AND PERFORMANCE REVIEW Percent of number of volunteers serving during the year completing the required number of hours ‹ Goal 2 Funding and FTE Summary: (Thousands) To ensure the nominating commissions candidate submissions meet the constitutional requirements on All dollars are presented in thousands (not FTE). Page 241 considering the diversity of the state's or county's population and nominee submission time line. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Applications received from minorities and women as a percent of all applications 41 50 50 Nominations of minorities and women as a percent of all nominations 33 Performance Measures Percent of nomination lists submitted to the Governor within the 60 day constitutionally set time line ‹ Goal 2 100 50 100 FY 2009 Estimate FY 2010 Estimate Cost per appellate court vacancy (dollars) N/A 3,500 4,000 Cost per trial court vacancy (dollars) 900 1,300 1,000 To provide survey forms during each survey period for distribution to individuals who interact with a merit/retention judge. Performance Measures FY 2008 Actual Survey forms distributed 56,326 6,000 56,000 Survey forms returned 14,424 2,000 14,000 Pamphlets distributed (in thousands) Explaination: FY 2010 Estimate To widely disseminate the results of the survey and review process. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 1,650 0 Pamphlets are not distributed in a non-election year. Telephone Contacts Website Hits 50 200 50 96,000 2,000,000 96,000 458.3 436.9 436.9 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 458.3 436.9 436.9 FTE Positions 5.0 5.0 5.0 To investigate and resolve all complaints of judicial misconduct in accordance with Constitutional mandates. (These numbers are based on Fiscal-year data from July 1, 2007 through July 30, 2008) FY 2008 Actual Performance Measures COMMISSION ON JUDICIAL CONDUCT Keith Stott, Executive Director Phone: (602) 452-3200 AZ Constitution, Article VI.I Mission: To investigate and resolve all complaints of judicial misconduct. Description: The Commission, comprised of 11 members, is an independent agency that has jurisdiction over all judges in the state, including Supreme Court justices, Court of Appeals judges, Superior Court judges, Justices of the Peace and municipal judges. It also has jurisdiction over commissioners, hearing officers, judges pro tempore, retired judges with temporary assignments, and all other judicial officers serving within the judicial branch of government. When all are taken into account, the Commission's jurisdiction extends to more than 530 judges and judicial officers throughout the state. The Commission is required to investigate all complaints of judicial misconduct and may resolve them in one of several ways. Complaints that are frivolous or unfounded may be dismissed for lack of jurisdiction, insufficient grounds to justify investigation or no evidence of judicial misconduct. Cases involving serious misconduct are decided in formal hearings, similar to trials, that are open to the public. At the conclusion of a hearing, the Commission can formally recommend to the Supreme Court that a judge be publicly censured, suspended, removed or retired. Discipline in less serious cases may be handled informally. FY 2010 Estimate Inquiries 566 700 750 Complaints processed 397 380 380 Formal and Informal Advisory Opinions 248 240 250 Preliminary investigations 220 207 200 Motions for reconsideration 38 38 48 Sanctions and other warnings 63 60 60 Program Summary COU 8.0 JUDICIAL COMPENSATION Kevin Kluge, Chief Financial Officer Phone: (602) 452-3395 AZ Constitution, Article VI, Section 9, A.R.S. § 12-120 Mission: Description: The Arizona Superior Court, which has at least one judge in every county, is the state's only general jurisdiction court. Additional Superior Court judges may be authorized in each county having a census greater than 30,000 inhabitants and upon petition by the Board of Supervisors to the Governor. A Superior Court judge may be authorized for each 30,000 inhabitants or majority fraction thereof. Superior Court judges hear all types of cases except small claims, minor offenses or violations of city codes and ordinances. One-half of the Superior Court judges' salaries are provided by the state as required by A.R.S. § 12-128. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 17,640.9 18,093.6 0.0 0.0 0.0 182.7 189.5 189.5 Program Total 17,823.6 18,283.1 19,508.1 FTE Positions 174.0 174.0 175.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 19,318.6 To provide fair and expeditious determination of cases. (Court activity is difficult to predict; projections are based on FY 2004 activity level, which also is an estimate. Cases pending are as of 6/30.) * The 2007 actual total reflects an estimated figure. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All cases on file in prior fiscal year 429,447 428,000 428,000 All cases terminated in prior fiscal year 203,860 200,000 200,00 Cases pending in prior fiscal year 221,175 219,000 219,000 New filings (includes transfer in cases) in prior fiscal year 211,380 208,000 208,000 19,209 51,000 51,000 Other proceedings in prior fiscal year Page 242 FY 2009 Estimate To fund the state portion of the salary and employee related expenses of Superior Court judges. Program Summary COU 7.0 FY 2010 Estimate Other Appropriated Funds To efficiently meet their constitutional duties. FY 2008 Actual ‹ Goal 4 FY 2009 Estimate 50 100 FY 2009 Estimate FY 2008 Actual General Funds ‹ Goal 1 Performance Measures ‹ Goal 3 Funding and FTE Summary: (Thousands) All dollars are presented in thousands (not FTE). Judiciary Program Summary COU 9.0 Subprogram Summary COU 9.1 ADULT PROBATION SERVICES STANDARD PROBATION Kathy Waters, Division Director Phone: (602) 452-3468 Kathy Waters, Division Director Phone: (602) 452-3468 A.R.S. § 13-901 A.R.S. § 12-261 Mission: Mission: To foster the continued development and effective implementation of a balanced approach to Adult Community Corrections, including protection of the public through offender accountability and rehabilitation, and restoration of the community primarily through the collection of restitution and completion of community service. To provide financial assistance to probation departments to promote public safety by the responsible supervision of probationers in the community. Description: Arizona's adult probation system is decentralized, with each of the fifteen county probation departments reporting directly to either the presiding judge of the Superior Court in their respective county or the Court Administrator. The Adult Services Division of the Administrative Office of the Courts administers and oversees nine major state programs/funds which help support the adult probation system: Intensive Probation Supervision (IPS); Adult Standard Probation; Community Punishment Program (CPP); Criminal Justice Enhancement Fund (CJEF); Drug Enforcement Account (DEA); Interstate Compact (ISC); the Drug Treatment and Education Fund (DTEF); Transferred Youth (TY); and the Judicial Collection Enhancement Fund (JCEF). The Division works with the county probation departments to ensure adequate resources are available for them to meet required operational standards based upon applicable statutes, administrative orders and funding requirements. The Division also coordinates approximately 300 state vehicles provided for adult and juvenile probation and surveillance officers, facilitates training events, conducts research and statistical compilation, and provides technical assistance on a variety of probation related matters. Description: The program provides funding in an effort to maintain the statutory caseload average of 60 adult probationers per probation officer (60:1) and creates the availability of state funding to supplement county funds in order to achieve or maintain that 60:1 ratio. The funding must be used primarily for the payment of probation officer salaries to attain the caseload average. * Beginning with FY 2004, Maricopa County is not included in the statewide result. *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) General Funds 4 4 4 4 4 4 15,051.1 0.0 0.0 27.8 2,274.2 2,274.2 Program Total 13,988.9 17,325.3 18,783.1 FTE Positions 12.5 12.5 12.5 Other Non Appropriated Funds ‹ Goal 1 Community Punishment Interstate Compact Drug Treatment and Education Global Positioning Systems (GPS) Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 27,383.9 28,013.3 29,699.0 1,456.0 2,320.4 2,820.4 Other Non Appropriated Funds 4,204.5 6,291.6 6,291.6 Program Total 33,044.4 36,625.3 38,811.0 FTE Positions 30.8 30.8 30.8 FY 2010 Estimate 2 2 2 100 100 Percent of follow-up reviews on noncompliance issues completed within prescribed time frame 100 100 100 To promote victim and community restoration and hold adult standard probationers accountable while providing opportunities for behavioral change consistent with the needs of public safety. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of court-ordered restitution paid by active standard probationers 19 50 50 Percent of community service hours completed 49 75 75 Percent of probationers exiting standard probation and not committed to county jail or DOC 71 80 80 Performance Measures ‹ Goal 3 To assist in enhancement of education and training of probation officers and staff by providing regionalized and statewide training. Performance Measures Certification Academies conducted FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 4 4 Regional training events 92 100 90 Percent of probation personnel in compliance with COJET requirements 97 100 100 Percent of officers hired after July 1, 1995 who attended the Certification Academy within first year of employment 100 100 100 ‹ Goal 4 Judiciary FY 2009 Estimate 100 FY 2010 Estimate Other Appropriated Funds FY 2008 Actual Percent of operational reviews completed within prescribed time frame ‹ Goal 2 FY 2009 Estimate 16,508.9 To ensure that each county probation department is provided with adequate resources to meet required operational standards based upon applicable statutes, administrative orders and funding requirements. Operational reviews conducted Intensive Probation FY 2010 Estimate 0.0 Performance Measures Standard Probation FY 2009 Estimate 13,961.1 Other Appropriated Funds * Beginning with FY 2004, Maricopa County is not included in the statewide result. This Program Contains the following Subprograms: FY 2008 Actual To promote public safety by providing each county All dollars are presented in thousands (not FTE). Page 243 probation department with adequate resources to meet required operational standards based upon applicable statutes, administrative orders and funding requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of probation departments in compliance with 60:1 mandate 42 100 100 Percent of probation departments whose funding is primarily used for payment of probation officer salaries 100 100 100 Percent of probationers successfully completing probation 68 75 75 1,177 1,141 1,141 Performance Measures Average annual state cost per probation slot (in dollars) in prior fiscal year Explaination: Percent of IPS probationers not testing positive for illegal drug use Explaination: 39 Explaination: 63 INTENSIVE PROBATION Kathy Waters, Division Director Phone: (602) 452-3468 A.R.S. § 13-913 et. seq. Mission: To provide a highly structured and closely supervised probation alternative which emphasizes the payment of restitution. * Beginning with FY 2004, Maricopa County is not included in the statewide results. Beginning in FY 2007, Maricopa and Graham Counties not included. * Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 11,606.3 11,330.5 11,252.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 11,606.3 11,330.5 11,252.3 FTE Positions 8.7 8.7 8.7 ‹ Goal 1 To promote victim and community restoration and hold accountable adult intensive probationers while also providing opportunities for behavioral change consistent with the needs of public safety. Performance Measures FY 2008 Actual FY 2009 Estimate Excludes Maricopa and Graham counties 87 87 Percent of probationers exiting IPS and not committed to county jail or DOC 58 55 60 ‹ Goal 2 To promote public safety by providing each county probation department with adequate resources to meet required operational standards based upon applicable statutes, administrative orders, and funding requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of probation departments in compliance with statutorily prescribed caseload 63 100 100 Percent of probation departments provided sufficient operating motor vehicles 100 100 100 Percent of probationers successfully completing probation 51 55 55 7,075 7,075 7,075 Average annual state cost per probation slot (in dollars) in prior fiscal year Explaination: ‹ Goal 3 FY08 result is actual FY07 cost due to delay in getting data. To provide an advanced training program (Arizona Institute for Intensive Probation ) and technical assistance to IPS officers to ensure compliance with program direction. FY 2008 Actual Performance Measures IPS institutes conducted Percent of IPS officers completing the institute FY 2009 Estimate FY 2010 Estimate 2 2 2 95 100 100 Subprogram Summary COU 9.3 COMMUNITY PUNISHMENT Kathy Waters, Division Director Phone: (602) 452-3468 A.R.S. § 12-299 Mission: To enhance both intensive and standard probation services in an effort to divert offenders from prison or jail and promote public safety through locally designed treatment and control-oriented programming. Description: The Community Punishment Program (CPP) provides funds which augment general probation conditions and community-based programs emphasizing supervision, surveillance, control, public protection, community work service, restitution, and victims' rights, as well as opportunities for rehabilitation and treatment. * Beginning with FY 2004, Maricopa County is not included in the statewide results. *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 534.4 540.9 814.1 1,456.0 2,320.4 2,320.4 95.8 69.8 69.8 FY 2010 Estimate Program Total 2,086.2 2,931.1 3,204.3 1.0 1.0 1.0 Percent of eligible IPS probationers participating in a treatment program 71 75 75 FTE Positions Percent of IPS probationers maintaining full-time employment 80 83 83 ‹ Goal 1 Page 244 0 82 Description: The program provides intensive supervision, through the use of probation officer/surveillance officer teams, to offenders who would otherwise have been incarcerated in the Department of Corrections at initial sentencing or as a result of a technical violation of standard probation. Pursuant to statute, supervision teams of one probation officer and one surveillance officer can supervise a maximum of 25 intensive probationers and a team consisting of one probation officer and two surveillance officers can supervise no more than 40 probationers. In small counties, one probation officer is authorized to supervise up to 15 intensive probationers. Intensive probationers are required to: maintain employment or full-time student status or perform community service at least six days per week; pay restitution and monthly probation fees; establish residency at a place approved by the probation team; remain at their place of residence except when attending approved activities; allow the administration of drug and alcohol tests; perform at least forty hours (with good cause the court can reduce to twenty hours) of community service work each month except for full-time students, who may be exempted or required to perform fewer hours; and meet any other conditions set by the court. 50 Percent of community service hours completed Performance Measures Subprogram Summary 0 Excludes Maricopa County Percent of court-ordered restitution paid by active IPS probationers FY07 actual cost reflectedin FY08 Actual due to lag in obtaining data. COU 9.2 70 To promote victim and community restoration and hold accountable adult community punishment probationers while also providing opportunities for behavioral change consistent All dollars are presented in thousands (not FTE). Judiciary with the needs of public safety. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,843 3,000 3,000 Number of active probationers who received CPP funded services DRUG TREATMENT AND EDUCATION Cliff Ford, Treatment Manager Phone: (602) 452-3558 Subprogram Summary COU 9.4 Subprogram Summary COU 9.5 A.R.S. § 13-901.02 INTERSTATE COMPACT Dori Ege, Program Manager Mission: To provide treatment and education services to substance abusing probationers. Phone: (602) 452-3324 A.R.S. § 31-461 Description: Mission: To provide supervision to probationers transferring to Arizona and monitor the supervision of probationers transferred to other states from Arizona. The Drug Treatment and Education Fund provides funding to augment treatment and education services for substance abusing offenders convicted of personal possession or use of a controlled substance. Description: The program provides for the supervision of probationers transferring to Arizona from other states, and probationers transferring from Arizona to other states. County probation departments investigate requests of probationers sentenced in other states who wish to transfer their probation supervision to Arizona. After investigation, these requests are either denied or accepted. If accepted, county probation departments provide supervision for transferred probationers. Arizona probation officers monitor compliance with probation conditions and initiate corrective action, if deemed necessary, through the state Compact Office. Arizona probation departments also maintain contact with probationers transferred from Arizona to other states and collect court-ordered monetary assessments, including restitution and fines. * Beginning with FY04, Maricopa County is not included in the statewide result. Beginning in FY 2007, Maricopa and Graham Counties are not included *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 639.9 654.2 687.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 639.9 654.2 687.1 FTE Positions 3.8 3.8 3.8 ‹ Goal 1 To facilitate the transfer and supervision of probation cases through the interstate compact. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of incoming cases processed within three days of receipt, as required 95 97 98 Percent of transfer investigation requests completed within forty-five days of receipt, as required 87 88 90 Percent of outgoing cases processed within five days of receipt, as required 99 99 99 Percent of victim assistance fund payments collected 67 68 70 6.6 7.0 7.2 Performance Measures Average satisfaction rating by states participating in the interstate compact (Scale 1-8) Judiciary *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 4,080.9 3,947.6 3,947.6 Program Total 4,080.9 3,947.6 3,947.6 FTE Positions 4.4 4.4 4.4 ‹ Goal 1 To assess substance abusing probationers to determine an appropriate level of care to be recommended. Performance Measures Number of all probationers that received DTEF funded treatment services assessed using the Adult Substance User Survey (ASUS) ‹ Goal 2 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10,269 10,000 10,000 To reduce the prevalence of drug use and the incidence of criminal activity for substance abusing offenders through treatment services and probation supervision. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of defendants convicted of an ARS 13-901.01 1st or 2nd offense and sentenced to a term of probation during the fiscal year 6,639 7,000 7,000 Number of probationers convicted of an ARS 13-901.01 1st or 2nd offense that received DTEF funded treatment services 3,694 4,000 4,000 Performance Measures All dollars are presented in thousands (not FTE). Page 245 Subprogram Summary COU 9.6 Program Summary COU 10.0 JUVENILE PROBATION SERVICES GLOBAL POSITIONING SYSTEMS (GPS) Kathy Waters, Division Director Phone: (602) 452-3468 Rob Lubitz, Division Director Phone: (602) 452-3450 ARS 13-902(G) A.R.S. § 8-201 Mission: Mission: To provide global positioning system monitoring for probationers sentenced under ARS 13-902(G). To effectively oversee the statewide administration of local juvenile probation services and programs which promote community protection by requiring juvenile accountability and by providing treatment opportunities which result in law abiding behavior. Description: A.R.S. §13-902(G) provides that beginning November 1, 2006 after conviction of a dangerous crime against children as defined in A.R.S. §13604.01, if a term of probation is imposed, the court shall require global position system monitoring for the duration of the term of probation. Many probationers sentenced under A.R.S. §13-902(G) are placed on probation for long terms extending up to life-time probation supervision. The GPS program offers the highest level of community-based supervision available for those probationers convicted of Dangerous Crimes Against Children. Further, the GPS program allows probationers to receive treatment while in the community or continuing their treatment once released from incarceration. This balanced approach results in short-term public safety through monitoring and potential long-term public safety by offering the probationer the opportunity to change their behavior through treatment. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 642.2 436.6 436.6 Other Appropriated Funds 0.0 0.0 500.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 642.2 436.6 936.6 FTE Positions 0.4 0.4 0.4 ‹ Goal 1 To monitor all GPS offenders on probation as prescribed by statute Performance Measures Number of probationers on GPS FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 122 206 290 Description: The Juvenile Justice Services Division is responsible for the effective administration of juvenile justice programs for delinquent and incorrigible youth in coordination with the juvenile courts. Division programs focus on treatment, rehabilitation and protection of community and youth. The Division administers and oversees seven major programs/funds: Juvenile Intensive Probation (JIPS); Juvenile Treatment Services Fund (JPSF); Family Counseling; Juvenile Standard Probation; Juvenile Crime Reduction Fund (JCRF); Progressively Increasing Consequences; and State Aid for Detention. Other services include providing direction and coordination for the Juvenile On-Line Tracking System (JOLTS); the statewide Literacy, Education and Resource Network (LEARN Labs); oversight of juvenile detention centers; and administration of probation department operational reviews. This Program Contains the following Subprograms: 4 4 4 4 4 4 Standard Probation Intensive Probation Treatment Services Family Counseling Progressively Increasing Consequences (PIC-Act) Juvenile Crime Reduction Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 48,863.2 47,920.3 49,076.7 Other Appropriated Funds 5,129.7 5,197.8 5,197.8 Other Non Appropriated Funds 2,121.6 1,633.8 486.3 Program Total 56,114.5 54,751.9 54,760.8 FTE Positions 39.7 39.7 39.7 COU 10.1 Subprogram Summary STANDARD PROBATION Fred Santesteban, Program Manager Phone: (602) 452-3456 A.R.S. § 8-203 Mission: To improve, maintain or expand juvenile probation services to ensure proper supervision of youth on probation. Description: The program provides funds for the salary and employee-related expenses of probation officers supervising juveniles on probation to the superior court. The fund has been utilized to assist the counties in achieving and maintaining a client/probation officer ratio of 35:1. *Total FTEs do not include grant funded and field FTEs. Page 246 All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Funding and FTE Summary: (Thousands) 5,152.1 4,724.2 4,724.2 0.0 0.0 0.0 Other Non Appropriated Funds 1,093.1 1,093.2 1,093.2 Other Non Appropriated Funds Program Total 6,245.2 5,817.4 5,817.4 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds ‹ Goal 1 To ensure proper supervision of youth on probation. Performance Measures Percent of juvenile probation departments in compliance with mandated case load ratios of 35:1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of youth who complete their term of probation without a referral, i.e. successful completion 83 85 85 Percent of juvenile probation departments (15) undergoing on-site visits 100 100 100 1,338 1.338 1.338 83 85 85 Average annual cost per probation slot (in Dollars) in prior fiscal year Percent of probationers successfully completing probation without a referral (a notice of misbehavior) ‹ Goal 2 To manage and monitor the efficient and effective allocation and distribution of state appropriated funds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of budget modifications reviewed and approved within two weeks 100 100 100 Percent of juvenile courts (15) whose plans are reviewed and approved 100 Performance Measures ‹ Goal 3 General Funds 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of juvenile probationers ordered to pay restitution, who pay 99 100 100 Percent of juveniles ordered to pay probation fees, who pay 65 70 70 Performance Measures 9,882.1 0.0 0.0 44.7 40.0 40.0 Program Total 10,294.9 9,922.1 9,922.1 FTE Positions 6.5 6.5 6.5 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of JIPS case load monthly reports reviewed 100 100 100 Percent of juvenile probation departments (15) visited 100 100 100 Percent of county JIPS programs (15) receiving informal on site monitoring reports 100 100 100 Percent of departments exceeding 95% compliance with contact standards as measured in quarterly performance audits 87 87 87 Percent of probationers successfully completing probation without a referral (a notice of misbehavior) 61 70 70 8,894 8,894 8,894 Average annual cost per probation slot (in dollars) in prior fiscal year ‹ Goal 2 To ensure that JIPS officers are trained and meet established standards. Percent of JIPS officers passing initial academy testing ‹ Goal 3 To effect positive change in a high risk juvenile population through a highly structured community based probation program committed to the prevention of further juvenile offenses and the protection of the community. The program provides probation teams that deliver intensive supervision, which emphasizes surveillance, treatment, work, education and home detention, to juvenile offenders. The program seeks to reduce commitments to the Arizona Department of Juvenile Corrections and other institutional or costly out-of-home placements, thus reserving space for more serious youth offenders. Probationers are required to participate in one or more of the following for 32 hours per week: school, court-ordered treatment, employment or community service; if able, to pay required court-ordered fees; to remain at a place of residence, except as allowed and approved by the supervising probation officer; to allow administration of drug and alcohol tests; and to meet other conditions set by the court. FY 2010 Estimate 100 100 100 FY 2009 Estimate FY 2010 Estimate Percent of budget modifications reviewed and processed within two weeks of receipt 100 100 100 Percent of juvenile courts (15) whose plans and budgets are reviewed and approved 100 100 100 To evaluate the statewide JIPS program aimed at reducing juvenile commitments to the Department of Juvenile Corrections or other institutional or costly out of home placements. ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 61 66 66 To promote victim and community restoration by holding juvenile intensive probationers accountable for their court ordered financial and community service obligations. Performance Measures Description: FY 2009 Estimate FY 2008 Actual Performance Measures Percent of JIPS youth who complete JIPS without a referral, i.e.. successful completion Mission: FY 2008 Actual To manage and monitor the effective and efficient allocation and distribution of state appropriated funds. Performance Measures A.R.S. § 8-351 9,882.1 To ensure the proper level of intensive supervision of high risk probationers . Performance Measures INTENSIVE PROBATION Fred Santesteban, Program Manager Phone: (602) 452-3456 FY 2010 Estimate 0.0 ‹ Goal 4 Subprogram Summary FY 2009 Estimate 10,250.2 Other Appropriated Funds Performance Measures To promote victim and community restoration by holding juvenile probationers accountable for their court ordered financial and community service obligations. COU 10.2 FY 2008 Actual Percent of the juvenile intensive probationers ordered to pay restitution who are paying FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96 95 95 *Total FTEs do not include grant funded and field FTEs. Judiciary All dollars are presented in thousands (not FTE). Page 247 Subprogram Summary COU 10.3 Subprogram Summary COU 10.4 FAMILY COUNSELING TREATMENT SERVICES Steve Tyrrell, Program Manager Phone: (620) 452-3451 Steve Tyrrell, Program Manager Phone: (602) 452-3451 A.R.S. § 8-322 A.R.S. §§ 8-261 et seq. Mission: Mission: To administer a comprehensive continuum of community based treatment services and diversion programs for delinquent and incorrigible youth placed on probation to reduce repetitive juvenile offenses. To oversee the development of programs for families in crisis which strengthen family relationships and reduce juvenile delinquency. Description: Description: The Juvenile Treatment Fund is the primary fund that provides intervention services for youth on probation. The Administrative Office of the Courts administers the procurement, contracting and monitoring of statewide contracts for services provided to youth on probation. The fund provides the resources to assist the probation officer in enforcing the terms of probation through a comprehensive continuum of services to ensure accountability, skill development, community safety and crime reduction. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 22,470.5 22,493.3 23,649.7 0.0 0.0 0.0 906.0 500.6 -646.9 Program Total 23,376.5 22,993.9 23,002.8 FTE Positions 19.9 19.9 19.9 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To audit and evaluate treatment programs for contract compliance and effective service delivery. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Service contractors audited for compliance with program standards 66 70 70 Percent of contractors monitored in satisfactory compliance with established program standards (70%+) 84 80 80 Performance Measures Average cost per contract to audit (dollars) Average hours per contract to audit and write report ‹ Goal 2 522 550 550 18 22 22 To provide a comprehensive array of services and interventions for youth on probation. Performance Measures Youth served FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18,369 18,000 18,000 Youth provided out of home services 1,140 1,100 1,100 Youth provided day support services 226 215 215 5,121 5,100 5,100 Youth provided counseling intervention Youth provided drug testing 13,743 13,700 13,700 Youth provided evaluations and other services 3,457 3,457 3,457 Youth provided educational and vocational services 6,041 6,000 6,000 Percent of youth who don't re-offend within 12 months of program completion in prior fiscal year 50 50 50 Percent of youth with successful outcomes in functional family therapy 50 51 50 Percent of youth with successful outcomes in Family Preservation 73 60 60 Percent of youth with successful outcomes in high impact residential 88 81 81 The program provides the basic crisis and supportive counseling services to children and their families. Funds are used to provide counseling not only to children who have already come to the attention of the court, but also to their families and siblings, in an effort to address family problems that may be contributing to unlawful behavior and to prevent escalation into more serious activity. For incorrigible children who would otherwise be unable to obtain counseling services, these funds provide the courts with the critical resources needed to improve the family's ability to deal with conflicts and exercise proper control. *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 656.1 660.4 660.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 656.1 660.4 660.4 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To ensure services are available through the local juvenile courts for families in crisis. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 15 15 1,683 1,683 1,683 446 446 446 Average age of youth participating in program in prior fiscal year 16 16 16 Average sessions per family in prior fiscal year 9 9 9 Performance Measures Juvenile courts assisted in the development of approved family plans in prior fiscal year Families served in prior fiscal year Average cost per family (dollars) in prior fiscal year COU 10.5 Subprogram Summary PROGRESSIVELY INCREASING CONSEQUENCES (PIC-ACT) Steve Tyrrell, Program Manager Phone: (602) 452-3451 A.R.S. § 8-321 Mission: To ensure accountability by administering a comprehensive array of consequence programs for youth diverted from the formal court process. Description: The Progressively Increasing Consequences monies provide the opportunity for youth to be held accountable for specific offenses without the formal court process. Youth are required to attend programs which emphasize accountability, restitution, skill development, crime reduction and community safety such as Teen Court, community work service, life skill education classes and problem solving. *Total FTEs do not include grant funded and field FTEs. Page 248 All dollars are presented in thousands (not FTE). Judiciary Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 10,334.3 10,160.3 10,160.3 0.0 0.0 0.0 77.8 0.0 0.0 Program Total 10,412.1 10,160.3 10,160.3 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure diversion eligible referrals are processed in a timely manner. Performance Measures Percent of juveniles with an intake interview within 30 days of receipt of referral by the juvenile court ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 47 43 43 To promote victim and community restoration by holding diversion youth accountable for their assessed financial obligations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of diversion youth assessed restitution, who pay 85 93 93 Percent of parents of diversion youth assessed one-time parental assessment fee, who paid 84 99 99 Performance Measures ‹ Goal 3 To ensure consequences are successfully completed. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Community Work Service case closures that were successfully completed 86 82 82 Percent of Counseling case closures that were successfully completed 80 83 83 Percent of Delinquency Prevention Education case closures that were successfully completed 86 87 87 Percent of Substance Abuse Education case closures that were successfully completed 91 92 91 Percent of Non-Residential Rehabilitation or Supervision case closures that were successfully completed 94 95 95 100 100 100 Performance Measures Percent of diversion programs showing a minimum of 15% positive change between pre and post test Subprogram Summary COU 10.6 JUVENILE CRIME REDUCTION Ellen Kirschbaum, Program Manager Phone: (602) 452-3309 A.R.S. § 41-2401D.5 Mission: To support the development and replication of specific initiatives and community-based prevention, early identification and intervention, and recidivism reduction strategies which promote crime free lifestyles for Arizona youth. Description: Funding is provided through the Criminal Justice Enhancement Fund. JCRF is used as seed monies for the development and initial implementation of community-based programs targeted at preventing a juvenile from becoming involved in illegal activity or providing an array of intervention services and sanctions to deter a juvenile from becoming further involved in the juvenile justice system. Grants may be administered by local courts, schools, local units of government, tribal agencies, state agencies, and the AOC. Program categories considered for funding are based on national research that supports promising strategies, such as academic achievement, after-school activities, mentoring, immediate consequences, and graduated sanctions. Programs are awarded funds through an annual application process; funding recommendations are submitted to the Chief Justice for final approval. Funds may also be used to implement legislative mandates and to support special projects and statewide strategic initiatives administered by the AOC, such as the Juvenile On-Line Tracking System (JOLTS), LEARN labs (Literacy, Education, and Resource Network computerassisted learn centers), operational reviews of local probation departments, juvenile detention centers, and special projects. JCRF is also used to provide technical assistance and to oversee the distribution of federal education dollars, which the division receives from the Department of Education and passes through to counties to provide educational services to detained youth. Twelve counties maintain juvenile detention centers; two counties share a regional facility and one county contracts with a neighboring county for detention services. *Total FTEs do not include grant funded and field FTEs. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 5,129.7 5,197.8 5,197.8 0.0 0.0 0.0 Program Total 5,129.7 5,197.8 5,197.8 FTE Positions 7.3 7.3 7.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To manage and monitor the distribution of JCRF grant funds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of on-site monitoring visits conducted (non-random sample) 50 70 80 Percent of programs in compliance with financial requirements 100 100 100 Percent of programs in compliance with program requirements 100 100 100 Performance Measures ‹ Goal 2 To promote the development of promising community-based programs for youth. Performance Measures Local programs funded Youth served in local programs LEARN labs ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 34 34 37 53,000 53,000 55,000 32 32 32 To oversee the distribution of federal education monies to the counties for juvenile detention education services. Performance Measures Judiciary FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Page 249 Counties receiving funds 15 15 15 15,568 18,000 18,000 Percent of on-site fiscal and program audits conducted 50 50 50 Percent of programs audited in compliance 99 99 99 Juveniles served ‹ Goal 4 To ensure that juvenile courts and probation departments are in compliance with statutes, administrative orders, funding agreements, rules, program plans, and policies and procedures. FY 2008 Actual Performance Measures ‹ Goal 5 FY 2010 Estimate COURT OF APPEALS DIVISION II Phone: (520) 628-6954 2 2 2 1 2 1 Community Advisory Board programs funded 11 11 11 Program Summary Mission: To provide an independent and accessible intermediate appellate court in accordance with Constitutional mandate. Description: Division II of the Court of Appeals reviews all matters properly appealed from the Superior Court, except criminal death penalty cases. Division II convenes in Tucson and encompasses the counties of Cochise, Gila, Graham, Greenlee, Pima, Pinal, and Santa Cruz. Division II consists of a Chief Judge and two departments, with three judges each. FY 2007 actual column reflects an estimated figure. COURT OF APPEALS DIVISION I Philip G. Urry, Clerk of the Court Phone: (602) 542-0264 Funding and FTE Summary: (Thousands) A.R.S. § 12-120 et. seq. General Funds Mission: To provide an independent and accessible intermediate appellate court in accordance with Constitutional mandate. Description: Division I of the Court of Appeals reviews all matters properly appealed from the Superior Court, except criminal death penalty cases. Division I convenes in Phoenix and encompasses the counties of Apache, Coconino, La Paz, Maricopa, Mohave, Navajo, Yavapai, and Yuma. In addition to appeals from these eight counties, and rate appeals from the Corporation Commission, Division I has the statewide responsibility for all Writs of Certiorari concerning awards by the Industrial Commission, appeals from the Arizona Department of Economic Security Appeals Board and all appeals from the Arizona Tax Court. Division I consists of a Chief Judge and five departments, with three judges each. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9,761.0 9,637.0 9,873.8 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 9,761.0 9,637.0 9,873.8 FTE Positions 107.2 107.2 107.2 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All cases on file 5,133 5,250 5,350 All cases terminated 2,771 2,800 2,850 Cases pending 2,362 2,450 2,500 New case filings 2,699 2,800 2,850 7.6 7.6 7.6 2,146 2,150 2,150 Customer Satisfaction rating for settlement program Cases decided in which a Supreme Court review was not sought Page 250 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4,320.0 4,288.2 4,377.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 4,320.0 4,288.2 4,377.0 FTE Positions 40.3 40.3 40.3 ‹ Goal 1 To provide fair and expeditious determination of cases. To provide fair and expeditious determination of cases. (Court activity is difficult to predict; estimates are based on FY 2000 activity level. Cases pending are as of 6/30.) Performance Measures All cases on file FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,800 1,669 1,700 All cases terminated 902 950 975 Cases pending 767 750 825 New case filings 826 900 950 Customer Satisfaction rating for settlement program (Scale 1-8) 7.8 7.8 7.8 Cases upheld upon review 896 940 965 To provide fair and expeditious determination of cases. (Court activity is difficult to predict; projections are based on FY 2000 activity level. Cases pending are as of 6/30.) Performance Measures Explaination: 5 Jeff Handler, Clerk of the Court A.R.S. § 12-120 et. seq. Loss prevention issues addressed in detention centers 5 2 Program Summary COU 12.0 3 FY 2010 Estimate 660 New measure in FY07 99 Automation projects funded COU 11.0 Explaination: 5 FY 2009 Estimate 650 New measure as of FY07 99 FY 2008 Actual 560 Cases decided which Supreme Court review was granted and decision upheld 2 To support the administration and programs of the Arizona juvenile court system. Performance Measures Explaination: 99 Operational reviews conducted Percent of departments reviewed that are in compliance FY 2009 Estimate Cases decided where Supreme Court review was denied New measure as of FY07 All dollars are presented in thousands (not FTE). Judiciary Program Summary COU 13.0 ADULT AND JUVENILE DRUG COURT Cliff Ford, Program Manager Phone: (602) 452-3558 ARS §13-3422 Mission: To fund and manage a coordinated system of adult and juvenile drug courts that help reduce recidivism. Description: The Administrative Office of the Courts (AOC) provides funding and statewide oversight of Adult and Juvenile Drug Courts. Arizona’s Drug Courts are special, problem-solving courts with the responsibility to intervene with medium to high-risk probationers at risk for failure on probation and in the community because of continued drug or alcohol use. Each drug court is comprised of a local Drug Court Team responsible for the effective implementation and operation of the drug court. All of Arizona’s drug courts have judicial leadership combined with probation supervision and community-based treatment services. Each drug court incorporates best practices and is guided by a Certificate of Assurance. The drug court program includes Memorandum of Understanding (MOU) between participating parties, judicial management, probation supervision, screening and assessment of participants, random and scheduled drug testing, individual, group and family counseling services, incentives and sanctions, community work service and parental/family involvement. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 992.8 1,013.6 1,056.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 992.8 1,013.6 1,056.7 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To measure the number of Adult participants screened, admitted and graduated from drug courts. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Participants sentenced to drug court. 804 900 900 Number of Participants retained at 180 day point 678 750 750 Performance Measures Explaination: Excludes Maricopa as hey were unable to report on 180 day retention Number of Graduates from drug court ‹ Goal 2 384 400 400 To measure the number of Juvenile participants screened, admitted and graduated from drug courts. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Participants admitted to drug court 307 250 255 Number of Participants retained at 180 day period 232 235 240 Number of graduates from drug court 115 125 130 Performance Measures Judiciary All dollars are presented in thousands (not FTE). Page 251 DJA protocols will be undertaken in the coming months with the main focus on how to prepare a youth for successful reintegration into the community. Agency Summary 0.0 DEPARTMENT OF JUVENILE CORRECTIONS Michael Branham, Director Phone: (602) 542-4302 A.R.S. § 41-2802 Mission: To enhance public protection by changing the delinquent thinking and behavior of juvenile offenders committed to the Department. 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ HOUSING ¾ REHABILITATION ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 38,397.4 38,455.5 39,272.8 38,907.5 37,777.8 39,098.5 11,098.8 9,502.8 9,502.8 88,403.7 85,736.1 87,874.1 FY 2009 Estimate FY 2010 Estimate 80,019.3 74,700.4 80,038.4 Other Appropriated Funds 4,814.3 7,670.0 4,470.0 Other Non Appropriated Funds 3,570.1 3,365.7 3,365.7 Program Total 88,403.7 85,736.1 87,874.1 FTE Positions 1,200.7 1,200.7 1,220.7 Strategic Issues: Issue 1 Transformation of Department The Arizona Department of Juvenile Corrections (ADJC) began a new phase on September 15, 2007. Having achieved full compliance with its 2004 Memorandum of Agreement with the United States Department of Justice (USDOJ), it emerged from federal monitoring. The USDOJ had investigated ADJC in 2002 pursuant to the federal Civil Rights of Institutionalized Persons Act (CRIPA), following three suicides at Adobe Mountain School. The comprehensive CRIPA Agreement that resulted contained over 140 separate provisions related to secure care conditions, with which the Department was required to comply. ADJC’s success in doing so in just three years was recognized by USDOJ officials as extraordinary. All reforms were designed to improve safety, security and treatment services. With the fulfillment of the Agreement, the Department is now establishing a continuum of service delivery that prepares a youth for a successful discharge from ADJC, starting from the first day a committed youth enters a correctional facility. Beginning with a revised classification, screening and assessment process, youth in secure care will be provided services based on objective evaluations and individualized needs. Frequently evaluated through the multi-disciplinary team process, secure care staff will regularly monitor a youth's progress with treatment and behavioral goals. Once a youth is ready for release, the juvenile will be placed on parole with a transition plan that will include researched-based, model programs, such as Functional Family Therapy (FFT) and Multi-systemic Therapy (MST). ADJC will also strengthen partnerships with community providers so that services can commence within the correctional facility prior to a youth's release. Expanded staff training, the development of new policy and Page 252 The above-mentioned strategies are designed to solidify the gains made while subject to federal oversight while continuing to make improvements. ADJC continues to strengthen and rely upon the Quality Assurance function established under the CRIPA agreement to review and make improvements in the many new programs and process it has initiated since 2004. At the same time, the Department is engaged in the third year of an organized culture change initiative dubbed “ADJC: Changing Attitudes and Behaviors (ACAB).” This strategic culture change initiative is directed at staff and youth alike, in order to create an environment that will prevent the Department from ever reverting to the practices that lead to federal intervention. Issue 2 Recruitment, Retention & Recognition of Staff ADJC continues to suffer one of the highest turnover rates in Arizona state government. In FY 2008, ADJC’s Department-wide turnover rate was 27%. This is a slight improvement from the previous fiscal year, when the annual staff turnover rate was 28%. The annual staff turnover rate is primarily driven by ADJC’s Youth Correctional Officer (YCO) staff. In FY 2008, YCO positions had a turnover rate of 48%. YCO positions represent about 40% of the Department’s total positions. Although not desirable, the 48% turnover rate of YCO staff represents an improvement from the previous fiscal year, when the rate was 56%. High turnover limits ADJC’s effectiveness in providing committed youth with a safe environment and continuity in service delivery, which is crucial toward successful community reintegration. Changing the lives of troubled youth in Arizona’s juvenile justice system requires a great deal of skill and knowledge. Those traits are gained and honed through training and on-thejob experience. ADJC’s current turnover rate prevents most entry-level staff from developing the proficiency necessary to be highly effective with youth. To mitigate high turnover, ADJC will continue to make purposeful efforts to improve the recruitment, retention and recognition of staff. With regard to recruitment, the Department will give particular attention to Youth Correctional Officers along with teachers and nurses, due to the nationwide shortages in the latter two job classifications. Specifically, when recruiting on job websites, a video will be attached so the viewer gains information about the secure facility environment and career opportunities available. Enhanced advertising through newspapers and other publications will be explored. Career-specific job fairs will be attended. Partnering with the Arizona Department of Administration (ADOA) marketing staff for banners, posters and other materials to be utilized at these job fairs will continue. And lastly, an increase in the number of walk-in applicant tours, testing and interviewing will be offered. The Department will also remain committed to the assignment of a Youth Correctional Sergeant in the Human Resources Division to address retention. This individual will be solely responsible for contacting employees who have tendered their resignation. Attempts will be made to confidentially communicate with the employee on reasons for the resignation. If presenting matters can be remedied, the retention of the employee will be pursued. Amendments to the Pre-Service Academy (YCO/Cadet Training) schedule was recently made and will be measured for results in the coming year. The Staff Development and Training Division added six additional days into the Pre-service Academy calendar for on-the-job training (OJT). The Academy now consists of 40 days, eight of which are OJT days in the facilities. The OJT days are in blocks of two, and follow specific segments of training. Each cadet will rotate to each of the facilities throughout the academy calendar, ending with the facility they will be assigned to upon graduation. This process is expected to increase YCO awareness of facility operations, their required duties, and the teams in which they will be working. Furthermore, recent revisions to the ADJC confidential exit survey will be monitored for an improved response rate. It is believed that the collected All dollars are presented in thousands (not FTE). Department of Juvenile Corrections responses will assist management in identifying recurring reasons for employee separations. Perhaps issues can then be systemically addressed to prevent future resignations. Lastly, The ADJC Annual Honors Ceremony continues to be redefined so that employees are recognized for outstanding contributions to the agency. Recognitions will become more congruent with agency norms and strategic endeavors. Issue 3 Youth with Increased Clinical Needs The average length of stay is 7.1 months for juveniles in secure care in the Arizona Department of Juvenile Corrections. During this time ADJC is charged with providing treatment services to all juveniles and specifically for juveniles who have substance abuse, mental health issues, or who have been adjudicated as a sex offender. Of these juveniles, all are assessed using a variety of validated assessment tools and diagnoses are determined. Approximately 27% are diagnosed with mental health issues and 11% have displayed problematic sexualized behavior leading to adjudication. Substance use disorders are by far the most pervasive within the ADJC population with 83.5% having a related diagnosis of which nearly half, 49.4%, are diagnosed with severe and chronic chemical dependency issues. Core treatment programming is provided to all juveniles using the New Freedom and Systems for Change Programs. New Freedom addresses dysfunctional thinking as it relates to problematic and delinquent behaviors. Systems for Change provides staff members with clear direction in terms of behavior management tools, treatment approaches, and educational expectations of adjudicated juveniles. For juveniles not classified into specialized treatment units, specific outpatient treatment for behavioral health issues, substance abuse and gang intervention is also included in the New Freedom Program. In addition to these core treatment programs, sex offenders are assigned to specialized housing units and participate in the Pathways program, in which trained staff specifically address the etiology, thinking processes, and management of problematic sexual behaviors common to juveniles. The juveniles are reviewed at each stage of their treatment to ensure that they are receiving adequate treatment, and that they are gaining maximum benefit from the services provided. Because a significant portion of our juveniles have current mental health issues, the Department maintains units especially geared to this population that are staffed by trained and licensed behavioral health providers. Additional unlicensed staff are supervised by the licensed staff and given appropriate training in service delivery. These services consist of regular 1:1 counseling and psychotherapy by a licensed provider; group sessions which address several areas ranging from management of chronic mental health symptoms to substance abuse issues; milieu therapy to effectively manage current symptoms and stabilize the juvenile; and social skills/anger management training. There are also currently five specialized chemical dependency treatment units, which match treatment intensity to the severity of need. These units utilize the Seven Challenges, an evidence-based program for juveniles, and Dialectic Behavior Therapy. Transition planning for all juveniles begins by the 30th day after arrival and includes the complete Multi-Disciplinary Team. The juvenile’s progress and updates are discussed every month and all changes to transition planning are recorded. Readiness for Release, therefore, is thoroughly planned and documented ensuring that juveniles are not released until there is sufficient decrease in risk to the community. Issue 4 mandated by the federal Individuals with Disabilities Education Act (IDEA), Arizona Revised Statutes (A.R.S.) §15-761, and A.R.S. §15-765 through §15-767. These services include delivery of special education instruction, speech/language services, occupational and physical therapy, and evaluation services for special education eligibility. Due to the dramatic over-representation (approximately 30%) of special education students within ADJC’s school system, the Department requires more special education teachers and resources per student than other public schools within the state. Because ADJC received funding to increase teacher to student ratios in Fiscal Years 2005 and 2006, the Department's current staffing ratio for special education is 1:8. A new web-based Individual Education Plan was designed to better serve our students with special education needs. The program allows ADJC to concentrate on student transition goals and enables us to transfer confidential information to other school districts or to correctional institutions within a few hours so that their continuum of services is not interrupted. ADJC recognizes that students must be motivated to explore a variety of career paths. Therefore, the Department assessed students’ needs and interests and began implementing a curricula that merges traditional classroom academics (reading and mathematics) with vocational studies (computer training, carpentry, plumbing, electrical, culinary art, etc.). The following provides a summary of currently expanded studies within the ADJC School System: •Approximately twenty-two students have registered for ten different classes delivered on-line by Rio Salado College. Selected courses will yield credit toward high school graduation as well as college credit. •Approximately 17 students at Black Canyon School are beginning a new program in Cosmetology, which will provide them with the skills and transferrable hours requisite to licensing in Arizona. •ADJC schools, through associate membership in the Arizona Interscholastic Association, will be playing a fall volleyball and winter soccer schedule against private, charter and public schools in Arizona during the 2008-2009 season. •ADJC schools have a new course offering: VOC256 School-to-Work Transition. This course emphasizes pre-employment skills, employability skills, independent living, and allows students to revisit their vocational/career choices made in Reception, Assessment and Classification (RAC), the initial diagnostic process upon commitment to the Department. Components of the class include guest speakers, mock interviews, career interest inventories, workplace math and reading skills, community projects, building a portfolio, identifying barriers to employment, working with the transition coordinators and preparing a transition plan. •A pilot program in Fire Science was implemented on July 2, 2008 at Catalina Mountain School. After completing the program our youth will be eligible to participate in Arizona's Wild Land Fire Program. The Department will continue to ensure that the educational infrastructure is adequate to support the needs of these students so that they can elevate their very basic skills to a level where they can be academically successful, and ultimately a contributing citizen within the Arizona community. Education Programs that Reflect Student Needs ADJC recognizes that the majority of committed youth have failed in traditional education settings. Most of ADJC students are below grade level in mathematics and reading. In addition, most students have had attendance problems in traditional public schools. Initially students must be assessed to determine if they have learning disabilities that have contributed to their lack of classroom progress. The Department is required to provide services to youth with disabilities as Department of Juvenile Corrections All dollars are presented in thousands (not FTE). Page 253 DJA Program Summary 1.0 DJA Subprogram Summary 1.2 SECURITY HOUSING Dr. Kellie Warren, Deputy Director Phone: (602) 542-5597 Dr. Kellie Warren, Deputy Director Phone: (602) 542-5597 A.R.S. § 41-2802 A.R.S. § 41-2802 Mission: Mission: To enhance public protection by providing safe, secure, well maintained facilities and a healthy environment for committed juveniles. To efficiently maintain a safe and secure environment for committed juveniles. Description: Description: The Housing Program provides housing, supervision, control, health services, and institutional services for committed juveniles requiring placement in a secure facility. The Security Subprogram includes behavior management programming; perimeter security; the safe and secure transportation of juveniles to and from facilities, medical appointments, and other appointments both scheduled and emergency related; radio communications to ensure instant communications with all areas inside the facilities; the transportation of vehicles for the safety and security of juveniles, staff, and the general public; and all other programs and processes designed to maintain a safe and secure environment within ADJC's facilities. This Program Contains the following Subprograms: 4 4 4 Facilities Management Security Health Care Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 32,953.0 32,807.9 3,023.9 Other Appropriated Funds Other Non Appropriated Funds Program Total FTE Positions 3,371.4 FY 2010 Estimate General Funds 2,276.2 38,397.4 38,455.5 39,272.8 20,130.2 19,453.1 19,842.6 501.2 201.3 201.3 Other Non Appropriated Funds 238.0 238.1 238.1 Program Total 20,869.4 19,892.5 20,282.0 FTE Positions 328.0 329.0 334.0 565.5 To create a safe and healthy milieu for staff and youth Performance Measures Subprogram Summary 1.1 FY 2010 Estimate Other Appropriated Funds ‹ Goal 1 DJA FY 2009 Estimate 3,371.4 2,276.2 557.5 FY 2008 Actual 33,625.2 2,420.5 556.5 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate .25 .25 .25 Assaults on youth per 100-youth days. FACILITIES MANAGEMENT Dr. Kellie Warren, Deputy Director Number of escapes 0 0 0 Phone: (602) 542-5597 Percent of staff who feel safe at work 73 75 75 Percent of youth who feel safe in their secure care or community setting 88 90 90 A.R.S. § 41-2802 Mission: To provide a safe, clean physical plant that supports positive behavioral programming. DJA Description: Dr. Kellie Warren, Deputy Director The Facilities Subprogram provides a safe and clean physical plant by ensuring that maintenance activities are conducted in an appropriate and timely manner. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Subprogram Summary 1.3 HEALTH CARE Phone: (602) 542-5597 A.R.S. § 41-2802 Mission: To provide age and gender appropriate medically-necessary health services to juveniles in secure facilities. General Funds 6,227.4 6,953.7 7,178.2 Other Appropriated Funds 2,337.4 2,684.8 2,684.8 Description: Other Non Appropriated Funds 1,901.4 1,723.6 1,723.6 Program Total 10,466.2 11,362.1 11,586.6 FTE Positions 154.0 154.0 157.0 The Health Services Subprogram provides a delivery system that utilizes onsite professional health care staff in the secure facilities and when deemed necessary, makes referrals to off-site hospitals and/or specialty health care providers. ‹ Goal 1 To create a safe and healthy milieu for staff and youth Performance Measures Percent of fire and health inspection discrepancies corrected before the next inspection. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 85 95 Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 6,595.4 6,401.1 6,604.4 Other Appropriated Funds 185.3 485.3 485.3 Other Non Appropriated Funds 281.1 314.5 314.5 Program Total 7,061.8 7,200.9 7,404.2 FTE Positions 74.5 74.5 74.5 ‹ Goal 1 To create a safe and healthy milieu for staff and youth Performance Measures Page 254 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Department of Juvenile Corrections Medical services average annual cost per youth Explaination: 3,657 4020 ADJC revised the variables used to calculate Medical Services per youth to provide a more accurate FY '08 actual and future estimates. Psychiatric services average annual cost per youth Explaination: 4020 765 777 777 Includes psychotropic medications; ADJC revised the variables used to calculate Psychiatric Services per youth to provide a more accurate FY '08 actual and future estimates. Percent of youth assessed with serious mental health needs. 29 35 35 Funding and FTE Summary: (Thousands) REHABILITATION Dr. Kellie Warren, Deputy Director 8,636.3 5,007.6 8,270.7 1,098.6 4,298.6 1,098.6 Other Non Appropriated Funds 1,050.2 986.7 986.7 Program Total 10,785.1 10,292.9 10,356.0 FTE Positions 88.5 88.5 88.5 To develop law abiding behavior in youth by providing an integrated array of services based on individual needs FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 56 56 56 Number of youth who increased their TABE (Test of Adult Basic Education) mathematic achievement. 184 192 192 Number of youth who increased their TABE (Test of Adult Basic Education) reading achievement. 142 145 145 Performance Measures Percent of youth passing the GED test. Phone: (602) 542-5597 A.R.S. § 41-2802 Mission: To enhance public protection by confronting delinquent thinking and behaviors; developing pro-social attitudes and skills; and preparing youth academically and vocationally for success. DJA Subprogram Summary 2.2 Description: The Rehabilitation Program provides secure care treatment, education, and community care treatment programs that focus on changing delinquent behavior patterns, and ensuring youth are successfully returned to the community. FY 2010 Estimate Other Appropriated Funds Program Summary 2.0 FY 2009 Estimate General Funds ‹ Goal 1 DJA FY 2008 Actual SECURE CARE TREATMENT Dr. Kellie Warren, Assistant Director Phone: (602) 542-5597 A.R.S. § 41-2802 This Program Contains the following Subprograms: Mission: 4 4 4 Secure Care Treatment To change the delinquent thinking and behaviors of youth committed to secure care facilities. Community Care Treatment Description: Education Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 36,066.4 32,490.0 37,010.7 Other Appropriated Funds 1,790.4 4,298.6 1,098.6 Other Non Appropriated Funds 1,050.7 989.2 989.2 Program Total 38,907.5 37,777.8 39,098.5 FTE Positions 529.5 528.5 540.5 DJA 2.1 The Secure Care Treatment Subprogram provides individualized developmental programming, and supervision services to committed juveniles requiring placement in a secure facility. Following an assessment of each youth's needs, specialized programming (e.g. Sexualized Behavior Programs, Violent Offenders Programs, Mental/Behavioral Health Programs, Chemical Dependency Programs, Gender Specific Programs); short-term, intensive, rehabilitative programming (e.g. group, individual and family counseling; substance abuse counseling); and transition services are available to each youth based upon his/her Individual Development Plan. Funding and FTE Summary: (Thousands) Subprogram Summary FY 2008 Actual General Funds EDUCATION Other Appropriated Funds Patrick Jeske, Ph.D., Education Superintendent FY 2009 Estimate FY 2010 Estimate 20,272.4 19,511.2 20,138.6 691.8 0.0 0.0 0.5 2.5 2.5 Phone: (602) 542-4923 Other Non Appropriated Funds A.R.S. § 41-2831 Program Total 20,964.7 19,513.7 20,141.1 FTE Positions 371.0 370.0 382.0 Mission: To support the mission of the Arizona Department of Juvenile Corrections by providing all students educational opportunities to acquire academic/vocational skills as a pathway to responsible citizenship. Description: The Education Subprogram is a North Central Association accredited special function outcomes-based system that integrates reading, writing, listening, locating information, applied mathematics, applied technology, vocational training, observation, and teamwork into an individualized school-to-career curriculum. The Education subprogram is designed to meet the individual needs of each juvenile to assist in their successful transition to the community. ‹ Goal 1 To develop law abiding behavior in youth by providing an integrated array of services based on individual needs FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of youth showing progress in their primary treatment problem area 61 70 70 Percent of juveniles incarcerated within 12 months of release 33 35 35 Percent of juveniles incarcerated within 36 months of release 54 50 50 Percent of youth revoked with delinquent offenses. 16 17 17 Performance Measures ‹ Goal 2 To collaborate with stakeholders to contribute to the restoration of communities, youth and families Performance Measures Percent of youth whose families or caregivers are participants as identified in the youth's secure care Department of Juvenile Corrections All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 44 45 45 Page 255 treatment plan Percent of juveniles with Continuous Case Plans (CCP) completed on time. 98 98 98 Percent of juveniles paying courtordered restitution. 57 60 60 DJA ADMINISTRATION A.R.S. § 41-2802 COMMUNITY CARE TREATMENT Art Wilkerson, Program Administrator Mission: To provide the Arizona Department of Juvenile Corrections with support and logistic services that facilitate the change of delinquent thinking and behaviors of juvenile offenders committed to the Department's care. Phone: (602) 364-0938 A.R.S. § 41-2817 Mission: To enhance public protection by providing effective and efficient structure, intervention/supervision, surveillance, and enforcement that changes delinquent thinking and behaviors of committed juveniles on conditional liberty. Description: The Community Care Treatment Subprogram is responsible for the development and management of a system of community supervision, case management, and residential and non-residential interventions designed to reduce delinquent behavior. This includes the provision of parole supervision and case management for all juveniles on conditional liberty and the coordination, management, and monitoring of a diverse system of contract treatment providers in the community. These community-based services assist the juvenile and their family to develop skills necessary for the juvenile's success in the community. Funding and FTE Summary: (Thousands) Program Summary 3.0 Patti Cordova, Assistant Director Phone: (602) 542-5748 Subprogram Summary 2.3 DJA FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 7,157.7 7,971.2 8,601.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 7,157.7 7,971.2 8,601.4 FTE Positions 70.0 70.0 70.0 Description: The Administration Program provides the Housing and Rehabilitation Programs with the support and services they require to change the lives of youth within the Department's care. These services include: Accounting, Budgeting, Communications, Detention Center Inspections, Due Process, Grant Management, Human Resources, Internal Affairs, Legal Support, Management Information Systems, Policy Development, Procurement, Research and Development, Staff Development, Quality Assurance, Victims Rights, Volunteer Coordination, and Youth Rights. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds To develop law abiding behavior in youth by providing an integrated array of services based on individual needs Performance Measures Percent of juveniles involved in an academic, vocational or employment programs while on conditional liberty ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 74 75 75 9,402.5 0.0 0.0 0.0 98.9 100.3 100.3 Program Total 11,098.8 9,502.8 9,502.8 FTE Positions 114.7 114.7 114.7 Other Non Appropriated Funds ‹ Goal 1 FY 2009 Estimate FY 2010 Estimate Percent of victims who report satisfaction with restorative services received from ADJC 96 95 95 Percent of juveniles with Continuous Case Plans (CCP) completed on time. 99 98 98 Page 256 Average yearly cost per bed in secure care. Average yearly cost per juvenile in secure care. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.0 7.0 7.0 125,174 100,000 100,000 50,421 43,100 43,100 To create a competent and diverse workforce Annual staff turnover rate FY 2008 Actual Performance Measures Administration as a percent of total cost ‹ Goal 2 9,402.5 to collaborate with stakeholders to contribute to the restoration of communities, youth and families Performance Measures To collaborate with stakeholders to contribute to the restoration of communities, youth and families FY 2010 Estimate 10,999.9 Other Appropriated Funds Performance Measures ‹ Goal 1 FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 27.0 26.0 27.0 Percent of staff indicating satisfaction with their jobs 75 75 75 Annual Youth Correctional Officer (YCO) turnover rate. 48 50 50 All dollars are presented in thousands (not FTE). Department of Juvenile Corrections Agency Summary LDA 0.0 STATE LAND DEPARTMENT Mark Winkleman, State Land Commissioner Phone: (602) 542-4621 A.R.S. § 37-100 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. Description: The State Land Department was established in 1915 to manage the State Trust lands on behalf of the thirteen 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. The Department works to sustain the long-term value for the Trust's beneficiaries by administering, selling, and leasing the State's Trust lands and natural products. The Department also administers the State's Natural Resource Conservation District Program, which involves funding and technical assistance for 32 districts across the State. 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 provides statewide geological information system services including development and sharing of data layers through the Arizona Land Resources Information System program. The Department also contains the Arizona State Forestry Division managed by the Governor-appointed State Forester, which operates the State's Wildland Fire Prevention and Suppression Programs on state and private lands outside incorporated areas. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ TRUST MANAGEMENT AND 18,104.3 17,120.9 19,853.7 ¾ OUTSIDE ASSISTANCE AND 1,428.4 1,231.0 1,797.6 19,532.7 18,351.9 21,651.3 REVENUE GENERATION GRANTS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17,828.7 16,438.5 19,912.8 260.0 760.0 750.0 1,444.0 1,153.4 988.5 Program Total 19,532.7 18,351.9 21,651.3 FTE Positions 172.9 174.9 180.9 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Real Estate Market Impact The real estate market in the State, like many other parts of the Country, continues to experience one of the most severe downturns in history. The downturn, which has been in process for approximately two years, has had a dramatic effect on the Land Department’s dispositions. Total sales volume for fiscal year 2008 was $126 million, compared to $544 million two years ago. Of the $126 million recorded last year, $107 million was attributed to purchases of open space by the City of Phoenix. It is generally believed that the current real estate recession will continue to impact the Department’s sales efforts well into 2009 or possibly 2010. State Land Department Despite the serious decline in total sales volume, the Department posted a record high revenue total. Revenues from rights-of-way, ground leasing, interest on outstanding land purchases and other sources produced total revenue of $382 million during fiscal year 2008. In addition, the Trust continues to hold and the Department continues to manage a portfolio of the largest and most valuable land assets in the State, and particularly within Metro Phoenix. These holdings will continue to generate substantial annual revenues to the Trust and will, once again, reach very high levels of sales volume as the economy recovers and the housing market strengthens within the near term future. Issue 2 Navigable Streambed As a result of a series of legislative enactments and judicial decisions, Arizona must determine if certain watercourses in the State, other than the Colorado River, were navigable at the time of Statehood (February 14, 1912); and therefore to determine whether there is any state ownership of lands located in or near many of Arizona’s watercourses. The Land Department is responsible for consultation and coordination with federal and state agencies, public and private entities, and other interested persons in the gathering of evidence of navigability for the estimated 39,039 Arizona watercourses. The Arizona Navigable Stream Adjudication Commission (ANSAC) is charged with adjudicating all of the estimated 39,039 Arizona watercourses. ANSAC finalized hearings on the Upper Salt, Gila, and Verde Rivers in October/November 2005 and January 2006, and declared the rivers non-navigable on May 24, 2006. However, their reports containing their findings of non-navigability have not been issued to date. The State Land Commissioner has advocated for navigability of these rivers. The State Land Commissioner previously advocated for the navigability of the Lower Salt River. On September 21, 2005, ANSAC issued its written decision that the Lower Salt River was non-navigable. The Commissioner appealed ANSAC’s determination. The parties briefed and argued the appeal before the Maricopa County Superior Court. The Court recently issued its decision upholding ANSAC’s non-navigability determination. We anticipate that the Commissioner will appeal the ruling. The Land Department has expended thousands of hours of staff time following the legislative mandates and responding to subsequent legal actions pertaining to Arizona streambeds. The requirement to devote the Department’s limited resources to such matters necessarily reduces its ability to manage the State Trust lands for the benefit of the Trust’s beneficiaries. Without adequate staffing and funding in the Department to carry out the State’s duties with respect to streambeds, the Department cannot perform those duties adequately and/or be able to take advantage of economic opportunities on Trust lands resulting ultimately in loss of revenues to the Trust beneficiaries and the State’s economy. The Department is facing and likely to face contentious and expensive litigation relating to its performance (or alleged failure to perform) its duties with respect to both sovereign lands and Trust lands. The work load is/will be overwhelming. Issue 3 Customer Service The Department has been tracking its customer service improvement program since 1998 by providing a Customer Service survey for customers to rate their level of satisfaction. The primary objective of the survey is to continuously improve the customer service provided, both to internal customers (staff) and external customers (the public). Customer surveys have consistently reflected a satisfactory rating in practically every category. Last year the Department updated its customer service survey form in conformance with the Governor's "Plain Talk" project. The object of the modification was to make the form easier to understand. This change has brought about not only an increase in the number of surveys returned, but also an increase in the satisfaction rating which strongly reflect "good to excellent." The Department has received many compliments with regard to being treated with courtesy and respect by Department staff and receiving efficient service. Issue 4 Land Conservation/Condemnation/Exchange The federal government has “captured” approximately 400,000 acres of Arizona’s State Trust surface and mineral resources within existing and proposed federal land management programs. The surface value of these “captured” Trust lands is estimated to be over $360 million. The “capture” of these Trust lands impose land use planning and use restrictions on federal lands that adversely impact the State’s use of the Trust lands at the All dollars are presented in thousands (not FTE). Page 257 expense of the State Trust beneficiaries and the State’s economy. These state lands, both surface and mineral estates, are “captured” within military reservations, federal wilderness areas, national monuments, parks, recreational and conservation areas. Several federal condemnations of State land have been authorized by Congress, i.e. Hopi Tribe: 144,000 acres of Trust land; Petrified Forest National Park expansion: 36,000 acres of Trust land; Lake Pleasant Expansion: 28,000 acres of Trust land. The Department is currently working with the National Park Service to develop a permit under which the 36,000 acres of Trust land "captured" within the Petrified Forest boundary expansion authorized by Congress in 2004. The permit is an interim agreement under which the Department will charge rent until the federal government acquires title to the subject Trust lands. The Department is also working towards completing a federal condemnation action regarding addressing State surface and subsurface land captured within the Ft. Huachuca military reservation valued at $8 million. As compensation, the State is to receive other federal land within other parts of the State. Generally, however, the State’s repeated requests for compensation for the “captured” Trust lands and resources have gone largely unheeded. Under the current situation, the State is losing potential economic opportunities on the “captured” lands resulting in continuing loss of revenues to the Trust and it’s beneficiaries. Issue 5 Water Rights Adjudications The State is a party to several pending water right adjudications, which are court proceedings designed to resolve the rights of all water users to a particular stream or river system. These are “in rem” proceedings, meaning the court has jurisdiction over the asset at issue (the surface water stream system), and are somewhat akin to quiet title litigation. Parties, including State agencies, who claim the right to use water from such a stream will lose those rights unless they are recognized by the court. The adjudications are massive lawsuits. The State has filed claims for several thousand water rights that represent existing water uses on State Trust lands and future uses based on certain federal law doctrines. The monies from FY 2002 thru FY 2008 were utilized to design, initiate and compete the preliminary stages of multi-stage analysis of State Trust lands to support the State’s claim for existing water uses and its Federal reserve water right claim. The FY 2009 through FY 2011 monies will be utilized to continue the analysis and studies. Litigation is now proceeding, focusing on tribal and Federal reserved water rights claims with a separate contested case considering the Federal reserved rights claims of the Department. It is critical that the program continue to be funded, in order to build on the valuable analysis and information that has already been developed, with the goal continuing to be the protection of the future viability of the Trust lands and their ability to provide financial support to the public schools and other beneficiaries. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 17,273.1 15,906.0 0.0 500.0 500.0 831.2 714.9 550.0 Program Total 18,104.3 17,120.9 19,853.7 FTE Positions 170.9 172.9 178.9 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 18,803.7 To administer Trust resources to optimize revenue over time. Performance Measures Total Trust revenue generated (in millions) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 458.3 366.1 422.3 Assumes the Treasurer's distribution remains constant. Balance in Permanent Fund (in millions) 2,163.4 2,344.0 2,518.0 Total expendable receipts, excluding interest on permanent fund and school leases (millions) 114.2 96.1 158.2 Total annual revenue to permanent fund (millions) 255.9 180.7 174.0 Number of participation sales 0 2 2 Number of auctions where broker commission is paid 1 4 6 20.0 1.9 8.3 Percent increase of sales value above appraised value 0 5 5 Percent of total leasing revenue from long-term leases 75 78 80 Net present value of long-term leases (in millions) 529 530 540 Percent increase in commercial leasing revenue ‹ Goal 2 To implement a progressive asset management process to improve the quality and efficiency of the Department's decision making and meet the requirements of the Growing Smarter Act and Growing Smarter Plus. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Cumulative percent of potential acres in Maricopa and Pima County under master plans (382,346 acres) 6.8 8.4 10.4 Percent of urban acres within municipal boundaries under conceptual plans (statewide 668,652 urban acres) 82 84 85 Cumulative total of conceptual plans completed under Growing Smarter (statewide, 47 communities have a minimum of 160 acres of trust land) 34 35 36 38 45 47 Phone: (602) 542-4621 Percent of conceptual plans that have been integrated into community general plans (statewide 47 communities have a minimum of 160 acres of trust land) A.R.S. §§ 37-201 to 37-611 ‹ Goal 3 LDA 1.0 Program Summary TRUST MANAGEMENT AND REVENUE GENERATION Mark Winkleman, State Land Commissioner Performance Measures Mission: To manage State Trust lands and resources to enhance value, optimize economic return for the Trust beneficiaries, provide assistance to communities and citizens on forestry matters, and manage wildfires on state and private lands. Description: The State Land Department and the system by which Trust lands are to be managed was established in 1915 by the State Land Code, in compliance with the Enabling Act and the State Constitution. Revenues earned from Trust lands are classified as either permanent or expendable. Revenues derived from the sale of Trust lands and the sale of natural products are deposited in the Permanent Fund. Revenues earned from leasing Trust lands and interest on the certificate of purchase balance as well as the Permanent Fund's interest are deposited in the expendable account for use by the appropriate beneficiary. Performance Measures Acres reclassified as suitable for conservation purposes Explaination: Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 The API program is on hold due to legal issues. Number of acres sold or leased for open space conservation or parkland 1,757 1,500 1,500 The API program is on hold due to legal issues. Proposed land use and disposition actions reviewed for cultural resource considerations 473 500 600 Number of hazardous and nonhazardous materials sites remediated 7 5 5 Acres of land closed for dust abatement 4,465 644,730 404,340 464,300 464,300 250,000 Amount appropriated for adjudicating water rights ‹ Goal 4 Page 258 To protect unique Trust resources and provide environmental protection to maintain the long-term value of the asset. To improve the Department's efficiency in application or transaction processing by reducing processing time for sales and commercial leases by 10-20%, increase per acre All dollars are presented in thousands (not FTE). State Land Department earning by 10-20%. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average processing time for longterm leases (tracked by months) 15 18 18 New short-term lease processing time (in months) 11 10 9 Average processing time for sales applications (tracked by months) 30 24 20 In-house appraisal turnaround time (days from administrator request to receipt by section manager) 40 70 60 Contract appraisal turnaround time (days from administrator request to receipt by section manager) 115 130 120 Average trust land earnings per acre sold (in dollars) 63,178 100,000 150,000 Average trust land earnings per acre on new long-term commercial leases 285,700 300,000 300,000 Performance Measures ‹ Goal 5 To provide efficient internal support and coordination to enable the Department to accomplish its mission. Performance Measures Number of findings during annual financial audit Percent of employees satisfied with training on new information systems Average score on employee satisfaction survey. (5 = very satisfied, 1 = unsatisfied) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 95 95 95 3.1 3 3 34 Percent of agency staff turnover 11.8 8.0 8.0 6.2 6.4 5.9 ‹ Goal 6 Number of employees receiving basic computer training Number of professional training hours for staff Number of agency's administrative policies updated or added Percent of employees completing agency required training ‹ Goal 7 40 35 To improve Department productivity and minimize costs through increased efficiency and risk reduction. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 34 133 90 2,296 2,000 2,000 15 10 5 100 98 98 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88 85 85 Number of settlement hearings vs. number of appeal hearings 0/1 2/3 2/3 Number of services available to the public via the Internet 134 140 145 5 6 6 Number of times interactive applications are accessed by the public 71,802 83,000 93,000 Number of times the web site is accessed 121,419 130,000 138,000 32/142 30/100 30/100 Percentage of customers giving the department a rating above 4. (Survey rating 5 - 1; 5 = very satisfied, 1 = unsatisfied.) Number of interactive applications available through the web site Number of formal public records requests vs. number of records (in thousands) pulled and researched for requests ‹ Goal 8 4,835 5,000 Explaination: 1/0 1/0 2/0 The API program is on hold due to legal issues. Cumulative number of acres reclassified as suitable for conservation purposes 42,511 42,511 42,511 State acres identified and/or researched for transfer under State/Federal land conservation and federal land management actions 611,069 600,000 15,000 Federal acres identified and/or researched for State acquisition under State/Federal Land conservation and land management actions 65,115 65,000 10,000 ‹ Goal 9 To improve the availability of actual information and increase analytical capabilities of the agency. Performance Measures Combined parcels (surface, minerals, special permits, etc.) accessible through PALMS Number of data sets accessible through PALMS ‹ Goal 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 63,151 63,160 63,400 628 640 650 To improve internal and external communication. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.1 3.0 3.0 Percentage of customers giving the department a rating above 4 on the understandability of applications, correspondence, documents, and the clarity of information being transmitted. (Survey rating 5 - 1; 5 = very satisfied, 1 = unsatisfied.) 88 85 85 Average percentage of employees attending "All Employee" meetings 75 75 75 Number of agency-wide electronic notices distributed 876 900 900 Average score on employee satisfaction survey regarding staff recognition, staff's understanding of expectations, the agency's communication system to staff, and feedback. (Survey ratings 5 - 1; 5 = very satisfied, 1 = unsatisfied.) To respond within established time frames, to all applications and request for land use and title research from public and staff. Performance Measures Acres researched involving title transactions, special projects, lease, or contract development. (in millions of acres) Number of applications received requiring current land use or ownership research FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.8 6.0 6.0 1,337 1,200 1,200 To continue an effective program of land conservation of appropriate State lands while ensuring continued economic benefits to the trust. Performance Measures Cumulative number of acres petitioned to be reclassified for conservation Explaination: 4,098 The API program is on hold due to legal issues. Number of Arizona Preserve Initiative land sale/leases ‹ Goal 11 To develop and implement measures to improve external customer service. Performance Measures Explaination: Performance Measures Average number of minutes to resolve computer user problems Administration as a percentage of total cost Cumulative number of acres sold under Arizona Preserve Initiative FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 120,032 120,032 120,800 The API program is onl hold due to legal issues State Land Department All dollars are presented in thousands (not FTE). Page 259 Funding and FTE Summary: (Thousands) Program Summary LDA 2.0 OUTSIDE ASSISTANCE AND GRANTS General Funds Mark Winkleman, State Land Commissioner Phone: (602) 542-4621 Mission: To provide administrative direction, coordination, assistance and services to program areas legislatively assigned to the State Land Department. 154.1 0.0 0.0 Other Non Appropriated Funds 612.8 438.5 438.5 Program Total 778.4 592.6 592.6 FTE Positions 2.0 2.0 2.0 ‹ Goal 1 4 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 555.6 532.5 1,109.1 Other Appropriated Funds 260.0 260.0 250.0 Other Non Appropriated Funds 612.8 438.5 438.5 Program Total 1,428.4 1,231.0 1,797.6 FTE Positions 2.0 2.0 2.0 Subprogram Summary LDA 2.1 ARIZONA CENTER FOR GEOGRAPHIC INFORMATION, COORDINATION AND SERVICES Mark Winkleman, State Land Commissioner Phone: (602) 542-4621 154.1 To design, develop, maintain and distribute digital geospatial datasets to public agencies in Arizona to reduce the costs of data creation and maintenance to the State's taxpayers. Performance Measures Datasets transferred FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,562 3,600 3,800 Geospatial datasets under development or revision 16 17 15 Datasets accessible through AGIC, ALRIS or SCO websites 86 95 110 ‹ Goal 2 This Program Contains the following Subprograms: Arizona Center for Geographic Information, Coordination and Services Natural Resource Conservation Districts FY 2010 Estimate 0.0 Description: The Department and the Commissioner have been assigned the statutory responsibility for providing administrative direction, coordination, assistance and services to the Arizona Center for Geographic Information and Arizona Geographic Information Council, the Natural Resource Conservation Districts, and special environmental projects. These responsibilities include providing staff support, budget assistance, appropriation pass through and accounting, election oversight, appointments, and information dissemination. FY 2009 Estimate 165.6 Other Appropriated Funds A.R.S. Title 37 4 FY 2008 Actual To create and implement cost-effective and results-effective GIS training and information programs for Arizona public agencies. Performance Measures Government employees trained Explaination: FY 2009 Estimate FY 2010 Estimate 225 225 225 *ESRI SW User Conference in Arizona in FY 2007. Training provided at the conference. Percent of students rating training as satisfactory Explaination: ‹ Goal 3 FY 2008 Actual 100 95 95 *ESRI SW User Conference in Arizona in FY 2007. Training provided at the conference. To increase access and utility of GIS data by providing information on location, lineage, and availability of geospatial databases; promote development and implementation of GIS standards; and coordinate governmental inter-agency cooperative agreements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Users accessing AGIC, ALRIS or SCO websites for information or data 72,247 75,000 83,000 Participation in coordination activities with organizations which improve access and utilization of geographic datasets 34 40 40 Performance Measures A.R.S. §§ 37-171 to 37-176 Subprogram Summary Mission: LDA 2.2 To provide assistance to public agencies in Arizona to effectively use the Geographic Information Systems (GIS) technology in the performance of their mandated duties and to foster the cooperative development, maintenance and use of geographic information resources among public agencies in Arizona in order to reduce the efforts and maximize investments in such resources. NATURAL RESOURCE CONSERVATION DISTRICTS Mark Winkleman, State Land Commissioner Description: ACGICS has the statutory responsibility to provide GIS development, analysis, and coordination in Arizona. ACGICS works in conjunction with the Arizona Geographic Information Council and the Government Information Technology Agency. In order to meet the program mission, ACGICS is comprised of two functional units: the Arizona Land Resources Information System (ALRIS) and the State Cartographer's Office (SCO). ALRIS works to develop, maintain and distribute commonly required spatial databases for use by public agencies and provides GIS training to assure such resources can be maximized. The SCO develops GIS standards and provides access and utilization of GIS databases. Page 260 Phone: (602) 542-4621 A.R.S. §§ 37-1001 to 37-1057 Mission: To promote, coordinate and carry out activities that conserve soil, water and other natural resources utilizing the expertise of the Natural Resource Conservation Service (NRCS) and numerous other local, county, state, and federal agencies. Description: Arizona's 32 Natural Resource Conservation Districts (NRCDs) are legal subdivisions of state government organized under state law and administered by the State Land Department. As subdivisions of state government, NRCDs provide the link that enables the U.S. Department of Agriculture Natural Resource Conservation Service and Farm Service Agency to provide technical and financial assistance to private landowners. NRCDs are district cooperators for water, soil, and other natural resource conservation measures. The NRCDs are governed by a local Board of Supervisors: three elected, and two appointed by the Natural Resource Conservation Commissioner (State Land Commissioner). The NRCDs are the primary sponsors of the Conservation/ Environmental Educational Centers. All dollars are presented in thousands (not FTE). State Land Department Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 390.0 378.4 955.0 Other Appropriated Funds 260.0 260.0 250.0 0.0 0.0 0.0 Program Total 650.0 638.4 1,205.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 To strengthen the network of 32 NRCDs by assisting district supervisors in developing, improving and broadening relationships with private landowners, the NRCS, state and federal agencies, rural communities, county governments, and private interest groups. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate District meetings attended 57 63 70 Interagency meetings attended 58 64 70 Percent of NRCDs rating Department assistance as satisfactory 90 95 95 State Land Department All dollars are presented in thousands (not FTE). Page 261 Number of covered employees dismissed Agency Summary LWA 0.0 LAW ENFORCEMENT MERIT SYSTEM COUNCIL Commander Iven T. Wooten, Business Manager Phone: (602) 223-2286 ‹ Goal 3 Mission: 5 5 To provide covered employees with a fair, impartial and expeditious hearing process. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of appeals/grievances filed 6 7 5 Number of appeal hearings conducted 1 5 5 16 10 10 Performance Measures A.R.S. §§ 41-1830.11 to 41-1830.15 5 Percent of employees receiving discipline who file an appeal To establish and administer an equitable compensation plan while providing oversight for the selection, retention, and disciplinary proceedings affecting employees of those agencies under the Council's jurisdiction. Average days from receipt of an appeal/grievance until the Council issues a final order 139 120 120 Description: Average cost of an appeal/grievance hearing (in dollars) 781 781 781 0 0 0 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 jurisdiction 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 Department of Public Safety (DPS) and Arizona Peace Officer Standards and Training Board (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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate Number of rehearing requests filed ‹ Goal 4 To provide guidelines to ensure promotional examinations are conducted properly in order to dispel challenges. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of civilian promotional examinations conducted 31 30 30 Number of sworn promotional examinations conducted 3 2 2 Number of civilian promotional examinations that result in challenges/appeals 2 1 1 Number of sworn promotional examinations that result in challenges/appeals 1 1 1 Number of challenges filed that result in some change to the examination or scoring of the examination 0 1 1 Performance Measures FY 2010 Estimate 76.8 76.9 78.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 76.8 76.9 78.7 FTE Positions 1.0 1.0 1.0 Strategic Issues: Issue 1 Securing Adequate Funding for FTE and Operating Costs The biggest issue facing the Council is the need for adequate funding. Recent reductions have eliminated the Council's ability to fully fund the one FTE, ERE, and operating expenses. Additionally, an administrative error in budgeting and submission for FY2009 was apparently made in 2007. This error is continuing into FY2010. Budget adjustment is imperative for functionality. To establish and administer an equitable classification and ‹ Goal 1 compensation plan. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of classifications reviewed to determine proper job description and market value 58 20 20 Number of position audits conducted to determine proper classification 7 6 6 Number of job descriptions reviewed to determine suitability to classification 1 5 5 Performance Measures ‹ Goal 2 To provide guidelines for proper selection, retention and dismissal of covered employees. Performance Measures Number of test plans reviewed for selection and promotional processes Page 262 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 57 50 50 All dollars are presented in thousands (not FTE). Law Enforcement Merit System Council Performance Measures Agency Summary AUA 0.0 Percentage of legislative recommendations implemented or adopted within two years OFFICE OF THE AUDITOR GENERAL Debbie Davenport, Auditor General Phone: (602) 553-0333 Performance Measures Customer satisfaction rating (scale 14) A.R.S. § 41-1279 ‹ Goal 3 Mission: To improve state and local government operations and accountability by independently providing the Legislature, government decision-makers, and the public with timely, accurate, and impartial information; relevant recommendations; and technical assistance. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate NA 60 60 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.49 3 3 To hire, develop, and retain a high-quality workforce Performance Measures Percentage of staff turnover FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18 20 20 Description: The Auditor General is appointed by the Joint Legislative Audit Committee and approved by a concurrent resolution of the Legislature. By law, the Auditor General is required to express an opinion on the financial statements of audited entities, and determine compliance with applicable federal and Arizona laws and conduct comprehensive performance evaluations of state agencies and the programs they administer. In addition, the Auditor General is required to conduct performance audits of school districts and monitor the percentage of dollars spent in the classroom. Beginning in fiscal year 2006-2007, the Legislature appropriated monies for the Auditor General to conduct performance and financial audits of English Language Learner programs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 17,480.1 17,502.6 0.0 0.0 0.0 1,820.9 1,699.9 1,699.9 Program Total 19,301.0 19,202.5 19,202.5 FTE Positions 230.4 230.4 230.4 Other Appropriated Funds Other Non Appropriated Funds 17,502.6 Strategic Issues: Issue 1 Increasing our impact on government in Arizona Issue 2 Ensuring our processes are efficient and add value to our products Issue 3 Hiring, developing, and retaining a high-quality workforce ‹ Goal 1 To use efficient and value-added processes to ensure our reports are issued in a timely manner FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Number of processes/steps/activities adding little or no value that were eliminated or modified 33 20 20 External quality control review resulted in a clean opinion (triennial review). NA NA Yes Performance Measures Percentage of single audit reports accepted by cognizant agency ‹ Goal 2 To identify and communicate on high-impact issues Performance Measures Percentage of administrative recommendations implemented or adopted within two years for performance audits Performance Measures Percentage of single audit recommendations implemented or adopted within one year for financial audits Auditor General FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 50 65 65 All dollars are presented in thousands (not FTE). Page 263 Agency Summary HOA 0.0 HOUSE OF REPRESENTATIVES James P. Weiers, Speaker Phone: Constitution Art. 4, Part 1, Section 1 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. Description: The House of Representatives consists of 60 members elected by the public. Two members are elected from each of the 30 legislative districts in 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. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12,152.1 13,653.4 13,653.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 12,152.1 13,653.4 13,653.4 FTE Positions 0.0 0.0 0.0 Page 264 All dollars are presented in thousands (not FTE). House of Representatives JLA Agency Summary 0.0 JOINT LEGISLATIVE BUDGET COMMITTEE Richard Stavneak, Staff Director Phone: A.R.S. § 41-1272 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. Description: The Joint Legislative Budget Committee (JLBC) Staff is a 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 727.8 2,877.0 2,877.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 727.8 2,877.0 2,877.0 FTE Positions 35.0 35.0 35.0 ‹ Goal 1 To help the Legislature with sufficient staff support to enact budgets in a timely fashion and operate in a cost effective manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.80 3.68 3.80 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10.5 10.5 10.5 Survey of legislator satisfaction (4=high): all members. Performance Measures Administration as a percent of total cost. ‹ Goal 2 To provide technically accurate budget materials, including budget analysis and budget related bill drafting. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 0 0 Number of errors in the General Appropriation Act, Omnibus Reconciliation Bills, and other budgetrelated legislation. ‹ Goal 3 To prepare timely fiscal notes by the Fiscal Analysis and Research Unit. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 10.6 14.0 14.0 Days to transmit fiscal notes. ‹ Goal 4 To provide accurate economic and revenue forecasts. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate (13.1) 3.0 3.0 Maximum percent revenues vary from forecasted revenues (15 month time horizon). ‹ Goal 5 To prepare timely fiscal notes by the Tax Analysis and Forecasting Unit. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9.2 14.0 14.0 Days to transmit a fiscal note. Joint Legislative Budget Committee All dollars are presented in thousands (not FTE). Page 265 LCA Agency Summary 0.0 LCA Program Summary 1.0 LEGISLATIVE COUNCIL LEGISLATIVE COUNCIL Michael Braun, Executive Director Phone: (602) 926-4236 Michael Braun, Executive Director Phone: (602) 926-4236 A.R.S. §§ 41-1301 to 41-1307 A.R.S. §§ 41-1301 to 41-1307 Mission: Mission: To provide quality legal, research, computer and administrative services to the Arizona Legislature. To provide quality legal, research, computer and administrative services to the Arizona Legislature. Description: Description: 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 research; and operating the legislative computer system. 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. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate ‹ Goal 1 To provide timely and accurate processing of all work products. 5,299.1 5,414.7 5,414.7 Other Appropriated Funds 0.0 0.0 0.0 Performance Measures Other Non Appropriated Funds 0.0 0.0 0.0 Percent of positive survey ratings regarding accuracy of bill drafting Program Total 5,299.1 5,414.7 5,414.7 FTE Positions 49.8 49.8 49.8 Performance Measures Percent of positive survey ratings regarding timeliness of bill drafting Strategic Issues: Issue 1 Increase familiarity with legislative computer system. Familiarity with and practical knowledge of the legislative computer system is critical to Legislative Council's (LC) continued success. It is imperative that legislative computer users know and understand how to perform various functions on their computers, particularly those custom applications that are unique to their legislative work. This includes, for appropriate legislative staff, knowledge of such computer functions as drafting bills and amendments, bill status inquiry, committee, agenda and calendar tracking programs, tools enabling searches of current and past legislation and internet access. Familiarity with these functions allows for faster turnaround time and accuracy on work both within LC and between LC staff and other legislative members and staff. Also, as more and more legislative computer users take advantage of the availability of laptop computers, they will be able to "take their work with them" and have access to important and current legislative information at all times. Familiarize customers with all aspects of LC and the type of work it performs. Although many Legislative Council (LC) customers indicate awareness of LC functions, results from the 2007 performance survey indicate that a small number are not entirely clear about what LC does, primarily in the area of providing legal research to the Legislature. While this may be attributable in part to the lack of response by some customers to the survey (i.e., they may know of LC's functions but did not return their survey), some customers who did respond to the survey indicated they did not know about these functions. LC should continue to undertake efforts to increase awareness of its functions, particularly legal research, among all customers, especially legislators and legislative staff. The continued online publication of LC's The Bill Drafting Manual and The Legislative Manual should help users better understand who LC is and what LC does. Issue 2 Performance Measures Percent of positive survey ratings regarding accuracy of legal research Performance Measures Percent of positive survey ratings regarding timeliness of legal research ‹ Goal 2 Percent of survey respondents indicating awareness of Legislative Council's bill drafting function Performance Measures Percent of survey respondents indicating awareness of Legislative Council's legal research function FY 2010 Estimate 98 99 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91 92 93 To increase the comfort level of all legislative computer users through training and support. Performance Measures Percent of legislative computer users indicating training is helpful Performance Measures Percent of positive survey ratings regarding accuracy of computer help desk Performance Measures Issue 3 Percent of positive survey ratings regarding timeliness of computer help desk Page 266 All dollars are presented in thousands (not FTE). Continue to maintain the highest standards in providing bill drafting and research services to all users. LC has consistently received top marks in terms of courteousness of its staff and the agency should strive to maintain this. LC generally receives high ratings from users in terms of accuracy and timeliness of its drafting and research services, though there is room for improvement in these areas. LC must continue its efforts to maintain the high standards of professionalism, friendliness and approachability to which users have grown accustomed. FY 2009 Estimate To increase awareness of Legislative Council's functions among legislators, legislative staff, state agencies and lobbyists. Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 96 97 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 96 97 Legislative Council LCA Program Summary 2.0 OMBUDSMAN CITIZENS AIDE OFFICE Patrick Shannahan, Ombudsman-Citizens' Aide Phone: (602) 277-7292 A.R.S. § 41-1371 et. seq. Mission: To improve the effectiveness, efficiency and responsiveness of government by receiving public complaints, investigating the administrative acts of state agencies, recommending fair and appropriate remedies and investigating matters relating to public access to government records and meetings throughout Arizona. Description: The Office of the Ombudsman-Citizens' Aide is a seven person independent agency in the legislative branch of Arizona State Government. The Office receives citizen complaints about the administrative acts of state agencies. The Office investigates citizen complaints and, when they are justified, works with the complainant and agency to help them resolve the problem in a mutually agreeable manner. Although the Office cannot change an agency's decision nor direct it to take action, it can make findings and offer recommendations to the agency. The Office also helps citizens by coaching them on how they can best resolve their problem on their own and providing other forms of assistance when the problem can be resolved without going through the time and expense of an investigation. In addition, the office investigates complaints about public access to records and meetings at all levels of government throughout Arizona. The Office provides reports of its activities to the legislature, governor and public. ‹ Goal 1 To help more citizens redress their legitimate grievances with state agencies. ‹ Goal 2 To respond to citizen complainants in a timely manner. Performance Measures Percent of initial responses to citizen inquiries made within two business days Performance Measures Percent of notices of investigation sent within 30 days Performance Measures Percent of investigations completed within 3 months Performance Measures Percent of citizens responding "strongly agree" or "agree" to timeliness question on customer satisfaction survey ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 99 98 98 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91 94 94 To prevent recurrence of similar complaints by identifying and correcting patterns of undesirable administrative practices. Performance Measures Percent of recommendations accepted by agencies ‹ Goal 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 89 89 To provide courteous and impartial service to citizens. Performance Measures Percent of citizens responding "agree" or "strongly agree" to courtesy question on survey Performance Measures Percent of citizens responding "strongly agree" or "agree" to impartially question on the customer satisfaction survey Legislative Council FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 97 97 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 95 95 All dollars are presented in thousands (not FTE). Page 267 LAA Agency Summary 0.0 ARIZONA STATE LIBRARY, ARCHIVES, AND PUBLIC RECORDS GladysAnn Wells, Director Phone: (602) 926-4035 A.R.S. §§ 41-1331 through 41-1352 Mission: To serve the Arizona Legislature and Arizonans by providing public access to public information, fostering historical/cultural collaborative research and information projects, and ensuring that Arizona's history is documented and preserved. Description: The Arizona State Library, Archives and Public Records provides information services as authorized by law. Research and reference services are provided in the subject areas of law, government, public policy, 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 and federal 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 when appropriate disposed of through archival retention programs. Exhibits are created to educate the public regarding governmental and Arizona 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, and Research and Law Library. The Agency also has responsibility for the Board of the Library, Archives and Public Records; the Arizona Board of Library Examiners; the Arizona County Librarians; Arizona Historical Records Advisory Board; the Arizona State Board on Geographic and Historic Names; and the Arizona Historical Advisory Commission, including the Arizona Centennial planning efforts. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2008 Actual 7,445.9 FY 2009 Estimate 7,378.9 FY 2010 Estimate 7,378.9 596.2 675.9 675.9 3,738.1 3,649.4 3,649.4 Program Total 11,780.2 11,704.2 11,704.2 FTE Positions 115.8 115.8 115.8 Other Non Appropriated Funds Digital Government Library and Archives has a broad range of responsibility for governmental materials in all formats from all levels of government. With the increasing digitization of federal, state and local government, e-government will be one of our most important areas of concentration. Digital government will require all staff to learn new technical skills to ensure public records are usable today and preserved for tomorrow. The agency will consider ways to ensure publications and archival electronic records can be preserved permanently, meet public demands for access, and increase records management in electronic information systems through state government. To provide access to public information. The agency will ‹ Goal 1 improve access to public information via in-person contacts, telephone contacts, fax, e-mail, and written requests. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Public Access - Materials loaned. 1,600,000 1,968,640 1,600,000 Public Access - Materials retrieved. 113,911 90,000 95,000 Public Access - Questions answered. 202,213 190,000 200,000 Public Access - Consultations 20,008 17,500 17,500 Public Access - In-state contacts. 6,510,485 6,000,000 6,500,000 Public Access - Out-of-state contacts. 1,053,755 110,000 110,000 Public Access - On-line database searches. 3,498,493 3,500,000 3,500,000 2,439 2,000 2,200 852 850 950 15,684 60,000 65,000 Public Access - Patrons registered. Public Access - Program Activities Public Access - Program attendees. Explaination: No Arizona Book Festival or Mohave County Summer Reading Program, less Records training due to reduced travel Public Access - Tours Public Access - Tour participants. Infrastructure Library and Archives operates from three historic buildings and from two other structures with age-related repair and renovation needs. The move to the new Polly Rosenbaum History and Archives Building will place temporary burden on staff, but when finished the new building will address statewide archival storage and treatment needs. Born-digital government information has changed Library and Archives infrastructure and staff 1,200 1,400 45,000 50,000 394 350 350 Public Access - Facility Use Participants 11,679 10,000 12,000 14,271.1 14, 500.0 14, 500.0 565,818 475,000 500,000 16,702.1 8,000.0 8,500.0 Public Access - Web site visits (In thousands). Public Access - SIRSI usage. Public Access - E-mail delivered (in thousands). Public Access - Jobline/Newsline calls. 38,714 38,500 38,500 45,030.2 34,640.4 35,692.9 To preserve Arizona materials. The agency will improve the preservation of Arizona materials through cataloging, repair, digitization, microfilming and when necessary, conserving of fragile documents and photographs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 103,189 90,000 110,000 79,077 40,000 50,000 Preservation - Materials preserved (in thousands). 1,624.0 1,500.0 1,500.0 Preservation - Materials digitized. 587,933 500,000 550,000 96,663 90,000 95,000 76,790.1 70,000.0 75,000.0 Performance Measures Preservation - Materials acquired Preservation - Materials withdrawn/removed Preservation - Titles cataloged. Preservation - Reproductions for preservation, access (in thousands). Explaination: Audio, microfilm, other copies made for preservation or public access. Preservation - Total items/contacts (In thousands). ‹ Goal 3 79,281.1 72,220.0 77,305.0 To promote statewide collaboration. The agency will increase its conduct of activities that create and promote collaboration among Arizona's cultural institutions. Performance Measures Collaboration - Institutions. Collaboration - Programs/Activities. Page 268 1,396 53,002 Public Access - Facility Use ‹ Goal 2 Resource Development Library and Archives has raised over $51.2 million dollars in grant funds for Arizona cultural institutions and for its own services. In the future, despite the downturn of the economy and the difficulties of fund raising, we will continue our efforts to seek outside funds. Although general operating funds must come from governmental sources (state general fund and federal IMLS funds), private and other governmental funds will be sought for special projects or pilot projects. The most significant fund raising efforts will focus on the completion of the Polly Rosenbaum State Archives and History Building and the development of an endowment for the preservation and maintenance of the historic buildings that house the agency offices. Library and Archives operates from three historic buildings and two other structures with age related repair and renovation needs. The agency will seek new ways to expand fiscal resources and make more effective use of existing resources. Issue 2 Issue 3 Public access - Total contacts (In thousands). Strategic Issues: Issue 1 development considerations. More operating funds are directed to technological management of e-government documents, archives, and records. Staff must be continuously trained and retrained in evolving technological archival, library, and records management skill sets. The agency will take a global view of space utilization. Staff is a crucial element in the many services provided by the State Library. Issues may include staffing levels, and recruiting, retaining, and training of staff. Technology needs will be evaluated and an equipment refresh program will help keep pace with technology demands. All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13,733 6,000 9,000 933 600 750 Arizona State Library, Archives & Public Records Collaboration - Program attendees. Collaboration - Boards and Commissions Collaboration - Volunteer hours Collaboration - Total activities/contacts. ‹ Goal 4 68,330 50,000 55,000 271 200 200 21,787 21,500 22,000 105,054 78,300 86,950 To provide information services to the legislature. The agency will provide increased services to Legislators, Legislative staff, and Legislative agencies. Performance Measures Leg Info Services - Materials loaned. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 156 100 100 Leg Info Services - Legislative contacts. 11,200 9,500 9,500 Leg Info Services - Questions answered 471 700 800 6,854 6,500 7,000 4 15 15 Leg Info Services - Facilities use permits. 56 35 35 Leg Info Services - Facilities use attendees 712 700 1,000 Leg Info Services - In-service training sessions. 9 12 10 Leg Info Services - In-service training attendees. 41 150 50 1,911 2,000 2,000 70 50 50 21,484 19,762 20,560 Leg Info Services - Tour attendees. Leg Info Services - Equipment loans. Leg Info Services - Boxed records in storage. Leg Info Services - Library Board attendees. Leg info services - Total activities/contacts. Arizona State Library, Archives & Public Records All dollars are presented in thousands (not FTE). Page 269 SNA 0.0 Agency Summary SENATE Keith Bee, President Phone: Constitution Art. 4, Part 1, Section 1 Mission: To serve the Arizona constituency through policy development and enactment of legislation in support of the public health, safety and welfare. 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. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,531.5 9,036.2 9,036.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 7,531.5 9,036.2 9,036.2 FTE Positions 0.0 0.0 0.0 Page 270 All dollars are presented in thousands (not FTE). Senate LLA Agency Summary 0.0 LLA Program Summary 1.0 DEPARTMENT OF LIQUOR LICENSES AND CONTROL ADMINISTRATION Jerry Oliver Sr., Director Phone: (602) 542-9020 Pearlette Ramos, Assistant Director Phone: (602) 542-9021 A.R.S. § 4-111 et seq. A.R.S. Title 4 Mission: Mission: To license the liquor industry and assure compliance of liquor laws in the State of Arizona using education, knowledge, communication, collaboration, adjudication and enforcement that result in better health, safety and welfare of Arizona's citizens and their community. To ensure all Divisions in the Department of Liquor Licenses and Control operate in a cost-effective manner, all operational activities conform to statutory requirements and other guidelines, staffing is provided to the State Liquor Board, and alleged violations are resolved in a timely manner. Description: Description: The Department of Liquor Licenses and Control regulates all businesses dealing with spirituous liquor. The Department processes complaints, police reports, and civil violations regarding licensees. The Department 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. Further, the Department interacts with the Governor's Office of Highway Safety and the Driving Under the Influence Abatement Council to educate underage youth and reduce underage drinking. The Department meets on a regular basis with the Arizona Licensed Beverage Association, Arizona Beer and Wine Association, Arizona Grocers Association, Arizona Hotel and Motel Association, and Arizona Restaurant Association and various civic organizations statewide. Finally, the Department is responsive to all Arizona citizens who are served and affected by the licensees. Daily departmental operations include budget preparation, personnel, payroll, insurance, accounting for and distribution of revenues, accounts payable, accounts receivable, accounting for all authorized non-reverting funds, purchasing, the operation of the Department's automated and electronic data banks, records retention, and information flow. The program also provides personnel for staffing the State Liquor Board, a separate quasijudicial body appointed by the Governor. The Department insures immediate accessibility of records to the public through automated queries, responds to public inquiries and constantly monitors all aspects of customer service. The Compliance Section receives actionable reports of violations and attempts to resolve them informally. FY 2008 Actual Program ¾ ADMINISTRATION ¾ INVESTIGATIONS ¾ LICENSING Agency Total: FY 2008 Actual General Funds ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2010 Estimate 1,351.8 1,417.0 1,443.0 3,763.9 2,288.6 2,333.2 655.8 629.4 667.1 5,771.5 4,335.0 4,443.3 General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,464.1 3,474.8 3,583.1 0.0 0.0 0.0 Other Non Appropriated Funds 2,307.4 860.2 860.2 Program Total 5,771.5 4,335.0 4,443.3 FTE Positions 54.2 54.2 54.2 Other Appropriated Funds 1,351.8 1,417.0 1,443.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,351.8 1,417.0 1,443.0 FTE Positions 14.0 14.0 14.0 ‹ Goal 1 To set hearings before the State Liquor Board in a timely manner. Percent of hearings set within the statutory time frame ‹ Goal 2 Performance Measures Percentage of errors found in imaged documents ‹ Goal 3 Update the software program and information technology system of the Department. An appropriation for funding was received enabling the Department to begin the acquisition and implementation of a new licensing software program. Consultants have begun analyzing and suggesting changes for the system infrastructure. Issue 1 Department of Liquor Licenses and Control FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 2 2 To process all compliance cases expeditiously. Percentage of liquor law compliance cases processed in less than 90 calendar days ‹ Goal 4 FY 2008 Actual To maintain accurate document history on license files. Performance Measures Strategic Issues: FY 2010 Estimate Other Appropriated Funds Performance Measures Funding and FTE Summary: (Thousands) FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85 95 95 To ensure timely payment of invoices. Performance Measures To pay all invoices within 30 days of receiving invoice. All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Page 271 LLA Program Summary 2.0 LLA Program Summary 3.0 LICENSING INVESTIGATIONS Tim Black, Deputy Director Phone: (602) 542-9047 Connie Wagner, Assistant Director Phone: (602) 542-9055 A.R.S. § 4-112, 4-113, 4-213 A.R.S. Title 4 Mission: Mission: To foster a working relationship with both licensees and the law enforcement community to obtain maximum compliance with state statutes and rules. To serve applicants, licensees and the public by processing and maintaining all documents associated with the licensing process. Description: Description: The Investigations Division conducts random liquor inspections to ensure licensees are complying with A.R.S. Title 4 and all departmental rules and regulations; provides training and assistance to the local law enforcement agencies thereby enhancing their ability to enforce liquor laws; investigates and processes all civil complaints received concerning liquor-related violations; provides criminal background checks of all individuals associated with liquor licenses in Arizona; liaisons with the Department of Public Safety, city and town police departments, sheriff's offices, and other local law enforcement agencies; conducts covert operations alone and in collaboration with police agencies investigating for hidden ownerships; maintains an investigative database which is accessible to police agencies; and meets with the United States Attorney's Office, Gaming, the FBI, and the Arizona Attorney General's Office. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Licensing assists applicants and licensees in the preparation and submission of required documentation for the purpose of obtaining a liquor license; creates a data base capable of responding to public, corporate and law enforcement inquiries and routes filed documents to appropriate entities; maintains licensing records as required by law; analyzes and correlates corporate and individual materials to determine corporate structure, limited liability companies, partnerships, sole proprietorships, and the controlling individual of each; forwards the appropriate paperwork to the local governing boards (cities, towns, counties) on each new application which is proposing to be licensed. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 655.8 629.4 667.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 1,456.5 1,428.4 1,473.0 Program Total 655.8 629.4 667.1 0.0 0.0 0.0 FTE Positions 10.0 10.0 10.0 Other Non Appropriated Funds 2,307.4 860.2 860.2 Program Total 3,763.9 2,288.6 2,333.2 FTE Positions 30.2 30.2 30.2 Other Appropriated Funds ‹ Goal 1 To efficiently process documents received by licensing and to ensure quality customer service.. 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. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of investigations completed resulting in compliance actions 334 500 500 Number of random liquor inspections completed 4660 4700 4700 Performance Measures ‹ Goal 2 Average number of calendar days to complete an investigative complaint FY 2010 Estimate 13,260 13,500 13,500 85.00 80.00 80.00 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 24 35 35 To perform restaurant audits expeditiously. Performance Measures Number of days to complete an audit Page 272 Percent of surveyed licensees reporting very good or excellent service FY 2009 Estimate To process investigative complaints quickly and efficiently. Performance Measures ‹ Goal 3 Number of new licenses, transferred licenses, and renewals issued FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 14 30 30 All dollars are presented in thousands (not FTE). Department of Liquor Licenses and Control Although the Lottery has been able to operate within the allocated appropriation in past years, statutory changes approved in the FY08 Legislative Session will impact how the Lottery conducts business in the future. As a result of Laws 2008, Chapter 287, the Lottery is to become the primary funding source for $1.0 billion in revenue bonds to finance university capital improvement programs. This legislation also lifts the existing cap on advertising and enables the Lottery to increase prize payouts on Scratchers games. Agency Summary LOA 0.0 LOTTERY Art Macias, Executive Director Phone: (480) 921-4505 A.R.S. § 5-501 et seq. Mission: To support Arizona programs for the public benefit by maximizing revenue in a responsible manner. Description: The Arizona Lottery was established to maximize revenue dedicated to various beneficiaries through statutory formulas pursuant to 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds FY 2009 Estimate 0.0 FY 2010 Estimate 0.0 0.0 67,114.5 80,257.3 80,881.1 Other Non Appropriated Funds 230,593.3 660,300.0 660,300.0 Program Total 297,707.8 740,557.3 741,181.1 FTE Positions 110.0 110.0 118.0 Strategic Issues: Issue 1 Increase Funding for Arizona Programs. Increasing sales is always an important priority for the Lottery since funding for state programs is based on profits generated from Lottery game sales. Despite the state’s economic downturn, overall sales for FY08 were $472.9 million, a new record high for the Lottery. Scratchers sales declined for the first time since FY1990, but were offset by strong on-line game sales. While trends vary, individual on-line game sales for FY08 exceeded last fiscal year. Powerball sales were slightly stronger than last year due to several large rolling jackpots. The Multi-State Lottery plans to implement changes to Powerball in January 2009 that should result in faster jackpot growth and increased revenue. Game improvements implemented late in FY07 for Pick 5 and The Pick helped to renew interest and increase revenues for those games. A further enhancement for Pick 5 introduced in April FY08 should help generate increased sales going into FY09. The Lottery also added two new on-line initiatives in FY08 – Fastplay and Raffle. Fastplay offers an “instant win” for players and has been steadily gaining sales momentum. Additional Fastplay games will be offered in FY09. The Lottery held two on-line Raffles during FY08 and this game will be offered periodically again in FY09. The Lottery also plans to explore new avenues to increase sales. Possible initiatives for FY09 and FY10 include adding another new on-line game to supplement existing products, and exploring the use of gift cards and coupons as promotional tools. Although instant ticket (Scratchers) sales have demonstrated consistent growth over the years, FY08 sales fell short of last fiscal year. This product tends to be an impulse purchase, and the economic downturn, combined with limited advertising dollars, adversely impacted sales of this product. The introduction of the first $20 game in February 2008 helped to mitigate the decline. In FY09, the Lottery plans further introductions of higher price point games ($5, $10 and $20), as well as increased use of specialty tickets, such as licensed property games. As a result statutory changes approved in the FY08 Session, instant ticket sales are expected to increase in upcoming years since a larger portion of sales can now be dedicated to prizes. Issue 2 18.5% Operating Appropriation. Lottery statute provides for an operating appropriation of not more than 18.5% of total revenues. However, the actual appropriation has historically been lower than this; the operating appropriation for FY08 was 14.7%. The provisions in Laws 2008, Chapter 287 facilitate the Lottery’s ability to generate additional revenue for the state. However, a key component to moving forward with this plan involves the flexibility of an operating appropriation at 18.5% as provided by statute. The ability to obtain products and services quickly is essential to generating revenue. It typically takes a year to actually receive funding for an issue approved through the budget process. If every initiative remains tied to the 2-year budget process, it will be difficult to secure necessary resources in a timely manner, resulting in lost sales revenue. An operating appropriation that is based on 18.5% of sales will provide the level of funding necessary for the Lottery to respond quickly when implementing initiatives, which in turn allows for the greatest impact on sales. Issue 3 Prize Payouts for Lottery Games. Laws 2008, Chapter 287, will give the Lottery greater flexibility regarding player prizes. This provides the opportunity to increase instant ticket sales, while preserving distributions to Lottery beneficiaries. The prize payout on games is what impacts the frequency of a “winning experience” for players. In order to offer higher prizes, especially top prizes, a greater share of ticket sales must be dedicated to prize payouts. Currently, Arizona’s aggregate 60% payout is in the bottom one quarter of all lottery states. The top ten states (ranked by per capita sales) all have average payouts of at least 64.4% and actual payouts go as high as 80%. Other lottery states have realized substantial sales growth by increasing payouts to the 70% range, or by removing payout restrictions entirely. Prior to Laws 2008, Chapter 287, beneficiaries received a percentage of revenues that were dependent on specific game products. Aside from being extremely complex, this percentage-based distribution methodology placed limitations on the prize payout available for games. The recent statutory changes provide for an alternative beneficiary methodology where distributions are based on a guaranteed dollar amount, rather than as a percentage of game sales. This will allow the Lottery to reinvest a portion of game profits to increase payouts, thereby increasing sales and corresponding revenues for state programs. Beginning in FY09, the Lottery will need to determine the best strategy to maximize game payouts. Although results will not be evident immediately, the ability to increase the average prize payout to approximately 70% will allow the Lottery to achieve even higher Scratchers growth in FY10 & FY 11. To increase revenue. ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Dollar amount of instant ticket sales (in millions) 252.4 315.5 361.4 Dollar amount of on-line sales (in millions) 220.5 260.6 277.0 Dollar amount of all game sales (in millions) 472.9 576.1 638.4 Performance Measures Explaination: Provisions in Laws 2008, Chapter 287, will help the Lottery increase sales in FY09-11. Increase/(decrease) in instant ticket sales from prior year (in millions) (8.6) 63.1 45.9 Increase/(decrease) in on-line sales from prior year (in millions) 19.3 40.1 16.4 Explaination: On-line sales are largely jackpot driven, impacting sales increases/decreases in any given year. Total dollar amount of ticket vending machine sales (in millions) Average dollar amount of sales per ticket vending machine. Performance Measures Total Lottery dollars distributed to State programs (in millions) Percent of lottery ticket sales distributed to state beneficiaries Arizona State Lottery Commission All dollars are presented in thousands (not FTE). 72.6 100.0 125.5 125,900 143,100 163,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 144.5 157.7 153.9 30.6 27.4 24.1 Page 273 ‹ Goal 2 To increase agency efficiency. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of hours on-line game system available for processing transactions (out of 6,022.5 total hours) 6,011 6,020 6,010 Number of hours instant ticket validation system available for processing transactions (out of 6,022.5 total hours) 5,999 6,019 6,010 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88.0 86.8 86.7 8.2 6.8 6.9 Performance Measures Performance Measures Percent of Lottery program expenditures outsourced Administration as a percentage of total cost Explaination: Laws 2008, Chapter 287 removed the funding cap on advertising. The lower percentage in FY09-11 is a result of higher expected total costs, but no significant change in administrative costs. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Average number of days required to pay vendors Percent of vendor invoices paid within 30 days ‹ Goal 3 5 7 7 98.4 98.0 98.0 To maintain an effective retailer compliance program. Performance Measures Percent of active retailer accounts in good standing Number of retailer compliance inspections conducted Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.6 99.1 99.2 749 1320 1340 Compliance enforcement in FY08 was less than desired due to increased investigation of criminal activity in conjunction with staffing shortages. Percent of retailers in compliance with Lottery rules and regulations 96 97 97 Percent of retailers in compliance with underage wagering requirements 99 99 99 ‹ Goal 4 To expand public awareness regarding the Lottery's image, beneficiaries, winners, and products. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of general public indicating the Lottery is run honestly and with integrity 78 78 78 Percent of general public indicating the Lottery is a good way to raise money for the state of Arizona 74 74 74 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average number of calls received per month on automated winning numbers line 301,300 304,000 309,000 Average number of visitors per month to the Lottery website 621,700 690,100 766,000 Performance Measures Performance Measures ‹ Goal 5 To enhance retailer relationships. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of retailers achieving additional .5% commission incentive 32 35 37 Percent of retailers expressing overall satisfaction with Lottery services 94 95 95 Performance Measures ‹ Goal 6 To attract and retain high quality employees. FY 2008 Actual Performance Measures Percent of agency staff turnover Percent of agency staff turnover due to employee retirement. Explaination: Page 274 FY 2009 Estimate FY 2010 Estimate 13.6 7.0 7.0 2.7 2.0 3.0 This measure isolates turnover due to retirement from the total turnover rate. All dollars are presented in thousands (not FTE). Arizona State Lottery Commission MEA 0.0 Agency Summary ARIZONA MEDICAL BOARD Lisa S. Wynn, B.S., Executive Director Phone: (480) 551-2791 A.R.S. §32-1401 et.seq. and A.R.S. §32-2501 et.seq. Mission: To protect public safety through the judicious licensing, regulation, and education of physicians and physician assistants. Description: The Agency staff supports two Boards – the Arizona Medical Board which licenses and regulates allopathic physicians, and the Arizona Regulatory Board of Physician Assistants which licenses and regulates physician assistants. The Agency processes applications for licenses, handles public complaints against licensees, and disseminates information pertaining to licensees and the regulatory process. The two Boards determine and administer disciplinary action in the event of proven violations of their respective practice acts. Together, the two Boards regulate over 20,000 licensees. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 5,650.6 5,822.6 6,006.1 0.0 0.0 0.0 Program Total 5,650.6 5,822.6 6,006.1 FTE Positions 58.5 58.5 58.5 Other Appropriated Funds Other Non Appropriated Funds allopathic physicians and physician assistants who have a medical, psychiatric, psychological, or behavioral health disorder that may impair the licensee’s ability to practice safely. The Board intends to explore different methods of creating a Physician Health Program, including the possibilities of integrating the Physician Health and Monitored Aftercare Programs into one program and collaborating with other healthcare professional licensing boards to create a common program that could be used by all boards that monitor licensees with health and/or substance abuse problems. In conjunction with this effort, the Board plans to further refine its ability to collect and analyze statistics pertinent to this licensee population. To increase activities devoted to addressing public safety, ‹ Goal 1 healthcare and regulatory issues of importance to licensees, stakeholders, and the general public through collaboration with others, policy making, and information dissemination Performance Measures Number of substantive policy statements, guidelines, rules, or rule revisions adopted Performance Measures Number of newsletters published FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 3 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 Number of public speaking engagements 33 33 33 Number of press releases, health advisories, and other notifications published on the Board website or transmitted to licensees via e-mail blasts 31 31 31 ‹ Goal 2 To improve efficiency of licensing, regulatory, and information dissemination processes FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average time to approve an MD license from receipt of application 24 24 24 Strategic Issues: Average time to approve a PA license from receipt of application 17 17 17 Consolidation of essential agency functions focused on public protection through the examination of regulatory issues, ongoing education of staff and Board members, active dissemination of public information, and public outreach. The Arizona Medical Board and the Arizona Regulatory Board of Physician Assistants continually strive to proactively explore areas influencing healthcare delivery and public safety. The Boards will focus on essential agency functions and concentrate on those matters that directly affect the health and well being of Arizona’s citizens. The Boards will continue their advances toward providing clear direction through policy and statutory initiatives, participating in ongoing educational opportunities in regulation and staying on the forefront of providing public information that affects healthcare decision making. Average number of days to process an initial medical doctor license upon receipt of completed application 2 2 2 Average number of days to process a medical doctor renewal upon receipt of completed application 2 2 2 Average score of agency-wide customer service satisfaction surveys (scale of 1-8) 7.9 7.5 7.5 Issue 1 Stabilization of database infrastructure to support elicensing, regulatory and information dissemination processes, as well as increased capacity for performance measurement, through improved information technology and other process improvements Electronic licensing (e-licensing) has been on the forefront of the Boards’ strategic goals for many years. Last fiscal year, the agency underwent an entire database conversion to a new information system that makes elicensing possible. The agency will continue to stabilize the system to ensure on-line security as applicants and licensees share confidential information with the Boards during the licensing and renewal process and as financial transactions take place. The database also tracks staff progress during the investigative and post adjudication processes allowing for statistical data analysis and identification of process improvement. Issue 2 Protection of the public through the identification and rehabilitation of impaired physicians and physician assistants The Arizona Medical Board’s Monitored Aftercare Program is a confidential program for the treatment and rehabilitation of doctors of medicine and physician assistants who are impaired by alcohol or drugs. The Board also has the statutory authority to create a confidential Physician Health Program, similar to the Board’s existing Monitored Aftercare Program, for Issue 3 Arizona Medical Board Performance Measures Explaination: Methodology for calculating survey results changed starting FY08 FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Average number of days to complete an medical doctor investigation 115 120 120 Average number of days to complete an physician assistant investigation 101 120 120 Average number of days to resolve a medical doctor case 164 180 180 Average number of days to resolve a physician assistant case 144 180 180 Percent of open investigations greater than 6 months old (M.D.) 3 5 5 Percent of open investigations greater than 6 months old (P.A.) 4 5 5 Medical doctor cases referred to formal hearing 69 45 45 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate .6 1 1 Performance Measures Average number of days to respond to e-mails received through Questions@azmd.gov or Questions@azpa.gov ‹ Goal 3 To increase protection of the public by promoting rehabilitation of licensees who are impaired by alcohol or drugs, or who have a medical, psychiatric, psychological, or behavioral health disorder that may impair the licensee’s ability to practice safely FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of MAP participants who completed the program successfully 47 25 25 Number of participants in the MAP as of June 30 89 105 105 Performance Measures All dollars are presented in thousands (not FTE). Page 275 Number of licensees being monitored for medical, psychiatric, psychological, or behavioral health issues as of June 30, excluding MAP participants Page 276 667 40 40 All dollars are presented in thousands (not FTE). Arizona Medical Board carefully by both the student and the Board of Medical Student Loans. It is crucial that the funding be both substantial and reliable in order to successfully recruit students. Agency Summary MSA 0.0 BOARD OF MEDICAL STUDENT LOANS A.R.S. §§ 15-1721 to 15-1725 Mission: To recruit physicians to provide service to rural and other medically underserved areas, medically underserved populations, and Indian reservations in Arizona and to increase the number of physicians practicing in these areas by providing educational loans to students at colleges of medicine in Arizona. Description: The Board of Medical Student Loans provides financial assistance to medical students in Arizona, including tuition and a living allowance, through the Arizona Medical Student Loan Program. Participating schools include Midwestern University's AZ College of Osteopathic Medicine (AZCOM), the University of Arizona (UA) College of Medicine, and A. T. Still University's School of Osteopathic Medicine in Arizona (SOMA) which opened in the Fall 2007 and increased the applicant pool. The Board consists of eight members who review student applications and make decisions necessary for the operation of the program. Students must be Arizona residents. The Medical Student Loan Program gives preference to medical students who have financial need and who sign contracts to provide primary care in eligible service areas; the Board may approve service in other specialties of recognized need in Arizona. For each year of funding received, recipients must provide one year of service in a designated area, with a minimum twoyear service commitment. For 30 years, UA has provided staff at no charge to the Board to arrange Board meetings, prepare Board reports, collect repayments, coordinate service placement with the Arizona Department of Health Services (ADHS) and the Board, and prepare state budget requests. Since the program was opened to private colleges of medicine in 1999, Midwestern and now A. T. Still University have joined the UA College of Medicine and provide services at no cost to publicize and coordinate the student application and interview process, coordinate the funding process, and track the participants. Vital to the success of the program is the cooperation and assistance provided by ADHS, which assists the Board in the selection of loan recipients and the coordination of service sites, as well as by providing one employee to serve on the Medical Student Loans Board. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,500.0 1,121.0 1,121.0 118.5 309.8 7.7 0.0 0.0 0.0 Program Total 1,618.5 1,430.8 1,128.7 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: To successfully recruit and retain students to participate in the Arizona Medical Student Loan Program. The Board of Medical Student Loans seeks students who want to work with patients in eligible service areas after completion of their medical education and are willing to sign contracts to do so. Many students have demonstrated a personal concern and understanding of the needs of medically underserved people. Some students have come from rural areas and want to serve their home communities after completing their medical education. Students are concerned about the financial burden of paying for a medical education, particularly when they come from families that are unable to help them with the costs associated with obtaining an M.D. or D.O. degree. It is a life-changing commitment that students undertake when they sign the contract. They are just beginning their education in a medical career and have much to learn about the specialty fields and the implications of choosing to provide medical care in eligible service areas. It is important that the decision to sign a contract with the State be a win-win situation for both the State and the student, and needs to be considered Issue 1 Board of Medical Student Loans To increase the number of physicians providing service to rural and other medically underserved areas, medically underserved populations, and Indian reservations in Arizona. In November 2006, a survey was done by the Board of Medical Student Loans of community health clinics and hospitals located in eligible service areas in Arizona. Fifty-five responses were received; one clinic had closed and the others reported seeking 95 primary care physicians. In addition, 70 physicians were being sought in other specialties. The greatest need is for physicians practicing Family Medicine, Internal Medicine, Pediatrics, and Obstetrics/Gynecology. Issue 2 Carol Q. Galper, Ed.D., Chairperson Phone: (520) 626-2696 The result of the recent increases in appropriations will be an increase in the number of physicians providing service to rural and other medically underserved areas, medically underserved populations, and Indian Reservations in Arizona. Primary care remains the highest priority in eligible service areas because funding in those communities to support physicians is limited. The 40 students funded in FY 2008 will be ready to serve in 2012 – 2015 or later, depending upon their year in school and residency specialty choice. The M.D. and D.O. degrees are designed to be four-year programs and graduates must complete advanced training to become licensed physicians. For example, medical residency programs are typically three years to become Board certified in Family Medicine, Internal Medicine, and Pediatrics, four years for Obstetrics/Gynecology, and five years for general Surgery. Our figures show that 90% of the physicians who signed contracts since October 1992 have provided service. In FY 2008, there were 13 physicians fulfilling their commitments to the Arizona Medical Student Loan Program by serving in eligible service sites. In past years, the program has provided 68 physicians who have practiced in designated areas approved by the Board. We are pleased to report that 33 of those physicians whose commitments have been completed were working in eligible service areas in 2007-2008. Two additional physicians were continuing to practice at the same locations as previously, but the areas were no longer designated as Health Professional Shortage Areas, which is the ultimate goal. To successfully recruit and retain students to participate in ‹ Goal 1 the program by providing substantial funding of educational costs to medical students. Performance Measures Loan provided to each public medical school student (in thousands of dollars) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 36.9 38.5 39.2 Tuition varies with graduating class at UA College of Medicine but most students funded received $36,867 in FY 2008. Loan as a percent of average annual cost of public medical education 100 94 92 Loan provided to each private medical school student (in thousands of dollars) 61.2 63.3 65.9 Explaination: Amounts reported for students attending the AZ College of Osteopathic Medicine at Midwestern University. Loan as a percent of average annual cost of private medical school education Explaination: 90 88 Loan amount compared to the average financial aid cost of attendance at AZ College of Osteopathic Medicine at Midwestern. Maximum loan amount (percent) allowed by law provided to each student Administration as a per cent of total cost Explaination: 93 99 99 98 0.0 0.0 0.0 All appropriated funds are used to assist medical students; no funds are used for the administration of the program. The UA College of Medicine, Midwestern University, and A.T. Still University provide support services at no cost to the Board. Vital to the success of the program are the cooperation and assistance provided by the Arizona Department of Health Services. Board members serve with no compensation. All dollars are presented in thousands (not FTE). Page 277 Scholarship provided to each public medical student (in thousands of dollars) Scholarship as a percent of average annual cost of public medical school education Explaination: 0 0 NA 0 The scholarship program no longer exists. Scholarship provided to each private medical school student (in thousands of dollars) Explaination: 0 NA 0 The scholarship program no longer exists. Scholarship as a percent of average annual cost of private medical school education Explaination: 0 NA 0 The scholarship program no longer exists. Maximum scholarship amount (percent) allowed by law provided to each student (by State appropriation) Explaination: 0 NA 0 The scholarship program no longer exists. Administration as a percent of total cost of scholarship program Explaination: 0 0.0 0 The UA College of Medicine and Midwestern University, whose scholarship students are now in the loan program, provide continuing support services at no cost to the Board. Vital to the success of the program is the cooperation and assistance provided by the Arizona Department of Health Services. Board members serve with no compensation. All appropriated funds are used to assist medical students and there are no funds used for the administration of the program. To provide physicians to rural and other medically underserved areas, medically underserved populations, and Indian reservations located in Arizona. Performance Measures Students funded per year FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 40 31 25 Medical students sign contracts with the State of Arizona to serve as physicians in eligible service areas. The decrease in available funding will lead to fewer students in the program. The number of students funded will depend upon State appropriations and the number of public and private medical school students included. Due to the tuition differential, the loan amounts at private schools will fund fewer students. Explaination: Percent of student participants progressing toward/achieving medical degree Student participants achieving MD or DO degree ‹ Goal 3 0 Scholarship recipients from FY 2006 are now receiving loans, repaid in service to rural and other medically underserved areas, medically underserved populations, and Indian reservations in Arizona. Explaination: ‹ Goal 2 0 100 100 100 11 13 13 To increase the number of physicians providing service to rural and other medically underserved areas, medically underserved populations, and Indian reservations in Arizona. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Physicians in service 13 12 16 Physicians practicing in eligible service areas after service requirement is met 33 33 33 Explaination: FY 2008: Two additional physicians were continuing to practice at the same location as previously, but the areas were no longer designated as Health Professional Shortage Areas this last year, which is the ultimate goal. Percent of physicians who have provided service in eligible sites Page 278 90 91 92 All dollars are presented in thousands (not FTE). Board of Medical Student Loans the State Mine Inspector. Under the law, aggregate mines must submit a reclamation plan and pay fees for the review and processing of their plans. This new law was very important to the public. Without adequate reclamation by aggregate mines, the results would be: Agency Summary MIA 0.0 STATE MINE INSPECTOR Joseph E. Hart, State Mine Inspector Phone: (602) 542-5971 •Inadequate service and protection of the public’s health, safety, general welfare and property from the effects of current and past mining; A.R.S. §§ 27-121 et seq. Mission: To administer and enforce the Mining Code of the State of Arizona for the protection of the life, health and safety of mine employees and the public in Arizona's active, inactive and abandoned mines. Description: The State Mine Inspector is a state-wide elected constitutional officer and the director of the Office of the State Mine Inspector. This agency enforces statutes, rules and regulations applicable to mine safety, health, explosives and land reclamation. 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. In 2007 the Agency administered $14.5 million in reclamation financial assurance and enforces the Mined Land Reclamation laws, rules and regulations for the restoration of disturbed lands to a safe and stable environmental condition. The Agency promotes public safety regarding abandoned mines by "Stay Out Stay Alive" promotions, presentations and publications; complaint investigations; mine owner compliance notifications; and identification, hazard assessment, prioritization, posting and securing of safety hazards. The agency issues permits, licenses and certificates for elevators and electrical connections, and monitors the manufacturing, storing, selling, transferring and disposal of all explosives or blasting agents. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ MINING SAFETY FY 2009 Estimate 1,635.1 FY 2010 Estimate 1,568.4 1,955.2 ENFORCEMENT ABANDONED MINES ¾ ¾ EDUCATION AND -20.6 140.1 115.0 289.9 287.5 287.5 TRAINING - FEDERAL GRANT ¾ MINED LAND RECLAMATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual 278.9 0.0 155.8 2,183.3 1,996.0 2,513.5 FY 2009 Estimate FY 2010 Estimate 1,635.1 1,568.4 Other Appropriated Funds 278.9 0.0 2,111.0 0.0 Other Non Appropriated Funds 269.3 427.6 402.5 Program Total 2,183.3 1,996.0 2,513.5 FTE Positions 21.0 21.0 23.0 Strategic Issues: Issue 1 The State Mine Inspector has been monitoring reclamation of lands from metal and non-metal mines for a number of years. In 2005 the aggregate mine land reclamation also became the responsibility of the Inspector. As of August 13, 2008, we have 250 reclamation plans for aggregate mines that have been submitted. Approximately 50 aggregate mines have submitted extensions and 59 have not responded to the initial and secondary correspondences. Under the law, aggregate mines must submit a reclamation plan and pay fees for the review and processing of their plans. These one time fees cover the initial costs of plan administrative and technical compliance reviews. In 2005, the aggregate mine land reclamation became the responsibility of State Mine Inspector •Inadequate environmental protection of our state’s resources for improving the health of its lakes and streams affected by current and past mining practices, including but not limited to water retention issues and proper containment and protection from hazardous contaminants; •Inadequate environmental restoration and improvement of Arizona land and communities; including but not limited to surface scarring and erosion control, developing proper elevations and sloping of side walls; and, •Inadequate protection of natural and cultural resource and historical properties. The initial intensive reclamation planning and implementation effort was supposed to have been concluded by June 30, 2008. The fees paid by the mines prior to June 30, 2008, were to cover the initial costs of plan administration and technical compliance reviews overseen by the Inspector. Due to incomplete plans being filed, however, and the subsequent need to obtain more information from the mines to perform the required reviews, the time to complete processing and giving final approval of some reclamation plans extended beyond June 30, 2008. Unfortunately, funds were not appropriated out of the fees collected to complete the required work after June 30, 2008. As such, the administrative and technical review costs for paying consultants and for notifying adjacent property owners have extended beyond the end of FY2008, but there are no appropriated monies to pay these expenses. This occurs because fees from aggregate mines used to process reclamation plans are sent, by law, to the General Fund if not used by June 30, 2008. During the FY2009 budget negotiations, the State Mine Inspector requested an extension of the deadline so funds could be used to pay for the costs of the reclamation review process, but this request was apparently overlooked at the end. In addition, the baseline budget for the Agency was reduced by 17% ($197,200). As such, there is no authorization to spend reverted fees for the remaining costs of the reclamation program, and there is insufficient General Fund appropriation to subsidize the reclamation program without adversely affecting abandoned mines closures to protect public safety or mine inspections to prevent accidents and deaths among mine workers and/or visitors. Since there is no immediate solution to the Aggregate Mine Land Reclamation Fund Issue, and in order to continue to protect the public and mine workers from accidents and injuries, the State Mine Inspector must suspend the Aggregate Mined Land Reclamation Program. As such, the following impacts will occur until reclamation funding is restored: •No tracking of the percentage of mined acreage reclaimed; •No tracking of mandated required financial assurance from an aggregate mining operation to ensure funds are available to reclaim the land; •No tracking of industry reclamation plan goals, which are tracked by release of financial assurance mechanisms; •Incomplete administrative and technical reviews of reclamation plans; •Inadequate management to enhance public benefit, responsible development and economic value; •No funds available to pay current and present invoices from consultants for technical reviews; and •No funds available to post public notifications or to mail first class public notifications of reclamation plans. Issue 2 Abandoned mines pose a serious threat to public health All dollars are presented in thousands (not FTE). Page 279 and safety and to the environment. Public safety is a growing concern as urban areas expand. Failure to timely and properly act to close mines posing serious hazards may cause liability problems for the state. The total magnitude of the abandoned mine problem is difficult to assess; it is estimated that as many as 100,000 mine sites may exist in Arizona. The Arizona State Mine Inspector has developed an inventory that contains information on over 9,900 abandoned mines and has evaluated 3,286 in problem areas. The abandoned mines program responsibilities are to inventory abandoned mine sites throughout the 72,931,840 acres that comprise the state of Arizona and to coordinate the closure of these mines. This inventory and evaluation is critical, since abandoned mines may pose a serious threat to public health and safety. While many sites are shallow prospects, others have dangerous shafts and tunnels. Public safety and environmental threats were identified in 13% of the mines evaluated (based on summation of sixteen ranking parameters). This means that over 400 abandoned mines are known to pose a threat to public health or safety. As stewards of the State of Arizona, the Arizona State Mine Inspector is entrusted with safeguarding the public for future generations. The program addresses threats to public health, safety, and general welfare through the reclamation of environmental hazards caused by past mining practices. Through this business line the State of Arizona provides project funds to the Arizona State Mine Inspector for administering their approved Abandoned Mines agency program. During calendar year 2008, ASMI reviewed and secured 301 abandoned mine shafts and adits; 70 on State Land, 111 on private land (to aid private citizens), 28 on Federal Land in cooperation with the US Forest Service, and 92 in cooperation with the Bureau of Land Management. At least 2 more positions are needed to operate an effective abandoned mines inventory and closure program. An abandoned mines specialist would coordinate and partner with the mine industry, private sector, and other government groups to determine how a needed closure can be most effectively and efficiently completed and would help with the actual implementation of the closure plan. A second position of an abandoned mine surveyor would conduct site visits to abandoned mines, locate and survey, inventory, classify and eliminate public safety hazards at abandoned mines. Ten abandoned mines had been identified for closure approximately 4-5 years ago. Based on engineering estimates, the cost to close and secure these properties was estimated to be $199,000, although costs today will likely be much greater. ASMI is requesting the state place at least $450,000 the mine closure fund to address these already recognized and planned needs. Equipment, travel and other associated funds would be necessary to support these positions. Program Summary MIA 1.0 MINING SAFETY ENFORCEMENT Tim Evans, Assistant State Mine Inspector Phone: (602) 542-5971 A.R.S. § 27-124 Mission: To enforce the Mining Code of the State of Arizona for the protection of the life, health and safety of the employees in Arizona’s active mining operations. Description: The Mine Safety Enforcement Program performs quarterly and annual health and safety inspections at active underground and surface mines and related facilities; conducts investigations of mine accidents, employee and citizen complaints; and provides certification classes in mine rescue and first aid. The program issues violations, cessation orders, mine elevator operating, electrical connection permits and underground diesel equipment operating permits as tools to promote safe and healthful work conditions. Operations under this program's jurisdiction include asphalt hot plants, concrete batch plants, aggregate pits, quarries and processing plants; underground and open pit mines, quarries, mills, SX-EW Plants, smelters, refineries, and rod plants. Jurisdiction also covers contractor employees working at mine sites and the administration of Sand and Gravel Districts. Deputy Mine Inspectors also perform complaint investigations and land owner compliance inspections at abandoned mines to support the Abandoned Mines Program. Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 1,635.1 1,568.4 1,955.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,635.1 1,568.4 1,955.2 FTE Positions 17.0 17.0 19.0 ‹ Goal 1 To eliminate fatal accidents and to reduce the number and severity of lost time accidents at Arizona mines, through health and safety inspections and enforcement of the mining code. Performance Measures Percent mandated inspections completed Number of reportable (lost time) mine accidents Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 72.6 80 80 174 150 160 The number of reportable (lost time) mine accident reflects " only" what is reported to the Arizona State Mine Inspector. Employee and Public Complaints Investigated Number of safety inspections completed Customer satisfaction rating for Mines (scale 1-8) Page 280 FY 2008 Actual All dollars are presented in thousands (not FTE). 32 16 15 656 632 600 6 6 6 State Mine Inspector Performance Measures Program Summary MIA 2.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 31 10 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 60 70 Number of abandoned mine complaints handled. ABANDONED MINES Laurie Swartzbaugh, Deputy Director Phone: (602) 542-5971 Performance Measures Number of prior abandoned mine closures reviewed A.R.S. § 27-318 Explaination: On State Trust Land Mission: To promote public safety by field identification, hazard assessment, mine owner compliance notification and administration of the securing of dangerous abandoned mines in compliance with the endangered species and plant acts, historical acts and environmental acts. Description: The Abandoned Mines program’s efforts fall into two categories: the inventory of abandoned mine sites and the administration of the securing, remediation and closure of abandoned mines. Field surveys are prioritized to primarily locate mines on State lands, secondly on other public lands, and then thirdly on private lands within the 73 million acres that comprise the State of Arizona. The survey records the exact location of abandoned mines using a global positioning satellite system. The inventory’s objective is to produce an accurate count of abandoned mines and describe the significant safety hazards and potential environmental hazards occurring with them. The database of surveyed abandoned mines is used to prioritize the significant public and environmental hazards for remediation and reclamation planning. The inventory also allows the Agency to accurately investigate public complaints about abandoned mines in a timely manner. An abandoned mine may be used for criminal activities, such as a cache for stolen explosives or a body disposal site. The program assists law enforcement criminal and missing persons investigations and body recoveries. The administration of securing abandoned mines first prioritizes sites on State owned lands listed in the inventory based on the severity of the threat posed to public and environmental safety. Through this prioritization, structures are designated as necessary for abandoned mine closures on State lands. The cost of field construction work to secure these mines is provided by the Abandoned Mine Safety Fund through mining industry donations, private citizen donations and a matching appropriation from the Legislature. The program performs regular monitoring to assure mine closures remain in good condition. The program coordinates the identification and securing of abandoned mines with local, state, and federal agencies as well as other states and volunteer groups. Groups include the Yuma County Sheriff’s Search and Rescue Group, the Maricopa County Sheriff’s Office Mountain Search and Rescue Group, Arizona Department of Mines and Mineral Resources, Maricopa County Parks, Arizona State Land Department, Arizona Game and Fish, Arizona State Historic Preservation Office, Arizona Department of Environmental Quality, Department of Labor Mine Safety and Health Administration, Bureau of Land Management, Forest Service, Environmental Protection Agency, and the National Association of Abandoned Mined Land Programs, which is comprised of 27 states and three Indian Tribes. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds -20.6 140.1 115.0 Program Total -20.6 140.1 115.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 EDUCATION AND TRAINING - FEDERAL GRANT Frank Rabago, Education & Training Program Manager Phone: (602) 542-5971 A.R.S. § 27-124, Title 30 CFR Mission: To educate and train inexperienced and experienced mine employees in safe work practices and compliance with state and federal mine safety regulations. Description: The Education and Training Program certifies instructors, develops lesson plans, conducts classes and organizes safety conferences for mine safety education and training. The emphasis is placed on miners' rights and current health and safety regulations in compliance with the Mining Code of the State of Arizona, ARS Title 27, and the Federal Mine Safety and Health Act of 1977, Title 30 CFR, Parts 46, 48, 49, 56, 57,58, and 62. In addition to mining company employees, all contractors, vendors, rescue teams, and others regularly exposed to mine hazards at a mine property are required to have various levels of training furnished by the Education and Training Program. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 289.9 287.5 287.5 Program Total 289.9 287.5 287.5 FTE Positions 4.0 4.0 4.0 ‹ Goal 1 0.0 To eliminate fatal accidents and reduce the number and severity of lost time due to accidents. Performance Measures Number of Arizona miners and contractors trained Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6098 7783 7000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average course content rating. 4.6 4.6 4.2 Average instructor rating 4.7 4.7 4.2 0.0 To promote public health and safety by identifying and assessing abandoned mines, and securing those found to be a threat to the public and the environment. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 70 70 70 Number of abandoned mine openings secured Explaination: Program Summary MIA 3.0 Secured on State Lands State Mine Inspector All dollars are presented in thousands (not FTE). Page 281 Program Summary MIA 4.0 MINED LAND RECLAMATION Garrett Fleming, Reclamation Manager Phone: (602) 542-5971 A.R.S. § 27-921 Mission: To promote the restoration of lands disturbed by mining to a safe and stable environmental condition through enforcement of the Mined Land Reclamation laws, rules and regulations as applicable to new mineral exploration, new mines and the expansion or closure of existing active mines. Description: The Mined Land Reclamation Program, working in cooperation with mining companies, consultants and other state and federal governmental agencies, approves or rejects mine reclamation plans and financial assurance mechanisms submitted by all metalliferous mining units and exploration operations with surface disturbances greater than five acres. Annual reviews of financial assurances and on-site inspections for on-going reclamation projects and of the regulated mines are parts of the continual monitoring process to establish compliance to the Mined Land Reclamation laws. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 155.8 278.9 0.0 0.0 0.0 0.0 0.0 Program Total 278.9 0.0 155.8 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote the restoration of lands disturbed by mining to a safe and stable environmental condition. Performance Measures Number of annual mined land reclamation compliance reviews Page 282 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 40 210 230 All dollars are presented in thousands (not FTE). State Mine Inspector Agency Summary MNA 0.0 DEPARTMENT OF MINES AND MINERAL RESOURCES Madan M. Singh, Director Phone: (602) 771-1603 A.R.S. §§ 27-101 to 27-102 Mission: To promote and advocate the responsible development of mineral resources, in accordance with accepted principles of sustainable development, and provide pertinent data and support to those seeking to explore and develop mineral resources in the State of Arizona. In addition, the Department of Mines and Mineral Resources of the State of Arizona (DMMR) maintains a world-class mining and mineral museum that portrays the economic and aesthetic value of minerals and educates the public with regard to the critical role of minerals and mineral resources in our society. Description: The Department of Mines and Mineral Resources (DMMR) of the State of Arizona is a non-regulatory agency. The primary duties of the Department are to promote and advocate for the development of the mineral resources and industry in the state. This is accomplished by participating in conferences, seminars, news media, and other appropriate mechanisms. DMMR conducts studies of properties and claims to assist in the exploration and development of minerals and maintains a repository of mining and mineral information in various formats, so that it is protected from destruction. The Department provides evaluation and assistance to government agencies and the public and performs surveys of potential economic mineral resources. It monitors current mining and exploration activities and serves as a source of information for mineral information, which it publishes and disseminates. DMMR cooperates with the Arizona Corporation Commission and other agencies in the administration of state laws, and assists various agencies in the identification of mineral resources and educating them relating thereto. The Department maintains a mineral museum which serves to educate the children and the public of the importance of minerals in our society and their aesthetic value. It holds classes in lapidary, silversmithing, and related activities. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 924.5 947.8 FY 2010 Estimate 1,074.8 0.0 0.0 0.0 416.5 380.3 380.3 Program Total 1,341.0 1,328.1 1,455.1 FTE Positions 12.5 14.5 16.5 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 make them more readily accessible to clients as well as serve as a backup. However, DMMR is entirely dependent on volunteers to perform this work; although it has recently obtained a small contract for some such work. Contracts require that only the information desired by the funding organization be digitized. Volunteer work is dependent on the availability of personnel with the requisite expertise. Thus progress is slow and unpredictable. The Department needs personnel to be able to perform this work on a regular basis and in a professional manner. Further, the hard copy material needs to be stored in a location so as “to protect and preserve information from danger or destruction” as required by A.R.S. 27102 (5). This implies storing in a fireproof and climate-controlled vault. No funding for this type of facility is available at the present time. Issue 3 Museum education curator. Although we have one of the best mineral museums in the West, DMMR has only one FTE designated for the museum, the museum curator, paid out of appropriated funds. The rest of the staff is either part-time, paid out of gift shop revenues, or volunteers. Education is a large part of the responsibilities of the museum. A museum education curator, who could also help the curator with other duties is needed. The Department expects to get some outside funding for an Education Curator for the next 3 years, but this is based on the understanding that the State will be able to pick up the funding once the economy improves. This position was being funded by the State previously, but was eliminated when budgets were cut. To promote and advocate for the exploration and ‹ Goal 1 development of mineral resources in Arizona. Performance Measures Publications Explaination: The mining industry is on the upswing these days, so the availability of personnel related thereto is limited. The salaries that industry is willing to pay are much higher than usual. So it is difficult to get the right type of personnel for the salaries the state is paying, even with the raise that was given last fiscal year. The Department needs to get some mechanism in the state salary system that will permit paying higher salaries to mining engineers and geologists. Even the cities and towns in the Valley are paying higher wages. Advocacy Statements Explaination: Issue 2 The Department has irreplaceable information in the form of texts, original reports, maps, periodicals, and mine files. Currently these are stored as “hard copy” as they were received from the original source, and can only be used by clients if they come to the DMMR offices. These include several donations of materials from private parties. These are invaluable to clients coming in search of data on properties to which these pertain. The Department is in the process of converting these to digital format so as to Department of Mines and Mineral Resources 12 10 10 15 Information Sources Used by Public Explaination: 15 15 419 300 300 The public comes to the Department to get information; this is supplied to them from its archived materials. Website Hits (thousands) Explaination: 2571 2000 1500 An increased amount of information is placed on the Department website which makes it more readily available to a wider range of users, especially international users. Number of customers provided with mining and mineral information 360 300 250 Explaination: Depends on the strength of mineral prices. With new mines opening up these may fall which, in turn, will decrease in the number of customers requesting information. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Number of files to be organized and updated 11 10 10 Percentage of files organized and updated during year 10 15 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.8 0.3 0.3 Number of new files acquired during year (in thousands) Explaination: DMMR was fortunate to be able to get a large collection in FY 2008. Percentage incorporated into existing Department files The number is lower than 100% because we are dependent on volunteers for this work ‹ Goal 2 New Acquisitions (excluding monetary donations) Explaination: 80 80 80 To acquire, improve, process and disseminate mining and mineral information Number of student museum visitors (in thousands) Lack of resources for data storage. FY 2010 Estimate The Department issues advocacy statements for selected projects that are in the best interest of the state. Performance Measures This budget cycle DMMR is requesting the addition of 1 Mining Engineer and 1 InformationSpecialist. FY 2009 Estimate In FY 2008 a Directory of Active Mines was published. This not done every year. Performance Measures Availability of appropriate personnel. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1629 1500 1200 25 15 15 Price of gasoline is up dramatically, so the number of school willing to send students on field trip may be limited in future. Number of museum visitors, including students (in thousands) Teacher Kits Distributed Estimates for future years are lower because many teachers have already been given teacher kits and may not need new ones. All dollars are presented in thousands (not FTE). 48 40 40 812 500 500 Page 283 Performance Measures Number of cases or exhibits created during year Explaination: Performance Measures Number of new exhibits created for display outside the Museum Page 284 FY 2009 Estimate FY 2010 Estimate 5 5 5 The number of exhibits depands on the donations received. No funds Are appropriated by the State for this purpose. Department customer satisfaction survey rating (on a scale of 1 to 5 with five being the highest) Explaination: FY 2008 Actual 4.9 4.9 4.9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7 5 5 An effort is being made to have more displays outside the museum. All dollars are presented in thousands (not FTE). Department of Mines and Mineral Resources complaint about an unlicensed massage therapist, the agency investigates it and/or refers it to local law enforcement. Agency Summary NBA 0.0 NATUROPATHIC PHYSICIANS BOARD OF MEDICAL EXAMINERS Dr. Craig Runbeck, Executive Director Phone: (602) 542-8242 A.R.S. §§ 32-1501 and 32-4201 Mission: To protect the health, safety and welfare of the public by regulating the practice of naturopathic medicine and massage therapy. Description: The Agency regulates both naturopathic physicians and massage therapists, each of which is governed by a governor-appointed board. The Naturopathic Physicians Medical Board is responsible for ensuring public safety and well-being through the regulation of the naturopathic field of medicine, which uses various methods to treat patients including nutritional supplements, herbal medicine, homeopathy, pharmaceuticals and lifestyle counseling. The Board regulates physicians who engage in the practice of naturopathic medicine, including certification of those in specialty practice. Further, the Board certifies graduates and medical students to engage in internship, preceptorship, and postdoctoral training programs and certifies medical assistants and approves clinical training programs for medical students. Finally, the Naturopathic Board certifies naturopathic physicians to dispense natural substances, drugs, and devices from their offices and conducts investigations and hearings into allegations of medical incompetence and unprofessional conduct. The Board of Massage Therapy regulates and licenses massage therapists by approving training requirements, recognizing a national examination, establishing rules, and conducting investigations and hearings into allegations of incompetence and unprofessional conduct. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ NATUROPATHIC 591.5 604.3 687.4 Agency Total: 591.5 604.3 687.4 PHYSICIANS BOARD OF MEDICAL EXAMINERS Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 591.5 604.3 687.4 0.0 0.0 0.0 Program Total 591.5 604.3 687.4 FTE Positions 6.0 6.0 6.5 Other Appropriated Funds Other Non Appropriated Funds The agency has an ongoing need to answer complaints and concerns about the naturopathic profession and the massage profession and educate the public about the role of the boards in protecting the public from unsafe practitioners. The agency has two websites that allow the public to contact us with complaints about individuals regulated by either board. The agency also participates in "docfinder.com," a common database used by several state medical boards, which allows the public to locate a doctor licensed in Arizona and reviews that doctor's complaint record. The agency has an active outreach program to law enforcement agencies in Arizona and shares a database with them in regards to the regulation of massage therapists. Every complaint from every source that is received by this agency regarding a naturopathic or massage licensee is fully investigated. If the Naturopathic Board receives a complaint against a doctor not licensed by this board, it is referred to the appropriate agency. If the Massage Board receives a Naturopathic Physicians Board of Medical Examiners The Naturopathic Board staff also serves the Massage Board. Staff processed and licensed 4005 massage therapists in FY08. This includes new and renewal applications. We have approximately 9,000 therapists currently licensed. We anticipate this number will remain static and may decline due to economic pressures in the foreseeable future. Issue 3 The Massage Board has an ongoing need to educate the public, the massage profession, and other government agencies about Massage Therapy Law. There is a website dedicated to massage therapy. Board staff will continue to speak a various public events about the Board and law. The agency is networking with local and national groups in an effort to coordinate and standardize the regulatory process for massage therapy. The agency is actively engaging with law enforcement agencies and educating them about the law and the resources that they can provide to them. The agency has developed a database for direct access by law enforcement. Administrative rules have been developed and others are being developed. Issue 4 The agency is converting to a paperless system of record keeping, complaint processing and licensing. The Board is establishing an online complaint system for massage therapy. Online licensing has been halted due to legal requirements to verify immigration status. Licensing and complaint files for both boards are now kept electronically. Naturopathic online renewal has also been halted. A minimum paper file is kept as a back up for essential documentation. Issue 5 Program Summary NBA 1.0 NATUROPATHIC PHYSICIANS BOARD OF MEDICAL EXAMINERS Dr. Craig Runbeck, Executive Director Phone: (602) 542-8242 A.R.S. § 32-1501 Mission: To protect the health, safety, and welfare of the public by regulating the practice of naturopathic medicine. Description: Strategic Issues: Issue 1 The agency has an obligation to inform licensees and the public about the requirements of the naturopathic statutes and the massage statutes. The agency constantly updates the websites for both boards and refers people to it as a matter of policy. The websites have copies of the laws, current rules, directories of licensees, notices to the public, links to related sites, etc. The agency requires all doctors, medical assistants, and medical students regulated by this board to pass a jurisprudence examination dealing with the requirements of the Naturopathic Medical Practice Act and other related requirements of law. The Board has also been very involved with a cooperative effort between the naturopathic, allopathic, osteopathic, and pharmacy professions to provide continuing medical education in pharmacotherapeutics to the naturopathic profession. Issue 2 The Board regulates physicians who engage in the practice of naturopathic medicine, including certification of those in specialty practice; certifies graduates to engage in internship, preceptorship, and postdoctoral training programs; certifies medical assistants; certifies naturopathic medical students to engage in clinical training programs; approves clinical training programs, internships, preceptorships, and postdoctoral training programs in naturopathic medicine; certifies naturopathic physicians to dispense natural substances, drugs, and devices from their offices; and conducts investigations and hearings on complaints relating to medical incompetence and unprofessional conduct. All dollars are presented in thousands (not FTE). Page 285 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 0.0 591.5 604.3 687.4 0.0 0.0 0.0 Program Total 591.5 604.3 687.4 FTE Positions 6.0 6.0 6.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total Applications Received for Licensure and Certificates 1,129 1,150 1,150 Total Licenses and Certificates issued 1,129 1,150 1,150 32 25 35 Average number of days to process licensing applications Active physician licenses 562 550 575 Dispensing Certificates and Renewals Issued 321 330 340 Students engaged in Clinical Training 191 200 200 Complaints received against massage therapists FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 25 25 Complaints resolved in the same FY 16 15 15 Average number of days to resolve a massage therapy complaint 218 210 210 Explaination: Hiring freeze has resulted in understaffing investigations which has lengthened adjudication time frames. To timely investigate and adjudicate complaints in order 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. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complaints received against licensed or certified persons 30 32 32 Complaints resolved in same fiscal year 24 26 26 Average number of days to resolve complaints - same FY 75 80 80 3 4 4 Performance Measures Complaints received against unlicensed individuals ‹ Goal 3 Performance Measures To process license and certificate applications efficiently. Performance Measures ‹ Goal 2 massage therapists and report the unlawful practice of massage therapy to local law enforcement. FY 2010 Estimate To audit naturopathic physicians compliance with the annual continuing medical education requirements. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 95 95 Percent of physicians in compliance with continuing medical education requirement Program Summary NBA 2.0 BOARD OF MASSAGE THERAPY Dr. Craig Runbeck, Executive Director Phone: (602) 542-8604 A.R.S. § 32-4201 Mission: To protect the public health, safety and welfare by the regulation of massage therapy. Description: The Board regulates individuals who engage in the practice of massage therapy and conducts investigations and hearings on complaints relating to incompetency and unprofessional conduct. ‹ Goal 1 To efficiently process license applications. Performance Measures Massage therapy applications received for initial licensure and biennial renewal. Explaination: ‹ Goal 2 Page 286 FY 2009 Estimate FY 2010 Estimate 4,005 4,000 4,000 50 50 Licensing began in FY05 Average number of days to process an application Explaination: FY 2008 Actual 45 Limitations on staffing have lengthened application processing time. To timely investigate and adjudicate complaints in order to protect the public from incompetent and unprofessional All dollars are presented in thousands (not FTE). Naturopathic Physicians Board of Medical Examiners Issue 3 Agency Summary NSA 0.0 NAVIGABLE STREAM ADJUDICATION COMMISSION George Mehnert, Director Phone: (602) 542-9214 A.R.S. § 37-1101 to 37-1156 Mission: To determine which of Arizona's 39,039 rivers and streams were and were not navigable at the time of statehood, February 14, 1912 and to determine the public trust values of those rivers and streams that were navigable. In addition, the Commission must defend appeals and other legal actions that are filed in State Court, and complete Commission reports to be recorded in each appropriate county following appeals processes. NOTE: All evidentiary navigability hearings have been completed and the Commission is in the report writing phase, report ratification phase, 9 month appeal time and appeals processes. The Commission Sunset date is June 30, 2012. Description: The Navigable Stream Adjudication Commission (ANSAC) is a five-member commission appointed by the Governor and confirmed by the Senate. Title to the beds of Arizona rivers and streams that were navigable as of statehood are subject to state ownership, and title to the beds of Arizona rivers and streams that were not navigable as of statehood are subject to private ownership. Arizona did determine ownership of any of the 39,039 rivers and streams at the time of statehood and as a result, as many as 100,000 property titles will continue to remain clouded until ANSAC completes its work . The Commission is charged with gathering evidence, holding hearings, and making final determinations regarding navigability of the 39,039 streams and rivers in Arizona as of February 14, 1912. The Colorado River is excluded from the Commission process based on established ownership by the federal government. Barring court mandates for further action, the Commission's work is presently scheduled to be completed by June 30, 2012. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 217.6 180.8 180.8 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 217.6 180.8 180.8 FTE Positions 1.0 1.0 1.0 Strategic Issues: Issue 1 Cost of Completion of Reports The Commission has some thirty-two (32) reports to complete, ratify, await 9 months of appeal time, and defend in State Court if appealed. The commission has fourteen (14) reports remaining to be completed and has received $200,000.00 as a non-lapsing amount to complete the remaining reports and for attorney fees in cases on appeal. Issue 2 Cost of Appeals. The first appeal of a Commission determination was in reference to the Lower Salt River and was filed June 30, 2006. The actual cost of appeals is not known because this is the very first appeal in the ANSAC process. More than $65,000.00 has been expended on this case and the matter is in the Arizona Court of Appeals and regardless which side prevails will likely be filed in the Arizona Supreme Court. Requests have been filed with the Arizona Court of Appeals for oral argument before the court. Two additional appeals have been filed in Pima County Superior Court (Santa Cruz River and San Pedro River), filed in July 2007, and those two appeals are on hold, or are stayed, pending the results of the Lower Salt River appeal that is in the Arizona Court of Appeals. It is estimated that a minimum of $75,000.00 will be necessary for each matter appealed. The Commission has received a supplemental amount of $200,000.00 for completion of reports and defense of appeals in State Court. Arizona Navigable Stream Adjudication Commission Time for appeals and other legal actions. While the Commission has no way of knowing for certain how many appeals of its determinations will be filed, or how long each appeal will take, three (3) appeals have been filed. The Lower Salt River appeal is presently in the Arizona Court of Appeals and the Santa Cruz River and San Pedro River appeals are presently in Pima County Superior Court on hold pending the results of the Lower Salt River appeal. As of this time no other legal actions involving the Commission are pending; however, it is anticipated that two or three additional appeals may be filed based on post hearing memorandums filed with the Commission. Time for completing reports that precede appeal times and appeals. The Commission has completed all fifty-three (53) watercourse navigability evidentiary hearings (for the third time because of changes in the statutes and lawsuits filed against the state). There are no legal challenges pending of the type that resulted in statutory changes and the legal actions that are currently pending are appeals of individual Commission determinations. Of the seventeen (17) major watercourses and the small and minor watercourses in each of Arizona's fifteen (15) counties, totaling 39,039 Arizona watercourses, the Commission presumes that the results of as many as six (6) hearings, total, seem likely to be appealed. There are a total of thirty-two (32) reports to be completed. The Commission has completed sixteen (18) reports. The Commission's goal is to have the fourteen (14) remaining reports completed by June 30, 2009 after which nine (9) months of appeal time will run relating to each report. Appeal times can run concurrently and any appeals that are filed will need to be defended, and any further Commission action ordered by a judge will need to be administered. Issue 4 Issue 5 Additional time to June 30, 2012. The Commission Sunset Date has been extended to June 30, 2012 to complete reports and defend existing and yet to be filed appeals of Commission determinations. Extending Commissioner terms to June 30, 2012, Sunset Date. The Commission Sunset date is June 30, 2012 and the Commissioner terms should be extended to comport with the Sunset Date. Issue 6 Responding to or acting on court mandates, including Public Trust Value Proceeings. The appeals process is presently considering three watercourses, the Lower Salt River in the Arizona Court of Appeals, and both the Santa Cruz River and the San Pedro River also in the State Court system in Pima County Superior Court. It is anticipated the two or three additional appeals will be filed and the Commission will need both time and funding to act on any court mandates. As of this date the Commission has received no court mandates for additional hearings or other work. To adjudicate all of Arizona's 39,039 named and unnamed ‹ Goal 1 watercourses. Issue 7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Arizona rivers and streams adjudicated 5 7 7 Number of hearings under 2001/current statutes 0 0 0 Cost per hearing to study watercourses (in thousands of dollars) 0 0 0 7.5 7.5 7.5 5 7 7 4.0 4.0 4.0 3 3 6 Performance Measures Customer satisfaction rating for hearing attendees (scale 1-8) Number of final reports approved by Commission Administration as a percent of total cost Defend Appeals. ‹ Goal 2 To determine the public trust values of navigable watercourses as mandated by the Courts. Performance Measures Three appeals are pending with three additional likely. If any of the Commission determinations are reversed by the court then the Commission will need to hold proceedings to determine public trust All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 3 6 Page 287 values. ‹ Goal 3 To complete and ratify all Commission final reports. Performance Measures Complete and ratify Commission final reports. ‹ Goal 4 To defend existing 3 appeals and others that are filed; 3 more anticipated. No legal actions other than appeals are presently pending. 5 7 7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 3 6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 To record each Commission report in the appropriate county seat either following expiration of appeal times or completion of appeals. Performance Measures Recording Commission reports in the appropriate county seat. Page 288 FY 2010 Estimate To defend all other legal actions filed against the Commission. Performance Measures ‹ Goal 6 FY 2009 Estimate To defend in State Court all Appeals of Commission determinations. Performance Measures ‹ Goal 5 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 7 All dollars are presented in thousands (not FTE). Arizona Navigable Stream Adjudication Commission Agency Summary BNA 0.0 Program Summary BNA 1.0 LICENSING AND REGULATION - RN/LPN BOARD OF NURSING Jo Elizabeth Ridenour, Executive Director Phone: (602) 889-5201 Jo Elizabeth Ridenour, Executive Director Phone: (602) 889-5201 A.R.S. §§ 32-1601 to 32-1668 A.R.S. §§ 32-1601 to 32-1668 Mission: Mission: To protect the public health, safety, and welfare through the safe and competent practice of nurses and nursing assistants. To establish standards and requirements for initial licensure of new nursing graduates and nurses moving into the State; to protect the public by investigating complaints against licensees ensuring that due process is upheld; to assist nurses with problems of chemical dependency to obtain treatment; to monitor such activity, all with the intent to protect the public from nurses who are unsafe to practice. 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 licensee and certificate holder compliance with the law; and determines and administers disciplinary actions in the event of proven violations of the Nurse Practice Act. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ LICENSING AND FY 2009 Estimate FY 2010 Estimate 3,871.2 4,134.9 4,134.9 556.4 582.0 582.0 4,427.6 4,716.9 4,716.9 REGULATION - RN/LPN ¾ NURSING ASSISTANT Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 125.4 167.3 167.3 3,871.2 4,134.9 4,134.9 431.0 414.7 414.7 Program Total 4,427.6 4,716.9 4,716.9 FTE Positions 51.9 52.3 52.3 Other Appropriated Funds Other Non Appropriated Funds Description: The Board of Nursing (ASBN) licenses all nurses practicing in the State except those practicing in federal facilities. In order to license nurses, the Board administers NCLEX to new graduates and verifies licensure status in other states for nurses moving into Arizona. The Board investigates licensees who have been reported for possible violations of the Nurse Practice Act. Through a comprehensive investigation process, the agency ensures the public safety from incompetent, unsafe, or unprofessional nurses. The Chemically Addicted Nurses Diversion Option (CANDO) Program of the Board consists of three year contracts with licensees which include and are monitored for: initial intensive treatment, aftercare, participation in Alcoholics Anonymous or Narcotics Anonymous, random biological-fluid screens, nurses support groups and quarterly employer evaluations. Licensees are also monitored when the Board determines probational discipline is needed to ensure that public risk is reduced. The Hearing Department schedules hearings for licensees/certificate holders who have been denied licensure/certificates and for those who request their disciplinary procedure be heard by an Administrative Law Judge whose recommendation is forwarded to the Board for approval of the final order. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Issue 1 0.0 0.0 0.0 4,134.9 4,134.9 0.0 0.0 0.0 Program Total 3,871.2 4,134.9 4,134.9 FTE Positions 40.2 40.2 40.2 Other Non Appropriated Funds Cycle time to complete investigations It currently takes 7.4 months from the time a complaint is received until it is presented to the Board. It is our intent to reduce this time to 6 months. ‹ Goal 1 To reduce the cycle time needed to issue certificates and licenses for examinee, endorsement and renewal applicants. Performance Measures Customers reporting very good or excellent service (%) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.3 7.0 7.2 The increase in workload due to new statutory requirements for all applicantsto submit proof of lawful presence in the U.S. Current staff level could not accommodate work load in same manner as in prior years. Average days from application received to RN/LPN renewal license issued Explaination: 19 14 14 Increased days due to new statuory requirements for lawful presence in the United States. RN/LPN renewals issued (4-year cycle) 13,128 13,500 14,000 Total licensees Registered Nurses and Licensed Practical Nurses 78,948 84,000 86,000 ‹ Goal 2 State Board of Nursing FY 2010 Estimate 3,871.2 Other Appropriated Funds Strategic Issues: FY 2009 Estimate To reduce the cycle time needed to investigate complaints, complete hearings and increase compliance with consent agreements and Board orders. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total complaints received 875 900 925 Percent of licensees with disciplinary action .6 .7 .6 Average hours per investigation needed to complete a case 17 17 17 All dollars are presented in thousands (not FTE). Page 289 Average months needed to complete investigations and present cases to the Board 6.8 6.5 6.5 Average calendar days from receipt of complaint to resolution 206 175 200 Average calendar days per investigation from start to final adjudication 206 175 200 66 72 68 Percent of investigations resulting in disciplinary enforcement action ‹ Goal 3 Average calendar days per investigation from start to final adjudication 66 70 70 206 200 206 To effectively provide a non-disciplinary Chemically Addicted Nurse Diversion Option (CANDO) program. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Licensees in CANDO program 185 195 200 Licensees completing CANDO program (%) 43 45 45 Performance Measures ‹ Goal 4 Percent of investigations resulting in disciplinary enforcement action To provide an effective educational program monitoring process for schools of Nursing that promotes a high percentage of RN/LPN examinees passing NCLEX. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Nursing programs monitored for noncompliance 4 6 6 Examinees from program successfully passing NCLEX 2,628 2,700 2,750 Performance Measures Program Summary BNA 2.0 NURSING ASSISTANT Jo Elizabeth Ridenour, Executive Director Phone: (602) 889-5201 A.R.S. § 32-1645 Mission: To protect the public health, safety, and welfare through the provision of competent Certified Nursing Assistant care. Description: This program administers the certification examinations for Nursing Assistant candidates, surveys and approves Nursing Assistant training programs, and maintains a register of Certified Nursing Assistants (CNAs). The Arizona Department of Health Services shares some responsibility for this program by receiving and substantiating complaints against CNAs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 125.4 167.3 0.0 0.0 0.0 Other Non Appropriated Funds 431.0 414.7 414.7 Program Total 556.4 582.0 582.0 FTE Positions 11.7 12.1 12.1 Other Appropriated Funds ‹ Goal 1 167.3 To operate the program efficiently and effectively. Performance Measures Percent of applicants or certificate holders reporting very good or excellent service Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6.3 7.0 7.2 Effective January 2008 new statutory requirements went into effect regarding lawful presence in the United States. Average calendar days from receipt of completed application to denial of certification 271 200 260 Total individuals certified as nursing assistants 21,903 22,000 22,500 Total complaints received 745 800 850 Average calendar days from receipt of complaint to resolution 206 200 206 Percent of CNA's with disciplinary action 1.2 1.4 1.5 Total investigations conducted status closed 426 500 525 Page 290 All dollars are presented in thousands (not FTE). State Board of Nursing Number of renewal applications processed Agency Summary NCA 0.0 BOARD OF EXAMINERS OF NURSING CARE INSTITUTION ADMINISTRATORS AND ADULT CARE HOME MANAGERS Allen Imig, Executive Director Phone: (602) 542-8156 A.R.S. § 36-446.02 Average calendar days to renew a license ‹ Goal 3 Performance Measures Customer satisfaction (scale of 1-8) Description: The Board evaluates applications from individuals seeking nursing home administrator licenses and assisted living facility manager certificates. The Board investigates the credentials and backgrounds of applicants, conducts examinations, and processes the applications. The Board also evaluates and processes applications for renewal of administrator licenses and manager certificates. Both administrators and managers are required by law to meet continuing education requirements. The Board approves continuing education programs and ensures that the requirements are met. The Board investigates complaints against administrators and managers received from citizens or the Department of Health Services. The Board imposes appropriate disciplinary action and enforces compliance with such discipline. The Board provides information to the public concerning applicants, licensees and certificate holders, and regulatory actions taken. All of these Board functions are accomplished through a fees-financed program of examination, licensure, and regulation. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 0.0 377.7 377.7 0.0 0.0 0.0 Program Total 315.3 377.7 377.7 FTE Positions 5.0 5.0 5.0 Other Non Appropriated Funds 2 4 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.8 7.0 7.0 4.3 4.3 4.2 To ensure quality continuing education is approved FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of CE sponsor applications 446 450 480 Average number of days to process CE sponsor applications 4.5 4 5 Performance Measures ‹ Goal 5 To ensure public information requests and license verifications are completed timely. Performance Measures Average number of days to process a public records request Explaination: FY 2009 Estimate FY 2010 Estimate 1.5 2 2 3 3 Implemented starting FY07 Average number of days to process a license verification Explaination: FY 2008 Actual 2.5 Implemented starting FY07 FY 2010 Estimate 315.3 Other Appropriated Funds ‹ Goal 4 610 In FY 2006, a survey of customer satisfaction was not conducted. Administration as percent of total cost To protect the health, welfare, and safety of Arizona citizens who seek and use the services of nursing care institution administrators and assisted living facility managers. 1,880 To ensure that agency operations are effective and efficient. Explaination: Mission: 496 Strategic Issues: To improve the quality of services provided by the Board to the public and its licensees. The Board investigates, reviews, and takes appropriate action on all complaints against nursing care institution administrators and assisted living facility managers. These complaints are received from the public or the Department of Health Services. The Board provides information to the public regarding disciplinary and other regulatory actions. The Board also processes, issues and renews licenses and certificates to administrators and managers. To ensure consistent and timely investigations of complaints ‹ Goal 1 and enforcement action in accordance with statutes and rules. Issue 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complaints opened 143 180 190 Disciplinary Actions 93 115 120 136 175 185 Average number of days from open to close of complaint, within FY 96 120 120 Number of complaint and application investigations conducted 144 182 190 Performance Measures FY Complaints resolved ‹ Goal 2 To ensure that licenses and certificates are granted or renewed to qualified administrators and managers. Performance Measures Number of existing licenses and certificates FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,593 2,960 2,650 Number of new applications filed 596 620 630 Number of new licenses issued 452 470 478 3,045 3,430 3,128 Number of new and existing licenses Nursing Care Ins. Admin. Examiners All dollars are presented in thousands (not FTE). Page 291 be in a position where they could not pay their expenses including rent. The agency's are located in a privately owned building, and if rent is one of the expenses that didn't get paid in a timely manner, the property management company will place a lock on the door and cease all state equipment and files. Agency Summary OTA 0.0 BOARD OF OCCUPATIONAL THERAPY EXAMINERS Linda Wells, Executive Director Phone: (602) 589-8353 A.R.S. §§ 32-3401 to 32-3445 Program Summary OTA 1.0 Mission: To ensure the public's health, safety, and welfare by licensing and regulating individuals who provide occupational therapy services or athletic training. BOARD OF OCCUPATIONAL THERAPY EXAMINERS Linda Wells, Executive Director Phone: (602) 589-8353 A.R.S. §§ 32-3401 to 32-3445 Description: Mission: The Board of Occupational Therapy Examiners is a regulatory board, which issues and renews bi-annually approximately 2,247 licenses for the occupational therapy profession and 463 licenses for the athletic training 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 and athletic trainers. To ensure the public's health, safety, and welfare by licensing and regulating individuals who provide occupational therapy services. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ BOARD OF OCCUPATIONAL FY 2009 Estimate FY 2010 Estimate 163.2 175.8 175.8 62.1 69.1 69.1 225.3 244.9 244.9 THERAPY EXAMINERS ¾ Agency Total: General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 225.3 244.9 244.9 0.0 0.0 0.0 Program Total 225.3 244.9 244.9 FTE Positions 3.3 3.3 3.3 Other Appropriated Funds Other Non Appropriated Funds The Board of Occupational Therapy Examiners is a regulatory board which issues and renews bi-annually approximately 2,247 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds BOARD OF ATHLETIC TRAINING Funding and FTE Summary: (Thousands) Description: Strategic Issues: 0.0 0.0 0.0 175.8 175.8 0.0 0.0 0.0 Program Total 163.2 175.8 175.8 FTE Positions 2.5 2.5 2.5 Other Non Appropriated Funds ‹ Goal 1 To investigate and adjudicate complaints within 120 days Performance Measures Number of occupational therapy complaints received Number of complaints resulting in disciplinary action FY 2010 Estimate 13 15 17 5 7 8 11 13 14 98 98 98 The Occupational Therapy Board is facing a budget challenge/crisis in FY2009 as a result of HB2209 which requires the transfer of $239.500.00 from the Occupational Therapy Board into the state general fund. The transfer will create a cash flow problem in the current and possibly in future fiscal years if the budget projections are not realized. Number of Initial Licenses Issued (OTs and OTAs) Page 292 FY 2009 Estimate Percent of complaints resolved within 120 days Number of initial license applications received (OTs and OTA'S) If the fund sweep takes place before the end of FY2009, The Boards would FY 2008 Actual Complaints resolved within 120 days ‹ Goal 2 Funds that are targeted for the sweep are revolving funds that are used each year to offset expenses from one year to the next. When expenses increase over the years, monies are pulled from the fund balance and expended for the current and future years. As a result of the fund sweep, the Board is forced to request an untimely fee increase from its licensees. Untimely means that requests for a fee increase generally take place every five to eight years, and the last increase was in 2006. FY 2010 Estimate 163.2 Other Appropriated Funds Meeting Future Goals may be potentially compromised due to FY2009 fund sweep The Agency continues to provide timely service in the licensing and regulation of Occupational Therapy practitioners and Athletic Trainers. Despite the small staff of 2.0 FTEs and five Board members per Board, it has been routinely exceeding the 60 day goal in issuing licenses and resolving complaints/investigations within a 120 day timeframe. Present staff is highly skilled, motivated, and would be difficult to replace. This is a 90/10 agency which depends on license and renewal application fess for its operating budget. Issue 1 FY 2009 Estimate To ensure that licenses and renewals are issued in a timely manner to Occupational Therapists and Occupational Therapy Assistants with high standards of professional and ethical standards. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of License Renewal applications received and renewed. OTs and OTAs 1134 1113 1154 Number of Licensees (OTs and OTAs) 2247 2328 2416 207 181 188 207 181 188 Average calendar days to process a renewal application 37 30 30 Average calendar days to issue an initial license 35 35 35 Performance Measures ‹ Goal 3 To continually improve customer satisfaction by providing consistency in carrying out the Board's policies and procedures for licensing and regulation. Performance Measures Percent of licenses issued within 10 days of approval Number of individuals licensed as occupational therapists All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 2,247 2,328 2,416 Board of Occupational Therapy Examiners Customer Satisfaction rating (scale 18) 7.2 7.8 7.8 Program Summary OTA 2.0 BOARD OF ATHLETIC TRAINING Linda Wells, Executive Director Phone: (602) 589-8352 A.R.S. § 32-4101 Mission: To ensure the public's health, safety and welfare by licensing and regulating individuals who provide athletic training services. Description: The Board of Athletic Training is a regulatory board, which issues and annually renews approximately 471 licenses for the athletic training 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 inquiries from consumers as to the license status of individual athletic training professionals. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 62.1 69.1 69.1 0.0 0.0 0.0 Program Total 62.1 69.1 69.1 FTE Positions 0.8 0.8 0.8 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure that licenses and renewals are issued in a timely manner to competent athletic trainers with high standards of professional and ethical conduct FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 67 70 75 Number of licensees 472 477 478 Number of License Renewals received 471 477 478 Average calendar days to renew a license 37 35 35 Average calendar days to issue a license 35 35 35 Performance Measures Number of athletic training licenses issued ‹ Goal 2 To investigate and adjudicate complaints within 120 days FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complaints received 3 5 5 disciplinary actions taken 1 2 2 Complaints resolved within 120 days 3 5 5 Performance Measures ‹ Goal 3 To continually improve customer satisfaction by providing consistency in carrying out the Board's policies and procedures for licensing and regulation. Performance Measures Number of athletic training complaints received Percent of licenses issued within 10 days of approval Complaints resolved within 120 days Customer Satisfaction rating (scale 18) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 5 5 100 100 100 3 5 5 7.4 7.5 7.5 Board of Occupational Therapy Examiners All dollars are presented in thousands (not FTE). Page 293 Number of licensees (new and existing) Agency Summary DOA 0.0 ‹ Goal 2 BOARD OF DISPENSING OPTICIANS Lori D. Scott, Executive Director Phone: (602) 542-3095 A.R.S. § 32-1671 To protect the visual health of the citizens of Arizona by regulating and maintaining standards of practice in the field of opticianry. Description: The Board of Dispensing Opticians examines and licenses professionals to practice in the field of opticianry and licenses optical establishments. This Board is distinguished from the Board of Optometry, which regulates optometrists, whereas dispensing opticians fill orders for and fit persons with corrective eyewear. The Board of Dispensing Opticians accepts complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board serves 624 opticians and 263 optical establishments licensed to practice in the state, as well as all Arizona citizens who receive these professional services. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 0.0 124.3 130.3 0.0 0.0 0.0 Program Total 121.4 124.3 130.3 FTE Positions 1.0 1.0 1.0 Other Non Appropriated Funds 965 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complaints about licensees received and investigated 13 15 20 Complaints resolved 13 15 20 2 5 5 69 80 80 Disciplinary action Number of days from receipt of complaint until completion Explaination: ‹ Goal 3 number of days is average of all complaints 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. Performance Measures Percent of licensees fulfilling continuing education requirement FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2010 Estimate 121.4 Other Appropriated Funds 950 To investigate and resolve 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. Performance Measures Mission: 944 Strategic Issues: Issue 1 Maintaining fund balance With the implementation of a website, the State Board of Dispensing Opticians can now better serve the public and the licensees. The fund balance is being replenished due to previous changes in legislation and administrative code. Legislation was successfully passed in the 2005 session granting the Board the authority to increase licensing fees. Subsequently, the Board completed related rules changes. Additionally, the Board now has a website in place for consumer and licensee use. As a result of these changes, the carry over balance into FY2009 is approximately $63,000, and the Board is confident that the fund will continue to be fiscally sound while enabling the Board to better serve the public. To ensure high standards of professional and ethical ‹ Goal 1 conduct in the field of opticianry through efficient processing of examination, establishment, and optician license applications and administration of the State Board Practical Examination. Performance Measures Optician applications received Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 108 100 100 includes applications to sit for practical examination, comity and Reinstatement Optician licenses issued Optician renewal applications processed 70 50 50 620 650 675 Establishment applications received 30 35 20 Establishment renewal applications processed 207 350 300 Explaination: establishments are renewed June 30 so total carries over to next fiscal year Average number of days from receipt of application to sit for exam and approval 16 20 20 Average number of days from receipt of application for establishment license to granting of license 14 15 15 Percentage of renewals within 3 days 97 95 95 Customer satisfaction rating (Scale 18) 7 7 7 Page 294 All dollars are presented in thousands (not FTE). State Board of Dispensing Opticians ‹ Goal 2 OBA 0.0 Agency Summary BOARD OF OPTOMETRY To effectively investigate and adjudicate complaints pursuant to statutes and rules. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of complaints received 57 55 50 Total number of complaints resolved 57 50 50 Average number of days from receipt of complaint to resolution 64 75 75 0 5 3 Performance Measures Margaret Whelan, Executive Director Phone: (602) 542-8155 A.R.S. § 32-1701 Total number of disciplinary actions Mission: To protect the health, safety, and welfare of Arizona citizens by regulating and achieving the highest standards in the optometry profession. ‹ Goal 3 To provide accurate information and programs to stakeholders, including but not limited to: citizens, licensees, health care organizations, and other governmental bodies. ‹ Goal 4 To ensure agency policies and procedures are effective and efficient. (Including testing, renewal, initial licensing, and certificates of special qualification Description: The Arizona State Board of Optometry examines, licenses, and regulates the profession of Optometric Doctors (O.D.). In addition, the Board registers out-of-state replacement contact lens dispensers. The Board investigates complaints alleging violations of the Optometric Practice Act and takes administrative regulatory action when required. Currently there are approximately 988 professionals licensed to practice in the State. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate 0.0 0.0 0.0 202.2 202.2 0.0 0.0 0.0 Program Total 187.7 202.2 202.2 FTE Positions 2.0 2.0 2.0 Other Non Appropriated Funds Administration as % of total cost FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 7 7 FY 2010 Estimate 187.7 Other Appropriated Funds Performance Measures Strategic Issues: To ensure that licenses are granted or renewed to qualified optometrists To ensure that licenses are granted or renewed to qualified optometrists. Issue 1 Continue registration and compliance with Arizona Revised Statutes pertaining to nonresident replacement contact lenses dispensers. Monitor any legislation pertaining to consumer protection concerning replacement contact lenses. Pursuant to A.R.S. § 32-1773 and 32-1774, the Arizona State Board of Optometry is responsible for the registration of nonresident dispensers of replacement soft contact lenses. These companies provide prescription contact lenses to Arizona citizens via mail-order, telephone, and internet. The law requires these entities to register with the Board and dispense only to those customers holding a valid prescription for contacts. Issue 2 To effectively investigate and adjudicate complaints pursuant to statutes and rules To effectively investigate and adjudicate complaints pursuant to statutes and rules. Issue 3 To ensure agency policies and procedures, including testing, renewal, initial licensing, and customer satisfaction, are effective and efficient. To ensure agency policies and procedures, including testing, renewal, initial licensing, and customer satisfaction, are effective and efficient. Issue 4 To ensure customer satisfaction with public information requests, license verifications, e-mail and phone communication. To ensure customer satisfaction with public information requests, license verifications, e-mail and phone communication. ‹ Goal 1 To ensure that licenses are granted or renewed to qualified optometrists. Issue 5 FY 2008 Actual FY 2009 Estimate New licenses issued 48 70 0 License applications received 57 65 65 Performance Measures Active licensees FY 2010 Estimate 988 1,000 1,000 Average time to process an initial license application (in days) 44 46 46 Average calendar days to renew a license 1 2 2 State Board of Optometry All dollars are presented in thousands (not FTE). Page 295 IBA Agency Summary 0.0 OCCUPATIONAL SAFETY AND HEALTH ADMINISTRATION REVIEW (OSHA) BOARD Larry Etchechury, Director Phone: (602) 542-4411 A.R.S. § 23-422 Mission: To be an independent body that adjudicates appeals of administrative law judge decisions regarding citations issued by the Arizona Division of Occupational Safety and Health, a division of the Industrial Commission. Description: The review board is an independent body and not directly a part of the Industrial Commission. The board consists of five members appointed by the Governor. One member shall be a representative of management, one member shall be a representative of labor and three members shall be representatives of the general public. The Industrial Commission is responsible for all budgetary actions, including providing administrative support. Per A.R.S. § 23-423, the review board hears and rules on appeals regarding administrative law judge decisions of contested Occupational Safety and Health inspections. All ADOSH cases start with an informal conference with the Industrial Commission's OSHA division director. If a case is not resolved, the cited employer can request a hearing before an Industrial Commission administrative law judge. If either the director of OSHA or the cited employer disagrees with the outcome of that ruling, that ruling can be appealed before the review board. The decisions of the review board can be appealed to the Court of Appeals. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To hear and rule on OSHA appeal cases. Performance Measures Cases ruled heard and ruled upon Page 296 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 2 2 All dollars are presented in thousands (not FTE). OSHA Review Board Complaints investigated OSA 0.0 191 225 225 16 10 15 Average calendar days to resolve a complaint 360 225 200 Average calendar days to investigate a complaint 317 180 180 Complaints resolved 206 200 200 Licenses that had Disciplinary Action taken Agency Summary BOARD OF OSTEOPATHIC EXAMINERS Barbara Meyers, Acting Executive Director Phone: (480) 657-7703 A.R.S. § 32-1800 et seq. ‹ Goal 3 Mission: To protect the public health and safety of people in the State of Arizona through the regulation of physicians licensed to practice osteopathic medicine and surgery in the State. To administer the agency efficiently and provide customer service to the public Performance Measures Administration as percent of total cost Customer satisfaction rating (1-8) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 10 10 7.1 7.2 7.3 Description: The Board of Osteopathic Examiners licenses and regulates osteopathic physicians in the State of Arizona, which is distinguished from traditional medicine in that it focuses on preventive care with a special emphasis on the musculo-skeletal system. The system of hands-on techniques helps alleviate pain, restores motion, supports the body’s natural functions and influences the body’s structure to help it function more efficiently. There are approximately 2,200 licensed osteopathic doctors in Arizona. The Board is comprised of five doctors and two members of the public, which are all appointed by the Governor to five-year terms. The Board is responsible for the licensure and regulation of members of the Osteopathic medical community, the enforcement of standards of practice, and the review and adjudication of complaints. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 412.9 698.4 698.7 786.0 0.0 0.0 0.0 Program Total 698.4 698.7 1,198.9 FTE Positions 6.7 6.7 6.7 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Complaint/Investigation Process The Agency intends to continue its strategy to reduce its backlog while preventing the undue aging of more recently received complaints. Agency staff will continue to review the procedures that constitute the investigation and review process, to ensure that protection of the public, due process, and administrative efficiency are maximized. Issue 2 Licensure/Registration/Renewal Process The Agency continues to expedite pending applications and works with the applicant to provide excellent customer service.. The Agency will explore use of trusted secondary, rather than primary source verifications of credentials. The Agency will utilize the newly installed software product to maintain more complete application information and eliminate paper applications and renewals. Issue 3 Rule making During the FY2009-2010 biennium, the Agency will be working with the Board to clarify and add Rules to better address the current status of issues that affect physicians and the protection of the public. To issue and renew licenses promptly and in an effective ‹ Goal 1 manner FY 2008 Actual FY 2009 Estimate Number of new and existing licenses 2,262 2,390 2,350 Number of licenses renewed; ontime and late 1,779 225 1,700 Performance Measures FY 2010 Estimate Average days to issue renewals 2 2 2 Number of applications for new license 198 200 210 Number of new licenses issued 189 200 200 51 45 43 Average days to issue new license ‹ Goal 2 To investigate and resolve complaints in a timely manner Performance Measures Complaints received FY 2008 Actual FY 2009 Estimate 196 200 Arizona Board of Osteopathic Examiners FY 2010 Estimate 220 All dollars are presented in thousands (not FTE). Page 297 Agency Summary PCA 0.0 PARENTS COMMISSION ON DRUG EDUCATION AND PREVENTION Gustavo McGrew, Chairman Phone: ARS 41-1604.17 Mission: To fund programs that increase and enhance parental involvement, and increase education about the serious risks and public health problems caused by the abuse of alcohol and controlled substances. Description: The Arizona Parents Commission on Drug Education and Prevention, also known as the Parents Commission, was created by voter initiative in 1996 and established by A.R.S. §41-1604.17. The Parents Commission is comprised of nine members appointed to the Commission by the Governor to serve two-year terms. Membership consists of five parents of children currently enrolled in Arizona schools and one representative each from the education, county probation, prevention and treatment, and law enforcement professions. The Arizona Parents Commission on Drug Education and Prevention receives fifty percent of the monies deposited in the Drug Treatment and Education Fund to provide funding for programs that will increase and enhance parental involvement and will increase education about the serious risks and public health problems caused by the abuse of alcohol and controlled substances. The Drug Treatment and Education Fund, established by A.R.S. §13-901.02, receives seven percent of tax revenue collected on spirituous liquors and eighteen percent of tax revenue collected on vinous and malt liquor. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 4,310.0 3,840.0 3,840.0 Program Total 4,310.0 3,840.0 3,840.0 FTE Positions 0.0 0.0 0.0 Strategic Issues: Issue 1 ‹ Goal 1 The Parents Commission will increase public awareness through outreach and effective partnerships To fund programs that increase and enhance parental involvement, and increase and education about the serious risks and public health problems caused by the abuse of alcohol and controlled substances. Performance Measures Number of individuals impacted directly and indirectly by programs and/or efforts funded by the Parents Commission, evidenced by program reports. Explaination: ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate NA 50,000 60,000 The Commission has not measured this previously. To increase public awareness through outreach and effective partnerships. Performance Measures Number of public education and awareness events sponsored by the Parents Commission. Page 298 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate N/A 8 10 All dollars are presented in thousands (not FTE). a Parents Commission on Drug Education and Prevention PRA 0.0 To ensure the best use of our employees, a survey was conducted to pinpoint professional development and training needs as articulated by both supervisors and employees. In addition, focus groups were conducted throughout the state to identify training and communication issues. Arizona State Parks will develop a strategic relationship with the Arizona Government University to meet these identified professional development and training needs. Agency Summary STATE PARKS BOARD Ken Travous, Executive Director Phone: (602) 542-7102 A.R.S. §§ 41-511. seq. Mission: To manage and conserve Arizona's natural, cultural, and recreational resources for the benefit of the people, both in our parks and through our partners. Description: Under the direction of the Arizona State Parks Board, the agency develops and manages thirty 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 approximately $40 million in financial incentives annually to government and nongovernment entities through eight different grant programs. Through the State Historic Preservation Office, the Agency preserves Arizona's prehistoric and historic resources. The Agency also coordinates two Recreational Trails programs, one for motorized and one for nonmotorized trail activities. The Agency coordinates statewide resource planning, public involvement and educational opportunities through partnerships for public purposes. State Parks is comprised of the Director's Office and three divisions: Parks, Partnerships, and Administration. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ PARK DEVELOPMENT AND 20,046.0 23,687.6 29,226.8 ¾ PARTNERSHIPS AND GRANTS ¾ ADMINISTRATION 77,903.0 75,460.0 75,232.3 11,216.7 5,984.7 5,984.7 109,165.7 105,132.3 110,443.8 OPERATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 27,784.5 28,463.2 9,950.3 8,899.7 6,527.6 71,430.9 67,769.4 69,354.6 Program Total 109,165.7 105,132.3 110,443.8 FTE Positions 360.3 359.3 359.3 Other Appropriated Funds Other Non Appropriated Funds 34,561.6 Finally, as Arizona State Parks cannot employ all the people it needs to accomplish its mission, partnerships will be developed with the universities, other agencies and non-profits. Arizona State Parks will also endeavor to expand its volunteer base and friends groups. By focusing these organizations on specific issues, Arizona State Parks hopes to raise the bar of resource management in Arizona. To communicate the new vision, the agency will establish and present a clear and consistent image to its internal and external customers. Internally, Arizona State Parks will establish a new “Contact Us” e-mail account so employees can submit questions, even if they are unsure who might have the pertinent information to answer their question. Arizona State Parks will recognize and post on the agency website efforts made by each park or section to achieve the new vision. Retreats and training will be conducted with managers that focus on natural and cultural resource issues. Finally, a communication initiative will ensure all employees understand the new direction of Arizona State Parks and their role in achieving the new vision. As part of this initiative, more frequent staff meetings will occur and detailed minutes of Executive meetings will be provided to all staff. Executive meetings will make time available to answer questions from the agency and include those answers in the minutes. Issue 2 Externally, Arizona State Parks, in conjunction with its advisory groups, will continue to evaluate grant programs to incorporate the new vision. Arizona State Parks will also pursue conservation projects and programs that illustrate areas of strategic concern. These include invasive species, open space, riparian habitat and historic preservation, to name a few. This Strategic Plan will provide a systematic approach to move the agency toward the vision. Too often, Strategic Plans only document what an agency already does. Arizona State Parks’ vision is where we want to be, not where we currently are. Therefore, quarterly reports are given to the Arizona State Parks Board by the Executive Director documenting the steps taken to move the agency towards the vision. These strategic issues all have goals and objectives separate from the Strategic Plan completed in FY 2008. These issues, goals and objectives will be evaluated by the Arizona State Parks Board annually. Issue 3 Strategic Issues: As the agency moves towards its vision, funding constraints require us to seek new solutions in Information Technology, Training and Partnerships. As Arizona State Parks moves towards its vision “to be recognized nationally and locally as the outstanding resource management organization,” funding is not available to expand programs. As the agency earns over forty percent of its operating revenues, revenue shortfalls continue to create operational and capital needs backlogs. Three areas were identified as having the most promise in helping achieve our new vision. Issue 1 In technology, the development of a Geographic Information Systems database will change the way we manage our assets in the future. In partnership with the Arizona Department of Administration, we are already changing the way we manage our employees through the implementation of the Human Resource Information Solution, Your Employee Services and the Hiring Gateway. New technology issues relate to revenue generation with the implementation of an internet reservation system for Kartchner Caverns State Park, a campground reservation system at our other parks and the leveraging of these technological enhancements through marketing to result in increased visitation and revenues at our parks. State Parks Board All dollars are presented in thousands (not FTE). Page 299 Performance Measures Program Summary PRA 1.0 Jay Ream, Assistant Director Phone: (602) 542-7103 40 50 55 PARTNERSHIPS AND GRANTS Mission: To acquire, develop, manage and conserve Arizona State Parks' natural, cultural, educational and recreational opportunities. Jay Ziemann, Assistant Director Phone: (602) 542-7104 A.R.S. §§ 41-511 et. seq. Mission: Description: The Operations, Development, and Resources Management Section are responsible for acquiring, planning, developing, managing, and maintaining natural, cultural, and recreational resources within the State Parks System for public use, education, enjoyment and safe visitor experiences. The Operations Section hosts well over two million visitors annually at the thirty State Parks and natural areas and manages park programs, activities, maintenance, visitor services and visitor safety. The Development Section is responsible for the construction of park amenities and the development of Parks’ properties along with administering the capital improvement program. The Resources Management Section is responsible for the acquisition of Park properties and natural areas. Responsibilities also include master planning, real estate management, historical preservation, protection of historical and cultural sites, environmental and science issues confronting Park resources, as well as developing comprehensive longrange plans that deal with statewide recreational and cultural issues. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 4,785.5 5,061.8 9,553.0 Other Appropriated Funds 7,469.3 7,622.2 5,250.1 Other Non Appropriated Funds 7,791.2 11,003.6 14,423.7 Program Total 20,046.0 23,687.6 29,226.8 FTE Positions 283.8 283.8 283.8 To consistently provide a safe, accessible, and enjoyable system of State Parks and natural areas for public use. Performance Measures Annual park attendance (in thousands) Percent of park visitors that are satisfied Number of new acres of open space and parkland space purchased by State Parks or facilitated through its grant programs Performance Measures Average cost per state park visitor (in dollars) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,348.3 2,400.0 2,450 97 95 95 1,815 2,000 2,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.98 1.20 1.20 To enhance, preserve and conserve Arizona's significant natural, cultural, and recreational resources for the public benefit. Description: Arizona State Parks is not just responsible for managing a system of thirty State Parks, but also for enhancing a statewide system of parks and cultural and recreational opportunities. The Partnerships Division is the component of the Agency that oversees numerous programs of a statewide nature, such as historic preservation, grants and research and marketing, that goes beyond our own system of parks, relying on strong partnerships with other entities to accomplish State Parks’ goals. The State Historic Preservation Office (SHPO) is responsible for the identification, evaluation and protection of Arizona's prehistoric and historic heritage resources and compliance with federal and state laws. The SHPO also oversees many educational and stewardship programs and events that engage it with the general public concerned about historic resources. The Grants Section is responsible for managing the grant programs administered by the Arizona State Parks Board. More than $40 million is available annually to Arizona's communities, resource managers and agencies to preserve and enhance Arizona's significant natural, open space, cultural and recreational resources. Programs include grant funds for Local and Regional Parks, Land and Water Conservation, Lake Improvements, Boating Law Enforcement and Safety, Trails, Off-Highway Vehicles, Historic Preservation and Open Space conservation. The External Affairs section develops and pursues legislation, provides policy analysis and research to support all programs, and coordinates marketing and public information for the Agency. The Partnerships Division is served by seven standing advisory committees who work with staff and advise the Parks Board on a number of matters. Members of the Arizona Outdoor Recreation Coordinating Commission (AORCC), Conservation Acquisition Board, and Archaeology Advisory Commission are appointed by the Governor; the Arizona State Committee on Trails, Off-Highway Vehicle Advisory Group, and Historic Preservation Advisory Committee by the Arizona State Parks Board; and the Historic Sites Review Committee by the State Historic Preservation Officer. Staff coordinate with these advisory committees and other partners to plan, inventory, enhance, preserve, manage and interpret Arizona's significant natural, cultural and recreational resources for the education and enjoyment of the public. Funding and FTE Summary: (Thousands) Performance Measures Ranger-led interpretive program participants (in thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 180.5 200 210 To Improve Arizona State Park's effectiveness at conserving and protecting Arizona's natural and cultural resources (all are contingent on receiving sufficient funding) General Funds Performance Measures Percentage of Collection in management system. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 60 60 70 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 20,480.7 20,563.7 2,274.3 1,092.7 1,092.7 Other Non Appropriated Funds 55,148.0 53,803.6 53,575.9 Program Total 77,903.0 75,460.0 75,232.3 FTE Positions 36.0 35.0 35.0 Other Appropriated Funds ‹ Goal 1 20,563.7 To effectively provide the appropriate services, information and grants for land and water-based recreation and open space opportunities by involving our customers and partners in our programs, parks and planning efforts. Performance Measures Percent of Trails grant projects funded as high priority Page 300 FY 2010 Estimate Program Summary PRA 2.0 A.R.S. §§ 41-511 et. seq. ‹ Goal 2 FY 2009 Estimate Percentage of exhibits created/updated. PARK DEVELOPMENT AND OPERATION ‹ Goal 1 FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 90 50 50 State Parks Board Percent of OHV grant projects funded as high priority 100 50 50 Percent of LRSP grant projects funded as high priority 75 75 75 Performance Measures Percent of SLIF grant projects funded as high priority 50 50 50 Percentage of invoices paid within 30 days of receipt Percent of Historic Preservation grant projects funded as high priority 100 75 75 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85 85 85 Performance Measures Percent of satisfactory compliance findings of grant audits Performance Measures Amount of concession revenue collected Performance Measures Administration as a percentage of total cost ‹ Goal 2 To foster and streamline the identification and preservation of Arizona’s significant cultural resources by offering technical assistance, educational opportunities, written guidance, financial assistance and other incentives to our preservation partners. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 77 80 85 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of SHPO paper records converted Performance Measures Percent of pass-through funds obligated to CLGs ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 98.8 95 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 432,500 450,000 450,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.1 5.0 5.0 To create a positive environment that encourages professional development and employee retention. Performance Measures Percentage of employee turnover Performance Measures Performance Measures FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17.9 FY 2008 Actual 15 FY 2009 Estimate 15 FY 2010 Estimate Percent of park rangers trained - CPR 88 85 85 Percent of park rangers trained - First Aid 41 50 50 Number of Officers meeting AZPOST training requirement. 55 55 55 Percent of park rangers trained Wild Land Fire Fighting 37 35 35 Percent of park rangers trained - EMT Number of park rangers trained Interpretation 7 5 5 144 145 145 To increase awareness of, visitation to and support for Arizona State Parks. Performance Measures Annual Park Attendance (in thousands) Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,348.3 2,400.0 2,450 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Park Visitor Satisfaction rating 97 95 95 Historic Park Visitor Satisfaction rating 97 95 95 Program Summary PRA 3.0 ADMINISTRATION Mark Siegwarth, Assistant Director Phone: (602) 542-6920 A.R.S. §§ 41-511 et. seq. Mission: To provide leadership, advice and guidance in managing the business, financial, technological and human resources of the agency. Description: Administration is accomplished through the Director’s Office and the Administrative Services Division. The Director's Office manages the three programs of the agency, oversees implementation of the Strategic Plan and monitors progress toward meeting the Agency's goals. The Administrative Services Division provides support to all the activities, responsibilities and programs and assures that the Agency has the necessary authority, financial resources, human resources, management information and technical capability to accomplish their mission. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,518.3 2,837.7 206.7 184.8 184.8 8,491.7 2,962.2 1,355.0 Program Total 11,216.7 5,984.7 5,984.7 FTE Positions 40.5 40.5 40.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 4,444.9 To maximize agency resources and enhance information sharing. State Parks Board All dollars are presented in thousands (not FTE). Page 301 ‹ Goal 2 To ensure customer/client satisfaction with process. Agency Summary PBA 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of cases appealed to Superior Court 3 3 0 Number of cases remanded from court 0 0 0 Percent of customers rating overall hearing process as good to excellent 90 90 90 Percent of customers rating overall hearing process as "average" 10 10 10 Performance Measures STATE PERSONNEL BOARD Judy Henkel, Executive Director Phone: (602) 542-3888 A.R.S. §§ 41-781, 41-782, 41-785 and 38-531 et seq. 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 statute. 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate ‹ Goal 3 To continuously implement changes that will increase effectiveness and internal capacity to deliver services. ‹ Goal 4 To strengthen relationships with stakeholders (agencies and constituents). FY 2010 Estimate 349.0 372.4 422.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 349.0 372.4 422.4 FTE Positions 3.0 3.0 3.0 Strategic Issues: Continue to provide a fair, impartial, and expeditious hearing process Fair and Impartial Hearing Process: Satisfaction survey results indicate stakeholders feel the Board does provide fair and impartial hearings. The Board will continue to include this as one of its strategic issues. It is important that hearings remain fair and impartial and that hearing officers display an unbiased position at all times. Expeditious Hearing Process: In FY 2008, the average number of days from receipt of an appeal or complaint until the board issued a final order decreased from 125 to 113. The Board will encourage parties to be prepared for the first day of hearing and discourage unnecessary continuances. Issue 1 Issue 2 Maintain and improve internet website. The board has an informational website that contains basic public information. The board will continue to update the website as necessary and seek improvement to provide additional information and materials. The board would like to update its website to conform with the uniform format designated by GITA. Issue 3 Replace three personal computers in the office. In order to retain efficiency of operation, replacement of three personal computers will be pursued. To provide state agencies and employees/citizens with a fair ‹ Goal 1 and efficient administrative hearing process. Performance Measures Number of appeals/complaints filed Hearing days Average days from receipt of an appeal/complaint until the board issues a final order Average cost of an appeal/complaint (dollars) Page 302 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 84 76 84 60.5 62 62 113 115 115 1,216 1,550 1,625 All dollars are presented in thousands (not FTE). Personnel Board Agency Summary SBA 0.0 OFFICE OF PEST MANAGEMENT Ellis M. Jones, Acting Director Phone: (602) 255-3664 A.R.S. §§ 32-2301 et. seq. Percentage of Qualifying Party License renewals processed on line of those that did renew. 82 80 80 Percentage of Business License renewals processed on line of those that did renew. 80 80 80 Business License and Branch Office renewals issued. 1,189 1,150 1,150 ‹ Goal 2 Mission: To advocate and promote, through education, training and enforcement, the safe application of pest control technologies, which will result in the maximization of the health and safety of the residents of Arizona, and the protection of their property and the environment. Description: The Office of Pest Management (OPM) licenses and regulates pest control companies, qualifying parties, and applicators; provides education and training to applicants and licensees; and provides education and information to the public regarding pest control activities in non-agricultural settings. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,518.0 2,774.3 2,644.0 78.1 111.9 107.1 Program Total 2,596.1 2,886.2 2,751.1 FTE Positions 38.0 34.0 33.0 Other Appropriated Funds Other Non Appropriated Funds To provide continuous quality education to the public and industry members through the Office of Pest Management presented or approved programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of contact hours for Initial License Training taken annually from the OPM. 1,240 1,300 1,300 Number of CE contact hours taken annually from the OPM. 4,194 4,200 4,200 49 50 50 Performance Measures Number of Education and Training staff hours provided to the Public by the OPM (not including ILT and CE training). ‹ Goal 3 To Monitor pesticide applications and ensure compliance with OPM Laws and Rules. Performance Measures Total inspections conducted (use and non-use). ‹ Goal 4 Protect consumers through responsible legislation and education. Protect Arizona consumers through reasonable regulation, by having appropriate laws and rules; and providing information to consumers and education and training to the pest management industry. Issue 1 Provide a high level of customer service to consumers and pest management professionals. Provide a high level of customer service to consumers and pest management professionals as efficiently as possible, given resource limitations, using Web site notices and information, on-line continuing education reporting, on-line license renewals, computer-based license examinations that have updated questions and study materials, updated and integrated databases, trained and motivated staff members. Issue 2 Issue 3 FY 2009 Estimate FY 2010 Estimate 5,485 5,000 5,000 To efficiently and professionally investigate inquiries and complaints to protect and maximize the safety of the general public. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 117 125 125 Total Complaint investigations conducted and completed. 33 50 50 Number of Consent agreements reached/orders finalized. 37 40 40 Performance Measures Strategic Issues: FY 2008 Actual Total Inquiry investigations conducted and completed. Number of formal hearings held. Percent of investigations resulting in disciplinary action. Number of licenses Revoked. Total consumer and agency generated complaints. Average calendar days from receipt of complaint to resolution 2 10 10 73 70 70 4 5 5 33 40 40 216 220 220 Ensure balanced regulation. Conduct Inspections, and Process Inquiry Investigations and Complaints, in a fair and thorough manner to balance compliance assistance to the pest management industry, while taking sufficient enforcement action when required. To provide accurate and efficient service to prospective and ‹ Goal 1 licensed businesses, applicators and qualifying parties in obtaining and maintaining licenses. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12,123 12,000 12,000 Average calendar days from receipt of completed application to ruling on application for Applicator testing. 20 20 20 Average calendar days from receipt of completed application to ruling on application for Qualifying Party testing. 45 45 45 Qualifying Party License renewals issued. 1,330 1,300 1,300 Total of all licenses issued. 9,864 10,300 10,300 Applicator License renewals issued. 6,353 6,400 6,400 100 100 100 78 75 75 Performance Measures Total of all licensing applications received. Percentage of licenses processed within overall time frame. Percentage of Applicator License renewals processed on line of those that did renew. Office of Pest Management All dollars are presented in thousands (not FTE). Page 303 To provide training to agency employees that help them keep current with the changes in the practice of pharmacy. This will help them to ensure that candidates for licensure or practicing pharmacists possess the training and education needed to provide the public with competent and ethical professionals. Agency Summary PMA 0.0 BOARD OF PHARMACY Hal Wand, Executive Director Phone: (602) 771-2740 Mission: To protect the health, safety and welfare of the citizens of Arizona by regulating the practice of pharmacy and the distribution, sale and storage of prescription medications and devices and non-prescription medications. Description: The Board of Pharmacy has four primary functions. The first is to issue licenses to pharmacists, pharmacy interns and pharmacy technicians. Additionally, it is responsible for issuing permits to pharmacies, manufacturers, wholesalers and distributors. The Board also conducts compliance inspections of permitted facilities, and investigates complaints and adjudicates violations of applicable state and federal laws and rules. Lastly, the agency promulgates and reviews state rules and regulations in regard to the industry. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,664.7 1,920.9 2,097.8 24.2 1.5 1.5 Program Total 2,688.9 1,922.4 2,099.3 FTE Positions 14.0 14.0 14.0 Other Appropriated Funds Other Non Appropriated Funds To implement and maintain a statewide prescription monitoring program (PMP) to inform health care providers about the utilization of controlled substances by their patients. The program will identify illegal diversion while providing assurance that legitimate pain therapy is not curtailed. The legislature authorized the program in 2007; up to $395K in funds may be transferred from fund 2052 to fund 2359 annually. An RFP was completed and a vendor was selected. A vendor contract was awarded on March 31, 2008 for data collection, storage and maintanence, and web hosting services. A PIJ was approved by GITA. Data collection from pharmacies is set to begin on October 11, 2008. The database will be available for use by prescribers and dispensers in December 2008. To ensure that licenses and permits are only granted to US ‹ Goal 1 citizens who are competent applicants with high standards of professional and ethical conduct. Issue 7 A.R.S. §§ 32-1902 and 32-1904 et seq FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Disciplinary actions/100 Registered Pharmacists (RPH) 1.2 1 1 Complaints per 100 practitioners 1.9 2 2 20 20 20 Performance Measures Continuing education seminars conducted for pharmacists Board meetings Miles Driven-Inspections Pharmacies-Inspections Compressed medical gas suppliers & distributors-Inspections Manufacturer-Inspections Strategic Issues: To provide all interested parties with readily retrievable records in electronic format when possible.. To convert to electronic storage of all our license and permits files. This will allow for the reduction of the required space to house file cabinets currently storing the hard copy documents and will avoid loss of documents due to age or exposure to the elements. Issue 1 Issue 2 To upgrade essential software and hardware systems. In an effort to avoid the effects of computer obsolescence, the Board plans on continuing our aggressive policy of finding and using new and innovative methods to improve our performance. Credential renewals, verifications, and inspection data are a few of the areas where electronic information processing is very much in use and needs to be further developed.. To establish uniform terms in board orders involving disciplinary actions. Adopting uniform disciplinary orders based on the level of non-compliance establishes a level playing field for practitioners and assure the public that violations are adjudicated commensurately to their level of severity without regard to the individual involved. Issue 3 To expedite processing and resolution of consumer complaints. To rapidly and accurately investigate complaints and provide progressive discipline for instances where non-compliance occurs. The discipline is designed to protect the public from non-compliant credentials or from unprofessional/unethical conduct. Issue 4 Issue 5 To expedite credentialing of qualified applicants. To see that applications for licensure are processed as efficiently and expeditiously as possible, ensuring that all requirements have been met. Examinations are now given electronically five days a week which has improved a portion of the licensure proceedings. We are currently working with GITA and NIC to develop more electronic interfaces which will allow an applicant to complete registration online at the state level. Issue 6 Page 304 To ensure that licenses and permits are granted only to competent applicants with high standards of professional and ethical conduct. 7 7 7 83,871 84,000 84,000 964 980 1000 6 7 9 1 5 8 1,757 1,800 1,800 Wholesaler-Inspections 96 100 125 Re-inspections 42 15 20 2,866 2,907 2,962 Non-Prescription Drug PermitInspections Total number of inspections conducted ‹ Goal 2 To process applications in a timely and thorough manner. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.5 5 5.5 Average cost to client of application processed (dollars) 75 77.50 90 Compressed Medical Gas Suppliers & Distributors-Permitees 263 270 270 Performance Measures Average days from receipt to issuance of license New pharmacists Total number licenses/renewals issued Explaination: 540 550 560 17,122 19,072 21,059 Total number licenses/renewals issued in FY Total number applications received in FY 18,332 20,282 22,269 Total number individuals or facilities licensed thru FY 30,662 32,928 39,993 Pharmacy interns-Licensees 1,789 1,850 1,900 Non-Prescription Drug PermitPermitees 4,130 4,200 4,320 Manufacturers-Permitees 132 134 134 Pharmacists-Licensees 8,657 9,207 9,767 Pharmacies-Permitees 1,616 1,664 1,714 Wholesalers-Permitees 667 673 680 13,408 17,308 21,208 Pharmacy Technician ‹ Goal 3 To investigate complaints promptly and completely and employ progressive discipline. Performance Measures Disciplinary actions FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 53 60 60 47.8 60 60 4 4 4 Disciplinary conferences 23 30 40 Administrative hearings & consents 53 60 60 Average days from receipt of complaint to resolution Average monthly backlog of complaints unresolved All dollars are presented in thousands (not FTE). Arizona State Board of Pharmacy Total number of complaints received 163 175 190 Total number of investigations conducted 163 175 190 Number of licenses revoked or suspended 30 40 40 ‹ Goal 4 To implement and maintain a comprehensive electronic Prescription Monitoring Program. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 83,621 174,932 174,932 Use new prescription monitoring program fund to implement prescription monitoring program approved by legislature in 2007. Explaination: Implement the prescription monitoring program Length of time in hours required to provide reports pertaining to suspect activity to requestor (practitioner, law enforcement agency). 0 48 96 22,801 23,400 24,200 4,000 4,300 4,600 for PRESCRIBERS: How many solicited reports were produced? 0 200 300 For PRESCRIBERS: How many unsolicited reports were produced? 0 200 300 for DISPENSERS: How many solicited reports were produced? 0 100 200 for DISPENSERS: How many unsolicited reports were produced? 0 100 150 For Law Enforcement INVESTIGATIONS OR COMPLAINTS: How many solicited reports were produced? 0 3 7 For Law Enforcement INVESTIGATIONS OR COMPLAINTS: How many unsolicited reports were produced? 0 2 4 For Professional Licensing Board INVESTIGATION OR COMPLAINTS: How many solicited reports were produced? 0 3 5 For Professional Licensing Board INVESTIGATIONS OR COMPLAINTS: How many unsolicited reports were produced? 0 2 4 About how many licensed PRESCRIBERS were there? About how may licensed/permitted DISPENSERS were there? Arizona State Board of Pharmacy All dollars are presented in thousands (not FTE). Page 305 The Arizona Board of Physical Therapy will initiate a comprehensive revision of Title 4, Chapter 24, Article 4. The purpose of this revision is two-fold: 1) to correct rule language that is unclear, contradictory, incomplete and contrary to statute, and to add continuing competence requirements for physical therapist assistants and 2) to incorporate some or all of the components of the continuing competence initiative that is currently being developed by the Federation of State Boards of Physical Therapy (FSBPT). The Board has conducted a thorough review of the agency's administrative rules and has determined that Article 4 requires significant revisions. The Board completed revision of Articles 1 and 2 of the rules (effective date of August 5, 2006) and completed work on Article 3 of the rules with an anticipated effective date of October 4, 2008. Issue 3 Agency Summary PTA 0.0 BOARD OF PHYSICAL THERAPY EXAMINERS Heidi Herbst Paakkonen, Executive Director Phone: (602) 274-1088 A.R.S. § 32-2001 Mission: To process applications for licensure as a physical therapist and certification as a physical therapist assistant, and to enforce the statutory provisions of the Arizona Physical Therapy Practice Act for purposes of protecting the health, safety and well-being of the public from the incompetent, unethical and/or illegal practice of physical therapy. Description: The State Board of Physical Therapy licenses qualified physical therapists and certifies qualified physical therapist assistants; investigates and adjudicates complaints; assesses continuing competence; and enforces the standards of practice for the physical therapy profession. The Board regulates approximately 4,000 professionals licensed and certified to practice in the State. The Board serves all citizens of and visitors to the state who receive physical therapy care by an Arizona licensed physical therapist or a certified physical therapist assistant. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 466.8 360.2 360.2 0.0 0.0 0.0 Program Total 466.8 360.2 360.2 FTE Positions 3.6 3.6 3.6 Other Appropriated Funds Other Non Appropriated Funds The Arizona Board of Physical Therapy will assess the need to either reduce operating expenses, to increase fees, or both as a result of a transfer of $100,000 from the Board's fund to the State of Arizona general fund. The fiscal year 2008 budget reconciliation bill transferred $100,000 from the fund of the Arizona Board of Physical Therapy into the State of Arizona general fund. The Board has historically monitored its cash flow very closely and on at least a quarterly basis the Executive Director advises the Board on projected revenues, projected expenditures and fluctuations of the agency fund for the next five to six fiscal years. Given the unanticipated loss of $100,000 the Board must continue to identify and implement operating efficiencies and other cost savings strategies while ensuring that the public is not adversely impacted or that the Board's fails to meet its legislative mandates. The Board will delay increasing fees as long as possible. Issue 1 The Arizona Board of Physical Therapy is exploring options intended to provide the public with improved access to information on physical therapy consumer rights, and to the investigative and disciplinary histories of licensed physical therapists and certified physical therapist assistants. Increasingly regulatory agencies are using searchable websites for use by the public in obtaining information about a licensed health care professional's level of education, years of practice, areas of specialty, and complaint and disciplinary history. The Board has entered into an interagency service agreement with the Arizona School Facilities Board for purposes of working with that agency's IT manager on a project that will provide physical therapy consumers with increased information on a licensed physical therapist (or certified physical therapist assistant's) record with the Board with respect to the number and nature of complaints and investigations, and specific information on any disciplinary or nondisciplinary action taken. The Board intends to post actual copies of actions taken for the public and consumers to view. Depending on the scope and cost of this project, it may be implemented over the current and the next fiscal year. Page 306 Performance Measures Percent of physical therapist licenses or physical therapist assistant certificates issued within the required time frames to applicants who meet the requirements established by law. Explaination: Strategic Issues: Issue 2 A volunteer Task Force group has been appointed by the Board to provide input into the proposed rules as they relate to continuing competence requirements for PTs and for PTAs. The Board must allocate a substantial amount of its resources to the rule promulgation effort, and toward educating the public, PT licensees, and PTA certificate holders about the changes to the law. The Board intends to closely monitor the development of the continuing competence initiative of the Federation of State Boards of Physical Therapy in order to determine how best to update its requirements to reflect current research. To efficiently process the licensure and certification ‹ Goal 1 applications of qualified and competent Physical Therapists and Physical Therapist Assistants within the Board's statutory and rule time frame requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Agency complies with A.A.C. R4-24-209, Time Frames for applications. Number of new licenses or certificates issued Explaination: 303 310 310 Number of new licenses and certificates issued Average time, in calendar days, between receipt of completed application to issuance or denial of licensure or certification. Explaination: 17 16 16 Agency tracks number of days in substantive review time frame for application (number of days from completion until Board action). Number of licenses/certificates denied. Explaination: 2 2 2 Agency tracks and reports number of applications denied. Number of licenses/certificates renewed Explaination: 11 3,600 25 FY 2005 estimate reflects renewals processed from July 1 through August 31, which represents the majority of renewals. Number of applications received. 500 520 Number of applications received. FY 2008 FY 2009 Performance Measures Actual Estimate 479 FY 2010 Estimate Explaination: Percent of Board meetings conducted within appropriate time frames Explaination: ‹ Goal 2 100 0 Agency schedules and conducts Board meetings in order to comply with administrative rules for substantive review for applications, as well as for internal policies addressing complaint initial reviews and hearings. To timely investigate and adjudicate complaints, and to provide enforcement of the law, Board actions and Board orders in an effort to protect the public from unlawful practice, incompetent services and unprofessional and unethical conduct. Performance Measures Percent of complaints over which the Board has jurisdiction investigated. Explaination: 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of complaints over which the Board has jurisdiction investigated. All dollars are presented in thousands (not FTE). Board of Physical Therapy Examiners Percent of unlawful practice investigations over which the Board has jurisdiction investigated. 100 100 100 Performance Measures Explaination: Percent of unlawful practice investigations over which the Board has jurisdiction investigated. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Total number of complaints received Explaination: 47 Total number of disciplinary actions issued Explaination: 23 65 30 35 Total number of disciplinary actions issued. Average number of days to adjudicate complaints received in a given fiscal year. Explaination: 139 150 150 Explaination: Explaination: 3 5 FY 2009 Estimate FY 2010 Estimate n/a n/a 10 Percent of physical therapist assistant certificate holders whose continuing competence records were successfully audited by the Board for compliance. Percent of continuing competence audit notices sent within 60 calendar days following the license renewal deadline. Explaination: Average number of days to adjudicate complaints received in a given fiscal year. Number of licenses suspended/revoked/voluntarily revoked n/a 100 n/a Percent of continuing competence audit notices sent within 60 calendar days following the license renewal deadline. 5 Number of licenses suspended/revoked/voluntarily revoked Total number of unlawful practice investigations received by the Board for investigation Explaination: ‹ Goal 3 60 Total number of complaints received. Percent of physical therapist assistant certificate holders whose continuing competence records were successfully audited by the Board for compliance (requirements to be in effect as of FY 2009). FY 2008 Actual 0 15 0 Total number of unlawful practice investigations received by the Board for investigation To provide accurate information, with the highest quality customer service, to all requests from citizens, licensees, health care organizations and public agencies for public records information and license verifications. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 100 0 Percent of requests for license verifications processed and issued within 15 days of receipt Explaination: Board staff prepares licensure verifications a designated day every week to minimize the wait time for the requestor. Number of formal verifications of licensure prepared and issued. 0 750 0 Explaination: Board staff tracks and reports the number of requests received. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Number of written requests for public records received Explaination: 51 75 75 Agency tracks and reports the number of public records requests filed. Average number of business days to process written requests for public records 6.7 7 7 Explaination: Agency tracks and reports the number of days required to process requests for copies of the public record. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate To achieve an average score of 6.0 on a scale of 0 to 8.0 on the agency's customer satisfaction survey. Explaination: ‹ Goal 4 6.8 Customer satisfaction survey. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate n/a 12 n/a Percent of physical therapist licensees whose continuing competence records were successfully audited by the Board for compliance. Percent of physical therapist licensees whose continuing competence records were successfully audited by the Board for compliance. Percent of continuing competence audit notices sent within 60 calendar days following the license renewal deadline. Explaination: 7.0 To assess the continuing competence (continuing education) of physical therapist licensees and physical therapist assistant certificate holders selected through random audit. Performance Measures Explaination: 7.0 0 100 0 Percent of continuing competence audit notices sent within 60 calendar days following the license renewal deadline Board of Physical Therapy Examiners All dollars are presented in thousands (not FTE). Page 307 PIA maintaining the provision of the highest quality long-term care, the Superintendent and staff of the Arizona Pioneers' Home will pursue all available avenues to restore and maintain the structure and enhance current medical and supportive service programming in order to improve care and services without deflecting from its historic appearance. Agency Summary 0.0 ARIZONA PIONEERS' HOME Gary Olson, Superintendent Phone: (928) 445-2181 Mission: To provide long-term health care services to Arizona pioneers and disabled miners who meet statutory admission criteria. Description: The Arizona Pioneers' Home was established in 1909 by the Territorial government of Arizona as a home for the aged and infirm to repay the faithful and longtime Arizona residents who helped pioneer and build the state. It opened its doors in 1911. In 1929, the scope of the home was broadened to also be Arizona's hospital for disabled miners. The Arizona Pioneers' Home is a continuing care retirement home presently serving 120 Arizona pioneers and disabled miners. The Pioneers' Home employees provide direct nursing care, food service, activities, social services, housekeeping, laundry, maintenance, business and administrative services and support to the residents, and strive to meet state and federal nursing facility standards through modeling best practices. The Home is surveyed each year by the Arizona Department of Health Service's Office of Long Term Care. Funding and FTE Summary: (Thousands) Prepare for the Arizona Pioneers' Home centennial celebration. Since February 1, 1911, the Arizona Pioneers' Home has maintained a history rich in care, recognition, and compassion for Arizona's prominent sons and daughters. To celebrate our 100th anniversary of giving back to Arizona's pioneers and disabled miners, the Arizona Pioneers' Home is preparing an historic tribute to those we've cared for and for those who have provided the care. To increase the visibility and awareness of the Arizona ‹ Goal 1 Pioneers' Home locally and statewide. Issue 4 ARS 41-921 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Performance Measures Net increase in average daily census of the Home. Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate (7) 7 5 To increase admissions to the Home by said number greater than discharges. Number of candidates on the inquiry/interest list. 85 90 90 Number of residents from counties other than Yavapai and Maricopa. 15 20 25 ‹ Goal 2 To enhance the internal and external restoration and décor of the Home to maintain its historic presence and preservation. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Complete the restoration/repair of the front balcony and eaves. 0 1 0 Performance Measures General Funds 1,123.9 24.0 24.0 Other Appropriated Funds 5,154.2 6,651.1 6,740.0 0 1 0.0 0.0 Complete the restoration/remodel of the lobby. 0 26.7 0 1 6,304.8 6,675.1 6,764.0 Complete other identified restoration items. 0 Program Total FTE Positions 115.8 115.8 115.8 Complete resurfacing of asphalt parking areas and drives. 0 0 0 Other Non Appropriated Funds ‹ Goal 3 Strategic Issues: Restructure and enhance development of the Nursing Department in coordination with all other departments. The Arizona Pioneers’ Home Nursing Department is restructuring to align with and/or exceed current best practices in long term care nursing. In this, Nursing Department PDQs will be revised by June 2009 to specify roles in the enhancement of nursing care and services, and establish systems in the continuous quality improvement. Additionally, the Arizona Pioneers' Home has implemented a progressive resident assessment and care planning system with state-of-the-art software to produce an improved picture of resident care needs and an enhanced individualized plan of care that encompasses all department services in an interdisciplinary format. Issue 1 Increased visibility and awareness of the Arizona Pioneers' Home locally and statewide. The Arizona Pioneers' Home is a historic agency that provides care and services to Arizona pioneers and disabled miners who meet certain statutory criteria. Even though the Home has existed and provided services since 1911, it is not well-known throughout the state. In an effort to become more visible, various improvements in marketing and programming are being made, including: making power-point presentations about the Arizona Pioneers Home to at least one location in each county annually, making contact with each county health department administrator to inform of the Arizona Pioneers' Home, seeking out opportunities with media and publications to highlight the Arizona Pioneers' Home (e.g.: Arizona Highways magazine, and "Arizona Stories" on Arizona State University's and University of Arizona's PBS channels), and seeking out other opportunities to increase positive exposure of the Arizona Pioneers' Home. Issue 2 To prepare for the Arizona Pioneers' Home centennial celebration. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Conduct planning meetings. 1 10 12 Complete historic research and presentation items. 2 10 10 Prepare agenda items and entertainment. 3 10 10 ‹ Goal 4 To provide care and services that meets or exceeds the highest standards and best practices for long-term care. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of citations from inspections 2 3 3 Percent of deficiencies will be resolved in 60 days 0 100 100 97 98 98 Residents rating of good or excellent (percent) ‹ Goal 5 To improve the efficiencies of services provided in the most cost conscious manner. Performance Measures Average census Monthly cost per resident (in dollars) Daily cost per resident (in dollars) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 123 127 130 4,196 4,380 4,336 138 144 143 Enhance the internal/external restoration and décor of the Home to maintain its historic presence and preservation. The Arizona Pioneers' Home was originally constructed in 1910 and has undergone a number of additions throughout the years. In 1995, the Arizona Pioneers' Home was placed on the National Registry of Historic Places. In an effort to preserve its historic appearance while also Issue 3 Page 308 All dollars are presented in thousands (not FTE). Arizona Pioneers' Home FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints received 55 60 55 Number of investigations concluded 48 50 50 Average number of days from receipt of complaint to final resolution 90 80 70 Performance Measures Agency Summary POA 0.0 BOARD OF PODIATRY EXAMINERS Dee Doyle, Executive Director Phone: (602) 542-3095 A.R.S. § 32-801 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. Description: The Board licenses and regulates doctors of podiatric medicine, which specialize in the diagnosis and treatment of the foot, ankle, and lower leg. The Board evaluates the professional competency of podiatrists seeking to be licensed in the State of Arizona. Further, the Board promotes continued competency and fitness by investigating complaints made against practitioners, holding hearings, monitoring the activities of its licensees, and enforcing the standards of practice for the podiatric profession as set forth by law. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 0.0 143.6 143.6 0.0 0.0 0.0 Program Total 108.3 143.6 143.6 FTE Positions 1.0 1.0 1.0 Other Non Appropriated Funds 3 3 3 Letters of Concern Issued 5 5 3 ‹ Goal 3 To ensure agency policies and procedures are effective and efficient. (Including testing, renewal, initial licensing, and customer satisfaction). Performance Measures Average number of days to respond to e-mails, phone calls and internet requests FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 FY 2010 Estimate 108.3 Other Appropriated Funds Disciplinary actions taken Strategic Issues: To continually improve computer technology in an effort to enhance service to licensees and consumers thereby increasing the licensee base in the future, which would impact revenue receipts. 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. Issue 1 Issue 2 ‹ Goal 1 To ensure that licenses and renewals are issued in a timely manner to competent physicians with high standards of professional and ethical conduct. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Applications received 27 27 27 New licenses issued 26 27 28 Explaination: Applicants have one (1) year to activate the license following notification they were successful in passing the examination(s). Number of Initial Drug dispensing registrations issued 6 10 12 Number of drug dispensing registrations renewed 204 210 210 Number of licensees 352 365 370 Average time to process an application for drug dispensing (in days) 2 2 2 Average time to issue a new license ( in days) 2 2 2 Average time to process an application for examination (in days) 5 5 5 Average time to process a license renewal ( in days) 5 5 5 ‹ Goal 2 To investigate complaints and enforce standards of practice in a timely manner in order to protect the public from incompetent services. State Board of Podiatry Examiners All dollars are presented in thousands (not FTE). Page 309 Performance Measures Actual Estimate Estimate 4,823 3700 3700 Number of Postsecondary Education Financial Assistance Program student awards 50 120 120 Percent of good or excellent service via evaluation surveys 91 91 90 Number of Arizona Education Loan Program student borrowers 196,944 236,727 286,168 Number of Arizona Family College Savings Program accounts 46,999 50,000 53,000 Number of LEAP student awardees PEA Agency Summary 0.0 COMMISSION FOR POSTSECONDARY EDUCATION Dr. April Osborn, Executive Director Phone: (602) 258-2435 A.R.S. § 15-1851 Mission: To expand access and increase success in postsecondary education for Arizona citizens. ‹ Goal 2 To educate and outreach to families providing information about postsecondary and financial assistance options. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Arizona College & Career Guides distributed 0 14,000 14,000 Number of Arizona College & Career Guide (ACCG) on-line hits 8,883 9,000 9,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,421 2,800 2,800 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,800 2,000 2,000 Performance Measures Description: The Arizona Commission for Postsecondary Education is comprised of 16 Commissioners representing all sectors of postsecondary education including public universities, private colleges, proprietary degree-granting institutions, independent colleges, career schools, and public community colleges. In addition, K-12, charter schools, and the general public are represented. The Commission provides a forum for all sectors of higher education to dialogue, partner, and problem solve issues of mutual interest. Administrative responsibilities of the ACPE include: the Arizona Family College Savings Program, Leveraging Educational Assistance Partnership, Private Postsecondary Student Financial Assistance Program PFAP, Postsecondary Education Grant Program, and grant repayment programs. In addition, the Commission provides information to students and families to plan for, transition into, and succeed in postsecondary education through a variety of educational programs and publications. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Performance Measures Attendees at College Goal Sunday Performance Measures Think College and Parent materials distributed (Spanish) Explaination: *We have discontinued Carlton Q and Future 5. Now Rapid Guide. Think College and Parent materials distributed (English) Explaination: ‹ Goal 3 20,000 20,000 *We are now distributing the Rapid Guide to Financial Aid. To provide a forum to public/private education sectors for discussion of issues of mutual interest and concern. General Funds 3,725.3 4,377.4 4,377.4 Other Appropriated Funds 2,686.1 3,852.7 3,852.7 Performance Measures Other Non Appropriated Funds 4,713.8 3,634.9 6,378.3 Program Total 11,125.2 11,865.0 14,608.4 FTE Positions 13.0 13.0 13.0 Strategic Issues: 14,550 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of statewide committees or task forces collaboratively seeking solutions to issues in postsecondary education 0 1 1 Numbers of research studies published to examine issues of postsecondary access and success 1 1 1 Sectors of Private and public postsecondary higher education can enhance student success and leverage resources by working together. The ACPE Commissioners represent all sectors of postsecondary education. This provides a unique opportunity for discussion, identification of problems or opportunities, and consideration of solutions. The Agency seeks to strengthen relationships among all sectors of higher education, as well as encourage cooperation between the levels of education. Where resources allow, the ACPE will coordinate and promote collaborative research studies of issues important to access and success. Issue 1 Student financial assistance dollars are scarce and should be maximized. The ACPE staff is committed to professional, efficient management of financial assistance programs for the benefit of the public and the higher education institutions with whom they partner. On-going training provides personal development for employees to better administer programs and serve customers. Education of the public regarding savings programs and accessing available financial assistance is key when resources are scarce. Technology is used to improve statewide operation of programs. Issue 2 Families and students need information to plan for, transition into, and pay for postsecondary education. The ACPE leads collaborative efforts to inform the public about higher education offerings, sources of financial assistance, and the preparation necessary to achieve success. The agency seeks to develop partnerships and coalitions to provide information and programs to assist families and students to plan for, transition into, and succeed in postsecondary education. Technology is used to improve statewide access to information and programs for students and families. To administer state and federal student financial assistance ‹ Goal 1 programs in a professional and efficient manner. Issue 3 Performance Measures Page 310 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). Commission for Postsecondary Education ‹ Goal 2 Agency Summary PAA 0.0 POWER AUTHORITY Joseph W. Mulholland, Executive Director Phone: (602) 542-4263 To analyze and critically review the transmission system additions and other cost factors associated with the delivery of Hoover Dam Power. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Cost of Intertie Transmission ($/kWyear) 0 15.24 0 Cost of Parker-Davis Transmission ($/kW-year) 0 12.96 0 Performance Measures A.R.S. §§ 30-101 et seq Mission: 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. ‹ 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. Performance Measures Customers purchasing power from Arizona Power Authority FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 31 0 Description: 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 that 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 are in the best interest of the State of Arizona. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 34,454.2 31,282.1 31,282.1 Program Total 34,454.2 31,282.1 31,282.1 FTE Positions 8.0 8.0 8.0 Strategic Issues: Maintain or reduce costs of generation and transmission resources. Continue to pursue ways to control and reduce costs at Hoover Dam and on the transmission system used for delivery of Hoover power. Issue 1 Meet the additional work load created by deregulation of the electric utility industry. Deregulation of the electric utility industry at the wholesale level is being considered by the Federal Energy Regulatory Commission (FERC) and the utilities they regulate. Although the Authority is not subjected to FERC jurisdiction, many organizations we deal with are affected by the FERC orders. Consequently, the Authority must prepare for active participation in the deregulated markets. Issue 2 Train staff to provide additional or more efficient service to customers. Continue to actively support customers and to enhance their ability to compete in deregulated energy markets. Employ computer models to study pooling and aggregation of customer needs and resources, as the deregulated industry will require greater Authority and customer interaction in this regard. Issue 3 Fulfilling statutory and contractual obligations in a restructured industry. APA must ensure that state and federal legislative and regulatory changes allow it to continue to fulfill its obligations. APA must be able to adjust its procedures and processes to ensure continued effective use of its resources. To analyze cost of service studies and other factors ‹ Goal 1 affecting the cost of power from Hoover Dam, in an effort to keep future power costs to a minimum. Issue 4 Performance Measures Hoover annual revenue requirements (in thousands) Power Authority FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 70,701.0 0 All dollars are presented in thousands (not FTE). Page 311 Agency Summary PVA 0.0 Program Summary PVA 1.0 STATE BOARD FOR PRIVATE POST-SECONDARY EDUCATION LICENSING AND REGULATION Teri Stanfill, Executive Director Phone: (602) 542-2399 Teri Stanfill, Executive Director Phone: (602) 542-5709 A.R.S. §§ 32-3001 et seq. A.R.S. §§ 32-3001 to 32-3058 Mission: Mission: To protect the health, safety, and welfare of Arizona citizens by regulating private postsecondary educational institutions and providing services to their students. To protect the health, safety and welfare of Arizona citizens by regulating private postsecondary educational institutions and providing services to their students. Description: Description: The Board licenses and regulates approximately 192 private postsecondary educational institutions, serving approximately 343,800 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. The Board licenses and regulates approximately 192 private postsecondary educational institutions, serving approximately 343,800 students annually. The Board acts on license applications, determines compliance, investigates complaints and violations, and takes disciplinary action. FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate 304.4 334.7 334.7 ¾ STUDENT TUITION 232.4 345.4 345.4 Agency Total: 536.8 680.1 680.1 REGULATION Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 304.4 334.7 334.7 0.0 0.0 0.0 Program Total 304.4 334.7 334.7 FTE Positions 3.5 3.5 3.5 Other Appropriated Funds ¾ LICENSING AND RECOVERY FUND FY 2008 Actual General Funds ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) Other Non Appropriated Funds ‹ Goal 1 To ensure legal operations, ethical practices, and quality education in the private postsecondary sector. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of institutions licensed 192 200 210 Total number of renewal licenses approved 306 314 324 0.0 0.0 0.0 Number of adverse actions taken 51 55 55 Other Appropriated Funds 304.4 334.7 334.7 Number of annual inspections conducted 44 35 35 Other Non Appropriated Funds 232.4 345.4 345.4 Number of students enrolled 343,779 350,000 355,000 1 1 1 25 20 10 General Funds Number of licenses denied Program Total 536.8 680.1 680.1 FTE Positions 6.0 4.8 4.8 Number of institutional closures ‹ Goal 2 Strategic Issues: Maintain effective and efficient regulation for a continued increase in the licensee base The number of institutions are expected to continue to increase, but not to the extent of the last two years. However, there has been a significant increase in the number of specialized programs offered, both residential and on-line. These programs require a significant amount of research and review by Staff to ensure compliance with the standards of the various accrediting agencies, Board statutes and rules. Issue 1 Issue 2 Regulation of web based programs. Online learning programs continue to expand in all sectors of education. Industry trends indicate that the number of institutions offering online programs and the number of students will continue to increase as a result of access of online education. To timely investigate student/consumer complaints and adjudicate the complaints to protect the public. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of annual student complaints investigated 24 20 20 Number of student complaints resolved/dismissed 15 15 15 Number of student complaints resulting in disciplinary action 4 5 5 Number of Student Complaints Pending 5 0 0 Number of non-student complaints investigated 10 20 20 Number of non-student complaints resolved 4 15 15 Number of non-student complaints resulting in disciplinary action 6 5 5 Number of non-student Complaints Pending 0 0 0 90 90 90 Performance Measures Number of written inquiries ‹ Goal 3 To efficiently and effectively administer the licensing and regulation program of the Board. Performance Measures Customer Satisfaction Survey (scale of 1-8) Administration as a percentage of total cost Page 312 All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.9 7.8 7.9 3. 3.2 3.2 State Board for Private Postsecondary Education Program Summary PVA 2.0 STUDENT TUITION RECOVERY FUND Teri Stanfill, Executive Director Phone: (602) 542-5709 A.R.S. §§ 32-3071 to 32-3077 Mission: To protect the health, safety and welfare of Arizona citizens by regulating private postsecondary educational institutions and providing services to their students. Description: The Board 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. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 232.4 345.4 345.4 Program Total 232.4 345.4 345.4 FTE Positions 2.5 1.3 1.3 ‹ Goal 1 To provide equitable financial restitution, in a timely manner, to students financially injured as a result of a school closure. Performance Measures Number of claims filed Number of claims rejected Number of claims paid/settled/closed Number of claims pending Average number of calendar days to pay claims ‹ Goal 2 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13 30 10 1 0 0 12 30 10 0 0 0 28 60 60 To collect or secure monies sufficient to provide for student financial restitution. Performance Measures Number of institutions billed FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8 150 150 1.0 316. 310. Amount available to students (in thousands) 754.2 837.5 831.6 Amount paid in Student Claims 104.7 250. 50. Amount of assessments collected (in thousands) ‹ Goal 3 To provide students access to their educational records in a timely manner. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of student record requests processed 1712 1700 1700 Average number of days to process requests 11 10 10 Performance Measures State Board for Private Postsecondary Education All dollars are presented in thousands (not FTE). Page 313 Percent of licensees in compliance with continuing education requirements Agency Summary SYA 0.0 Explaination: BOARD OF PSYCHOLOGIST EXAMINERS ‹ Goal 4 Benjamin Foster, Executive Director Phone: (602) 542-3018 A.R.S. §§ 32-2061, et. seq. To protect the health, safety, and welfare of Arizona citizens by regulating the psychology profession. ‹ Goal 5 Description: Performance Measures The State Board of Psychologist Examiners licenses and regulates professionals to practice in the field of psychology. The Board accepts complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board serves psychologists licensed to practice in the State, as well as all Arizona citizens who receive these professional services. Administration as a % of total cost FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 501.3 407.9 -16.8 0.0 0.0 0.0 Program Total 367.6 407.9 484.5 FTE Positions 4.0 4.0 5.0 Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.64 7.5 7.5 To measure the Board's administrative costs as a percentage of its total budget. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 5.7 0 FY 2010 Estimate 367.6 Other Appropriated Funds n/a Licensees audited at time of renewal - every odd numbered year Customer satisfaction rating (scale 18) Funding and FTE Summary: (Thousands) 90 To encourage public input regarding the Board's performance by utilizing customer surveys. Performance Measures Mission: n/a Strategic Issues: Issue 1 Supervision of trainees Since the last budget was prepared, the Board has addressed an issue that was brought to its attention by the state psychology association. The issue is the shortage of Arizona licensed psychologists who can provide practicum, internship and residency supervision to those individuals seeking licensure in Arizona. The Board has appointed an Ad Hoc Supervision Study Committee that has worked over the past few months researching this and other supervision issues. The Ad Hoc Committee conducted a public meeting to receive public comments and will make recommendations to the Board in October of 2007. The Board will, over the next few months, consider statute and rule changes related to this issue which may require the Board to contract with a lobbyist and a rule writer to implement the revisions. To protect the public from incompetent practitioners by ‹ Goal 1 efficiently processing the license applications of psychologists to determine if the Board's statutory and rule requirements have been met. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Applications received 108 108 108 New licenses issued 90 90 90 1,831 1,805 1,805 Performance Measures Number of licensees (active/inactive) Explaination: Assuming a 2% attrition rate each year Average days to process an application for licensure (from receipt of application to issuance) ‹ Goal 2 37 37 37 To protect the public from incompetent services and unprofessional and unethical conduct timely by investigating and adjudicating complaints against psychologists. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints received about licensees 50 50 50 Complaints resolved 45 45 45 Average calendar days to resolve a complaint 60 60 60 Performance Measures ‹ Goal 3 To protect the public through the auditing of continuing education credits to ensure the licensees are kept apprised of current standards of practice. Performance Measures Page 314 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). State Board of Psychologist Examiners must be addressed to attract and retain candidates of the highest quality. PSA Agency Summary 0.0 Changing demographics and employee compensation issues also impact retention of skilled employees in support services ranging from information technology, forensic science, engineering, and communications, to facilities design, craftsmen, mechanics, dispatchers, analysts, and administrative personnel. DEPARTMENT OF PUBLIC SAFETY Roger Vanderpool, Director Phone: (602) 223-2359 A.R.S. §§41-1711 to 41-1794 Increase staffing to keep pace with growing service demands and emerging public safety issues. With Arizona's rapidly growing population, many DPS functions which serve the state are seriously understaffed. Issue 2 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. Description: The Arizona Department of Public Safety enforces state law with primary responsibility in the areas of traffic safety, criminal interdiction, narcotics, organized crime, auto theft, and specific regulatory functions. Services include homeland security, criminal intelligence, scientific analysis, aviation support, emergency first care, criminal information systems, training, and statewide communications. Operational and technical assistance is provided to local and state agencies and other components of the criminal justice community. The department also promotes and enhances the quality of public safety through cooperative enforcement and community awareness programs. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ AGENCY SUPPORT ¾ HIGHWAY PATROL ¾ CRIMINAL INVESTIGATIONS ¾ CRIMINAL JUSTICE SUPPORT ¾ ARIZONA PEACE OFFICER FY 2009 Estimate FY 2010 Estimate 48,493.1 55,135.8 45,298.9 116,555.7 142,762.9 151,520.7 52,109.3 72,894.7 72,735.2 62,456.4 69,609.8 70,953.9 9,523.4 8,254.6 8,083.4 289,137.9 348,657.8 348,592.1 STANDARDS AND TRAINING Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 118,648.7 63,459.7 75,445.4 Other Appropriated Funds 103,316.8 193,451.9 198,122.1 67,172.4 91,746.2 75,024.6 Program Total 289,137.9 348,657.8 348,592.1 FTE Positions 2,389.4 2,413.3 2,435.0 Other Non Appropriated Funds Strategic Issues: Bring employee compensation to market parity in order to recruit and retain high quality personnel. With significant competition from other employers, the ability to attract and retain top quality employees is a major challenge. Issue 1 The agency’s workforce in both law enforcement and support positions necessitates highly skilled employees meeting the most stringent standards. Salaries and benefits have to remain competitive with industry, government, and other law enforcement agencies to attract candidates and ensure the workforce reflects the citizens we serve. Competition for recruits among law enforcement agencies is particularly fierce. Qualified applicants must be continually sought to meet the Department’s increasing public safety responsibilities on more than 6,000 miles of highways as well as mounting effective criminal investigations, domestic security, organized crime, and anti-smuggling operations. In addition, qualified applicants will be critical to address the loss of current officers to retirement and career changes. In recent years, the gap between a DPS officer’s pay and that at other state law enforcement agencies has widened impacting the ability to remain competitive. Increasing officer pay Department of Public Safety More patrol officers are needed to meet the Department’s increasing traffic safety and enforcement responsibilities on an expanding system of urban freeways and rural highways. Challenges arising from border security, immigration issues, smuggling, organized crime, auto theft, criminal activity, domestic security, and gangs are demanding time and resources from uniformed officers as well as investigators. More detectives are needed to fill gaps in violent crime, narcotics, white collar investigations, and support of local agencies created when the FBI redirected its resources to counterterrorism. A proportionate increase in support positions is necessary to keep department operations functioning effectively. Critical agency functions serving the public such as fingerprinting, criminal history records, the Sex Offender Compliance Program and crime laboratory already have workloads exceeding staff capacity. The DPS Crime Laboratory’s forensic services alone impact every law enforcement and prosecutorial agency in the state. Calls for expert assistance at crime scenes and dismantling hazardous methamphetamine labs are growing. Over the last seven fiscal years, evidence submissions requiring scientific analysis have increased significantly. Changes to the rules of criminal procedure have shortened the period for laboratory processing with penalties for noncompliance ranging from dismissed charges to release of criminals if scientific reports are not completed on time. In addition, the public and the courts are demanding state-of-the-art analysis as they recognize the vast potential for forensic science to identify criminals and exonerate the wrongfully accused. These and other legislatively mandated services have a high liability associated with work products intended to protect the public, and adequate staffing is critical to meet public demands for service. Replace obsolete information and communication systems by taking advantage of current technology. The agency currently relies on increasingly outdated information systems for both internal functions and external links with criminal justice agencies. In addition, changing technology and interoperability requirements are rendering DPS communications systems obsolete. Issue 3 Many of the DPS information systems consist of mainframe-based technology. These must be upgraded to be consistent with new technology using database management, browsers, and Internet, Intranet, and Extranet solutions for performing processes. The need for improvements, which support a comprehensive records management system, is critical to meeting mandates, legal requirements, and public information expectations. Application of newer technologies will increase efficiency internally as well as allow the agency to better serve the state's criminal justice efforts. The Department also operates the Arizona Criminal Justice Information System which links crime information centers in Arizona to other states and the national system operated by the FBI. In recent years, the FBI implemented technological upgrades to enhance the exchange of criminal information and improve criminal record processing. DPS has been replacing outdated technology used on the state network to enable Arizona agencies to take advantage of the federal enhancements which extend modern crime fighting tools to officers in the field. Changing requirements, federal regulations, and issues of coverage and interoperability are also making the DPS communication systems obsolete. The September 11th attacks dramatically reinforced the critical need for a All dollars are presented in thousands (not FTE). Page 315 statewide interoperable public safety radio system which allows multiple law enforcement agencies and other emergency first responders to communicate directly with each other. Also crucial is the need for a statewide digital microwave system to provide coverage to all areas of the state. Moreover, DPS needs to expand its Mobile Data Computer System outside the Phoenix/Tucson corridor. Expansion will allow more officers to link to the state and national crime information systems and access information on wanted persons, stolen vehicles, and MVD license checks from their patrol cars. Issue 4 Percent customers satisfied with agency services. 3 6 6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 18 18 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of participation in professional, business, or criminal justice associations by program managers. 88 75 75 Number of contacts with community and outside agencies requesting assistance from fleet services. 19 20 20 Number of community events used as recruiting opportunities. 17 8 8 4 4 2 4.7 100,000 100,000 Develop or update one formula per bureau as the basis for determining staffing needs in proportion to departmental growth. Number of business days to process public record requests upon receipt of documents. Vehicles used for patrol and enforcement operations must be regularly replaced and upgraded as an occupant safety issue. In addition, a vehicle replacement program allows the department to take advantage of improvements in fuel economy, service capability, and reliability. Performance Measures Mandated services to the criminal justice system such as scientific analysis and air rescue operations require highly specialized equipment with improved capability. Computer applications, which affect the department’s ability to deliver public services, are particularly susceptible to changing technology. Performance Measures Percent of all injury, vehicle, glass, property and general liability issues processed within the time frame required by risk management. Meet 100 percent of the elements Risk Management has identified as requirements of an OSHA compliant loss prevention program. Performance Measures PSA AGENCY SUPPORT ‹ Goal 3 Mikel Longman, Division Chief Phone: (602) 223-2537 To provide critical assistance to the Arizona Department of Public Safety through logistical and administrative services. Description: Agency Support focuses on maintaining and supporting current department operations by providing crime victim services, basic and continuing training, management services promoting efficiency of government, proactive media relations, contemporary research and planning, legal services, investigation of employee misconduct, internal and external management audits, coordination of financial and human resource services, cost-effective and innovative facilities management, and logistical support. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 28,943.7 13,150.4 16,043.2 728.4 18,256.0 18,024.7 Other Non Appropriated Funds 18,821.0 23,729.4 11,231.0 Program Total 48,493.1 55,135.8 45,298.9 FTE Positions 231.3 231.0 231.0 Other Appropriated Funds ‹ Goal 1 To promote public safety in Arizona Performance Measures Number of DPS training programs open to local law enforcement and criminal justice agencies. ‹ Goal 2 Page 316 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 26 18 18 FY 2009 Estimate FY 2010 Estimate To deliver exemplary service Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 77 75 75 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 19.01 20 20 5.8 6.8 6.8 Number of recruitment activities. 47 18 18 Percent of recruitment activities directed toward protected classes. 60 25 25 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.2 5.0 5.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average DPS civilian salary as percent of market. 87.18 87.9 84.9 Average DPS sworn officer salary as percent of market. 88.27 84.9 82.9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 89.3 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 20 20 100 95 95 Percent of DPS newly hired officers successfully completing probation. Mission: General Funds To embody the highest standards of integrity and professionalism Performance Measures A.R.S. §§ 41-1713, 41-1749 Funding and FTE Summary: (Thousands) Number of minority recruiting committee meetings held. Percent of asset forfeiture dollars awarded to community projects. Program Summary 1.0 FY 2008 Actual 85 Based on quarterly survey as part of the agency performance pay plan. FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate The Department's mission is heavily dependent on vehicles, capital equipment, and facilities. The department’s state-wide operations require facilities ranging from public service locations, to remote housing, area offices, service yards, fuel storage, evidence facilities, and scientific laboratories. New facilities are needed to meet statutory mandates and upgrading existing facilities is necessary to meet changing standards. The department has aggressively pursued improvements to help reduce utility costs, comply with environmental requirements, meet federal workplace standards and address security needs. 85 Explaination: Performance Measures Modernize equipment and facilities. 100 Performance Measures Percent of DPS employees that are minorities. Percent of minority employees terminating employment. Performance Measures Percent of employees terminating employment (excludes nonDepartment of Public Safety task force members and retirements) Performance Measures Performance Measures Percent of agency employees attending 8-hrs agency mandated training per year. Performance Measures Number of health/wellness events held statewide. Percent of sworn employees participating in annual fitness assessment. All dollars are presented in thousands (not FTE). Department of Public Safety Performance Measures Agency indirect cost rate to deliver services (percent). Costs avoided through efficiency measures implemented by the Division. Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15.17 TBD TBD 628,000 335,000 335,000 All cost savings, avoidance and recovery except inmate labor. Costs savings through use of inmate labor. This Program Contains the following Subprograms: 4 4 4 Patrol Commercial Vehicle Enforcement Aviation Funding and FTE Summary: (Thousands) 109,000 65,000 65,000 Number of forms converted to document imaging. 40 50 50 Number of human resource processes audited for efficiency improvement. 7 Percent of sworn selection files processed by Human Resources within 10 weeks. 71.5 Percent of civilian selection files processed by Human Resources within 8 weeks. 66.7 70 70 Percent of testing processes updated annually by Human Resources. 22.7 33 33 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Jack Lane, Division Chief 17.4 23 23 Phone: (602) 223-2348 Dollar value of asset forfeitures on an annual basis (in millions). 2.7 4 3 Dollar value of Building Renewal funds received (in thousands). 465 125 125 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 68 50 50 Performance Measures Dollar value of federal grant awards received (in millions). Performance Measures Install mobile camera units in patrol cars. Explaination: 70 100 100 100 Provision of the Racial Profiling Settlement Agreement Percent of data analysis plan completed and implemented. Explaination: 75 4 Provision of the Racial Profiling Settlement Agreement Percent of Highway Patrol and K-9 officers attending NHTSA professional traffic stop training course. Explaination: 4 100 100 100 Provision of Racial Profiling Settlement Agreement-task involves RFP for data analysis services, contractor to formulate plan, and analysis of 12 months data Percent of electronic data retained. 100 100 100 Explaination: Provision of Racial Profiling Settlement Agreement FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Percent of DPS building renewal formula funded. Percent of DPS Capital Improvement Plan projects funded. PSA 2.0 67 10 10 0 10 10 2,056.6 3,767.6 125,045.4 131,770.7 Other Non Appropriated Funds 14,941.4 15,660.9 15,982.4 Program Total 116,555.7 142,762.9 151,520.7 FTE Positions 1,057.5 1,067.0 1,085.0 PSA Subprogram Summary 2.1 PATROL A.R.S. §§ 41-1711 et. seq. Mission: To ensure the safe and expeditious use of the highway transportation system for the public and to provide assistance to local and county law enforcement agencies. Description: Officers patrol nearly 6,000 miles of state and federal highways and enforce Arizona traffic, criminal, state, and federal laws, and commercial vehicle regulations. The Patrol additionally investigates traffic collisions, controls motor vehicle traffic, conducts criminal interdiction programs, makes criminal arrests, supports other law enforcement agencies, promotes traffic awareness and safety through public awareness programs, and provides specialized training to other criminal justice agencies. Funding and FTE Summary: (Thousands) Description: The Highway Patrol program is comprised of Patrol, Commercial Vehicle Enforcement, and the Aviation subprograms. Patrol is aligned into three geographic regions: the Northern, Central, and Southern Bureaus. The Commercial Vehicle Enforcement Bureau and the Aviation Section are statewide programs administered centrally with satellite offices statewide. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 18,883.3 1,556.6 3,267.6 Other Appropriated Funds 68,788.3 111,165.7 118,668.0 7,443.2 8,106.1 8,430.8 Program Total 95,114.8 120,828.4 130,366.4 FTE Positions 881.0 890.0 908.0 Other Non Appropriated Funds Performance Measures To ensure the safe and expeditious use of the highway transportation system for the public and to provide assistance to local and county law enforcement agencies. The Highway Patrol Division additionally provides services and enforcement in commercial motor vehicle, tow truck, school bus enforcement, and safety programs and is responsible for the air rescue and aviation services for the Arizona Department of Public Safety Department of Public Safety 19,026.3 82,588.0 ‹ Goal 1 Mission: FY 2010 Estimate Other Appropriated Funds HIGHWAY PATROL A.R.S. §§ 41-1711 et. seq. FY 2009 Estimate General Funds Program Summary Jack Lane, Division Chief Phone: (602) 223-2348 FY 2008 Actual To promote public safety in Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Identify the top five collision causing driver behaviors as the basis for training relating to enforcement efforts. 5 5 5 Number of collision reduction details targeting collision causing violations. 270 204 204 Explaination: Collision reduction details are in addition to normal staffing. Number of Operation CARE periods where special enforcement projects were conducted targeting collision causing violations and seat belt use. Explaination: 102 102 102 Combined Accident Reduction Efforts (CARE) are multi-state efforts. Fatal highway collisions on Department of Public Safety patrolled roads 289 304 294 Number of fatal highway collisions on DPS patrolled roads relating to alcohol. 42 41 39 Percent of total Department of Public Safety investigated highway collisions related to alcohol 3.96 4.32 4.27 All dollars are presented in thousands (not FTE). Page 317 Performance Measures Number of multi-agency task force operations directed toward apprehension of impaired and aggressive drivers. Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 187 12 12 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Prior to FY06, performance was measured based on percentage of known task force details participated in by DPS. Percent of officers who are HGN certified. FY 2009 Estimate FY 2010 Estimate 71.5 250.0 250.0 Other Appropriated Funds 5,546.4 6,278.0 6,278.0 Other Non Appropriated Funds 7,435.8 7,479.5 7,476.3 84.8 90 85 Program Total 13,053.7 14,007.5 14,004.3 8.9 10 10 FTE Positions 118.5 119.0 119.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate ‹ Goal 1 Percent of mandatory debriefings where half of traffic lanes in a specific direction are closed more than three hours. 100 100 100 Percent of reports prepared on instances where half the traffic lanes in a specified direction were closed for more than three hours. 100 Percent of sworn officers with DRE certification. Performance Measures Number of officers receiving additional training in collision investigation and accident scene management. ‹ Goal 2 34 34 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 11 11 191 48 48 Commercial vehicle enforcement details in high collision areas. 104 40 40 Compliance reviews on targeted motor carriers. 115 80 80 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,414 1,800 1,800 15,783 10,000 10,000 100 100 100 School bus driver applications processed. Explaination: Number of school bus inspections was the measurement through FY07 Percent of school busses taken out of service based on inspections. 22.7 22 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of tow truck inspections completed. 100 100 100 Number of tow truck applications processed. 654 300 300 Percent of tow truck applications processed within 30 days. 100 100 100 Percent of tow truck renewals completed within a month of renewal date. 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 10 10 Performance Measures To embody the highest standards of integrity and professionalism Performance Measures Percent of officers receiving a minimum of 2 hours roll call training per quarter. Performance Measures Percent of employees attending 8-hrs agency mandated training per year. Performance Measures Civil Emergency Task Force training exercises. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.5 95 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 35 15 15 1 per geographical patrol district Number of inspections conducted to ensure availability of civil emergency equipment and report deficiencies. 31 Performance Measures Information and training presentations for judicial officials. ‹ Goal 2 To embody the highest standards of integrity and professionalism FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of new Highway Patrol officers trained in commercial vehicle enforcement. 100 100 100 Percent of other agency personnel receiving requested commercial vehicle enforcement training. 100 100 100 2 2 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 90 90 Performance Measures 15 15 Subprogram Summary 2.2 FY 2010 Estimate Percent of school bus inspection completed. To deliver exemplary service Number of pro-active events that affect awareness of the driving age public. PSA FY 2009 Estimate School bus driver records audited. Number of citizens' academy per year. Explaination: 100 FY 2008 Actual Performance Measures Performance Measures 46 Performance Measures ‹ Goal 3 100 To promote public safety in Arizona COMMERCIAL VEHICLE ENFORCEMENT Jack Lane, Division Chief Phone: (602) 223-2348 Number of classes designed to train Commercial Vehicle Enforcement Bureau and other agency personnel in hazardous materials standards. Performance Measures A.R.S. §§ 41-1711 et. seq. Percent of employees attending 8-hrs agency mandated training per year. Mission: To provide technical and essential services to the law enforcement community in the areas of commercial vehicle, tow truck, and pupil transportation safety and enforcement, and provide assistance and guidance on the safe handling of toxic waste in relation to transportation issues. Description: The Commercial Vehicle Enforcement Bureau is the primary commercial motor vehicle, tow truck, and school bus safety enforcement arm of the Department of Public Safety. The bureau's responsibility includes the training of personnel and assistance to local agencies that have specific problems with commercial motor vehicle law enforcement. Additionally, the bureau responds to hazardous material incidents throughout the State involving accidental discharges of hazardous materials and trains personnel involved in this effort. Page 318 All dollars are presented in thousands (not FTE). Department of Public Safety ‹ Goal 3 PSA Subprogram Summary 2.3 AVIATION To embody the highest standards of integrity and professionalism Performance Measures Jack Lane, Division Chief Phone: (602) 223-2348 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 90 90 Percent of employees attending 8-hrs agency mandated training per year. A.R.S. §§ 28-240, 41-1834 PSA Mission: To provide an immediate, 24-hour per day, statewide air support response capability for critical occurrences and emergency situations, to provide aerial and logistical support for law enforcement, highway safety, and traffic enforcement operations, and to provide transport services in support of governmental operations and critical administrative functions. Description: The Aviation subprogram is comprised of four air rescue helicopter units, a fixed-wing air support unit, an aircraft maintenance unit, and administrative staff. The air rescue units are strategically based around the State to provide the most efficient and effective service. The air support and aircraft maintenance units are based in Phoenix at Sky Harbor Airport. Services provided include: first responder emergency medical services, technical rescue operations, medical and disaster evacuation, search operations, aerial and logistical support for law enforcement, highway safety and traffic enforcement operations, and transport services in support of governmental operations and critical administrative functions. To accomplish its mission, the subprogram operates and maintains a fleet of five rotary-wing and four fixed-wing aircraft. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 71.5 250.0 250.0 8,253.3 7,601.7 6,824.7 62.4 75.3 75.3 Program Total 8,387.2 7,927.0 7,150.0 FTE Positions 58.0 58.0 58.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 CRIMINAL INVESTIGATIONS David Denlinger, Division Chief Phone: (602) 223-2812 A.R.S. §§ 41-1761 et. seq. Mission: To protect the public by deterring crime using innovative investigative and specialized enforcement strategies and resources. Description: The Criminal Investigations Division provides investigative, specialized enforcement, and high risk response support to federal, state, and local criminal justice agencies. The Division conducts investigations regarding narcotic trafficking, organized crime, intelligence, illegal immigration and border security, vehicle theft, gangs, computer and financial crimes, as well as major crime investigations when requested by other criminal justice agencies. The Division provides specialized high risk response to acts of extraordinary violence and domestic preparedness incidents. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 42,533.9 45,918.3 609.3 12,112.2 9,559.9 8,966.1 14,864.2 14,704.7 Program Total 52,109.3 72,894.7 72,735.2 FTE Positions 502.3 522.8 522.8 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote public safety in Arizona Program Summary 3.0 48,470.6 To promote public safety in Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of collision and crime scene investigation classes by Vehicular Crime Unit. 0 4 6 100 Number of accident reconstructions completed utilizing simulation software. 0 8 10 100 100 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Number of counter-terrorism partners co-located at ACTIC. 45 40 40 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of time that at least one twinengine aircraft is available under a scheduled aircraft maintenance program. 100 95 95 Percent of fixed wing pilot availability, within 2hrs notice, for law enforcement emergency transport missions. 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of time helicopter fleet meets availability standard under scheduled maintenance program. 100 95 95 Percent of air rescue pilots meeting proficiency standards in the bureau ground and flight training program. 100 100 Percent air rescue paramedics trained to state standards 100 Percent crew members receiving technical rescue training Performance Measures Performance Measures Performance Measures Number of helicopter flights to assist officers with highway safety, patrol, and traffic enforcement efforts. Explaination: 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 130 144 144 Measurement changed from percent of increase starting in FY08 Number of fixed-wing flights to assist officers with highway safety, patrol, and traffic enforcement efforts. Explaination: ‹ Goal 2 100 87 60 60 Measurement changed from percent of increase in FY08. To deliver exemplary service Performance Measures Number of proactive events that affect public awareness. Department of Public Safety FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 89 64 64 Performance Measures Explaination: The Arizona Counter Terrorism Information Center is designed to process intelligence and manage responses to acts of terrorism. Number of personnel committed to task forces combating identity theft and fraudulent documents. 4 6 6 Number of significant identity theft and fraudulent document investigations. 121 20 20 Number of investigations completed in support of sex-offender registration programs. 94 120 120 Number of human smuggling organizations identified. 0 4 4 Number of human smuggling operations disrupted or dismantled. 0 50 50 Number of investigations involving violent crimes associated with human smuggling. 0 50 50 Number of financial investigations involving human smuggling organizations. 0 5 5 Percent of human smuggling victims processed without escape or injury. 0 90 90 All dollars are presented in thousands (not FTE). Page 319 Performance Measures Counter-drug assessments published per year. Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6 3 3 Number of gang summits GIITEM will coordinate for criminal justice executives. 2 1 1 97 100 100 365 Number of regional gang public information programs coordinated by GIITEM. 1 1 1 200 Number of web sites established and maintained by GIITEM for gang related communication with stakeholders. Number of community awareness programs conducted by the ACTIC. 235 50 50 Number of Criminal Investigations Division community outreach programs presented. 71 12 12 Number of community awareness programs presented by computer forensic examiners. 36 15 15 These assessments define the drug trafficking environment Number of intelligence reports disseminated in support of local initiatives on drugs, organized crime, gangs and auto theft. 886 Number of geospatial products provided in support of local intelligence initiatives. 261 Explaination: 365 200 Geospatial products enhance the consumer's ability to visualize a scene. Number of GIITEM street gang intelligence bulletins published. 10 12 12 Number of intelligence reports received. 470 700 700 1043 1040 1045 658 650 675 21,636 22,000 25,000 Number of Rocky Mountain Information Network (RMIN) member agencies served. Number of agencies with RMIN connectivity. Number of RMIN database inquiries. Explaination: Inquiry definition changed in FY08 ‹ Goal 3 To embody the highest standards of integrity and professionalism Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 75 75 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of CID personnel attending training beyond mandated in-service to increase skills relating to their assignment. RMIN intelligence research requests. 0 6,000 6,500 Number of RMIN analytical requests. 176 165 175 15 20 25 Performance Measures Percent of employees attending 8-hrs agency mandated training per year. 100 90 90 Number of research and development projects conducted by computer forensic examiners. 108 40 40 Number of Gang Liaison Officers. Explaination: One gang officer in each of the 15 counties Number of Detention Liaison Officers. 0 15 15 Number of agencies participating in GIITEM gang database. 77 85 90 Number of major gang enforcement operations conducted by GIITEM. 28 9 9 Number of minor gang enforcement operations conducted by GIITEM. 90 36 36 Number of information systems available to analysts and officers at ACTIC. 171 60 60 Number of criminal organizations trafficking in narcotics identified or disrupted. 42 Number of clandestine labs dismantled and distribution networks disrupted 27 30 30 Number of stolen vehicles recovered by detectives assigned to the auto theft task force. 3,433 2,500 2,500 Number of chop shops dismantled by the auto theft task force. 27 25 25 To provide professional and effective scientific, technical, regulatory, and operational support to the Department of Public Safety, the criminal justice community, and the public. Number of insurance fraud investigations conducted by detectives in the auto theft task force. 50 40 40 Description: Number of auto salvage/storage/auction yards inspected by detectives in the vehicle theft task force. 41 35 35 Number of felony suspects arrested by detectives in the vehicle theft task force. 296 300 300 Number of computer forensic cases requested for examination. 249 250 275 13,809 15,000 16,500 Number of computer forensic training sessions conducted or coordinated by DPS forensic detectives. 20 20 20 Number of independent investigations at the request of other jurisdictions. 24 50 50 Amount of gigabytes analyzed by forensic examiners. Explaination: 15 15 584 500 500 Number of felony fugitives arrested. 0 350 350 Number of crime information cards received. 0 900 900 Number of human smuggling intelligence or information bulletins initiated. 0 ‹ Goal 2 CRIMINAL JUSTICE SUPPORT Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. §§ 41-1711 to 1712, 1750 12 12 FY 2009 Estimate FY 2010 Estimate The Criminal Justice Support Division (CJSD) is responsible for developing and coordinating scientific, technical, regulatory, and support services essential to the promotion of public safety in Arizona. Special attention is given to providing scientific analysis and criminal justice support to Arizona's criminal justice agencies. CJSD further develops, operates, and maintains the data processing and data/voice communications systems that operate statewide. This Program Contains the following Subprograms: 4 4 4 4 Scientific Analysis Communications Information Systems Criminal Information and Licensing Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 28,144.8 2,334.4 7,164.0 Other Appropriated Funds 19,391.1 38,038.3 38,766.8 Other Non Appropriated Funds 14,920.5 29,237.1 25,023.1 Program Total 62,456.4 69,609.8 70,953.9 FTE Positions 575.5 570.0 574.0 To deliver exemplary service Performance Measures Page 320 Program Summary 4.0 Mission: Includes officer involved shootings, public corruption, critical incidents and other specialty inquiries. Number of responses to police situations involving the use of special weapons or tactics, explosives, dangerous materials or high risk activity. PSA FY 2008 Actual All dollars are presented in thousands (not FTE). Department of Public Safety Performance Measures PSA Subprogram Summary 4.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 32 32 32 Presentations given by regional crime laboratories. SCIENTIFIC ANALYSIS Georgene Ramming, Division Chief Phone: (602) 223-2400 ‹ Goal 3 A.R.S. §§ 41-1761 et. seq. Performance Measures Mission: To assist the Department, the Arizona criminal justice community, and the public in the timely investigation and adjudication of criminal cases by utilizing state-of-the-art analytical techniques, providing the most accurate scientific analysis of evidence, and presenting expert court testimony. To embody the highest standards of integrity and professionalism. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of scientific analysis employees receiving one job-specific training session. 100 100 100 Percent of scientific analysis employees receiving two job-specific training sessions. 75 75 75 Percent of employees attending 8hrs agency mandated training per year. 90 90 90 Description: The Scientific Analysis subprogram provides scientific analysis of evidence, technical crime scene assistance, secure storage of evidentiary items, training, and expert testimony to all criminal justice agencies in the State. Scientific and technical services are provided in the areas of DNA, Serology, Toxicology (drugs and poisons in biological specimens), Breath and Blood Alcohol, Controlled Substances (drugs), Firearms and Tool Marks, Footwear and Tire Tracks, Trace Evidence (explosives, arson, hairs, fibers, paint, glass, etc.), Latent Fingerprints, Questioned Documents, and Photography. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 3,146.7 0.0 0.0 13,828.0 8,996.7 9,596.7 3,139.2 11,521.6 11,521.6 Program Total 20,113.9 20,518.3 21,118.3 FTE Positions 183.5 185.0 185.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote public safety in Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of scientific analysis cases submitted. 57,441 62,036 66,999 Percent of crime lab cases over 30 days old 4.7 4.0 4.0 Performance Measures Explaination: 7 positions held vacant due to budget shortfalls. Number of arrestee DNA samples submitted. Explaination: 9,659 19,000 19,500 Explaination: 100 40 100 As required under HB2787, 48th Legislature Number of arrestee DNA profiles resulting in CODIS hits. 3 50 75 Explaination: New measure for FY08 as required HB2787, 48th Legislature FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate Number of evidence disposals conducted annually by the Crime Laboratory system. Performance Measures Percent of Southern Regional Crime Laboratory completed. Performance Measures Average number of days required to analyze a blood alcohol submission from evidence receipt to result delivery. ‹ Goal 2 Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service. Performance Measures Percent of obsolete scientific equipment replaced. Department of Public Safety COMMUNICATIONS Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. §§ 41-1713, 41-1749 Mission: To ensure officer and public safety comes first by giving assistance and information to the public; providing statewide radio dispatch services for the Department of Public Safety, emergency medical services, and other criminal justice agencies; and providing design, coordination, construction, and maintenance services for statewide radio, voice, and data telecommunications systems. Description: Communications operates three dispatch centers located in Phoenix, Tucson, and Flagstaff to facilitate the flow of information and provide assistance to the public, Department of Public Safety officers, criminal justice agencies, and emergency service providers. In addition, this subprogram provides the infrastructure to support public safety services for state, county/local governmental agencies, and the Emergency Medical Communications System (EMSCOMM). Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15,425.5 2,073.9 6,903.5 Other Appropriated Funds 982.3 13,633.5 13,633.5 Other Non Appropriated Funds 547.0 6,961.5 2,751.7 Program Total 16,954.8 22,668.9 23,288.7 FTE Positions 173.0 173.0 177.0 ‹ Goal 1 To promote public safety in Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of 9-1-1 calls answered by operational communications. 207,789 208,000 209,000 Number of administrative calls answered by operational communications. 725,060 660,000 660,000 Complete FY 2009 Estimate FY 2010 Estimate Average percent of 9-1-1 calls answered in 10 seconds or less. 92 93 94 30 30 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 1 1 110 108 108 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 50 100 FY 2008 Actual 32 Performance Measures ‹ Goal 2 To deliver exemplary service Performance Measures To deliver exemplary service Performance Measures Subprogram Summary 4.2 General Funds As required under HB2787, 48th Legislature Percent of arrestee DNA samples profiled. PSA FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 1 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 25.5 20 20 Number of workload formulas developed to ensure adequate staffing for exemplary customer service. Performance Measures Number of replacement schedule plans developed and implemented for obsolete equipment, computers and technology. All dollars are presented in thousands (not FTE). Page 321 FY 2008 Actual FY 2009 Estimate Number of portable radios replaced. 181 115 200 Number of mobile radios replaced. 118 75 150 Number of base stations replaced. 10 FY 2008 Actual 8 FY 2009 Estimate 15 FY 2010 Estimate 10 16 16 Performance Measures Performance Measures Number of squad, district, or commander meetings attended by a representative of Operational Communications. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 100 Complete To embody the highest standards of integrity and professionalism FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 90 90 84.8 60 60 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 20 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Southern Loop Microwave Project completed. 28.5 50 75 Digital microwave paths installed and activated. 9 5 5 Number of microwave sites upgraded. 3 4 3 Number of mobile data computer (MDC) sites added to the system. 5 5 2 Number of mobile data computer (MDC) expansions. 283 100 25 Performance Measures Percent of personnel attending 8hours agency mandated training per year. Percent of Wireless Systems Bureau employees attending one job-specific training class. Performance Measures Number of obsolete dispatch consoles upgraded. Performance Measures PSA To deliver exemplary service Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 450 300 300 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 5 5 75 100 Complete Number of personal computers replaced in accordance with 5-yr program. Number of legacy applications converted through refreshed technology. Percent of completion, initial phase, automated integrated records management system to facilitate agency wide information sharing. Explaination: Needs assessment, functional requirement document and RFP Average number of PC support work orders over 30 days old. 58 50 50 Average number of Application Development Data Processing Service Requests more than 60 days old. 32 40 30 0 100 300 Number of employees migrated to the web portal ‹ Goal 3 To embody the highest standards of integrity and professionalism. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of employees attending 8-hrs agency mandated training per year. 99 90 90 Percent of employees attending a jobspecific training session. 52 33 33 Performance Measures PSA Subprogram Summary 4.4 CRIMINAL INFORMATION AND LICENSING Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. Titles 24, 26, 32, 41; §§ 41-1750, 41-2401 et. seq. Subprogram Summary 4.3 ‹ Goal 2 Performance Measures Percent of automated help desk software project implemented. ‹ Goal 3 FY 2010 Estimate Mission: INFORMATION SYSTEMS To provide efficient and responsive criminal information and regulatory services to the criminal justice community and the public as mandated by federal and state law. Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. § 41-1713 Description: Mission: To provide information services to internal and external DPS customers in support of public safety and to improve department efficiency through automation and the application of new technology. Description: The Information Systems subprogram designs, develops, maintains, and operates automated computer systems to support the enforcement, investigative, and administrative functions of the Agency. These programs include the statewide criminal justice information on-line network used by all criminal justice agencies in Arizona. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,354.1 50.0 50.0 920.8 6,741.7 6,741.7 Other Non Appropriated Funds 1,777.6 612.5 612.5 Program Total 8,052.5 7,404.2 7,404.2 FTE Positions 60.0 62.0 62.0 ‹ Goal 1 To promote public safety in Arizona Performance Measures Percent ACJIS system availability. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.9 99.7 99.7 The Criminal Information and Licensing subprogram includes management of the Arizona central state repository of criminal history information and the statewide Arizona Automated Fingerprint Identification System (AZAFIS). It coordinates access for the Arizona Criminal Justice Information System (ACJIS) and administers the concealed weapons, sex offender registration and community notification compliance, and private investigation and security guard licensing programs. It provides training/certification and compliance monitoring for AZAFIS, the central state repository, and the ACJIS network; background checks for private investigation licensing, security guard licensing, concealed carry permits, and other authorized private and government entities. Additionally this subprogram compiles and publishes the Arizona Uniform Crime Report. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2010 Estimate General Funds 4,218.5 210.5 210.5 Other Appropriated Funds 3,660.0 8,666.4 8,794.9 Other Non Appropriated Funds 9,456.7 10,141.5 10,137.3 Program Total 17,335.2 19,018.4 19,142.7 FTE Positions 159.0 150.0 150.0 ‹ Goal 1 To promote public safety in Arizona Performance Measures Percent of all registered sex offender addresses verified annually. Page 322 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85.3 90 90 Department of Public Safety Performance Measures Average number of days required to process an arrest disposition. Performance Measures Percent of Arizona sex offenders in absconder status. Performance Measures Percent of identities verified and validated through fingerprint searches using the MetaMorpho system upgrade. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13.8 4 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.61 6.0 6.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81 80 85 FY 2009 Estimate FY 2010 Estimate Number of security guard agencies audited annually. 22 36 36 Number of open security guard and private investigator complaints exceeding 90 days from receipt to final disposition. 14 7 3 Number of open security guard and private investigator complaints exceeding 120 days from receipt to final disposition. 8 4 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate ‹ Goal 2 To deliver exemplary service Performance Measures Develop and maintain one staffing formula per bureau. Performance Measures Percent of Automated Fingerprint Id System (AFIS) reliability 99.6 98 98 Average number of days to process a clearance card when applicant has no criminal record. 11 18 16 Average number of days to process a clearance card when applicant has a criminal record. 34 41 40 Average number of days to process a criminal records check and provide the results. 6 9 8 Average number of days to process a concealed weapons permit when research is required. 6 Average number of days to process a concealed weapons permit when no research is required. 3 6 6 Number of backlogged deceased fingerprint cards processed. 0 4,734 4,733 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of criminal justice agencies transitioned to the Arizona Disposition Reporting System. 3 3 4 Percent of completion, initial phase, online ACJIS Terminal Operator Certification Project. 25 Performance Measures 13 100 13 Complete Initial phase is PIJ and Concept of Operations Document FY 2008 FY 2009 FY 2010 Performance Measures Actual Estimate Estimate ‹ Goal 3 112 102 103 Percent of employees attending 8hours agency mandated training per year. A.R.S. §§ 41-1822 et. seq. Mission: Description: The Arizona Peace Officer Standards and Training Board (POST) is composed of thirteen members appointed by the Governor according to the provisions of A.R.S. § 41-1828.01. The program provides the following: funding for basic training academies; reimbursement for materials and supplies; continuing training for law enforcement officers (i.e., sponsorship, financial support, and actual delivery); development of standards for law enforcement officers (i.e., physical, educational, and proficiency skills); certification and decertification of law enforcement officers; and the development of standards for correctional officers. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99 90 90 FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 9,523.4 8,254.6 8,083.4 Program Total 9,523.4 8,254.6 8,083.4 FTE Positions 22.8 22.5 22.2 ‹ Goal 1 0.0 To develop, implement, and update standards for the selection, retention, and training of peace officers and corrections officers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 35 FY 2008 Actual 33 FY 2009 Estimate 33 FY 2010 Estimate Percent of model lesson plans developed for distribution. 100 100 100 Percent of academies utilizing over 80% of model lesson plans 100 100 100 Percent increase in field training officer satisfaction with academy training programs. TBD TBD TBD Percent of curricula review completed. Performance Measures Explaination: System needs to be established to measure satisfaction. Establish a system to monitor field training officer satisfaction with academy training programs. Performance Measures Percent of academies using standardized competency examinations. Percent of administrative rules reviewed. ‹ Goal 2 0 1 N/A FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To promote and uniformly enforce compliance with the standards prescribed for peace officers and corrections officers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate New hires. 1,594 1,650 1,650 Peace officers requiring basic training. 1,302 1,350 1,400 0 139 140 Agencies to be audited. 170 170 170 Certified peace officers. 16,500 Performance Measures Peace officers via waiver testing. 15,757 16,500 Corrections officers. 5,578 6,000 6,000 New hire minimum qualification compliance audits conducted. 1,650 1,650 1,700 30 30 30 Days required to conduct new hire audits. Department of Public Safety FY 2008 Actual Performance Measures To embody the highest standards of integrity and professionalism Performance Measures ARIZONA PEACE OFFICER STANDARDS AND TRAINING Mr. Tom Hammarstrom, Executive Director Phone: (602) 223-2514 Performance Measures Explaination: Number of tri-annual criminal history record reviews conducted. Program Summary 5.0 To ensure professionalism, integrity, and public trust by providing training and maintaining standards for peace officers in the State of Arizona. FY 2008 Actual Performance Measures PSA All dollars are presented in thousands (not FTE). Page 323 Mandated in-service training compliance audits conducted. Performance Measures Percent of agencies in noncompliance. Performance Measures Academy audits completed. Performance Measures Days to complete decertification investigations. ‹ Goal 3 1,357 1,600 1,600 Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 10 10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 FY 2008 Actual 4 FY 2009 Estimate 4 FY 2010 Estimate 118 125 125 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Administration of Justice programs giving credit for POST training. 12 12 12 POST courses qualifying for college credit. 16 16 17 College courses qualifying for POST mandated training credit. 730 730 730 Inter-governmental agreements and partnerships. Performance Measures Revenues received from public sources ($ thousands). Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23 25 25 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 254 200 200 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Efficiency review ideas received. 6 10 10 Efficiency review ideas considered for implementation. 6 10 10 Percent of Agency CEOs rating overall POST services as 7.0 or greater. 75 66 66 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 90 90 90 N/A 90 90 To enhance the professional development of peace officers through continuous improvement of basic and in-service training, and to provide for a comprehensive system for agency attainment of POST-mandated training. Performance Measures Qualified instructors teaching POST programs. Performance Measures Train-the-trainer programs provided to agencies. Performance Measures Calendar School Programs presented by POST and the Community Policing Institute. Attendees of Calendar Schools. Performance Measures DVD training programs produced. Participants in DVD training programs. Performance Measures Percent of POST model curricula available via resource bulletin board. Performance Measures Number of students participating in interactive web-based training program. Performance Measures Percent high-risk, high liability topics reviewed. Page 324 Percent of in-service programs achieving an overall evaluation of 8.0 or better. FY 2010 Estimate To maximize the funds available for peace officer training by using available training facilities, minimizing operational costs, and augmenting funds by seeking grants. Performance Measures ‹ Goal 5 Performance Measures FY 2009 Estimate To recommend curricula and promote advanced law enforcement courses in universities and colleges in conjunction with their governing bodies. Performance Measures ‹ Goal 4 Percent of train-the-trainer, specialty, and regional training programs reviewed. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 320 320 325 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 40 40 50 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 93 100 100 2,704 FY 2008 Actual 3,000 FY 2009 Estimate 3,000 FY 2010 Estimate 2 6 8 2,500 FY 2008 Actual 8,000 FY 2009 Estimate 10,000 FY 2010 Estimate 0 20 25 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 368 1,000 3,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 All dollars are presented in thousands (not FTE). Department of Public Safety January 1, 2009, so that all horses participating in graded stakes have blood samples drawn pre-race in accordance with the Racing Medication and Testing Consortium's recommended best practices regarding "milkshaking." Each jurisdiction must determine the testing method, either TCO2 or base excess, and set a baseline. A race will lose its grade eligibility if this testing is not performed. These additional tests will further improve the level of safety and integrity on the industry. Agency Summary RCA 0.0 DEPARTMENT OF RACING Luis A. Marquez, Acting Director Phone: (602) 364-1695 A.R.S. §§ 5-101 et seq Issue 2 Mission: To regulate and supervise pari-mutuel racing and wagering conducted in Arizona in order to protect racing participants and the wagering public. To regulate and supervise boxing events conducted in Arizona to protect all participants in these events. Description: The Department of Racing regulates the Arizona pari-mutuel horse and greyhound racing industries. The Department oversees and supervises all commercial horse, greyhound and county fair racing meetings, including all live and simulcast racing; issues permits for all approved commercial horse, greyhound and county fair racing meetings; supervises operation of offtrack betting sites; conducts background checks and licenses all racing participants; collects state revenues generated by race meetings; promotes and encourages the breeding of horses and greyhounds in the state; promotes and encourages the adoption of retired racehorses and retired greyhounds; and enforces laws and rules related to racing and wagering to protect the industry participants and the public. The Department also regulates and supervises all boxing, kickboxing, tough man, unarmed combat, and mixed martial arts events in Arizona to ensure that all events under Boxing Commission jurisdiction held in the state are sanctioned by the Arizona State Boxing Commission and that all participants are duly licensed. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ COMMERCIAL RACING ¾ COUNTY FAIR RACING ¾ BOXING Agency Total: FY 2009 Estimate FY 2010 Estimate 3,772.5 3,730.1 3,922.5 1,666.1 1,460.1 1,460.1 97.0 96.7 182.9 5,535.6 5,286.9 5,565.5 The Department has the responsibility to monitor all permittee locations and has aggressibely enforced the laws of Arizona and the Department's Administrative Code provisions regarding illegal substances. The protection of racing participants extends to the animal athletes, and individuals who work directly with the animals and are under the influence of any type of illegal substance put other race participants, as well as the animal athletes, at risk. Individuals who can show a lawfully issued prescription for a substance resulting in a positive test are not subject to disciplinary action. The specific rules in R19-2-112(9) for horseracing participants and R19-2311(7) for greyhound racing participants are part of a rulemaking package currently making its way through the approval process. The rules currently state: "a licensee shall not apply, inject, inhale, ingest, or use any prohibited substance while on permittee grounds." The language is being enhanced to include "be under the influence of, possess or use any narcotic, dangerous drug or controlled or prohibited substance as regulated by A.R.S. § Title 13, Chapter 34." Additionally, the current rules regarding alcoholic beverages are being modified to include "any alcoholic beverage, in any quantity." A Permittee Pre-Employment Screening Pilot Policy was instituted to require Arizona commercial racing permittees to provide preemployment screening of new, unlicensed job applicants for positions at racetracks and off-track wagering facilities. This included drug-testing for certain job categories, instructions regarding the Department’s licensing process, consequences for falsification of a racing license application, and notification of criminal and racing offenses that could result in license denial. Although several permittees had already implemented drugscreening as part of their hiring process, this policy requires all permittees to do so. The intent of the policy is to ensure that individuals working in permittee restricted areas, those coming in contact with the animals or humans participating in live racing events, employees who operate machinery, employees who handle money, and employees who serve or sell alcoholic beverages would be drug-free. Additionally, the permittee grounds have been designated as "Drug Free Zones" with appropriate signage being displayed. Issue 3 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,673.7 2,623.3 502.9 513.6 513.6 Other Non Appropriated Funds 2,359.0 2,150.0 2,150.0 Program Total 5,535.6 5,286.9 5,565.5 FTE Positions 46.5 46.5 50.0 Other Appropriated Funds 2,901.9 Strategic Issues: Issue 1 Animal Drug Testing and Enforcement In May 2007, the Office of the Auditor General recommended that the Department continue to move forward to align its drug testing practices with the Model Rules, seek consensus with the industry in areas where there may be concerns, and put the equine drug testing policy and penalties into administrative rule instead of solely in Department policy. In August 2007, the Commission endorsed the proposed Equine Animal Medication Model Rules with exceptions preferable for Arizona racing. The Commission approved an Interim Policy to become effective October 1, 2007. In September 2007, the Association of Racing Commissioners International (ARCI) endorsed the Model Rules section (ARCI-011-020(J)) pertaining to the regulation of anabolic steroids. The Commission approved the addition of the anabolic steroids prohibition section to the Department Interim Policy. In addition, the American Graded Stakes Committee met in August 2008 and made changes to its eligibility requirements and drug testing protocol. Those changes include regulation of anabolic steroids and require testing for alkalizing agents in graded stakes races beginning Arizona Department of Racing Human Drug Testing and Enforcement Restructure of Permit and License Application Process A.R.S. § 5-108 requires the Department to conduct a thorough investigation concerning applications for permits and licenses. The evaluation process for permit applications involves the approval of multi-million dollar commercial racing operations, and as such requires a rigorous, extensive review and analysis. Therefore, the Department must review, analyze, investigate, and identify financial, business management and property/ownership issues of permit applicants. The Department now accepts electronic filing of some required documents and is currently evaluating suggestions for improvement of the permit application process that include possible legislative changes as well as revisions to the Arizona Administrative Code. The license application form has been updated to make it more userfriendly. In addition to the license application being available for individuals to access from the Department website, the Department provides instructions, a list of documents that prove lawful presence in the United States acceptable to the Department, and a list of criminal charges that may prevent an applicant from getting a license approved. This information is provided to facilitate communication and enhance applicant understanding of the process. Issue 4 Employee Retention and Development The Department believes it is important to encourage employees to remain in State service and fosters an atmosphere of support regarding training opportunities and enhancing career development. The Department has lost several valued employees during this past fiscal year due to illness and retirement issues. Efforts are underway to attract the most qualified candidates available to fill those positions vital to our Mission, and approved by ADOA in compliance with current hiring freeze requirements. Among the employment prerequisites are flexibility in an ever-changing environment All dollars are presented in thousands (not FTE). Page 325 and a superior attitude toward customer service, both internally and externally. Additionally, the Department has implemented various policies to encourage employee creativity and participation in enhancing services, regulation and processes. A new employee performance evaluation policy was approved to encourage open and relevant communication between employees and supervisors in a positive manner. Issue 5 HORSE RACING Luis A. Marquez, Acting Director Phone: (602) 364-1695 A.R.S. §§ 5-101 to 5-115 Boxing Program Expansion The Department of Racing also regulates and supervises all boxing, kickboxing, tough man, and mixed martial arts competitions in Arizona to ensure compliance with statutes and rules, thereby protecting all participants. On April 28, 2008 Governor Napolitano signed HB 2834, amending A.R.S. § 5-221, 5-222 and 5-225. These amendments define "unarmed combat," and allows the sanctioning of these events. The legislation also provides that the Department can determine the amount of fees charged for licensing these events, funds collected are available to the Department for the administration and regulation of the program, and specifies that the funds collected are not subject to the provisions of A.R.S. § 35-190 as that statute relates to lapsing appropriations. The ability of the Department to retain these funds can ensure proper employee training regarding the sanctioning of these events and proper regulation of these events, as well as allowing the Boxing Division to be more self-supporting, requiring fewer General Fund dollars. RCA 1.0 Subprogram Summary RCA 1.1 Mission: To regulate and supervise all commercial horse racing meetings and parimutuel wagering conducted on- and off-track in Arizona in order to ensure compliance with laws and regulations and, thereby, protect racing participants and the wagering public. Description: The Department of Racing regulates and supervises all commercial horse racing meetings, conducts investigations, issues licenses, conducts equine drug testing, oversees wagering, hears appeals of decisions, collects revenues for the State, distributes awards to program recipients, and provides information upon request to the public and other agencies. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Program Summary FY 2009 Estimate FY 2010 Estimate 1,560.6 1,375.7 26.5 34.5 1,471.9 34.5 847.8 681.8 681.8 COMMERCIAL RACING Luis A. Marquez, Acting Director Other Appropriated Funds Phone: (602) 364-1695 Program Total 2,434.9 2,092.0 2,188.2 A.R.S. §§ 5-101 to 5-115 FTE Positions 23.3 23.3 24.3 Other Non Appropriated Funds ‹ Goal 1 Mission: To regulate and supervise pari-mutuel racing and wagering conducted in Arizona in order to protect both animal and human racing participants, as well as the wagering public. Performance Measures Description: The Department of Racing regulates and supervises all commercial horse racing meetings and pari-mutuel wagering conducted on and off track in Arizona in order to enforce laws and regulations and, thereby, protect racing participants and the wagering public. The Department is committed to the Equine Medication Model Rules and the regulation of anabolic steroids. Additionally, the Department focuses on the reduction of positive animal drug tests in both greyhound and horse racing. This Program Contains the following Subprograms: 4 4 General Funds Other Appropriated Funds Other Non Appropriated Funds Number of Stewards' rulings issued Explaination: Percent of original Stewards' actions upheld on appeal Percent of positive equine drug tests Number of horse racing investigations conducted regarding compliance with rules ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,569.5 2,526.6 2,719.0 44.0 53.5 53.5 1,159.0 1,150.0 1,150.0 Program Total 3,772.5 3,730.1 3,922.5 FTE Positions 40.3 40.3 42.3 FY 2009 Estimate FY 2010 Estimate 561 450 495 100 99.0 100 1.4 0.95 0.75 2, 022 1,005 750 4,100 4,018 3,938 To process license applications and conduct background investigations in a timely manner to ensure that only those eligible pursuant to Arizona racing-related statutes, rules, and regulations receive licenses. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of licenses issued 3,692 2,500 1,750 Number of licenses denied 7 5 6 Number of background investigations conducted regarding licensing. 2,022 1,800 1,450 Percent of license denials upheld on appeal 86.0 95.0 95.0 Percent of total horse racing licensees with disciplinary action 5.73 3.15 2.00 25 25 20 Performance Measures Average number of calendar days to complete fingerprint reviews from time taken to receipt of criminal history report ‹ Goal 3 To encourage and promote horse breeding in Arizona through administration of and timely distribution to recipients of funds available through Breeders and Stallion Awards Programs. Performance Measures Number of active horse breeders Page 326 FY 2008 Actual Stewards are the first-line enforcers of the statutes and rules and protectors of the racing participants and animals. They monitor every aspect of the race meet. Number of equine drug tests conducted Horse Racing Greyhound Racing Funding and FTE Summary: (Thousands) To ensure that all participants and permittees involved in commercial horse racing operate and perform in compliance with applicable Arizona racing-related statutes, rules and regulations. All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 120 135 140 Arizona Department of Racing Percent of active breeders winning awards 93.0 75.0 80.0 4.0 5.0 5.0 Average number of days that awards were processed before the deadline ‹ Goal 4 To encourage employment and retention of professional staff of the highest quality in order to best serve the needs and interest of the State and the horse racing industry. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17.0 20.0 20.0 8 10 10 Employee turnover rate Number of employees who completed formal work-related training ‹ Goal 5 To educate all licensees and racing participants in Arizona regarding violations involving the use of illegal substances. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 54 60 66 Number of positive human drug test results 8 12 13 Number of refusals to test 5 4 5 13 16 18 Number of human drug tests conducted Number of investigations regarding positive drug tests and refusals to test FY 2009 Estimate FY 2010 Estimate Number of licenses issued 1,264 550 400 Number of licenses denied 3 3 1 Number of background investigations conducted 1,210 400 380 Percent of background investigations resulting in disciplinary or enforcement action 20.4 21.0 25.0 Percent of license denials upheld on appeal 100.0 100.0 100.0 247 85 75 ‹ Goal 3 To inspect greyhound puppies, the facilities where they are maintained and the vehicles used to haul the greyhounds within the state to enforce compliance to insure the health, safety, and welfare of greyhounds with Arizona laws and regulations, and protect the integrity of the greyhound industry. Performance Measures GREYHOUND RACING Luis A. Marquez, Acting Director Phone: (602) 364-1695 To regulate and supervise all commercial greyhound racing meetings and pari-mutuel wagering conducted on- and off-track in Arizona in order to ensure compliance with laws and regulations and, thereby, protect racing participants and the wagering public. 48 40 35 35 30 2 1 1 Number of greyhound hauling vehicle inspections conducted 36 35 30 Number of greyhound hauling vehicle inspections resulting in violations 0 1 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 81.0 50.0 50.0 ‹ Goal 4 To encourage and promote greyhound breeding in Arizona through administration of and timely distribution to recipients of funds available through Breeders Awards Programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 51.0 52.0 52.0 Average number of days that awards were processed before the deadline 4.0 5.0 5.0 Number of active greyhound breeders 90 95 100 Performance Measures Description: The Department of Racing regulates and supervises all commercial greyhound racing meetings, conducts investigations, inspects facilities and hauling vehicles, issues licenses, conducts greyhound drug testing, oversees wagering, hears appeals of decisions, collects revenues for the State, distributes awards to program recipients and provides information upon request to the public and other agencies. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,008.9 1,150.9 1,247.1 17.5 19.0 19.0 311.2 468.2 468.2 Program Total 1,337.6 1,638.1 1,734.3 FTE Positions 17.0 17.0 18.0 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 58 Number of inspections of greyhound puppy litters Mission: FY 2009 Estimate Number of inspections conducted at facilities Performance Measures A.R.S. §§ 5-101 to 5-115 FY 2008 Actual Number of facilities licensed Number of inspections resulting in violations and disciplinary action Subprogram Summary RCA 1.2 Percent of greyhound breeders winning awards ‹ Goal 5 To encourage employment and retention of professional staff of the highest quality in order to best serve the needs and interests of the State and the greyhound racing industry. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Employee turnover rate 0.0 0 0 Number of employees who completed formal work-related training 2.0 4.0 5.0 To ensure that all participants and permittees involved in greyhound racing operate and perform in compliance with applicable Arizona racing-related statutes, rules, and regulations. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Stewards' rulings Issued 313 282 254 Percent of positive canine drug tests 0.11 0.05 0.17 1,210 800 400 0.9 1.0 1.0 4,639 4,500 4,450 Number of greyhound racing investigations conducted regarding compliance with rules Percent of greyhound racing licensees with disciplinary action Number of canine drug tests conducted ‹ Goal 2 FY 2008 Actual Performance Measures Number of background investigations resulting in disciplinary action Performance Measures ‹ Goal 1 receive licenses. To process and investigate license applications in a timely way while ensuring that only those eligible pursuant to Arizona racing-related statutes, rules, and regulations Arizona Department of Racing All dollars are presented in thousands (not FTE). Page 327 and interest of the State and the horse racing industry. Program Summary RCA 2.0 Performance Measures COUNTY FAIR RACING FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 64.0 57.5 50.0 0.0 3.0 4.0 Employee turnover rate Number of employees who completed formal work-related training Luis A. Marquez, Acting Director Phone: (602) 364-1695 A.R.S. §§ 5-101 to 5-115 Program Summary Mission: RCA 3.0 To promote and improve county fair racing in Arizona and regulate and supervise county fair racing to ensure compliance with laws and regulations and, thereby, protect racing participants and the wagering public. Luis A. Marquez, Acting Director BOXING Phone: (602) 364-1695 A.R.S. § 5-221, 5-222, 5-225 Description: The Arizona Department of Racing regulates and supervises all county fair horse racing meetings, provides staff to operate race meetings, conducts investigations, issues licenses, conducts equine drug testing, oversees wagering, conducts hearings on investigation referrals, collects revenues for the State and provides information upon request to the public and other agencies. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Mission: To regulate and supervise boxing events conducted in Arizona to protect all participants in these events. Description: The Department regulates and supervises all boxing, kickboxing, unarmed combat, tough man, and mixed martial arts events in Arizona to ensure compliance with laws and regulations, thereby protecting all participants. 7.2 0.0 0.0 458.9 460.1 460.1 Other Non Appropriated Funds 1,200.0 1,000.0 1,000.0 General Funds 97.0 96.7 182.9 Program Total 1,666.1 1,460.1 1,460.1 Other Appropriated Funds 0.0 0.0 0.0 FTE Positions 4.7 4.7 4.7 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 97.0 96.7 182.9 FTE Positions 1.5 1.5 3.0 Other Appropriated Funds ‹ Goal 1 To ensure that all participants and permittees involved in county fair racing operate and perform in compliance with applicable Arizona racing-related statutes, rules, and regulations. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 568 550 520 22 35 30 Percent of original actions upheld on appeal 100.0 100.0 100.0 Number of investigations conducted 607 155 100 Number of county fair racing investigations resulting in disciplinary action 61 65 65 Number of county fair race days regulated 66 Performance Measures Number of races supervised Number of Stewards' rulings issued 62 Funding and FTE Summary: (Thousands) ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate To ensure that all events under Commission jurisdiction held in the state are sanctioned by the Arizona State Boxing Commission and that all participants are duly licensed. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of boxing licenses issued 458 850 900 Number of bouts 200 300 200 Percent of bouts without serious injury to contestants 100 100 100 Number of boxing investigations versus the number of bouts 1/200 10/300 10/300 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 60 Performance Measures Number of county fair races supervised - including simulcasting 4,094 3500 3500 Number of events sanctioned 25 35 40 Number of equine drug tests conducted 1,327 1,300 1,275 Number of license applications received 460 855 900 99.0 99.0 99.0 ‹ Goal 2 To process and investigate license applications in a timely manner while ensuring that only those eligible pursuant to Arizona racing-related statutes, rules and regulations receive licenses. Performance Measures Number of licenses issued Number of licenses denied Number of background investigations conducted Percent of license denials upheld on appeal Number of license application denials upheld on appeal ‹ Goal 3 Amount of betterment monies distributed (thousands) Page 328 FY 2009 Estimate FY 2010 Estimate 892 575 550 1 2 2 607 425 400 100.0 100.0 100.0 1 2 1 To encourage and promote county fair racing in Arizona through the distribution of subsidies for purses and Betterment Fund monies to Fair facilities. Performance Measures ‹ Goal 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,200.0 1,200.0 1,200.0 Percent of licenses issued for all applications received ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of boxing investigations resulting in disciplinary action 100.0 99.0 99.0 Number of boxing investigations versus number of bouts 1/200 10/300 10/300 Number of boxing investigations 1 10 10 Performance Measures ‹ Goal 3 To ensure that all participants comply with all health requirements for their safety and the public safety FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of Boxing-related medical exams submitted 1,725 2,750 2,800 Percent of Boxing-related medical exams accepted 98.0 96.0 96.0 Percent of boxing-related medical exams received the day of the event 20.0 30.0 30.0 Performance Measures ‹ Goal 4 To encourage employment and retention of professional staff of the highest quality in order to best serve the needs To investigate all allegations of rules violations that may harm the athlete or the public. To encourage employment and retention of professional staff of the highest quality in order to best serve the needs and interests of the State and the boxing industry. All dollars are presented in thousands (not FTE). Arizona Department of Racing FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of boxing employees who completed formal work-related training 1.0 1.0 1.0 Employee turn over rate 0.0 0.0 0.0 Performance Measures Arizona Department of Racing All dollars are presented in thousands (not FTE). Page 329 levels of Cobalt 60 totaling about 6,000,000 curies. Agency Summary AEA 0.0 Uranium mining, milling and leaching again becoming an issue in Arizona. A.R.S. § 30-654B.16 requires the Agency monitor milling and leaching operations involved with uranium mining. The increase in the price of uranium from $20.00 to >$100.00 per pound has increased mining interest in Arizona. Staffing to monitor the new operations is critical if the Agency is to monitor as required by State Law. Issue 3 RADIATION REGULATORY AGENCY Aubrey Godwin, Director Phone: (602) 255-4845 A.R.S. §§ 30-652 et seq. Mission: To protect the health and safety of Arizonans from unnecessary radiation exposure from all natural and man-made sources. Description: The Arizona Radiation Regulatory Agency provides protection from unnecessary radiation exposure through inspection of radiation sources and their uses, effective response to radiological incidents, environmental sampling, and the certification of those using nuclear medicine technology and those operating X-ray equipment. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ RADIOACTIVE 506.3 636.5 693.2 ¾ X-RAY COMPLIANCE ¾ EMERGENCY RESPONSE ¾ RADIATION MEASUREMENT 602.2 678.7 678.7 612.6 602.2 602.2 839.2 823.9 823.9 ¾ MEDICAL RADIOLOGIC 288.0 288.8 288.8 2,848.3 3,030.1 3,086.8 MATERIALS/NON-IONIZING RADIATION LABORATORY TECHNOLOGY BOARD OF EXAMINERS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,548.6 1,775.3 288.0 288.8 288.8 Other Non Appropriated Funds 1,011.7 966.0 966.0 Program Total 2,848.3 3,030.1 3,086.8 FTE Positions 35.0 38.0 39.0 Other Appropriated Funds 1,832.0 Strategic Issues: Issue 1 X-ray tube head growth exceeds Agency resources. The number of x-ray tube heads in Arizona increases at a rate of about 4% per year. Agency staffing and equipment is unable to keep up with this rate of growth. The reduction in staff caused by reduced funding from the state has caused the Agency to fall farther behind in the inspection of x-ray facilities. In FY 2008, the Agency increased the number of staff inspecting xray equipment; however, the total number of staff is still insufficient to meet the continued increase in x-ray tubes. Also, the new staff is still being trained. As a result, the Agency is just beginning to lower the percent of xray tubes overdue for inspection. The Agency was 40% behind in its inspection of x-ray tubes at the end of FY2008. Drinking water standards have changed and may cause problems with some supplies. The U.S. Environmental Protection Agency has adopted new radiation standards for drinking water. In addition, EPA has adopted new standards for uranium which will require some Arizona public water suppliers to treat their water. The Agency, in association with the Department of Environmental Quality, will perform assessments of the water supplies and the associated impacts on the public. It is likely these supplies will have to be generally licensed for the possession of radioactive material. Issue 4 Issue 5 Relationship with federal agencies will remain uncertain. The U.S. Nuclear Regulatory Commission provides the states with both security training and training support. However, increasing security requirements relating to the safety of radioactive materials takes up staff time even though the U.S. Nuclear Regulatory Commission pays the training expenses. Currently, the Food and Drug Administration continues to support the mammography program, and the U.S. Department of Energy is supporting activities that may be utilized in the event of an accident involving their WIPP shipment through Arizona. Other federal agencies may support some state activities. Each support area is specific and may not always be in accord with Arizona needs. A major radiation incident or terrorist event may occur within the next two years. Since 1979 the Agency has responded to a major radiation incident every ten to twelve years. In addition, there is national concern that enemies of this country may use radioactive materials in a weapon or improvise a nuclear weapon to attack this country. A.R.S. § 30-654B.4 requires the Agency to direct technical response to such events. Issue 6 Radiation monitoring of transportation systems may be required in the future. The transportation of high levels of radioactive material across northern Arizona may be of such public concern the Agency would be requested to monitor the shipments. The addition of security requirements for large quantity shipments may also require the ability to monitor such shipments at ports of entry. The Agency has provided training to the Department of Public Safety and the Department of Transportation to conduct these inspections. Currently, each year there are 40 - 50 shipments of high levels of Cobalt 60 totaling about 6,000,000 curies. Issue 7 Budget constraints affect the ability of the Agency to respond to radiation emergencies. The Agency utilizes personnel from all subprograms to respond to emergencies. Thus when staff is lost from a subprogram, it adversely affects the ability of the Agency to respond to emergencies at Palo Verde Nuclear Generating Station or to any other major radiation accident. Currently, the state is averaging 4 shipments of radioactive material per month along I-40. For each of these shipments, the U.S. Nuclear Regulatory Commission requires notice to the state, including encouragement for the state to consider using armed guards to escort the shipment. Issue 8 High- and low-level radioactive waste will continue to be a public issue and problem. There continues to be major public concern regarding the disposal of radioactive waste. Over the next 10 years the U.S. Department of Energy has scheduled approximately 10,000 shipments of low-level radioactive waste to travel I-40 en route to the Nevada Test Site for disposal. The I-40 corridor, including the nearby railroad, may also be used for shipment of spent nuclear fuel and high-level radioactive waste to the Nevada Test Site. These shipments are expected to occur after 2017. This will require the state to maintain a trained response team for possible radiation accidents within the state. Currently, each year there are 40 - 50 shipments of high Issue 2 Page 330 All dollars are presented in thousands (not FTE). Radiation Regulatory Agency ‹ Goal 5 Program Summary AEA 1.0 RADIOACTIVE MATERIALS/NON-IONIZING RADIATION Art Nunez, Business Manager Phone: (602) 255-4845 To show agency-wide goals and objectives as shown in Budget Act. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11.2 11.2 13.9 Administration as a per cent of total expenditures A.R.S. §§ 30-652 et seq Program Summary AEA 2.0 Mission: X-RAY COMPLIANCE To ensure radiation health and safety for the people of Arizona by regulating the users of radioactive materials, particle accelerators and nonionizing radiation sources. Provides technical expertise to response activities during radiation emergencies or terrorist events. Art Nunez, Business Manager Phone: (602) 255-4845 A.R.S. §§ 30-652 et seq Description: Mission: The Radioactive Materials (RAM) and Non-Ionizing Radiation (NIR) subprogram licenses medical, industrial, and academic users of radioactive materials, and registers users of particle accelerators, and non-ionizing radiation sources. On-site inspections of radioactive materials licensees in Arizona are conducted to ensure proper techniques for use, storage and shipment of radioactive materials. NIR conducts inspections of lasers, tanning booths, radio frequency emitters, power lines, and microwave ovens. To protect the citizens of Arizona from overexposure or unnecessary exposure to x-ray radiation. Provides technical expertise to response activities during radiation emergencies or terrorist events. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 506.3 636.5 693.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 506.3 636.5 693.2 FTE Positions 9.0 10.0 11.0 Description: X-Ray Compliance is responsible for the registration of x-ray machines and the regulation of x-ray radiation. Inspection of all x-ray facilities and equipment utilizing x-rays is performed routinely, including those used for mammographic, chiropractic, dental, veterinary, industrial and medical disciplines. The subprogram supports safe use by operators and the minimization of patient exposure. Funding and FTE Summary: (Thousands) General Funds ‹ Goal 1 To identify and license or register all users of radioactive materials or particle accelerators in Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 461 470 470 New licenses and renewals 70 140 140 Accelerator registrations 63 67 70 26 FY 2008 Actual 32 FY 2009 Estimate 35 FY 2010 Estimate 7.1 7.3 7.3 Performance Measures Number of licenses Accelerator registration actions Performance Measures Customer satisfaction rating ‹ Goal 2 To identify and register all new users of non-ionizing radiation sources in Arizona and renew registrations as appropriate. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Non-ionizing radiation registrations, active. 946 1,000 1,050 Non-ionizing radiation registration actions. 403 475 500 Performance Measures ‹ Goal 3 Number of radioactive materials inspections Explaination: 531.8 0.0 0.0 0.0 Other Non Appropriated Funds 172.4 146.9 146.9 Program Total 602.2 678.7 678.7 FTE Positions 8.0 10.0 10.0 ‹ Goal 1 FY 2010 Estimate 155 160 160 To register all x-ray tubes within the State of Arizona. Performance Measures X-Ray tubes registered ‹ Goal 2 Percent of x-ray tubes inspected Explaination: FY 2009 Estimate FY 2010 Estimate 14,144 14,700 15,200 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18 25 25 As the number of x-ray tubes increases a fixed number of inspectors will inspect a smaller percent of the total. X-ray machines inspected 3,502 3,700 3,700 The number of available inspectors limits the number of inspections. Percent of x-ray tubes overdue for inspection Explaination: FY 2008 Actual To inspect all x-ray tubes to ensure continuous compliance with health and safety standards. Performance Measures Explaination: 531.8 39.60 29.0 25.0 Staffing shortages will force the percentage overdue for inspection to increase. ‹ Goal 3 To certify facilities using mammography equipment in accordance with Federal legislation. ‹ Goal 4 To improve efficiency of subprogram database changes and tracking of applications. 13 25 25 To inspect NIR users to assure conformance with radiation safety regulations Performance Measures Non-ionizing radiation licenses inspected Explaination: FY 2009 Estimate FY 2010 Estimate Estimates assume that budget request for additional staffing is approved. Accelerator inspections ‹ Goal 4 FY 2008 Actual FY 2009 Estimate 429.8 Other Appropriated Funds To inspect all users of radioactive materials or particle accelerators according to Agency regulations. Performance Measures FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 28 80 140 Staff shortage due to staff turnover has reducd the number of inspections. Radiation Regulatory Agency All dollars are presented in thousands (not FTE). Page 331 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of instrument kits distributed to qualified teams 120 120 120 Number of response team members trained 175 200 200 Performance Measures Program Summary AEA 3.0 EMERGENCY RESPONSE Art Nunez, Business Manager Phone: (602) 255-4845 A.R.S. §§ 30-652 et seq Mission: To respond to and provide the necessary planning and technical assistance to resolve any incidents involving radiation or sources of radiation occurring in Arizona, including fixed nuclear facilities. Responds to and trains others to respond to "dirty bombs" and other terrorist events that may occur in Arizona. Provides technical expertise to response activities during radiation emergencies or terrorist events. Description: The Emergency Response subprogram prepares, coordinates and tests the technical portion of Arizona's Fixed Nuclear Facility Emergency Response Plan, including radiation effects assessment and protective action recommendations. The subprogram trains hazardous materials response teams (law enforcement, fire and medical personnel) in initial response to radiation-related incidents, including preparation for high level radioactive waste, transuranic and spent nuclear fuel shipping campaigns. The subprogram also responds to radiation incidents statewide, supports the state's multi-agency task force on terrorism with respect to weapons of mass destruction, maintains a large inventory of emergency equipment, calibrates and provides civil defense instruments to HAZMAT organizations and directs and conducts training of a 50-member monitor pool. The subprogram also arranges for the disposal of abandoned radioactive material sources. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 169.0 Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 164.7 164.7 0.0 0.0 0.0 443.6 437.5 437.5 Program Total 612.6 602.2 602.2 FTE Positions 4.0 4.0 4.0 ‹ Goal 1 To respond effectively to any radiological incidents or accidents within Arizona. Performance Measures Radiological incidents (non-Palo Verde related) Radiological incidents (Palo Verde related) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17 18 18 1 1 1 To promote Agency radiological incident response capabilities within the State's HAZMAT community. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of contact procedure pamphlets distributed to users 5,200 4,000 4,000 Number of assistance requests (state, local or federal agency) 8 Performance Measures Number of Spent Nuclear Fuel or Large Quantity Radioactive Material Shipments ‹ Goal 3 Number of volunteers trained Number of monitoring team members Page 332 RADIATION MEASUREMENT LABORATORY Art Nunez, Business Manager Phone: (602) 255-4845 A.R.S. §§ 30-652 et seq Mission: To measure and monitor man-made and naturally occurring radiation sources throughout the state with an emphasis on nuclear reactor facilities, uranium mining operations, and drinking water. Provides technical expertise to response activities during radiation emergencies or terrorist events. Description: The subprogram determines ambient radiation levels throughout the state by analyzing samples of air, water, milk, soil and vegetation. The subprogram has established sampling networks to continuously monitor Palo Verde Nuclear Generating Station. As Arizona's primary radiation laboratory, the subprogram is contracted to provide technical and analytical support to the Arizona Department of Environmental Quality drinking water program and waste water programs. The subprogram also provides mobile and fixed analytical laboratory support to the Emergency Response and Radioactive Materials/Non-Ionizing subprograms. The subprogram participates in the U.S. Environmental Protection Agency's Indoor Radon Grant Program by determining radon hazards in Arizona and by providing information, on request, to interested citizens. Funding and FTE Summary: (Thousands) General Funds 42 12 50 12 50 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 180 200 200 55 75 75 To ensure that HAZMAT teams around the state are capable of effective first response to incidents involving radioactive materials. During radiation emergencies or terrorist events provide technical expertise to the response activities. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 443.5 442.3 0.0 0.0 0.0 Other Non Appropriated Funds 395.7 381.6 381.6 Program Total 839.2 823.9 823.9 FTE Positions 9.0 9.0 9.0 Other Appropriated Funds ‹ Goal 1 Performance Measures Number of environmental sample analyses ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,509 6,500 6,500 To analyze radon test canisters for the presence of radon in public schools above the recommended action level established by the U.S. Environmental Protection Agency (EPA). Radon canisters analyzed Explaination: ‹ Goal 3 442.3 To analyze environmental samples to ensure that no radioactivity beyond background is present. Performance Measures To continually maintain a pool of trained volunteers from state, county and local government agencies for emergency response to radiological accidents or incidents at the Palo Verde Nuclear Generating Station. Performance Measures ‹ Goal 4 Program Summary AEA 4.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 600 600 Equipment was broken. Replacements have now been completed. To monitor statewide population centers and mining concerns for radiation. Performance Measures TLD monitoring sites Air sampling stations throughout Arizona FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 111 111 110 16 16 16 ‹ Goal 4 To maintain designation as a primacy laboratory for valid data. ‹ Goal 5 To provide laboratory support to the Department of Environmental Quality drinking water and mining programs. Performance Measures All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Radiation Regulatory Agency Number of water samples analyzed ‹ Goal 6 54 30 35 To participate in training and respond to incidents involving radioactive material that may also be an act of terrorism. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 1 1 Number of practices/responses Program Summary AEA 5.0 MEDICAL RADIOLOGIC TECHNOLOGY BOARD OF EXAMINERS Art Nunez, Business Manager Phone: (602) 255-4845 A.R.S. §§ 32-2801 et seq Mission: To protect the health and safety of the people in Arizona against the harmful effects of excessive and improper exposure to medically applied ionizing radiation. Provides technical expertise to response activities during radiation emergencies or terrorist events. Description: The program assures that minimum standards of education and training are met by ionizing machine operators and nuclear medicine technologists; sets standards for and approves schools of radiologic and practical technology; and enforces A.R.S. § 32-2801, et. seq. and Title 12, Chapter 2, Arizona Administrative Code. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 288.0 288.8 288.8 0.0 0.0 0.0 Program Total 288.0 288.8 288.8 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To assure qualifications and issue certificates to qualified applicants. Performance Measures Qualified technologists certified, total Certificates issued within 30 days Number of active medical radiologic technologist certificates ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,458 7,750 7,800 980 1,000 1,000 8,385 8,550 8,700 To enforce A.R.S. § 32-2801 et seq. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints 105 105 105 Number of complaints resolved 112 100 100 ‹ Goal 3 To conduct investigations required by A.R.S. § 32-2821(B). Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of investigations 105 105 105 Radiation Regulatory Agency All dollars are presented in thousands (not FTE). Page 333 Agency Summary RPA 0.0 ARIZONA RANGERS' PENSIONS Janet Napolitano, Governor Phone: A.R.S. § 41-951 Mission: To provide compensation for time spent as an Arizona Ranger. Description: The Arizona Rangers' Pension provides monthly benefits for the last surviving spouse of a retired Arizona Ranger. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13.4 13.7 14.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 13.4 13.7 14.0 FTE Positions 0.0 0.0 0.0 Strategic Issues: Statute requires the pension be adjusted for inflation each year. A.R.S. § 41-954 (B) requires that the Rangers’ Pension receives an annual inflation adjustment based on the Gross Domestic Product price deflator. To provide a monthly stipend to retired Arizona Ranger's ‹ Goal 1 and their spouses Issue 1 Performance Measures Stipend (in dollars) Page 334 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13400 13,700 14000 All dollars are presented in thousands (not FTE). Arizona Rangers' Pension ‹ Goal 1 Agency Summary REA 0.0 To provide excellent customer service to licensees. Performance Measures DEPARTMENT OF REAL ESTATE Percent of department customer service surveys indicating good to excellent service Sam Wercinski, Commissioner Phone: (602) 771-7771 ‹ Goal 2 A.R.S. §§ 32-2101 et seq Average days from receipt to approval of course To protect the public interest through licensure, regulation, and education of the real estate profession in the State of Arizona. Explaination: Description: ‹ Goal 3 The Department regulates real estate licensees (including residential sales, brokers, companies, property managers, business brokers, and commercial brokers), private cemeteries, and membership camping licensees. The Department also regulates real estate educators and schools, monitoring 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 two recovery fund programs-one is available to persons who have sustained out-of-pocket losses and have obtained an otherwise uncollectible money judgment against a licensee for conduct violating statutory duty; the other is available to persons who have sustained out-of-pocket losses and have obtained an otherwise uncollectible money judgment against a developer for an unfinished condominium project. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2008 Actual 4,365.5 FY 2009 Estimate 4,236.5 FY 2010 Estimate 4,476.2 0.0 0.0 0.0 272.9 281.3 281.3 Program Total 4,638.4 4,517.8 4,757.5 FTE Positions 72.4 74.4 74.4 Other Non Appropriated Funds Strategic Issues: Issue 1 Enhance Consumer Protection and Arizona's Reputation Peering into the future, consumers are facing increased challenges. Real estate and mortgage fraud continue to take on new forms; property management scams are on the rise, targeting both landlords and tenants; and foreclosure “rescuers” are preying on vulnerable homeowners. The Department contributes to the General Fund while increasing consumer protection and enhancing Arizona’s reputation of being a state where it is safe to purchase a house and make it one’s home. The investigative and enforcement staff help achieve these goals through developing strong cases from which the Department levies penalties and civil fines that are deposited into the General Fund. Analysis shows that while these staff members work to protect the public, they also generate positive cash flow that is not part of the Agency’s 95/110 funding equation. Funding these positions will generate more revenue for the General Fund and enhance consumer protection. Issue 2 FY 2010 Estimate 99 99 99 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 28 28 28 Budget cuts lead to reduced staffing levels resulting in longer approval times. To improve the quality of class offerings and instructors by monitoring and auditing more classes. Performance Measures Classes monitored Explaination: ‹ Goal 4 FY 2009 Estimate To review and approve new courses quickly and thoroughly. Performance Measures Mission: FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4 50 50 Budget cuts result in reduced staffing levels To create and maintain procedures to process licenses in an efficient and timely manner. Performance Measures Average days from receipt of application to issuance of real estate license FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 1 1 Total real estate applications received 87,332 80,000 20,000 Number of real estate licensees 96,508 97,000 98,000 Explaination: ‹ Goal 5 Number reflects actual count of licensees. This includes individuals, brokers, and entities. To maintain the timeliness of the investigative process. Performance Measures Average calendar days from receipt of real estate or subdivision complaint to resolution Total real estate or subdivision complaints investigated ‹ Goal 6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 224 180 180 1,391 1,500 1,500 To maintain excellent customer service through the timely issuance of public reports. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 31.8 40 40 1,172 1,200 1,200 Includes amendments FY 2008 Performance Measures Actual FY 2009 Estimate FY 2010 Estimate 60 60 Performance Measures Average number of calendar days to issue deficiency letter on subdivision applications received Number of subdivision filings received Explaination: Average number of days to issue an improved lot public report. ‹ Goal 7 To maintain an appropriate ratio of administrative costs in relation to the Department's appropriation. Performance Measures Percentage of administrative costs Explaination: 33.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12.8 13 13 Includes Information Technology, Budget, Policy, Human Resources, and Operations Enhance the Department's Efficiencies through Technology The efficiencies seen from the Online License System have been phenomenal. The Department plans to move forward with Online Public Reports, enhancing the Public Database to include education hours and creating an interactive Education Database that will work with schools to ensure the Industry, the Public, and the Department receive the most up-todate information on any given licensee. State-of-the-art technology, along with appropriate staff, is necessary to ensure the Online License Renewal System and future projects have a successful roll-out. Annual server and personal computer refreshes are necessary to keep the Department up-todate with the latest technologies and continually improving efficiencies. Department of Real Estate All dollars are presented in thousands (not FTE). Page 335 Stephen Ahearn, Director Phone: (602) 364-4838 personnel will continue to attend public hearings of the Corporation Commission that are held outside of Maricopa County and utilize these opportunities to increase public awareness of the office and its mission. To perform preliminary analyses of all pertinent cases filed ‹ Goal 1 at the Arizona Corporation Commission to determine the necessity of our intervention. A.R.S. §§ 40-461 et. seq. Performance Measures Agency Summary UOA 0.0 RESIDENTIAL UTILITY CONSUMER OFFICE Number of cases analyzed 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. Description: The Residential Utility Consumer Office (RUCO) examines primarily rate cases presented to the Corporation Commission and applies accounting, legal and other criteria for determining in which cases to intervene. The technical and legal staff researches and analyzes these cases and, with the targeted use of specialized consultants, determines an appropriate position for residential ratepayers. RUCO then advocates that position before Commission proceedings. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,141.5 1,302.0 1,319.3 0.0 0.0 0.0 Program Total 1,141.5 1,302.0 1,319.3 FTE Positions 12.0 12.0 12.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 70 75 75 6 8 8 To secure for residential utility ratepayers the lowest reasonable rates. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of utility rate hearings 9 6 6 Number of utility hearings 9 6 6 Average rate increase requested by utilities (millions) 4.1 100 10 Average rate increase recommended by RUCO (millions) 1.7 20 4 Average rate increase approved by ACC (millions) 2.5 50 6 Percent variance between utilities' request for rate increases and the actual ACC authorized rates 39 40 40 Performance Measures ‹ Goal 3 To protect residential consumer interests in matters involving competitive issues before the Arizona Corporation Commission. Performance Measures RUCO interventions in cases involving competitive issues Administration as a percentage of total cost Customer satisfaction rating for residential utility customers (scale 18) Strategic Issues: Issue 1 RUCO interventions in rate making FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2 2 2 4.0 4.0 4.0 7 7 7 Dynamic, highly volatile regulated industry climate Growth-related issues continue to challenge the Arizona Corporation Commission's ability to satisfy its competing mandates to regulate monopoly industries in a manner that affords industry participants the opportunity to earn reasonable profits and the utility customers the right to reliable and affordable services. In recent years, this conflict has been most salient with respect to water and wastewater services, as the ACC has found it necessary to grant very large rate increases in these sectors. Transmission line siting decisions are becoming increasingly contentious matters and the problems associated with regional cooperation are becoming national in their significance. The principal natural gas provider has in recent years repeatedly sought a new and inappropriate cost recovery mechanism at odds with routine regulatory practice, and can be relied upon to advance the novel concepts in future proceedings. The electricity industry is facing double- and triple-digit annual price increases in the core fuels used to generate electricity, necessitating more frequent rate cases. Public awareness of agency services, resources, operations and funding RUCO met no opposition for its requested funding during the most recent legislative session, due in large measure to past direct outreach efforts with elected officials. Nevertheless, the agency needs to continue its awarenessraising efforts generally, as the combination of the narrow scope of its operations, its very small budget and low headcount make it difficult to reach consumers and other affected parties effectively. In addition to the outreach efforts listed in Issue 3 below, RUCO will design an appropriatelyscaled formal press relations effort scaled to ensure that the positions, activities and successes of the agency are better and more widely known. Issue 2 Issue 3 Education and Outreach RUCO staff will continue to monitor and participate in federal and state activities consistent with the mission of the office and efforts will be made to more effectively communicate the information gained through those activities to interested constituencies. RUCO utilizes an outreach program which relies primarily on electronic communications through a bi-monthly email newsletter and the agency website. Expansion of the newsletter mailing list and enrichment of the website will continue to be part of ongoing efforts in this area. Despite somewhat limited travel funds, agency Page 336 All dollars are presented in thousands (not FTE). Residential Utility Consumer Office Agency Summary RBA 0.0 BOARD OF RESPIRATORY CARE EXAMINERS Mary Hauf Martin, Executive Director Phone: (602) 542-5995 A.R.S. §§ 32-3521 to 32-3558 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. Description: Respiratory Care Practitioners work in therapeutic, surgical, and/or clinical settings to monitor respiration and lung health, as well as to diagnose and treat disorders. The Board of Respiratory Care Examiners regulates the practice of respiratory care in Arizona. The Board examines and licenses respiratory care practitioners based on minimum competency standards set by the Legislature. Additionally, the Board enforces state laws, rules, and regulations set forth to ensure public safety and investigates complaints filed against a member of the professional community. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 229.0 261.6 289.0 0.0 0.0 0.0 Program Total 229.0 261.6 289.0 FTE Positions 3.5 3.5 4.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Electronic efficiency The agency has made enormous strides in electronic efficiency. With new capabilities come new security requirements and reporting requirements. The information the agency needs to provide to the Governor, Legislators, other health regulatory entities, licensees and the public is getting ever more complex. The Board is endeavoring to add efficiencies to our data management plan. To process license and renewal applications in a timely, ‹ Goal 1 accurate manner. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 508 508 520 1 1 1 1,843 1,843 1,900 New and temporary licenses issued Average number of days from receipt to granting a temporary license Total number of applications for permanent licenses ‹ Goal 2 To ensure the placement of each allegation of professional misconduct on the Board's agenda for review in a timely manner. Performance Measures FY 2008 Actual Complaints received FY 2009 Estimate FY 2010 Estimate 97 100 110 120 150 155 1 1 1 Number of licenses revoked or suspended 13 15 16 Total number of practitioners investigated 97 100 105 101.02 70 80 2 3 3 Average days from receipt of complaint to resolution Average monthly backlog of complaints not yet resolved Percent of investigations resulting in disciplinary or enforcement action Percent Licensees with disciplinary action Board of Respiratory Care Examiners All dollars are presented in thousands (not FTE). Page 337 small handful of these members are retired. As the average age of the System population continues to increase, the ASRS must adopt a separate strategy for the System. Agency Summary RTA 0.0 STATE RETIREMENT SYSTEM A.R.S. § 38-712 Mission: To benefit our members, the Arizona State Retirement System (ASRS) will be a leading state benefit plan administrator in the areas of core member services, funded status, investment performance, and operational effectiveness, while keeping program benefits and associated costs relatively aligned and maintaining actuarial and fiscal integrity. Description: The Arizona State Retirement System provides pension, survivor, disability, health insurance, and educational services for most public sector employers in Arizona, including state universities and colleges, public school districts, local and county governments, and the State of Arizona. As of June 30, 2008, the ASRS had a market value of approximately $25.6 billion dollars and had a total membership of approximately 540,000 members (actively contributing, inactive, retired, and disabled members). FY 2008 Actual Program MEMBER SERVICES ¾ ¾ ADMINISTRATION AND FY 2009 Estimate FY 2010 Estimate 11,826.5 17,057.8 19,459.7 12,341.8 8,775.1 9,087.1 2,818.5 2,819.0 0.0 54,015.3 46,706.1 44,851.0 81,002.1 75,358.0 73,397.8 SUPPORT ¾ INFORMATION TECHNOLOGY PLAN ¾ INVESTMENT MANAGEMENT Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate Successfully complete implementation of the ASRS Business Re-Engineering and Information Technology Plan Since July of 2002, the ASRS has been implementing a business reengineering and information technology plan that has improved business processes and prepared the ASRS for future growth. It is imperative that the implementation of this project continue to be successful so the ASRS can meet its goals and achieve its vision while remaining cost effective. As the ASRS nears the project's completion (fall 2008), ongoing maintenance and upgrades to technology must remain an important priority in order to ensure success. Issue 5 Program Summary RTA 1.0 ($ Thousands) Agency Summary: Successfully implement a Private Equity Portfolio for inclusion in the ASRS's overall asset allocation In October 2006, the ASRS modified its asset allocation policy to include the addition of a private equity allocation. In 2007, the ASRS approved a multiyear private equity implementation plan. Given the specialized nature of new investment allocations, it is important that the ASRS receive the resources necessary to successfully implement the new allocations so it can increase the returns generated and/or mitigate the risk of the total fund. Issue 4 Paul Matson, Director Phone: (602) 240-2031 FY 2010 Estimate MEMBER SERVICES Anthony Guarino, Deputy Director, Chief Operations Officer Phone: (602) 240-2077 A.R.S. § 38-755 Mission: To administer benefits to ASRS members in an accurate, timely, efficient, and cost-effective manner. Description: The Member Services Program is comprised of the Member Services, Financial Services, and Information Services Divisions of the ASRS. These three divisions are collectively responsible for delivering services to ASRS members. 0.0 0.0 0.0 Other Appropriated Funds 22,865.7 24,047.0 24,047.0 Funding and FTE Summary: (Thousands) Other Non Appropriated Funds 58,136.4 51,311.0 49,350.8 General Funds Program Total 81,002.1 75,358.0 73,397.8 FTE Positions 235.0 236.0 242.0 Strategic Issues: Work to minimize contribution rate increases for the ASRS Defined Benefit Plan (The Plan) Plan contribution rates are projected to remain relatively constant in the near term, but are subject to potential increases in the medium term. The ASRS must continue to review, consider, and analyze its funded status, future contribution rate trends, and elements of plan design to ensure that it fulfills its statutory purpose in the most equitable, efficient, and effective manner possible. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 11,826.5 12,906.0 15,158.8 0.0 4,151.8 4,300.9 Program Total 11,826.5 17,057.8 19,459.7 FTE Positions 170.0 170.0 191.0 Other Appropriated Funds Other Non Appropriated Funds Issue 1 Analyze ways to achieve long-term affordability, accessibility, and sustainability for the retiree health insurance program Rising health care costs and complexities associated with delivering health insurance to both Medicare and non-Medicare eligible retirees who live in rural and urban areas will continue to be an issue for the ASRS. The ASRS must continue to look for new ways to maintain an affordable and accessible health insurance program for its retirees. Issue 2 ‹ Goal 1 To ensure that members receive calculations and disbursements timely, consistently, and accurately. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of new retirees receiving initial payments within 10 business days of retirement (objective 90%) 74.95 90 90 Percentage of final audits completed within 60 calendar days of initial benefit payment (objective 90%) --- 90 90 95 90 90 7,500 7,965 8,459 Performance Measures Explaination: Information not yet available Percent of overall member satisfaction with the retirement application process for new retirees (objective 90%) Number of new retirements processed Implement a long-term strategy for the ASRS Defined Contribution Plan (The System) As of June 30, 2008, there were approximately 1,776 members in the ASRS Defined Contribution Plan, or "System", which has been closed to new members since the Defined Benefit "Plan" was adopted in 1972. All but a Issue 3 Page 338 All dollars are presented in thousands (not FTE). Arizona State Retirement System Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 98 98 -- 90 90 Percentage of monthly pension payments disbursed on the first day of the month (objective 98%) Percentage of pension adjustments processed within 10 business days of identification (objective 90%) Explaination: Information not yet available Percentage of 1099R documents distributed by January 31 (objective 100%) 100 100 100 Number of monthly pension payments issued (June payroll) 87,974 93,428 99,221 Number of pension adjustments completed 3,207 3,464 3,741 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of refunds disbursed within 10 business days of request (objective 90%) 91 90 90 Percentage of 1099R documents distributed by January 31 (objective 100%) 100 100 100 Percentage of refunds processed accurately (objective 100%) 100 100 100 94 90 90 13,101 FY 2008 Actual 14,673 FY 2009 Estimate 16,434 FY 2010 Estimate 89 90 90 83.1 90 90 Percentage of service purchase payroll deduction agreements processed within 5 business days of receipt (objective 90%) 97 90 90 Percentage of service purchase cost invoices processed accurately (objective 98%) 99.48 98 98 87 90 90 Number of service purchase cost invoices requested 8,962 9,000 9,250 Number of service purchase lump sum payments completed 6,996 6,500 6,600 595 600 650 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total number of deaths reported (retired members) 2,310 2,400 2,500 Total number of deaths reported (non-retired members) 681 700 750 Performance Measures Percent of overall member satisfaction with the refund process (objective 90%) Number of refund requests processed Performance Measures Percentage of service purchase cost invoices distributed within 15 business days of receipt (objective 90%) Percentage of service purchase lump sum payments processed within 5 business days of receipt (objective 90%) Percent of overall member satisfaction with the service purchase process (objective 90%) Number of service purchase payroll deduction agreements completed Performance Measures ‹ Goal 2 To offer retired and disabled members access to affordable, competitive and efficiently run health insurance and disability programs. Performance Measures Number of months needed to determine eligibility for LTD Number of open LTD claims FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6 6 6 4,973 5,100 5,100 Number of new LTD claims 770 805 842 Number of late LTD claims 24 35 35 89.3 90 90 Percentage of overall member satisfaction with Long Term Disability program (objective 90%) ‹ Goal 3 To ensure that contributions, account information, and financial data are collected, managed, and accounted for efficiently and effectively. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of contributions deposited within 1 business day of receipt (objective 100%) 100 100 100 Percentage of delinquent employer monies collected within 90 days of identification (objective 99%) 100 99 99 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 237 0 0 94.5 100 100 3 12 12 26 26 26 Performance Measures Performance Measures Number of unpaid invoices that are over 30 days (objective 0) Percentage of invoices paid within 30 days (objective 100%) Number of months in which all bank statements were reconciled by month's end (objective 12) Number of pay periods in which all employees are paid timely and accurately (objective 26) ‹ Goal 4 To provide members with easy and timely access to current account information and various educational services to help plan and manage their retirement. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of calls answered within 20 seconds (objective 80%) 84 80 80 Percent of calls abandoned by caller (objective 10% or fewer) 1.8 10 10 Percent of telephone inquiries answered accurately (objective 95%) 98.4 95 95 95 90 90 202,357 FY 2008 Actual 204,000 FY 2009 Estimate 209,200 FY 2010 Estimate Percentage of overall member satisfaction with Know Your Benefits meetings (objective 90%) 100 90 90 Percentage of overall member satisfaction with Getting Ready for Retirement meetings (objective 90%) 100 90 90 Total number of Know Your Benefits meetings (statewide) 108 119 131 Total number of Know Your Benefits meeting attendees (statewide) 2,656 2,922 3,214 Total number of Getting Ready for Retirement meetings (statewide) 235 259 284 Total number of Getting Ready for Retirement meeting attendees (statewide) 5,630 6,193 6,812 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Performance Measures Percentage of overall member satisfaction with Telephone Service at the Arizona State Retirement System (objective 90%) Number of calls received Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of enrollments and declines processed 28,301 30,004 31,811 Number of manual adjustments performed 11,393 12,079 12,806 Performance Measures 70 70 52,609 55,776 59,134 Percentage of walk-in customers served within 15 minutes of arrival (objective 70%) 80.2 Number of retirees receiving a basic premium benefit 90 90 84,882 89,992 Percentage of overall member satisfaction with walk-in counseling (objective 90%) 97.3 80,062 1,521 1,500 1,400 Total number of walk-ins (Phoenix and Tucson) 24,749 26,234 27,808 3,584 3,345 Performance Measures Explaination: Counted from June 2008 payroll Total amount disbursed for basic premium benefit (in thousands) Number of retirees receiving a rural premium benefit, in addition to the basic premium benefit Explaination: Counted from June 2008 payroll Total amount disbursed for rural premium benefit, in addition to the basic premium benefit (in thousands) Arizona State Retirement System 3,634 All dollars are presented in thousands (not FTE). Page 339 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of trimesters for which Internal Audit provided quality reviews of Refunds (objective 3) 3 3 3 Number of trimesters for which Internal Audit provided quality review of Service Purchase invoices (objective 3) 3 3 3 Performance Measures Program Summary RTA 2.0 ADMINISTRATION AND SUPPORT Anthony Guarino, Deputy Director, Chief Operations Officer Phone: (602) 240-2077 A.R.S. §§ 38-711 et. seq. Mission: To establish and maintain an administrative framework to carry out the Arizona Revised Statutes and the directives of the ASRS Board in an accurate, timely, efficient, and cost-effective manner. Description: The Administration and Support Program contains the various support functions necessary to fulfill the ASRS’s statutory responsibility. Support functions include the Office of the Director, Human Resources and Training, Budget, Procurement, Internal Audit, Legal, and External Affairs. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 6,968.8 7,014.4 7,286.2 Other Non Appropriated Funds 5,373.0 1,760.7 1,800.9 Program Total 12,341.8 8,775.1 9,087.1 FTE Positions 35.0 35.0 38.0 ‹ Goal 1 To establish and maintain a cooperative and beneficial relationship with members, employers, and other interested parties through effective communications. Performance Measures Number of employers enrolled with the ASRS Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 730 739 749 Reduction in FY08 due to audit of employers Number of employer conferences/workshops held 34 Number of individual employer meetings held 20 25 30 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of members who "agree" or "strongly agree" that ASRS employees provide good service to members (objective 80%) 97 80 80 Percentage of members who "agree" or "strongly agree" that the ASRS keeps its members informed of matters that affect them (objective 80%) 95 80 80 Percentage of members who "agree" or "strongly agree" that the ASRS is pleasant and easy to do business with (objective 80%) 97 Performance Measures ‹ Goal 2 37 40 80 80 FY 2010 Estimate 7 6 6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of quarters for which Internal Audit provided quality reviews of Investment Compliance (objective 4) 4 4 4 Number of quarters for which Internal Audit provided quality reviews of in-house investment activity (objective 4) 4 Page 340 Mission: To help the ASRS achieve its vision by implementing an integrated and multi-faceted technology solution that will allow the agency to keep pace with expected growth in members and improve service delivery while keeping administrative costs relatively stable over the long term. Description: The ASRS Business Re-Engineering and Information Technology Plan contains five main components: 1. Re-engineering of current business processes and development of an integrated database, the Public Employee Retiree Information System (PERIS) from which all ASRS services will be delivered. 2. Enhancement of network infrastructure. 3. Enhancement of telecommunications infrastructure and systems. 4. Implementation of member-focused web applications. 5. Automation of workflows and replacement of paper through Electronic Document Imaging. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds 4 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,818.5 2,819.0 0.0 0.0 0.0 0.0 Program Total 2,818.5 2,819.0 0.0 FTE Positions 20.0 20.0 0.0 Other Appropriated Funds To develop information technology applications that will support timely and efficient service to members. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of help desk services met (objective 99) 92 99 99 Percentage of business hours during which Interaction Center was operational (objective 99) 99 99 99 Number of hours telephone system was down during business hours (objective 3 hours or less per year) 0 3 3 92 90 90 4.8 4.6 4.6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage completion of IT Plan projects as a whole 99 100 100 Percentage of budget spent for IT Plan as a whole 97 100 100 Performance Measures FY 2009 Estimate Performance Measures Laws 2003 Chapter 262, Section 88 ‹ Goal 1 FY 2008 Actual Number of months in which permanent staffing levels were 90 percent or higher (objective 6) INFORMATION TECHNOLOGY PLAN Kent Smith, Assistant Director, Information Services Phone: (602) 240-2078 Other Non Appropriated Funds To strive to efficiently and effectively secure adequate budgets, develop human resources, procure outside professional services, ensure internal controls and effectiveness, and provide other services as needed to support the agency. Performance Measures Program Summary RTA 3.0 Percentage of critical application outages (PERIS, FMS, workflow, interaction center, website, email), occurring during business hours, that were resolved within 1 hour (objective 90%) Help desk satisfaction rating (objective 4.6 or higher out of 5.0 maximum) Performance Measures 4 All dollars are presented in thousands (not FTE). Arizona State Retirement System Program Summary RTA 4.0 INVESTMENT MANAGEMENT A.R.S. §§ 38-719 et. seq. Mission: To manage the assets of the ASRS in a manner consistent with the goals of the ASRS Board and for the current and future benefit of ASRS members. Description: The Investment Management Program is responsible for overseeing the investment of the ASRS assets, the market value of which was approximately $25.6 billion as of June 30, 2008. FY 2008 Actual General Funds FY 2009 Estimate 0.0 0.0 FY 2010 Estimate 0.0 1,251.9 1,307.6 1,602.0 Other Non Appropriated Funds 52,763.4 45,398.5 43,249.0 Program Total 54,015.3 46,706.1 44,851.0 FTE Positions 10.0 11.0 13.0 Other Appropriated Funds ‹ Goal 1 To achieve a total fund rate of return equal to or greater than the actuarial assumed interest rate. Performance Measures FY 2008 Actual Percentage of investment returns FY 2009 Estimate FY 2010 Estimate -7.6 8.0 8.0 10-Year annualized rate of return on fund assets (%) 5.5 8.0 8.0 10-Year rate of return on Strategic Asset Allocation Benchmark 4.8 n/a n/a ‹ Goal 2 To achieve a total fund rate of return equal to or greater than the Asset Allocation Benchmark. Performance Measures Excess return Performance Measures ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 3-Year Rate of return for Large Cap 4.3 n/a n/a 3-Year Rate of return for S&P 500 (Large Cap Benchmark) 4.4 n/a n/a 3-Year Rate of return for Mid Cap 7.4 n/a n/a 3-Year Rate of return for S&P 400 (Mid Cap Benchmark) 7.5 n/a n/a 3-Year Rate of return for Small Cap 4.5 n/a n/a 3-Year Rate of return for Small Cap Equity Blended Benchmark 5.1 n/a n/a 3-Year Rate of return for NonUS Equity 12.3 n/a n/a 3-Year Rate of return for Custom MSCI (NonUS Equity Benchmark) 15.7 n/a n/a 3-Year Rate of return for Fixed Income 4.0 n/a n/a 3-Year Rate of return for LB Aggregate (Fixed Income Benchmark) 4.1 n/a n/a 3-Year Rate of return for GTAA 6.0 n/a n/a 3-Year Rate of return for Custom GTAA Benchmark 5.9 n/a n/a ‹ Goal 5 To achieve portfolio-level net rates of return equal to or greater than their respective portfolio benchmarks. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of portfolios outperforming benchmarks 18 n/a n/a Number of portfolios underperforming benchmarks 17 n/a n/a FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 n/a n/a 6 n/a n/a Performance Measures Performance Measures Number of portfolios outperforming benchmarks (3 Years) Number of portfolios underperforming benchmarks (3 Years) ‹ Goal 6 To ensure sufficient monies are available to meet cash flow requirements. 25.6 n/a n/a n/a FY 2010 Estimate Maximum average monthly cash balance as a percent of ASRS market value (%) 0.36 n/a n/a n/a n/a Total annual retiree benefit payments (in billions) 2.2 n/a n/a n/a n/a 82.8 n/a n/a n/a n/a -2.0 FY 2008 Actual n/a FY 2009 Estimate 6.8 -0.7 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5-Year rolling expected rate of return 7.7 n/a n/a 5-Year excess return 1.1 n/a n/a ‹ Goal 4 FY 2008 Actual Total market value of ASRS fund assets (in billions) -5.6 To achieve a total fund rate of return equal to or greater than the amount projected in the most recent asset allocation study. Performance Measures n/a FY 2010 Estimate FY 2010 Estimate 3-Year excess return n/a n/a FY 2009 Estimate FY 2009 Estimate 3-Year rate of return on Strategic Asset Allocation Benchmark n/a -7.1 FY 2008 Actual FY 2008 Actual Rate of return on Strategic Asset Allocation Benchmark -6.0 Rate of return for Custom GTAA Benchmark Performance Measures Gary Dokes, Chief Investment Officer Phone: (602) 240-2180 Funding and FTE Summary: (Thousands) Rate of return for GTAA Performance Measures Percentage of liability funded Explaination: Estimate provided by actuary on 8/19/08. Percentage of assets achieving annual investment return expectations within specified basis points of the benchmark 69.6 n/a n/a To achieve asset class net rates of return equal to or greater than their respective broad asset class benchmarks. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Rate of return for Large Cap -13.4 n/a n/a Rate of return for S&P 500 (Large Cap Benchmark) -13.1 n/a n/a Rate of return for Mid Cap -7.4 n/a n/a Rate of return for S&P 400 (Mid Cap Benchmark) -7.3 n/a n/a Rate of return for Small Cap -14.6 n/a n/a Rate of return for Small Cap Equity Blended Benchmark -14.7 n/a n/a Rate of return for NonUS Equity -10.9 n/a n/a Rate of return for Custom MSCI (NonUS Equity Benchmark) -6.2 n/a n/a Rate of return for Fixed Income 6.6 n/a n/a Rate of return for LB Aggregate (Fixed Income Benchmark) 7.1 n/a n/a Performance Measures Arizona State Retirement System All dollars are presented in thousands (not FTE). Page 341 in the workforce, most organizations are not prepared for the loss of knowledge that will come with it. The Department intends to focus on this issue of succession, or workforce, planning by developing a structured program designed to focus on training and mentoring. Agency Summary RVA 0.0 DEPARTMENT OF REVENUE Gale Garriott, Director Phone: (602) 716-6090 Program Summary RVA 1.0 A.R.S. § 42-1001 et seq. SERVICE Mission: To administer tax laws fairly and efficiently for the people of Arizona. Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 Description: Pursuant to Arizona Revised Statutes Title 42, the Department of Revenue (the Department) administers and enforces the collection of individual and corporate income, transaction privilege, withholding and luxury taxes. The Department oversees the fifteen county assessors in the administration of state property tax laws. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ SERVICE ¾ PROCESSING ¾ EDUCATION AND Agency Total: Funding and FTE Summary: (Thousands) General Funds 112,069.0 8,560.0 8,738.9 8,738.9 34,227.1 28,509.8 28,509.8 112,069.0 56,961.1 27,903.4 30,525.8 246,383.4 177,221.1 179,843.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 74,391.8 73,918.6 8,354.9 4,488.8 4,488.8 Other Non Appropriated Funds 163,636.7 98,813.7 98,813.7 Program Total 246,383.4 177,221.1 179,843.5 FTE Positions 1,164.0 1,164.0 1,185.0 Other Appropriated Funds FY 2010 Estimate 146,635.2 COMPLIANCE ¾ AGENCY SUPPORT FY 2009 Estimate 76,541.0 Strategic Issues: To reengineer our business processes to make them more efficient and further automate the administration of taxes. The Business Reengineering/Integrated Tax System (BRITS) initiative, which started in September of 2002, is a set of projects with the overall objectives of improving Department of Revenue business processes and replacing aging legacy standalone tax processing systems with a single, integrated system. The scope of BRITS also includes future efforts to continue to improve efficiency and taxpayer services. Issue 1 Issue 2 To ensure Business Continuity. The Department continues to refine its Business Continuity plan in accordance with the Governor's requirements to address issues of disaster recovery. Business Continuity planning is the on-going process of establishing strategies to minimize disruptions of service to taxpayers, their representatives, State and Local Governments, and Department employees. The goal is to minimize financial loss and ensure the continuation of core processes and the timely resumption of operations in case a situation or event impacts the Department. Issue 3 Mission: To timely and accurately meet the needs of each Arizona taxpayer in: providing answers to their questions regarding licensing; filing requirements and application of the State’s tax laws; providing revenue statistics to the Governor's Office, Legislature and the public to aid in the making of revenue projections; performing economic impact projections and other tax policy determinations; and, ensuring fair, accurate and uniform property valuations and property tax services for client counties as prescribed by Arizona statutes in a manner that is fair, consistent, accurate, professional, timely and with the highest standards of integrity. Description: The Service program is responsible for: issuing tax form and licensing information; answering telephone and written inquiries on the application of tax laws, drafting and publishing rulings, procedures, and instructions to aid taxpayers in understanding their tax obligations; analyzing tax filing, audit and collection information; providing statistics relating to revenues and credits in reports to the Governor's Office, Legislature, departmental staff and members of the public to aid in making revenue projections, economic impact projections and other tax policy determinations; responding to inquiries from the Legislature and Governor's Office as to the economic impact of proposed legislation or other economic impact issues; exercising general supervision over county assessors to ensure all property is uniformly valued, prescribing guidelines for appraisal methods and providing property tax processing services for client counties; resolving taxpayer account problems and disputes; answering billing inquiries; reviewing and evaluating penalty abatement requests; processing license applications for transaction privilege and bingo licensees; and, returning unclaimed property to its rightful owners by identifying, locating and notifying the owners/holders of the property. This Program Contains the following Subprograms: 4 4 4 Inquiries and Requests Local Jurisdictions Taxpayer, Executive, and Legislative Issues Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 9,903.6 10,087.6 Other Appropriated Funds 5,555.9 3,404.0 10,087.6 3,404.0 Other Non Appropriated Funds 131,175.7 98,577.4 98,577.4 Program Total 146,635.2 112,069.0 112,069.0 FTE Positions 201.0 205.0 205.0 To improve communication within the Department. Overall annual employee survey responses to the question “My agency has a good system in place for communicating necessary information to staff” slightly increased in FY08 over the FY07 rating. Department management will continue to focus on this issue as one of the strategic issues for FY10. It is important that employees receive clear and timely communication from all levels of management. Issue 4 To develop and implement a workforce planning program. Statistics show that the 55 years and older workforce will increase to over 45% by the end of 2010. With an increased level of retirements expected Page 342 All dollars are presented in thousands (not FTE). Department of Revenue Subprogram Summary RVA 1.1 Subprogram Summary RVA 1.2 INQUIRIES AND REQUESTS LOCAL JURISDICTIONS Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 A.R.S., Title 42 Mission: Mission: To enable Arizona taxpayers and other customers to understand and more easily comply with Arizona’s tax laws by providing state tax, licensing and unclaimed property information and assistance in a manner that is fair, consistent, accurate, professional, timely and with the highest standards of integrity. To ensure fair, accurate, and uniform property values as prescribed by Arizona statutes, and to provide timely and accurate property tax data services to client counties. Description: The Inquiries & Requests subprogram is responsible for: issuing tax forms and licensing information; answering telephone and written inquiries on the application of tax laws; drafting and publishing rulings, procedures, and instructions to aid taxpayers in understanding their tax obligations; resolving taxpayer account problems and disputes; answering billing inquiries; reviewing and evaluating penalty abatement requests; processing license applications for transaction privilege and bingo licensees; and, returning unclaimed property to its rightful owners by identifying holders of the property and locating and notifying the owners. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 5,783.6 6,000.7 FY 2010 Estimate 6,000.7 5,555.9 3,404.0 3,404.0 Other Non Appropriated Funds 130,891.1 98,360.7 98,360.7 Program Total 142,230.6 107,765.4 107,765.4 FTE Positions 139.0 143.0 143.0 Other Appropriated Funds ‹ Goal 1 To ensure prompt response to taxpayers' immediate inquiries. Performance Measures Percent of written inquiries answered within 30 calendar days in Taxpayer Information and Assistance section Explaination: Explaination: 54 55 55 Explaination: 6:05 6:00 6:00 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.7 3.0 3.0 We anticipate moderate growth in new business without an increase in staff to justify level performance estimates. To attain favorable customer service levels as evidenced by aggregate customer survey scores. Performance Measures Customer satisfaction rating for Taxpayer Information and Assistance section (scale 1-5) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.75 4.70 4.65 It is anticipated that taxpayer calls and contacts will increase over the next few years but a growth in the workforce is not anticipated. Department of Revenue The Division is responsible for administration of the State's property tax laws; appraisal of utilities, railroads, mines, and other complex properties; development of appraisal and assessment guidelines; conducting analyses to ensure assessors' values are within statutorily prescribed limits, and providing property data systems to client counties. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,811.9 2,850.0 0.0 0.0 0.0 284.6 216.7 216.7 Program Total 3,096.5 3,066.7 3,066.7 FTE Positions 45.0 45.0 45.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 2,850.0 To improve the equity and uniformity of values for centrally valued properties. Performance Measures Number of centrally valued property company compliance reviews and/or site inspections Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 105 25 50 Centrally valued properties include water/sewer, mines, railroads, telecommunications and electric companies. Future estimates are lower due to expected decrease in staff (increase in retirements). RVA 1.3 To improve the processing of business license applications. Average license turnaround time (in business days) Explaination: FY 2010 Estimate FY08 actual result is expected to repeat and level off for future years due to proposed automation enhancements. Staff increases are not expected; improvements in automation will help to offset increased call volumes. Performance Measures ‹ Goal 3 FY 2009 Estimate Level performance estimates are based on assumptions of similar workforce with future increased volume of inquiries. Average wait time for all phone calls (in minutes) in Taxpayer Information and Assistance section call center ‹ Goal 2 FY 2008 Actual Description: Subprogram Summary TAXPAYER, EXECUTIVE, AND LEGISLATIVE ISSUES Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 Mission: To provide timely and accurate information to the Governor's Office, Legislature and the public relating to revenues and credits to aid in the making of revenue projections, economic impact projections and other tax policy determinations, to provide thorough analysis of the tax implications of pending and approved legislation; and to assist taxpayers fairly in resolving problems or disputes with their accounts. Description: The Taxpayer, Executive & Legislative Services subprogram is responsible for analyzing tax filing, audit and collection information to create reports for the Governor's Office, Legislature, departmental staff and members of the public to aid in the making of revenue projections, economic impact projections and other tax policy determinations; responding to inquiries from the Legislature and Governor's Office as to the economic impact of proposed legislation or other economic impact issues; resolving taxpayer account problems and disputes; and providing analysis of the tax implications of pending and approved legislation. All dollars are presented in thousands (not FTE). Page 343 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,308.1 1,236.9 1,236.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,308.1 1,236.9 1,236.9 FTE Positions 17.0 17.0 17.0 Average turnaround time for deposits (in business days) Explaination: ‹ Goal 2 To provide timely and accurate information to the Governor's Office, legislature, and the public. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of Hearing Decisions issued within 70 calendar days of the Hearing or from the date the last memo is due Explaination: Explaination: Phone: (602) 716-6891 A.R.S., Title 42 FY 2010 Estimate 9.6 12.0 12.0 5.6 5.7 5.8 To process all Individual Income tax refunds in a timely manner. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of all Individual Income tax refunds transmitted electronically 46.0 50.0 51.0 Average calendar days to refund total Individual Income tax checks (paper warrants and electronic deposits) 7.59 8.00 8.00 Explaination: Mission: FY 2009 Estimate Documents consist of paper and electronic income tax returns as well as corporate, withholding, and TPT returns. Performance Measures PROCESSING Nick Buta, Deputy Quality Executive FY 2008 Actual Future estimates are higher because we are able to more accurately measure the time between receipt of the return and a newly defined end point in the process. In effect, we have expanded the process time to include measuring more activity in the process. Total tax documents processed (in millions) Program Summary RVA 2.0 3.0 To process Individual Income and Transaction Privilege Tax (TPT) returns in a timely manner. Average number of calendar days to process an Individual Income tax return ‹ Goal 3 3.0 Level performance estimates are based on anticipated increasing volumes of work without increase to the workforce. Performance Measures ‹ Goal 1 2.35 We plan on maintaining future service levels with no anticipated increase in staff. To process all incoming electronic and paper tax documents and associated revenues, process tax refunds and execute the mailing of tax documents to Arizona taxpayers in a timely and efficient manner; to ensure the accuracy of taxpayer accounts within the BRITS system; and to provide quality service to satisfy debts owed by taxpayers to other government agencies. Description: The Processing program is responsible for: - opening, editing, and distributing taxpayer-generated documents to processing units; - ensuring department forms, documents and correspondence are prepared for mailing; - providing in-house photocopying and courier service; - preparing documents for entry into various automated tax systems; - performing subsequent document error resolution; - generating tax refunds and correction notices; and - operating the debt setoff program, which transfers portions of taxpayer balances to satisfy debts owed to other government agencies within the State. In addition, the program processes Electronic Fund Transfers and documents associated with the electronic income tax filing program and subsequently processes withholding tax, corporate estimated tax, and transaction privilege tax electronically through the revenue system into the State Treasury. The program collects and distributes taxes imposed on all cigarettes, cigars, smoking tobacco, plug tobacco, snuff, and other forms of tobacco, and also maintains the automated accounts receivable system that interfaces with the automated systems for Licensing, Audit and Collections. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 8,275.6 8,316.9 8,316.9 284.4 422.0 422.0 0.0 0.0 0.0 Program Total 8,560.0 8,738.9 8,738.9 FTE Positions 163.0 163.0 163.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To improve the timeliness of payment processing. Performance Measures Percent of payments deposited within five business days Page 344 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 91 83 84 All dollars are presented in thousands (not FTE). Department of Revenue Program Summary RVA 3.0 Subprogram Summary RVA 3.1 EDUCATION AND COMPLIANCE EDUCATION AND OUTREACH Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 A.R.S., Title 42 Mission: Mission: To ensure compliance with Arizona tax laws and Department regulations and policies through proactive education, fair, firm, timely and reasonable valuation and enforcement activities while providing an effective and equitable legal recourse for taxpayers. In short, the purpose of this program is to ensure that taxpayers pay their fair share of tax, not more and not less. To provide taxpayers and tax practitioners with understandable, accurate and current tax education, information and forms to facilitate voluntary compliance with Arizona’s tax laws, and to provide training and appraisal certification courses to county and state appraisal staff. Description: Description: The Education & Compliance program: - administers a taxpayer outreach and education program for tax practitioners, individual taxpayers and businesses; - provides information services through publications; and - coordinates the Department's speaker's bureau, and in conjunction with the Internal Revenue Service and state universities, offers tax seminars statewide. The Education & Outreach subprogram provides tax education seminars and related programs for taxpayers and tax practitioners including graphics support and information services through publications, speaker's bureau training opportunities and, in conjunction with the Internal Revenue Service and state universities, offers tax seminars statewide. Funding and FTE Summary: (Thousands) General Funds In addition, it is responsible for: - the selection of tax returns and refund claims for audit examination and the accurate and timely review of those returns and claims; - the collection of receivables and delinquent returns, and using collection tools such as phone and field contacts, lien and levy filings, bankruptcy court actions; and - the research of businesses using on-site computerized license compliance checks ensuring business license/registration compliance programs. This Program Contains the following Subprograms: 4 4 4 4 631.7 0.0 0.0 Other Non Appropriated Funds 181.0 185.5 185.5 Program Total 890.3 817.2 817.2 FTE Positions 8.0 8.0 8.0 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of all tax dollars received electronically 57.0 58.0 59.0 Percent of Individual Income tax returns received electronically 55.0 56.0 58.0 ‹ Goal 2 To improve voluntary compliance in the filing of tax returns. General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 26,458.7 27,611.7 27,611.7 Other Appropriated Funds 2,514.6 662.8 662.8 Other Non Appropriated Funds 5,253.8 235.3 235.3 Program Total 34,227.1 28,509.8 28,509.8 FTE Positions 558.0 541.0 541.0 Department of Revenue ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95.8 96.10 96.20 The FY08 actual result is calculated using a preliminary gross revenue number; actual FY08 gross revenue is not available at the time of this report. Explaination: Explaination: Enforcement Funding and FTE Summary: (Thousands) Percent of money remitted voluntarily as a percentage of total receipts To continue to provide educational opportunities to the public and increase attendance. Percent increase in overall attendance at educational seminars Audit and Assessing Collections 631.7 To increase taxpayer transactions conducted electronically. Performance Measures Education and Outreach FY 2010 Estimate 0.0 Performance Measures It inspects, educates and investigates tobacco retailers and distributors for compliance with tobacco tax laws; - investigates allegations of tax fraud; - assists the Attorney General’s office in the prosecution of criminal tax offenders; - conducts administrative and internal investigations; and - develops and supports the valuation of centrally-valued properties. FY 2009 Estimate 709.3 Other Appropriated Funds Performance Measures The program also provides various legal services such as resolving disputed assessments and refund denials: - directs the process of interpreting and applying tax laws; - provides legal support and analysis to the audit sections; and - adjudicates taxpayers’ administrative appeals through the Agency’s Hearing Office. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 29 5 5 There were 12,032 educational attendees in FY08, which was a 29% increase over the 9,351 attendees in FY07. We are targeting 5% growth rates over the next few years due to a decrease in the number of trainers. Number of educational attendees. All dollars are presented in thousands (not FTE). 12,032 12,600 13,200 Page 345 Funding and FTE Summary: (Thousands) Subprogram Summary RVA 3.2 AUDIT AND ASSESSING General Funds Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 Mission: To assist taxpayers in complying with tax laws and filing correct tax returns through: a fair, courteous, and helpful tax return examination and correction process, and providing supporting legal services to fairly resolve disputed audit assessments and refund denials; fairly interpreting and applying tax laws and timely disseminating that information to departmental employees and to the public; providing quality legal support and analysis to the audit sections; fairly adjudicating taxpayer appeals to the Department’s hearing office; and developing fair and reasonable valuations for centrallyvalued properties. Description: The Audit & Assessing subprogram is responsible for the Department's audit compliance programs for corporate, individual income, transaction privilege and use taxes and Special Audit services (luxury tax & unclaimed property), including resolution attempts, internal contests on taxpayer protests and oversight at audit litigation. The subprogram also provides various legal services, such as resolution of disputed assessments and refund denials, adjudication of taxpayers’ administrative appeals to the DOR hearing office; direction of the process of fair interpretation, application and timely dissemination of tax law information to departmental employees and the public; and provision of legal support and analysis to the audit sections. Lastly, the subprogram develops and supports the valuation of centrally valued properties throughout the State, such as mines, utilities and railroads. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 16,080.2 17,059.2 17,059.2 Other Appropriated Funds 2,255.5 407.5 407.5 Other Non Appropriated Funds 5,072.8 49.8 49.8 Program Total 23,408.5 17,516.5 17,516.5 FTE Positions 319.0 316.0 316.0 ‹ Goal 1 To increase the scope and quality of the audit programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of final Transaction Privilege Tax (TPT) audit assessment amounts compared to the initial assessment amounts 71 73 75 Percent of final Individual Income tax audit assessment amounts compared to the initial assessment amounts 85 86 87 Performance Measures RVA 3.3 Subprogram Summary COLLECTIONS Nick Buta, Deputy Quality Executive FY 2009 Estimate FY 2010 Estimate 8,872.7 9,038.9 9,038.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 8,872.7 9,038.9 9,038.9 FTE Positions 210.0 196.0 196.0 ‹ Goal 1 To improve the quality of collection activities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98.00 97.90 97.80 Percent of non-audit revenue to total revenue Explaination: ‹ Goal 2 The FY08 actual result is calculated using a preliminary gross revenue number which was not available at the time of this report. To increase fiscal efficiencies. Performance Measures Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.68 7.70 7.80 Ratio of net enforcement revenue collected per total Department general fund dollar spent Subprogram Summary RVA 3.4 ENFORCEMENT Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 Mission: To encourage voluntary compliance in all tax obligations and work with the taxpayer in entering into payment arrangements that are fair to the taxpayer yet protect the State's interest. To utilize fair and firm enforcement upon broken payment arrangements or lack of taxpayer compliance. To provide quality education to, and inspections of, tobacco retailers and distributors to ensure their compliance with tobacco tax laws; to fairly investigate allegations of tax fraud, assisting the Attorney General’s office in the prosecution of criminal tax offenders; and to timely and fairly conduct administrative and internal investigations. Description: The Enforcement subprogram works with delinquent taxpayers in entering into payment arrangements and educating them in compliance (filing obligations) issues. Upon the taxpayer's action to void the agreement, enforcement collections activity is pursued including filing liens, levies, and seizures of assets. The Enforcement Subprogram also inspects and educates tobacco retailers and distributors regarding compliance with tobacco tax laws, and investigates and assists in the prosecution of criminal offenders. The subprogram also investigates allegations of tax fraud and assists the Attorney General’s office in the prosecution of criminal tax offenders; conducts administrative and internal investigations; and contracts with the Attorney General’s Office for the services of an attorney to prosecute tax cases. Phone: (602) 716-6891 Funding and FTE Summary: (Thousands) A.R.S., Title 42 General Funds 796.5 881.9 881.9 Other Appropriated Funds 259.1 255.3 255.3 0.0 0.0 0.0 Program Total 1,055.6 1,137.2 1,137.2 FTE Positions 21.0 21.0 21.0 Mission: Other Non Appropriated Funds To fairly and efficiently collect receivables and delinquent returns and to ensure businesses are properly licensed/registered with the Department. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Description: The Collections subprogram secures the payment of receivables, delinquent taxes and filing of delinquent returns through telephone, correspondence and field contacts with taxpayers and performs activities to identify and license previously unlicensed businesses. Page 346 ‹ Goal 1 To promote and enforce the legal sale and distribution of tobacco products. Performance Measures Number of retailer and distributor tobacco inspection visits completed All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,652 1,500 1,500 Department of Revenue Explaination: Level performance estimates are based on assumptions of similar workforce. All inspection visits serve multi-purposes including providing education, fulfilling legislative requirements, and identifying seizure opportunities. Number of cigarettes seized (in thousands) Explaination: 198.0 125.0 125.0 Level performance estimates are based on assumptions of similar workforce. The Tobacco Unit will focus on other tobacco products. RVA 4.0 Program Summary AGENCY SUPPORT Funding and FTE Summary: (Thousands) General Funds 819.5 819.5 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 618.7 819.5 819.5 FTE Positions 15.0 15.0 15.0 To increase the level of employee satisfaction. Performance Measures A.R.S., Title 42 Average annual turnover rate for employees Explaination: To provide excellent leadership, quality technical and administrative support and customer-oriented human resources and development for all core business processes of the Department in order to enhance the services provided to Arizona’s taxpayers and other stakeholders. Description: The Agency Support program is responsible for providing leadership, staff development, human resources, management, technology, strategic and resource planning, legal services to management, financial and inventory accounting and other administrative services to support all core business processes of the Department. Overall average satisfaction rating on the annual employee survey (scale 1 to 5) ‹ Goal 2 This Program Contains the following Subprograms: Percent of employees who AGREED with the statement, "Overall, I am satisfied with my job" Percent of non-probationary (original probation) employees who have completed mandated training within a six month period Support Services Explaination: General Funds FY 2008 Actual 29,753.9 FY 2009 Estimate 27,902.4 FY 2010 Estimate 30,524.8 ‹ Goal 4 18.00 18.00 3.61 3.64 3.68 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 76.1 77.0 78.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 85 80 83 To increase cost effectiveness of administrative services. Performance Measures 0.0 0.0 0.0 Administration as a percentage of total cost 27,207.2 1.0 1.0 Explaination: Program Total 56,961.1 27,903.4 30,525.8 FTE Positions 242.0 255.0 276.0 RVA 4.1 18.27 Training is typically completed by the end of the first year of employment. Other Non Appropriated Funds Other Appropriated Funds FY 2010 Estimate To increase the level of employee training and development. Human Resources Information Services Funding and FTE Summary: (Thousands) FY 2009 Estimate To improve employee satisfaction as measured by the annual employee survey data. Performance Measures ‹ Goal 3 FY 2008 Actual Level performance estimates are based on current year's rate. Turnover is an indicator. Performance Measures 4 4 4 FY 2010 Estimate 618.7 Phone: (602) 716-6891 Mission: FY 2009 Estimate Other Appropriated Funds ‹ Goal 1 Nick Buta, Deputy Quality Executive FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5.4 5.5 5.6 Administration costs increased in FY08 because the Department signed a new contract for building security for all physical locations as well as created a new Management Analyst Office. Subprogram Summary HUMAN RESOURCES Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 Mission: To foster excellence among all employees of the Department through quality staff and leadership development, ensuring effective recruitment and promotion of staff as well as fair administration of federal and state human resources laws. Description: The Human Resources subprogram is responsible for providing employee relations, benefits, recruitment and retention, performance evaluations, staff training and development, including classroom and self paced curriculum development; working with the Director in developing leadership courses; production of training videos; facilitating the recruitment and promotion of employees; and guidance and resolution of employee issues. Department of Revenue All dollars are presented in thousands (not FTE). Page 347 Subprogram Summary RVA 4.2 Subprogram Summary RVA 4.3 SUPPORT SERVICES INFORMATION SERVICES Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 Nick Buta, Deputy Quality Executive Phone: (602) 716-6891 A.R.S., Title 42 A.R.S., Title 42 Mission: Mission: To provide efficient, accessible record storage and retrieval services to all Department and taxpayer customers and to maintain and continually improve the information technology systems in order to enable the Department to provide excellent services to its customers and optimize the operations of all core business processes. To provide visionary leadership and quality support services which promote and facilitate the realization of the missions and goals of the Department and its various programs. This includes assessing the effectiveness of various services to the taxpayer, ensuring all projects assigned to the divisions and sections are completed within prescribed time frames and according to agency policies, fostering an optimal working environment for employees, and providing administrators with the leadership and support they need to best serve our customers. Description: The Information Services subprogram maintains and provides access to the statutorily mandated archival files of department records and tax returns filed with DOR; microfilms individual and corporate documents and records; operates the warehouse; manages and oversees improvements to all computer systems and operations; runs mainframe data queries and reports for various core functions of the Department; maintains and enhances mainframe and larger database and client-server applications, incorporating legislative changes and user requests by means of in-house and contracted programming resources; operates and maintains the Agency’s wide area network, including all hardware, software and inter- and intranet systems; facilitates the research and development of all new and modified Information Technology systems and processes, including interfacing with the Government Information Technology Agency (GITA); and administers the Department’s information technology planning process. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 11,115.9 11,780.9 14,280.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 11,115.9 11,780.9 14,280.9 FTE Positions 110.0 109.0 130.0 ‹ Goal 1 To ensure the local and wide area network (LAN/WAN) is available 99.8% of the time. Performance Measures Percentage of time the local and wide area network (LAN/WAN) is available ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.00 99.80 99.85 Percent of critical problem calls completed within the 4 hour target The Support Services subprogram provides leadership, management and direction to all employees of the Department; agency planning, resource allocation, and budgeting; accounting and distributions of all revenues received; purchasing and internal financial and inventory accounting; management and maintenance of all department facilities; continuous quality review and assessment of the effectiveness of various services to the taxpayer; ensures all projects assigned to divisions and sections are completed within prescribed time frames and according to agency policies; provides legal counsel to the Director, including appeals of audit cases to the Director; develops programs and policies to foster an optimal working environment for employees; provides administrators with the leadership and support they need to best serve our customers; and tracks and monitors the progress of all special projects, employee personnel actions prior to human resources processing, and all controlled correspondence. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.00 99.00 99.20 FY 2010 Estimate 15,302.0 0.0 0.0 0.0 Other Non Appropriated Funds 27,207.2 1.0 1.0 Program Total 45,226.5 15,303.0 15,425.4 FTE Positions 117.0 131.0 131.0 ‹ Goal 1 Percent of invoices paid within 30 calendar days ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 99 92 94 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100.00 100.00 100.00 To process Payroll accurately by the end of each payroll cycle Performance Measures Percent of payroll records processed error free by the close of the payroll cycle ‹ Goal 4 FY 2008 Actual To respond to 90% of all building maintenance calls within 24 hours of receipt Performance Measures ‹ Goal 3 15,424.4 To pay all invoices in a timely manner within 30 calendar days of receipt Percent of building maintenance calls responded to within 24 hours of receipt FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 99.00 99.20 99.30 To process purchase orders within two business days of receipt of requisition Performance Measures Number of business days to process requisitions Page 348 FY 2009 Estimate 18,019.3 Other Appropriated Funds Performance Measures To resolve 99% of all problem calls identified as "critical" by the Information Technology division within 4 hours. Performance Measures Description: All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.10 1.40 1.30 Department of Revenue John Arnold, Executive Director Phone: (602) 542-6147 Inflation adjustments at times been too small or are untimely. This has lowered the standard for the type of school that can be built. A district that built a school in FY 2000 or FY 2001 could build a better school than a district can build today with state funds. While the SFB works diligently to get the best pricing while still meeting minimum adequacy standards, the rising cost of construction will continue to challenge the SFB and districts. A.R.S. §§ 15-2001 et seq Issue 4 SFA Agency Summary 0.0 SCHOOL FACILITIES BOARD Mission: To provide financial and technical assistance to help ensure that school districts maintain buildings and equipment at minimum adequacy standards so that students can achieve academic success. Description: The School Facilities Board was created by Laws 1998, 5th Special Session, Chapter 1 through legislation commonly known as Students First. The School Facilities Board consists of nine governor-appointed voting members and the Superintendent of Public Instruction who serves as a non-voting member. The Board is charged with administration of three capital programs: (a) New School Facilities, (b) Building Renewal, and (c) Emergency Deficiencies Corrections. 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 that aids the Board in determining the funding level for building renewal and the construction of new facilities. Through periodic inspections, the Board is mandated to ensure compliance with building adequacy standards and routine preventative maintenance guidelines with respect to the new construction of buildings and maintenance of existing buildings. The Board also administers an Emergency Deficiencies program in the event that a school district has a serious need for materials, services, construction, or expenses in excess of the district's adopted budget that seriously threatens the functioning of the school district, the preservation or protection of property or public health, safety, and welfare. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 73,789.5 101,217.2 373,931.5 0.0 0.0 0.0 Other Non Appropriated Funds 638,456.1 456,335.0 762,816.0 Program Total 712,245.6 557,552.2 1,136,747.5 FTE Positions 20.0 20.0 20.0 Other Appropriated Funds Strategic Issues: Issue 1 New School Construction Moratorium The FY 2009 budget implemented a moratorium on all new construction and land acquisition activity that was not under contract as of July 1, 2008. This has caused some projects to be delayed, forcing some districts to accommodate student growth in schools that are at or approaching capacity. Issue 2 FY 2009 Estimate FY 2010 Estimate Number of school districts that request new school facilities funding 72 75 80 Average number of months from receipt of school district application for new school facility fund monies to School Facilities Board final determination. 5 6 6 29 25 4 Number of new school construction projects completed ‹ Goal 2 To ensure that building renewal funds are used appropriately. Performance Measures Percent of school districts that used building renewal funding for nonstatutory purposes Number of districts instructed by the School Facilities Board to use building renewal funding for preventative maintenance ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 On September 1, 2006, the School Facilities Board released a webenabled application for school districts to submit their three-year building renewal plans pursuant to A.R.S. 15-2031. The September 1, 2007 release required districts to align prior year actual project expenditures to the building renewal plan. This allows the SFB to ensure that the projects in the building renewal plan and the actual expenditures comply with statutory uses. Explaination: 0 0 0 To inspect school districts to ensure compliance with building adequacy standards with respect to construction of new buildings and maintenance of existing buildings. Performance Measures Percent of all school district schools inspected to ensure minimum adequacy guidelines Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,456 1,485 1,490 9 22 21 The staff of the School Facilities Board was unable to meet its performance target due to lack of staff coupled with prioritizing new construction efforts. Thanks to the help of the Governor and the Legislature, the agency received two new liaison positions in the FY 2008 budget, which enabled some resources to be dedicated toward the school inspection process. Average number of issues per school inspected that do not meet minimum adequacy standards Percent of inspected schools determined to have an adequate preventative maintenance program ‹ Goal 4 New School Construction Inflation In July 9, 1998 when the legislature passed and the governor signed Students First into law, a standard for the kind of school that should be constructed was set. A.R.S. 15-2041 D3c requires that the cost per square foot of new school construction be adjusted for construction market considerations based on an index identified or developed by the Joint Legislative Budget Committee as necessary but not less than once per year. School Facilities Board FY 2008 Actual Performance Measures Number of schools School District Building Assessments A.R.S. 15-2002 A requires the SFB to develop and maintain a database of all school buildings. This data is used to calculate the building renewal formula, determine if districts qualify for new space, and ensure that all districts meet minimum adequacy guidelines. In FY 1999, the districts selfreported for each school the number, type, and size of each building. Between FY 1999 and FY 2001, the SFB conducted an inspection program that reviewed the quality status of each building. Buildings with deficiencies were noted and corrected between FY 2000 and FY 2006. A.R.S. 15-2002 also requires staff to continue to inspect each building at least once every five years. During these inspections, staff verifies the building data submitted by the district and reviews the facilities for quality deficiencies. Issue 3 Emergency Deficiency Corrections The Emergency Deficiency Corrections Fund is established by A.R.S. 152022. Revenues consist of monies transferred from the Deficiencies Correction Fund established by A.R.S. §15-2021 or the New School Facilities Fund established by A.R.S. §15-2041 as long as the transfer will not affect, interfere with, disrupt or reduce any approved capital projects. The School Facilities Board administers the fund and distributes monies in accordance with the rules of the School Facilities Board to school districts for emergency purposes. Given that the Deficiencies Corrections program was repealed on June 30, 2006 coupled with the expected shortfall in the New School Facilities Fund, the Emergency Deficiencies Corrections fund does not have a dedicated funding source or specific appropriation. As resources are depleted, the School Facilities Board's ability to assist districts will be limited. To efficiently analyze school district requests for new school ‹ Goal 1 facilities. 1 1 1 58 58 58 To provide quality services to school districts. Performance Measures Percent of all school districts rating the Boards' services as satisfactory, good, or excellent in annual survey All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 98 98 Page 349 Percent of school districts that responded to customer satisfaction survey Page 350 37 47 56 All dollars are presented in thousands (not FTE). School Facilities Board statewide elections. As required by the Arizona Constitution and Arizona Revised Statutes, the Secretary of State will accurately certify all ballot candidates, certify and canvass results of statewide elections in a timely manner, appropriately test and certify voting devices for use by counties, implement testing for logic and accuracy of counties election equipment, responsibly certify initiatives and referenda for the ballot, publish and mail the publicity pamphlet to every household with a registered voter, seek to educate the voting public by conducting Town Halls on ballot measures, and provide pamphlets in Spanish and Native American translation. Agency Summary STA 0.0 SECRETARY OF STATE - DEPARTMENT OF STATE Jan K. Brewer, Secretary of State Phone: (602) 542-0681 A.R.S. §§ 41-121 et seq; 29-301 et seq; 44-1271 et seq; 44-1441 Mission: Fully implement newly required federal and statewide election reforms. The recently adopted Help America Vote Act requires the implementation of several new federal and statewide election reforms. The Secretary of State intends to expand on the strategies laid out in the Arizona HAVA State Plan. The Agency is aiming to aggressively implement Arizona’s new statewide voter registration list. Efforts will also be made to enhance and upgrade voting devices and do away with antiquated punch card machines as part of the “Adios Chad” program. Along with local election officials, the Secretary of State will implement a new overseas and military voter system and voter fraud hotline. The Agency will also increase voter education and voter outreach while specifically working to better teach the importance of voting to younger citizens; work directly with all 15 counties to improve physical accessibility to polling places; provide more training of poll workers and election officials; and continue to lobby the federal government for monetary assistance to meet these new federal mandates. To serve the people of the State of Arizona, to execute with integrity the duties required by the Arizona Constitution, and to provide accurate and timely information while ensuring that public dollars are well spent. The mission of the Secretary of State's office is also to provide stewardship of public resources by facilitating access and efficiently maintaining the filing of government records and information; encouraging participation and demanding honesty in the state’s election process; effectively working with counties to implement a uniform, statewide voter registration system; expeditiously and efficiently upgrading State voting devices; offering registration and certification services of business transactions; fulfilling publishing requirements of all official acts of the State of Arizona including its chapter laws, rules and regulations; appointing notaries public and maintaining their filing information; attesting to all official acts of the Governor; and acting as an ambassador for the State of Arizona, its people, and its way of life. Issue 2 Description: Issue 3 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, and 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 the National Voter Registration Act of 1993. The office 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; files the notices of the Governor's appointments to the State's boards and commissions; appoints notaries public; and applies apostilles to all international transactions. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ BUSINESS SERVICES ¾ PUBLIC SERVICES ¾ ELECTION SERVICES Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,205.4 1,157.7 1,157.7 1,243.9 1,262.8 1,342.8 519.6 573.0 573.0 7,090.1 8,398.0 5,048.0 10,059.0 11,391.5 8,121.5 FY 2009 Estimate FY 2010 Estimate General Funds 7,047.4 6,980.7 3,710.7 Other Appropriated Funds 2,648.4 4,100.2 4,100.2 363.2 310.6 310.6 Program Total 10,059.0 11,391.5 8,121.5 FTE Positions 48.3 48.3 50.3 Other Non Appropriated Funds Strategic Issues: Meet current statutory obligations of administering statewide elections. Given adequate funding and resources, the Secretary of State’s office intends to adequately meet all current statutory obligations of administering Issue 1 Department of State - Secretary of State Develop new statewide voting system action plan. The Department plans to formulate a new Arizona Voting System Action plan to ensure integrity in Arizona elections, thus building additional confidence in the accuracy and reliability of the election process; introduce formal state voting system security guidelines; establish semi-annual postelection committee meetings among state and county election officers to identify and recommend voting system process improvements; increase the sharing of information amongst election offices that share similar voting equipment with the establishment of voting system user groups (including vendors and local jurisdictions); provide formal security awareness information, training, education, and procedures within the election workforce; and review and enhance current State certification policies and standards for voting equipment. Continue to be fiscally responsible and efficient in delivering services. The Secretary of State’s office is constantly striving to ensure that public dollars are well spent. The Secretary of State’s office budget has been significantly reduced over the past few years. The key to continued success is making government work smarter, using sound fiscal standards and efficiencies, and implementing strong ethical standards. The Office intends to optimize productivity through enhanced employee skills, improve efficiency and timeliness of customer service, review best practices of other state and local jurisdictions, consolidate work assignments to adequately address mandated responsibilities, and make every effort to provide taxpayers with the best return on their investment in state government as it specifically relates to the Secretary of State. Issue 4 Build additional improvements in meeting our business services mandates. The Department plans to increase the availability of accurate and reliable information as measured in terms of the increased number of people starting businesses. Such increases correlate directly to population growth here in Arizona. The Secretary of State’s Business Services Division seeks to increase resources to better meet this increased workload and properly address overall state mandates regarding business services. The Department will seek to improve accuracy, efficiency and timeliness of public filings for all general partnerships and trade names; improve customer service by reducing time delays at the counter; update all forms and literature with current, user-friendly information; cross-train staff to better assist customers regardless of the request; and reduce the processing time of all business service applications. Issue 5 Issue 6 Address current staffing shortfall and lack of resources. Strategic planning is a cyclical process that requires feedback on customer satisfaction as compared with the results the Department is achieving. This cycle is important to the Office in trying to achieve all of its goals in an All dollars are presented in thousands (not FTE). Page 351 efficient manner. The lack of funds to reach strategic goals will very negatively affect the Department’s ability to perform at the levels mandated by law and to provide the quality services customers expect. By addressing the lack of resources and staffing shortfalls, the Office will be able to (1) reduce staff overtime to meet mandated deadlines, (2) increase the response time in delivering service to customers, (3) help accurately process filings and applications within a time frame that meets the public’s expectations, and (4) adequately conduct all certifications and testing as required in administering statewide elections. Program Summary STA 1.0 ADMINISTRATION Kevin Tyne, Asst. Secretary of State ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate To improve the efficiency of personnel procedures by offering forms on SOS Intranet 95 100 100 To automate purchase orders and tracking expenditures by divisions 100 100 100 To automate payroll timesheets and leave slip forms 100 100 100 To automate deposit reconciliation forms to expedite and process accurately 100 100 100 Performance Measures ‹ Goal 4 Phone: (602) 542-4919 Constitution & A.R.S. § 41-121 et seq. To provide guidance, leadership and support to the staff of the Secretary of State's Office. Description: The Administration Program anticipates requests of services from public citizens, candidates, elected officials, media and business community members to increase. In order to accommodate these requests, the Department shall provide timely, efficient filing and retrieval of information by offering advanced automation to Agency customers. The Administration Program provides technology support and monitors financial management, accounting (accounts receivable, accounts payable, payroll), budgeting, procurement, human resources and training services for Administration, Business Services, Public Service and Election Divisions. The agency director and the financial officer support the leadership in policy making duties with responsibility for obtaining, enhancing and sustaining all office resources; e.g. procurement, accounting, strategic technology, computer networks, SOS website, human resources and office facilities. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 935.3 987.7 0.0 0.0 0.0 270.1 170.0 170.0 Program Total 1,205.4 1,157.7 1,157.7 FTE Positions 9.0 9.0 9.0 Other Appropriated Funds Other Non Appropriated Funds To support the entire office with information technology, financial management, accounting, budget, procurement, human resources, and training. Performance Measures Mission: Funding and FTE Summary: (Thousands) To improve the efficiency of personnel, benefits, payroll, and procurement process through electronic automation. 987.7 To lead and support the staff of the Office of the Secretary of State in carrying out its statutory obligations to file and retrieve information for the public. FY 2009 Estimate FY 2010 Estimate 75 80 85 Percent of staff indicating that they feel they have the necessary resources to effectively perform their job Program Summary STA 2.0 BUSINESS SERVICES Gene Palma, Director Phone: (602) 542-3060 A.R.S. §§ 29-301 et seq.; 44-1271 et seq.; 44-1441 et seq. Mission: To support and provide resources to the business community through efficient and accurate filings. To provide public information in an easily accessible format. Description: The Business Services Division exists to centralize statewide registration of trademarks, trade names, limited partnerships, and foreign limited partnerships; to perfect Uniform Commercial Code (UCC) filings for the general public; to register charities, telemarketers and fundraisers for charities; to commission notaries public; and to register advanced directives. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds ‹ Goal 1 FY 2008 Actual Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 1,180.8 1,059.0 0.0 98.2 1,139.0 98.2 63.1 105.6 105.6 Program Total 1,243.9 1,262.8 1,342.8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FTE Positions 23.3 23.3 25.3 Percentage of completion of customer support knowledge baseTrain new employees within 30 days. 90 95 100 ‹ Goal 1 Percentage of election reporting electronically for public inspection online 100 100 100 Percentage of completion of lobbyist expenditure reporting to enhance public access to records 100 100 100 Performance Measures ‹ Goal 2 To develop and implement an effective automation information systems to enhance public interaction with the Secretary of State's office To serve the public by providing public records requests information accurately and expeditiously. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer Services Center for increased accessibility for customers 100 100 100 Provide customers alternate electronic procedures for filings and registrations 80 100 100 558 575 575 Performance Measures Number of Intergovernmental Agreement (IGA) amendments ‹ Goal 2 To provide public disclosure through easy, accessible information and public documents, and on-line database search capabilities from our Web site. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of conversion project of online Trade Name/Trademarks search capabilities 100 100 100 Percent of conversion project of online telemarketer search capability 100 100 100 Percentage of on-line access of charitable organizations filed Percentage of project completion to enhance Secretary of State's website by integrating with other government services for e-government approaches 100 100 100 Percentage of Limited Partnerships microfiche converted to electronic format Performance Measures Page 352 Performance Measures Percentage of UCC - Microfiche converted to electronic data All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 95 95 95 100 100 100 Department of State - Secretary of State Percentage of conversion of Trade names/ Trademarks microfiche converted to electronic format Percentage of implementation of revisions pertaining to Revised Article 9 of the Uniform Commercial Code Number of Trade names and Trademarks filed per month 75 75 80 100 100 100 2,800 2,900 3,000 100 125 150 6396 6500 6700 Percentage of Advanced Directives forms on-line 100 100 100 Number of Advanced Directives filed per month 230 250 275 Number of partnerships on file per month Number of UCC records filed per month ‹ Goal 3 To provide service to allow Notaries Public to perform their duties accurately and efficiently in the state. Performance Measures Number of notaries commissioned FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 20,571 21,000 22,000 Number of Notary seminars 66 70 76 Notary applications turn-around time (# of business days) 15 7 5 Number of Notary handbooks printed and distributed 7,069 7,500 7,500 Number of Notary workbooks printed and distributed 2,886 3,000 3,000 ‹ Goal 4 To serve the public with Telemarketing filing Performance Measures Telemarketing filing (# of filings per fiscal year) ‹ Goal 5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 53 55 55 To provide to the public efficient and accurate filings. Program Summary STA 3.0 PUBLIC SERVICES Scott Cancelosi, Director Phone: (602) 542-0223 A.R.S. §§ 41-311 et seq.; 41-1001 et seq. Mission: To provide public information, process applications, file agency rules and publish the Arizona Administrative Code and the Arizona Administrative Register, publish statutorily mandated and other informational publications and documents, and serve the public efficiently and professionally. Description: The Public Services Division files and publishes the rules of state agencies quarterly in the Arizona Administrative Code and weekly in the Arizona Administrative Register; publishes documents for the Office of the Secretary of State including the State & United States Constitutions, the Residential and the Mobile Home Park Landlord and Tenant Acts, the Arizona Notary Public Handbook, the Arizona Blue Book and numerous other documents, pamphlets, booklets, etc.; and reproduces for public distribution the Chapter Laws as passed by the legislature and signed by the Governor. Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate 573.0 0.0 0.0 0.0 30.0 0.0 0.0 Program Total 519.6 573.0 573.0 6.0 6.0 6.0 Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average number of business days to process charitable organizations registrations 12 10 5 ‹ Goal 1 Average number of business days to process trade name applications 10 10 3 Performance Measures Average number of business days to process trademark applications 10 10 3 Average number of business days to process Uniform Commercial Code filings 5 5 3 Average number of business days to process athlete agents registrations 5 5 3 Average number of business days to process telephone solicitors registrations 10 7 3 Average number of business days to process notary commissions 15 7 Average number of business days to process limited/limited liability partnerships and foreign limited liability partnerships filings 5 5 573.0 To serve the public by providing printed materials accurately and expeditiously. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 87,657 85,000 80,000 Percentage of information printed and ready for distribution within 5 days. 95 95 95 5 Number of Arizona Administrative Code Subscribers 158 150 150 3 Number of Arizona Administrative Register subscribers 89 85 85 Number of Executive Orders (EO) filed 38 20 20 Number of publications (Code Price List, Notary Workbooks, Notary Handbooks, General Office Brochures, Elections materials, Trade name/ Trademark Books, Uniform Commercial Code, Bingo Law & Rules and other miscellaneous publications printed and distributed ‹ Goal 2 To develop new brochures, booklets and other publications as mandated by law or requested by the public; to print them in-house as required with 30-35% using the four-color process. Performance Measures Number of Chapter Laws publications distributed; misc legislative filings, veto letters ‹ Goal 3 Number of rules and rule-related items filed ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 381 450 450 To provide service that allow agencies, boards and commissions to develop rules accurately and efficiently. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 999 1,100 1,100 To serve the public by providing materials on-line accurately and expeditiously Performance Measures Percentage of Administrative Code Department of State - Secretary of State FY 2009 Estimate 489.6 Other Appropriated Funds FTE Positions Performance Measures FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Page 353 available via the Internet within 21 days of release date Percentage of Administrative Register available via the Internet in conjunction with publication date 100 100 100 Percent of time division publications are published online (posted) within one week of release of paper publication. 100 100 100 Percent of Chaptered Bills/Memorials/Resolutions posted online within 48 hours of receipt. 100 ‹ Goal 5 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of customers indicating they found the public information they were seeking 100 100 100 Percent of statutory publications provided 100 STA 4.0 100 100 4,441.7 4,361.0 1,011.0 2,648.4 4,002.0 4,002.0 0.0 35.0 35.0 Program Total 7,090.1 8,398.0 5,048.0 FTE Positions 10.0 10.0 10.0 ‹ Goal 1 To increase the ability of the Secretary of State's Office to make information filed in the office accessible to the public in electronic format and via Internet access. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Campaign Finance data available on-line 100 100 100 Percent of timely review and action on election law complaints 100 100 100 2,575 5,150 2,650 827 800 850 43 44 45 The number of Political Committees registered Joseph Kanefield, Director Number of Standing Political Committees registered Phone: (602) 542-6167 A.R.S. §§ 16-101 et seq.; 19-101 et seq.; 38-541 et seq. Mission: To provide professional, courteous service in the administration of campaign finance and lobbyist laws; process candidate and ballot measure filings; provide training and certification of county recorders and election officials; develop and implement coordination of statewide voter registration; review and certify election equipment used by the counties; conduct logic and accuracy tests prior to each election on counties' vote counting devices; conduct a voter outreach program; provide information to the public on ballot measures through publication of the publicity pamphlet and Town Hall meetings; provide uniform election procedures through publication of the Election Procedures Manual; and retrieve filings for the public upon request. To successfully implement provisions of the "Help America Vote Act of 2002" to improve the administration of Federal elections. To ensure improvement to the state election process through the replacement of existing punch card voting systems, encourage election accessibility for individuals with disabilities, and create a new statewide voter registration database. To provide new and innovative technology to ensure federallymandated statewide election reform through coordination, cooperation, and collaboration with County Recorders and Election Officials. Description: The Election Services Division complies with its statutory mandates by registering lobbyists and accepting their filings, accepting campaign finance filings, coordinating state responsibilities for voter registration under the National Voter Registration Act of 1993, receiving documents from and certifying for the ballot candidates for state office, canvassing and certifying the results of statewide elections, testing and certifying voting devices for use by counties, testing the logic and accuracy of counties' election equipment, training and certifying county election officials, certifying initiatives and referendums for the ballot, publishing and mailing the publicity pamphlet to every household with a registered voter, conducting Town Halls on ballot measures, drafting and publishing the election Procedures Manuel, creating and implementing a voter outreach program, establishing and maintaining a uniform statewide voter registration system, certifying new and existing voting systems according to nationals standards, replacing all punch card voting devices used by counties for elections, improving voting device accessibility, maintaining uniform election procedures and certification of election officials and poll workers, increasing voter education for new voting systems, and establishing a statewide complaint system for a uniform nondiscriminatory response to grievances. All filings and data mentioned above are available to the public. The Help America Vote Act of 2002 (HAVA) increases the responsibility for election administration at the State level in order to establish consistency across the State. FY 2010 Estimate Other Appropriated Funds Number of Campaign Finance reports filed Program Summary FY 2009 Estimate General Funds Performance Measures ELECTION SERVICES Page 354 FY 2008 Actual Other Non Appropriated Funds To provide public information and publications. Performance Measures Funding and FTE Summary: (Thousands) ‹ Goal 2 To coordinate statewide voter registration as provided under the National Voter registration Act of 1993. Performance Measures To maintain the integrity of the voter registration rolls through the use of electronic format and information provided by county offices and MVD (percent completed) The number of publicity pamphlets printed and distributed (in thousands) The number of registered voters (in thousands) The number of Town Hall meetings per year for explanation of initiatives ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 0 1,700.0 0 2,734.0 2,775.0 2,825.0 0 20 0 To provide statewide voter registration election, voter outreach, and HAVA. Performance Measures Percent of votes cast on provisional ballots compared to total voter registration Total voter registration FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.23 2.5 0 2,734,000 2,775,000 2,825,000 Percent of delinquent campaign finance filings 12.0 12.0 14.0 Percent of delinquent elected official financial disclosure statement 3.61 5.0 5.0 Percent of delinquent lobbyist reports 4.6 3.5 3.5 ‹ Goal 4 To train and certify election officers in accordance with A.R.S. § 16-407. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of election officers certified 18 0 330 Total combined hours of classroom training 176 0 175 All dollars are presented in thousands (not FTE). Department of State - Secretary of State Agency Summary TXA 0.0 STATE BOARD OF TAX APPEALS Alisha L. Woodring, Executive Director Phone: (602) 364-1102 A.R.S. § 42-1252 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. 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 269.4 310.6 310.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 269.4 310.6 310.6 FTE Positions 4.0 4.0 4.0 Strategic Issues: Continue to expedite tax appeals in a timely manner to prevent any delays in the appeals process. The Board is current in handling tax appeals. Maintaining a current appeals process continues to be the Board's first priority. The issuance of timely decisions and the timely publication of such decisions benefit not only the parties involved in the appeals, but also tax attorneys, CPAs and tax practitioners, as well as others involved in the field of state taxation. Legislative changes and court decisions may increase the number of audits and/or protests to the Department of Revenue, possibly increasing the Board's caseload and creating a backlog. Because the Board's caseload is contingent on the number of appeals generated by the Department of Revenue and the Office of Administrative Hearings, increases in the number of decisions issued by these agencies will directly impact the Board's caseload. To receive and process tax appeals expeditiously to prevent ‹ Goal 1 any delays in the appeals process. Issue 1 Performance Measures Caseload processing (and number of issues) Number of tax appeals resolved FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17(35) 70(120) 80(135) 10 50 60 Number backlogged requiring written decision 0 10 15 Number of months to process appeal 4.5 5.0 5.5 State Board of Tax Appeals All dollars are presented in thousands (not FTE). Page 355 Percent of persons grading response to request for information as good or better Agency Summary TEA 0.0 BOARD OF TECHNICAL REGISTRATION ‹ Goal 4 Ronald W. Dalrymple, Executive Director Phone: (602) 364-4930 To protect the public by setting appropriate registration qualifications and enforcing State Statutes relating to the practice of all Board regulated professions and occupations. Description: 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 99 0 Percent of complaints resolved by informal methods 100 99 100 Number of investigations completed 234 234 234 Number of complaints received 191 191 191 Average time in calendar days from receipt of complaint to resolution 438 438 438 Percent of complainants grading complaint processing as good or higher Mission: 100 To actively investigate all instances of possible illegal conduct related to professional practice. Performance Measures A.R.S. §§ 32-101, 32-106, 32-107 100 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,476.1 1,745.2 2,067.2 0.0 0.0 0.0 Program Total 1,476.1 1,745.2 2,067.2 FTE Positions 23.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Customer Service The Agency continues to assess the delivery of services and seeks customer input about the quality of service rendered to assist the Agency in its efforts to provide courteous, effective, responsive, and cost-effective service. The feedback received from customers is evaluated and continuous effort is made to address weaknesses and increase the level of satisfaction. The Executive Director and Deputy Director for the Board of Technical Registration review each customer service survey and compile information regarding issues that require staff correction, or managerial praise for effort, towards our goal of excellent customer service. Issue 2 Use of Technology The Agency continues to explore the use of new technology to assist in a better delivery of services. The Board, in conjunction with GITA and NIC are revising the online renewal process through the state's Web Portal for FY 2009. So far, more than 3,800 registrants have utilized the online renewal process. We expect more registrants to use the electronic form of payment of their fees, however a great many continue to send in paper checks as their preferred form of payment. To rapidly and accurately process applications for ‹ Goal 1 registration. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of new registrants grading application processing as good or better 100 100 100 Average number of days to process an application 90 90 90 32,122 32,122 32,122 Performance Measures Total number of professional licensees ‹ Goal 2 To efficiently and effectively administer exams to all applicants qualified for examination. To cooperate with national councils to work toward national examination administration before state registration application. ‹ Goal 3 To rapidly and accurately respond to requests for information relating to registration. To develop a comprehensive program to provide rapid and accurate responses to requests for information relating to registration. Performance Measures Page 356 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). State Board of Technical Registration TOA 0.0 Agency Summary OFFICE OF TOURISM Margie A. Emmermann, Director Phone: (602) 364-3717 A.R.S. §§ 41.2301 to 41.2306 Mission: To enhance the state economy and the quality of life for all Arizonans by expanding travel activity and increasing related revenues through tourism promotion and development. Description: The Office of Tourism (AOT) employs a marketing and customer-service orientation in performing its statutory duties as follows: planning and developing a comprehensive in-state, 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ TOURISM PROMOTION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15,488.0 15,022.9 15,022.9 13,827.6 12,651.9 12,651.9 29,315.6 27,674.8 27,674.8 FY 2009 Estimate FY 2010 Estimate 15,488.0 15,022.9 0.0 0.0 0.0 Other Non Appropriated Funds 13,827.6 12,651.9 12,651.9 Program Total 29,315.6 27,674.8 27,674.8 FTE Positions 36.0 36.0 36.0 Other Appropriated Funds 15,022.9 Strategic Issues: Responding to rapidly expanding competition threatening to steal market share in Arizona's traditional market segments (weather and scenery, outdoor adventure, and culture/heritage). Many of the state’s traditional advantages in market share, high spending visitor segments, high-quality golf, and cultural attractions are being eroded by a high-powered set of competitors. California, Nevada, New Mexico and other regional destinations, as well as more distant competitors such as Florida and Hawaii, are engaging in hard-hitting marketing and development tactics that could ultimately eat away at the state’s visitor base, which could cost the state millions of dollars in direct spending and tax revenues. These competitors feature numerous large-scale, man-made attractions that can generate significant pools of funding for destination marketing organizations, while many of Arizona’s travel and tourism products are managed by other federal, state, and non-profit agencies with limited marketing resources. Arizona must consistently designate ever more resources to maintain a successful competitive response. Issue 1 travelers have become more Internet savvy, their expectations regarding information delivery and quality have increased. Embracing the Web 2.0 platform, which revolves around "social marketing", or catering to consumers expectations in regard to blogging, podcasting, chat rooms and user-generated content, is proving a critical tool in positioning Arizona effectively with Internet savvy travelers. The critical baby boomer market is one of Arizona’s key visitor segments, and with the first waves retiring, we must look for new opportunities to reach this group which has the time, money and motivation to travel. In addition, Generation X travelers are in their 30's and 40's and are entering increased earning phases in their lives. We must establish Arizona as an attractive vacation destination for these younger travelers. Increased gas prices are causing many travelers to take more frequent, but shorter trips, planning those trips with less lead time, and many are relying less on printed materials and more on the Internet for travel information. To successfully compete for these key segments against destinations that are employing sophisticated marketing methods, Arizona must remain on the cutting edge with enhanced customer relationship marketing techniques. Enhancing Arizona’s product development efforts, which continue to lag behind other destinations. For Arizona to continue to compete in the increasingly aggressive marketplace, new and additional product development is essential. Arizona must develop programs to stimulate growth in new tourism products, particularly those that motivate people to visit the state, stay longer, and spend more. Arizona also must enhance current products that are proven destination drivers, such as meetings and convention space, state parks, and cultural and historic attractions, to differentiate its products from its competitors and to enhance the visitor experience. AOT is working with the private sector through tourism industry associations, such as the Arizona Tourism Alliance, to focus the conversation on product development and what kind of development makes sense for Arizona. AOT has also revamped our community-focused division into Communications and Community Development, which will have an increased emphasis on technical assistance to communities to facilitate the growth of the local tourism economy. Issue 3 Ongoing efforts to understand and correctly communicate the effects of federal regulations concerning the U.S. ports of entry and how they impact legitimate travel to and from the United States. U. S. federal policy initiatives concerning border security are having an impact on travel, at least partially because of confusion over what the new policies entail. AOT is working closely with the Travel Industry to clearly communicate correct information regarding immigration issues that concern Arizona, such as the Western Hemisphere Travel Initiative (WHTI), which is intended to improve homeland security through enhanced travel documents, and the U.S. Visa policy, because in some areas visa issuance is a long and arduous process due to lack of staffing and/or U.S. Consular Offices. This work seeks to offset the fact that America's image has declined around the world and this decline has implications on several levels. The tourism industry is concerned about the loss of in-bound international travel and related economic impact. The industry is uniquely positioned as a key partner in building the U.S. image abroad as part of a larger public diplomacy effort. Issue 4 Ongoing strategic adjustment of destination marketing activities to account for the rapidly changing travel planning behaviors of Arizona’s primary visitor segments. Competitive conditions are forcing successful destinations to orient both their marketing and product development efforts in ways that lead them to speak directly to the wants and needs of target customer segments. The internet has become a powerful force in travel planning and booking and as Issue 2 Arizona Office of Tourism All dollars are presented in thousands (not FTE). Page 357 Program Summary TOA 1.0 Program Summary TOA 2.0 ADMINISTRATION TOURISM PROMOTION Margie A. Emmermann, Director Phone: (602) 364-3717 Margie A. Emmermann, Director Phone: (602) 364-3717 A.R.S. §§ 41.2302 to 41.2305 A.R.S. §§ 41.2302 to 41.2305 Mission: Mission: To provide effective support of all Arizona Office of Tourism functions through development and maintenance of efficient, comprehensive, and innovative management systems. To coordinate all of Arizona Office of Tourism's primary marketing efforts (i.e., advertising, consumer fulfillment, media communications, travel industry marketing, and market research) to ensure maximum impact in motivating targeted traveler segments to visit Arizona. To create a cooperative, image-consistent campaign of statewide tourism marketing promotions through developmental assistance and financial support of local tourism efforts. To manage the Arizona Office of Tourism (AOT) welcome center operations to encourage visitors to the center to extend their stay in the State and generate additional tourism-related expenditures. Description: Business administration includes business affairs, finance, and the related administrative/office management personnel and supports the leadership and policy making duties of the Executive Director's Office. The program is responsible for the budget cycle including budget request, financial administration, and information systems management. Responsibility for the function includes obtaining, enhancing and sustaining all office resources including information systems (e.g., accounting and computerized information systems), office facilities, strategic technology (e.g., computer networks, world wide web sites, etc.), human resources and procurement. The program acts as the primary resource for intergovernmental information disclosure as well as ensuring statutory and regulatory compliance for the Agency. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15,488.0 15,022.9 15,022.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 15,488.0 15,022.9 15,022.9 FTE Positions 36.0 36.0 36.0 ‹ Goal 1 To ensure the efficient, timely, and accurate administration of AOT's financial and business affairs. Performance Measures Percent of invoices paid within 30 days Average number of days for processing invoices received ‹ Goal 2 FY 2008 Actual 98 8 FY 2009 Estimate 92 13 FY 2010 Estimate 92 Hours of certified training in procurement The program integrates the activities of the subprograms in order to maximize their individual effects by coordinating marketing efforts that stimulate consumer demand (e.g., advertising, media communications, etc.) with development programs that augment the Arizona travel product in consumer marketing channels; thus assisting Arizona communities, regions and non-profit entities in the development and promotion of their travel destinations and tourism attractions. Also, operating the Welcome Center at Lupton enhances the traveling public's perception and experience of Arizona as a travel destination by providing a positive first image of the State to visitors entering through the Interstate 40-West gateway. This Program Contains the following Subprograms: 4 4 4 State Tourism Promotion In-State Tourism Promotion (Prop 202) Maricopa County Tourism Promotion Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 13,827.6 12,651.9 12,651.9 Program Total 13,827.6 12,651.9 12,651.9 FTE Positions 0.0 0.0 0.0 13 To ensure all AOT operating activities comply with State Procurement Code and provide and maintain centralized records accessible for review. Performance Measures Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 24 16 16 Subprogram Summary TOA 2.1 STATE TOURISM PROMOTION Margie A. Emmermann, Director Phone: (602) 364-3717 A.R.S. §§ 41.2302 to 41.2305 Mission: To create an awareness of and demand for Arizona as a tourism destination for domestic and international visitors, through innovative partnerships and superior marketing, community outreach and visitor services programs. Description: This subprogram seeks to enhance the image and awareness of the State through marketing and media relations, and to stimulate interest and motivation levels of travelers in key markets and interest categories through the application of advanced consumer research. The subprogram further supports the development and promotion of new Arizona travel products and packages in urban and rural areas alike, in partnership with public and private entities. The operation of the state Welcome Center promotes positive awareness through excellent customer service. Page 358 All dollars are presented in thousands (not FTE). Arizona Office of Tourism General Funds 0.0 0.0 0.0 Advertising value of domestic and international media coverage generated by AOT's efforts for every $1 expended on media promotions (in dollars) Other Appropriated Funds 0.0 0.0 0.0 Explaination: Other Non Appropriated Funds 8,445.8 7,000.0 7,000.0 Program Total 8,445.8 7,000.0 7,000.0 FTE Positions 0.0 0.0 0.0 Funding and FTE Summary: (Thousands) ‹ Goal 1 FY 2008 Actual Constituent satisfaction with AOT advertising programs (scale 1-5, 5=extremely satisfied) Sales leads and trade inquiries generated by domestic and international tradeshows and sales missions Explaination: Explaination: 3.94 3.9 3.9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 285 230 230 9,282 8,000 8,400 30 550 200 To assist communities and tourism-related businesses in Arizona to develop tour and travel programs. Performance Measures Constituent satisfaction with AOT travel industry marketing programs (scale 1-5, 5=extremely satisfied) Number of trade familiarization tours and site inspections assisted or hosted by AOT Explaination: Media leads and inquiries generated by attendance at trade shows and media missions Explaination: Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.07 4 4 20 14 16 Explaination: Number of participants on familiarization tours Explaination: 142 112 128 We were able to accommodate a very large number of FAM trip requests in FY08. Budget cuts will cause FY09 numbers to decline, we anticipate a rebound starting in FY10. Circulation of domestic print, TV and radio coverage about Arizona generated by AOT efforts (in millions) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 240 400 450 Performance Measures Constituent satisfaction with media relations programs and activities (scale of 1-5, 5=extremely satisfied) Advertising value of domestic coverage about Arizona generated by AOT efforts ($ in millions) 3.1 8 10 Loss of key personnel has impacted our ability to adequately track these programs in FY08. New procedures will help, but budget cuts and fewer staff will slow full recovery. Number of responses to requests for information from the Arizona Office of Tourism and the Northern Arizona University tourism library Explaination: 105 325 400 425 17 21 23 27,135 28,000 29,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.64 3.7 3.8 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 157 150 140 4.1 4 4 To increase the number of participants in rural tourism marketing workshops and increase the overall satisfaction of the rural tourism marketing workshops (TEAM). Performance Measures Number of constituents participating in the workshops Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 56 30 30 AOT introduced an online certification exam option in FY08 which many previous TEAM applicants took advantage of, reducing the people who attended a workshop. Expansion of this program in FY09 and onward will further reduce the number of people actually attending a workshop. Constituent satisfaction with workshops (on a scale of 1-5, 5=extremely satisfied 4.3 4.4 4.5 To expand the volume of tourism activity through tourism promotion and development. Performance Measures Number of domestic tourists (in millions) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33.2 30 30 To increase tourism-related marketing activity in communities throughout Arizona. Performance Measures Number of communities and organizations participating in the grant program Arizona Office of Tourism 105 More information is now available online, so fewer people contact us directly. Constituent satisfaction with AOT's role as a clearinghouse for tourism data (scale of 1-5, 5=extremely satisfied) ‹ Goal 9 132 To respond in a timely manner to requests for information from the travel industry, governmental policy makers, and the public with relevant and credible tourism research. Performance Measures ‹ Goal 8 Loss of key personnel has impacted our ability to adequately track these programs in FY08. New procedures will help, but budget cuts and fewer staff limit full recovery. 220 To assist communities with their media communications programs by consulting and providing expertise. To generate positive media coverage for Arizona tourism and the Arizona Office of Tourism. Performance Measures 200 The opening of the Grand Canyon Skywalk in FY07 generated huge international interest and media coverage, which subsided in FY08. Number of visitors to the online Press Room for immediate media fulfillment We were able to accommodate a very large number of FAM trip requests in FY08. Budget cuts will cause FY09 numbers to decline, but we anticipate a rebound starting in FY10. 510 The opening of the Grand Canyon Skywalk in FY07 generated huge international interest and media coverage, which subsided in FY08. Advertising value of international articles about Arizona generated by AOT efforts ($ in millions) ‹ Goal 7 55 We anticipate a drop in FY09 and FY10 due to budget cuts. Circulation of international print articles about Arizona generated by AOT efforts (in millions) ‹ Goal 6 50 We are tightening our definition of a 'lead' to only those we follow up with. Number of individuals hosted/cohosted by AOT on travel media familiarization tours ‹ Goal 5 41 Loss of key personnel has impacted our ability to adequately track these programs in FY08. New procedures will help, but budget cuts and fewer staff will slow full recovery. Explaination: The amount of trade advertising varies greatly from year to year. FY09 introduces a new travel agent training program that will boost inquiries much higher. Residual effects in FY10, less in FY11. Explaination: Explaination: FY 2010 Estimate We have new representation in Germany, UK, Canada and need time to let everyone know where to order collateral. Sales leads and trade inquiries generated by domestic and international trade advertising Explaination: FY 2009 Estimate Includes only leads followed up on. Fewer trade shows in FY09 and FY10 due to budget cuts. Trade and consumer requests for information fulfilled by international representatives ‹ Goal 4 FY 2008 Actual To educate, motivate, and assist the travel industry to create and market group and individual tour packages to Arizona. Performance Measures ‹ Goal 3 FY 2010 Estimate To offer the tourism industry in Arizona the opportunity to participate with AOT in cost-efficient and effective advertising programs. Performance Measures ‹ Goal 2 FY 2009 Estimate All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 62 65 65 Page 359 Explaination: As financial pressures impact communities, they are requesting higher grant amounts, which decreases the number of grants that can be awarded. Constituent satisfaction with matching grant program (scale of 15, 5=extremely satisfied) ‹ Goal 10 Constituent and community satisfaction with distribution of AOT materials (scale of 1-5, 5=extremely satisfied) 4.3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.15 4.0 4.0 To standardize operating procedures and to enhance levels of customer service at state-wide designated visitor centers throughout Arizona. Performance Measures Percentage of local visitor centers in compliance with standardized operating procedures Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 49 52 53 AOT has been working with Local Visitor Information Centers (LVICs) to become compliant with the Americans with Disabilities Act (ADA) by providing grant dollars and technical assistance specifically for that purpose. As a result, the number of LVICs in compliance with AOT SOPs is increasing. Constituent level of satisfaction with workshops (scale of 1-5, 5=extremely satisfied) ‹ Goal 12 4.2 To distribute AOT materials to communities and constituents in a timely manner. Performance Measures ‹ Goal 11 3.95 3.97 4.0 FY 2009 Estimate FY 2010 Estimate Percent of visitors who gained added knowledge of Arizona as a result of their visit to the PCWC 90 90 90 Percent of visitors who extended their stay in Arizona as a result of their visit to the PCWC 24 25 25 119,689 110,000 115,000 Explaination: ‹ Goal 13 To efficiently use advertising resources to generate demand for Arizona tourism information. Cost per inquiry for advertisinggenerated requests for Arizona travel planning information (in dollars) Explaination: Explaination: FY 2009 Estimate FY 2010 Estimate 30.05 28.68 27.8 257 244 0 5 5 Awareness is measured in one market each year. The economic downturn hit Detroit hard, diverting people's attention away from leisure travel toward economic survival. Percent of respondents who took specific action related to planning a vacation to Arizona after seeing AOT advertising in selected target markets 24 20 20 Number of visitors to AOT's consumer web sites for Arizona travel planning information (in thousands) 4,036 4,400 5,000 Customer satisfaction rating for travel kits program (scale 1-5, 5=very satisfied) 4.54 4.5 4.5 Page 360 To create an awareness of and demand for Arizona as a premiere tourism destination for domestic and international visitors, through expanded marketing efforts and new programs with a targeted, customer-oriented focus. Description: Proposition 202 funds are dedicated to enhanced tourism promotion of Arizona, augmenting the Arizona Office of Tourism's (AOT) existing promotional efforts by funding new and expanded marketing programs. This augmentation will increase the reach and frequency of AOT marketing, adding incremental value to previous years' results. Programs supported by Proposition 202 funds include but are not limited to efforts to reach new and emerging markets, including international tourists and domestic multicultural markets. To enhance the reach and frequency of existing AOT marketing programs. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 459 375 400 Increase the number of gross impressions (in millions) A FY08 change in strategy led AOT to invest in more targeted, high impact advertising pieces. This led to larger sections and better targeting of key market segments yielding a more qualified lead, but a resulting overall decrease in impressions. The FY09 decline also reflects the budget decrease, with recovery starting in FY10. Explaination: To expand the reach and frequency for select markets. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 187 90 100 Increase the number of gross impressions in select target markets/cities (in millions) Subprogram Summary TOA 2.3 MARICOPA COUNTY TOURISM PROMOTION Margie A. Emmermann, Director Phone: (602) 364-3717 A.R.S. § 41.306 251 The combination of the Arizona Official State Visitors' Guide being available online and a faltering economy have driven down the demand for hard copies in the short term, but we anticipate a rebound starting in FY10. Even with online availabiliy, many people see the book online and order a hard copy anyway. Increased awareness of Arizona as a tourism destination as a result of AOT's advertising efforts in selected target markets (in percentage points) Explaination: FY 2008 Actual As traffic to our web site grows, more inquiries are spread across a finite advertising budget, so cost per inquiry decreases. Number of inquiries for Arizona travel packet (in thousands) Mission: ‹ Goal 2 Higher gas prices and a faltering economy have impacted the drive market. We anticipate a rebound in FY10. Performance Measures A.R.S. § 41.2306 ‹ Goal 1 FY 2008 Actual Number of visitors to the Welcome Center IN-STATE TOURISM PROMOTION (PROP 202) Margie A. Emmermann, Director Phone: (602) 364-3717 4.0 To encourage visitors who stop at the Painted Cliffs Welcome Center to visit more attractions and to extend their stay in Arizona. Performance Measures Subprogram Summary TOA 2.2 Mission: To strengthen and expand Maricopa County cooperative tourism marketing through developmental assistance and financial support of Maricopa County destination marketing organizations. Description: Proposition 302 Maricopa County Grant is available only to destination marketing organizations within Maricopa County. The purpose of this program is to provide funding for tourism marketing activities such as advertising, public relations and travel industry marketing. The Proposition 302 Maricopa County Grant Program assists in the development of innovative and effective tourism promotion projects at the local level. These local tourism promotion activities, in cooperation with the national and regional advertising efforts of the Arizona Office of Tourism, are intended to assist in maintaining a strong tourism industry throughout Arizona. All dollars are presented in thousands (not FTE). Arizona Office of Tourism Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 5,381.8 5,651.9 5,651.9 Program Total 5,381.8 5,651.9 5,651.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 0.0 To distribute Proposition 302 money in a timely manner Performance Measures Average number of days from Treasurer's Office notification to disbursement of funds Arizona Office of Tourism FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 3 3 All dollars are presented in thousands (not FTE). Page 361 Issue 4 DEPARTMENT OF TRANSPORTATION Victor Mendez, Director Phone: (602) 712-7227 A.R.S. Title 28 Mission: Issue 5 To provide products and services for a safe, efficient, cost-effective transportation system that links Arizona to the global economy, promotes economic prosperity and demonstrates respect for Arizona's environment and quality of life. Description: The Arizona Department of Transportation was established in 1974. It is the state agency charged with planning, developing, maintaining and operating facilities for the efficient movement of people and products by surface and air throughout Arizona. The Department is also the statewide agency that registers motor vehicles and aircraft, licenses drivers, collects revenues, and investigates new transportation systems. It serves its customer base through geographically dispersed facilities. Most administrative activities are housed in the headquarters facilities in Phoenix. Field activities include ten district offices that oversee roadway construction and maintenance, twentytwo ports of entry that check commercial vehicles for compliance with size and weight laws, and sixty-seven Motor Vehicle Division Field Offices that provide title and registration and driver license services. FY 2008 Actual Program ¾ ADMINISTRATION ¾ INTERMODAL TRANSPORTATION ¾ MOTOR VEHICLE ¾ AERONAUTICS Agency Total: Funding and FTE Summary: (Thousands) FY 2009 Estimate 52,928.8 General Funds FY 2010 Estimate 51,997.8 52,497.8 2,548,477.4 2,858,504.5 2,880,371.8 112,305.0 112,954.3 19,313.9 48,387.0 48,387.0 2,733,025.1 3,071,843.6 3,098,210.9 FY 2008 Actual FY 2009 Estimate 116,954.3 FY 2010 Estimate 75.7 84.6 84.6 452,323.3 468,425.2 494,792.5 Other Non Appropriated Funds 2,280,626.1 2,603,333.8 2,603,333.8 Program Total 2,733,025.1 3,071,843.6 3,098,210.9 FTE Positions 4,788.0 4,774.0 4,861.0 Other Appropriated Funds Strategic Issues: Issue 1 Issue 6 Congestion Management The Agency is researching what is the best strategy or mix of strategies to manage congestion on the state highway system. DTA 1.0 Program Summary ADMINISTRATION Victor Mendez, Director Phone: (602) 712-7227 A.R.S. Title 28 To provide leadership and operational and financial support to help achieve the agency mission. Description: The Administration Program provides overall coordination, management and support functions for the Department. As described in A.R.S. § 28-104, the exclusive control and jurisdiction over state highways, state routes, state airports and all state-owned transportation systems or modes is vested in the Department of Transportation. The Department is charged with registering motor vehicles and aircraft, licensing drivers, collecting revenue, conducting multi-modal transportation planning, design and constructing transportation facilities, investigating new transportation systems and administering transportation safety programs. This Program Contains the following Subprograms: 4 4 4 Director's Office / Transportation Board Transportation Support Services Arizona Highways Magazine Funding and FTE Summary: (Thousands) General Funds Maintenance FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 45,461.9 45,470.0 45,970.0 7,466.9 6,527.8 6,527.8 Program Total 52,928.8 51,997.8 52,497.8 FTE Positions 445.0 438.0 438.0 Other Appropriated Funds Arizona’s taxpayers have made a very significant investment in roads and highways. Protecting that investment is much more than just filling pot holes. What are the best strategies ADOT can develop for protecting that investment? And what are the best strategies that will provide the necessary human and financial resources to protect that investment? Issue 2 Technology The agency is seeking strategies that can be developed to replace aging mainframe, legacy systems and processes. How can ADOT effectively make available the burgeoning amount of information for transportation decisions? How can technology be best utilized as a congestion mitigation and safety element? How can ADOT best utilize technology to provide online and other e-government services to its customer service activities? Mission: ($ Thousands) Agency Summary: Regional Transportation System As Arizona’s urban cores continue to experience phenomenal growth, the movement of goods, services and people will continue to be an important regional success factor. Keeping pace will require the full utilization of innovative financing, retention of engineering and management expertise, as well as partnering with interested parties. This is especially true for completion, on an accelerated timeline, of the 1985 voter approved Maricopa Regional Freeway System. Agency Summary DTA 0.0 Other Non Appropriated Funds Customer Service Whether internal or external, ADOT must maintain a strong customer service focus. This will require a mix of strategies involving staff, the application of more sophisticated management techniques and alternative service delivery methods that employ more technology, including the internet. Issue 3 Program Delivery Each year the State Transportation Board adopts a Five-Year Construction Program. This Program is a result of a transportation assessment to determine how best to safely and efficiently move goods, services and people throughout Arizona. The operating imperative is to deliver those projects on time, on budget and in quality condition. Page 362 All dollars are presented in thousands (not FTE). Department of Transportation Subprogram Summary DTA 1.1 Subprogram Summary DTA 1.2 DIRECTOR'S OFFICE / TRANSPORTATION BOARD TRANSPORTATION SUPPORT SERVICES John Bogert, Chief of Staff Phone: (602) 712-7228 John Bogert, Chief of Staff Phone: (602) 712-7228 A.R.S. Title 28 A.R.S. Title 28 Mission: Mission: To serve the employees, suppliers and customers of the Arizona Department of Transportation by exemplifying leadership and a commitment to achieve the agency guiding vision. The Transportation Board's mission is to administer the functions outlined in A.R.S. § 28-106 with respect to development or modification of the five-year transportation facilities construction program, the awarding of all construction contracts for transportation facilities and monitoring the status of such projects. To provide effective and efficient support services to those who serve our customers and stakeholders. Description: The Director and staff exist to provide strategic direction and guidance to agency personnel in achieving the organizational mission in an atmosphere of continuous improvement. The Transportation Board distributes monies from the aviation fund for public airport planning, design and construction; establishes a complete set of state highway routes; determines which routes shall be accepted into the system and which shall be improved; establishes or otherwise alters the status of any portion of a state route or highway or other transportation facility; and determines priority programming with respect to transportation facilities. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 813.3 806.1 806.1 50.1 50.0 50.0 Program Total 863.4 856.1 856.1 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase the quality, timeliness and cost effectiveness of our products and services. Performance Measures Administrative expenses as percentage of operating budget ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 2.5 5.0 5.0 To develop a high performing and successful workforce. Performance Measures Percent of Middle Managers attending mandatory supervisory training Performance Measures Agency turnover rate (percentage) ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 71 85 85 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 13.0 14.0 14.0 Injury Incidence Rate per 100 employees Department of Transportation Transportation Support Services provides many of the essential business services necessary for the Department to carry out its mission. It delivers these services to diverse customers located throughout the state. Service areas include: human resources, financial management, civil rights, audit, community relations, employee development, safety and health, procurement, information technology, facilities maintenance and planning and budgeting. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 44,648.6 44,663.9 44,663.9 0.0 0.0 0.0 Program Total 44,648.6 44,663.9 44,663.9 FTE Positions 406.0 406.0 406.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To achieve optimum service delivery. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Highway User Revenue Fund revenue forecast range (percent) -6.6 +2.0/-1.0 +2.0/-1.0 Regional Area Revolving Fund revenue forecast range (percent) -7.0 +2.0/-1.0 +2.0/-1.0 Performance Measures Subprogram Summary DTA 1.3 ARIZONA HIGHWAYS MAGAZINE Win Holden, Publisher Phone: (602) 712-2023 A.R.S. §§ 28-1881 to 28-1884 Mission: To encourage travel within Arizona by publishing magazines and products about the state and its people while achieving the highest level of quality in production and customer service. Description: To optimize the use of all resources. Performance Measures Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.66 0.00 0.00 The first issue of Arizona Highways was published in 1925. The current monthly circulation, including newsstand, averages 185,000 and includes subscribers from every state and 113 foreign countries. Sixty-three percent of the magazine's subscribers live outside Arizona, many of them receiving gift subscriptions from Arizonans. A one year subscription is $24. Arizona Highways is an Enterprise Fund and generates revenue from two major sources:(1) subscription and newsstand sales of the magazine; and (2) related product sales. The magazine employs approximately 23 fulltime staff. The magazine is 48 full-color pages per issue. Most of the writing and photography included is provided by freelance professionals who are paid fees for one-time rights to publish their material. Arizona Highways outsources customer service, warehousing and fulfillment services. All dollars are presented in thousands (not FTE). Page 363 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Subprogram Summary DTA 2.1 DEVELOPMENT AND ADMINISTRATION General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 500.0 Other Non Appropriated Funds 7,416.8 6,477.8 6,477.8 Floyd Roehrich, State Engineer Phone: (602) 712-7391 Program Total 7,416.8 6,477.8 6,977.8 A.R.S. § 28-104 FTE Positions 33.0 26.0 26.0 ‹ Goal 1 To provide the leadership and support to all entities of ITD to improve the safety, efficiency and quality of the state highway system and its intermodal connectors. To remain financially self-sufficient. Description: Program Summary DTA 2.0 Mission: INTERMODAL TRANSPORTATION Floyd Roehrich, State Engineer Phone: (602) 712-7391 A.R.S. § 28-104 Mission: To continually improve the safety, efficiency and quality of Arizona’s highway system and its intermodal connectors. Description: The Intermodal Transportation Division (ITD) serves as the state’s public entity to construct and maintain a quality highway system. The ITD – Development and Administration Budget Subprogram includes all full time equivalent positions located statewide, which are appropriated/ budgeted under the Administrative Operating Fund/ Budget. The ITD Core Team provides the key leadership for ITD. This Team consists of the State Engineer, Deputy State Engineers, Chief Administrative Officer. They encourage all employees to exceed customer expectations through emphasis on delivering quality products and services on time and within budget. Their responsibilities include daily liaison with customers, partners and other stakeholders. Open communication exists with the leaders and project teams in the various Engineering Districts and Development Groups to identify and resolve the short term needs and plan for the long-term needs/accomplishments of the Division. This team is responsible for the project development and operations of the state highway infrastructure, including promotion of environmental stewardship and employee and highway user safety. This Program Contains the following Subprograms: 4 4 4 4 4 Funding and FTE Summary: (Thousands) Development and Administration Maintenance General Funds Construction Intermodal Transportation Planning Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2010 Estimate 75.7 84.6 84.6 294,195.4 309,893.0 331,760.3 Other Non Appropriated Funds 2,254,206.3 2,548,526.9 2,548,526.9 Program Total 2,548,477.4 2,858,504.5 2,880,371.8 FTE Positions 2,548.0 2,548.0 2,635.0 Other Appropriated Funds Page 364 FY 2010 Estimate 0.0 0.0 0.0 74,499.1 75,143.3 0.0 0.0 0.0 Program Total 73,411.2 74,499.1 75,143.3 FTE Positions 707.0 707.0 717.0 Other Non Appropriated Funds FY 2009 Estimate FY 2009 Estimate 73,411.2 Other Appropriated Funds Vehicles and Heavy Equipment FY 2008 Actual ‹ Goal 1 To increase the quality, timeliness and cost effectiveness of our products and services. Performance Measures Percent of dollars awarded vs. planned FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 ‹ Goal 2 To develop and retain a high performing, successful workforce. ‹ Goal 3 To optimize the use of all resources. ‹ Goal 4 To improve public and political support necessary to meet Arizona’s transportation needs. All dollars are presented in thousands (not FTE). Department of Transportation Funding and FTE Summary: (Thousands) Subprogram Summary DTA 2.2 MAINTENANCE General Funds Floyd Roehrich, State Engineer Phone: (602) 712-7391 Mission: To maximize the life expectancy, operational efficiency, appearance, and safety of the state highway system. FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 56,779.8 60,971.1 63,581.2 Other Non Appropriated Funds 2,254,206.3 2,548,526.9 2,548,526.9 Program Total 2,310,986.1 2,609,498.0 2,612,108.1 FTE Positions 616.0 616.0 646.0 Other Appropriated Funds A.R.S. § 28-104 FY 2008 Actual ‹ Goal 1 To improve the movement of people and products throughout Arizona. Description: The ITD – Maintenance Budget Subprogram includes all full time equivalent positions located statewide, which are appropriated/budgeted under the Maintenance Fund/Budget. This Budget Subprogram is a multi-million dollar operation involving over seventy organizational units distributed throughout the State, working in nine maintenance-engineering districts and a central maintenance office. Funding is provided for asset management on and along approximately 27,800 maintenance travel lane miles of highway. This subprogram includes the highway system’s operation components. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 126,049.3 132,045.3 150,658.3 0.0 0.0 0.0 Program Total 126,049.3 132,045.3 150,658.3 FTE Positions 932.0 932.0 979.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To improve the movement of people and products throughout Arizona. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 28,052 28,577 28,832 Total maintenance lane miles (calendar year basis) ‹ Goal 2 ‹ Goal 3 Performance Measures Total lane (travel) miles (calendar year basis) Performance Measures Percent of highway construction projects completed on schedule Performance Measures Percent of Maricopa Regional Freeway center line miles (calendar year basis) Performance Measures Phoenix District Travel Lane miles open Note: this measure is on a calendar year basis. ‹ Goal 2 Performance Measures ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 18,805 19,210 19,405 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96.6 97 97 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,673 2,816 2,882 To increase the quality, timeliness and cost effectiveness of our products and services. Percent difference of final contract cost from original bid To increase the quality, timeliness and cost effectiveness of our products and services. FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8.4 10 10 To optimize the use of all resources. To optimize the use of all resources. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 TBD Percent of state system meeting minimum LOS standards. Note: expected implementation is FY 2010. DTA 2.3 Subprogram Summary CONSTRUCTION Floyd Roehrich, State Engineer Phone: (602) 712-7391 A.R.S. § 28-104 Mission: To provide leadership and support in construction administration to continually improve the safety, efficiency, and quality of Arizona’s highway system. Description: The ITD – Construction Budget Subprogram includes all full time equivalent positions located statewide, which are appropriated/budgeted under the Construction Fund/Budget. This subprogram is responsible for the administration of a statewide annual construction program of over $950 million. Department of Transportation All dollars are presented in thousands (not FTE). Page 365 2. Maintenance of the Data Bureau Subprogram Summary DTA 2.4 INTERMODAL TRANSPORTATION PLANNING Rakesh Tripathi, Director Phone: (602) 712-7431 A.R.S. § 28-104 Mission: To provide the highest quality multimodal transportation research, plans, and programs for Arizona. Description: The Transportation Planning Division (TPD) works with its customers and stakeholders in a collaborative effort to develop and implement statewide transportation policy and facilitate multi-modal, performance-based transportation planning and programming efforts at the state, regional and local level. TPD also performs research, supports a robust and advanced geo-referenced infrastructure, initiates common processes for the collection, analysis and distribution of fundamental transportation data and manages both the ADOT product evaluation program and the ADOT library. The Division helps to identify the important present and future transportation issues facing Arizona and assists, through research and planning, in the development of the supporting strategies needed to optimize investment to preserve and expand the state’s transportation system. The Division staff is organized into the following organizational units: Administrative Support, the Arizona Transportation Research Center (ATRC), Data Bureau, Priority Programming/Air Quality, and State and Regional Planning. Responsibilities include long-range multi-modal planning, development of asset infrastructure investment strategies, preparation of regional transportation profile studies, administration of state and federal air quality mandates, delivery of research services and the collection, analysis and dissemination of transportation data. Stakeholders include individuals, public and private entities, local and tribal governments, regional planning organizations and other interest groups. There are three issues that are critical to the future success of the Division which need to be addressed from a strategic perspective. They are: 1. Program projects for the Five-Year Construction Program from MoveAZ. Conduct Regional Transportation Plans to support update of Move AZ. One of the Division’s primary responsibilities has been the implementation of the Arizona Long-Range Multi-Modal Transportation Plan (MoveAZ). The purpose of the plan is to develop a system that allows for the efficient use of transportation resources, facilities and services over the next 20 years. It provides the framework by which state, regional and local plans are coordinated in order to provide strategic direction for sound transportation investment decisions. It serves as the blueprint for investing in the state’s transportation system and assists the agency in setting priorities for funding projects and programs. With the adoption of MoveAZ, a programming process utilizing performance factors in the Five-Year Construction Program has begun. Full implementation will require a number of programming cycles. To ensure that MoveAZ is updated in five years, Regional Transportation Profiles have been initiated. These Profiles will provide the data necessary for the plan update. All Profiles are currently under contract. During the Programming and Planning process, TPD will conduct Consultation meetings with Local Elected Officials. These meetings will ensure that Local Elected Officials are kept informed on ADOT’s direction and have an opportunity to provide meaningful input. This process is in accordance with Federal Regulations. The division must implement its strategic plan through an internal structure that articulates vision and direction, identifies goals and objectives, and promotes guidelines for subgrantees in the administration of Federal funding programs. Another major TPD responsibility is to provide planning assistance to local communities promoting Small Area Transportation Studies and to provide technical assistance to regional planning agencies. These activities are critical to a solid Long Range, Multi-Modal Transportation Plan that is beneficial to the entire state. Page 366 Data represents a critical strategic resource which is the fuel for a wide range of important activities that sustain and support the Department’s activities. TPD is responsible for collecting, processing, analyzing and disseminating a variety of transportation related data pertaining to all public roadways with emphasis on the Arizona state highway system. Data items include pavement condition, traffic volume, system capacity, geo-spatial information and asset inventories. Transportation data are used to support Federal funding apportionments, facilitate the design and construction of transportation projects, promote public safety and mitigate air quality issues. It is published and made available to the Federal Highway Administration (FHWA), local and planning organizations and the traveling public. 3. Manage Research and Product Evaluation Programs The Arizona Transportation Research Center manages ADOT’s research and product evaluation (PRIDE) programs. The focus of these programs is to support better planning, design, construction, operation, maintenance and funding of the State’s transportation system. Note: Public Transportation is ADOT's newest Division. The following paragraphs describe its program mission and description followed by its Goal and related objectives. Sub-Program: Public Transportation Division Contact: Jim Dickey, Director Mission: Identify public transportation needs, and administer programs and resources to provide safe and reliable mobility options for Arizona’s communities. Description: The Public Transportation Division (PTD) works with program managers, customers, and stakeholders collaboratively to identify, develop, implement, and operate Public Transportation Programs that are funded primarily through Federal and local resources. PTD also performs statewide Public Transportation research and planning to facilitate program feasibility and implementation, in support of Federal program funding for both rural and urban categories. PTD provides data analysis for programs that are funded with FTA resources and provides analysis of impacts of public transportation programs on important transportation corridors in cooperation with the Transportation Planning Division (TPD). PTD performs its designated role in State Safety Oversight (SSO) for light rail programs throughout the state. PTD also manages program direction for Arizona Rides, under Governor’s Executive order. The Division is organized into the following units: Rural Transportation Program Management; Elderly and Disabled Program Management; Statewide Transit Planning; Light Rail Safety Oversight; and Special Projects/Administration. Stakeholders include municipalities and counties, council’s of governments and metropolitan planning organizations, tribal governments, individuals and private entities, and a variety of interest groups. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 75.7 84.6 84.6 3,401.0 3,417.1 3,417.1 0.0 0.0 0.0 Program Total 3,476.7 3,501.7 3,501.7 FTE Positions 46.0 46.0 46.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To develop and implement the regional transportation profiles. ‹ Goal 2 To provide Transportation related data, in a timely manner, to ADOT users and its stakeholders. All dollars are presented in thousands (not FTE). Department of Transportation ‹ Goal 3 ‹ Goal 4 ‹ Goal 5 To manage Research and Product Evaluation Programs. To Develop and implement a Public Transportation plan through a combination of Federal and local resources. To provide technical assistance to implement AzRides program in rural Arizona. This Program Contains the following Subprograms: 4 4 4 Motor Vehicle Support Services Customer Services Motor Vehicle Enforcement Services Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 110,080.0 110,725.2 114,725.2 2,225.0 2,229.1 2,229.1 Subprogram Summary Program Total 112,305.0 112,954.3 116,954.3 VEHICLES AND HEAVY EQUIPMENT FTE Positions 1,762.0 1,755.0 1,755.0 DTA 2.5 John H. Nichols, Physical and Plant Administrator Phone: (602) 712-7795 Subprogram Summary DTA 3.1 A.R.S. § 28-7006 MOTOR VEHICLE SUPPORT SERVICES Mission: Stacey K. Stanton, Division Director To purchase, maintain, repair and dispose of light and heavy duty vehicle and fleet equipment for ADOT and perform contract services for selected state agencies and county/municipal governments. Phone: (602) 712-8152 Description: It is the responsibility of Equipment Services to: provide and maintain the equipment fleet for ADOT users; maintain equipment fleets for other agencies and county/municipalities governments under contract; collect revenue to finance capital replacement and operational expenses; provide management and financial information through an equipment management system; provide fuel resources statewide in compliance with federal/ state EPA regulations; and, maintain state port of entry scales. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 34,554.1 38,960.4 38,960.4 0.0 0.0 0.0 Program Total 34,554.1 38,960.4 38,960.4 FTE Positions 247.0 247.0 247.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To optimize the use of all Equipment Services resources. DTA 3.0 Program Summary MOTOR VEHICLE Stacey K. Stanton, Division Director Phone: (602) 712-8152 A.R.S. Title 28 Mission: To support Arizona through licensing, vehicle credentialing, revenue collection, safety programs, and by promoting compliance with transportation laws. Description: The Motor Vehicle Division (MVD) is responsible for transportation-related activities including the issuance of licenses and vehicle credentials, revenue collection and management, transportation law compliance, and legislative support. MVD operates field offices and ports of entry statewide. MVD also oversees the Competitive Government Partnership program for MVD functions and maintains collaborative partnerships with federal, state, and local agencies. MVD is the primary source of motor vehicle information to law enforcement agencies, other governmental entities, motor carrier and vehicle dealer industries, the news media, and the general public. Department of Transportation A.R.S. Title 28 Mission: To lead and support the Motor Vehicle Division in its provision of services. Description: The Motor Vehicle Support Services (MVSS) Program is comprised of three major components including: - Director’s Office - Executive Hearing Office - Executive Services Group The Director’s Office (DO) provides leadership and assistance in legislative, government, public information, and community relations, constituent services, information systems support, human resources, and Special Border Projects. The Executive Hearing Office (EHO) conducts administrative hearings arising from the licensing and enforcement authority of the Arizona Department of Transportation (Title 28, Arizona Revised Statutes). The cases heard involve diverse controversies, ranging from simple to complex issues. Hearings involve DUI-related offenses, driver license suspension and revocation actions, motor vehicle title and registration, motor vehicle manufacturers and franchises, motor carrier safety, motor carrier tax, aviation assessments, and cases regulating outdoor advertising along Arizona's Interstate, secondary, and primary highways. Administrative Law Judges of the Executive Hearing Office also frequently appear before law enforcement agencies and other professional groups to explain Arizona's civil DUI and driver license enforcement actions. The Executive Services Group (ESG) provides management support throughout the Division in the areas of strategic planning and budgeting, traffic records, procurement, facility planning and management, purchasing, warehouse supply and distribution, grant accounting and contracts. In addition, the Division, other governmental entities, businesses, and the general public are served through the provision of statistical information and reports. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 22,033.1 22,612.1 22,612.1 0.0 0.0 0.0 Program Total 22,033.1 22,612.1 22,612.1 FTE Positions 159.0 164.0 164.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote public safety and protection through regulation, licensing, and the administration of transportation laws. All dollars are presented in thousands (not FTE). Page 367 Note: Motor Vehicle Support Services has no objective/s for this goal. DTA 3.2 Subprogram Summary CUSTOMER SERVICES Stacey K. Stanton, Division Director Phone: (602) 712-8152 A.R.S. Title 28 Mission: To provide exemplary motor vehicle and driver license customer services and improve motor vehicle related products, services and, revenue collection through effective application of private and public sector resources. Description: This Customer Service Program is comprised of four major components including: - Customer Service - Competitive Government Partnerships - Division Operational Support Services - Motor Carrier and Tax Services The Customer Service Program (CSP) consists of 62 statewide customer service locations, the Title Production Unit, Driver License Central Production unit, and the Abandoned Vehicle Unit. Through these areas, CSP provides mandatory insurance verification, voter registration services, organ donation program enrollment, selective service information collection and distribution, citizen advisement, and the collection of delinquencies and restitution liens on behalf of and in conjunction with the traffic ticket enforcement assistance program, state and local courts, the Departments of Economic Security and Revenue, County Assessor’s/Treasurer’s office, and other agencies. Services are provided to all segments of the population, from infants to the elderly in need of State Identification Cards to the issuance of Driver Licenses and ownership documents to private citizens, government entities, commercial companies and financial institutions. Responsibilities and services include extensive documentation review for compliance with state statute and federal guidelines and fraud detection, the collection and reconciliation of fees, conducting vehicle inspections, administering driver knowledge and skill testing, registration/driver license reinstatements, permit issuance, and providing the highest degree of quality customer service. Competitive Government Partnerships (CGP) is responsible for establishing business relationships with public and private sector partners to enhance delivery of MVD services. The program focuses on developing new and convenient ways for Arizona citizens and businesses to do business with MVD through authorized third party providers and e-government services. In addition to responsibility for the Third Party Program and ServiceArizona, the e-government channel, CGP licenses and provides oversight to motor vehicle dealers, traffic survival schools, professional driving schools, high school driver education programs and motorcycle training schools. CGP also administers electronic delivery of motor vehicle records to authorized commercial and government agencies and coordinates criminal record checks on private sector applicants. In carrying out its responsibilities, CGP develops intergovernmental relationships with state and local agencies, such as the Department of Environmental Quality, Department of Education, Secretary of State’s Office, Governor’s Information Technology Agency, Arizona Office of the Courts and law enforcement agencies. Division Operational Support Services (DOSS) assists division-wide initiatives by developing and writing policies and rules, operating five public information call centers and one technical support call center that provides support to field offices. Records management is handled through six distinct units: microfilm and document imaging, data entry of citations and court abstracts; DUI, criminal, and fraudulent records; certification of records, including the photo lab and film research. Mandatory Insurance and Financial Responsibility and Ignition Interlock Device Unit are now two distinct programs under DOSS. Division technical training required for employee competency is identified, coordinated, and provided through DOSS as well as external training for third parties, including courts, private companies, and other government entities. DOSS also investigates and Page 368 All dollars are presented in thousands (not FTE). Department of Transportation processes DUI-related license reinstatements and provides expert testimony in court proceedings. Finally, on behalf of the Division, DOSS coordinates federal interaction and handling of commercial driver license record inquiries through the Commercial Driver License Information System (CDLIS) and supports help desk activities related to the Problem Driver Pointer System (PDPS) and the National Motor Vehicle Title Information System (NMVTIS). Motor Carrier and Tax Services (MCTS) is a diversified program that is responsible for the following: a) fuel tax collection b) accounting for and distributing Highway User Revenue Fund (HURF) and other related revenues c) identification of fuel tax evasion activities d) bad debt collections for the Division e) oversight of the medical review function to process medical eligibility for commercial and noncommercial drivers f) commercial driver licensing to include skill and knowledge testing g) interstate motor carrier registration h) fleet registrations i) International Fuel Tax Agreement (IFTA), International Registration Plan administration, and Vendor and Supplier licensing. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 70,539.7 69,407.4 73,407.4 60.9 65.0 65.0 Program Total 70,600.6 69,472.4 73,472.4 FTE Positions 1,291.0 1,279.0 1,279.0 Other Appropriated Funds Other Non Appropriated Funds Subprogram Summary DTA 3.3 MOTOR VEHICLE ENFORCEMENT SERVICES Ric Athey, Assistant Division Director Phone: (602) 712-8735 A.R.S. Title 28 Mission: To accomplish mandated enforcement and regulatory responsibilities and provide a system that ensures public safety. Description: The Motor Vehicle Enforcement Services (MVES) program utilizes certified peace officers who are charged with the responsibility to ensure commercial vehicles adhere to federal and state laws regarding size, weight, credentials, safety, and other transportation-related issues, promote compliance with Arizona’s registration laws, and conduct non-commercial vehicle verification inspections as mandated by law. MVES has five subprograms: Fixed Port of Entry Operations, Mobile Enforcement Operations, Registration Compliance, Enhanced Vehicle Inspections, Peace Officer Certification and Training. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds ‹ Goal 1 To improve customer service. Performance Measures Percent of all vehicle registration renewals completed through alternate methods Performance Measures Total number of third party transactions Performance Measures Average customer wait time (ticket to counter) in field offices Performance Measures Percent of office customers rating service as good or excellent ‹ Goal 2 Total Internet transactions and activities (in thousands) FY 2010 Estimate 0.0 0.0 0.0 17,507.2 18,705.7 18,705.7 2,164.1 2,164.1 2,164.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Program Total 19,671.3 20,869.8 20,869.8 79.4 79.4 79.4 FTE Positions 312.0 312.0 312.0 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,845,198 3,850,000 3,900,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12.5 15.0 15.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 86 83 83 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,425 8,500 9,100 To promote the efficient generation, collection and management of revenues to meet public needs. To promote public safety and protection through regulation, licensing, and the administration of transportation laws. Performance Measures Number of commercial vehicles processed through Mobile Enforcement Units (MEUs) Performance Measures Number of commercial vehicles processing activities at Fixed Ports of Entry (in thousands) ‹ Goal 2 To increase the use of electronic service delivery. Performance Measures ‹ Goal 3 Other Non Appropriated Funds FY 2009 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 41,870 42,000 42,000 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,990 8,000 8,000 To promote the efficient generation, collection and management of revenues to meet the public needs. Performance Measures Total revenue collected through active enforcement efforts (dollars in thousands) DTA 4.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,209 2,250 2,300 Program Summary AERONAUTICS Barclay Dick, Division Director Phone: (602) 294-9144 A.R.S. § 28-332 Mission: To encourage and advance the safe and orderly development of aviation within the State. Description: The Aeronautics Division is responsible for the development of a balanced, integrated and effective aviation system designed to meet both the present and future needs of the citizens of Arizona. It fulfills this responsibility by registering aircraft, licensing airplane dealers, developing and administering the five year airport development program, promoting aviation services through community outreach and education and making recommendations with respect to legislative and policy issues. Department of Transportation All dollars are presented in thousands (not FTE). Page 369 Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 2,586.0 2,337.0 2,337.0 Other Non Appropriated Funds 16,727.9 46,050.0 46,050.0 Program Total 19,313.9 48,387.0 48,387.0 FTE Positions 33.0 33.0 33.0 Other Appropriated Funds ‹ Goal 1 To increase the quality, timeliness and cost effectiveness of our aviation services. Performance Measures Days to process an aircraft registration application Performance Measures Percent projects completed on schedule ‹ Goal 2 Percent of airport infrastructure meeting established service level standards FY 2010 Estimate 2 1 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 92 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88 90 90 To improve public and political support by further development and expansion of the aviation outreach program. Performance Measures Percent of Aviation Outreach Program completed annually Page 370 FY 2009 Estimate To maintain airport infrastructure leading to the improved movement of people and products throughout Arizona. Performance Measures ‹ Goal 3 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 90 95 100 All dollars are presented in thousands (not FTE). Department of Transportation ‹ Goal 3 Agency Summary TRA 0.0 STATE TREASURER To operate, in real-time, an investment tracking portfolio management system that allows greater flexibility and enhances management as well as trade/position reporting. The desired result is increased rates of return when compared to our benchmarks. Dean Martin, State Treasurer Phone: (602) 604-7800 Performance Measures A.R.S. § 41-171 Mission: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of non-compliant trades. 0 5 5 Average days to correct noncompliant trades. 0 1 1 To protect taxpayer money by serving as the State's Bank and fiduciary agent, providing investment management, financial information and services. Description: 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. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 21,000.3 5,075.3 5,170.4 33.8 1.3 106.3 4,816.3 0.0 0.0 Program Total 25,850.4 5,076.6 5,276.7 FTE Positions 34.4 34.4 34.4 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 State Treasurer The State Treasurer serves as the Chief Financial Officer for the State of Arizona, overseeing approximately $12.6 billion in assets under management. He is responsible for the prudent custody and management of those dollars. The Treasurer is the trustee and manages over $2.5 billion of investments for the Arizona State Land Endowment Trust and provides investment services to local governments (counties, cities, towns, etc). The Treasurer is also the bank for state government. Continually changing financial markets require the Office of the State Treasurer to modernize business plans and systems in order to maintain sound investment strategies and efficient operations. To receipt all funds and securities, as required by law, and ‹ Goal 1 process these transactions in an accurate, timely manner that ensures safety, availability, and accountability of all assets entrusted with the office. Performance Measures Customer satisfaction rating for State Agency depositors (scale 1-8). ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7.03 7.10 7.10 To disburse funds as required by law in a manner that ensures accuracy and timeliness, while maintaining adequate internal controls and auditable records. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Customer satisfaction rating for State Agency banking customers (scale 18). 7.09 7.10 7.10 Customer satisfaction rating for distribution recipients (scale 1-8). 7.01 7.10 7.10 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of distributions sent successfully and accurately. 100 98 98 Percent of outgoing wires sent successfully and accurately. 100 99 99 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Performance Measures Performance Measures Performance Measures Percent of distributions sent on time. 100 98 98 Percent of outgoing wires sent on time. 100 99 99 State Treasurer All dollars are presented in thousands (not FTE). Page 371 Agency Summary BRA 0.0 Program Summary BRA 1.0 BOARD OF REGENTS GOVERNANCE Joel Sideman, Executive Director Phone: (602) 229-2524 Art Ashton, Asst Exec Director Phone: (602) 229-2524 A.R.S. § 15-1621 A.R.S. § 15-1621 Mission: Mission: To increase the educational attainment of Arizona citizens by producing enough high-quality university degrees for the State to be nationally competitive by the year 2020; to increase the prominence of the system's research enterprise so that it can contribute to the knowledge economy and improve the quality of life in Arizona; and to provide the educated workforce needed to fill shortages and to stimulate demand for higher paying jobs in Arizona. To assist the Board and the universities in setting policy and establishing planning criteria for the Arizona University System and in overseeing and evaluating programmatic and fiscal areas. Description: The Arizona Board of Regents is the governing body for Arizona’s three state universities. Consistent with its constitutional authorities, the Board makes planning and policy decisions regarding the state universities. The Board hires the university presidents and the executive director for the Board, to whom the Board assigns the responsibility of management. The Board acts as the legal entity responsible for the universities and accounts to the legislative and executive branches of government for the resources appropriated to the universities and the Board. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ GOVERNANCE ¾ STUDENT ASSISTANCE Agency Total: Funding and FTE Summary: (Thousands) General Funds The governance function of the Board serves the universities and the public in the following major programmatic areas: strategic planning activities, financial policy and oversight, including the review and analysis of tuition and university budgets; capital development process management; administration of financial assistance programs; human resource policy oversight; oversight of Arizona Universities Network (AZUN) activities; coordination and recommendations on academic and student service requirements and standards; internal audits of the universities; oversight of Information Technology projects; review of public outreach strategies for the Board; and, participation in public meetings. Funding and FTE Summary: (Thousands) FY 2010 Estimate 4,796.0 4,797.0 0.0 0.0 0.0 Other Non Appropriated Funds 154,757.7 165,400.1 218,616.2 Other Appropriated Funds Program Total 159,553.7 170,197.1 223,463.4 35,249.2 39,178.3 44,303.8 FTE Positions 60.0 59.8 59.8 194,802.9 209,375.4 267,767.2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 45,877.8 0.0 Other Non Appropriated Funds 156,483.8 168,690.6 221,889.4 Program Total 194,802.9 209,375.4 267,767.2 FTE Positions 60.3 60.1 60.1 ‹ Goal 1 Bachelor's degrees produced annually in the system. Number of Math, Science, Special Education Teacher (MSSE) Loan Forgiveness Program loans made. ‹ Goal 2 Educational Excellence Total Research Expenditures (expenditure information in billions) ‹ Goal 3 To increase the research capabilities and performance of the Arizona system to a preeminent competitive position with peer institutions among America's top research universities. Number of projects funded Performance measures monitored ‹ Goal 4 Community Engagement and Workforce Impact To utilize research, economic development, community engagement, and service contributions of the universities to create and disseminate knowledge to strengthen Arizona's economy and improve Arizona's quality of life. Productivity To maximize the use of existing resources so that the system can produce greater numbers of degrees and with greater efficiency of resources per degree without sacrificing quality. FY 2010 Estimate 18,343 18,526 18,773 63 107 140 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1.521 1.532 1.542 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 38 35 30 281 292 271 To communicate with universities and their constituents and stakeholders on Board policies and initiatives. Performance Measures Number of media/individual/group briefings conducted Number of stakeholder briefings conducted ‹ Goal 5 FY 2009 Estimate To allocate and monitor Proposition 301 TRIF funds Performance Measures Research Excellence FY 2008 Actual To increase the national prominence of the research enterprise of the Arizona University System to national competitiveness. Performance Measures To be nationally competitive in the percentage of Arizona citizens with a high-quality bachelor's degree by providing affordable access through a well-coordinated and aligned system. Page 372 To raise the educational attainment level of Arizona to national competitiveness by 2020. Performance Measures Strategic Issues: Issue 4 4,847.2 223,463.4 0.0 Issue 3 FY 2010 Estimate 170,197.1 40,684.8 Issue 2 FY 2009 Estimate 159,553.7 0.0 Issue 1 FY 2008 Actual General Funds FY 2009 Estimate 38,319.1 Other Appropriated Funds Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 135 150 150 82 100 100 To perform Internal Audits of the universities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Audits scheduled 7 4 4 Audits performed on universities 3 4 4 Specific audit recommendations reported to Board 2 8 8 All dollars are presented in thousands (not FTE). Arizona Board of Regents Program Summary BRA 2.0 STUDENT ASSISTANCE Gale Tebeau, Asst. Exec. Director Phone: (602) 229-2522 A.R.S. §§ 15-1642, 15-1742, 15-1746 Mission: To provide financial assistance to students and to strengthen the teaching skills of teachers in elementary and secondary mathematics and science education. Description: The Arizona Board of Regents directly administers two financial assistance programs: (1) Western Interstate Commission on Higher Education (WICHE)--for students who choose careers in Osteopathy, Dentistry, Veterinary Medicine, Occupational Therapy, Optometry, and Physicians Assistants; and (2) Improving Teacher Quality Grants - for projects whose aim is to support the development of highly qualified principals and K-12 teachers in the content areas of language arts-English, science, mathematics, social studies, and technology in the content areas. Also, two student assistance programs are appropriated to the ABOR but are administered by the universities: 1) Arizona Financial Aid Trust-- immediate aid to students who are underrepresented in the population of the university or students who demonstrate a clear need for financial aid and creates an endowment for future aid; and (2) Arizona Teacher Incentive Program--loans to students in teaching training programs in deaf and blind education at the University of Arizona. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33,523.1 35,887.8 0.0 0.0 0.0 1,726.1 3,290.5 3,273.2 Program Total 35,249.2 39,178.3 44,303.8 FTE Positions 0.3 0.3 0.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 41,030.6 To continue extending access to a university education by providing and administering various financial assistance programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 193 186 203 63 41 60 Number of first year WICHE applications meeting eligibility requirements 210 214 220 Number of first year WICHE applications processed 221 225 230 72 72 73 7 8 8 4,526 6,250 6,000 Performance Measures Total number of Western Interstate Commission for Higher Education awards Number of first year Western Interstate Commission for Higher Education awards Percent of recipients returning to practice in Arizona Number of Improving Teacher Quality (ITQ) grants awarded (depend on funding) Number of students awarded financial aid through the Arizona Financial Aid Trust Arizona Board of Regents All dollars are presented in thousands (not FTE). Page 373 Agency Summary ASA 0.0 ASU - TEMPE Dr. Michael Crow, President Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide outstanding programs of undergraduate and graduate education, cutting-edge research, and public service for the citizens of the State of Arizona with special emphasis on the Phoenix metropolitan area. Description: Arizona State University at the Tempe Campus, which includes the Downtown Phoenix campus, is a major public research university offering programs from the baccalaureate through the doctorate to over 50,000 fulltime and part-time students and applying the strongest features of the traditional major research university to the rapidly evolving needs of the metropolitan Phoenix area and Arizona. The Tempe campus plays an extensive role within Arizona State University by providing high quality graduate training at the doctoral level and serving as the only Carnegie Foundation-designated Doctoral/Research-Extensive campus in the metropolitan Phoenix area. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ACADEMIC AFFAIRS ¾ RESEARCH AND ECONOMIC FY 2009 Estimate FY 2010 Estimate 602,610.4 681,368.6 711,507.0 167,454.5 231,276.3 244,414.6 268,542.4 273,672.0 283,196.9 244,695.0 264,752.2 271,705.7 38,618.6 51,599.9 54,105.6 1,321,920.9 1,502,669.0 1,564,929.8 AFFAIRS ¾ STUDENT AFFAIRS ¾ ADMINISTRATION AND FINANCE ¾ INSTITUTIONAL LEADERSHIP AND ADVANCEMENT Agency Total: Funding and FTE Summary: (Thousands) How to provide access to education for a growing student population given limited financial resources To broaden access to a quality education for all segments of the population, ASU must be positioned to accommodate the continuing growth in high school graduates, particularly minority populations and a growing pool of older students requiring new job skills. Never in the history of Arizona has a university education been more important. Our knowledge-based economy and an ever-increasing trend toward globalization are changing the skills needed for success in the labor force. Yet, rising costs, need for financial aid, and years of under-funding for higher education place the idea of broad access at risk. Tuition increases approved by the Board of Regents in recent years and future increases consistent with Board policy will help offset some of the financial need not provided by other sources. Issue 2 ASU is strongly committed to providing access to college for all qualified students. Furtherance of this goal requires bold and sustained planning to provide for the projected increases in enrollments, primarily of undergraduate students. The West, Polytechnic, and Downtown Phoenix campuses, for example, are expected to serve up to 15,000 students each by the year 2020, reaching this goal through a series of planned expansion phases. While ASU is well on the way to building the infrastructure needed to meet these goals, continued investment will be necessary to provide the infrastructure for the enrollment growth envisioned at each of the campuses. See the Comprehensive Development Plan for a New American University for more detail on the development of the university’s campuses (www.asu.edu/cdp). How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources Quality faculty are fundamental to a quality university education. Without the best faculty, it is not possible to provide the type of higher education that Arizona citizens deserve or to support the cultural and economic vitality that Arizona is striving to obtain. At ASU, hiring and retaining key faculty continues to be a concern. Like the other Arizona universities, ASU continues to struggle to consistently compete in the marketplace. With the funding provided by the state for salaries in recent years, ASU has made substantial progress in improving faculty salaries, enabling the University to recruit and retain highly recognized and respected academics in a variety of fields. However, while the median salary of all ranked faculty has increased from the 16th percentile in Fall 2003 to the 34th percentile in Fall 2007, the average salary falls short of the median by $3,100. Issue 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 404,668.1 396,428.7 419,034.2 Other Appropriated Funds 211,496.9 260,679.0 261,264.7 Other Non Appropriated Funds 705,755.9 845,561.3 884,630.9 Program Total 1,321,920.9 1,502,669.0 1,564,929.8 FTE Positions 10,867.1 11,315.7 11,564.6 Strategic Issues: How to improve the quality of the undergraduate and graduate educational experience Undergraduate and graduate education are the cornerstones of the university enterprise. Students seek a high quality education that prepares them to be successful in their careers, to contribute to society, and to become lifelong learners. Today’s graduates must have strong communications, team building, and critical thinking skills as well as a global perspective to be successful. Issue 1 A continued emphasis on providing a quality educational experience requires examining and evolving how the university designs and delivers its instructional programs to maximize the impact of education. Improvements can be accomplished through new pedagogical techniques, such as collaborative learning, service learning, and other learner-centered approaches; through the appropriate use of technology to enhance the classroom experience; through undergraduate education that focuses on the student as an individual; by providing seamless access to the services and resources required for learning and creative and intellectual inquiry; Page 374 and by providing an environment that fosters student scholarship. ASU continues to conceptualize and create a wide range of new interdisciplinary schools, institutes, centers, and programs that will foster the development of new knowledge. An area of concern for ASU is that even though the teaching load of tenure-track faculty has risen over the last ten years, undergraduate access to tenure-track faculty has fallen, reflecting the fact that enrollment growth has outstripped our resource base. For example, the ratio of students to tenured/tenure-track faculty has increased from 26:1 in Fall 1991 to 36:1 in Fall 2007. Enrollment funding provides the basic resources needed to accommodate the increased student population and enables ASU to hire the faculty necessary to meet the increased schedule demands from the larger student body. Adequate funding will also allow the University to appropriately invest in programs that meet its goals to establish national standing for colleges and schools in every field and fully achieve national comprehensive university status. ASU has made minor progress in improving staff salaries; however, salaries continue to fall behind comparable jobs for classified staff and service professionals. Turnover among classified staff continues to be a significant problem, with the Tempe campus having experienced turnover at a rate of 18%, a symptom of salaries that are not competitive with the local market. ASU estimates its total faculty and staff unmet salary needs will exceed $31 million by the end of FY09. Issue 4 How to enhance and improve social embeddedness Development of ASU requires the university to be a fully engaged and integral part of the social, cultural, and economic fabric of the metropolitan area and the state of Arizona. ASU will demonstrate its social embeddedness to the extent that the faculty and staff are supporting and sustaining communities and solving problems through applied research, All dollars are presented in thousands (not FTE). Arizona State University - Tempe service, and partnerships in the P-12 education system, business and industry, government, and the community. ASU must assist in building a socially diverse and economically viable community, in developing civic and community leadership, and in addressing challenges such as poverty, growth, economic development and diversification, social infrastructure, and quality of life. Achieving a higher degree of social embeddedness requires a change in the internal culture of the university as well as a change in the role of the university in the eyes of the community. The university must continue to expect employees to contribute to community life through their expertise, intellect, and engagement. The community must come to see the university as the key resource and place to get advice about community issues and solutions to community problems. Greater economic opportunity, coupled with expertise available from ASU, can enhance the multicultural strengths of Phoenix and Arizona. A good example of this type of close economic cooperation with the community is the ASU/Scottsdale Center for New Technology and Innovation, which will act as a hub for knowledge-driven industries, technology innovations, and commercial activities. With greater economic vitality comes the opportunity to reinvest in the artistic and cultural elements of the community. ASU is committed to improving student achievement and the quality of K-12 schools. The University Public Schools Initiative, a partnership with local school districts and the community, will launch four research-based schools, one on or near each ASU campus, to serve as exemplars and resources for schools. How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley Providing access to quality higher education for the citizens of Arizona is a primary responsibility of ASU. It is generally recognized that no large cities have obtained economic and cultural greatness without the presence of a great research university. Such universities have been and always will be the magnet for the intellectual capital required to build the economic and cultural base of a great city. ASU, as one of the largest universities in the nation when measured in terms of enrollment, developed late as a research university, obtaining Research I status only in 1994. As such, ASU must plan its research agenda with great care and focus in order to create an innovative research agenda that ensures the citizens of Arizona a substantial return on investment while serving growing enrollments. Issue 5 University-based research contributes not only to basic knowledge development and transmission and to quality individualized experiences for our students but also to economic development. Arizona’s high technology economic base is not highly diversified, relying primarily on the semiconductor industry. Corresponding to the suggestions in the Battelle Institute reports of 2002 and 2003 detailing research opportunities for Arizona’s universities, ASU continues to vigorously pursue long-term initiatives in such areas as biodesign, nanotechnology, and sustainable systems. Funding approved by Arizona voters provided by Proposition 301, the Research Infrastructure Bill for research bonding authority, and critical facilities enhancements of the SPEED project (Laws 2008, Chapter 287) provide important resources to accelerate research efforts that address diversification in the Arizona economy and workforce. How to ensure the necessary facilities and capacity to accommodate growth The university currently operates under a severe shortage of library and research deficiencies, the total of which exceeds 740,000 square feet, as well as classroom laboratory deficiencies over 200,000 square feet. In addition, the lack of state investment to open and operate new buildings and upgrade existing buildings has resulted in deterioration of space, requiring additional funds prior to occupancy. Compounding these existing shortages is the university’s continuing growth, both in enrollment demand and in responsibilities for research and service. ASU is aggressively obtaining new research facilities that will alleviate much of the current deficiency for research space. For example, the Tempe campus built the new Biodesign Institute (Buildings A and B), as well as Buildings I, II, and III (the last at the ASU Polytechnic campus) of the Interdisciplinary Science and Technology series of buildings. In addition, ASU currently leases space in the “Brickyard” in downtown Tempe and the ASU Fulton Center building. Issue 6 Arizona State University - Tempe Providing and improving learning environments featuring classrooms and laboratories that facilitate learner-centered delivery requires a program of improved utilization policies and room upgrades that incorporate new instructional technologies and flexible room formats. Availability of appropriate instructional technology and flexible room design can permit improved room utilization. The ASU University Technology Officer participates in the strategic planning and budgeting processes to plan, coordinate, manage, and maintain the information technology resources and services across the four university campuses and among the three Arizona universities. ASA 1.0 Program Summary ACADEMIC AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Description: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 College of Design W. P. Carey School of Business Mary Lou Fulton College of Education Ira A. Fulton School of Engineering University College Katherine K. Herberger College of Arts Graduate College The Barrett Honors College Sandra Day O'Connor College of Law College of Liberal Arts and Sciences College of Nursing and Healthcare Innovation College of Public Programs Walter Cronkite School of Journalism and Mass Communication Other Instructional Support University Libraries and Museums Academic Computing Admin. Information Technology/ Telecommunications Academic Affairs Administrative Support Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 232,493.3 222,092.6 242,864.6 Other Appropriated Funds 211,496.9 249,771.0 250,356.7 Other Non Appropriated Funds 158,620.2 209,505.0 218,285.7 Program Total 602,610.4 681,368.6 711,507.0 FTE Positions 6,117.4 6,269.5 6,482.1 All dollars are presented in thousands (not FTE). Page 375 187 250 300 2,774 2,900 3,100 Number of degree program course audits run by students and staff 718,977 649,861 675,855 To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Number of eAdvisor tracking audits run by students and staff 336,888 502,320 522,412 Major and Career Exploration (UNI and ASU 101) course sections for exploratory students 300 188 190 Description: ‹ Goal 4 Number of participants in Summer Bridge for incoming freshmen to enhance transition Subprogram Summary ASA 1.1 Number of students participating in Academic Success Clusters to support academic skill development and improve success in critical courses, and to quickly help entering freshmen develop a sense of community COLLEGE OF DESIGN Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Explaination: New measure 2008 To provide enriched educational opportunities to students by expanding accessibility and delivery of courses. Performance Measures Summer sessions headcount students Total online course registrations (duplicated enrollments) ‹ Goal 5 179,154.5 Other Appropriated Funds 211,496.9 248,340.9 248,926.6 79,744.9 115,852.1 120,883.2 Performance Measures Program Total 465,782.2 523,979.5 548,964.3 Students enrolled in interdisciplinary degree programs FTE Positions 5,016.9 5,242.6 5,437.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average years taken by freshman students to complete a baccalaureate degree program 4.7 4.6 4.6 Percentage of undergraduate degree recipients participating in research related or capstone (case study) experience 93 94 94 Percent of graduating seniors who rate their overall university experience as good or excellent 93 Percent of full-time undergraduate students enrolled per semester in three or more primary courses with ranked faculty 70 Number of Bachelors degrees granted Average salary of all ranked faculty as a percentile of salaries at peer institutions ‹ Goal 2 8,303 8,653 9,018 41 50 50 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Honors undergraduate headcount students 2,766 2,800 2,850 National Merit, Flinn, and other scholars enrolled at ASU (unduplicated count) 2,163 2,463 2,586 Explaination: 365 350 370 Courses offered for honors credit 2,225 2,250 2,250 To provide support services and courses that assist students in achieving academic success and planning programs of study within their chosen degree curricula. Performance Measures Number of tutorials conducted by the Writing Center Page 376 713 730 748 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 692 750 800 2,515 2,554 2,594 415 446 238 249 261 16.4 16.7 17.0 Minority graduate enrollment as percentage of total enrollment 479 Reflects total University Subprogram Summary W. P. CAREY SCHOOL OF BUSINESS Melinda Gebel, Director Phone: (480) 965-2318 Mission: To provide students with a greater understanding of the core areas of business processes, principles, and global impact within an internationally recognized framework of business leadership training and research. Description: Within the W.P. Carey School of Business, select academic support services include: retention, preservation, and display of educational materials through libraries, museums and galleries, audio visual and other activities that aid in the transmission of information; separately budgeted course and curriculum development, and academic computing support. Funding and FTE Summary: (Thousands) Previously reported duplicated count. BHC degree recipients (i.e., with honors) ‹ Goal 3 26,250 A.R.S. § 15-1601 To enhance the number and diversity of the most highly qualified students entering Arizona State University and the Barrett Honors College. Performance Measures 25,000 First professional degrees granted 95 70 4,100 23,824 Doctorate degrees granted ASA 1.2 70 23,000 3,900 Reflects Tempe campus and Downtown campus. Previously reported all campuses. Explaination: 95 21,950 3,747 Masters degrees granted Explaination: Performance Measures 20,910 To improve graduate education by enhancing programs central to the University's mission, promoting retention and graduation, and increasing the diversity of students. 159,786.5 To improve the quality of undergraduate education. FY 2010 Estimate Online course sections offered during the fall semester 174,540.4 ‹ Goal 1 FY 2009 Estimate Winter session enrollments General Funds Other Non Appropriated Funds FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5,940 6,250 6,350 General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 57,952.9 62,306.1 0.0 1,430.1 1,430.1 78,875.3 93,652.9 97,402.5 Program Total 136,828.2 157,389.1 162,542.7 FTE Positions 1,100.5 1,026.9 1,045.1 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 63,710.1 To maintain the number of books and periodical subscriptions owned by the university libraries, and increase access to these items. All dollars are presented in thousands (not FTE). Arizona State University - Tempe Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,768 3,800 3,868 33,085 28,080 29,082 Library volumes housed (all libraries; in thousands) Periodical subscriptions Virtual/remote reference transactions (new measure) 11,800 Online access sessions (in millions) ‹ Goal 2 22 13,000 24 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 45,200 46,000 46,500 330 340 350 Annual attendance at university art collections Lecturers and special events To employ, provide, and maintain sufficient reliable microcomputer, network, and server resources to support the academic needs of the University. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 230,000 280,000 320,000 E-mail computer accounts Explaination: Increase includes addition of ASU Gmail accounts. Percentage of classrooms with mediation WWW server activity: total hits per day on asu.edu and public.asu.edu only (in thousands) ASA 1.3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 25 To increase attendance at university art museums and provide quality art exhibitions to the public and for scholarly and educational purposes. Performance Measures ‹ Goal 3 12,000 Funding and FTE Summary: (Thousands) 100 100 100 5,079 6,000 7,314 Subprogram Summary ASA 1.5 UNIVERSITY COLLEGE Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Funding and FTE Summary: (Thousands) Subprogram Summary MARY LOU FULTON COLLEGE OF EDUCATION Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Subprogram Summary ASA 1.6 KATHERINE K. HERBERGER COLLEGE OF ARTS Melinda Gebel, Director Phone: (480) 965-2318 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ASA 1.4 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Funding and FTE Summary: (Thousands) Subprogram Summary IRA A. FULTON SCHOOL OF ENGINEERING Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Arizona State University - Tempe All dollars are presented in thousands (not FTE). Page 377 ASA 1.7 Subprogram Summary Funding and FTE Summary: (Thousands) GRADUATE COLLEGE General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Subprogram Summary ASA 1.10 COLLEGE OF LIBERAL ARTS AND SCIENCES Melinda Gebel, Director Phone: (480) 965-2318 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ASA 1.8 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Funding and FTE Summary: (Thousands) Subprogram Summary FY 2008 Actual FY 2009 Estimate FY 2010 Estimate THE BARRETT HONORS COLLEGE Melinda Gebel, Director General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Phone: (480) 965-2318 Other Non Appropriated Funds 0.0 0.0 0.0 A.R.S. § 15-1601 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Subprogram Summary ASA 1.11 COLLEGE OF NURSING AND HEALTHCARE INNOVATION Melinda Gebel, Director Phone: (480) 965-2318 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ASA 1.9 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Funding and FTE Summary: (Thousands) Subprogram Summary FY 2008 Actual FY 2009 Estimate FY 2010 Estimate SANDRA DAY O'CONNOR COLLEGE OF LAW Melinda Gebel, Director General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Phone: (480) 965-2318 Other Non Appropriated Funds 0.0 0.0 0.0 A.R.S. § 15-1601 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Page 378 All dollars are presented in thousands (not FTE). Arizona State University - Tempe Funding and FTE Summary: (Thousands) Subprogram Summary ASA 1.12 COLLEGE OF PUBLIC PROGRAMS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Subprogram Summary ASA 1.15 UNIVERSITY LIBRARIES AND MUSEUMS Melinda Gebel, Director Phone: (480) 965-2318 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) ASA 1.13 Subprogram Summary FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Phone: (480) 965-2318 Program Total 0.0 0.0 0.0 A.R.S. § 15-1601 FTE Positions 0.0 0.0 0.0 WALTER CRONKITE SCHOOL OF JOURNALISM AND MASS COMMUNICATION Melinda Gebel, Director Mission: To offer high quality academic degrees, general studies, and honors programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. ASA 1.16 Subprogram Summary ACADEMIC COMPUTING Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ASA 1.14 Subprogram Summary OTHER INSTRUCTIONAL SUPPORT Melinda Gebel, Directo Phone: (480) 965-2318 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Arizona State University - Tempe All dollars are presented in thousands (not FTE). Page 379 This Program Contains the following Subprograms: Subprogram Summary ASA 1.17 ADMIN. INFORMATION TECHNOLOGY/ TELECOMMUNICATIONS Melinda Gebel, Director Phone: (480) 965-2318 4 4 4 Research Activities Regulatory Compliance Research Area Funding and FTE Summary: (Thousands) A.R.S. § 15-1601 Mission: General Funds To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Other Appropriated Funds Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16,152.3 16,126.5 0.0 0.0 16,126.5 0.0 Other Non Appropriated Funds 151,302.2 215,149.8 228,288.1 Program Total 167,454.5 231,276.3 244,414.6 FTE Positions 1,659.8 1,748.7 1,772.8 Subprogram Summary ASA 2.1 RESEARCH ACTIVITIES Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To serve the citizens of Arizona through the development, application, and transfer of new knowledge especially beneficial to Arizona. Subprogram Summary ASA 1.18 ACADEMIC AFFAIRS ADMINISTRATIVE SUPPORT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Organized Research includes research activities taking place within centers, divisions, bureaus, institutes and experiment stations formally approved by the Arizona Board of Regents. These activities are specifically created and organized to produce research, whether separately budgeted within the university or commissioned by and external agency, as with federal grants and contracts. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2009 Estimate FY 2010 Estimate 16,152.3 16,126.5 0.0 0.0 0.0 Other Non Appropriated Funds 151,302.2 215,149.8 228,288.1 Other Appropriated Funds 16,126.5 General Funds 0.0 0.0 0.0 Program Total 167,454.5 231,276.3 244,414.6 Other Appropriated Funds 0.0 0.0 0.0 FTE Positions 1,659.8 1,748.7 1,772.8 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To maintain and enhance the University's status as a major research institution. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Grant and contract proposals submitted 2,401 2,545 2,697 Grant and contract awards received 1,703 1,788 1,877 202 226 252 46 48 49 Performance Measures Program Summary ASA 2.0 RESEARCH AND ECONOMIC AFFAIRS Melinda Gebel, Director External dollars received for research and creative activity (in millions of dollars) Percentage of faculty and academic professionals receiving extramural support for research and creative activity Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: ‹ Goal 2 To serve the citizens of Arizona through the development, application, and transfer of new knowledge especially beneficial to Arizona. To continue and improve University efforts to provide opportunities for undergraduate and graduate students to participate in research and creative activity. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Undergraduate students supported by sponsored funds 1,468 1,506 1,580 Graduate students supported by sponsored funds 1,690 1,718 1,747 Description: Performance Measures Organized Research includes research activities taking place within centers, divisions, bureaus, institutes and experiment stations formally approved by the Arizona Board of Regents. These activities are specifically created and organized to produce research, whether separately budgeted within the university or commissioned by and external agency, as with federal grants and contracts. Page 380 All dollars are presented in thousands (not FTE). Arizona State University - Tempe Subprogram Summary ASA 2.2 ASA 3.0 Program Summary STUDENT AFFAIRS REGULATORY COMPLIANCE Melinda Gebel, Director Phone: (480) 965-2318 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. To foster the academic, social, emotional, and physical growth of learners by creating an inclusive holistic learning environment that offers services and opportunities for students to maximize their learning experience and become well-rounded productive citizens. Funding and FTE Summary: (Thousands) Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Student Services includes the admissions and registrar functions and other activities with the primary purpose of contributing to students’ emotional and physical well-being and intellectual, cultural and social development outside the context of the formal instruction program. These other activities include cultural events, student newspapers, intramural athletics, student organizations, intercollegiate athletics, nonacademic counseling and career guidance, student scholarships, fellowships and financial aid administration, student health services, and the administration at the vice presidential level. This Program Contains the following Subprograms: ASA 2.3 4 4 4 Subprogram Summary RESEARCH AREA Melinda Gebel, Director Phone: (480) 965-2318 Student Life, Health and Wellness Enrollment Services Student Affairs Administrative Support Funding and FTE Summary: (Thousands) A.R.S. § 15-1601 General Funds Mission: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 29,905.7 1,502.1 1,502.1 Other Non Appropriated Funds 238,106.2 242,264.2 251,789.1 Program Total 268,542.4 273,672.0 283,196.9 FTE Positions 1,103.4 1,118.0 1,112.2 ASA 3.1 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Phone: (480) 965-2318 A.R.S. § 15-1601 0.0 0.0 0.0 0.0 0.0 0.0 29,905.7 Subprogram Summary STUDENT LIFE, HEALTH AND WELLNESS Melinda Gebel, Director, Institutional Analysis 0.0 FTE Positions FY 2010 Estimate 0.0 General Funds Program Total FY 2009 Estimate 30,436.2 Other Appropriated Funds To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. FY 2008 Actual Mission: To foster the academic, social, emotional, and physical growth of learners by creating an inclusive holistic learning environment that offers services and opportunities for students to maximize their learning experience and become well-rounded productive citizens. Description: Student Services includes the admissions and registrar functions and other activities with the primary purpose of contributing to students’ emotional and physical well-being and intellectual, cultural and social development outside the context of the formal instruction program. These other activities include cultural events, student newspapers, intramural athletics, student organizations, intercollegiate athletics, nonacademic counseling and career guidance, student scholarships, fellowships and financial aid administration, student health services, and the administration at the vice presidential level. Arizona State University - Tempe All dollars are presented in thousands (not FTE). Page 381 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 30,436.2 29,905.7 29,905.7 0.0 1,502.1 1,502.1 Other Non Appropriated Funds 238,106.2 242,264.2 Program Total 268,542.4 FTE Positions 1,103.4 Other Appropriated Funds ‹ Goal 1 Students receiving health care at the Campus Health Service Disabled students served ‹ Goal 2 0.0 0.0 0.0 0.0 0.0 251,789.1 Other Non Appropriated Funds 0.0 0.0 0.0 273,672.0 283,196.9 Program Total 0.0 0.0 0.0 1,118.0 1,112.2 FTE Positions 0.0 0.0 0.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 46,676 47,800 48,500 1,623 1,600 1,600 FY 2009 Estimate FY 2010 Estimate 550 580 600 Student participation in advising services, workshops, career events, job fairs, on-campus interviews and special events offered by Career Services to assist students seeking employment and/or career guidance 58,208 59,954 61,753 Organizations recruiting on campus 2,066 ‹ Goal 3 2,128 2,192 To provide services that enhance the likelihood of students' academic success. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Students participating in orientation 9,234 9,500 9,600 Students participating in the Freshman Year Experience (FYE) 5,645 5,645 5,645 Students assisted by the Learning Resources Center programs and services 7,659 8,100 8,600 Performance Measures ‹ Goal 4 To make student financial assistance readily available for eligible students based on need, merit, or other determining factors. FY 2008 Actual Performance Measures Students receiving financial assistance Dollar volume for all financial assistance programs (dollars in thousands) ‹ Goal 5 FY 2009 Estimate FY 2010 Estimate 46,350 47,900 48,600 491,400 510,000 530,000 To provide opportunities for men and women by developing and sustaining programs which help student athletes achieve success, both academically and athletically. Performance Measures Average GPA of student athletes (4.0 highest) Percent of student athletes graduating in six years ASA 3.2 FY 2010 Estimate 0.0 FY 2008 Actual Registered campus clubs and organizations FY 2009 Estimate Other Appropriated Funds To enhance the quality of students' educational experience by providing programs and services which promote involvement in university activities and enhance opportunities for future employment. Performance Measures FY 2008 Actual General Funds To promote the emotional and physical well-being of students by providing quality health care services. Performance Measures Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.89 2.95 2.98 69 70 72 Subprogram Summary ASA 3.3 STUDENT AFFAIRS ADMINISTRATIVE SUPPORT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ASA 4.0 Program Summary ADMINISTRATION AND FINANCE Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide timely, efficient, and effective support for the university’s mission of instruction, research, and public service goals through executive management, administrative information and services, adequate and wellmaintained facilities, and strong partnerships with alumni, community leaders, and State decision makers. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. Subprogram Summary This Program Contains the following Subprograms: ENROLLMENT SERVICES 4 4 4 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Business/Financial Services and Human Resources Plant and Safety Services Administrative Services Support Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Page 382 All dollars are presented in thousands (not FTE). Arizona State University - Tempe Funding and FTE Summary: (Thousands) Community-based police assignments FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate ‹ Goal 3 127,345.4 129,178.9 0.0 9,405.9 9,405.9 Other Non Appropriated Funds 120,049.3 128,000.9 133,120.9 Centrally supported Ethernet connections Program Total 244,695.0 264,752.2 271,705.7 Internet bandwidth (mbps) FTE Positions 1,646.0 1,804.5 1,822.6 Performance Measures Melinda Gebel, Director A.R.S. § 15-1601 To provide timely, efficient, and effective support for the university’s mission of instruction, research, and public service goals through executive management, administrative information and services, adequate and wellmaintained facilities, and strong partnerships with alumni, community leaders, and State decision makers. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. FY 2008 Actual General Funds FY 2009 Estimate 124,645.7 127,345.4 FY 2010 Estimate 129,178.9 0.0 9,405.9 9,405.9 Other Non Appropriated Funds 120,049.3 128,000.9 133,120.9 Program Total 244,695.0 264,752.2 271,705.7 FTE Positions 1,646.0 1,804.5 1,822.6 Other Appropriated Funds To provide efficient and comprehensive human resources programs and services to the university community in areas such as employment, training, employee relations, and other human resource activities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,316 1,370 1,420 1.60 1.50 1.45 Accounting documents processed (in thousands) Administration as a percentage of total cost Participants in human resources training programs Job applications processed Positions filled Percent of agency staff turnover (classified staff only) Customer satisfaction surveys conducted ‹ Goal 2 FY 2009 Estimate FY 2010 Estimate 59,824 62,000 64,480 658 790 948 PLANT AND SAFETY SERVICES Melinda Gebel, Director Phone: (480) 965-2318 Mission: Mission: ‹ Goal 1 FY 2008 Actual A.R.S. § 15-1601 Phone: (480) 965-2318 Funding and FTE Summary: (Thousands) 280 Subprogram Summary ASA 4.2 Subprogram Summary ASA 4.1 BUSINESS/FINANCIAL SERVICES AND HUMAN RESOURCES 260 To maintain support for all telecommunications systems throughout the University. 124,645.7 Other Appropriated Funds 243 To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Subprogram Summary ASA 4.3 ADMINISTRATIVE SERVICES SUPPORT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 8,712 9,000 9,300 63,876 65,000 67,000 Program Total 0.0 0.0 0.0 2,741 2,700 2,700 FTE Positions 0.0 0.0 0.0 18.2 18.5 18.5 12 23 21 To provide customer-focused, high quality facilities and services to enhance a safe and secure environment in support of the University's mission. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 193,683 195,000 200,000 4,455 5,000 5,000 22,740 22,000 20,500 Maintenance work order man-hours on buildings/ tunnels/structures Number of faculty, staff, and students participating in fire and safety training classes Annual Parking Permit Sales to students and staff Arizona State University - Tempe All dollars are presented in thousands (not FTE). Page 383 Funding and FTE Summary: (Thousands) Program Summary ASA 5.0 INSTITUTIONAL LEADERSHIP AND ADVANCEMENT Melinda Gebel, Director Phone: (480) 965-2318 Mission: To serve the public by offering a public telecommunications system, by providing the finest available artists and productions in music, theater and dance, and serves as a resource and focal point in providing information about various university services to the business community and economic development professionals. Public Service includes those activities established primarily to provide noninstructional services beneficial to individuals and groups external to the university. Public Service includes conferences, general advisory services, reference bureaus, public radio and television, consulting and similar noninstructional services to particular sectors of the community. This Program Contains the following Subprograms: Development Community Outreach Intercollegiate Athletics General Funds Other Appropriated Funds Other Non Appropriated Funds 958.5 0.0 0.0 Other Non Appropriated Funds 37,678.0 50,641.4 53,147.1 Program Total 38,618.6 51,599.9 54,105.6 FTE Positions 340.5 375.0 374.9 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,841 1,933 2,029 Teachers served through educational support programming 61,740 61,782 64,871 Students served through educational support programming 1,178,786 1,173,858 1,237,786 ‹ Goal 2 To continue to stage excellent cultural and other nonathletic special events for various diverse constituents. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Persons attending University sponsored cultural events (in thousands) 489 490 490 Special events coordinated 140 140 140 To obtain private and corporate funds to provide the margin of excellence for the University in the 21st Century. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 940.6 958.5 958.5 0.0 0.0 0.0 37,678.0 50,641.4 53,147.1 Program Total 38,618.6 51,599.9 54,105.6 FTE Positions 340.5 375.0 374.9 958.5 To provide quality educational and informative television programs and improve services provided to the community, especially in rural areas. Performance Measures ‹ Goal 3 Executive Management Public Affairs FY 2010 Estimate 0.0 Performance Measures KAET - Television FY 2009 Estimate 940.6 Persons viewing KAET-TV on a weekly basis (in thousands) Description: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds A.R.S. § 15-1601 4 4 4 4 4 4 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 110 112 115 Endowed chairs and professorships ASA 5.2 Subprogram Summary DEVELOPMENT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: ASA 5.1 Subprogram Summary To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. KAET - TELEVISION Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Funding and FTE Summary: (Thousands) Mission: To serve the public by offering a public telecommunications system, by providing the finest available artists and productions in music, theater and dance, and serves as a resource and focal point in providing information about various university services to the business community and economic development professionals. Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Public Service includes those activities established primarily to provide noninstructional services beneficial to individuals and groups external to the university. Public Service includes conferences, general advisory services, reference bureaus, public radio and television, consulting and similar noninstructional services to particular sectors of the community. Page 384 All dollars are presented in thousands (not FTE). Arizona State University - Tempe Subprogram Summary ASA 5.3 ASA 5.6 COMMUNITY OUTREACH Subprogram Summary PUBLIC AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Subprogram Summary ASA 5.4 INTERCOLLEGIATE ATHLETICS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Subprogram Summary ASA 5.5 EXECUTIVE MANAGEMENT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide leadership and vision in support of the instructional, research, and service mission of the university mission to create a highly educated workforce, economic diversification and development, and knowledgeable citizenry in Arizona Arizona State University - Tempe All dollars are presented in thousands (not FTE). Page 385 Agency Summary AXA 0.0 ASU - POLYTECHNIC Dr. Michael Crow, President Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To emphasize professional and technological programs based in the liberal arts and sciences and engage in intellectual inquiry focused on addressing societal needs by offering undergraduate and graduate programs primarily in professional and technological fields and in selected areas of the liberal arts and sciences; engaging in forms of scholarship involved with discovering, integrating, applying, and transmitting knowledge to address the conditions and concerns of society; and working with community partners in accomplishing all aspects of this mission. Description: ASU at the Polytechnic campus serves students and the metropolitan area through baccalaureate and graduate degree programs as well as through applied research and service. Currently, programs are offered in aeronautical management technology, agribusiness, applied biological sciences, applied psychology, applied science, business administration, computing studies, education, electronics engineering technology, exercise and wellness, human health studies, industrial management technology, interdisciplinary studies, manufacturing engineering technology, mechanical engineering technology, multimedia writing and technical communication, and nutrition. All programs at ASU at the Polytechnic campus provide students with the knowledge and extensive technological competence to succeed in their chosen professions and further learning. ASU at the Polytechnic campus offers a campus environment that places students at the center, embraces diversity and interdisciplinary inquiry, and strives to integrate the academic and social lives of students. ASU at the Polytechnic campus offers programs with outcomes directly relevant to the needs of society and the community, emphasizing collaboration and partnership to foster the educational, economic, and cultural development of local communities, the metropolitan area, the state, and the nation. ($ Thousands) Agency Summary: FY 2008 Actual Program FY 2009 Estimate FY 2010 Estimate ¾ ACADEMIC PROGRAMS AND 49,293.7 54,830.5 62,559.2 ¾ ADMINISTRATIVE SERVICES 18,669.6 28,986.1 29,645.4 67,963.3 83,816.6 92,204.6 SERVICES Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 25,471.2 30,489.2 37,150.9 Other Appropriated Funds 23,324.2 29,120.2 29,735.9 Other Non Appropriated Funds 19,167.9 24,207.2 25,317.8 Program Total 67,963.3 83,816.6 92,204.6 FTE Positions 662.3 745.0 818.2 Strategic Issues: How to improve the quality of the undergraduate and graduate educational experience Undergraduate and graduate education are the cornerstones of the university enterprise. Students seek a high quality education that prepares them to be successful in their careers, to contribute to society, and to become lifelong learners. Today’s graduates must have strong communications, team building, and critical thinking skills as well as a global perspective to be successful. Issue 1 A continued emphasis on providing a quality educational experience requires examining and evolving how the university designs and delivers its Page 386 instructional programs to maximize the impact of education. Improvements can be accomplished through new pedagogical techniques, such as collaborative learning, service learning, and other learner-centered approaches; through the appropriate use of technology to enhance the classroom experience; through undergraduate education that focuses on the student as an individual; by providing seamless access to the services and resources required for learning and creative and intellectual inquiry; and by providing an environment that fosters student scholarship. ASU continues to conceptualize and create a wide range of new interdisciplinary schools, institutes, centers, and programs that will foster the development of new knowledge. An area of concern for ASU is that even though the teaching load of tenure-track faculty has risen over the last ten years, undergraduate access to tenure-track faculty has fallen, reflecting the fact that enrollment growth has outstripped our resource base. For example, the ratio of students to tenured/tenure-track faculty has increased from 26:1 in Fall 1991 to 36:1 in Fall 2007. Enrollment funding provides the basic resources needed to accommodate the increased student population and enables ASU to hire the faculty necessary to meet the increased schedule demands from the larger student body. Adequate funding will also allow the University to appropriately invest in programs that meet its goals to establish national standing for colleges and schools in every field and fully achieve national comprehensive university status. ASU is requesting $19 million in FY10 to support student success. The funding will be used to continue the development of a tracking system that will monitor student progress toward graduation and to hire additional faculty to ensure that sufficient critical coursework is offered based on student progress and demand. The requested funding will begin to mitigate the years of unfunded enrollment growth that has eroded the university’s ability to provide resources that keep pace with the rate of enrollment growth. How to provide access to education for a growing student population given limited financial resources To broaden access to a quality education for all segments of the population, ASU must be positioned to accommodate the continuing growth in high school graduates, particularly minority populations and a growing pool of older students requiring new job skills. Never in the history of Arizona has a university education been more important. Our knowledge-based economy and an ever-increasing trend toward globalization are changing the skills needed for success in the labor force. Yet, rising costs, need for financial aid, and years of under-funding for higher education place the idea of broad access at risk. Tuition increases approved by the Board of Regents in recent years and future increases consistent with Board policy will help offset some of the financial need not provided by other sources. Issue 2 ASU is strongly committed to providing access to college for all qualified students. Furtherance of this goal requires bold and sustained planning to provide for the projected increases in enrollments, primarily of undergraduate students. The West, Polytechnic, and Downtown Phoenix campuses, for example, are expected to serve up to 15,000 students each by the year 2020, reaching this goal through a series of planned expansion phases. While ASU is well on the way to building the infrastructure needed to meet these goals, continued investment will be necessary to provide the infrastructure for the enrollment growth envisioned at each of the campuses. See the Comprehensive Development Plan for a New American University for more detail on the development of the university’s campuses (www.asu.edu/cdp). How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources Quality faculty are fundamental to a quality university education. Without the best faculty, it is not possible to provide the type of higher education that Arizona citizens deserve or to support the cultural and economic vitality that Arizona is striving to obtain. At ASU, hiring and retaining key faculty continues to be a concern. Like the other Arizona universities, ASU continues to struggle to consistently compete in the marketplace. With the funding provided by the state for salaries in recent years, ASU has made substantial progress in improving faculty salaries, enabling the University to recruit and retain highly recognized and respected academics in a variety of fields. However, while the median salary of all ranked faculty has increased from the 16th percentile in Fall 2003 to the 34th percentile in Fall 2007, the Issue 3 All dollars are presented in thousands (not FTE). Arizona State University - Polytechnic average salary falls short of the median by $3,100. ASU has made minor progress in improving staff salaries; however, salaries continue to fall behind comparable jobs for classified staff and service professionals. Turnover among classified staff continues to be a significant problem, with the Tempe campus having experienced turnover at a rate of 18%, a symptom of salaries that are not competitive with the local market. ASU estimates its total faculty and staff unmet salary needs will exceed $31 million by the end of FY09. Issue 4 How to enhance and improve social embeddedness Development of ASU requires the university to be a fully engaged and integral part of the social, cultural, and economic fabric of the metropolitan area and the state of Arizona. ASU will demonstrate its social embeddedness to the extent that the faculty and staff are supporting and sustaining communities and solving problems through applied research, service, and partnerships in the P-12 education system, business and industry, government, and the community. ASU must assist in building a socially diverse and economically viable community, in developing civic and community leadership, and in addressing challenges such as poverty, growth, economic development and diversification, social infrastructure, and quality of life. Achieving a higher degree of social embeddedness requires a change in the internal culture of the university as well as a change in the role of the university in the eyes of the community. The university must continue to expect employees to contribute to community life through their expertise, intellect, and engagement. The community must come to see the university as the key resource and place to get advice about community issues and solutions to community problems. Greater economic opportunity, coupled with expertise available from ASU, can enhance the multicultural strengths of Phoenix and Arizona. A good example of this type of close economic cooperation with the community is the ASU/Scottsdale Center for New Technology and Innovation, which will act as a hub for knowledge-driven industries, technology innovations, and commercial activities. With greater economic vitality comes the opportunity to reinvest in the artistic and cultural elements of the community. ASU is committed to improving student achievement and the quality of K-12 schools. The University Public Schools Initiative, a partnership with local school districts and the community, will launch four research-based schools, one on or near each ASU campus, to serve as exemplars and resources for schools. How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley Providing access to quality higher education for the citizens of Arizona is a primary responsibility of ASU. It is generally recognized that no large cities have obtained economic and cultural greatness without the presence of a great research university. Such universities have been and always will be the magnet for the intellectual capital required to build the economic and cultural base of a great city. ASU, as one of the largest universities in the nation when measured in terms of enrollment, developed late as a research university, obtaining Research I status only in 1994. As such, ASU must plan its research agenda with great care and focus in order to create an innovative research agenda that ensures the citizens of Arizona a substantial return on investment while serving growing enrollments. Issue 5 University-based research contributes not only to basic knowledge development and transmission and to quality individualized experiences for our students but also to economic development. Arizona’s high technology economic base is not highly diversified, relying primarily on the semiconductor industry. Corresponding to the suggestions in the Battelle Institute reports of 2002 and 2003 detailing research opportunities for Arizona’s universities, ASU continues to vigorously pursue long-term initiatives in such areas as biodesign, nanotechnology, and sustainable systems. Funding approved by Arizona voters provided by Proposition 301, the Research Infrastructure Bill for research bonding authority, and critical facilities enhancements of the SPEED project (Laws 2008, Chapter 287) provide important resources to accelerate research efforts that address diversification in the Arizona economy and workforce. Issue 6 accommodate growth The university currently operates under a severe shortage of library and research deficiencies, the total of which exceeds 740,000 square feet, as well as classroom laboratory deficiencies over 200,000 square feet. In addition, the lack of state investment to open and operate new buildings and upgrade existing buildings has resulted in deterioration of space, requiring additional funds prior to occupancy. Compounding these existing shortages is the university’s continuing growth, both in enrollment demand and in responsibilities for research and service. ASU is aggressively obtaining new research facilities that will alleviate much of the current deficiency for research space. For example, the Tempe campus built the new Biodesign Institute (Buildings A and B), as well as Buildings I, II, and III (the last at the ASU Polytechnic campus) of the Interdisciplinary Science and Technology series of buildings. In addition, ASU currently leases space in the “Brickyard” in downtown Tempe and the ASU Fulton Center building. Providing and improving learning environments featuring classrooms and laboratories that facilitate learner-centered delivery requires a program of improved utilization policies and room upgrades that incorporate new instructional technologies and flexible room formats. Availability of appropriate instructional technology and flexible room design can permit improved room utilization. The ASU University Technology Officer participates in the strategic planning and budgeting processes to plan, coordinate, manage, and maintain the information technology resources and services across the four university campuses and among the three Arizona universities. AXA 1.0 Program Summary ACADEMIC PROGRAMS AND SERVICES Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Description: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 Morrison School of Management and Agribusiness College of Technology and Innovation School of Applied Arts and Sciences School for Educational Innovation and Teacher Preparation Academic Services Information Technology Library Services Student Affairs Institutional Support Services Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 15,452.9 16,898.4 23,560.1 Other Appropriated Funds 23,324.2 26,952.5 27,568.2 Other Non Appropriated Funds 10,516.6 10,979.6 11,430.9 Program Total 49,293.7 54,830.5 62,559.2 FTE Positions 529.4 582.9 655.7 How to ensure the necessary facilities and capacity to Arizona State University - Polytechnic All dollars are presented in thousands (not FTE). Page 387 Subprogram Summary AXA 1.1 Subprogram Summary AXA 1.2 MORRISON SCHOOL OF MANAGEMENT AND AGRIBUSINESS COLLEGE OF TECHNOLOGY AND INNOVATION Melinda Gebel, Director Phone: (480) 965-2318 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 10,951.8 7,219.6 13,881.3 Other Appropriated Funds 23,324.2 26,889.8 27,505.5 3,983.8 7,440.2 7,747.0 Program Total 38,259.8 41,549.6 49,133.8 FTE Positions 435.7 502.8 575.7 Other Non Appropriated Funds ‹ Goal 1 To improve undergraduate and graduate education. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of graduating students who rate their overall experience at ASU Polytechnic as good or excellent 94 95 95 Percent of full-time undergraduate students enrolled per semester in three or more primary courses with ranked faculty 67 68 68 Performance Measures 863 914 987 Number of Bachelors degrees granted 724 758 819 Number of Masters degrees granted 139 156 168 Average number of years taken to graduate for student who began as freshmen 5.1 5.0 5.0 8,752 10,050 12,056 ‹ Goal 2 To provide support services and courses that assist students in achieving academic success. Performance Measures Percent of graduating students who 'have done' or 'plan to do' a practicum, internship, co-op experience, or clinical assignment Number of subject area tutorials offered by University Academic Success Programs Academic Support services include retention, preservation, and display of educational materials through libraries, audio visual and other activities that aid in the transmission of information, and academic computing support. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 74 75 75 1,137 1,183 1,218 FY 2009 Estimate FY 2010 Estimate 3,455.5 7,180.5 0.0 62.7 62.7 Other Non Appropriated Funds 1,403.5 1,883.9 1,959.2 Program Total 4,859.0 9,127.1 9,202.4 FTE Positions 65.2 47.4 47.4 Other Appropriated Funds ‹ Goal 1 7,180.5 To provide Library Services as an integral and essential component in the academic success of students and faculty. Performance Measures Library gate count FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 204,993 215,000 225,000 Workstations available for public use in library facilities 17 17 19 Number of hours the library is open each week 95 95 95 ‹ Goal 2 To provide students and faculty with the technological resources and services needed to support accomplishment of their academic goals. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Computer workstations available for use by students 720 750 750 Percent of campus desktops connected to the fiber optic backbone 100 100 100 Performance Measures Number of degrees granted Fall semester enrollment (headcount) Description: Subprogram Summary AXA 1.3 SCHOOL OF APPLIED ARTS AND SCIENCES Melinda Gebel, Director, Institutional Analysis Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To foster the academic, social, emotional, and physical growth of learners by creating an inclusive holistic learning environment that offers services and opportunities for students to maximize their learning experience and become well-rounded productive citizens. Description: Student Services includes activities and services that contribute to students’ emotional and physical well-being and intellectual, cultural and social development outside the context of the formal instruction program, such as cultural events, student organizations, student financial aid administration, and student residential life. Page 388 All dollars are presented in thousands (not FTE). Arizona State University - Polytechnic Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 1,045.6 2,498.3 FY 2010 Estimate 2,498.3 0.0 0.0 0.0 Other Non Appropriated Funds 5,129.3 1,655.5 1,724.7 Program Total 6,174.9 4,153.8 4,223.0 FTE Positions 28.5 32.7 32.6 Other Appropriated Funds ‹ Goal 1 To promote the emotional and physical well-being of students by providing quality health care services. Performance Measures Students receiving health care at the Student Health Center (provider/nurse visits) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,026 2,275 2,650 47 70 100 Disabled students served ‹ Goal 2 To enhance the quality of students' educational experience by providing programs and services which promote involvement in university activities and enhance opportunities for future employment. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Events and activities held for students each year 563 613 670 Registered campus clubs and organizations 42 44 48 107 110 113 Performance Measures Organizations recruiting on campus ‹ Goal 3 To provide services that enhance the likelihood of students' academic success. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Participation in new student orientation 422 470 510 Students participating in student advisement/registration workshops 496 550 590 9,025 7,782 9,050 145 200 340 Performance Measures Students receiving financial aid services Number of students participating in Freshman Year Experience (FYE) Housing Subprogram Summary AXA 1.6 INFORMATION TECHNOLOGY Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Subprogram Summary AXA 1.7 LIBRARY SERVICES Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Subprogram Summary AXA 1.8 STUDENT AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Subprogram Summary AXA 1.4 SCHOOL FOR EDUCATIONAL INNOVATION AND TEACHER PREPARATION Melinda Gebel, Director Phone: (480) 965-2318 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. A.R.S. 15-1601 Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Subprogram Summary AXA 1.9 INSTITUTIONAL SUPPORT SERVICES Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 AXA 1.5 Mission: Subprogram Summary To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. ACADEMIC SERVICES Melinda Gebel, Director Phone: (480) 965-2318 Description: A.R.S. § 15-1601 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Arizona State University - Polytechnic Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include fiscal operations, administrative data processing, space management, employee personnel and records, safety, security, and transportation services. All dollars are presented in thousands (not FTE). Page 389 Program Summary AXA 2.0 ADMINISTRATIVE SERVICES Melinda Gebel, Director Phone: (480) 965-2318 To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include fiscal operations, administrative data processing, space management, employee personnel and records, safety, security, and transportation services. This Program Contains the following Subprograms: Business and Human Resource Services Facilities and Safety Services Administrative Services Support General Funds FY 2008 Actual 10,018.3 Other Appropriated Funds Other Non Appropriated Funds Estimate 51.5 53.6 Dollar value of proposals awarded (in millions) 11.3 11.7 12.2 FY 2009 Estimate 13,590.8 FY 2010 Estimate 13,590.8 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include fiscal operations, administrative data processing, space management, employee personnel and records, safety, security, and transportation services. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 10,018.3 13,590.8 0.0 2,167.7 13,590.8 2,167.7 4,725.1 5,052.2 5,287.2 0.0 2,167.7 2,167.7 13,227.6 13,886.9 Program Total 14,743.4 20,810.7 21,045.7 88.7 98.4 98.5 Program Total 18,669.6 28,986.1 29,645.4 FTE Positions 132.9 162.1 162.5 ‹ Goal 1 Subprogram Summary To provide comprehensive administrative and human resource services to the campus community. Performance Measures BUSINESS AND HUMAN RESOURCE SERVICES Melinda Gebel, Director, Institutional Analysis Job applications processed Positions filled Percent of agency staff turnover (classified staff only) Phone: (480) 965-2318 Administration as a percentage of total cost A.R.S. § 15-1601 Mission: ‹ Goal 2 To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Performance Measures Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include fiscal operations, administrative data processing, space management, employee personnel and records, safety, security, and transportation services. Funding and FTE Summary: (Thousands) FY 2008 Actual 8,651.3 FTE Positions AXA 2.1 Subprogram Summary FACILITIES AND SAFETY SERVICES Mission: Funding and FTE Summary: (Thousands) Estimate 49.5 AXA 2.2 A.R.S. § 15-1601 4 4 4 Actual Dollar value of proposals submitted (in millions) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,242 3,500 3,700 113 100 100 12 12.3 12.3 4.26 2.94 2.94 To provide a safe and secure environment that responds to the needs of students, faculty, and staff as the campus grows. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Crime reports 366 400 450 Citizen assists 14,843 15,000 15,100 AXA 2.3 Subprogram Summary ADMINISTRATIVE SERVICES SUPPORT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 General Funds 0.0 0.0 0.0 Mission: Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 3,926.2 8,175.4 8,599.7 To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Program Total 3,926.2 8,175.4 8,599.7 FTE Positions 44.2 63.7 64.0 ‹ Goal 1 To provide support mechanisms for ASU Polytechnic researchers in an effort to increase research and sponsored project activities. Performance Measures Page 390 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate All dollars are presented in thousands (not FTE). Arizona State University - Polytechnic Agency Summary AWA 0.0 ASU - WEST Dr. Michael Crow, President Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To become a comprehensive campus that balances the traditions of liberal arts education with responsiveness to the dynamics of workforce requirements. The West campus colleges and schools are committed to teaching and research that are innovative, interdisciplinary, collaborative and problem-solving oriented. Description: ASU at the West campus is located in Phoenix and serves more than 8,600 residential and commuter students of diverse ages, ethnicity, and experiences through baccalaureate programs, master’s programs, doctoral programs and certificate programs. The West campus focuses on developing a learning community that addresses the needs of a diverse metropolitan environment. It does this by offering learner-centered academic programs that enhance learning through teaching, service and enrichment opportunities; promoting discovery and innovation; pursuing new knowledge; introducing insights and creative ideas through instruction; encouraging direct involvement in new fields of inquiry; investigating important community-based issues; and integrating with the community through service based on scholarship. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ACADEMIC AFFAIRS ¾ STUDENT AFFAIRS ¾ ADMINISTRATIVE SERVICES ¾ PUBLIC AFFAIRS Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 61,552.8 63,529.5 69,440.3 12,008.8 9,085.6 9,143.1 20,357.5 22,932.3 23,176.1 -297.1 664.3 698.3 93,622.0 96,211.7 102,457.8 FY 2009 Estimate FY 2010 Estimate General Funds 52,739.0 53,279.7 58,768.8 Other Appropriated Funds 24,925.9 29,173.2 29,179.4 Other Non Appropriated Funds 15,957.1 13,758.8 14,509.6 Program Total 93,622.0 96,211.7 102,457.8 FTE Positions 907.9 944.3 1,000.9 Strategic Issues: How to improve the quality of the undergraduate and graduate educational experience Undergraduate and graduate education are the cornerstones of the university enterprise. Students seek a high quality education that prepares them to be successful in their careers, to contribute to society, and to become lifelong learners. Today’s graduates must have strong communications, team building, and critical thinking skills as well as a global perspective to be successful. Issue 1 A continued emphasis on providing a quality educational experience requires examining and evolving how the university designs and delivers its instructional programs to maximize the impact of education. Improvements can be accomplished through new pedagogical techniques, such as collaborative learning, service learning, and other learner-centered approaches; through the appropriate use of technology to enhance the classroom experience; through undergraduate education that focuses on the student as an individual; by providing seamless access to the services and resources required for learning and creative and intellectual inquiry; and by providing an environment that fosters student scholarship. ASU Arizona State University - West continues to conceptualize and create a wide range of new interdisciplinary schools, institutes, centers, and programs that will foster the development of new knowledge. An area of concern for ASU is that even though the teaching load of tenure-track faculty has risen over the last ten years, undergraduate access to tenure-track faculty has fallen, reflecting the fact that enrollment growth has outstripped our resource base. For example, the ratio of students to tenured/tenure-track faculty has increased from 26:1 in Fall 1991 to 36:1 in Fall 2007. Enrollment funding provides the basic resources needed to accommodate the increased student population and enables ASU to hire the faculty necessary to meet the increased schedule demands from the larger student body. Adequate funding will also allow the University to appropriately invest in programs that meet its goals to establish national standing for colleges and schools in every field and fully achieve national comprehensive university status. How to provide access to education for a growing student population given limited financial resources To broaden access to a quality education for all segments of the population, ASU must be positioned to accommodate the continuing growth in high school graduates, particularly minority populations and a growing pool of older students requiring new job skills. Never in the history of Arizona has a university education been more important. Our knowledge-based economy and an ever-increasing trend toward globalization are changing the skills needed for success in the labor force. Yet, rising costs, need for financial aid, and years of under-funding for higher education place the idea of broad access at risk. Tuition increases approved by the Board of Regents in recent years and future increases consistent with Board policy will help offset some of the financial need not provided by other sources. Issue 2 ASU is strongly committed to providing access to college for all qualified students. Furtherance of this goal requires bold and sustained planning to provide for the projected increases in enrollments, primarily of undergraduate students. The West, Polytechnic, and Downtown Phoenix campuses, for example, are expected to serve up to 15,000 students each by the year 2020, reaching this goal through a series of planned expansion phases. While ASU is well on the way to building the infrastructure needed to meet these goals, continued investment will be necessary to provide the infrastructure for the enrollment growth envisioned at each of the campuses. See the Comprehensive Development Plan for a New American University for more detail on the development of the university’s campuses (www.asu.edu/cdp). How to recruit and retain faculty and staff in highly competitive national and local markets during a period of diminishing resources Quality faculty are fundamental to a quality university education. Without the best faculty, it is not possible to provide the type of higher education that Arizona citizens deserve or to support the cultural and economic vitality that Arizona is striving to obtain. At ASU, hiring and retaining key faculty continues to be a concern. Like the other Arizona universities, ASU continues to struggle to consistently compete in the marketplace. With the funding provided by the state for salaries in recent years, ASU has made substantial progress in improving faculty salaries, enabling the University to recruit and retain highly recognized and respected academics in a variety of fields. However, while the median salary of all ranked faculty has increased from the 16th percentile in Fall 2003 to the 34th percentile in Fall 2007, the average salary falls short of the median by $3,100. Issue 3 ASU has made minor progress in improving staff salaries; however, salaries continue to fall behind comparable jobs for classified staff and service professionals. Turnover among classified staff continues to be a significant problem, with the Tempe campus having experienced turnover at a rate of 18%, a symptom of salaries that are not competitive with the local market. ASU estimates its total faculty and staff unmet salary needs will exceed $31 million by the end of FY09. Issue 4 How to enhance and improve social embeddedness Development of ASU requires the university to be a fully engaged and integral part of the social, cultural, and economic fabric of the metropolitan area and the state of Arizona. ASU will demonstrate its social embeddedness to the extent that the faculty and staff are supporting and sustaining communities and solving problems through applied research, service, and partnerships in the P-12 education system, business and All dollars are presented in thousands (not FTE). Page 391 industry, government, and the community. ASU must assist in building a socially diverse and economically viable community, in developing civic and community leadership, and in addressing challenges such as poverty, growth, economic development and diversification, social infrastructure, and quality of life. Achieving a higher degree of social embeddedness requires a change in the internal culture of the university as well as a change in the role of the university in the eyes of the community. The university must continue to expect employees to contribute to community life through their expertise, intellect, and engagement. The community must come to see the university as the key resource and place to get advice about community issues and solutions to community problems. Greater economic opportunity, coupled with expertise available from ASU, can enhance the multicultural strengths of Phoenix and Arizona. A good example of this type of close economic cooperation with the community is the ASU/Scottsdale Center for New Technology and Innovation, which will act as a hub for knowledge-driven industries, technology innovations, and commercial activities. With greater economic vitality comes the opportunity to reinvest in the artistic and cultural elements of the community. ASU is committed to improving student achievement and the quality of K-12 schools. The University Public Schools Initiative, a partnership with local school districts and the community, will launch four research-based schools, one on or near each ASU campus, to serve as exemplars and resources for schools. How to serve as the only comprehensive provider of undergraduate and graduate education in a large metropolitan area, while maintaining a nationally competitive research capacity and contributing to economic diversity in the Valley Providing access to quality higher education for the citizens of Arizona is a primary responsibility of ASU. It is generally recognized that no large cities have obtained economic and cultural greatness without the presence of a great research university. Such universities have been and always will be the magnet for the intellectual capital required to build the economic and cultural base of a great city. ASU, as one of the largest universities in the nation when measured in terms of enrollment, developed late as a research university, obtaining Research I status only in 1994. As such, ASU must plan its research agenda with great care and focus in order to create an innovative research agenda that ensures the citizens of Arizona a substantial return on investment while serving growing enrollments. Issue 5 University-based research contributes not only to basic knowledge development and transmission and to quality individualized experiences for our students but also to economic development. Arizona’s high technology economic base is not highly diversified, relying primarily on the semiconductor industry. Corresponding to the suggestions in the Battelle Institute reports of 2002 and 2003 detailing research opportunities for Arizona’s universities, ASU continues to vigorously pursue long-term initiatives in such areas as biodesign, nanotechnology, and sustainable systems. Funding approved by Arizona voters provided by Proposition 301, the Research Infrastructure Bill for research bonding authority, and critical facilities enhancements of the SPEED project (Laws 2008, Chapter 287) provide important resources to accelerate research efforts that address diversification in the Arizona economy and workforce. Providing and improving learning environments featuring classrooms and laboratories that facilitate learner-centered delivery requires a program of improved utilization policies and room upgrades that incorporate new instructional technologies and flexible room formats. Availability of appropriate instructional technology and flexible room design can permit improved room utilization. The ASU University Technology Officer participates in the strategic planning and budgeting processes to plan, coordinate, manage, and maintain the information technology resources and services across the four university campuses and among the three Arizona universities. AWA 1.0 Program Summary ACADEMIC AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Description: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. This Program Contains the following Subprograms: 4 4 4 4 4 New College of Interdisciplinary Arts and Sciences College of Teacher Education and Leadership College of Human Services School of Global Management and Leadership Academic Affairs Administrative Support Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 29,391.5 27,389.9 32,879.0 Other Appropriated Funds 24,925.9 28,720.1 28,726.3 7,235.4 7,419.5 7,835.0 Program Total 61,552.8 63,529.5 69,440.3 FTE Positions 652.2 683.3 739.6 Other Non Appropriated Funds How to ensure the necessary facilities and capacity to accommodate growth The university currently operates under a severe shortage of library and research deficiencies, the total of which exceeds 740,000 square feet, as well as classroom laboratory deficiencies over 200,000 square feet. In addition, the lack of state investment to open and operate new buildings and upgrade existing buildings has resulted in deterioration of space, requiring additional funds prior to occupancy. Compounding these existing shortages is the university’s continuing growth, both in enrollment demand and in responsibilities for research and service. ASU is aggressively obtaining new research facilities that will alleviate much of the current deficiency for research space. For example, the Tempe campus built the new Biodesign Institute (Buildings A and B), as well as Buildings I, II, and III (the last at the ASU Polytechnic campus) of the Interdisciplinary Science and Technology series of buildings. In addition, ASU currently leases space in the “Brickyard” in downtown Tempe and the ASU Fulton Center building. Issue 6 Page 392 All dollars are presented in thousands (not FTE). Arizona State University - West Subprogram Summary AWA 1.1 Subprogram Summary AWA 1.2 NEW COLLEGE OF INTERDISCIPLINARY ARTS AND SCIENCES COLLEGE OF TEACHER EDUCATION AND LEADERSHIP Melinda Gebel, Director Phone: (480) 965-2318 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Description: Instruction is comprised of activities carried out during the academic year, summer sessions, and other periods outside the regular term and associated with degree credit and non-credit academic courses. This program also includes faculty departmental research and public service activities that are not separately budgeted and academic administration where instruction plays an important role, such as at the dean and department chair levels. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 17,442.4 13,513.5 19,002.6 Other Appropriated Funds 24,925.9 28,720.1 28,726.3 5,988.7 5,937.4 6,293.6 Program Total 48,357.0 48,171.0 54,022.5 FTE Positions 560.0 611.6 667.9 Other Non Appropriated Funds ‹ Goal 1 To improve undergraduate and graduate education. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of undergraduate students with a research related or capstone experience 82 85 90 Percent of graduating seniors who rate their overall university experience as good or excellent 97 97 97 Percent of full-time undergraduate students enrolled per semester in three or more primary courses with ranked faculty 60 62 62 6,964 7,700 8,500 23.3 27.3 24.0 Performance Measures Fall semester enrollment (full-time equivalent) Minority graduate students as a percentage of total enrollment ‹ Goal 2 To provide support services and courses that assist students in achieving academic success. Performance Measures Students graduating with researchrelated courses Percent of undergraduate students graduating with internships and field experiences Number of subject area tutorials offered by University Academic Success Programs ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,450 1,460 1,470 44 45 46 7,289 7,500 7,700 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 11,949.1 13,876.4 0.0 0.0 0.0 1,246.7 1,482.1 1,541.4 Program Total 13,195.8 15,358.5 15,417.8 FTE Positions 92.2 71.7 71.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 13,876.4 To develop a cohesive integrated tiered reference/research support service. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Library volumes 348,831 353,800 357,800 Items checked out including renewals 119,614 121,000 122,000 Items borrowed from other ASU libraries 5,418 5,800 6,000 Items borrowed from libraries outside ASU 2,898 3,000 3,200 Performance Measures ‹ Goal 2 To improve technology equipment access, training, and support for students. Performance Measures Ethernet connections available for students Number of mediated classrooms FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 7,670 7,670 7,670 71 71 71 Subprogram Summary AWA 1.3 COLLEGE OF HUMAN SERVICES Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. To retain students and help them graduate. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of first-time, full-time freshman persisting after one year 77 80 82 Percent of first-time, full-time, upperdivision, degree-seeking undergraduate students graduating in four years 80 82 84 Performance Measures Number of degrees granted 2,015 2,117 2,223 Number of Bachelors degrees granted 1,651 1,732 1,818 364 384 406 Number of Masters degrees granted Arizona State University - West All dollars are presented in thousands (not FTE). Page 393 students by providing quality health care services. Subprogram Summary AWA 1.4 Performance Measures SCHOOL OF GLOBAL MANAGEMENT AND LEADERSHIP Melinda Gebel, Director Phone: (480) 965-2318 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3,888 4,276 4,703 265 280 320 Students receiving health care on campus Disabled students served ‹ Goal 2 A.R.S. § 15-1601 Mission: To offer high quality academic degrees and general studies programs that prepare graduates for personal growth, fulfilling careers, and lifelong contributions to the quality of intellectual life in the community, state, region, and nation. Description: This school will merge with the Tempe-based W.P. Carey School of Business Management. To enhance the quality of students' educational experience by providing programs and services which promote involvement in university activities and enhance opportunities for future employment. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 42 55 65 2,292 2,910 3,179 50 55 60 Registered campus clubs and organizations Student participation in advising services, workshops, career events, job fairs, on-campus interviews and specials events offered by Career Services to assist students seeking employment and/or career guidance Organizations recruiting on campus ‹ Goal 3 Subprogram Summary AWA 1.5 ACADEMIC AFFAIRS ADMINISTRATIVE SUPPORT To make student financial assistance readily available for need-based and other targeted populations. FY 2008 Actual Performance Measures FY 2009 Estimate FY 2010 Estimate Melinda Gebel, Director Scholarships (in thousands of dollars) 10,149 12,241 13,713 Phone: (480) 965-2318 Grants (in thousands of dollars) 12,703 13,084 13,477 A.R.S. § 48-37.9 Loans (in thousands of dollars) 35,441 36,504 37,599 2,586 2,664 2,744 Employment (in thousands of dollars) Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. AWA 3.0 Description: Melinda Gebel, Director Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. Program Summary ADMINISTRATIVE SERVICES Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. Program Summary AWA 2.0 STUDENT AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: This Program Contains the following Subprograms: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Student Services includes activities and services that contribute to students’ emotional and physical well-being and intellectual, cultural and social development outside the context of the formal instruction program, such as cultural events, student organizations, student financial aid administration, and student residential life. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,281.2 7,988.1 7,988.1 0.0 0.0 0.0 5,727.6 1,097.5 1,155.0 Program Total 12,008.8 9,085.6 9,143.1 FTE Positions 76.2 80.4 80.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Page 394 4 4 4 Business/Financial Services and Human Resources Information Technology Administrative Services Support Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 17,066.3 17,901.7 0.0 453.1 453.1 3,291.2 4,577.5 4,821.3 Program Total 20,357.5 22,932.3 23,176.1 FTE Positions 172.5 176.0 176.1 Other Appropriated Funds Other Non Appropriated Funds 17,901.7 To promote the emotional and physical well-being of All dollars are presented in thousands (not FTE). Arizona State University - West Subprogram Summary AWA 3.1 Subprogram Summary AWA 3.2 INFORMATION TECHNOLOGY BUSINESS/FINANCIAL SERVICES AND HUMAN RESOURCES Melinda Gebel, Director Phone: (480) 965-2318 Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To support and facilitate the pursuit of the campus mission of teaching, research, and public service by providing coordinated, customer-focused, cost-effective, and innovative services. To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2010 Estimate 17,066.3 17,901.7 17,901.7 0.0 453.1 453.1 3,291.2 4,577.5 4,821.3 Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate Program Total 20,357.5 22,932.3 23,176.1 FTE Positions 172.5 176.0 176.1 ‹ Goal 1 To provide comprehensive administrative and human resource services to the campus community. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 637 675 700 3,881 4,000 4,200 166 150 150 Percent of agency staff turnover (classified staff only) 11.7 13.0 13.0 Administration as a percent of total cost 2.10 1.76 1.76 Performance Measures Participants in human resource training Job applications processed Positions filled ‹ Goal 2 AWA 3.3 Subprogram Summary ADMINISTRATIVE SERVICES SUPPORT Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. To provide a safe and secure environment that responds to the needs of students, faculty, and staff. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Crime reports 105 110 116 Citizen assists 4,124 4,247 4,375 Performance Measures ‹ Goal 3 Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. To improve technology equipment access, training, and support for staff. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of employees satisfied with in-office computer setup, consulting, and problem resolution 92 92 92 Percent of employees satisfied with computer training and education services 71 77 77 Performance Measures AWA 4.0 Program Summary PUBLIC AFFAIRS Melinda Gebel, Director Phone: (480) 965-2318 A.R.S. § 15-1601 Mission: To provide services and programs to faculty, staff and students in support of the instructional, research, and service mission of the university. Description: Institutional Support includes central executive level activities concerned with management and long-range planning for the entire university and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, space management, employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fundraising. Arizona State University - West All dollars are presented in thousands (not FTE). Page 395 Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds -297.1 664.3 698.3 Program Total -297.1 664.3 698.3 FTE Positions 7.0 4.6 4.7 ‹ Goal 1 0.0 To provide a variety of research related opportunities for faculty so that they can improve their teaching and research activity skills. Performance Measures Externally funded research and creative activity awards (in thousands of dollars) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,276 5,000 5,000 Number of externally funded awards 51 30 30 Number of investigators submitting proposals 64 50 50 Page 396 All dollars are presented in thousands (not FTE). Arizona State University - West Issue 2 Agency Summary NAA 0.0 NORTHERN ARIZONA UNIVERSITY Dr. John Haeger, President Phone: (928) 523-3232 A.R.S. §§ 15-1601 et seq. Mission: To provide an outstanding undergraduate residential education strengthened by research, graduate, and professional programs and sophisticated methods of distance delivery. Description: Founded in 1899, Northern Arizona University has a rich history of delivering top-quality undergraduate education. Today that mission is enhanced by innovative graduate programs, research, distance learning, and service to communities throughout the state of Arizona. NAU is classified as a public higher research university with its main campus in Flagstaff. NAU-Yuma, recently designated as a Hispanic Serving Institution (HSI), by the Department of Education shares a campus with Arizona Western College in Yuma, Arizona. NAU-Distance Learning is located at 38 other campuses or sites throughout Arizona serving more than 7,000 students. Northern Arizona University recorded the largest enrollment in the institution's 109-year history, with a student population of 22,507, with 1,155 students over last fall's enrollment, with 5,720 graduate students and 16,787 undergraduate students. Winter and spring enrollment set records as well. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ UNDERGRADUATE PROGRAMS FY 2009 Estimate FY 2010 Estimate 179,563.6 189,015.3 201,261.3 28,703.0 30,314.3 30,838.7 55,580.0 59,373.9 60,264.7 34,592.6 36,318.9 38,921.6 ¾ GRADUATE PROGRAMS ¾ STUDENT SUPPORT ¾ ACADEMIC SUPPORT SERVICES ¾ RESEARCH AND PUBLIC 27,539.2 31,300.7 31,830.8 ¾ INSTITUTIONAL 80,478.5 84,193.2 84,827.2 406,456.9 430,516.3 447,944.3 SERVICE ADVANCEMENT Agency Total: Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 207,288.3 214,181.4 227,356.0 0.0 0.0 0.0 Other Non Appropriated Funds 199,168.6 216,334.9 220,588.3 Program Total 406,456.9 430,516.3 447,944.3 FTE Positions 3,653.9 3,853.8 4,039.7 Other Appropriated Funds Strategic Issues: Issue 1 Issue 3 Achieving the Arizona Board of Regents 2020 Vision The Arizona Board of Regents is developing a 2020 Vision Strategic Plan focused on four strategic goals, with an emphasis on increasing the number of individuals who obtain bachelor’s degrees. Northern Arizona University is actively planning how it can assist the state in educating more students for Arizona’s future. Omitted from the University’s FY 2010 Budget Request were critical issues that will need to be addressed in future years if the state is to succeed in expanding access, graduating students and filling workforce needs in all areas of the State. However, for FY 2010, Northern Arizona University is only requesting small start-up investments in strategic areas that respond to the Governor’s challenge to double the number of baccalaureate graduates by 2020 and to invest in supporting the higher math and science requirements approved by the State Board of Education for high school graduation. These strategic investments are aimed at increasing student retention and success, STEM programs, and investing in a new model of relationship with two rural community colleges. Issue 4 Health Care Education for Arizona In FY 2008, Northern Arizona University received a $4 million dollar general fund appropriation to expand health professions programming. A new biomedical sciences program is beginning in Fall 2008, and occupational therapy in Flagstaff and physician assistant Phoenix programs will accept their first class for the Fall, 2010 semester. It is time to begin to plan the next health professions programs that could provide Arizona students with well-paying occupations and meet Arizona’s growing workforce needs. These programs would be based in Phoenix in response to both student population and health care industry location. New Phoenix-based programs include a new entry level Physical Therapy program (an expansion of the very successful program currently offered on the Flagstaff campus), Clinical Lab Sciences, and Occupational Therapy. With the assurance of funding, new programs could begin in Fall, 2011 for Physical Therapy and Clinical Lab Sciences, and Fall, 2012 for Occupational Therapy. By FY2016, NAU could be producing nearly 300 degrees, and serving nearly 800 students annually in these program. Other Critical Issues: Competitive Faculty Salaries, Utilities, New Facilities Operations, Health Premiums, and Predictable Building Renewal Northern Arizona University significantly lags behind peer universities in faculty salaries. Measured against peer institutions, 14 of the 17 peer universities pay higher average salaries than NAU. It is likely the university’s hard-won gains to gain competitiveness with peers will be reversed this year. Faculty, similar to other state employees, received no overall state employee pay plan for FY 2009. Cost of living issues in Flagstaff exacerbate the problem hiring faculty. Recruitment of new faculty is difficult, resulting in lengthy and costly searches. Issue 5 Enrollment Growth Funding Northern Arizona University is experiencing rapid enrollment growth for the past three consecutive years. The university has grown over 3,400 students or 18 percent from fall 2005 to fall 2008, and now totals over 22,500 students. The university’s fall 2008 full-time-equivalent (FTE) grew 7 percent over fall 2007, and has grown 17 percent since fall 2005. The large influx of students requires hiring new instructional, academic support, and student support staff to ensure the new students have classes in which to enroll, accessible advisors, and the whole range of services they require. For fiscal year 2009, Northern Arizona University’s enrollment growth funds, although allocated, were offset by an even larger budget reduction, which means the university received no support for the enrollment growth already experienced. Northern Arizona University SPEED Buildings on the Flagstaff Campus In June 2008, the Legislature approved the Stimulus Plan for Economic and Educational Development (SPEED) with the provision the funds would be used for critical new construction and deferred maintenance projects. As part of the Northern Arizona University SPEED plan, the university identified deferred maintenance projects based to be addressed upon the following critical factors: 1. What are the most immediate health, life, and safety issues that impact NAU students, faculty and staff? 2. Which projects can be started immediately so that the intent of the stimulus package is fulfilled? 3. Which buildings can be taken off line for six months to a year in order to complete the necessary renovations? The university cannot, at this stage, simply shut down a classroom building without having identified alternative space. The NAU SPEED plan also identified two critical new construction projects, a new Health Professions facility and new campus classrooms at the Wellness Center, as well as the NAU portion of the Biomedical facility in Phoenix. Implementation of the SPEED initiatives will require lottery revenues, the identified source of 80 percent of the funds, grow and be directed as now targeted. In normal years, universities request continuation or core needs budgets including utilities, operations for new facilities, and health premium All dollars are presented in thousands (not FTE). Page 397 increases. These real costs are critical needs for the future. The universities need to be funded regularly for building renewal. The predictability is important to maintain the State’s investments in facilities. OVERALL UNDERGRADUATE INSTRUCTION Pat Haeuser, Vice President Phone: (928) 523-7777 Program Summary NAA 1.0 Subprogram Summary NAA 1.1 A.R.S. § 15-1601 UNDERGRADUATE PROGRAMS Pat Haeuser, Vice President Phone: (928) 523-7777 Mission: To provide access, educational excellence, and graduate students to meet 2020 Vision goals for Arizona. A.R.S. § 15-1601 Mission: Description: To increase the educational attainment of Arizona citizens by producing enough high-quality university degrees for the state to be nationally competitive by the year 2020. 1.1 Overall Instruction Description: Master List programs and subprograms have been revised to reflect the following structure. Headings of Programs and Subprograms cannot be changed by users, so existing headings should be ignored. The actual program/subprogram structure for each program will be shown in the description of the program. Performance Measures and funding correctly correlate with the new structure. Many subprograms will show zeros ‹ Goal 1 Program 1.0 Instruction 1.1 Overall Instruction 1.2 Flagstaff and Statewide Instruction 1.3 Yuma Instruction 1.4 is BLANK Furthermore, this differential between the lifetime earnings of college graduates and high school graduates has increased over time. For example, full-time male workers between the ages of 35 and 44 experienced an increase in this differential from 38% between 1980-84 to 94% between 2000-2003. Additionally, people without a degree also benefit as others become more educated. A recent study found that a 1 percentage point increase in the proportion of a state’s population with a bachelor’s degree raises wages in all educational attainment groups, even those without a college degree. This benefit ranged from about 1.2% for workers with some college to almost 2% for those with less than a high school diploma. 2020 Vision calls for Arizona to add between 670,000 and 700,000 new bachelor’s degree educated workers over the period between 2006 and 2020 which would increase the proportion of our adult population with a bachelor’s degree between 3.7 and 4.1 percentage points. This Program Contains the following Subprograms: Overall Undergraduate Instruction Undergraduate Instruction - Mountain Campus Undergraduate Instruction - Statewide Academic Programs Undergraduate Academic Advising Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2008 Actual 113,243.5 FY 2009 Estimate 115,972.6 FY 2010 Estimate 126,787.6 0.0 0.0 0.0 66,320.1 73,042.7 74,473.7 Program Total 179,563.6 189,015.3 201,261.3 FTE Positions 1,725.0 1,807.5 1,935.9 Other Non Appropriated Funds Page 398 To provide access and a quality educational experience for undergraduate students. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percentage of full-time, undergraduate students enrolled per semester in three or more primary courses with ranked faculty 81 83 83 Number of Bachelor degrees granted 2,849 2975 3195 96 96 96 4.5 4.5 4.5 28 30 30 Performance Measures The more education a person attains, the higher that person’s lifetime earnings. The financial impact over a person’s working life is significant. Someone with a bachelor’s degree can expect to earn, on average, over $1 million more than someone with only a high school education. 4 4 4 4 Northern Arizona University has a long history of providing access to students regardless of where they live or work in the State of Arizona. Within the university and the communities we serve, we partner to provide student-centered program and services, valuing student learning, diversity and responsible citizenship. In order to build upon and continue to strengthen NAU’s core mission of providing a top-quality baccalaureate and graduate experiences, the university will continue to focus intensely on student learning, academic success, engagement in curricular and cocurricular experiences, opportunities for participation research opportunities, and a supportive advising and interactive experience. Percent of graduating seniors who rate their overall university experience as good or excellent Average number of years taken to graduate for students who began as freshmen Percentage first time full-time students graduating in 4 years or less. Student/faculty ratio. 17:1 17:1 17:1 Percent of sophomores who rate their overall university experience as good or excellent. 97 97 97 Percent of sophomores who rate the quality of faculty instruction as above average. 86 87 87 Explaination: Change in Measure from previous year. Percent of seniors who rate the quality of faculty instruction as good or excellent. ‹ Goal 2 93 93 93 To provide access to educational opportunities for undergraduate and graduate students. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of undergraduate degree recipients in research-related or capstone experience 99 99 99 Percent of seniors that report participating in any research or creative projects with faculty. 38 38 38 Performance Measures ‹ Goal 3 To improve retention and timely graduation rates. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of students returning to second year (first time, full time freshmen). 69 72 72 Percent of students graduating (6year for first time, full time freshmen.) 52 52 52 Percent of students graduating (5 year rate for lower-division, full-time transfer students.) 55 60 60 Performance Measures All dollars are presented in thousands (not FTE). Northern Arizona University Percent of students graduating (4 year rate for upper division, full-time transfer students.) ‹ Goal 4 71 71 71 To increase graduation rates UNDERGRADUATE INSTRUCTION - STATEWIDE ACADEMIC PROGRAMS FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Graduate degrees awarded at the master's level 1,747 1825 1830 Graduate degrees awarded at the doctoral level 35 40 40 Graduate degrees awarded-first professional category 52 50 50 1,295 1,350 1,350 Performance Measures Subprogram Summary NAA 1.3 Graduate degrees granted (Statewide and Online only) Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To serve the higher educational learning needs of Yuma and the lower Colorado River Region. Description: Subprogram 1.3 Yuma Instruction Subprogram Summary NAA 1.2 UNDERGRADUATE INSTRUCTION - MOUNTAIN CAMPUS Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To increase the educational attainment of Arizona citizens by producing enough high-quality university degrees for the state to be nationally competitive by the year 2020. Description: 1.2 Flagstaff and Statewide Instruction Improving student learning environment and college experience, focusing on student success, involving students in research opportunities, and promoting interdisciplinary pedagogy are key initiatives supporting university’s strategic goal of being a learning-centered university. Additionally, enhancing technology-enabled learning environment, accelerating graduation time, and providing new access initiatives are important toward achieving student access, learning, persistence, and affordability. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 111,249.0 113,840.1 124,655.1 0.0 0.0 0.0 65,787.9 72,350.3 73,766.2 Program Total 177,036.9 186,190.4 198,421.3 FTE Positions 1,697.1 1,779.6 1,907.8 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide access to educational opportunities for undergraduate and graduate students. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3 3 3 2,946 2,950 2,950 Increase the number of International students 405 410 410 Increase the number of Native American students. 925 950 950 Performance Measures Percent of students enrolling in study abroad programs Increase the number of historically underrepresented ethnic students Total degrees and certificates granted. Northern Arizona University 5,014 5,025 5,025 NAU-Yuma offers a growing number of baccalaureate and masters degree programs, as well as a doctorate in Educational Leadership. Areas of study include biology, business, criminal justice, education, environmental science, nursing, psychology, sociology, social work and Spanish. In partnership with our Flagstaff campus we offer additional course options via interactive television and the web. Co-Located on the beautiful campus with Arizona Western College, NAU-Yuma is a student-oriented educational community, offering schedules designed for working students, smaller classes and individualized academic advising. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,994.5 2,132.5 0.0 0.0 0.0 532.2 692.4 707.5 Program Total 2,526.7 2,824.9 2,840.0 FTE Positions 27.9 27.9 28.2 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide access to higher education learning experiences for Yuma Arizona students. Performance Measures Bachelor degrees granted to Yuma students Explaination: ‹ Goal 2 2,132.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 132 140 140 New Measure To provide a rich learning environment with exposure to diverse populations and cultures for all Yuma students. Performance Measures Bachelor degrees granted to statewide students Percent of Hispanic statewide undergraduate students at the Yuma campus. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 700 725 725 69 69 69 Subprogram Summary NAA 1.4 UNDERGRADUATE ACADEMIC ADVISING Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 All dollars are presented in thousands (not FTE). Page 399 Program Summary NAA 2.0 Subprogram Summary NAA 2.1 GRADUATE PROGRAMS OVERALL GRADUATE INSTRUCTION Pat Haeuser, Vice President Phone: (928) 523-7777 Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To foster opportunities for research, scholarship, and creative activity, and to ensure accountable and increase the prominence of the system’s research enterprise so that it can contribute to the knowledge economy and improve the quality of life in Arizona. To strengthen economic development, and research. 2.1 Overall Organized Research Description: Northern Arizona University promotes the practice and integration of highquality graduate education with scholarly activities related to knowledge acquisition, discovery, and the application of knowledge. The university engages primarily in applied, problem-focused and interdisciplinary research. Northern Arizona University is a recognized leader in the environmental sciences, K-12 education, and health professions research. The university now adds expanded competencies in biosciences and sustainable-systems technologies, and has established strong linkages to Arizona’s communities to promote quality of life, sustainability and economic development. Program 2.0 Organized Research This Program Contains the Following Sub-Programs 2.1 Overall Organized Research 2.2 Flagstaff and Statewide Organized Research 2.3 Yuma Research Description: Program 2.0 Organized Research This Program Contains the Following Sub-Programs 2.1 Overall Organized Research 2.2 Flagstaff and Statewide Organized Research 2.3 Yuma Research ‹ Goal 1 To increase research capabilities and performance. Performance Measures TRIF Return on Investment Faculty, students, and staff at Northern Arizona University are actively engaged in their disciplines and in scholarly work, and NAU is known and recognized as the major research university producing basic and applied knowledge addressing the challenges of the interior western US. NAU graduates understand the nature of research, investigation, and original work, and are prepared to contribute such work to their communities and employers. NAU is nationally known as a center for first-rate undergraduate research and creative work. Other Appropriated Funds 3,637.4 4.51 5.69 To increase the amount of external support for research. Performance Measures The federal, state and private investments leveraged by Proposition 301 Funds. (in millions) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12.4 8.5 8.5 Subprogram Summary Phone: (928) 523-7777 Graduate Instruction - Statewide Academic Programs Graduate Academic Advising General Funds 5.26 Pat Haeuser, Vice President Graduate Instruction - Mountain Campus FY 2008 Actual FY 2010 Estimate GRADUATE INSTRUCTION - MOUNTAIN CAMPUS Overall Graduate Instruction Funding and FTE Summary: (Thousands) ‹ Goal 2 FY 2009 Estimate New Measure NAA 2.2 This Program Contains the following Subprograms: 4 4 4 4 Explaination: FY 2008 Actual FY 2009 Estimate 3,837.3 A.R.S. § 15-1601 FY 2010 Estimate 3,837.3 Mission: To advance knowledge and economic development through integrated, intentional research and scholarship on the Flagstaff campus and statewide. 2.2 Flagstaff and Statewide Organized Research 0.0 0.0 0.0 Other Non Appropriated Funds 25,065.6 26,477.0 27,001.4 Description: Program Total 28,703.0 30,314.3 30,838.7 Flagstaff and Statewide Organized Research FTE Positions 290.2 304.7 311.9 Northern Arizona University’s research and creative activities result in new knowledge and innovation that -strengths the outstanding education provided by the university; -fosters the continued learning of faculty, staff and students; -and benefits the environmental, economic, and cultural vitality of our region and society. The Flagstaff campus is where you will find linked graduate education and scholarship – strong master’s degree programming with a clear professional and applied focus, select doctoral programs and primarily applied research. NAU will undertake initiatives in areas and platforms of recognized and developing excellence such as bioscience, sustainability systems, and Native American programs. Page 400 All dollars are presented in thousands (not FTE). Northern Arizona University Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 3,637.4 FY 2010 Estimate 3,837.3 3,837.3 0.0 0.0 0.0 Other Non Appropriated Funds 25,065.6 26,477.0 27,001.4 Program Total 28,703.0 30,314.3 30,838.7 FTE Positions 290.2 304.7 311.9 Other Appropriated Funds ‹ Goal 1 To offer graduate programs contributing to research and innovation in Arizona NAA 3.0 Program Summary STUDENT SUPPORT Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To create a culture of inclusion that contributes to a rich learning experience and helps prepare students for a engaged social responsiveness in a global environment. Student Services FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Graduate students enrolled in Flagstaff's Master's level programs 1,734 1,800 1,800 Graduate students enrolled in Flagstaff's Doctoral level programs 383 390 390 Description: Graduate degrees granted to Flagstaff students. 490 500 500 Program 3.0 Student Services Performance Measures ‹ Goal 2 To offer graduate programs which meet needs for graduate level instruction, such as teacher education or advanced professional training. Performance Measures Graduate students enrolled in statewide Master's level programs Graduate students enrolled in statewide Doctoral level programs. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 6,123 6,130 6,130 126 130 130 Subprogram Summary NAA 2.3 GRADUATE INSTRUCTION - STATEWIDE ACADEMIC PROGRAMS Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 This Program Contains … Program 3.0 Student Services 3.1 Overall Student Services 3.2 Flagstaff and Statewide Student Services 3.3 Yuma Student Services Sections 3.4 and 3.5 are now Blank A variety of innovative programs have been designed to attract students and help them persist at NAU. Student services are primarily provided by the division of Enrollment Management and Student Affairs, which includes the following campus service programs and activities: Student Affairs Administration; Student Life; Residence Life; Unions and Student Activities; Student Health; Counseling and Testing; Disabilities Support Services; Native American Student Services; Orientation Transition and Retention Services; Registrar; Financial Aid; Admissions; Career Services; Multicultural Student Center; and Educational Support Programs. This Program Contains the following Subprograms: Mission: To advance knowledge through integrated, intentional research and scholarship at NAU-Yuma. 2.3 Yuma Organized Research Description: NAU-Yuma, an Hispanic-Serving Institution, is committed to developing resources related to its mission to provide baccalaureate and graduate programming for Yuma students, and growing knowledge that contributes to the growth and development of Yuma students and the southwestern Arizona economy and quality of life. ‹ Goal 1 To offer graduate programs which meet needs for graduate level instruction, and expand integrated, intentional research and scholarship. Performance Measures Yuma Graduate students enrolled in Master's level programs Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 392 395 395 4 4 4 4 4 Overall Student Support Learning Support For Students - Mountain Campus Learning Support For Students - Statewide Programs Minority Recruitment, Retention, and Graduation Athletics Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16,691.4 17,833.4 0.0 0.0 0.0 Other Non Appropriated Funds 38,888.6 41,540.5 42,360.8 Program Total 55,580.0 59,373.9 60,264.7 FTE Positions 414.6 445.0 454.1 Other Appropriated Funds 17,903.9 New Measure Subprogram Summary NAA 2.4 GRADUATE ACADEMIC ADVISING Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Northern Arizona University All dollars are presented in thousands (not FTE). Page 401 Funding and FTE Summary: (Thousands) Subprogram Summary NAA 3.1 OVERALL STUDENT SUPPORT General Funds Pat Haeuser, Vice President Phone: (928) 523-7777 Mission: 17,647.1 0.0 0.0 Other Non Appropriated Funds 38,888.6 41,540.5 42,360.8 Program Total 55,366.0 59,187.6 60,078.4 FTE Positions 410.7 441.0 450.1 ‹ Goal 1 Description: Performance Measures Northern Arizona University seeks to promote academic and personal success. NAU will continue to develop and implement a variety of programming initiatives to enhance the undergraduate and graduate experience. These programming initiatives are designed to support an environment of learners and increase retention and graduation rates by concentrating in particular on the experience of first-year students. Performance Measures Undergraduate students admitted Graduate students admitted ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18,618 18,000 19,000 5,125 5,300 5,300 To assist students in the transitions associated with the university experience by providing orientation activities. FY 2010 Estimate 0.0 To recruit and retain students through graduation. 3.1 Subprogram 3.1 Overall Student Services To meet admissions and registration processing demands. FY 2009 Estimate 16,477.4 Other Appropriated Funds A.R.S. § 15-1601 ‹ Goal 1 FY 2008 Actual 17,717.6 To provide an excellent residential living experience for students choosing to live on the Flagstaff campus. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of new first time, full time students living in residence halls. 89 85 85 Percent of new freshmen utilizing one of the Learning Assistance (tutoring) Centers one or more times 43 35 35 Total number of students who were housed by Residence Life 6,810 6,500 6,500 Total number of students utilizing the Learning Assistance (tutoring) Center 3,776 3,500 3,500 82 82 82 Percent of new first time, full time students who live in Freshmen Connections housing. ‹ Goal 2 To assist Flagstaff students in cultural, physical, and social development/wellness by providing services, activities, and events. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total use/participation: Recreation Center visits 205,456 207,000 207,000 Students use/participation: Fronkse Health Center visits 49,000 50,000 50,000 Students use/participation: Wall Aquatic Center 37,500 38,390 37,500 Students use/participation: Counseling Center visits 4,592 4,700 5,000 Pat Haeuser, Vice President Students use/participation: Outdoor recreation 4,279 4,300 4,300 Phone: (928) 523-7777 Students use/participation: Intramural participants 2,273 2,350 2,300 Performance Measures Orientation participants Transfer students FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 857 875 875 Subprogram Summary NAA 3.2 LEARNING SUPPORT FOR STUDENTS - MOUNTAIN CAMPUS A.R.S. § 15-1601 Explaination: Mission: To recruit and retain students and provide services leading to student success. 3.2 Flagstaff and Statewide Student Services Description: A variety of innovative programs have been designed to attract students and help them persist at NAU-Flagstaff . Residence Life and Dining Services collaborated to streamline business processes by combining housing and dining contracts. Enrollment services provided campus visits for 3,908 students and guests; hosted 32 senior information sessions and high school guidance counselor workshops and 31 yield events in expanded primary and secondary markets in- and out-of-state; visited 195 high schools and community colleges; processed 12,395 applications; and hosted 17 oncampus Open Houses with 3,138 students and guests attending. Student Support Services provided 1,130 hours of tutoring, 540 hours of math lab assistance, 65 hours of Supplemental Instruction, and 44 hours of study skills instruction. Unions and Student Activities renovated space within the University Union to add a game room featuring billiards, video games and satellite television. Campus Recreation Services strengthened partnerships with academic departments to add new programs, enhance existing programs, and increase opportunities for student participation. Students studying in statewide programs also have access to a broad array of student services. Many services are delivered on line, such as reviewing the university catalogs, buying books, planning a career, viewing degree progress, or improving study skills through tutoring and tips. Statewide also offers in-person service, and local NAU campus staff are trained to help students get the support and access needed. Page 402 Performance Measures Beginning FY 2007 Intramurals participants have been screened to unique individual students. Students use/participation: Multicultural Student Center participants 6,000 6,000 6,000 Number of Student Life registered organizations. 187 175 175 Total use of computer lab in Multicultural Student Center (MSC) 10,800 14,000 14,000 ‹ Goal 3 To support Flagstaff student learning by providing financial support services to qualified students within the specific limitations of the financial aid system. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Students receiving financial aid by categories: Scholarships 4,679 4,700 4,700 Students receiving financial aid by categories: Waivers 827 830 830 Students receiving financial aid by categories: Grants 4,225 4,200 4,200 Students receiving financial aid by categories: Employment 3,247 3,200 3,200 Students receiving financial aid by categories: Loans 6,192 6,200 6,200 Performance Measures ‹ Goal 4 To support Statewide student learning by providing financial support services to qualified students within the specific limitations of the financial aid system. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Students receiving financial aid by categories: Scholarships 321 320 320 Students receiving financial aid by categories: Waivers 164 165 165 Students receiving financial aid by categories: Grants 1,474 1,500 1,500 Performance Measures All dollars are presented in thousands (not FTE). Northern Arizona University Students receiving financial aid by categories: Employment 24 25 25 Students receiving financial aid by categories: Loans 1,863 1,900 1,900 ACADEMIC SUPPORT SERVICES Pat Haeuser, Vice President Phone: (928) 523-7777 Subprogram Summary NAA 3.3 LEARNING SUPPORT FOR STUDENTS - STATEWIDE PROGRAMS Pat Haeuser, Vice President Phone: (928) 523-7777 Mission: Mission: To recruit and retain students and provide services leading to student success. 3.3 YUMA Yuma Student Services Description: NAU-Yuma is highly student centered and works with students to help them achieve educational and career goals. Student services staff are committed to making the learning experience easy to access and successful. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 214.0 186.3 186.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 214.0 186.3 186.3 FTE Positions 3.9 4.0 4.0 ‹ Goal 1 To support NAU-Yuma student learning by providing financial support services to qualified students. Performance Measures Students receiving financial aid by categories: Scholarships Explaination: A.R.S. § 15-1601 To support quality student learning and to foster excellence in educational practices. A.R.S. § 15-1601 Funding and FTE Summary: (Thousands) Program Summary NAA 4.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 101 100 100 New Measure Description: This program contains the following subprograms: Program 4.0 Academic Support 4.1 Overall Academic Support 4.2 Flagstaff and Statewide Academic Support 4.3 Yuma Academic Support 4.4 is now blank The primary goals of academic support services are to ensure a commitment to student success and high expectations for student learning by all faculty, staff, and students. Academic support services support instruction through functions such as: (1) effective instructional design and pedagogy; (2) coordinating, assessing, and supporting academic programs to ensure close articulation of the offerings from various colleges and departments to ensure students fulfill general education and program learning expectations; (3) providing access to scholarly materials and other learning tools developed by the library; (4) providing for technology enhanced learning, and (5) internationalizing the campus. This Program Contains the following Subprograms: 4 4 4 4 Library Academic Computing Statewide Academic Programs Instructional Support Funding and FTE Summary: (Thousands) NAA 3.4 Subprogram Summary General Funds MINORITY RECRUITMENT, RETENTION, AND GRADUATION Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 NAA 3.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 20,100.3 20,297.4 0.0 0.0 0.0 Other Non Appropriated Funds 14,492.3 16,021.5 16,335.1 Program Total 34,592.6 36,318.9 38,921.6 FTE Positions 333.9 354.5 378.8 Other Appropriated Funds 22,586.5 Subprogram Summary ATHLETICS Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Northern Arizona University All dollars are presented in thousands (not FTE). Page 403 Subprogram Summary NAA 4.1 Subprogram Summary NAA 4.2 LIBRARY ACADEMIC COMPUTING Pat Haeuser, Vice President Phone: (928) 523-7777 Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To provide the instructional support necessary to promote the practice and integration of high-quality undergraduate and graduate education with scholarly activities related to knowledge acquisition, discovery, and the application of knowledge. 4.1 ITS (Overall Academic Support) To offer exemplary academic support services to the Flagstaff campus and statewide communities. 4.2 Description: In order to respond effectively to the expected growth in the number of both traditional and nontraditional prospective Arizona students, Northern Arizona University is committed to providing support for Flagstaff students and students throughout the state 4.1 (Overall Academic Support) Academic support services support the educational and research goals of Northern Arizona University and its constituents. Academic support services include advising, academic assessment, e-learning, the graduate college infrastructure, the Cline Library, the information technology infrastructure environment, and many other services that support the instructional mission. Description: Library (Flagstaff and Statewide Academic Support) Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds To develop, improve, and manage access to central computing resources for the NAU academic community. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Total student's personal computer registrations 13,620 15,500 17,500 Academic Computing Help Desk total phone calls. 30,829 32,800 35,000 2,689 3,000 3,500 Total Mountain Campus central computer lab logins. 212,703 212,703 212,703 Total Course Management disk space, (in gigabytes). 820 Gb Performance Measures Academic Computing Help desk inperson visits. 19,622.7 0.0 0.0 0.0 Other Non Appropriated Funds 14,492.3 16,021.5 16,335.1 Program Total 33,947.4 35,644.2 38,246.9 FTE Positions 331.1 351.5 375.8 ‹ Goal 2 1,780 Gb FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Grants awarded for instruction. 71 70 70 Value of grants awarded for instruction (in millions). 10 6.5 6.5 ‹ Goal 3 To provide opportunities for faculty growth and professional development. Performance Measures Number of semester sabbaticals Number of full year sabbaticals (fiscal) Financial support for semester sabbaticals (in thousands of dollars) Number of Library hours per week FY 2009 Estimate FY 2010 Estimate 23 24 24 Number of electronic journal titles available Explaination: 25 23 23 925 925 Page 404 12,700 12,900 581,135 600,000 620,000 995,9760 980,000 970,000 293,028 285,000 270,000 43,560 46,000 48,000 16,971 18,000 20,000 1,544 2,553 2,059 4 hours 3.15 hours 3.5 hours 525 500 475 72 hours 72 hours 72 hours 34,268 35,000 36,500 New Measure New Measure Number of items provided for NAU students, faculty and staff via Document Delivery Services Explaination: 12,401 New Measure Average turnaround time in making electronic reserves readings available for courses Explaination: 780,000 New Measure Number of courses supported with electronic reserve services Explaination: 780,000 New Measure Average turnaround time for Ask-aLibrarian email transactions Explaination: 780,000 New Measure Number of Ask-a-Librarian email transactions Explaination: 93.5 New Measure Number of accesses to electronic books Explaination: 93.5 New Measure Number of accesses to the library's licensed online resources FY 2008 Actual 867.4 93.5 New Measure Number of accesses to the library's web site Explaination: FY 2010 Estimate New Measure Number of campus network logins from the library's public computers Explaination: FY 2009 Estimate New Measure Number of hours students utilize collaborative work (group study) room Explaination: FY 2008 Actual New Measure Number of users in the library Explaination: 21,911.8 To develop, improve, and manage access to central computing resources for the NAU academic community. Performance Measures Explaination: To ensure faculty expertise and institutional support for technology. Performance Measures ‹ Goal 1 Explaination: 1,350 Gb FY 2010 Estimate 19,455.1 Other Appropriated Funds ‹ Goal 1 FY 2009 Estimate New Measure All dollars are presented in thousands (not FTE). Northern Arizona University Average turnaround time for items provided for NAU students, faculty and staff via Document Delivery Services ‹ Goal 2 5.5 days 5.5 days 5.5 days To select, digitize, and provide 24/7 access to Colorado Plateau resources located in the Library's Special Collections and Archives. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate *64,253 70,000 75,000 2 2 2 Number of courses and research initiatives supported by digital archival materials 115 120 125 Average turnaround time for user orders for material from Digital Archives 72 72 hours 72 hours Performance Measures Number of items available to end users in the Colorado Plateau Digital Archives *Number of digital objects unmasked and available to the end user, does not include digitized – but masked items. Number of accesses to the Digital Archives (in millions) ‹ Goal 3 To improve statewide access to network services, general computing resources, and instructional technology for NAU faculty and students. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 35 35 35 IITV sites Statewide Connection Affiliates 4 4 4 IITV sites Statewide Classrooms 33 33 33 Performance Measures Remote teaching sites with network access Subprogram Summary NAA 4.3 Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To provide leadership in the development, use, and assessment of technologies in administrative systems and educational programs. 4.3 YUMA Description: NAU – Yuma, a branch campus of Northern Arizona University, has been serving the southwestern Arizona and southeastern California communities since 1988. NAUYuma’s partnerships with Arizona Western College (Yuma and La Paz Counties) and Imperial Valley College (Imperial County) provide students an innovative, direct path to complete four-year programs. NAUYuma was recently designated a Hispanic-Serving Institution by the U.S. Department of Education. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 645.2 674.7 674.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 645.2 674.7 674.7 FTE Positions 2.8 3.0 3.0 Program Summary NAA 5.0 RESEARCH AND PUBLIC SERVICE Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To elevate the environmental, economic, social, and cultural vitality of our communities through collaborative stewardship of place. Description: This program contains the following subprograms: Northern Arizona University engages in a significant level of applied research and public service focused on the peoples and areas served. Examples of public service programs include the Arizona K-12 Center, KNAUFM radio, the Institute for Human Development, the Institute for Future Workforce Development, the Institute for Tribal Environmental Professionals, the Institute for Native Americans, the Art Gallery, and other programs benefiting Arizona. 4 4 4 Research Public Service Economic Development Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2,433.9 4,447.7 0.0 0.0 0.0 Other Non Appropriated Funds 25,105.3 26,853.0 27,383.1 Program Total 27,539.2 31,300.7 31,830.8 FTE Positions 236.3 251.9 258.8 Other Appropriated Funds 4,447.7 To improve statewide access to network services, general computing resources, and instructional technology for NAU YUMA faculty and students. Performance Measures Computer lab internet hookups Explaination: A.R.S. § 15-1601 This Program Contains the following Subprograms: (Yuma Academic Support) ‹ Goal 1 INSTRUCTIONAL SUPPORT Pat Haeuser, Vice President Phone: (928) 523-7777 Program 5.0 Public Service 5.1 Overall Public Service 5.2 Flagstaff and Statewide Public Service 5.3 Yuma Public Service STATEWIDE ACADEMIC PROGRAMS Pat Haeuser, Vice President Funding and FTE Summary: (Thousands) Subprogram Summary NAA 4.4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 160 165 165 New Measure Northern Arizona University All dollars are presented in thousands (not FTE). Page 405 Funding and FTE Summary: (Thousands) Subprogram Summary NAA 5.1 RESEARCH FY 2008 Actual General Funds Pat Haeuser, Vice President Phone: (928) 523-7777 Mission: To engage with partners to address regional economic entrepreneurship, environmental stewardship, urban-rural social well-being, cultural understanding, and Native American priorities. 5.1 FY 2010 Estimate 2,433.9 4,447.7 0.0 0.0 0.0 Other Non Appropriated Funds 25,105.3 26,853.0 27,383.1 Program Total 27,539.2 31,300.7 31,830.8 FTE Positions 236.3 251.9 258.8 Other Appropriated Funds A.R.S. § 15-1601 FY 2009 Estimate ‹ Goal 1 4,447.7 To be a partner in the cultural climate of Arizona and the Southwest region. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Description: Department of Theater season performances. 42 42 42 Research (Overall Public Service) Music concerts scheduled. 34 35 35 Northern Arizona University’s faculty members, organized in departments, schools, research centers and institutes, act as a catalyst for service programs with various federal, state and local governments, school districts, and the private sector. NAU also shares knowledge, technical resources, and cultural and educational opportunities with communities throughout Arizona and the Colorado Plateau. NAU serves as the cultural center for northern Arizona through its 100,000-watt public radio station and by providing public access to theatrical, musical, and artistic events. Alumni relations provide a medium through which alumni can contribute to the welfare of the University in the areas of advocacy, counsel, student recruitment and fund raising. NAU fosters a spirit of commitment and loyalty between alumni and the University; acquaints alumni with the progress and needs of the University; and communicates the needs of the alumni back to the University. ‹ Goal 1 To further the environmental, economic, social, and cultural vitality of our communities through collaborative stewardship of place. Performance Measures Total Public Service Expenditures (in Millions.) Explaination: ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 2.4 4.4 4.4 To strengthen fund raising efforts directed at university alumni through communications and volunteer opportunities. Number of LouieNews participants. Number of volunteer hours. NAA 5.2 To enhance the quality of life in Arizona and the Southwest region. Performance Measures Participants: Institute for Future Workforce Development Participants: Speech/Language/Audiology Clinic Presentations given by the NAU police FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33,000 30,000 30,000 2,700 2,700 2,700 73 75 80 Subprogram Summary NAA 5.3 ECONOMIC DEVELOPMENT Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 Mission: To develop structures and practices that promote ties between NAU-Yuma and local business, industry, and cultural connections. 5.3 YUMA Description: New Measure Performance Measures ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12,019 13,500 13,500 324 325 325 Economic Development (Yuma Public Service) NAU-Yuma is highly engaged in the community. They are continually developing undergraduate research projects that address issues relative to the region, as well as internships and service learning opportunities with local companies and agencies. NAU-Yuma works in collaboration with other institutions of higher education and the community to ensure that workforce and civic educational needs of the community are met. Subprogram Summary ‹ Goal 1 PUBLIC SERVICE Pat Haeuser, Vice President Phone: (928) 523-7777 To increase the workforce development with local business and NAU-YUMA. Performance Measures A.R.S. § 15-1601 Town Hall Economic series Meetings held in Yuma Explaination: Mission: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1 2 2 New Measure To support innovation, stewardship, and engagement in our communities and to use the university’s abundant cultural and artistic resources to enhance our engagement with the community and the world. 5.2 Description: Public Service (Flagstaff and Statewide Public Service) Northern Arizona University promotes scholarship that increases engagement with local communities and addresses key global challenges and partner with individuals, institutions, and communities to advance renewable resources and sustainable practices. Northern Arizona University also serves as the cultural center for northern Arizona through its 100,000watt public radio station and by providing public access to theatrical, musical, and artistic events. Page 406 All dollars are presented in thousands (not FTE). Northern Arizona University Program Summary NAA 6.0 Subprogram Summary NAA 6.1 INSTITUTIONAL ADVANCEMENT DEVELOPMENTAL ACTIVITIES Pat Haeuser, Vice President Phone: (928) 523-7777 Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To continuously improve institutional effectiveness and organizational performance. To ensure financial stability and growth. 6.1 Description: Description: Institutional Advancement (Institutional Support) Developmental Activities (Overall Institutional Support) Program 6.0 Institutional Support 6.1 Overall Institutional Support 6.2 Flagstaff and Statewide Institutional Support 6.3 Yuma Institutional Support IS BLANK NAU works to provide accountability for institutional performance through development of sensible and meaningful measurements, best practices, and goals, to strengthen budgetary and financial performance to achieve financial accountability and transparency, and to reward progress toward university goals and priorities. Substitute Data: Mission: To maximize faculty and staff commitment through workforce practices and services that contribute to the long-term viability of the university and to advance NAU's mission by anticipating and providing exceptional services to the Yuma community Description: 6.3 NAU-Yuma Institutional Support NAU-Yuma is in the early stages of development as a branch campus of Northern Arizona University. In the past, institutional support functions for NAU-Yuma were handled by the central Northern Arizona University offices. These functions will evolve at NAU-Yuma during the next two years. Goal1 To enhance the safety and the learning/working environment Measure 1 NAU-Yuma FTE positions FY2008-29.11 FY2009 30.00 FY 2010 30.0 Measure 2 NAU-Yuma Operations Expenditures FY2008 441.5 FY2009 445.5 FY 2010 445.5 ‹ Goal 1 To optimize use of financial resources through sound financial management practices. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Financial ratios: State Appropriations/ Total Educational and General Expenditures (in percent) 45.11 45.56 46.01 Financial ratios: Tuition and Fees/ Total Educational and General Expenditures (in percent) 36.06 36.78 37.51 7.3 6.09 6.44 2.86 2.97 3.09 19.80 19.56 18.94 .80 .99 .95 2.09 2.22 2.10 15 15 15 Performance Measures Financial ratios: Total debt service/ unrestricted current fund expenditures and mandatory transfers (in percent) Financial ratios: Available Assets/ General Liabilities (in percent) Institutional Operations as a percent of State Operating Budget for NAU NAU works to provide accountability for institutional performance through development of sensible and meaningful measurements, best practices, and goals, to strengthen budgetary and financial performance to achieve financial accountability and transparency, and to reward progress toward university goals and priorities. General oversight as a percent of state Operating Budget for NAU Administration as a percent of total cost Percent of agency staff turnover ‹ Goal 2 This Program Contains the following Subprograms: 4 4 Developmental Activities Alumni Relations Funding and FTE Summary: (Thousands) To cultivate a culture of philanthropy among faculty, staff, students, parents, and alumni To increase NAU's financial resources through private giving. Performance Measures FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate Parent donors 5,066 6,000 6,664 464 500 735 1,487 1,600 2,516 948 925 925 7,575 8,832 33,034.2 Contributions by individuals (in thousands) 8,826 8,850 10,413 84,193.2 84,827.2 Contributions organizations (in thousands) 2,274 3,000 4,721 690.3 700.1 11,1100 14,370 15,093 51,793.0 0.0 0.0 Other Non Appropriated Funds 29,296.7 32,400.2 Program Total 80,478.5 FTE Positions 653.8 Other organizations donating to NAU FY 2010 Estimate 7,592 51,793.0 0.0 Northern Arizona University Faculty and staff donors FY 2009 Estimate Other individuals. 51,181.8 Other Appropriated Funds Alumni donors FY 2008 Actual Total giving (in thousands) All dollars are presented in thousands (not FTE). Page 407 Subprogram Summary NAA 6.2 Subprogram Summary NAA 7.1 FACILITIES DEVELOPMENT AND MANAGEMENT ALUMNI RELATIONS Pat Haeuser, Vice President Phone: (928) 523-7777 Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: To maximize faculty and staff commitment through workforce practices and services that contribute to the long-term viability of the university and to advance NAU's mission by anticipating and providing exceptional services to the Flagstaff campus and statewide communities. 6.2 AND 6.3 (YUMA) substitute subprogram. Description: Institutional Support services include the Affirmative Action Office, Capital Assets, the Comptroller’s office, Human Resources, and many other offices committed to ensuring the university functions effectively and efficiently. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 51,181.8 51,793.0 0.0 0.0 0.0 Other Non Appropriated Funds 29,296.7 32,400.2 33,034.2 Program Total 80,478.5 84,193.2 84,827.2 FTE Positions 653.8 690.3 700.1 Other Appropriated Funds ‹ Goal 1 51,793.0 RESOURCE MANAGEMENT Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 To enhance the safety and the learning/working environment. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate NAU numbers of: Affirmative Action formal and informal complaints, consultations and ADA issues contacts. 2,610 2,610 2,630 People served by the Office of Employee Assistance and Wellness 4,557 Programs offered by the Office of Employee Assistance and Wellness 68 62 62 7 9 9 Performance Measures Internal audits conducted ‹ Goal 2 Subprogram Summary NAA 7.2 NAA 7.3 Subprogram Summary GENERAL OVERSIGHT Pat Haeuser, Vice President 4,396 4,396 Phone: (928) 523-7777 A.R.S. § 15-1601 To improve the physical living, working, and learning environment. Performance Measures State appropriations for building renewal (in millions.) Operation and maintenance of plant, (in millions.) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 10.4 12.4 17.4 17.1 17.1 Program Summary NAA 7.0 INSTITUTIONAL OPERATIONS Pat Haeuser, Vice President Phone: (928) 523-7777 A.R.S. § 15-1601 This Program Contains the following Subprograms: 4 4 4 Facilities Development and Management Resource Management General Oversight Page 408 All dollars are presented in thousands (not FTE). Northern Arizona University critical to our State’s future, with particular emphasis on the following areas: climate, environmental, water and energy sustainability; Southwest, native American, borderlands, and Latin American studies; biosciences and biotechnology; optics; space exploration and observation; creative arts, languages and language acquisition; law, public policy and entrepreneurship; biomedical and behavioral health; and youth development programs. Agency Summary UAA 0.0 UNIVERSITY OF ARIZONA - MAIN CAMPUS Dr. Robert N. Shelton, President Phone: (520) 621-7766 A.R.S. 15-1601 Issue 4 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Description: The University of Arizona in Tucson, including its branch-campuses in Sierra Vista and downtown Phoenix, is a land-grant, doctoral research university ranking among the nation’s best public universities. Its research and development expenditures place it among the nation’s top 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 38,052 fulltime 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ACADEMIC PROGRAMS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Estimate FY 2010 Estimate 1,308,627.3 1,350,975.9 1,377,402.6 1,308,627.3 1,350,975.9 1,377,402.6 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 497,175.0 494,289.6 508,180.1 Other Non Appropriated Funds 811,452.3 856,686.3 869,222.5 Program Total 1,308,627.3 1,350,975.9 1,377,402.6 FTE Positions 5,216.9 5,318.3 5,424.7 Strategic Issues: Prepare Arizona’s Youth and Ensure Access and Opportunity We will collaborate with educational partners (P-14) to prepare students for University success and support education in Arizona by preparing more teachers, especially in STEM fields, while targeting underserved areas first. We will improve access by increasing enrollments and financial aid, both need and merit-based. We will serve our growing student population by providing integrated state-of-the-art technological support. Issue 1 Engage and Graduate Students Who Will Contribute to the State, Nation, and World We will educate all of our students to become creative, productive, and engaged members of society by providing solid grounding in core skills, broad knowledge across disciplines, expertise in areas of special focus, and the ability to generate, evaluate, and integrate new knowledge. We will respond to the State’s shortages of health care providers by expanding educational programs in high priority areas. In doing so, we will expand course and major availability, improve retention and graduation rates, and improve our communications infrastructure. Issue 2 Provide World-Class Research That Improves the Human Condition in Arizona and Beyond We will build on our national leadership in interdisciplinary and collaborative research and lead the nation in research and outreach activities that are Issue 3 University of Arizona - Main Campus Engage the People of Arizona We will contribute to the richness and vibrancy of the community, serve as an incubator and magnet for talent, develop partnerships with public, private, and non-profit sector organizations, and share research with and provide direct services to the people of Arizona through technology transfer, Cooperative Extension programs, development of the Phoenix Biomedical Campus, and provision of clinical health care services throughout the state, to name a few. Program Summary UAA 1.0 ACADEMIC PROGRAMS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Description: The University of Arizona in Tucson, including its branch-campuses in Sierra Vista and downtown Phoenix, is a Land Grant, Doctoral/Research-Extensive University ranking among the nation’s best public universities. Its research and development expenditures place it among the nation’s top 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 38,052 fulltime 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Overall Academic Affairs College of Agriculture and Life Sciences College of Architecture and Landscape Architecture Eller College of Management College of Education College of Engineering College of Fine Arts College of Humanities James E. Rogers College of Law College of Science College of Social and Behavioral Sciences Graduate College -- Academic Interdisciplinary Programs Continuing Education and Academic Outreach Other Academic Programs University of Arizona South University Libraries Academic Computing Academic Support Academic Affairs Administration College of Optical Sciences All dollars are presented in thousands (not FTE). Page 409 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 497,175.0 494,289.6 508,180.1 Other Non Appropriated Funds 811,452.3 856,686.3 869,222.5 Program Total 1,308,627.3 1,350,975.9 1,377,402.6 FTE Positions 5,216.9 5,318.3 5,424.7 OVERALL ACADEMIC AFFAIRS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To maximize the delivery of academically sound instruction in a coordinated manner with the University’s academic colleges, schools, departments, and centers. Description: This subprogram coordinates the delivery of instruction throughout the University. Its other responsibilities include oversight of: academic support programs; transfer articulation; advising; major-exploration programs for undecided and transitional students; and the University’s interdisciplinary degree programs.*** This section is: UAA 1.1 Instruction*** Funding and FTE Summary: (Thousands) COLLEGE OF AGRICULTURE AND LIFE SCIENCES Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To provide effective and transparent promotion and support for the research and graduate-education efforts of University of Arizona faculty and staff and to encourage practices that minimize risks to our investigatorscholars, to human and animal research subjects, and to the University. Subprogram Summary UAA 1.1 Subprogram Summary UAA 1.2 Description: The University of Arizona through its organized research unit provides critical world-class research and discovery, intensive and relevant graduate education, and connects its activities with the community’s needs especially as we aspire to become one of the ten best public research universities. The University’s organized research unit also fosters technology transfer and connection to the business community, with a particular emphasis on promoting a thriving economy and high quality of life for Arizona. The organized research unit also serves as the administrative home for most of the University’s public museums. *** This section is: UAA 1.2 Organized Research*** Funding and FTE Summary: (Thousands) General Funds General Funds FY 2009 Estimate FY 2010 Estimate FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 25,273.6 25,159.2 25,159.2 Other Non Appropriated Funds 244,496.4 253,465.9 257,891.3 Other Appropriated Funds FY 2008 Actual FY 2008 Actual 0.0 0.0 0.0 Program Total 269,770.0 278,625.1 283,050.5 195,245.4 209,591.2 221,522.7 FTE Positions 1,526.0 1,556.5 1,587.6 48,930.3 50,001.5 50,486.4 Program Total 244,175.7 259,592.7 272,009.1 FTE Positions 463.2 472.4 481.9 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase productivity, efficiency, and effectiveness ‹ Goal 1 To increase external funding for organized research programs relative to peer institutions. Performance Measures Total Research & Development Expenditures in thousands FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 397,390 413,000 430,000 15 13 13 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Graduating seniors who rate their overall experience as good or excellent (percent) 95 95 95 Full-time undergraduate students enrolled per semester in three or more primary courses with ranked faculty (percentage) 68 71 75 Total number of degrees granted 7,098 7,253 7,393 Performance Measures Bachelors degrees granted 5,241 5,350 5,450 Number of Office Tech Transfers. 3 4 5 Masters degrees granted 1,313 1,343 1,373 Entrepreneurial Startups 5 6 7 Performance Measures First Professional degrees granted 146 150 150 Doctorate degrees granted 398 410 420 Average number of years taken to graduate for students who began as freshmen 4.6 4.6 4.5 Administration as a percent of total cost 1.9 1.9 1.9 14.5 Agency staff turnover (percent) 13.9 14.5 Gifts, grants, and contracts (millions) 345 359 373 Grants and contracts expenditures (millions) 269 279 291 ‹ Goal 2 ‹ Goal 2 To form a bridge connecting the University with the private sector and expand its engagement with regional, national, and international business communities, and build philanthropic support for the University and its partners. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate To improve student persistence and graduation rates over time. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Freshmen returning for the second year (percent) 79 80 81 Full-time lower-division transfer fiveyear graduation rates (percent) 57 58 59 Full-time upper-division transfer fouryear graduation rates (percent) 67 68 69 Six-Year graduation rate. 56 58 59 Performance Measures Page 410 National Science Foundation Research ranking (publics) All dollars are presented in thousands (not FTE). University of Arizona - Main Campus Subprogram Summary UAA 1.3 Subprogram Summary UAA 1.4 COLLEGE OF ARCHITECTURE AND LANDSCAPE ARCHITECTURE ELLER COLLEGE OF MANAGEMENT Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To make knowledge generated at the University of Arizona more accessible and more relevant to Arizona’s citizens, to the nation at large and to the global community, and to inspire in each of these connections the parallel desires to learn and to create beneficial change, both in partnership with the University of Arizona. To support and enhance a contemporary learning environment with tools that permit innovation in all learning spaces and assist students in bridging the relationship between research and teaching. Description: The Office for Academic Outreach facilitates the efforts of University of Arizona faculty in integrating their teaching, research, and service missions, and in translating and advancing those efforts to broader audiences. Outreach does not exist as an independent administrative function; rather, it serves the efforts of University faculty across the departments and colleges, and helps create the opportunity for impact in our communities and abroad.*** This section is: UAA 1.3 Public Services*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 Other Appropriated Funds 0.0 FY 2010 Estimate 0.0 4,473.6 4,302.4 4,302.4 Other Non Appropriated Funds 25,561.6 25,976.5 26,399.3 Program Total 30,035.2 30,278.9 30,701.7 FTE Positions 223.0 227.4 232.0 ‹ Goal 1 To leverage the strengths of international affairs programs and the efforts of our faculty by strategically enhancing efforts abroad in target geographies most relevant to the University. Performance Measures Number of students in Study Abroad and Exchange programs FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,943 2,093 2,243 805 839 873 1,456 1,471 1,486 Number of undergraduate international students Number of graduate international students ‹ Goal 2 Description: The units that comprise Academic Support represent all of the ways the University supports its academic mission. ***This section is: UAA 1.4 Academic Support*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 61,678.2 56,856.5 57,835.3 Other Non Appropriated Funds 11,460.2 11,649.4 11,842.2 Program Total 73,138.4 68,505.9 69,677.5 FTE Positions 106.4 108.5 110.7 ‹ Goal 1 To enhance the academic quality and effectiveness of the institution through planning and budgeting, program review, personnel review, and data collection and analysis. Performance Measures Academic programs reviewed for quality and effectiveness Dollars internally reallocated to priority academic units (in thousands of dollars) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 16 16 16 4,400 5,000 5,000 To support electronic teaching, learning, and course administration via centrally provided applications including WebCT, Desire2learn, caucus, POLIS, WebBoard, FrontPage and MOO. Performance Measures TBD FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 To facilitate and assure the University’s mandate of service, partnership, and the sharing of knowledge which most clearly expresses the distinguishing nature of land grant universities. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 258 260 305 30 32 35 Number of Arizona citizens attending CALS educational services (in thousands) Number of Arizona peer-reviewed publications focused on Arizona audiences University of Arizona - Main Campus All dollars are presented in thousands (not FTE). Page 411 Subprogram Summary UAA 1.5 Subprogram Summary UAA 1.6 COLLEGE OF EDUCATION COLLEGE OF ENGINEERING Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To recruit and retain a diverse and talented student body; to assist students in their efforts to achieve access, academic success, and efficient degree completion in conformance with prevailing regulation; to promote student development in a safe environment in which diversity is valued and embedded in daily operations; and to provide opportunities for personal and educational enrichment through the development of student, faculty, staff, and community partnerships. To provide the University of Arizona with the support services necessary to enable it to effectively pursue the institutional mission of teaching, research, and outreach. Description: This program includes enrollment services and other student related programs and services designed to promote student success, by supporting students’ personal, intellectual, cultural, and social development outside the context of the formal instructional program. Programming extends to the entire campus community to meet disability needs and to promote a healthy, diverse, engaged, and civil community. The activities include: early outreach, admissions, orientation, financial aid, registration, campus recreation, and health services, cultural events, student programs/organizations, bookstore, newspaper, housing and food service, academic support, career services, programs designed to promote faculty/student interaction outside the classroom, and programs dedicated to special needs, such as disability related services and the cultural resource centers. ***This Section is: UAA 1.5 Student Services*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 13,822.8 14,721.1 15,121.3 384,229.8 393,281.4 398,595.5 Program Total 398,052.6 408,002.5 413,716.8 FTE Positions 1,961.5 2,000.7 2,040.7 Description: Institutional support includes central executive-level activities concerned with management and long-range planning for the entire University, and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, telecommunications, space management, human resources including employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fund-raising.*** This section is: UAA 1.6 Institutional Support*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds To admit a freshman class well-prepared for University work. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Quality of freshman class based on: high school grade point average 3.4 3.5 3.5 Quality of freshman class based on: SAT scores 1,102 1,110 1,110 Performance Measures ‹ Goal 2 0.0 0.0 0.0 124,600.1 124,600.1 39,282.5 64,207.9 64,988.8 Program Total 174,376.3 188,808.0 189,588.9 FTE Positions 418.7 427.1 435.7 Other Non Appropriated Funds ‹ Goal 1 To enhance community support for the work of the University in the larger community. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Endowment Assets (in thousands) 357,471 390,574 426,172 Annual Giving (in thousands) 102,701 96,730 99,631 Performance Measures ‹ Goal 2 To attract and engage a diverse and high quality workforce FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Minority employees in administrative, faculty, professional and classified positions (percent) 26 28 28 UA Life & Work Connections contacts per year 10,348 10,850 11,350 To decrease, through education, media campaigns, and other programs, the use of alcohol and other drugs that put students at risk of accidents, violence, injuries, and unsafe sexual practices. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Students reporting binge drinking in last year (survey done biannually) (percent) 41 40 40 Students reporting tobacco use in the last 30 days (percent) 20 20 20 Performance Measures Page 412 FY 2010 Estimate 135,093.8 Other Appropriated Funds Performance Measures ‹ Goal 1 FY 2009 Estimate All dollars are presented in thousands (not FTE). University of Arizona - Main Campus Subprogram Summary UAA 1.7 Subprogram Summary UAA 1.8 COLLEGE OF FINE ARTS COLLEGE OF HUMANITIES Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To provide high quality, accessible educational opportunities to communities throughout Southern Arizona. Description: Description: The College of Agriculture and Life Sciences coordinates undergraduate and professional education for a wide range of career opportunities within six general subject areas: animal systems; environment and natural resources; family, youth, and community; human nutrition; food safety and health; marketing, trade, and economics; and plant systems. Education in the professional knowledge area is combined with foundation courses in the natural and social sciences, communications, and the humanities to develop a well rounded academic experience offering majors leading to careers associated with the college subject areas. Programs include on-campus instruction and distance education in cooperation with other institutions. The college awards B.S., M.S., and Ph.D. degrees in 18 fields of study. Faculty members generally have joint appointments in a parallel Agricultural Experiment Station.*** This section is: UAA 1.6 Agriculture*** UA South addresses the needs of individual who are place bound or who desire to fulfill their higher education goals in an atmosphere different than the Main Campus. UA South provides quality upper-division and graduate programs designed to fulfill the educational and career goals of its students. UA South offers 14 undergraduate degree programs through “2 + 2” partnerships with Arizona community colleges, primarily Cochise College and Pima Community College. Two Masters Degree programs are available. Programs are offered at five locations in southeast Arizona. Specific community-based classes may be offered at other locations throughout southeastern Arizona. The Faculty at UA South has incorporated distance learning into the curriculum, offering courses via interactive television and through the Internet.*** This section is: UAA 1.8 UA South*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 56,380.5 53,624.3 53,868.7 Other Non Appropriated Funds 56,359.8 57,246.7 58,150.3 Program Total 112,740.3 110,871.0 112,019.0 FTE Positions 513.7 523.9 534.4 ‹ Goal 1 To attain a level of tenure/tenure eligible faculty that is effective in providing students with the high quality faculty they deserve and the college with the research productivity essential to premier research university. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 3.9 4.5 4.5 Degrees/FTE faculty (T/TE) Majors/FTE faculty (T/TE) External funding obtained/FTE Faculty (T/TE) 16 17 17 245,800 255,455 265,970 355 355 355 SCH/Faculty FTE (T/TE ‹ Goal 2 To graduate as many well qualified students as possible. Funding and FTE Summary: (Thousands) General Funds 0.0 0.0 0.0 5,434.8 5,770.4 Other Non Appropriated Funds 1,131.7 857.0 868.7 Program Total 6,338.8 6,291.8 6,639.1 FTE Positions 4.5 1.7 1.8 ‹ Goal 1 To increase student FTE and retention Performance Measures Student FTE ‹ Goal 2 Performance Measures Degrees/FTE faculty (T/TE) Majors/FTE faculty (T/TE) External funding obtained/FTE Faculty (T/TE) SCH/Faculty FTE (T/TE ‹ Goal 3 Number of Undergrad Degrees granted (Bachelors) 494 510 520 Performance Measures Number of Graduate degrees granted (Masters, Specialist, Ph.D) 111 116 121 Number of Undergrad Degrees granted (Bachelors) Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 30 32 35 258 260 305 Number of Arizona peer-reviewed publications focused on Arizona audiences Number of Arizona citizens attending CALS educational services (in thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 332 369 420 To attain a level of tenure/tenure eligible faculty that is effective in providing students. FY 2010 Estimate To partner with and serve the people of Arizona. FY 2010 Estimate 5,207.1 FY 2009 Estimate ‹ Goal 3 FY 2009 Estimate Other Appropriated Funds FY 2008 Actual Performance Measures FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.1 4.3 4.5 13 15 17 28,404 29,520 30,735 907 950 1,000 To graduate as many well-qualified students as possible. Number of Graduate degrees granted (Masters, Specialist, Ph.D) UAA 1.9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 33 35 37 8 9 10 Subprogram Summary JAMES E. ROGERS COLLEGE OF LAW Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. University of Arizona - Main Campus All dollars are presented in thousands (not FTE). Page 413 Subprogram Summary UAA 1.10 Subprogram Summary UAA 1.14 COLLEGE OF SCIENCE OTHER ACADEMIC PROGRAMS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary UAA 1.11 Subprogram Summary UAA 1.15 COLLEGE OF SOCIAL AND BEHAVIORAL SCIENCES Edward Frisch, Asst. V.P., Resource Planning & Management UNIVERSITY OF ARIZONA SOUTH Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary UAA 1.12 GRADUATE COLLEGE -- ACADEMIC INTERDISCIPLINARY PROGRAMS UAA 1.16 Subprogram Summary Edward Frisch, Asst. V.P., Resource Planning & Management Edward Frisch, Asst. V.P., Resource Planning & Management UNIVERSITY LIBRARIES Phone: (520) 621-7766 Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. UAA 1.13 Subprogram Summary UAA 1.17 CONTINUING EDUCATION AND ACADEMIC OUTREACH Edward Frisch, Asst. V.P., Resource Planning & Management Subprogram Summary ACADEMIC COMPUTING Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Page 414 All dollars are presented in thousands (not FTE). University of Arizona - Main Campus Subprogram Summary UAA 1.18 Subprogram Summary UAA 2.1 ACADEMIC SUPPORT UNIVERSITY-WIDE ORGANIZED RESEARCH Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary UAA 1.19 UAA 2.2 ACADEMIC AFFAIRS ADMINISTRATION Edward Frisch, Asst. V.P., Resource Planning & Management Subprogram Summary AGRICULTURE AND LIFE SCIENCES RESEARCH EXPERIMENT STATION Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary UAA 1.20 COLLEGE OF OPTICAL SCIENCES Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 Subprogram Summary UAA 2.3 COLLEGE-BASED SPONSORED RESEARCH AND INTERDISCIPLINARY RESEARCH PROGRAMS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 to A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. UAA 2.0 Program Summary Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. UAA 3.0 ORGANIZED RESEARCH Edward Frisch, Asst. V.P., Resource Planning & Management Program Summary COMMUNITY OUTREACH Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. This Program Contains the following Subprograms: This Program Contains the following Subprograms: 4 4 4 4 4 4 4 University-wide Organized Research Agriculture and Life Sciences Research Experiment Station College-based Sponsored Research and Interdisciplinary Research Programs University of Arizona - Main Campus Agriculture and Life Sciences Cooperative Extension Services UA presents (formerly Cultural Affairs) KUAT Communications Intercollegiate Athletics All dollars are presented in thousands (not FTE). Page 415 Subprogram Summary UAA 3.1 Program Summary UAA 4.0 AGRICULTURE AND LIFE SCIENCES COOPERATIVE EXTENSION SERVICES STUDENT AFFAIRS AND CAMPUS LIFE Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. This Program Contains the following Subprograms: Subprogram Summary UAA 3.2 UA PRESENTS (FORMERLY CULTURAL AFFAIRS) Edward Frisch, Asst. V.P., Resource Planning & Management 4 4 4 Student Services and Campus Life Enrollment Management Health and Wellness Phone: (520) 621-7766 A.R.S. § 15-1601 Subprogram Summary UAA 4.1 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. STUDENT SERVICES AND CAMPUS LIFE Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary UAA 3.3 KUAT COMMUNICATIONS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Subprogram Summary UAA 4.2 ENROLLMENT MANAGEMENT Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: UAA 3.4 To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Subprogram Summary INTERCOLLEGIATE ATHLETICS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 UAA 4.3 Subprogram Summary HEALTH AND WELLNESS Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. Page 416 All dollars are presented in thousands (not FTE). University of Arizona - Main Campus Program Summary UAA 5.0 UAA 5.4 INSTITUTIONAL SERVICES Subprogram Summary ADMINISTRATIVE COMPUTING AND TELECOMMUNICATIONS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 A.R.S. § 15-1601 Mission: Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. This Program Contains the following Subprograms: 4 4 4 4 President's Area Human Resources Business Affairs Administrative Computing and Telecommunications UAA 5.1 Subprogram Summary PRESIDENT'S AREA Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. UAA 5.2 Subprogram Summary HUMAN RESOURCES Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. UAA 5.3 Subprogram Summary BUSINESS AFFAIRS Edward Frisch, Asst. V.P., Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To improve life for the people of Arizona and beyond through education, research, creative expression, and community engagement. University of Arizona - Main Campus All dollars are presented in thousands (not FTE). Page 417 Achieving an Environment and Culture that Supports All Members of the University Community Increasing professional development opportunities for all employees within AHSC and the University will contribute to the interaction and collaboration with community members and business partners throughout Arizona. Focusing on the excellence of each diverse individual and the contributions brought by such diversity furthers the collaborative, multidisciplinary process and creates an atmosphere where enormous strides can and will be made. Issue 4 Agency Summary UHA 0.0 UNIVERSITY OF ARIZONA - HEALTH SCIENCES CENTER Dr. Robert N. Shelton, President Phone: (520) 621-7766 A.R.S. § 15-601 Mission: 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. Description: The Arizona Health Sciences Center (AHSC) in Tucson is the State’s only academic health sciences center. It provides the State and its people education, research, patient care, and services through its Colleges of Medicine, Nursing, Pharmacy, Public Health, Phoenix Medical Campus, University Medical Center, and university physicians. AHSC serves as the core of a broad network of State-wide health services, health education, health restoration, health promotion, and illness prevention. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ACADEMIC AFFAIRS ¾ ORGANIZED RESEARCH Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2009 Estimate FY 2010 Estimate 280,243.4 282,478.7 289,211.0 13,158.1 16,169.3 28,220.5 293,401.5 298,648.0 317,431.5 FY 2008 Actual 0.0 FY 2009 Estimate FY 2010 Estimate 0.0 0.0 94,616.2 94,099.2 109,347.6 Other Non Appropriated Funds 198,785.3 204,548.8 208,083.9 Program Total 293,401.5 298,648.0 317,431.5 FTE Positions 1,794.2 1,830.0 1,866.7 Strategic Issues: Providing a Health Workforce to Meet the State's Changing Needs and Expectations Providing distinguished undergraduate, graduate and professional health sciences education is crucial to increasing recruitment to fulfill the growing demand for physicians, nurses, pharmacists and allied health professionals throughout the State. Cooperative relationships with community colleges within Arizona can be enhanced and expanded with multidiscipline-teaching models at AHSC and the other institutions of learning in Arizona; models that would provide the strategic planning basis for statewide education in the allied health professions. Issue 1 Enhancing the Leadership Role of AHSC in Biomedical Research Engaging in basic and applied scholarly research in scientific matters critical to state, regional, national and international populations demands major contributions in multidisciplinary research and education as they pertain to the basic understanding, prevention, diagnosis and treatment and control of various diseases and debilitating conditions. Such contributions will require initiating new programs in discovery, design and development of innovative medications that will lead to groundbreaking therapies. Extramural funding and laboratory space to support a leader in biomedical research will have to be found by providing opportunities for collaboration with the burgeoning biotechnical and biosciences industries. Issue 2 Issue 3 Serving the Health Care Needs of the People of Arizona Initiating through a multidisciplinary approach new programs for more effective health care delivery and the promotion of health throughout the State will necessitate advanced educational and training programs for health care professionals, health-care industry personnel and the public. Page 418 Issue 5 Serving a Diverse Population The University must ensure a rich mix of cultural, ethnic, social, and racial backgrounds and viewpoints among its students, faculty, staff, and administrators. Improving this mix will enhance the quality of the student experience on campus and better prepare students to be responsible and productive members of the emerging global society. Program Summary UHA 1.0 ACADEMIC AFFAIRS Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To coordinate with the University main campus towards the delivery of academically sound instruction. Description: This program ensures academic instruction follows university and Board of Regents guidelines and policies. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 College of Medicine College of Nursing College of Pharmacy Arizona Health Sciences Library Academic Support College of Public Health College of Medicine, Phoenix Campus Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 84,796.0 81,317.2 84,565.6 Other Non Appropriated Funds 195,447.4 201,161.5 204,645.4 Program Total 280,243.4 282,478.7 289,211.0 FTE Positions 1,780.1 1,815.7 1,852.1 Other Appropriated Funds UHA 1.1 Subprogram Summary COLLEGE OF MEDICINE Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To provide distinguished undergraduate, graduate, and professional health sciences education in harmony with main campus programs and to engage in basic and applied research providing a more skilled and more productive health services work force in Arizona. Description: To provide a health services workforce and research center that meets the healthcare needs of Arizona and engages in groundbreaking medical study. All dollars are presented in thousands (not FTE). University of Arizona - Health Sciences Center ‹ Goal 1 To (this is no longer a goal and we could not delete it) Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 need to delete Subprogram Summary UHA 1.3 COLLEGE OF PHARMACY Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Subprogram Summary UHA 1.2 COLLEGE OF NURSING Edward Frisch, Asst. VP Resource Planning & Management Mission: Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To provide top-quality health sciences educational programs at the undergraduate, graduate, and professional levels that will attract and graduate an excellent and diverse student body. Description: The Arizona Health Sciences Center (AHSC) offers professional programs leading to the M.D., graduate degrees in many of the medical sciences, B.S.N., M.S., Ph.D., ADN-MS, Pharm.D., Masters in Public Health (MPH), DrPH, and B.S. with a major in health education. The AHSC provides students with the knowledge, skills, and attitudes basic to the provision of health services. It also provides education and training programs for undergraduate students, graduate students, residents, fellows, and other health professionals. ***This section is: UHA 2.1 Instruction*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 48,166.6 49,082.9 52,291.3 Other Non Appropriated Funds 37,430.7 38,431.6 39,147.1 Program Total 85,597.3 87,514.5 91,438.4 FTE Positions 364.4 371.7 379.1 ‹ Goal 1 To attain a level of tenured/tenure eligible faculty that is effective in providing students with the high quality of instruction they deserve. Were unable to delete measures 1 & 2. They are duplicates of Goal 2 measures 1,5,6) Performance Measures Number of Degrees Granted BA/BS and MA/MS Number of degrees granted-PhD SCH/Faculty FTE (T/TE) Majors/FTE faculty (T/TE) External funding obtained/FTE Faculty (T/TE) ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 475 488 497 54 55 56 223 223 223 10 10 10 451,000 468,716 488,009 To provide high quality multidisciplinary biomedical research in areas important to the health care community and public; to promote the application of economics and socio-behavioral sciences to pharmaceutical research, education and service; to make available to trainees leading edge knowledge and the most modern technology; to promote healthier lifestyles through education of the public; and to provide service to state and federal agencies and the private sector. Description: The organized research centers are specifically organized to produce interdisciplinary clinical and basic biomedical research and to provide support for the undergraduate, graduate, and outreach educational programs. They are supported almost entirely by external federal and private sector funding. Their major areas of emphasis include: interdisciplinary research; education of the public, training of health professionals and scientists; patient services; provision of regional resources for research, disease diagnosis, patient care, education, and disease prevention and control; and technology development. ***This Section is: UHA 2.2 Organized Research*** Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 105 108 110 Graduating seniors who rate their overall experience as good or excellent 98 98 98 FT UG students enrolled per semester in 3 or more primary courses with ranked faculty (percentage) 70 70 70 Number of degrees granted MA/MS 711 728 743 Bachelor degrees granted 372 380 387 First Professional degrees granted 180 185 190 54 55 56 Average number of years taken to graduate for students who began as freshman 4.6 4.6 4.5 Administration as a percent of total cost 1.9 1.9 1.9 16.0 Doctorate degrees granted Agency Staff Turnover 15.4 16.0 Gifts, grants, and contracts (millions) 152 158 164 Grants and contracts expenditures (millions) 144 149 155 University of Arizona - Health Sciences Center FY 2010 Estimate 0.0 0.0 0.0 3,306.7 3,306.7 Other Non Appropriated Funds 119,661.2 123,337.5 125,394.0 Program Total 123,556.7 126,644.2 128,700.7 FTE Positions 877.8 895.3 913.3 ‹ Goal 1 To promote excellence in basic and clinical research, patient care, education, and training. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Regional, national, and international awards, honors, and prizes received by students, alumni, faculty, and staff 75 70 80 Patients rating physician skill as excellent in satisfaction survey (percent) 91 90 90 Performance Measures ‹ Goal 2 To establish a stable funding base to support research, education, and service activities Performance Measures Total Research & Development Expenditures in thousands ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 146,482 152,000 158,000 To provide education and training programs for regional, national, and international health care professionals, health care industry personnel, and the public. Performance Measures Total number of degrees granted FY 2009 Estimate 3,895.5 Other Appropriated Funds To increase productivity, efficiency, and effectiveness. Performance Measures FY 2008 Actual Training programs/ workshops/lectures All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 131 240 135 Page 419 Funding and FTE Summary: (Thousands) Subprogram Summary UHA 1.4 ARIZONA HEALTH SCIENCES LIBRARY FY 2008 Actual General Funds Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 0.0 0.0 0.0 23,564.8 23,589.8 7,049.8 7,207.3 7,368.7 Program Total 33,786.5 30,772.1 30,958.5 FTE Positions 275.9 281.4 287.0 Other Non Appropriated Funds Mission: To provide the citizens of the State of Arizona access to poison and medication-related emergency treatment assistance and to develop a rural telemedicine network that can improve rural health care. ‹ Goal 1 To offer education programs that meet standards of excellence FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of students passing Step 1 of the US Medical Licensing Exam on the first try 98 98 94 Percent of Students passing Step II of the US Medical Licensing Exam on the first try. 94 94 94 Performance Measures Description: The Arizona Poison and Drug Information Center serves as a repository of comprehensive information, knowledge and expertise regarding poisons and toxic exposures. A high priority is to provide access for rural and medically underserved Arizona residents and health care professionals who are without ready access to medical facilities. Telemedicine is the use of computers, video imaging, and telecommunications for diagnosis and treatment of persons in rural, geographically isolated communities and State institutions. *** This section is: UHA 2.3 Public Service*** Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate 0.0 Other Appropriated Funds FY 2010 Estimate 0.0 0.0 3,239.1 3,076.9 3,091.9 Other Non Appropriated Funds 16,524.3 16,805.9 17,093.1 Program Total 19,763.4 19,882.8 20,185.0 FTE Positions 138.0 140.8 143.6 ‹ Goal 1 To provide quality, accessible poison and medication-related emergency treatment assistance 24 hours a day. Performance Measures Poison Control call volume per year (in thousands) Accredited by the American Association for Poison Control Center Certification as a Regional Poison Control Center. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 72 72 73 yes yes yes To provide specialty patient care in rural communities and secure State institutions. Performance Measures Number of Telemedicine Clinical consultations UHA 1.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 210,442 213,000 215,000 Subprogram Summary ACADEMIC SUPPORT Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To support and enhance a contemporary learning environment with tools that permit innovation in all learning spaces and assist students in bridging the relationship between research and teaching. Description: The units that comprise Academic Support represent all of the ways the University of Arizona Health Sciences Center supports its academic mission.*** This section is: UHA 2.4 Academic Support*** Page 420 FY 2010 Estimate 26,736.7 Other Appropriated Funds A.R.S. § 15-1601 FY 2009 Estimate ‹ Goal 2 To assure access to information resources in the health sciences on-site and off-site. Performance Measures Resources (print and non-print) circulated from the collection. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 23,368 22,000 21,000 22 20 18 Resources (print and non-print) used in the library (in thousands) UHA 1.6 Subprogram Summary COLLEGE OF PUBLIC HEALTH Edward Frisch, Asst. VP Resource Planning Phone: (520) 621-7766 A.R.S. § 15-601 Mission: To recruit and retain a diverse and talented student body; to assist students in their efforts to achieve access, academic success, and efficient degree completion in conformance with prevailing regulation; to promote student development in a safe environment in which diversity is valued and embedded in daily operations; and to provide opportunities for personal and educational enrichment through the development of student, faculty, staff, and community partnerships. Description: This program includes enrollment services and other student related programs and services designed to promote student success, by supporting students’ personal, intellectual, cultural, and social development outside the context of the formal instructional program. Programming extends to the entire campus community to meet disability needs and to promote a healthy, diverse, engaged, and civil community. The activities include: early outreach, admissions, orientation, financial aid, registration, campus recreation, and health services, cultural events, student programs/organizations, bookstore, newspaper, housing and food service, academic support, career services, programs designed to promote faculty/student interaction outside the classroom, and programs dedicated to special needs, such as disability related services and the cultural resource centers. *** This section is: UHA 2.5 Student Services*** Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 1,952.0 1,643.2 1,643.2 Other Non Appropriated Funds 14,458.9 15,050.8 15,308.2 Program Total 16,410.9 16,694.0 16,951.4 FTE Positions 121.5 123.9 126.4 Other Appropriated Funds All dollars are presented in thousands (not FTE). University of Arizona - Health Sciences Center ‹ Goal 1 To enroll students well prepared for AHSC work. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of students enrolled in prepharmacy 482 516 526 Number of students enrolled in prenursing 488 Performance Measures ‹ Goal 2 502 512 To enroll diverse students using the diverse in its broadest meaning. FY 2008 Actual Performance Measures FY 2009 Estimate % Undergraduate Minority Students 37 38 39 28 29 30 Subprogram Summary Phone: (520) 621-7766 Health Sciences Organized Research Centers and Administration Funding and FTE Summary: (Thousands) General Funds Mission: To provide the University of Arizona with the support services necessary to enable it to effectively pursue the institutional mission of teaching, research, and outreach. Description: Institutional support includes central executive-level activities concerned with management and long-range planning for the entire University, and the operation and maintenance of the physical plant. Administrative activities include planning and programming, legal services, fiscal operations, administrative data processing, telecommunications, space management, human resources including employee personnel and records, purchasing, stores, safety, security, printing, transportation services, community and alumni relations, and development and fund-raising. *** This Section is: UHA 2.6 Institutional Support*** FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 806.1 642.7 642.7 Other Non Appropriated Funds 322.5 328.4 334.3 Program Total 1,128.6 971.1 977.0 FTE Positions 2.5 2.6 2.6 To enhance community support for the work of the University in the larger community. Performance Measures Endowment Assets (in thousands) Annual Giving (in thousands) ‹ Goal 2 A.R.S. § 15-1601 4 To ‹ Goal 1 ORGANIZED RESEARCH Edward Frisch,, Asst. VP Resource Planning& Management Phone: (520) 621-7766 This Program Contains the following Subprograms: COLLEGE OF MEDICINE, PHOENIX CAMPUS Edward Frisch, Asst. VP Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 161,238 174,897 189,585 51,259 48,270 49,719 To attract and engage a diverse and high quality workforce Performance Measures Minority employees in administrative, faculty, professional and classified positions (percent) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 24 24 24 University of Arizona - Health Sciences Center Program Summary FY 2010 Estimate Perhaps % Graduate & First Professional Minority Students UHA 1.7 UHA 2.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 9,820.2 12,782.0 24,782.0 Other Non Appropriated Funds 3,337.9 3,387.3 3,438.5 Program Total 13,158.1 16,169.3 28,220.5 FTE Positions 14.0 14.3 14.6 UHA 2.1 Subprogram Summary HEALTH SCIENCES ORGANIZED RESEARCH CENTERS AND ADMINISTRATION Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 Mission: To provide medical students with the knowledge, skills, and attitudes basic to the practices of medicine; to provide education and training programs for residents, graduate students, fellows, and other health professionals and practicing physicians; to work with clinical affiliates to teach and model interprofessional health care delivery; to make contributions to biomedical research; to model and promote innovations in patient care and disease prevention and cure, including utilization of the multidiscipline health care team approach; and to use biomedical informatics and work with industry to address quality and cost of health care. Description: The College of Medicine-Phoenix in partnership with Arizona State University offers a professional program leading to the M.D. degree and graduate degree programs, the latter presently centered at ASU. The COM-PHX also supports the education of other health professionals and the public. The educational program leading to the M.D. degree is conducted at the Phoenix Biomedical Campus and at clinical sites located in Phoenix, Tucson, and throughout the State. The faculty members conduct research programs in molecular biology, clinical translational science, medical education, therapeutics, prevention, and clinical outcomes. It is a rapidly evolving leader in biomedical informatics and health care education and this will translate into a high quality education program regarding health care issues for all in the State and critically enhancing and improving on delivery of care to our citizens. *** This Section is: UHA 2.7 College of Medicine, Phoenix Campus*** All dollars are presented in thousands (not FTE). Page 421 Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 Other Appropriated Funds 9,820.2 12,782.0 24,782.0 Other Non Appropriated Funds 3,337.9 3,387.3 3,438.5 Program Total 13,158.1 16,169.3 28,220.5 FTE Positions 14.0 14.3 14.6 ‹ Goal 1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of students passing Step I of the United States Medical Licensing Exam on the first try. 0 0 0 Percent of students passing Step II of the United States Medical Licensing Exam on the first try 0 0 0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Regional, national, and international awards, honors, and prizes received by students, alumni, faculty, and staff 0 0 0 Total Research & Development Expenditures in thousands 0 0 0 Subprogram Summary TELEMEDICINE Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 A.R.S. § 15-1601 To attract and maintain a diverse, highly qualified faculty that understands and delivers the complex training necessary for our next generation of physicians in addition to functioning as excellent leaders and collaborators with the diverse and excellent infrastructure of investigative research presently ongoing within the State and region. Performance Measures Minority employees in administrative, faculty, professional and classified positions (percent) ‹ Goal 4 A.R.S. § 15-1601 UHA 3.2 To provide educational experiences that promote lifelong learning, critical thinking skills, and career decisions for the breadth of disciplines needed throughout our State, emphasizing cultural competency and diversity. Performance Measures ‹ Goal 3 ARIZONA POISON AND DRUG INFORMATION CENTER Edward Frisch, Asst. VP Resource Planning & Management Phone: (520) 621-7766 To develop, maintain, and continuously evaluate the educational program leading to the M.D. degree. Performance Measures ‹ Goal 2 Subprogram Summary UHA 3.1 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 To be the leader for the State’s citizens in designing, mentoring, and monitoring all facets of health care delivery in society and to offer an education milieu to share this information with the populace Performance Measures Training programs/ workshops/lectures UHA 3.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 Program Summary COMMUNITY OUTREACH Edward Frisch, Asst. VP Phone: (520) 621-7766 A.R.S. § 15-1601 This Program Contains the following Subprograms: 4 4 Arizona Poison and Drug Information Center Telemedicine Page 422 All dollars are presented in thousands (not FTE). University of Arizona - Health Sciences Center services provided by state veteran homes will not meet the needs of these types of disabled veterans. Agency Summary VSA 0.0 Joey Strickland, Director Phone: (602) 255-3373 A.R.S. §§ 41-601 et seq. Mission: To enrich and honor Arizona's veterans and their families through education, advocacy, and service. Description: The Arizona Department of Veterans' Services assists veterans, their dependents, and/or survivors in developing and filing claims through the U.S. Department of Veterans Affairs to obtain federal entitlements in the areas of disability, pension, insurance, burial, etc. The Department also provides fiduciary services to incapacitated veterans, surviving spouses, or minor children. In addition, the Department operates the Arizona State Veteran Home, a 200-bed skilled nursing facility that provides long-term care services to veterans and their spouses. The Department operates a state veteran cemetery in Sierra Vista and will be opening a second in the northern part of the state. 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ ADMINISTRATION ¾ VETERANS' FY 2009 Estimate FY 2010 Estimate 5,172.2 12,857.7 7,497.2 1,143.0 1,285.5 1,285.5 CONSERVATORSHIP / GUARDIANSHIP ¾ VETERANS' SERVICES ¾ STATE VETERANS' HOMES ¾ STATE VETERANS' 2,997.6 3,129.2 3,129.2 17,708.8 16,676.8 16,676.8 329.2 463.6 463.6 Agency Total: 27,350.8 34,412.8 29,052.3 CEMETERIES Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8,758.1 8,399.5 8,399.5 14,254.6 14,491.3 14,491.3 4,338.1 11,522.0 6,161.5 Program Total 27,350.8 34,412.8 29,052.3 FTE Positions 352.0 365.0 365.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Injuries of returning service personnel are more profound than in previous combat situations. In addition to multiple traumas, returning service personnel often have less obvious injuries and experience more difficulty transitioning to civilian life. Recently discharged veterans who have service-connected disabilities require different medical and counseling services than those provided in the past. Traumatic brain injury (TBI) and post-traumatic stress disorders (PTSD) are often more difficult to diagnose and treat. Other states are committing resources to provide care for veterans, especially for National Guard and Reservists with these types of injuries. Compounding the problem, some PTSD symptoms do not manifest themselves for up to 20 years after the event. Issue 1 While the U.S. Department of Veterans Affairs has formed polytrauma units to speak to the unique needs of severely wounded personnel, the Department must provide long-term care for much younger veterans who may require care for several decades. The traditional long-term care Department of Veterans' Services Burial benefits are available to veterans, but there are only three Arizona locations were veterans may be interred at no cost. Both in-ground burials and columbaria niches (for cremated remains) are available in north Phoenix and in Sierra Vista. Columbaria niches are available in Prescott. A national veteran cemetery is located in north Phoenix and a stateoperated cemetery was opened in Sierra Vista in 2002. The cemetery in Phoenix is rapidly reaching capacity and there may not be an option to expand. The Department is investigating where additional state-operated cemeteries should be built to serve the needs of an aging veteran population. The cemetery in Sierra Vista will also need to eventually open Phase 2 of the Master Plan in order to accommodate the rate of interments in the southern part of the state. Both in-ground burials and columbaria (for cremated remains) will be required for this phase of construction. Issue 2 ARIZONA DEPARTMENT OF VETERANS' SERVICES Arizona needs to build 4 additional long-term care facilities (at an average of 180 beds each) in order to serve the current veteran population. Arizona veterans requiring skilled nursing care are underserved in Arizona and the situation is projected to worsen. The agency currently operates a single 200-bed skilled nursing facility in Phoenix. The U.S. Department of Veterans Affairs (VA) has recognized Arizona's need for 1,068 additional nursing home beds based on the number of veterans living in the state. The VA provides grants to states to pay 65% of the cost to build stateoperated veteran homes. Once operational, the VA pays a per diem for veterans who are residents of the facility. The next state veteran home to be built will be on land obtained from the VA Medical Center in Tucson. The Department has been provided $10 million to be used as a state match to build a home in Tucson. Issue 3 There is a shortage of nurses and paraprofessional workers in long-term care. The Executive Director of the Arizona State Board of Nursing reports, "one third of the RNs are 55 or older [in Arizona.] With more than a 50% increase in census from approximately the last 15 years, the need for health care services has increased across the entire healthcare delivery system." The Arizona Healthcare Workforce Data Center report released in 2008 reveals that "Arizona faces a critical nursing shortage and must add nearly 50,000 registered nurses over nine years to meet the state's health-care needs." On June 4, 2008, The Arizona Republic reported, "The problem is especially acute in Arizona due to the state's rapid growth and a $3 billionplus hospital construction boom that will add nearly 3,000 beds over the next few years." Issue 4 Veteran population estimates indicate that 49% of all veterans living in the state in the year 2020 will be over 65 years old. The agency participated in the development of Aging 2020 – Arizona’s Plan for an Aging Population, which was established by Governor Napolitano’s Executive Order 2004-07 and developed the strategies described below in 2005. •Add Veterans Benefits Counselors to allow seniors to access benefits that are due to them. •Inform providers of available Fiduciary Division services and market that service as a community resource. •Develop a plan to staff the state Veteran Home to be opened in Tucson. •Ensure the Fiduciary staff-to-client ratio is within levels acceptable to the Arizona Supreme Court. •Expand agreements with nursing schools to provide practicum experience in a long-term care setting for its students, resulting in effective recruiting of personnel for the nursing department at each State Veteran Home in the state. •Provide outreach to and recruit newly discharged military personnel as part of their discharge planning. Work with military bases to match the military occupation of those being discharged with the vacancies available at the State of Arizona. •Identify on-the-job training and apprenticeship programs that may be suitable for veterans seeking employment with the state. Veterans can work for the state while obtaining Montgomery GI Bill educational benefits. •Investigate ways to encourage employee retention (such as flexible work schedules and job shares), minimize turnover through management training Issue 5 All dollars are presented in thousands (not FTE). Page 423 programs, and assist managers facing increasing work demands with limited human resources. •Increase collaboration with other entities (such as the Arizona National Guard, Department of Defense, Maricopa Workforce Development, Arizona State University-Educational Opportunity Center, Veterans Upward Bound Program, and Educational Opportunity Center, Arizona Department of Economic Security DVOP/LVER programs, and private universities such as Charter Oak and Excelsior) to provide career counseling to veterans. •Renew efforts to change existing laws by working with state lawmakers to increase the maximum amount of fees the Fiduciary Division can collect. A recently published economic impact study of Arizona's military installations reveals the contribution to our economy is more that $9 billion a year with 96,328 total jobs resulting from active duty and military retiree presence. Many active duty personnel qualify for certain federal benefits before being discharged from the US Department of Defense. The Governor is committed to making Arizona both a military and veteranfriendly state. ADVS has broadened its provision of service as it has added new Veterans Benefits Counselors and is coordinating more closely with active duty personnel, especially as they prepare for discharge. The study prepared by the Maguire Company "Economic Impact of Arizona's Principal Military Operations - 2008" considers direct, indirect and induced impacts. The Study reveals that Arizona's major military operations produce a total impact of $9.12 billion and 96,328 jobs. Issue 6 VSA 1.0 Performance Measures FY 2009 Estimate FY 2010 Estimate 16.35 14.87 11.75 General fund appropriation per veteran (in dollars) Explaination: Using the veteran population numbers from the VA Office of the Actuary. Expenditures of federal dollars in Arizona by the U.S. Department of Veterans Affairs (in millions of dollars) Explaination: 1,692 1,726 1,760 VA expenditures are reported as of 9/30 of the previous year. The number of federal dollars per veteran entering the Arizona economy (expressed as dollars per Veteran per year) Explaination: 5,045 5,196 5,352 Expressed in terms of actual dollars; no "multiplier effect" has been included in the reported figure. Total federal dollars (military retiree pay for veterans residing in Arizona, VA expenditures in Arizona, and Veterans Employment Funding in Arizona from the Department of Labor) entering the Arizona economy. (expressed in BILLIONS of dollars.) Explaination: 2.85 2.96 3.08 Total federal funds resulting from the veteran population. Expressed in terms of actual dollars; no "multiplier effect" has been included in the reported figure. Administration as a percentage of total agency budget ‹ Goal 3 6.0 4.0 4.1 To recruit, develop, and retain a capable and responsible staff dedicated to excellent customer service Program Summary Performance Measures ADMINISTRATION Percent of agency staff turnover (covered positions) as reported by the Arizona Department of Administration Renee Dudden, Chief Financial Officer Phone: (602) 351-6888 FY 2008 Actual FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 41.95 40 40 A.R.S. §§ 41-601 et. seq. Program Summary VSA 2.0 Mission: To provide internal agency-wide support by managing financial, human and information technology resources. The State Approving Agency's mission is to support veterans reaching their educational goals by using their Montgomery G.I. Bill benefits. VETERANS' CONSERVATORSHIP / GUARDIANSHIP Greg Sulzer, Fiduciary Division Manager Phone: (602) 248-1554 A.R.S. §§ 14-3203, 14-3301, 14-5651, and 41-601 et. seq. Description: Mission: The Administration program includes the Director's office, Financial Services, Information Technology, and Human Resources. Its responsibilities also include legislation, strategic planning, executive communications, media and community relations, special events/ projects, and fund raising functions. The State Approving Agency is also included in this program; it approves educational programs for veterans. To protect incapacitated veterans from exploitation and improve their quality of life. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 1,780.2 1,598.2 0.0 0.0 0.0 Other Non Appropriated Funds 3,392.0 11,259.5 5,899.0 Program Total 5,172.2 12,857.7 7,497.2 FTE Positions 38.0 38.0 38.0 Other Appropriated Funds ‹ Goal 1 To assist, supervise, and monitor all Arizona educational institutions by providing quality and timely program approvals and technical assistance so that veterans can obtain their educational goals utilizing their Montgomery G.I. Bill benefits. Performance Measures The rating achieved on the State Approving Agency self-evaluation and from the Joint Peer Review Group. (Satisfactory is the highest possible rating.) Explaination: ‹ Goal 2 Page 424 1,598.2 Description: The Fiduciary Division serves as appointed guardian, conservator, or representative payee for incompetent veterans, surviving spouses, and their dependent children and as personal representative for the estates of deceased veterans. The program is funded by a combination of General Fund appropriations and fees charged to clients for serving as their guardian, conservator, representative payee, or personal representative. Monthly revenues are deposited with the State Treasurer into a conservator fund, which is returned annually to the Department through the budget appropriation process. Funding and FTE Summary: (Thousands) FY 2008 Actual FY 2009 Estimate FY 2010 Estimate General Funds 465.7 538.0 538.0 Other Appropriated Funds 677.3 747.5 747.5 0.0 0.0 0.0 Other Non Appropriated Funds Program Total 1,143.0 1,285.5 1,285.5 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate FTE Positions 16.0 19.0 19.0 Satis. Satis. Satis. ‹ Goal 1 To maximize our clients’ quality of life through the delivery of fiduciary services to our clients. Performance Measures 2007 & 2008 were also Satisfactory (indicated as Satis.) To ensure the availability of appropriated funds to benefit veterans. Percent of annual reports of guardian submitted by the due dates Number of client visits All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 100 100 3,245 3,500 3,500 Department of Veterans' Services ‹ Goal 2 To maintain unrestricted fiduciary certification from the Arizona Supreme Court. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Certified private fiduciary to client ratio 1:72 1:50 1:50 Human service specialist to client ratio 1:35 1:45 1:45 Performance Measures ‹ Goal 3 To acquire and control client assets, invest and expend client funds prudently, and to accurately and timely report client financial transaction to the courts. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of annual accountings submitted by the due dates 99 100 100 Percent of annual accountings approved on first submission 98 100 100 Performance Measures ‹ Goal 4 FY 2009 Estimate FY 2010 Estimate 363 370 380 53 50 45 Decedent caseload at end of fiscal year To increase the aggregate amount of clients' assets managed. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 30 30 30 Aggregate amount of protected clients' assets at end of fiscal year (in millions) Program Summary VSA 3.0 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 92 93 94 Percentage of customers rating the overall delivery of services as 1 to 3, using a 1-5 scale where 1 represents "Extremely Satisfied" and 5 represents "Extremely Dissatisfied." Explaination: The survey has been redesigned with a numeric score. Program Summary VSA 4.0 STATE VETERANS' HOMES Thomas Creager, Acting Administrator Mission: To serve America's heroes by providing compassionate, professional care in a comfortable home-like environment. Description: The Arizona State Veteran Home (ASVH) provides integrated health services in order to maximize the quality of life for each resident and to allow residents to function at their highest level. There are 150 beds designated as skilled nursing care and 50 beds for a specialized wandering/dementia unit. Programs are aimed at meeting long-term and short-term health care needs and encouraging wellness through preventive and rehabilitative services offered. Funding and FTE Summary: (Thousands) VETERANS' SERVICES Mike Klier, Deputy Director Phone: (602) 255-3373 General Funds To serve Arizona veterans and their families with information and assistance in securing their rightful benefits provided by state and federal law. The Veterans' Services Division provides a network of Veterans Benefits Counselors (VBCs) who give information, counsel, and assistance to veterans, their dependents, and survivors in matters pertaining to federal and state benefits earned by honorable service in the armed forces of the United States. There are offices located in Flagstaff, Kingman, Lake Havasu City, the metropolitan Phoenix area, Prescott, Sierra Vista, Tucson, and Yuma. VBCs travel to all 15 Arizona counties, developing and filing claims for federal and state benefits in areas of disability, pension, insurance, burial, education, home loan, social security, and other social services. FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,997.6 3,129.2 3,129.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,997.6 3,129.2 3,129.2 FTE Positions 45.0 55.0 55.0 FY 2010 Estimate 2,855.0 2,855.0 13,743.8 13,743.8 894.4 78.0 78.0 Program Total 17,708.8 16,676.8 16,676.8 FTE Positions 247.0 247.0 247.0 ‹ Goal 1 Description: FY 2009 Estimate 3,237.1 Other Non Appropriated Funds Mission: FY 2008 Actual 13,577.3 Other Appropriated Funds A.R.S. §§ 41-603 et. seq. ‹ Goal 1 Performance Measures A.R.S. § 41-608.01 FY 2008 Actual Active caseload at end of fiscal year Funding and FTE Summary: (Thousands) To achieve the highest level of customer satisfaction in regards to services being offered and how those services are delivered. Phone: (602) 248-1591 To increase the number of clients served. Performance Measures ‹ Goal 5 ‹ Goal 2 To achieve recognition for innovation and excellence in long term care. Performance Measures DHS quality rating achieved. ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate C A A To maintain financial self-sufficiency, operating the facility without the use of Arizona taxpayer funds. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Average annual occupancy rate (in percent) 87.5 90 92.5 Annual cost of temporary (registry) staff (in thousands of dollars) 674 160 60 Average cost per patient day (in dollars) 274 271 232 Performance Measures Explaination: Ancillary and salary costs for ASVH divided by the total census days. To increase the VA monetary awards generated by claims and appeals filed by Veterans Benefits Counselors. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 136.3 140.4 144.6 Monetary awards reported on claims and appeals filed by the state veterans' benefits counselors on behalf of Arizona veterans (expressed in millions of dollars for award the Department expects to receive) Department of Veterans' Services All dollars are presented in thousands (not FTE). Page 425 Program Summary VSA 5.0 STATE VETERANS' CEMETERIES Mike Klier, Deputy Director Phone: (602) 255-3373 A.R.S. § 41-601.D Mission: To provide a final resting place that honors the memory of Arizona veterans and their dependents. Description: The Southern Arizona Veterans Memorial Cemetery (SAVMC) opened in December 2002 and was designed to meet the needs of southern Arizona veterans for the next 30 years. ADVS applied to the U.S. Department of Veteran Affairs in 2007 for a grant to build additional state cemeteries needed to serve the state's veteran population. ADVS is actively working with the VA to determine the most beneficial placements of these cemeteries. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 277.5 279.1 0.0 0.0 0.0 51.7 184.5 184.5 Program Total 329.2 463.6 463.6 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To plan for cemetery construction required to meet the needs of Arizona veterans and their eligible dependents. Performance Measures Number of casketed burials for both veterans and dependents (expressed as vets/dependents) Explaination: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 136/41 215/43 147/48 In FY 2009, there wil be 70 additional interments expected from the Calvary Soldier Relocation Project. Number of columbarium inurnments (expressed as veterans/dependents) Page 426 279.1 179/46 186/47 198/50 All dollars are presented in thousands (not FTE). Department of Veterans' Services from receipt to granting of license Veterinary applications processed 166 140 130 58 90 50 Administration as a % of total cost 7 7 7 Jenna Jones, Executive Director Phone: (602) 542-8150 Total number of premise renewals 0 560 0 Total number of veterinarians licensed annually, including renewals 1,968 1,800 1,800 A.R.S. § 32-2201 Total number of veterinary renewals 11 1,600 5 Total number of technician renewals 23 525 10 692 750 760 Agency Summary VTA 0.0 Veterinary technicians certified VETERINARY MEDICAL EXAMINING BOARD Mission: Total certified technicians To protect the health, safety, and welfare of Arizona citizens as well as the welfare of animals by the regulation of veterinarians, veterinary technicians, veterinary premises, and animal crematories. ‹ Goal 2 The Board consists of nine members appointed by the Governor for fiveyear terms. The Board is responsible for licensing veterinarians, certifying veterinary technicians, licensing veterinary medical premises, and licensing animal crematories. The Board administers examinations for veterinarians and veterinary technicians, inspects all fixed locations for veterinary medical premises and animal crematories, investigates complaints and violations, and takes appropriate regulatory disciplinary action to ensure the public's protection. General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 449.5 468.3 468.3 0.0 0.0 0.0 Program Total 449.5 468.3 468.3 FTE Positions 5.5 5.5 5.5 Other Appropriated Funds Other Non Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of complaints docketed 74 85 80 Number of complaints resolved 73 80 60 Disciplinary actions 42 50 50 Average number of calendar days from receipt of complaint to resolution 70 80 90 135 150 120 42 50 40 Performance Measures Description: Funding and FTE Summary: (Thousands) Number of annual investigations conducted Number of investigations resulting in enforcement action ‹ Goal 3 To ensure that licenses are granted to competent professionals with high standards of professional and ethical conduct. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of Disciplinary actions to number of licensed veterinarians 2 3 3 Percent of customers responding excellent or good on customer satisfaction survey 95 90 90 Performance Measures ‹ Goal 4 Strategic Issues: Issue 1 To rapidly investigate complaints and provide enforcement to protect the public from incompetent service and unprofessional and unethical conduct. To ensure that the rules developed to license pet crematory facilities are met when licensing and thereafter. Access to public information via web site. The Agency plans to make information available to the public on its web site. Resources will be requested to accomplish this goal in FY 2008, depending on the availability of funding. Some additons to the website were accomplished in FY2008. Due to budget sweeps in FY09, no further enhancements will be made as no funding is available. Issue 2 Information Technology The Agency has recently converted its database from Paradox to a more current and user-friendly database program. With this update we will be able to tie our website to it to allow the public quick access to license verification and disciplinary actions. To date the funding has been unavailable to move forward with this project. It is our goal to continue to cut costs and thus allow us to enhance and improve the database to make it more time and cost efficient for our office and make the website tie in possible. In addition we would like to incorporate online license renewals but again, funding will need to be considered. Due to the budget sweeps in FY09, no further IT enhancements will be completed as funding is not available. The database and website provide licensure information to the public but disciplinary information will not be available and on line renewals are not an option at this time due to funding constraints. Replace outdated computer equipment in order to be compatible with new software. The Agency plans to replace computer equipment and add software where needed so that Agency personnel will be able to more efficiently use and access the new database program. Again, to this point the funding has not been available to make this possible. The goal is to accomplish this is FY2008. Part of this was accomplished in FY2008 however it was not completed. Due to funding sweeps in FY2009, no additional updates will be possible. To license veterinarians, veterinary technicians, and ‹ Goal 1 premises in accordance with mandated timeframes. Issue 3 Performance Measures Average number of calendar days FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 60 60 60 State Veterinary Medical Examining Board All dollars are presented in thousands (not FTE). Page 427 Agency Summary WCA 0.0 Program Summary WCA 1.0 DEPARTMENT OF WATER RESOURCES AGENCY SUPPORT Herb R. Guenther, Director Phone: (602) 771-8500 Herb R. Guenther, Director Phone: (602) 771-8500 A.R.S. §§ 45-101 et seq. A.R.S. §§ 45-103, 45-105 Mission: 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. To provide the Agency with efficient and cost effective centralized services to assist the Agency in meeting its goals. 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 the safety of dams, managing floods, implementing surface water laws, surveying water resources statewide, and assessing water quality in conjunction with the Department of Environmental Quality. FY 2008 Actual Program FY 2009 Estimate General Services provides the management support necessary to manage the Agency efficiently. This program includes the following functional areas: budget, personnel, fiscal services, payroll, purchasing, mail delivery, copying, facilities and sub motor pool. The Agency's centralized data management functions provided through the Management Information Services subprogram are also a component of this program. Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate 1,732.6 3,300.0 0.0 787.9 1,653.1 1,653.1 Program Total 6,707.1 6,685.7 6,689.7 35.3 40.0 40.0 Other Non Appropriated Funds 6,707.1 6,685.7 6,689.7 34,610.9 49,765.3 47,765.3 ‹ Goal 1 ¾ DAM SAFETY AND FLOOD 1,313.9 1,485.6 1,485.6 42,631.9 57,936.6 55,940.6 WARNING Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 22,330.8 17,858.1 22,762.1 4.7 8,019.1 1,119.1 Other Non Appropriated Funds 20,296.4 32,059.4 32,059.4 Program Total 42,631.9 57,936.6 55,940.6 FTE Positions 235.8 275.5 275.5 Other Appropriated Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of employees compliant with OSHA training and State loss control guideline requirements 100 100 100 Percent of agency staff indicating satisfaction with the availability and condition of motor pool equipment 100 100 100 97 97 97 Percent of customers indicating satisfaction with the accuracy, timeliness and courtesy of mail distribution To assure that vendors and employees receive proper payments in a timely manner. Performance Measures Issue 1 Protection of Arizona's interest in the Colorado River. The Department of Water Resources represents the State in negotiations with other lower basin states (California and Nevada), as well as all basin states, the federal government and Mexico. These negotiations include resolution of issues such as California overusing its allocation, Nevada soon growing beyond its allocation, surplus definition and allocation criteria, interstate water banking, endangered species, salinity control and how Mexican treaty rights to quality and quantity of water will be met. Streamline Agency programs and enhance water resource data through the use of internet-based application processes and access to data. Utilize internet-based applications to provide access to Agency data (water rights, well drilling and maps, and other imaged records) to interested parties in both the public and private sectors. Issue 2 Percent of vendors indicating satisfaction with the accuracy and timeliness of payments processed ‹ Goal 3 Percent of financial reports distributed to users within seven days after month-end cut-off ‹ Goal 4 FY 2009 Estimate FY 2010 Estimate 96 96 96 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88 88 88 To provide all Agency managers and supervisors with human resources support in the areas of personnel recruiting, training and employee relations. Performance Measures Percent of managers and supervisors indicating satisfaction with the services provided FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 98 98 To provide employees with direction in recruitment, training, grievance avoidance, grievance corrective action and employee relations counseling. Performance Measures Percent of employees indicating satisfaction with the services provided ‹ Goal 6 FY 2008 Actual To provide the Agency with timely financial reports that comply with State and federal regulations. Performance Measures ‹ Goal 5 Page 428 5,036.6 To provide timely, accurate and courteous ancillary management services to all customers. Performance Measures ‹ Goal 2 Strategic Issues: FY 2010 Estimate 0.0 ¾ AGENCY SUPPORT ¾ WATER RESOURCES AND STATEWIDE PLANNING FY 2009 Estimate 5,919.2 FTE Positions Agency Total: FY 2008 Actual Other Appropriated Funds ($ Thousands) Agency Summary: Description: FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 98 98 98 To develop business database systems and applications All dollars are presented in thousands (not FTE). Department of Water Resources capable of collecting, organizing, maintaining and displaying the data required to meet the needs of the Agency and its constituents. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 Percent of users satisfied with Relational Database Management System client-server applications ‹ Goal 7 Subprogram Summary WCA 2.1 GROUNDWATER MANAGEMENT Sandy Fabritz-Whitney, Assistant Director Phone: (602) 771-8500 A.R.S. §§ 45-104, 45-401 et. seq. To provide a stable and secure network and desktop computing environment, reliable telecommunication services and technical support on all Agency hardware and software used by our customers. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of time servers are available during normal business hours 99 99 99 Average number of minutes per month that customers cannot access data because the system is not functioning properly 60 60 60 Computer systems developed/maintained 96 96 96 Performance Measures To achieve a long-term balance of water supply and demand on behalf of the citizens of Arizona by comprehensively managing, preserving and enhancing the groundwater supplies of the State. Description: This subprogram is responsible for development and implementation of groundwater management plans, regulations and grant programs designed to reduce groundwater use to meet the goals of the Active Management Areas (AMAs). This subprogram includes the management of groundwater rights, well drillers, well construction and registries, and the measurement and monitoring of groundwater use and supplies throughout the State. Funding and FTE Summary: (Thousands) Program Summary WCA 2.0 Mission: WATER RESOURCES AND STATEWIDE PLANNING Herb R. Guenther, Director Phone: (602) 771-8500 FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 6,440.7 6,984.3 4.7 1,619.1 1,119.1 Other Non Appropriated Funds 2,387.0 2,510.7 2,510.7 Program Total 8,832.4 11,114.1 11,114.1 FTE Positions 100.6 132.9 132.9 Other Appropriated Funds 7,484.3 A.R.S. Title 45 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. ‹ Goal 1 Description: This program is responsible for managing all surface water rights and groundwater rights. Included in this program are the development and implementation of water management plans and regulation of water use, collection of data necessary for management of the water supply, and support in the adjudication of water rights. Representation of the State on interstate water issues and provision of technical assistance to water users in the State are important program functions. This Program Contains the following Subprograms: 4 4 4 4 4 Groundwater Management Per capita water use in the Active Management Areas (in acre feet) Percent of water stored to groundwater pumped within the AMA's Cumulative annual capacity of recharge projects permitted (in thousands) ‹ Goal 2 Statewide Planning Hydrology General Funds Performance Measures Percent of surface water to total water used in CAP service area Surface Water Administration and Adjudication Colorado River Management Funding and FTE Summary: (Thousands) To promote water conservation, groundwater recharge and the use of renewable resources in a fair and equitable manner, and to prevent unauthorized uses by developing groundwater rules and management plans in conjunction with stakeholders to make progress toward the goals of the Active Management Areas (AMAs). 15,485.6 FY 2009 Estimate 15,081.6 FY 2010 Estimate 16,681.6 4.7 4,719.1 1,119.1 Other Non Appropriated Funds 19,120.6 29,964.6 29,964.6 Program Total 34,610.9 49,765.3 47,765.3 FTE Positions 189.0 222.5 222.5 Other Appropriated Funds Department of Water Resources FY 2009 Estimate FY 2010 Estimate 2.74 2.74 2.74 25 25 25 1,700.00 1,700.00 1,700.00 75 75 75 To maintain a complete and accurate record of groundwater rights and uses in AMAs, irrigation non-expansion areas (INAs) and a registry of wells statewide. Performance Measures FY 2008 Actual FY 2008 Actual Percent of annual withdrawal reports voluntarily returned Requests for new production wells (Notices of Intent) granted All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 96 96 96 7,100 7,100 7,100 Page 429 Subprogram Summary WCA 2.2 Subprogram Summary WCA 2.3 SURFACE WATER ADMINISTRATION AND ADJUDICATION COLORADO RIVER MANAGEMENT Herb Guenther, Director Phone: (602) 771-8500 Perri Benemelis, Manager Phone: (602) 771-8500 A.R.S. §§ 45-104, 45-151 et. seq. A.R.S. §§ 45-104, 45-105(A)(2), 45-107 Mission: Mission: To ensure a long-term, sufficient and secure water supply for the State by promoting, allocating and comprehensively managing in an environmentally and economically sound manner the rights and interests of the state's surface water resources for the citizens of Arizona. To promote, allocate, protect and comprehensively manage in an environmentally and economically sound manner the rights and interests of Arizona to Colorado River water resources for the citizens of Arizona. Description: Description: This subprogram is responsible for issuing permits for the right to use surface water (excluding the Colorado River). The subprogram also maintains accurate water rights registries, and records of hydrologic conditions to aid in effective management and planning of the state's surface water supplies. This subprogram also provides technical and administrative support to the Arizona courts presiding over the general adjudication of water rights in Arizona. Due to budgetary restraints this subprogram was eliminated for FY 2003 and subsequent years. Statutorily mandated activities were transferred to other subprograms. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 2,122.6 1,553.5 2,053.5 0.0 500.0 0.0 11.7 9.7 9.7 Program Total 2,134.3 2,063.2 2,063.2 FTE Positions 24.0 21.3 21.3 ‹ Goal 1 To maintain a complete and accurate registry of surface water claims and rights and to process new applications to appropriate surface water. To support Agency priorities by providing timely responses to public and intra-agency requests for information regarding surface water rights. The subprogram is responsible for negotiating with other states, Indian tribes and the federal government on issues relating to the allocation, uses and protection of Arizona's entitlement of Colorado River water. The subprogram collects and evaluates data and information to support the preparation of recommendations regarding the protection and allocation of Colorado River water. The subprogram monitors and participates in the resolution of environmental issues arising out of the Endangered Species Act designations within the Lower Colorado River Basin. Funding and FTE Summary: (Thousands) General Funds 450.9 200.0 0.0 Other Non Appropriated Funds 224.9 5.9 5.9 Program Total 728.5 656.8 656.8 FTE Positions 5.0 5.0 5.0 ‹ Goal 1 Performance Measures Percent of funds expended ‹ Goal 2 0 0 0 Performance Measures Percent of public and intra-agency information requests met within Agency time frames 0 0 0 Percent of unused entitlement recharged Reduction of protested surface water permit applications 0 0 0 Performance Measures Percent of adjudication court assigned studies completed by established deadlines FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 0 0 0 Percent of recommendations for water allocations presented to and accepted by the DOI Percent of recommendations for provisions for contracting presented to and accepted by the DOI FY 2010 Estimate 90 90 90 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 95 95 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 90 90 90 To protect the interest of Arizona Colorado River water users by advocating policies that promote maximum short-term and long-term beneficial use of Colorado River supplies. Performance Measures Percent of satisfaction of the Agency's internal and external clients with regard to the quality and success of water management policies advocated by the State Percent of Arizona's annual entitlement to Colorado River water beneficially used Page 430 FY 2009 Estimate To analyze and recommend to the Department of the Interior (DOI) the allocation and provisions for contracting of Colorado River water and Central Arizona Project (CAP) water. Performance Measures ‹ Goal 4 FY 2008 Actual To recharge Arizona's unused Colorado River water entitlement as funding and facilities permit. Applications processed to appropriate surface water ‹ Goal 3 650.9 To effectively target and expend resources to earn credits that will enable the program to carry out the goals set forth in the Authority's enabling legislation. FY 2010 Estimate To provide accurate and timely analysis of water rights claims and to provide high quality statewide water resource data, reports and assessments in support of the adjudication courts, high priority Agency projects and statewide planning. FY 2010 Estimate 0.0 FY 2009 Estimate ‹ Goal 2 FY 2009 Estimate 503.6 Other Appropriated Funds FY 2008 Actual Performance Measures FY 2008 Actual All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 95 95 95 100 100 100 Department of Water Resources Number of rural water studies initiated Subprogram Summary WCA 2.4 ‹ Goal 5 STATEWIDE PLANNING Tom Carr, Assistant Director Phone: (602) 771-8500 4 4 To manage contaminated water at groundwater contamination sites in Arizona. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,000 1,000 1,000 0 0 0 Permit applications reviewed A.R.S. §§ 45-104, 45-105 4 Draft and final well inspection rule packages submitted Mission: To propose water management strategies to preserve and enhance water supplies of the State in an environmentally and economically sound manner on behalf of, and in partnership with, the citizens of Arizona. Description: This subprogram includes data collection and analysis to describe water supply and demand conditions throughout Arizona. Planning investigations performed in this subprogram lead to actions to develop, protect and preserve the water supplies for the State. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 2,644.1 3,096.5 3,296.5 0.0 2,200.0 0.0 Other Non Appropriated Funds 16,498.3 27,358.3 27,358.3 Program Total 19,142.4 32,654.8 30,654.8 FTE Positions 17.1 25.0 25.0 Other Appropriated Funds ‹ Goal 1 To support Authority members by providing accurate, timely information on credits earned and available, Water Bank activity, amounts of water recharged, available funds and other matters that affect operation of the Water Bank. Performance Measures Percent of authority members expressing satisfaction with staff activity ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To target and expend Water Protection Funds to protect and preserve the flow and quality of water in the streams of Arizona. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate New projects funded and contracts written 25 25 25 Grants that achieve the stated objectives of the Water Protection Fund Commission 100 100 100 Miles of stream benefited by capital improvements 60 60 60 Community-based plans developed 4 4 4 Performance Measures Research projects funded 4 4 4 Ongoing contracts monitored through site visits 25 25 25 Water Protection Fund grants available in a timely manner 90 90 90 ‹ Goal 3 Groundwater basin reports produced that profile current and future water supplies and demands, that describe the geologic and hydrologic conditions and that analyze the chemical quality of the water supplies ‹ Goal 4 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 18 18 18 Technical assistance projects provided to areas outside AMAs that request support in quantifying and improving management of the area's water resources Department of Water Resources Phone: (602) 771-8500 A.R.S. §§ 45-104, 45-105 Mission: To provide the Agency and citizenry with accurate data collection, professional analyses and timely dissemination of water resources information to ensure that public policy is based on sound technical analysis. Description: This subprogram is responsible for the collection of surface and groundwater data statewide. Information is analyzed and disseminated in the form of technical documents, report publication and special studies of critical areas. Technical assistance and hydrological reviews are provided to all areas of the Agency, local water users and state and federal governments. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 12 12 12 FY 2009 Estimate FY 2010 Estimate 3,774.6 2,996.4 0.0 200.0 0.0 -1.3 80.0 80.0 Program Total 3,773.3 3,276.4 3,276.4 FTE Positions 42.3 38.3 38.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 3,196.4 To ensure that the Agency and the general public have access to the most accurate and current water resources information available. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Hydrologic Map Series data and modeling reports generated with accurate and timely dissemination 8 8 8 Customer satisfaction rating for Hydrology (scale of 1-8) 8 8 8 Performance Measures ‹ Goal 2 To conduct special investigations of critical groundwater areas to ensure that management decisions have a sound technical justification. Permits reviewed and issued for assured and adequate water supply within statutory deadlines ‹ Goal 3 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 250 250 250 To develop spatial database systems and applications capable of collecting, organizing, maintaining and displaying the data required to meet the needs of the Agency and its constituents FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Percent of users satisfied with the use of map products 100 100 100 Percent of users satisfied with desktop GIS tools support 100 100 100 Performance Measures To develop strategies that address water resource issues statewide. Performance Measures HYDROLOGY Frank Corkhill, Assistant Director Performance Measures To assess and report information on statewide water resource demands and supplies. Performance Measures Subprogram Summary WCA 2.5 All dollars are presented in thousands (not FTE). Page 431 Program Summary WCA 3.0 DAM SAFETY AND FLOOD WARNING Mike Johnson, Manager Phone: (602) 771-8500 A.R.S. §§ 45-1401 et. seq., 45-1501 et. seq. Mission: To promote the management of floodplains and dams to reduce loss of life and damage to property. Description: This program is responsible for inspection and review of non-federal jurisdictional dams for compliance with safety standards, providing assistance to local flood management programs in the administration of the federal National Flood Insurance Program and designing statewide flood warning systems. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds FY 2009 Estimate FY 2010 Estimate 926.0 1,043.9 0.0 0.0 0.0 387.9 441.7 441.7 Program Total 1,313.9 1,485.6 1,485.6 FTE Positions 11.5 13.0 13.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To promote appropriate management of floodplains by evaluating the compliance of the 105 subscribing communities with NFIP and State statutes at least once every five years and by providing technical assistance as requested. Performance Measures Number of community assistance visits completed ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 15 15 15 To design and construct a statewide high-speed data collection and dissemination network. Performance Measures Percent completeness of the construction (and/or operational status) of the communications network ‹ Goal 3 1,043.9 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 100 100 100 To bring dams into compliance with State laws and dam safety guidelines. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of dams classified in a nonemergency unsafe condition 13 13 13 Number of dams within jurisdiction 265 265 265 5 5 5 Performance Measures Determination of jurisdictional status of unregistered dams ‹ Goal 4 To assure that dam design, construction, operation and maintenance are in compliance with State laws and current dam safety guidelines. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Number of High Hazard Potential Dam Inspections as a percent of standard 100 100 100 Number of Significant Hazard Potential Dam Inspections as a percent of standard 100 100 100 Number of Low Hazard Potential Dam Inspections as a percent of standard 100 100 100 Cost per O&M inspection (in dollars) 950 950 950 Number of Construction Inspections 100 100 100 Performance Measures Page 432 All dollars are presented in thousands (not FTE). Department of Water Resources Agency Summary WMA 0.0 Program Summary WMA 1.0 GENERAL SERVICES DEPARTMENT OF WEIGHTS AND MEASURES Seth Mones, Director Phone: (602) 771-4923 Seth Mones, Director Phone: (602) 771-4923 A.R.S. § 41-2051 A.R.S. §§ 41-2051 et. seq. Mission: 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. To ensure through systematic licensing, compliance and prompt regulatory actions that both buyer and seller receive and sell a fair weight or measure within Arizona; certify testing standards and equipment; house the State's primary standards; and provide customer service and public information to all stakeholders. 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. ($ Thousands) Agency Summary: FY 2008 Actual Program ¾ GENERAL SERVICES ¾ AIR QUALITY OXYGENATED FUEL FY 2010 Estimate 1,736.6 1,917.6 1,940.7 892.3 885.4 885.4 Agency Total: FY 2008 Actual 595.7 657.5 657.5 3,224.6 3,460.5 3,483.6 FY 2009 Estimate FY 2010 Estimate General Funds 1,603.4 1,593.6 1,616.7 Other Appropriated Funds 1,621.2 1,866.9 1,866.9 0.0 0.0 0.0 Program Total 3,224.6 3,460.5 3,483.6 FTE Positions 41.9 41.9 41.9 Other Non Appropriated Funds The program's responsibility is to ensure that weighing and measuring devices are correct and accurate for their intended use; to prevent unfair dealing by weight or measure in commodities sold and purchased in this state; to provide standards and uniformity for weighing and measuring equipment; to ensure that petroleum products sold are properly represented through sampling and testing procedures; to ensure that retailers represent their prices accurately and appropriately; to ensure that all testing standards used by registered service agencies as well as those requested to be calibrated by industry meet national requirements; to ensure that all licenses are processed within required timeframes and that licensees adhere to required laws and rules; and to ensure that all stakeholders receive pertinent information relative to weights and measures programs and receive quality customer service. Funding and FTE Summary: (Thousands) General Funds Number of retail sites and products is growing faster than the compliance program. As the state continues to expand in both population and retail sites/products, the number of Department inspectors needs to be increased to maintain a regulatory presence. The Department has implemented a change from program orientation to a district system for its inspectors. In addition, the Department has or will be implementing several measures to increase inspection productivity: (1) continued automation of paperwork, (2) implementation of an enhanced RSA program to reduce follow-up inspections, (3) initiating a strong corporate education program, and (4) increasing public awareness, resulting in increased voluntary compliance. Though these innovations will result in increased inspections, they are not enough to keep up with the growth of inspection sites and products. Therefore, additional inspectors may be necessary to maintain a regulatory presence FY 2010 Estimate 1,593.6 1,616.7 324.0 324.0 0.0 0.0 0.0 Program Total 1,736.6 1,917.6 1,940.7 FTE Positions 24.9 24.9 24.9 ‹ Goal 1 To meet targeted compliance rates for all major inspection programs Performance Measures Number of dispensing device inspections. ‹ Goal 2 Average number of days to process applications. ‹ Goal 3 FY 2009 Estimate FY 2010 Estimate 22,544 22,600 22,650 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 5 5 5 To control administration as a percent of total cost. Performance Measures Administration cost as percent of total cost. ‹ Goal 4 FY 2008 Actual To license all retailers who use commercial weighing devices; weighmasters who certify weight; and companies who install, service, or test weighing and measuring devices. Performance Measures FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 9.1 9.1 9.1 To achieve a customer satisfaction rating of 4.7 (on a scale 1-5). Performance Measures Customer satisfaction FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 4.7 4.7 4.7 The Department has devised a program to conduct an external customer satisfaction survey that does not require an expense by the Department; i.e., survey cards are inserted in licensing invoices so that customers may return the survey card with their payment, and the Department is in the process of adding a customer survey card to our website. Explaination: ‹ Goal 5 To improve customer service. Performance Measures Department of Weights and Measures FY 2009 Estimate 133.2 Strategic Issues: Issue 1 FY 2008 Actual 1,603.4 Other Appropriated Funds Other Non Appropriated Funds ¾ VAPOR RECOVERY Funding and FTE Summary: (Thousands) FY 2009 Estimate Description: All dollars are presented in thousands (not FTE). FY 2008 Actual FY 2009 Estimate FY 2010 Estimate Page 433 Number of days to respond to consumers that place a complaint with the Department. 10 8 9 Program Summary WMA 3.0 VAPOR RECOVERY Dennis Ehrhart, Assistant Director Phone: (602) 771-4932 Program Summary WMA 2.0 AIR QUALITY OXYGENATED FUEL A.R.S. §§ 41-2065(A)(4), 41-2131 to 41-2134 Dennis Ehrhart, Assistant Director Phone: (602) 771-4932 Mission: A.R.S. §§ 41-2065.(A)(14)(15), (D), (E), 41-2082, and 2121 Mission: To ensure that gasoline and diesel products sold to and used by consumers are in accordance with national and state adopted standards. Description: The program's responsibility is to protect the environment and the consumer by sampling and testing gasoline and diesel fuel quality and taking appropriate regulatory action. The program is also responsible for the enforcement of the Arizona Cleaner Burning Gasoline (AzCBG) program which involves the registration and regulation of the registered suppliers, blenders, and transporters of AzCBG. Funding and FTE Summary: (Thousands) General Funds FY 2008 Actual FY 2009 Estimate FY 2010 Estimate To proficiently manage Arizona's mandated vapor recovery program as required by statutes and rules enacted to comply with the Environmental Protection Agency (EPA) Clean Air Act. Description: The program's responsibility is to ensure that vapor recovery systems are installed in all required motor gasoline dispensing facilities and that installations are in compliance with state and EPA requirements. Vapor Recovery funding, FTE positions, and performance measures are now included as part of the Air Quality Fund and not as a separate program. Funding and FTE Summary: (Thousands) FY 2008 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2009 Estimate FY 2010 Estimate 0.0 0.0 0.0 595.7 657.5 657.5 0.0 0.0 0.0 0.0 0.0 0.0 892.3 885.4 885.4 Program Total 595.7 657.5 657.5 0.0 0.0 0.0 FTE Positions 8.5 8.5 8.5 Program Total 892.3 885.4 885.4 ‹ Goal 1 FTE Positions 8.5 8.5 8.5 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To monitor quality of gas and diesel products through the collection and analysis of fuel samples. Performance Measures FY 2008 Actual Non-CBG samples tested. 745 650 780 AzCBG samples tested. 436 350 450 ‹ Goal 2 Registered suppliers. Number of days to respond to consumers that place a complaint with the Department. FY 2009 Estimate FY 2010 Estimate 46 50 46 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 8 10 9 Facilities inspected - annual test. Number of unannounced compliance inspections ‹ Goal 2 FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 1,144 1,100 1,150 389 399 409 To ensure existing vapor recovery facilities comply with operation and maintenance standards. Performance Measures Percent of facilities inspected annually that are in compliance. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 88 87 89 To increase the efficiency of the fuel sampling and testing program expand the use of technology. Performance Measures Number of samples sent to the laboratory for analysis. Page 434 FY 2008 Actual Performance Measures To improve customer service. Performance Measures ‹ Goal 4 FY 2010 Estimate To register all suppliers of AzCBG and maintain 100% compliance in reporting. Performance Measures ‹ Goal 3 FY 2009 Estimate To ensure that facilities install vapor recovery systems meeting equipment and performance requirements. FY 2008 Actual FY 2009 Estimate FY 2010 Estimate 928 250 246 All dollars are presented in thousands (not FTE). Department of Weights and Measures Glossary GLOSSARY, PART 1 Budget terms 90/10 ‐ Professional and occupational regulatory agencies funded through the collection of fees and the issuance of licenses. These agencies retain 90% of the fees collected an‐ nually in separate agency fund accounts and deposit 10% of the fees collected into the General Fund.1 ______________________________________________________ Accountability - Monitoring, measuring and evaluating the performance and progress of policies, plans and programs to ensure that results are achieved. actual expenditures ‐ Expenditures made in the prior fiscal year as reported in the State of Arizona Annual Financial Report, including Personal Services, Employee‐Related Expen‐ ditures, All Other Operating Expenditures and all special line items as authorized by the Legislature. administrative adjustments ‐ Adjustments made to reflect expenditures made by an agency after the close of the fiscal year. Administrative adjustments include the time period from the close of the 13th month to June 30 of the next fis‐ cal year. administrative costs ‐ Expenses associated with the support, management and oversight of services delivered pursuant to the agency or program mission. Typical administrative costs include those associated with accounting, human resources, budgeting, strategic planning, public information, auditing, executive management, etc. All Other Operating Expenditures (AOOE) ‐ Category of expenditure accounts that include Professional and Out‐ side Services, In‐State Travel, Out‐of‐State Travel, Food, Other Operating Expenditures, and Equipment. Annual Budget Unit ‐ Agencies that are required, pursuant to Laws 2002, Chapter 210, to submit annual budget requests. There are 17 such agencies; the remaining State agencies are biennial budget units. annualization ‐ An adjustment, made to the current year funding base as part of the agency budget request, that will allow a partially funded program to operate for a full year. appropriated fund ‐ The Legislatively mandated segregation of funds. It is used and monitored by the General Account‐ ing Office as a separate self‐balancing set of accounts. Arizona Administrative Code ‐ State agency rules of practice setting forth the nature and requirements of all formal pro‐ cedures available to the public. 1 Arizona Financial Information System (AFIS) ‐ The State‐ wide accounting system maintained by the Department of Administration. AHCCCS ‐ The Arizona Health Care Cost Containment Sys‐ tem – the State’s Medicaid program – designed to deliver quality managed health care to qualifying individuals Arizona Revised Statutes (A.R.S.) ‐ The laws governing the State of Arizona. _____________________________________________________ base budget ‐ An adjusted budget base that reflects the cur‐ rent year appropriation, amended to include changes for standard operating adjustments. below‐the‐line items ‐ See special‐line items. biennial budgeting ‐ A process that estimates revenues and expenditures for a two‐year period. block grant ‐ Allocations of federal money to a state or its subdivisions in accordance with a distribution formula prescribed by law or administrative regulation, for activi‐ ties of a continuing nature within a restricted subject area (e.g., social services, maternal and child health, and child‐ care). budget ‐ A financial plan that estimates the revenues and expenditures for a given period of time. (SEE ALSO: capital outlay and operating budget.) budget program ‐ Functions and activities of a budget unit or within a budget unit that are pre‐planned to fulfill a dis‐ tinct mission. Budget Reform Legislation ‐ Refers to the provisions contained in Laws 1993, Chapter 252; Laws 1994, Chapter 218; Laws 1995, Chapter 283; Laws 1996, Chapter 339; Laws 1997, Chap‐ ter 210, and Laws 2002, Chapter 210. budget unit ‐ A department, commission, board, institution or other State organization receiving, expending, disburs‐ ing or incurring obligations against State funds. _____________________________________________________ capital outlay ‐ Expenditures for upkeep, preservation, de‐ velopment, improvement or acquisition of lands, buildings or certain associated equipment. Capital Outlay Stabilization Fund (COSF) ‐ A fund into which rent monies collected from agencies occupying State‐owned rental space are deposited. The monies par‐ tially offset building operating and maintenance costs. Italicized terms are defined in this Glossary. Glossary 435 categorical eligibility ‐ Automatic eligibility for certain fed‐ eral‐State matched public assistance programs, based on criteria established in federal law. Admission to a program (e.g., Medicaid) is mandatory to certain groups of benefici‐ aries who meet the legal criteria for eligibility to the specified program. categorical programs ‐ A broad category of joint federal‐State public assistance programs that provide financial assis‐ tance to individuals or that may subsidize a particular activity (e.g., Medicaid pays for medical services on behalf of certain groups of low‐income persons). certificate of participation (COP) ‐ A financing tool used by the State for the acquisition and construction of State facili‐ ties. classification salary adjustment (CSA) ‐ The review of po‐ sitions within a specific class to determine whether a change in class or salary is warranted. A CSA is conducted by the Personnel Division of the Department of Admini‐ stration. comptroller object code ‐ A four‐digit code used within the State‐wide accounting system to identify the detailed reve‐ nue or expenditure account affected by a transaction; the lowest level in the object structure or expenditure account. continuing appropriation ‐ An appropriation that is auto‐ matically renewed without further Legislative action, per‐ iod after period, until altered or revoked or liquidated by expenditure. cost center ‐ The allocation of resources by functional area within an agency. current services budget ‐ A financial plan that incorporates the base budget needs of an agency and the addition of funding to support demographic growth in client caseloads and workload functions. ______________________________________________________ decision package ‐ Category of a funding request made by State agencies. Decision package requests address funding needs associated with statutory funding formulas, entitle‐ ment caseload growth, and new statutory mandates not previously funded. In the FY 2010 budget requests, agen‐ cies were asked to categorize decision packages as either continuation budget or improvement budget. detail fund ‐ A fund designation used in the State‐wide ac‐ counting system to segregate agency‐specific activity. The balance of an appropriated fund is comprised of the sum of all of its detail funds. Disproportionate Share Hospital (DSH) ‐ A hospital that serves a disproportionate share of low‐income and Medi‐ caid patients, thereby qualifying for federal aid pursuant to Section 1923 of the Social Security Act. The federal basis for payments is either a reflection of a hospital’s number of Ti‐ tle XIX in‐patient days or a “low‐income” utilization rate. States may also establish optional payment categories. Ari‐ 436 zona has established optional groups that include county, State and private hospitals. _____________________________________________________ efficiency ‐ A performance measure that reflects productivity or the cost of providing a good or service. Employee‐Related Expenditures (ERE) ‐ The State’s contri‐ bution to an employee’s benefit package. ERE include FICA; retirement; Worker’s Compensation; health, dental, and life insurance; unemployment insurance; Personnel Division charges; Government Information Technology Agency charges; and uniforms for certain classes of em‐ ployees. entitlement programs ‐ A broad category of categorical pub‐ lic assistance programs that provide services (e.g., cash assistance, medical services, etc.) to certain population groups (e.g., low‐income families with minor children). Admission is often mandatory for qualified individuals who meet the legal eligibility criteria (e.g., individuals who are low‐income and aged, blind or disabled), hence the ref‐ erence “entitlement.” Equipment ‐ In the operating budget, a specific item of ex‐ penditure divided into capitalized equipment (purchased for $5,000 or more) and non‐capitalized equipment (usu‐ ally between $300 and $4,999). ERE rate ‐ The quotient of Employee‐Related Expenditures and Personal Services expressed as a percentage. expansion populations ‐ Persons who have annual incomes of not more than 100% of the Federal Poverty Level and that qualify for AHCCCS benefits due to the expansion of eligi‐ bility as a result of Proposition 204. Expenditures ‐ See Actual expenditures. _____________________________________________________ federal budget neutrality ‐ A concept intended to ensure that a waiver cannot be expected to cost the federal government more that it would have cost without the waiver. Arizona is subject to “federal budget neutrality” as part of its 100% of FPL waiver. The waiver is for a five‐and‐a‐half‐year pe‐ riod that began on April 1, 2001, and expires September 30, 2006. federal funds ‐ Amounts collected and made available to the State by the federal government, usually in the form of categorical or block grants and entitlements. Federal Insurance Contribution Act (FICA) ‐ Requires em‐ ployees and employers to make matching contributions into the Social Security fund. Federal Poverty Level ‐ Refers to the poverty guidelines, in relation to income standards, as updated annually in the FEDERAL REGISTER by the U.S. Department of Health and Human Services. Federal Waiver Program ‐ Experimental, pilot or demonstra‐ tion projects that, in the judgment of the Secretary of the Glossary U.S. Department of Health and Human Services, are likely to assist in promoting the objectives of the Medicaid Stat‐ ute. Projects approved under this authority are referred to as “waiver” programs. fiscal year ‐ The State’s yearly accounting period beginning July 1 and ending June 30. (The federal fiscal year begins October 1 and ends September 30.) FPL ‐ SEE Federal Poverty Level full‐time equivalent (FTE) position ‐ A position budgeted at 2,080 hours per year. fund ‐ An independent fiscal and accounting entity with a self‐balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves and equities, which are segregated for the purpose of carrying on specific activities in accordance with limita‐ tions, restrictions or regulations. fund balance ‐ The excess of the assets of a fund over its li‐ abilities and reserves. ______________________________________________________ General Accounting Office (GAO) ‐ A division of the De‐ partment of Administration that provides diverse State‐ wide financial services and ensures compliance with re‐ lated statutes and rules. General Fund ‐ The primary State account into which monies are collected for the general purposes of government. The primary sources of revenues for the General Fund include sales taxes, income taxes and property taxes. The General Fund is also the major expenditure source from which agencies make payments for specified purposes. grant anticipation note (GAN) ‐ A federal finance tool in‐ volving bonding that can be issued by the State Transportation Board. The issuance of a GAN allows the State to fund and accelerate highway construction projects with anticipated federal monies. ______________________________________________________ inflation ‐ An allowance made for an increase in price levels of operating expenditures from one fiscal year to the next. input ‐ A performance measure that identifies the amount of re‐ sources needed to provide particular products or services. ______________________________________________________ Joint Legislative Budget Committee (JLBC) ‐ A Legislative committee consisting of the following 16 members of the Legislature: Majority Leaders of both the House and Sen‐ ate; Chairs of both the House and Senate Appropriations Committees; Chair of the Senate Finance Committee; Chair of the House Ways and Means Committee; five members of the House Appropriations Committee; and five mem‐ bers of the Senate Appropriations Committee. The JLBC meets as often as is necessary to transact business related to fiscal management of the State’s resources. Glossary Joint Legislative Budget Committee Staff ‐ The Legislative counterpart to the Governor’s Office of Strategic Planning and Budgeting (OSPB). The Joint Legislative Budget Com‐ mittee staff is often referred to as the JLBC but should not be confused with the Legislative committee of the same name. The JLBC Staff prepares an analysis of the Executive Budget as soon as it is presented to the Legislature. The analysis includes the JLBC Staff’s recommendations for re‐ visions in expenditures. Joint Committee on Capital Review (JCCR) ‐ Created by Laws 1986, Chapter 85, to establish the Building Renewal Formula, approve the creation of Building Systems, and review the State Capital Improvement Plan. The JCCR is also responsible for reviewing all construction projects be‐ fore commencement of the project. The JCCR consists of the following 14 members of the Legislature: Chairs of the House and Senate Appropriations Committees, majority and minority leaders from the House and Senate, four members of the House Appropriations Committee, and four members of the Senate Appropriations Committee. Joint Substance Abuse Treatment Program (JSAT) ‐ Also known as “Arizona Families First,” JSAT is a substance abuse program jointly administered by the Department of Economic Security and the Department of Health Services. The program pays for services to parents, guardians or custodians whose substance abuse is a significant barrier to preserving the family. Services can also be provided to federal TANF Block Grant recipients whose substance abuse is a significant barrier to obtaining or maintaining employment. _____________________________________________________ KidsCare ‐ The State Children’s Health Insurance Program (SCHIP), created by the passage of the Federal Balanced Budget Act of 1997 and intended to reduce the number of uninsured low‐income children nationwide. Administered by AHCCCS, KidsCare is Arizona’s response to SCHIP. KidsCare, which was implemented November 1, 1998, is for children, up to age 18, where the household incomes exceeds the Title XIX eligibility limits but are below 200% of the Federal Poverty Level (FPL). _____________________________________________________ lapsing appropriation ‐ An appropriation that terminates automatically. Except for a continuing appropriation, an ap‐ propriation is made for a certain period of time, generally one year. At the end of this period (including an ad‐ ministrative adjustment period), unexpended or unen‐ cumbered balances revert to the fund from which the ap‐ propriation was made. This is also known as a “reverting appropriation.” line item appropriation ‐ A method of appropriation that separates the budget into specific objects of expenditure. The specific items include Personal Services, ERE, Profes‐ sional and Outside Services, In‐State Travel, Out‐of‐State Travel, Food, Other Operating Expenditures, and Equipment. 437 lump‐sum appropriation ‐ An appropriation made for a stated purpose, or for a named department, without speci‐ fying further the amounts that may be spent for specific activities or for particular objects of expenditure. ______________________________________________________ MASTER LIST ‐ The MASTER LIST OF STATE GOVERNMENT PROGRAMS. Budget reform legislation requires OSPB to pub‐ lish a list of programs run by or overseen by State government. Laws 2002, Chapter 210 slightly changed the format of the MASTER LIST and designated this annual sub‐ mittal as the operational plan for State agencies and conformed to the budget cycles. Required information for each agency, program and subprogram includes the agency description, mission statement, strategic issues, and financial and FTE position information, as well as the de‐ scription, mission statements, goals, and performance measures for all programs and subprograms. OSPB still publishes the hard copy report biennially. means‐tested program ‐ Eligibility to a public assistance pro‐ gram restricted by an applicant’s income or other resources specified by law. Resources include bank accounts and similar liquid assets as well as real estate, automobiles and other personal property whose value exceeds specified fi‐ nancial limits. mission ‐ A brief, comprehensive statement of purpose of an agency, program, or subprogram. modified lump‐sum appropriation ‐ A method of appropria‐ tion in which Personal Services, Employee‐Related Expendi‐ tures, All Other Operating Expenditures and special‐line items are specified in the appropriations bill. modified standard adjustment ‐ The difference, as calculated by the agency, between the actual Personal Services base and the amount allocated for Personal Services by the agency in its expenditure plan. Any amount identified as a modified standard adjustment must be explained by the agency requesting the adjustment. ______________________________________________________ non‐appropriated funds ‐ These funds are frequently set up as Enterprise or revolving funds. These funds are consid‐ ered statutorily appropriated and are not subject to the annual or biennial appropriation process. non‐lapsing appropriation – Expenditure authority that does not expire at the end of the fiscal year, as provided by law. (SEE continuing appropriation.) ______________________________________________________ object code ‐ Refers to the accounting code structure of the ARIZONA ACCOUNTING MANUAL. objectives ‐ Specific and measurable targets for accomplishing goals. Office of Strategic Planning and Budgeting (OSPB) ‐ A State agency charged with preparing the Governor’s budget guidelines and the Executive Budget recommendation for 438 review by the Governor. The Office also facilitates a strate‐ gic planning process for State government and is responsible for implementing many of the provisions of budget reform legislation. The OSPB staff is the Executive counterpart to the JLBC Staff. one‐time adjustments ‐ Budget adjustments that must be made because of a one‐time circumstance that is not con‐ tinued through the next fiscal year. The end of a project would bring about a one‐time decrease the following year. operating budget ‐ A plan of all proposed expenditures other than capital expenditures (SEE capital outlay). An operating budget is composed of various objects of expenditure, such as Personal Services, ERE, In‐State Travel, etc. operational plan ‐ A practical action‐oriented guide that directs goal‐setting to achieve meaningful results with the existing resources through the shorter budget cycle period. The op‐ erational plan should provide incremental steps towards achieving the strategic long‐range plan. SEE ALSO: MASTER LIST OF STATE GOVERNMENT PROGRAMS. Other Appropriated Funds ‐ All amounts, excluding General Fund amounts, appropriated by the Legislature for prede‐ termined uses. These are also called Special Revenue Funds, revolving funds, etc. Other Operating Expenditures ‐ According to the ARIZONA ACCOUNTING MANUAL, everything using a comptroller ob‐ ject code of 7000. This refers to operating expenditures necessary to operate a budget unit, e.g., office supplies, utilities, communication, etc. outcome ‐ A performance measure that reflects the actual results achieved, as well as the impact or benefit, of a program. output ‐ A performance measure that focuses on the level of activity in a particular program or subprogram. _____________________________________________________ per diem travel ‐ Cost of meals and incidentals reimbursed to employees and board or commission members. per diem compensation ‐ Compensation paid to board or commission members for their work. Compensation per diem is a daily rate set statutorily. performance accountability ‐ A means of judging policies and programs by measuring their progress toward achiev‐ ing agreed‐on performance targets. Performance accountability systems are composed of three components: defining performance measures (including outcomes), measuring performance and reporting results. performance measures ‐ Used to measure results and ensure accountability. (SEE ALSO: input, output, efficiency, outcome, and quality.) performance targets ‐ Quantifiable estimates of results expected for a given period of time. Personal Services ‐ Line item of expenditure for salaries and wages paid to employees, elected officials and board or Glossary commission members. Payments for leave categories, over‐ time and other miscellaneous earnings are also recorded in this line item. individual employee or agency acting on behalf of the State of Arizona. _____________________________________________________ privately owned vehicle (POV) ‐ Those miles to be used in calculating reimbursement of staff for use of private vehi‐ cles on State business. Strategic Program Authorization Review (SPAR) ‐ A formal review of selected State government programs, subpro‐ grams or crosscutting functions. The SPARs determine if programs are retained, eliminated or modified. privatization ‐ The opening of government markets allowing for equitable competition between the private and public sectors for the privilege of delivering services to the public. program budgeting ‐ A budget system that focuses on pro‐ gram missions, program achievements, and program cost effectiveness. Pursuant to statute, the program structure for program budgeting is governed by THE MASTER LIST OF STATE GOVERNMENT PROGRAMS structure. Program budget‐ ing is linked to planning and accountability through alignment of the structures and merging of the planning and budget information. program enhancement ‐ An upward revision in the funding level of a specific program in order to enhance the level of services being provided by that program. The recent budget requests would have categorized these decision packages as improvement budget items. program structure ‐ An orderly, logical arrangement of an or‐ ganization’s programs and subprograms. This structure pro‐ vides the framework for planning, budgeting and strategic program authorization review. Proposition 204 Medical Program ‐ A voter‐approved AHCCCS program that expands eligibility to include indi‐ viduals whose annual incomes are at or below 100% of the Federal Poverty Level (FPL). The program is funded through monies received by the State from the tobacco litigation settlement. ______________________________________________________ quality ‐ A performance measure that reflects the effectiveness in meeting the expectations of customers and stakeholders. ______________________________________________________ receipts ‐ Unless otherwise defined, cash received. There are five general categories of receipts: taxes; licenses and per‐ mits; charges for services; fines and forfeitures; and other receipts that do not fall into another category. resource allocation ‐ Determination and allotment of re‐ sources or assets necessary to carry out strategies within the priority framework established in the goal‐setting process. revenue ‐ Additions to assets that do not increase any liabil‐ ity, do not represent the recovery of an expenditure, do not represent the cancellation of certain liabilities without a corresponding increase in other liabilities or a decrease in assets, or do not represent contributions of fund capital in Enterprise and Intergovernmental Service Funds. Risk Management ‐ The charges assessed by the Department of Administration to guard against the risk of loss by an Glossary special‐line items ‐ Specific expenditure/budgetary accounts that have been singled out through the appropriation process to provide high visibility of expenditure. Also known as below‐the‐line items. standard adjustments ‐ Changes that must be made to the current year’s appropriation to arrive at the new year’s base budget. Examples of standard adjustments include annuali‐ zation of programs partially funded during the current year, annualization of the pay package, restoration of va‐ cancy savings, and one‐time increases and decreases. statute ‐ A written law, either new or revised, enacted by the Legislature or approved by the electorate on the ballot. strategic management ‐ Process of positioning an organi‐ zation so it can prosper in the future. The overall frame‐ work within which policy development, strategic, opera‐ tional, quality planning, budgeting, capital outlay planning, information technology planning, program im‐ plementation, and evaluation and accountability take place. strategic plan ‐ A visionary guide, based on an examination of internal and external environmental and political fac‐ tors, that directs goal‐setting and future resource requirements to achieve meaningful results over time. Stra‐ tegic projections are long‐range and usually cover a five‐ year period. subprogram ‐ Two or more integral components of a program that can be separately analyzed to gain a better un‐ derstanding of the larger program. standard operating adjustments ‐ adjustments to the base budget that include annualization of programs partially funded by the Legislative appropriation during the current year; annualization of Legislatively authorized pay pack‐ ages; restoration of vacancy savings; and one‐time in‐ creases or decreases to the operating budget. State Service ‐ All offices and positions of employment in State government except offices and positions specifically exempted by law from the State personnel system. _____________________________________________________ tracking systems ‐ Systems that monitor progress, compile management information and keep goals on track. _____________________________________________________ uniform allowance ‐ An amount budgeted for specific agency employees for the cost of uniforms required by the agency. _____________________________________________________ 439 vacancy savings ‐ Savings generated by not filling vacant positions, by not filling newly authorized positions, or by filling a vacant position at a lower grade or step. Vacancy savings cannot be expended for any of the following pur‐ poses without the approval of the Director of the Depart‐ 440 ment of Administration: merit increases for State employ‐ ees; funding for reclassified positions; and creation of new positions that exceed the total number of authorized FTE, as approved by the Legislature. Glossary GLOSSARY, PART 2 Acronyms AIDA ‐ Arizona International Devel‐ opment Authority CEDC ‐ Commerce and Economic De‐ velopment Commission ABOR ‐ Arizona Board of Regents ALTCS ‐ Arizona Long‐Term Care System CERF ‐ Collection Enforcement Re‐ volving Fund ACJC ‐ Arizona Criminal Justice Commission AOOE ‐ All Other‐Operating Expenditures CHC ‐ Community Health Center ACJIS ‐ Arizona Criminal Justice Information System APP ‐ Aquifer Protection Permit CHILDS ‐ Children’s Information Library and Data Source APS ‐ Adult Protective Services CIS ‐ Client Information System ARF ‐ Automation Revolving Fund CJEF ‐ Criminal Justice Enhancement Fund A.R.S. ‐ Arizona Revised Statutes AAC ‐ Arizona Administrative Code ACW ‐ Arizona Center for Women ADA ‐ Americans with Disabilities Act ADC ‐ Arizona Department of Cor‐ rections ARRT ‐ American Registry of Radiological Technologists CLIA ‐ Clinical Lab Inspections Act ADE ‐ Arizona Department of Education ASDB ‐ Arizona School for the Deaf and the Blind CMDP ‐ Comprehensive Medical and Dental Plan ADJC ‐ Arizona Department of Juvenile Corrections ASH ‐ Arizona State Hospital CMR ‐ Classification Maintenance Review ADM ‐ Average Daily Membership ADMIN ‐ Administration ADOA ‐ Arizona Department of Administration ASPC ‐ Arizona State Prison Complex ASRS ‐ Arizona State Retirement System ASU ‐ Arizona State University ASUE ‐ Arizona State University East COP ‐ Certificate of Participation COSF ‐ Capital Outlay Stabilization Fund CPS ‐ Child Protective Services CRIPA ‐ Civil Rights of Institutionalized Persons Act ADOT ‐ Arizona Department of Transportation ASUMC ‐ Arizona State University Main Campus ADP ‐ Average Daily Population ATA ‐ Automobile Theft Authority AERB ‐ Agriculture Employment Re‐ lations Board ATDA ‐ Arizona Technology Devel‐ opment Authority AFDC ‐ Aid for Families with Dependent Children AVSC ‐ Arizona Veterans’ Service Commission AFIN ‐ Arizona Fingerprint Identification Network AZAFIS ‐ Arizona Automated Fingerprint Identification System AFIS ‐ Arizona Financial Information System AZGS ‐ Arizona Geological Survey DACS ‐ Division of Aging and Community Services BIFO ‐ Border Infrastructure Finance Office DBME ‐ Division of Benefits and Medical Eligibility CAE ‐ Commission on the Arizona Environment DCFS ‐ Division of Children and Family Services CAP ‐ Child Abuse Prevention DD ‐ Dually Diagnosed or Develop‐ mentally Disabled AFUND ‐ Appropriated Fund AG ‐ Attorney General AGFD ‐ Arizona Game and Fish Department AHCCCS ‐ Arizona Health Care Cost Containment System CBHS ‐ Children’s Behavioral Health Services AHS ‐ Arizona Historical Society CCDF ‐ Child Care Development Fund Glossary CRS ‐ Children’s Rehabilitative Services CSMS ‐ Combined Support Maintenance Shop CSO ‐ Correctional Service Officer CWA ‐ Clean Water Act CWRF ‐ Clean Water Revolving Fund DDD ‐ Division of Developmental Disabilities 441 DDSA ‐ Disability Determination Services Administration FMCS ‐ Financial Management Control System DEA ‐ Drug Enforcement Account FPL ‐ Federal Poverty Level DEMA ‐ Department of Emergency and Military Affairs FTE ‐ Full‐Time Equivalent DEQ ‐ Department of Environmental Quality DERS ‐ Division of Employment and Rehabilitative Services DES ‐ Department of Economic Security DHS ‐ Department of Health Services DJC ‐ Department of Juvenile Corrections DOA ‐ Department of Administration DOI ‐ Department of Insurance DOR ‐ Department of Revenue DPS ‐ Department of Public Safety DSH ‐ Disproportionate Share Hospital (payments) See Glossary DWI ‐ Driving While Intoxicated DWR ‐ Department of Water Resources EAC ‐ Eligible Assistance Children EDP ‐ Electronic Data Processing EEO ‐ Equal Employment Opportunity ELIC ‐ Eligible Low‐Income Children EMS ‐ Emergency Medical Services EMSCOM ‐ Emergency Medical Services Communications EMSOF ‐ Emergency Medical Services Operating Fund EPA ‐ Environmental Protection Agency EPSDT ‐ Early Periodic Screening, Diagnostic, and Testing ERE ‐ Employee‐Related Expenditures FES ‐ Federal Emergency Services FFP ‐ Federal Financial Participation FHAMIS ‐ Family Health Administration Management Information System FICA ‐ Federal Insurance Contribution Act FMAP ‐ Federal Matching Assistance Payments 442 GAAP ‐ Generally Accepted Accounting Principles GADA ‐ Greater Arizona Development Authority GAO ‐ General Accounting Office GDP ‐ Gross Domestic Product GITA ‐ Government Information Technology Agency GITEM ‐ Gang Intelligence Team Enforcement Mission H.B. ‐ House Bill HAP ‐ Hazardous Air Pollutant HCBS ‐ Home and Community Based Services HI ‐ Hearing Impaired HMO ‐ Health Maintenance Organization HRMS ‐ Human Resource Management System HURF ‐ Highway User Revenue Fund IGA ‐ Intergovernmental Agreement IHS ‐ Indian Health Service IM 240 ‐ Inspection and Maintenance 240 Second Emission Test IOCC ‐ Inter‐State Oil Compact Commission IRM ‐ Information Resource Management IRMG ‐ Information Resource Management Group JOBS ‐ Job Opportunity and Basic Skills LAN ‐ Local Area Network LES ‐ Licensing and Enforcement Section LGIP ‐ Local Government Investment Pool LTC ‐ Long Term Care MAG ‐ Maricopa Association of Governments MAO ‐ Medical Assistance Only MARS ‐ Management and Reporting System MD ‐ Multiply Disabled MDSSI ‐ Multiply Disabled Severely Sensory Impaired MEDICS ‐ Medical Eligibility Determinations and Information Control System MIPS ‐ Million Instructions Per Second or Medicaid in the Public Schools MIS ‐ Management Information System MNMI ‐ Medically Needy Medically Indigent MVD ‐ Motor Vehicle Division NADB ‐ North American Development Bank NAFTA ‐ North American Free Trade Agreement NAIC ‐ National Association of Insurance Commissioners NAU ‐ Northern Arizona University NLCIFT ‐ National Law Center for Inter‐ American Free Trade ISD ‐ Information Services Division NRCD ‐ Natural Resource Conservation District ISP ‐ Institutional Support Payments OAH ‐ Office of Administrative Hearings IT ‐ Information Technology OGCC ‐ Oil and Gas Conservation Commission ITAC ‐ Information Technology Authorization Committee OSHA ‐ Occupation Safety and Health JCCR ‐ Joint Committee on Capital Re‐ view OSPB ‐ Office of Strategic Planning and Budgeting JCEF ‐ Judicial Collection Enhancement Fund PAS ‐ Prior Authorization Screening JLBC ‐ Joint Legislative Budget Committee PASARR ‐ Pre‐admission Screening and Annual Resident Review Glossary PDSD ‐ Phoenix Day School for the Deaf PERIS ‐ Public Employee Retirement Information System PHS ‐ Prescott Historical Society POV ‐ Privately Owned Vehicle PRWORA ‐ Personal Responsibility and Work Opportunity Reconciliation Act of 1986 PS ‐ Personal Services PSPRS ‐ Public Safety Personnel Re‐ tirement System SBIR ‐ Small Business Innovative Research SBOE ‐ State Board of Equalization SCHIP ‐ State Children’s Health Insurance Program SCAAP – State Criminal Alien Assistance Program SDWA ‐ Safe Drinking Water Act SDWRF ‐ Safe Drinking Water Revolving Fund SES ‐ State Emergency Services QMB ‐ Qualified Medicare Beneficiary SLI – Special‐Line Item RARF ‐ Regional Area Road Fund SLIAG ‐ State Legalization Impact Assistance Grant RCF ‐ Registrar of Contractors Fund REDI ‐ Rural Economic Development Initiative REM ‐ Retain, Eliminate or Modify RIF ‐ Reduction‐in‐Force RMIS ‐ Risk Management Information System RTC ‐ Residential Treatment Center or Return to Custody SMI ‐ Serious Mental Illness or Seriously Mentally Ill SOBRA ‐ Sixth Omnibus Reconciliation Act SPAR ‐ Strategic Program Authorization Review SPO ‐ State Purchasing Office SPPC ‐ Structural Pest Control Com‐ mission TB ‐ Tuberculosis TCC ‐ Transitional Child Care TDD ‐ Telecommunication Devices for the Deaf TIFS ‐ Tourism Investment Fund Sharing TPO ‐ Telecommunications Policy Office UA ‐ University of Arizona UAHSC ‐ University of Arizona Health Sciences Center USAS ‐ Uniform State‐wide Accounting System USGS ‐ United States Geological Survey UST ‐ Underground Storage Tank VEI ‐ Vehicle Emission Inspections VI ‐ Visually Impaired VR ‐ Vocational Rehabilitation VRIRF ‐ Victims’ Rights Implementation Revolving fund WAN ‐ Wide Area Network WATS ‐ Wide Area Telephone System WFRJT ‐ Work Force Recruitment and Job Training RUCO ‐ Residential Utility Consumer Office SPU ‐ Special Population Unit S.B. ‐ Senate Bill SR&E ‐ Securities Regulation and Enforcement SAMHC ‐ Southern Arizona Mental Health Center SSI ‐ Supplemental Security Income WIFA ‐ Water Infrastructure Finance Authority SSIG ‐ State Student Incentive Grant WIPP ‐ Work Incentive Pay Plan SSRE ‐ State Share of Retained Earnings WPF ‐ Water Protection Fund SBAC ‐ Small Business Assistance Center SWCAP ‐ State‐wide Cost Allocation Plan WQAB ‐ Water Quality Appeals Board SBCS ‐ State Board for Charter Schools T&R ‐ Title and Registration SBE ‐ State Board of Education TANF ‐ Temporary Assistance for Needy Families WQARF ‐ Water Quality Assurance Revolving Fund SAVE ‐ Systematic Alien Verification for Entitlements Glossary WICHE ‐ Western Inter‐State Com‐ mission on Higher Education 443