FISCAL YEARS 2009 - 2011 The Master List of State Government Programs Janice K. Brewer GOVERNOR FISCAL YEARS 2009 - 2011 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 John Arnold Director April 26, 2010 Mr. Richard Stavneak Director Joint Legislative Budget Committee Staff 1716 West Adams Phoenix, AZ 85007 Dear Mr. Stavneak: I am pleased to transmit the 2009 - 2011 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, John Arnold 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 ......................................39 Automobile Theft Authority........................................................46 Barbers Examiners, Board of.......................................................48 Behavioral Health Examiners, Board of ....................................49 Biomedical Research Commission, Arizona..............................50 Capital Post Conviction Public Defender..................................52 Charter Schools, State Board for.................................................53 Chiropractic Examiners, State Board of.....................................54 Citizens’ Clean Elections Commission.......................................56 Commerce, Department of ..........................................................57 Constable Ethics Standards and Training Board ......................64 Contractors, Registrar of .............................................................65 Corporation Commission.............................................................67 Corrections, Department of.........................................................74 Cosmetology, Board of.................................................................79 Criminal Justice Commission, Arizona ......................................81 Deaf and Blind, State Schools for the ........................................85 Deaf and Hard of Hearing, Commission for the......................90 Dental Examiners, State Board of...............................................92 Drug and Gang Prevention Resource Center, Arizona ...........93 Early Childhood Development and Health Board...................94 Economic Security, Department of ............................................96 Education, Department of .........................................................134 Emergency and Military Affairs, Department of ....................151 Environmental Quality, Department of ..................................154 Equal Opportunity, Governor’s Office for .............................160 Equalization, State Board of .....................................................162 Executive Clemency, Department of........................................163 Exposition and State Fair, Arizona ...........................................165 Financial Institutions, State Department of.............................167 Fingerprint Board ........................................................................170 Fire, Building and Life Safety, Department of ........................171 Forester, Arizona State ...............................................................173 Funeral Directors and Embalmers, State Board of ................175 Game and Fish, Department of ................................................176 Gaming, Department of .............................................................181 Geological Survey ........................................................................183 Government Information Technology Agency ......................185 Governor’s Office .......................................................................188 Governor’s Office of Strategic Planning and Budgeting....... 189 Health Services, Department of................................................ 190 Highway Safety, Governor’s Office of..................................... 209 Historical Society, Arizona......................................................... 210 Prescott Historical Society of Arizona ..................................... 211 Homeland Security, Department of ......................................... 212 Homeopathic Medical Examiners, Board of........................... 213 Housing, Arizona Department of............................................. 214 Indian Affairs, Arizona Commission of .................................. 216 Industrial Commission of Arizona ........................................... 217 Insurance, Department of.......................................................... 221 Judicial System ............................................................................. 227 Juvenile Corrections, Department of ....................................... 249 Land, State Department ............................................................. 254 Law Enforcement Merit Council .............................................. 259 Legislature: Auditor General........................................................................... 260 House of Representatives .......................................................... 261 Joint Legislative Budget Committee......................................... 262 Legislative Council ...................................................................... 263 Senate ............................................................................................ 265 Liquor Licenses and Control, Department of......................... 266 Lottery Commission, Arizona State ......................................... 268 Medical Board, Arizona.............................................................. 270 Medical Student Loans, Board of ............................................. 272 Mine Inspector, State.................................................................. 274 Mines and Mineral Resources, Department of ....................... 277 Naturopathic Physicians, Medical Examiners Board of ........ 279 Navigable Stream Adjudication Commission ......................... 281 Nursing, State Board of.............................................................. 283 Nursing Care Institution Administration Examiners............. 285 Occupational Therapy Examiners, Board of .......................... 286 Dispensing Opticians, State Board of ...................................... 288 Optometry, State Board of ........................................................ 289 OSHA Review Board.................................................................. 290 Osteopathic Examiners, Board of ............................................ 291 Parents Commission on Drug Education and Prevention.... 292 Parks Board, State ....................................................................... 293 Personnel Board .......................................................................... 296 Pest Management, Office of...................................................... 297 Pharmacy, Arizona State Board of............................................ 298 Physical Therapy Examiners, Board of.................................... 300 Pioneer’s Home, Arizona........................................................... 302 Podiatry Examiners, State Board of ........................................ 303 Postsecondary Education, Commission for............................ 304 Power Authority, Arizona.......................................................... 305 Private Post Secondary Education, State Board of ................ 306 Psychologist Examiners, State Board of .................................. 308 Public Safety, Department of .................................................... 309 Racing, Arizona Department of................................................ 320 Radiation Regulatory Agency .................................................... 325 Rangers’ Pension, Arizona .........................................................329 Real Estate, Department of........................................................330 Residential Utility Consumer Office.........................................331 Respiratory Care Examiners, Board of.....................................332 Retirement System, Arizona State ............................................333 Revenue, Department of ............................................................337 School Facilities Board................................................................345 Secretary of State, Department of State ...................................347 Tax Appeals, State Board of ......................................................353 Technical Registration, State Board of ....................................354 Tourism, Office of.......................................................................355 Transportation, Department of.................................................360 Treasurer, State ............................................................................367 Universities: Regents, Arizona Board of .........................................................368 ASU – Tempe...............................................................................370 ASU – Polytechnic ......................................................................375 ASU – West ..................................................................................378 Northern Arizona University.....................................................381 University of Arizona – Main Campus.....................................392 University of Arizona – Health Sciences Center.....................396 Veterans’ Services, Department of............................................400 Veterinary Medical Examiners, State Board of ......................404 Water Resources, Department of..............................................405 Weights and Measures, Department of ...................................410 GLOSSARY Budget Terms...............................................................................413 Acronyms......................................................................................419 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. The Universities have made significant progress toward alignment. 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 2009-2011 Master List, the structure has been consolidated to 655 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 2009 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 FY2009-2011 Master List will reflect targets only through the requested budgets for FY 2011. Addi- i tionally, the agencies have provided 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 1, 2009. 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 ii should be written so that someone 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, and Non-Appropriated Funds (including Federal Funds). For the FY 2009 actual expenditures, the General Fund, Other Appropriated Funds, and Non-Appropriated Funds through the 13th month are tied to the General Accounting Office Annual Financial Report (AFR). For FY 2010 and 2011 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 NonAppropriated 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. Please note that the FY 2010 and FY 2011 estimates reflect agency budget requests and not Executive Recommendations or adopted budgets. 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, may be 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 2009, FY 2010, and FY 2011. 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 per- formance measures, the agencies were contacted. In most cases, agencies agreed to the changes. For example, the mission statement is displayed as Agency/Program Mission and goals as Agency/Program Goals. Single Program Agencies Single program agency information is interchangeable with program information, and each required element for these agencies is displayed only once. 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 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. Agency Summary ABA 0.0 BOARD OF ACCOUNTANCY Monica L. Petersen, Executive Director Phone: (602) 364-0804 A.R.S. §§ 32-701 Issue 4 Mission: 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. Description: 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 0.0 0.0 1,433.0 1,902.0 1,902.0 0.0 0.0 0.0 Program Total 1,433.0 1,902.0 1,902.0 FTE Positions 13.0 13.0 13.0 Other Appropriated Funds Other Non Appropriated Funds 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. 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. Additional revenues may be lost due to the mobility law which became effective September 2008. The Board will continue to monitor revenues and, if warranted, may seek legislative action to increase the statutory fee cap in order to maintain a healthy regulatory program. To assist candidates in applying for the Uniform CPA ‹ Goal 1 examination so that the candidate can successfully complete the exam. Issue 1 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 re-exam applications, on-line renewal registration, on-line complaint filing, on-line continuing professional education (CPE) tracking and on-line customer satisfaction surveys. Issue 2 Database Management Issue 3 FY 2011 Estimate 291 280 280 Number of exam candidates approved by Board to sit for the Uniform CPA exam 518 520 520 ‹ 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 2009 Actual Performance Measures Number of certificates issued Biennial renewal of certificates FY 2010 Estimate FY 2011 Estimate 390 400 400 5,374 5,200 5,200 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 101 100 100 Number of firms renewed (excluding sole practioners) 673 620 620 Percent of applicants reporting very good or excellent service 86 88 88 ‹ 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 2009 Actual Performance Measures Number of revocations annually 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. FY 2010 Estimate Number of successful candidates Explaination: Strategic Issues: FY 2009 Actual Performance Measures FY 2011 Estimate 0.0 Statutory Fee Cap Number of complaint files established Number of complaint files that resulted in discipline Explaination: FY 2010 Estimate FY 2011 Estimate 3 3 3 106 110 110 14 20 20 A letter of concern is confidential and not considered discipline. Communication 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 State Board of Accountancy All dollars are presented in thousands (not FTE). Page 1 Total number of licensees Total number of auricular acupuncture certificate holders Agency Summary ANA 0.0 482 500 500 56 65 65 ACUPUNCTURE BOARD OF EXAMINERS Pete Gonzalez, Executive Director Phone: (602) 364-0145 A.R.S. § 32-3901 Mission: To protect the health, safety, and welfare of the public 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 113.0 130.0 130.0 0.0 0.0 0.0 Program Total 113.0 130.0 130.0 FTE Positions 1.0 1.0 1.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Ensure that licenses are granted or renewed to qualified acupuncturists. Issue 2 Ensure agency policies and procedures, including renewal, initial licensing, and customer satisfaction are efficient. Ensure customer satisfaction with public information requests, license verifications, email and phone communication. To handle consumer complaints in an efficient manner. ‹ Goal 1 Issue 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of complaints received. 4 10 10 Unlicensed individuals or institutions identified. 1 2 2 Performance Measures Total complaints. Average time from receipt of complaint until resolution. Number of complaints resolved from prior yea. ‹ Goal 2 4 10 10 63 120 120 0 2 2 To ensure that investigations are handled in an efficient manner. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of investigations conducted 4 10 10 Licensees with greater than one investigation. 0 0 0 100 100 100 0 20 20 Performance Measures Percent of unlicensed practitioners brought into compliance. Percent of investigations resulting in disciplinary enforcement ‹ Goal 3 To ensure that applications are handled in an efficient manner. Performance Measures Number of applications received Number of renewals issued Auricular Acupuncture Certificates Issued Page 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 62 85 85 475 520 520 12 25 25 All dollars are presented in thousands (not FTE). Acupuncture Board of Examiners packages; and opportunities for training, continuing education, and career advancement; the State must continue to keep the issue of attracting, retaining, and educating employees as a strategic focus. Agency Summary ADA 0.0 DEPARTMENT OF ADMINISTRATION Issue 2 David Raber, Interim 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 Arizona Department of Administration (ADOA) provides leadership, direction, and management information and support; financial and procurement support services; facility planning, design, development, construction, operations and maintenance; timely, customer-driven human resources services; business-enhancing information services for the Department, state agencies, and Arizona citizens; customer service for small licensing agencies in general accounting and centralized office support; distribution of surplus state and federal property through a system that maximizes the dollar return on property sold; clean, safe, and environmentally friendly vehicles; an orderly 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 for state employee customers who have work-related injuries. The Agency has three goals: (1) To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services, (2) To attract and retain a high-performance team of employees, and (3) To aggressively pursue innovative solutions and opportunities. ($ Thousands) Agency Summary: FY 2009 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 2011 Estimate 1,888.0 2,871.0 2,871.0 2,340,838.0 176,420.0 99,202.0 40,628.0 33,385.0 33,694.0 805,800.0 742,984.0 852,805.0 48,023.0 57,382.0 56,956.0 16,376.0 21,145.0 21,145.0 4,731.0 4,225.0 4,225.0 77,158.0 94,554.0 94,629.0 3,335,442.0 1,132,966.0 1,165,527.0 TECHNOLOGY SERVICES ¾ SUPPORT SERVICES ¾ CAPITOL POLICE ¾ RISK MANAGEMENT FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 24,455.0 19,044.0 18,613.0 148,352.0 176,209.0 176,516.0 Other Non Appropriated Funds 3,162,635.0 937,713.0 970,398.0 Program Total 3,335,442.0 1,132,966.0 1,165,527.0 FTE Positions 957.0 810.0 810.0 Other Appropriated Funds Strategic Issues: Issue 1 Attract, Retain, and Educate Employees Current economic conditions suggest there is no shortage of workers to fill available openings. Arizona’s rising unemployment rate reached 9.2% in July, and some economists are projecting rates as high as 11% before conditions improve. Furthermore, it is expected that when economic conditions begin to improve, the public sector will lag the private sector, and erosion of salary competitiveness and increased turnover may become evident. Thus it is critical for Arizona State Government to increase emphasis on talent management. With job opportunities in a wide variety of industries; rewarding careers that make a difference; attractive benefit Arizona Department of Administration 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 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 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 its 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 The ADOA Building System has an inventory of 3,567 structures with an estimated current replacement value of $3.0 billion. The structures in the Building System are in poor condition due to a chronic lack of funding for routine and capital maintenance. As a direct result of funding shortfalls, the Building System has amassed an astounding $317.0 million of deferred (backlogged) capital maintenance. Over 20 years’ accrued deferred maintenance has caused ADOA to routinely practice “crisis mode” maintenance and repair operations, causing highly disproportionate and expensive utility, repair, maintenance, and replacement costs. Major equipment breakdowns, system failures, and physical plant shutdowns are becoming increasingly common. The Building System is dependent upon appropriations of limited General Fund and Capital Outlay Stabilization Fund (COSF) monies to annually fund its building renewal needs. In the last 20 years, ADOA building renewal has been fully funded only twice. Over the last 10 years, ADOA was appropriated a total of just $40.0 million, although the building renewal formula called for $232.5 million. Since FY 2001, 92% ($39.3 million) of building renewal appropriations were funded exclusively from COSF. COSF is in a state of crisis. Incredibly, the COSF revenue-generating structures represent just 6.7% of the Building System’s approximate 19.8 million gross square feet and only 1.3% of the Building System’s total structures. Of the approximate 2.7 M rentable square feet space ADOA is tasked with supporting, only 44% (36 buildings) generate the funding; 56% of the structures ADOA supports do not contribute to COSF in rents or operating costs. COSF rent from only 36 buildings cannot support building renewal for more than 3,500 buildings. ADOA recognizes the current budget shortfall, but recommends working toward 100% funding of the building renewal need for the Building System. Full funding of the formula is necessary to slow the rate of deterioration of critical assets. When funding becomes available, ADOA recommends that the building renewal appropriations also include an additional $30.0 million per year dedicated to a multi-year plan to mitigate All dollars are presented in thousands (not FTE). Page 3 the detrimental effects of the Building System’s approximate $317.0 million of deferred maintenance. The ADOA FY 2011 Capital Improvement Plan also makes recommendations to enhance COSF resources and spread costs more equitably across the Building System. Maximizing Productivity, Cost Effectiveness and Customer Satisfaction ADOA's mission is to provide effective and efficient 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 40,000 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 Three critical areas must be addressed to ensure the continued safety and security of the State’s personnel, workplace and information systems essential to maintaining the day-to-day activities of state government. These critical areas include Capitol Police, Physical Security and Information Technology Infrastructure Security. Capitol Police: The members of the Arizona State Capitol Police are the lowest paid law enforcement employees in the Phoenix Metropolitan area. Their salaries are 35%-50% less than those at other agencies yet they are responsible for protecting and serving the most important government center in the State. Capitol Police officers are required to attend the same Academy, have the same training and maintain the same certification through Arizona Peace Officer’s Standards and Training Board (AZPOST) as other police officers. They work side by side on a daily basis with these other officers, doing the same job and taking the same risks, yet their compensation is inexplicably out of balance. Over a two-year period, beginning in calendar year 2006, the Capitol Police experienced a 46% turnover rate in Police Officers, and a 100% turnover rate in Dispatchers, due mainly to the egregiously low salaries. In 2008, the Capitol Police lost an additional three Police Officers and three Dispatchers, and several more employees are waiting to hear from other police agencies about pending appointments. The salary disparity must be addressed in order for the Capitol Police to maintain its current level of service. Physical Security: The General Services Division (GSD) of ADOA is responsible for the physical security of the buildings on the Capitol Mall, at the State Office Complex in Tucson, and at satellite locations. In 2009, GSD completed installation of a new physical security system for these buildings, which included replacing servers, software and card readers, and adding panic buttons and additional card readers. In addition to upgrading the electronic badging system, GSD continues to install new exterior locks for buildings to replace the old, outdated locksets as time permits, or as the old locks fail. GSD, Risk Management, and the Capitol Police coordinate efforts to evaluate and maintain security, health and safety in the ADOA Building System. Information Technology Infrastructure Security: The existence of ongoing network security vulnerabilities can present an increasing risk of legal liability regarding due diligence, privacy, theft, loss or destruction of information. Failure to secure digital records and communications puts citizens and the State’s partners and customers at risk. Risk comes in many forms, including disclosure of personal identifiable information, physical harm to individuals, financial loss, reputation harm and lost productivity. Program Summary ADA 1.0 ADMINISTRATION David Raber, Interim 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; prepare and monitor the annual appropriated budget and other selected funds; track department and statewide FTEs; and monitor utility expenditures. Additionally, the Director's Office administers the State's Performance-based Incentive Program; coordinates the Department's efforts on 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 administration of 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 2010 Estimate FY 2011 Estimate General Funds 978.0 1,762.0 1,762.0 Other Appropriated Funds 254.0 457.0 457.0 Other Non Appropriated Funds 656.0 652.0 652.0 Program Total 1,888.0 2,871.0 2,871.0 FTE Positions 23.0 16.0 16.0 ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage of ADOA's services with a minimum customer satisfaction rating of 6.0, based on annual survey (scale 1-8) n/a 84 80 Customer satisfaction with fixed assets accounting (internal) n/a 7.69 6.5 Customer satisfaction with payroll (internal) n/a 7.78 6.9 Customer satisfaction with financial and management reporting (internal) n/a 7.43 6.5 Customer satisfaction with the payment of vendors (internal) n/a 6.89 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 13.3 13 13 To aggressively pursue innovative solutions and/or opportunities. Performance Measures Percentage of discounts taken (payment of vendors) Page 4 FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 96.19 85 85 Arizona Department of Administration Percentage of payroll accuracy (internal) 99.8 95 95 Subprogram Summary ADA 2.1 GENERAL ACCOUNTING Program Summary ADA 2.0 Clark Partridge, State Comptroller Phone: (602) 542-5405 FINANCIAL SERVICES , A.R.S. §§ 35-101 et. seq. Phone: Mission: A.R.S. §§ 35-101,41-2501 Mission: To provide effective and efficient support services to enable government agencies, state employees and the public to achieve their goals. Description: The 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 15,763.0 10,908.0 1,550.0 2,589.0 2,589.0 Other Non Appropriated Funds 2,323,525.0 162,923.0 85,710.0 Program Total 2,340,838.0 176,420.0 99,202.0 FTE Positions 123.0 118.0 118.0 Other Appropriated Funds 10,903.0 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. 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; 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 meet new needs and requirements of the State; providing statewide accounting policies and procedures; reconciling and distributing all state warrants; preparing cash basis and accrual basis financial reports designed to provide an accurate recording of the financial condition of the State; performing internal audits, reviews, and investigations; 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 2009 Actual General Funds FY 2011 Estimate 14,783.0 10,134.0 1,001.0 1,907.0 1,907.0 Other Non Appropriated Funds 2,322,663.0 160,818.0 83,605.0 Program Total 2,338,447.0 172,859.0 95,641.0 FTE Positions 85.0 85.0 85.0 Other Appropriated Funds ‹ Goal 1 10,129.0 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the General Accounting subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate n/a 5.5 5.5 Percentage of warrants available for distribution by 1:00 PM following the day of processing on Arizona Financial Information System 96 99.9 99.9 Percentage of security requests for financial applications processed within three business days 99 95 95 Percentage of appropriations loaded in AFIS within 30 days of effective legislation date and complete appropriation structure received from agency 100 95 95 Customer satisfaction with Arizona Financial Information System (AFIS) functionality n/a 6.0 6.0 Customer satisfaction rating with administration of payroll process n/a 6.0 6.0 Performance Measures Customer satisfaction with accounting policies and procedures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the General Accounting subprogram. Performance Measures Percentage of payroll payments requiring rework (statewide) Arizona Department of Administration FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate .3 .4 .4 Page 5 Percentage of warrants distributed to correct agency 99.9 99.5 99.5 Program Summary ADA 3.0 FACILITIES MANAGEMENT Subprogram Summary ADA 2.2 Lynne Smith, Assistant Director Phone: (602) 542-1427 STATE PROCUREMENT Jean Clark, State Procurement Administrator A.R.S. §§ 41-701, 41-791, 31-253 Phone: (602) 542-5511 Mission: A.R.S. §§ 41-2501 et. seq. Mission: To provide procurement services through operational leadership, legal compliance, and enhanced value for our customers and the State’s procurement community. Description: The State Procurement Office (SPO) coordinates the statewide Value in Procurement (VIP) initiative to achieve the recommendations identified in the Governor’s Efficiency Review. SPO also conducts 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; and provides centralized procurement contracting services for non-SCC agencies and ADOA. SPO provides procurement technology solutions for agencies and political subdivisions; conducts compliance reviews and oversight of procurement authority of all state agencies; coordinates with the Office of the Attorney General to provide advice, guidance, and assistance to agencies on procurement laws, rules, and court decisions; provides technical training and assistance for small-, women- and minority-owned businesses; provides procurement training and oversight of professional certification programs for customers and procurement officers; and administers 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 980.0 774.0 Other Appropriated Funds 549.0 682.0 682.0 Other Non Appropriated Funds 862.0 2,105.0 2,105.0 Program Total 2,391.0 3,561.0 3,561.0 FTE Positions 38.0 33.0 33.0 ‹ Goal 1 Number of Compliance Reviews The General Services Division (GSD) is responsible for the ADOA building system, which includes 3,567 state-owned structures. GSD provides facility operations and maintenance including custodial, maintenance, heating and air conditioning and landscaping services to 4.1 million square feet in Phoenix, Tucson and the RTC properties. In addition, the division provides facilities programs including prison construction and 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,790.0 3,287.0 3,287.0 Other Appropriated Funds 12,999.0 14,736.0 14,736.0 Other Non Appropriated Funds 22,839.0 15,362.0 15,671.0 Program Total 40,628.0 33,385.0 33,694.0 FTE Positions 187.0 97.0 97.0 774.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6.0 5.0 3.0 Customer satisfaction with establishment of contracts 5.76 5.5 5.5 Customer satisfaction with administration of contracts for goods and services 5.21 5.0 5.0 Customer satisfaction with review of procurement requests 6.0 6.0 6.0 Customer satisfaction with provided training and technical assistance 5.79 n/a n/a 5.9 6.0 6.0 Provides training and technical assistance on SPIRIT To aggressively pursue innovative solutions and/or opportunities in the Procurement subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of procurement plan award dates met for the Request for Proposal (RFP) process 95 90 90 Percent of procurement plan award dates met for Invitation for Bid (IFB) process 100 90 90 2.34 5.0 5 Performance Measures Request for Quotation (RFQ) processing time (days) Page 6 Description: To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Procurement subprogram. Performance Measures ‹ Goal 2 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. All dollars are presented in thousands (not FTE). Arizona Department of Administration Percentage of lease reviews completed by the date requested Subprogram Summary ADA 3.1 BUILDING, PLANNING, AND TENANT SERVICES Nola Barnes, General Manager Phone: (602) 542-1954 A.R.S. § 41-701 98 98 98 Percentage of HVAC and maintenance emergency work orders responded to within 24 hours 100 99 99 Number of preventative maintenance work orders to total maintenance requests (in thousands) 4.6:13.8 3.2:11.0 3.2:11.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 27 27 27 Performance Measures 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. Percentage reduction in ratio of planned to unplanned work orders Subprogram Summary ADA 3.2 CONSTRUCTION SERVICES 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. This subprogram also reviews, approves and maintains all agency office leases in the Department of Administration Building System; administers agency relocations for orderly transitions to maximize efficiency; and directs and regulates parking, employee ID card access and closed circuit television monitoring for Department of Administration office buildings. (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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 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 capital 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 Capital Improvement and Building Renewal Projects. This group also assists Building and Planning Services in the preparation of estimates and budgets for Capital 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. The construction of facilities for the Department of Corrections uses 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) 4,790.0 3,287.0 3,287.0 Other Appropriated Funds 12,543.0 14,081.0 14,081.0 General Funds Other Non Appropriated Funds 12,195.0 12,561.0 12,870.0 Other Appropriated Funds Program Total 29,528.0 29,929.0 30,238.0 FTE Positions 175.0 89.0 89.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with agency relocation process 8.0 6.75 6.75 Customer satisfaction with tenant improvement process 7.35 7.00 7.00 Customer satisfaction with review of office leases 7.83 7.0 7.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with building maintenance 7.95 6.80 6.80 Customer satisfaction with heating and cooling maintenance 7.86 6.8 6.8 Customer satisfaction with custodial services 7.98 6.8 6.8 Customer satisfaction with landscaping/grounds maintenance 7.68 6.8 6.8 Performance Measures Performance Measures ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 456.0 655.0 655.0 Other Non Appropriated Funds 10,644.0 2,801.0 2,801.0 Program Total 11,100.0 3,456.0 3,456.0 FTE Positions 12.0 8.0 8.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 7.6 7.0 7.0 To aggressively pursue innovative solutions and/or opportunities in the Construction Services subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 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. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 98 98 Percentage of tenant improvement projects completed on schedule Arizona Department of Administration All dollars are presented in thousands (not FTE). Page 7 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with benefit plans n/a 6.5 6.5 Percentage of customers satisfied with the open enrollment process n/a 75 80 Percentage of customers satisfied with providing information and education 93 85 85 24,850 27,000 30,000 Customer satisfaction with the Benefits program (monthly) 7.4 6.5 6.5 Customer satisfaction with the Wellness program n/a 6.5 6.5 Performance Measures Program Summary ADA 4.0 HUMAN RESOURCES Kathy Peckardt, Phillip Hamilton, Assistant Directors Phone: A.R.S. § 41-702 Mission: To provide efficient, timely, customer-driven human resources services to meet our agency, employee and public customers’ needs. Description: The Human Resources program establishes and administers state personnel rules and policies; administers the state’s health, dental and life insurance; provides a wellness program; and 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 Benefits and Insurance Human Resource Operations Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 21,023.0 21,023.0 Other Non Appropriated Funds 785,289.0 721,961.0 831,782.0 Program Total 805,800.0 742,984.0 852,805.0 FTE Positions 196.0 162.0 162.0 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 To aggressively pursue innovative solutions and/or opportunities in the Benefits and Insurance subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 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 Subprogram Summary FY 2009 Actual FY 2010 Estimate HUMAN RESOURCE OPERATIONS Kathy Peckardt, Assistant Director Phone: (602) 542-8378 A.R.S. § 41-702 Mission: To provide efficient, timely, customer-driven human resources services to meet our agency, employee and public customers’ needs. Description: Subprogram Summary ADA 4.1 ‹ Goal 2 ADA 4.2 FY 2009 Actual 20,511.0 Other Appropriated Funds Number of state employees attending a Benefit Options Wellness Event FY 2011 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 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--an integrated system used to administer payroll, personnel and employee benefits processing for 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) General Funds 0.0 0.0 15,857.0 15,857.0 1,015.0 15.0 15.0 Program Total 17,373.0 15,872.0 15,872.0 FTE Positions 158.0 124.0 124.0 0.0 5,166.0 Other Non Appropriated Funds 784,274.0 721,946.0 831,767.0 Other Non Appropriated Funds Program Total 788,427.0 727,112.0 836,933.0 FTE Positions 38.0 38.0 38.0 Page 8 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Benefit Services subprogram. FY 2011 Estimate 0.0 0.0 5,166.0 ‹ Goal 1 FY 2010 Estimate 16,358.0 0.0 4,153.0 Other Appropriated Funds FY 2009 Actual 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 Human Resource Operations subprogram. All dollars are presented in thousands (not FTE). Arizona Department of Administration FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent difference in average salaries between state employees and the labor market 9.5 9.5 9.5 Customer satisfaction with career counseling services (Point of Service survey) 7.57 7.5 7.5 Performance Measures ‹ Goal 2 ARIZONA TELECOMMUNICATIONS SERVICES To aggressively pursue innovative solutions and/or opportunities in the Human Resource Operations subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of rules developed and promulgated 10 0 0 Average turnaround time for processing 4th level grievances (days) 24 20 20 Average turnaround time (days) for processing all classification actions (covered & uncovered positions) 2 15 15 Average time to fill a vacant position using Hiring Gateway (days) 56 60 60 Performance Measures Program Summary ADA 5.0 INFORMATION TECHNOLOGY SERVICES Patrick Quain, Pat Mah, ISD Assistant Director/TPO Director Phone: A.R.S. §§ 41-711, 41-712, 41-713, 41-704 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). This Program Contains the following Subprograms: Mission: 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: The Telecommunications Program Office oversees AZNet, the statewide telecommunications network providing voice and data communications services, including the installation and maintenance of telecommunication systems. Each office, department and agency of the State contracts with the primary contractor through the telecommunications program office and makes payment directly to the primary contractor for its telecommunications needs. The Telecommunications Program Office 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. (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). FY 2009 Actual FY 2009 Actual FY 2010 Estimate 426.0 6,656.0 Other Non Appropriated Funds 22,411.0 28,936.0 28,936.0 Program Total 27,761.0 36,444.0 36,018.0 FTE Positions 26.0 22.0 22.0 ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Telecommunications subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with voice telecommunications services 7.0 6.7 6.7 Customer satisfaction 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 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Telecommunications subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 99 99 6.5 5.0 5.0 FY 2011 Estimate 810.0 852.0 426.0 Other Appropriated Funds 24,410.0 27,408.0 27,408.0 Other Non Appropriated Funds 22,803.0 29,122.0 29,122.0 Program Total 48,023.0 57,382.0 56,956.0 FTE Positions 184.0 174.0 174.0 Arizona Department of Administration 852.0 6,656.0 Customer satisfaction with support for new or upgraded telecommunications Information Technology Operations FY 2011 Estimate 810.0 Percentage of time primary components of Network are available and accessible Enterprise Application Services FY 2010 Estimate 4,540.0 Other Appropriated Funds Performance Measures Arizona Telecommunications Services Data Center General Funds A.R.S. §§ 41-712, 41-713 General Funds To provide business-enhancing information and telecommunication services to the Department of Administration, state agencies, and Arizona residents. Funding and FTE Summary: (Thousands) Pat Mah, TPO Director Phone: (602) 364-0558 Funding and FTE Summary: (Thousands) Mission: 4 4 4 4 Subprogram Summary ADA 5.1 All dollars are presented in thousands (not FTE). Page 9 Percentage of mainframe scheduled batch jobs completed on time Subprogram Summary ADA 5.2 DATA CENTER ENTERPRISE APPLICATION SERVICES Phone: (602) 542-2899 Mission: A.R.S. § 41-711 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 the Information Services Division and provides information processing services to more than 152 customers. 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 and support, disaster recovery services, tiered storage, automated job scheduling, network services, operating system installation, maintenance and support, performance measurements, high speed print services, 24/7 hardware and software support, 24/7 IT support service desk, dedicated co-location cabinets and offsite media storage. The 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; as well as 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 choose not to have their own IT group. These services and support are provided to our customers 24/7/365. The 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 Data Center provides processing services to many of the State’s largest agencies including the Arizona Health Care Cost Containment System (AHCCCS), the Department of Transportation, the Department of Corrections and the Department of Revenue; as well as to outside entities such as the State of Hawaii. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 9,423.0 9,560.0 9,560.0 0.0 0.0 0.0 Program Total 9,423.0 9,560.0 9,560.0 FTE Positions 65.0 59.0 59.0 Other Appropriated Funds Other Non Appropriated Funds To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Data Center subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with mainframe processing 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 Mission: 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 to address our customers’ business problems. The section’s current work units include the Arizona Financial Information Systems (AFIS) Programming Support group, the Data Resource Management (DRM) group, the Distributed Systems Group (DSG) and the 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 4,347.0 4,887.0 4,887.0 0.0 0.0 0.0 Program Total 4,347.0 4,887.0 4,887.0 FTE Positions 44.0 47.0 47.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of time database systems are on-line and available 100 99 99 Percentage of RFSs completed within negotiated timeframe 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage of time programs (HRIS, AFIS, Web) are available 99.89 99 99 Percentage of RFSs completed correctly the first time 98.93 95 95 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Data Center subprogram. Performance Measures Percentage of time systems are available Percentage of time mainframe batch systems are available Page 10 99.5 Patrick Quain, Assistant Director A.R.S. § 41-711 ‹ Goal 1 99.5 Subprogram Summary ADA 5.3 Patrick Quain, Assistant Director Phone: (602) 542-2899 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.96 99.7 99.7 100 100 99.7 All dollars are presented in thousands (not FTE). Arizona Department of Administration Funding and FTE Summary: (Thousands) Subprogram Summary ADA 5.4 INFORMATION TECHNOLOGY OPERATIONS Patrick Quain, Assistant Director Phone: (602) 542-2250 General Funds To ensure necessary administrative functions are available to support the Data Center and the Enterprise Application Services Group. 0.0 0.0 6,305.0 6,305.0 392.0 186.0 186.0 Program Total 6,492.0 6,491.0 6,491.0 FTE Positions 49.0 46.0 46.0 ‹ Goal 1 Description: 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 between 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. 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, drafting reports or analyses regarding the disposition of the business problem or issue and actively pursuing new Agency relationship opportunities. The Disaster Recovery/Business Continuity section (DR/BC) provides business application security and disaster recovery resources and techniques that protect customers' 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 customers' information, computer applications and equipment. This section performs risk and vulnerability assessments as well as network and computer security incident management, investigations and forensics. This section 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, and provides 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 Clarity. Clarity 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 in directing the ISD Change Advisory Board, which reviews and communicates upcoming system changes to partnering vendors and ADOA customers. FY 2011 Estimate 0.0 Other Non Appropriated Funds Mission: FY 2010 Estimate 6,100.0 Other Appropriated Funds A.R.S. § 41-711 Arizona Department of Administration FY 2009 Actual To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Information Technology Operations subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with information and data security services n/a 6.0 6.0 Customer satisfaction with billing & collection services n/a 6.0 n/a Customer satisfaction with Finance and Planning (monthly) n/a 6.0 6.0 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Information Technology Operations subprogram. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 83 85 Percentage of automation bills issued by the 3rd Friday of the month 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 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 535.0 479.0 479.0 10,959.0 16,625.0 16,625.0 4,882.0 4,041.0 4,041.0 Program Total 16,376.0 21,145.0 21,145.0 FTE Positions 80.0 80.0 80.0 Other Appropriated Funds Other Non Appropriated Funds All dollars are presented in thousands (not FTE). Page 11 Funding and FTE Summary: (Thousands) Subprogram Summary ADA 6.1 STATE BOARDS OFFICE General Funds Joe Whitmer, Administrator Phone: (602) 364-4869 To provide effective and efficient accounting and office support services to small licensing agencies to enable them to service the public. 0.0 0.0 4,231.0 4,231.0 2.0 0.0 0.0 Program Total 2,318.0 4,231.0 4,231.0 FTE Positions 23.0 23.0 23.0 ‹ Goal 1 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). 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 ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate n/a 6.5 6.5 To aggressively pursue innovative solutions and/or opportunities in the State Boards Office subprogram. FY 2009 Actual Performance Measures FY 2010 Estimate FY 2011 Estimate Number of days to process invoices 1.1 4.0 4.0 Percentage error rate of claims 1.0 2.0 2.0 ADA 6.2 FY 2011 Estimate 0.0 Other Non Appropriated Funds Mission: FY 2010 Estimate 2,316.0 Other Appropriated Funds A.R.S. § 35-193 ‹ Goal 1 FY 2009 Actual To maintain the continuity of operations while ensuring the safe and efficient redistribution/sale of surplus property for the State of Arizona. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with the effectiveness of onsite customer assistance. 7.9 7.8 7.8 Customer satisfaction with the efficiency of in-field operations. 7.9 7.8 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer requests picked up on date committed/agreed upon (1-8 scale). 7.9 7.7 7.7 Tons of paper recycled 820 850 850 85 85 85 Performance Measures Receiving backlog expressed as a percentage of items received within two days Subprogram Summary SURPLUS PROPERTY Steve Perica, Administrator Phone: (602) 542-0796 A.R.S. § 41-2606(B) Mission: 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 Surplus Property Program is responsible for determining the fair market value of all excess and surplus property and for determining the disposition of disposal by approving trade-in, direct transfer or distribution, cannibalization, condemn by scrap, or disposal through the use of competitive sealed bids, auctions, established markets, and/or posted price sales. Other functions include marketing programs and items available to potential customers; advertising items available in published flyers and 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; and 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). Page 12 All dollars are presented in thousands (not FTE). Arizona Department of Administration Subprogram Summary ADA 6.3 OTHER SUPPORT SERVICES Charlotte Hosseini, William Hernandez, Alex Turner, Deputy Dir, Asst Dir M Phone: (602) 542-1500 Percentage of all state employee commute trips that are drive-alone 68.2 67 66 Percentage of ADOA employee commute trips that are drive-alone 63.6 62 60 ‹ Goal 3 A.R.S. §§ 41-101.03, 41-701 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Agency satisfaction with staff services (monthly) 7.56 6.9 6.9 Council satisfaction with staff services (monthly) 7.4 7.0 7.0 Overall customer satisfaction with Governor's Regulatory Review Council (GRRC) services (monthly) n/a 6.7 6.7 Mission: Performance Measures 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; 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. ‹ Goal 4 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 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; and repair services for light office machines, including laser printers, fax machines, calculators, typewriters, and dictating equipment. (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 2009 Actual General Funds FY 2010 Estimate 535.0 479.0 FY 2011 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage of courtesy reviews completed in two months or less 100 80 80 Percentage of five-year review reports acted on by Council consistent with staff recommendations 100 100 80 Percentage of rules approved on first hearing 100 99 80 Percentage of rules acted on by Council consistent with staff recommendations 100 99 80 Performance Measures ‹ Goal 5 848.0 1,010.0 1,010.0 4,168.0 3,996.0 3,996.0 Program Total 5,551.0 5,485.0 5,485.0 FTE Positions 38.0 38.0 38.0 To maintain continuity of operations while ensuring the safe and efficient delivery of business services to the agencies of the State of Arizona. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage of print orders delivered on schedule and to specification 84.4 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 maintenance and repair of office machines n/a 6.5 6.5 Performance Measures ‹ Goal 6 479.0 Other Non Appropriated Funds Other Appropriated Funds To aggressively pursue innovative solutions and/or opportunities in the Governor's Regulatory Review Council subprogram. To aggressively pursue innovative solutions and/or opportunities in the Business Services subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 24.4 20 20 Average time for interagency mail to be routed through the ADOA system (days) .8 1.2 1.2 Percentage of repair services pricing below private sector 23 25 25 Performance Measures ‹ Goal 1 To deliver effective and efficient service in a customer focused environment to Travel Reduction subprogram customers. Performance Measures Customer satisfaction with all Travel Reduction services FY 2009 Actual FY 2010 Estimate FY 2011 Estimate n/a 6.5 6.5 7.64 7.0 7.0 Customer satisfaction of travel reduction coordinators (bi-annual) 7.54 7.0 7.0 To aggressively pursue innovative solutions and/or opportunities in the Travel Reduction subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of commuter club members (carpoolers, transit riders, walkers, bicyclists) 5,219 5,220 5,220 Number of matchlists processed 1,848 1,850 1,850 Percentage increase in transit riders 6.7 1.0 1.0 Agency sites that achieved their travel reduction goals n/a 38 38 Performance Measures ‹ Goal 7 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 Customer satisfaction of capitol rideshare customers (monthly) ‹ Goal 2 Percentage of printing & copying pricing below private sector price Arizona Department of Administration Customer satisfaction with the Local Area Network ‹ Goal 8 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7.9 7.0 7.0 To aggressively pursue innovative solutions and/or opportunities in the ADOA LAN subprogram. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage accessibility and availability of the LAN 100 99 99 Percentage availability of GroupWise during prime time support 100 99 99 99 99 99 Performance Measures Percentage of desktop software problems responded to within 15 minutes (LAN) ‹ Goal 9 To provide cost effective and efficient accounting and payroll All dollars are presented in thousands (not FTE). Page 13 services to small licensing agencies to enable them to serve the public. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage of standards met in accordance with Central Services Bureau service agreements 100 96 96 Customer satisfaction with data input services n/a 6.5 6.5 Performance Measures ADA 7.0 Program Summary CAPITOL POLICE Thomas V. Lane, Chief of Capitol Police Phone: (602) 542-0362 A.R.S. §§ 41-794 to 41-797 Mission: To provide the highest quality service and response possible, ensuring the protection of life and property and the preservation of the peace, while utilizing the highest standards of professionalism and integrity to enforce state laws and rules as they pertain to public safety and security. Subprogram Summary ADA 6.4 MOTOR POOL Randy Frost, Administrator Phone: (602) 542-0601 Description: A.R.S. § 41-803 Mission: To continuously provide safe, clean and environmentally friendly vehicles in an efficient, customer-focused manner. Description: 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 7,795.0 11,384.0 11,384.0 712.0 45.0 45.0 Program Total 8,507.0 11,429.0 11,429.0 FTE Positions 19.0 19.0 19.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To maintain continuity of operations through the efficient, customer-focused delivery of service to Motor Pool subprogram customers. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with short-term (day use) vehicle rental 7.9 7.8 7.8 Customer satisfaction with long-term vehicle use 7.9 7.5 7.8 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Motor Pool subprogram. Performance Measures Average percentage of taxi fleet utilization Percentage of downtime of Fleet Management vehicles in total fleet FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 75.7 85 85 1.0 3 3 The Arizona State Capitol Police Department is a full service police organization, which delivers 24 hr per day/ 7 day per week police and security services to the State Capitol complex and Tucson Regional facility. The Organization consists of three divisions: Patrol Operations, Communications and Administration. The services provided by the Capitol Police include (but are not limited to) the following: 1. Patrol Operations: Make arrests and issue citations for violations of Arizona state laws; respond to calls for service and render aid; investigate crimes, suspicious activities, threats and traffic accidents; provide proactive patrols; work in partnership with other law enforcement and government agencies; provide police services for special events, protests and demonstrations; prepare reports and required documents; gather and process evidence; assist with court proceedings, trials and hearings; assist with executive and VIP protective details; provide security escort services and motorist assistance to state employees and other citizens; issue parking tickets; conduct welfare checks and preventive patrols throughout the Capitol Complexes; attend hearings, disciplinary actions and civil stand-bys; 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; and respond to and investigate all alarms received from the State’s electronic security systems. 2. Communications: Dispatch calls for service and monitor all radio traffic; dispatch fire and paramedic personnel for assistance in both Phoenix and Tucson Capitol Mall complexes; monitor and dispatch panic, holdup, and fire alarms in both Phoenix and Tucson Capitol Mall complexes using the MDI and ADEMCO systems; log daily traffic using the Computer Aided Dispatch (CAD) system; lock and unlock doors on state buildings in both Phoenix and Tucson Capitol Mall complexes using the MDI system; retrieve, enter, verify and confirm wanted persons and stolen vehicle, article, and gun information using the Arizona Criminal Justice Information System (ACJIS); enter towed vehicles into ACJIS; retrieve vehicle information using the MVD MVRRS system; retrieve wanted persons and records using the Phoenix Pace system; operate up to 6 radio channels on the dispatch console; answer 3 main dispatch phone lines, 4 emergency phone lines from 75 emergency call boxes, 4 elevator entrapment phone lines from 36 elevator phone lines, and 2 secondary 911 lines; use the TDD phone system; monitor more than 80 cameras throughout the Capitol Mall complex; monitor the Phoenix Police scanner for traffic in the Phoenix Capitol Mall complex; relay information to building managers or after hours building contacts; and use the ADEM Communicator to send out mass alerts in emergency situations. 3. Administration: Manage the overall operations of the Capitol Police; prepare and administer the division budget and other special projects; maintain police records; oversee internal investigations; conduct training for state employees in crime prevention, personal safety and workplace violence prevention; work cooperatively with other law enforcement organizations and government agencies; plan police operations for special events and demonstrations; conduct security and safety inspections and evaluations for state facilities; facilitate community policing programs such as Capitol Block Watch and Citizens’ Academy; complete required statistical reports; liaison with Capitol Times to publish weekly crime blotter; conduct vehicle impoundment hearings; distribute subpoenas to both sworn and nonsworn personnel for court hearings as required; coordinate with Special Events to ensure adequate security is provided at specific events; create Page 14 All dollars are presented in thousands (not FTE). Arizona Department of Administration Operational Plans for the Department for certain special events; coordinate with the Administrative Law Office to provide adequate security coverage for personnel hearings; and coordinate and maintain all of the Department’s training records for both sworn and non-sworn personnel to ensure that all AZ POST and ADOA requirements are met. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with handling of property and liability claims n/a 6.5 6.5 Customer satisfaction with selfinsurance n/a 6.5 6.5 Customer satisfaction with loss prevention n/a 6.5 6.5 n/a 6.5 6.5 Performance Measures General Funds 1,579.0 1,756.0 1,756.0 Other Appropriated Funds 1,058.0 1,430.0 1,430.0 Other Non Appropriated Funds 2,094.0 1,039.0 1,039.0 Customer satisfaction with Workers' Compensation Program Total 4,731.0 4,225.0 4,225.0 ‹ Goal 2 FTE Positions 78.0 76.0 76.0 ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Capitol Police program. To aggressively pursue innovative solutions and/or opportunities in the Risk Management program. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.2 5.4 5.4 Total dollar losses of property and liability claims (in millions) 31.0 39.9 40.7 23.5 30.2 29.6 6 15 15 Number of general and liability claims opened 3,388 4,000 4,000 Cost of risk per capita (dollars) 16.37 16.37 16.37 Performance Measures Statewide incident rate per 100 Full Time Equivalent (FTE) positions (accepted Risk Management claims) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Customer satisfaction with crime prevention n/a 6.6 6.6 Total dollar losses of workers' compensation claims (in millions) Customer satisfaction with law enforcement n/a 6.8 6.8 Number of liability settlements and judgments paid greater than $250,000 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Capitol Police program. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1:21 1:30 1:35 79 89 99 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 ADA 8.0 Program Summary 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 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 the Americans with Disabilities Act, 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 76,611.0 91,941.0 92,248.0 547.0 2,613.0 2,381.0 Program Total 77,158.0 94,554.0 94,629.0 FTE Positions 86.0 87.0 87.0 Other Appropriated Funds Other Non Appropriated Funds 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 85.42 85.42 85.42 Percent of OAH decisions contrary to original agency position 11.21 11.21 11.21 Percent of agency acceptance of contrary Office of Administrative Hearings decision 87.22 87.22 87.22 Percent of agency rejection of OAH decisions 2.01 2.01 2.01 Percent of cases reheard 1.44 1.44 1.44 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 1.84 1.84 1.84 97.00 97.00 97.00 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 96.56 96.56 96.56 Percent of evaluations rating the administrative law judge excellent or good in the use of clear and neutral language 96.54 96.54 96.54 Percent of evaluations rating the administrative law judge excellent or good in impartiality 96.24 96.24 96.24 Percent of evaluations rating the administrative law judge excellent or good in dealing with the issues of the case 95.75 95.75 95.75 Percent of evaluations rating the office excellent or good in sufficient space 95.08 95.08 95.08 Percent of evaluations rating the office excellent or good in providing freedom from distractions 96.33 96.33 96.33 Percent of evaluations rating the staff excellent or good in responding promptly and completely to questions 95.00 95.00 95.00 Percent of evaluations rating the staff excellent or good in courteous treatment 95.05 95.05 95.05 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,118.0 1,010.0 1,010.0 14.0 14.0 14.0 Other Non Appropriated Funds 1,490.0 1,400.0 1,400.0 Program Total 2,622.0 2,424.0 2,424.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Average number of days from hearing request to hearing scheduling 1.21 1.21 1.21 Average number of days from hearing scheduling to first scheduled hearing 63.97 63.97 63.97 Average number of days from the first scheduled hearing to the conclusion of the hearing 11.28 11.28 11.28 Average number of days from the conclusion of the hearing to transmission of the decision to the agency 17.25 17.25 17.25 Average length of delay (in days) from first hearing date to conclusion of the case due to continuances 68.97 68.97 68.97 Average length of a single continuance [measured by first continuances only] (in days) 60.2 60.2 60.2 Cases docketed 6848 6848 6848 Performance Measures Number of hearings held New cases docketed to cases concluded Hearings conducted by contract administrative law judges Average days from request for hearing to first date of hearing ‹ Goal 2 To serve the parties by providing at will access to information. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average number of weekly requests to website 14373 14373 14373 Average number of individual domains accessing the website per week 836.5 836.5 836.5 1141.3 1141.3 1141.3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 651 651 651 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 320 320 320 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 46.8 46.8 46.8 Performance Measures Advertisements of website capability per month Performance Measures Publication of new informational articles on internet site Average number of hits on articles on website per week 3508 3508 3508 101.82:1 101.82:1 101.82:1 0 0 0 65.15 65.15 65.15 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 ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 93.13 93.13 93.13 All dollars are presented in thousands (not FTE). Office of Administrative Hearings Agency Summary AHA 0.0 ARIZONA DEPARTMENT OF AGRICULTURE Donald Butler, Director Phone: (602) 542-0990 A.R.S. §§ 3-101 et seq. Mission: To regulate and support Arizona agriculture in a manner that encourages farming, ranching, and agribusiness while protecting consumers and natural resources. 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. These include inspections of food, and non-food products, stray and diseased livestock, and areas subject to invasive plant species. These inspections may occur solely at the field or may continue at the State Agricultural Laboratory. The Department also provides educational, and conservative assistance by promoting best practices, issuing grants, and management of Arizona's native plant species. ($ Thousands) Agency Summary: FY 2009 Actual Program ¾ FOOD SAFETY AND QUALITY FY 2010 Estimate 7,115.0 7,129.0 884.0 861.0 870.0 ¾ ANIMAL DISEASE, 3,320.0 3,209.0 3,209.0 ¾ PEST EXCLUSION AND 4,333.0 3,949.0 3,972.0 73.0 329.0 329.0 705.0 782.0 782.0 ¾ ADMINISTRATIVE SERVICES ¾ STATE AGRICULTURAL 2,001.0 1,607.0 1,607.0 1,975.0 1,518.0 1,518.0 ¾ AGRICULTURAL 2,477.0 3,527.0 3,527.0 ¾ COMMODITY DEVELOPMENT 3,559.0 3,341.0 3,341.0 25,974.0 26,238.0 26,284.0 ¾ NON-FOOD PRODUCT QUALITY ASSURANCE OWNERSHIP AND WELFARE PROTECTION MANAGEMENT ¾ NATIVE PLANT AND CULTURAL RESOURCES PROTECTION ¾ PESTICIDE COMPLIANCE AND WORKER SAFETY LABORATORY CONSULTATION AND TRAINING AND PROMOTION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10,161.0 9,280.0 9,307.0 2,967.0 3,385.0 3,404.0 Other Non Appropriated Funds 12,846.0 13,573.0 13,573.0 Program Total 25,974.0 26,238.0 26,284.0 FTE Positions 383.0 356.0 356.0 Other Appropriated Funds 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 Issue 1 Arizona Department of Agriculture 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 program-issued export certifications. Issue 2 Staffing reductions and operating budget reductions have forced the State Agricultural Laboratory (SAL) to eliminate and/or reduce critical testing activities. In addition, elimination of its equipment replacement budget has led to continued equipment obsolescence issues. The Department's laboratory infrastructure is vital for performing rapid, definitive analyses essential for protecting Arizona's citizens, food supply, environment and agricultural resources. We rely on the State Agricultural Laboratory for the information we need to make decisions in response to emergency and enforcement situations as well as for providing testing services necessary to enable agricultural commerce. The SAL does not have adequate staffing to provide us with timely testing and scientific expertise. The addition of two scientists funded by the Feed and Fertilizer Funds is necessary to provide critical testing which had to be reduced due to budget reductions. This will enable the SAL to produce the timely, accurate and defensible laboratory results with the integrity required to support our regulatory actions. Furthermore, the laboratory's equipment replacement budget must be reinstated as soon as possible to reestablish the 11-year cycle replacement cycle which is imperative to enable the Department to replace obsolete instrumentation. Issue 3 FY 2011 Estimate 6,647.0 ASSURANCE 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. 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. 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. 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 continues to work with GITA to determine the most effective methods of Issue 5 All dollars are presented in thousands (not FTE). Page 17 delivering this information to concerned parties, and to keep in compliance with ongoing security demands and standards for IT. The technology in place must be able to support, at a minimum, 234 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. 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 general fund or other appropriated or non-appropriated non-federal funds. Issue 6 AHA 1.0 Program Summary 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. FOOD SAFETY AND QUALITY ASSURANCE Dr. John W. Hunt, DVM, Associate Director Funding and FTE Summary: (Thousands) Phone: (602) 542-7186 General Funds 1,284.0 1,289.0 1,293.0 A.R.S. §§ 3-101 et seq Other Appropriated Funds 704.0 904.0 914.0 Other Non Appropriated Funds 564.0 542.0 542.0 Program Total 2,552.0 2,735.0 2,749.0 FTE Positions 37.0 37.0 37.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Mission: To ensure that the public food supply meets established standards for quality and safety. Description: ‹ Goal 1 This program provides inspections for the safety and/or quality of meat, poultry, ratites, milk, eggs, and fresh produce. Performance Measures Number of pounds of fluid milk removed from sale by inspectors due to non-compliance with regulations This Program Contains the following Subprograms: 4 4 Animal Products Food Safety and Quality Inspection Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected dairy facilities Fresh Produce Standardization and Inspection Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate To maintain an effective regulatory system of animal food product inspections. FY 2011 Estimate Total number of dairy-related inspections FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 210,000 300,000 300,000 0 0 0 578 600 600 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 1,284.0 1,289.0 1,293.0 Performance Measures Other Appropriated Funds 1,637.0 2,005.0 2,015.0 1,600 1,600 3,726.0 3,821.0 3,821.0 Total number of wholesale and retail egg inspections 971 Other Non Appropriated Funds 500,000 500,000 6,647.0 7,115.0 7,129.0 Total number of individual shell eggs inspected under State inspection 303,940 Program Total FTE Positions 123.0 122.0 122.0 96,012 400,000 400,000 0 0 0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 Number of state meat and poultry facilities 81 81 82 Percent of meat and poultry product tests in compliance with bacteria, drug and chemical residue requirements 99 99 99 Number of egg dozens retained by inspectors for non-compliance with State standards Number of documented food-borne bacteria outbreaks linked to eggs or egg products sold within Arizona Performance Measures Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected processing or slaughter plants Page 18 All dollars are presented in thousands (not FTE). Arizona Department of Agriculture Subprogram Summary AHA 1.2 Program Summary AHA 2.0 FRESH PRODUCE STANDARDIZATION AND INSPECTION NON-FOOD PRODUCT QUALITY ASSURANCE Ed Foster, Assistant Director Phone: (602) 542-0947 Jack Peterson, Associate Director Phone: (602) 542-3575 A.R.S. §§ 3-101 et seq. A.R.S. §§ 3-101 et seq. Mission: 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. To protect the public’s interest by ensuring the quality of feeds, fertilizers, pesticides and seed. Description: Description: 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 0.0 0.0 FY 2011 Estimate 0.0 933.0 1,101.0 1,101.0 Other Non Appropriated Funds 3,162.0 3,279.0 3,279.0 Program Total 4,095.0 4,380.0 4,380.0 FTE Positions 86.0 85.0 85.0 Other Appropriated Funds ‹ Goal 1 To maintain an effective system of fresh produce inspections and field monitoring activities. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 29,525 31,000 31,000 91 87 87 Number of citrus, fruit & vegetable inspections 19,795 20,000 20,000 Number of federal-state and citrus, fruit, and vegetable produce inspections 49,320 51,000 51,000 Number of written violations 17 20 20 Number of verbal violations 71 40 40 Performance Measures Number of federal-state inspections Number of cartons shipped by industry (in millions) Arizona Department of Agriculture 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 881.0 854.0 863.0 3.0 7.0 7.0 Program Total 884.0 861.0 870.0 FTE Positions 10.0 10.0 10.0 Other Appropriated Funds 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 25,000 25,000 25,000 14 14 14 To protect the interests of consumers by removing substandard non-food products from the market place. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total number of regulatory actions taken 981 425 425 Total number of inspections conducted 385 200 200 Number of feed, fertilizer, pesticide and seed labels inspected in the market place 9,470 5,000 5,000 Number of feed, fertilizer, pesticide and seed samples collected 898 600 600 Number of samples found deficient through laboratory analysis 107 50 50 Performance Measures 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 2,360.0 2,152.0 2,152.0 Other Appropriated Funds 111.0 139.0 139.0 Other Non Appropriated Funds 849.0 918.0 918.0 Program Total 3,320.0 3,209.0 3,209.0 FTE Positions 45.0 44.0 44.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of custom exempt and home processing inspections 1,528 1,500 1,500 Number of strays - animal at large investigations 1,691 1,700 1,700 Number of animal care investigations 2,072 2,100 2,100 42 50 50 3,809 4,000 4,000 28,165 28,000 28,000 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of quarantine sites in Arizona for all diseased livestock and fish 1 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 2011 Estimate 3,029.0 40.0 40.0 40.0 Other Non Appropriated Funds 1,265.0 880.0 880.0 Program Total 4,333.0 3,949.0 3,972.0 FTE Positions 101.0 91.0 91.0 Performance Measures Number of pest interceptions within the state interior Number of interceptions resulting in enforcement actions within the state interior Percent of inspections within the state interior resulting in pest interceptions ‹ Goal 2 3,052.0 To manage existing pests and prevent the reintroduction of eradicated pests in Arizona. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 15,092 15,000 15,000 323 500 500 14 12 12 To exclude and prevent the establishment of hazardous pests in Arizona. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 14 14 14 FY 2009 Actual FY 2010 Estimate FY 2011 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 USDA rating on Federal pest status of Khapra beetle in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of Japanese beetle in Arizona Pest-free Pest-free Pest-free Performance Measures Number of weed management areas established in cooperation with governmental and private entities Performance Measures Page 20 FY 2010 Estimate 3,028.0 Other Appropriated Funds To maintain an effective system of livestock and commercial fish disease surveillance and response. Performance Measures FY 2009 Actual All dollars are presented in thousands (not FTE). Arizona Department of Agriculture ‹ Goal 3 To serve our customers in an accurate and efficient manner. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,840 2,300 2,300 Number of federal phytosanitary certificates written Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds Program Summary NATIVE PLANT AND CULTURAL RESOURCES PROTECTION Jack Peterson, Associate Director 148.0 0.0 0.0 0.0 Other Non Appropriated Funds 468.0 634.0 634.0 Program Total 705.0 782.0 782.0 FTE Positions 11.0 10.0 10.0 Phone: (602) 542-3575 ‹ Goal 1 A.R.S. §§ 3-101 et seq. Performance Measures ‹ Goal 2 Description: Performance Measures 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. Number of pesticide use inspections FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 2,750 750 750 211 50 50 FY 2010 Estimate FY 2011 Estimate FY 2009 Actual Number of inspection issues identified as pesticide misuse 198.0 198.0 Phone: (602) 542-0990 131.0 131.0 A.R.S. §§ 3-101 et seq. Program Total 73.0 329.0 329.0 FTE Positions 5.0 2.0 2.0 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 Number of criminal referrals received 15 10 Number of civil referrals received 7 5 5 Number of investigations opened 67 55 55 Percent of investigations completed 84 75 75 Number of native plant cases with successful compliance 56 55 55 65 10 10 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) Other Appropriated Funds PESTICIDE COMPLIANCE AND WORKER SAFETY 65 9 Mission: General Funds Program Summary AHA 6.0 124 ADMINISTRATIVE SERVICES 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 2011 Estimate Donald Butler, Director 73.0 Other Non Appropriated Funds FY 2010 Estimate Program Summary AHA 7.0 0.0 Other Appropriated Funds 0.0 To protect the public from unlawful pesticide exposure. 0.0 ‹ Goal 1 FY 2009 Actual Number of worker safety issues identified as being out of compliance To protect and conserve Arizona's native plants, historical sites, and other natural resources for present and future generations to enjoy and appreciate. Funding and FTE Summary: (Thousands) 148.0 To ensure safety of pesticide workers and handlers. Number of worker safety issues addressed during inspections Mission: FY 2011 Estimate 237.0 Other Appropriated Funds AHA 5.0 FY 2010 Estimate Other Non Appropriated Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,473.0 1,295.0 0.0 0.0 1,295.0 0.0 528.0 312.0 312.0 Jack Peterson, Associate Director Phone: (602) 542-3575 Program Total 2,001.0 1,607.0 1,607.0 A.R.S. §§ 3-101 et seq. FTE Positions 20.0 17.0 17.0 ‹ Goal 1 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. To provide accurate and timely support services. Performance Measures Percent of employee travel claims correctly processed within ten days Performance Measures Percent of vendor invoices paid within 30 days Performance Measures Percent of agency staff turnover Performance Measures Administration as a percent of total cost Performance Measures Percent of industry stakeholders rating the Department's quality of communications excellent or good Arizona Department of Agriculture All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.8 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.7 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 32.1 FY 2009 Actual 15 FY 2010 Estimate 15 FY 2011 Estimate 6.5 6 6 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 96.5 95 95 Page 21 ‹ Goal 2 To improve information technology communications and customer service. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate System uptime as a percentage of total monthly hours as measured by industry standard monitoring software 99.8 100 100 Percent of IT staff certified in their areas of emphasis, i.e. Microsoft MCSE, MCDBA, 66.7 66.7 66.7 0 10 20 Performance Measures 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 98.3 99 99 AGRICULTURAL CONSULTATION AND TRAINING Brett Cameron, Assistant Director 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: Program Summary AHA 8.0 STATE AGRICULTURAL LABORATORY Doug Marsh, Assistant Director Phone: (602) 744-4924 A.R.S. §§ 3-101 et seq. Mission: 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. Funding and FTE Summary: (Thousands) Program Summary AHA 9.0 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate FY 2011 Estimate General Funds 144.0 252.0 Other Appropriated Funds 107.0 0.0 0.0 Other Non Appropriated Funds 2,226.0 3,275.0 3,275.0 Program Total 2,477.0 3,527.0 3,527.0 FTE Positions 8.0 8.0 8.0 ‹ Goal 1 252.0 To foster voluntary compliance with agricultural laws and regulations. Performance Measures FY 2009 Actual FY 2010 Estimate Number of agricultural consultation and training compliance issues addressed FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,100 1,210 1,210 98 95 100 1,635.0 1,115.0 1,115.0 Other Appropriated Funds 118.0 149.0 149.0 Other Non Appropriated Funds 222.0 254.0 254.0 Number of on-site visits or individual consultations 459 540 560 Program Total 1,975.0 1,518.0 1,518.0 200 225 26.0 20.0 20.0 Number of pesticide resources, materials, or contracts provided upon request. 184 FTE Positions FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of agricultural operations that receive training 109 100 110 FY 2011 Estimate Number of individuals who received pesticide safety training in English 217 225 250 Number of individuals who received pesticide safety training in Spanish 272 275 250 Number of outreach and education seminars and workshops (including Train-the-Trainer Workshops) 64 61 72 Number of outreach and education seminar and workshop participants (including Train-the-Trainer Workshops) 7,599 6,725 7,675 49 52 57 24,930 27,800 31,050 ‹ Goal 1 To minimize the effect of staff reduction and lack of equipment funding on the overall customer satisfaction rating. Performance Measures FY 2009 Actual FY 2010 Estimate Number of “high priority” samples 1,719 1,800 1,850 Number of “high priority” sample analyses completed by the due date 1,041 1,400 1,400 Percent of customer satisfaction rating regarding the lab's "timely delivery of service" 86 80 75 Percent of overall customer satisfaction rating for laboratory services 95 80 80 Number of compliance issues needing correction or clarification Performance Measures Number of outreach and educational materials developed (including training and outreach materials, curricula, articles, interviews, Power Point presentations, and training resources) Number of people reached through outreach and education materials (new and existing) Page 22 All dollars are presented in thousands (not FTE). Arizona Department of Agriculture Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 104 115 120 Number of operations receiving assistance Number of follow-up on-site visits Number of Farm Bill contract management acres ‹ Goal 2 39 65 70 28,440 25,000 25,000 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 2009 Actual Performance Measures Number of grant applications Number of grants awarded Amount of grant funds disbursed (in millions of dollars) FY 2010 Estimate FY 2011 Estimate 128 96 118 71 48 55 1.7 2.5 2.8 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 of the FTE positions shown in this program reflect employees of the Arizona Cotton Research and Protection Council. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 3,559.0 3,341.0 3,341.0 Program Total 3,559.0 3,341.0 3,341.0 FTE Positions 34.0 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 2009 Actual Number of free sale certificates issued Number of products under free sale Arizona Department of Agriculture FY 2010 Estimate FY 2011 Estimate 63 70 74 1,330 2,000 2,641 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 2009 Actual Program ¾ ADMINISTRATION ¾ AZ LONG TERM CARE FY 2010 Estimate 138,927.8 SYSTEM (ALTCS) ¾ ACUTE CARE ¾ PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT FY 2011 Estimate 146,223.1 148,554.8 2,102,187.7 2,225,857.2 2,470,129.0 3,959,061.9 4,316,828.2 5,137,511.1 2,309,076.3 2,748,508.9 3,497,381.7 ¾ HEALTHCARE GROUP ¾ CHILDREN'S HEALTH 66,458.9 59,979.5 67,062.1 156,172.6 147,854.0 122,047.8 27,505.2 27,099.3 26,013.2 INSURANCE (CHIP) ¾ DIRECT SERVICE CLAIMING (DSC) Agency Total: Funding and FTE Summary: (Thousands) General Funds 8,759,390.4 9,672,350.2 11,468,699.7 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,186,487.6 1,185,709.7 203,864.2 201,221.3 171,170.0 Other Non Appropriated Funds 7,369,038.6 8,285,419.2 9,489,721.6 Program Total 8,759,390.4 9,672,350.2 11,468,699.7 FTE Positions 3,201.4 3,044.4 3,050.4 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 1,807,808.1 • Continue efforts that support equitable and manageable provider rate structures and payment methodologies. • Continue to explore cost-effective purchasing options for key Medicaid services (e.g., transportation). • Maximize use of non-state funding sources (e.g., grants). • Establish and monitor health plan quality and cost benchmarks to ensure efficient cost-effective health plan operations. • Continue to work with CMS to implement Congressional Budget Reconciliation bills and support Medicaid legislative changes to reduce program costs. • Use executive utilization management reports for ongoing health plan comparison and benchmarking. 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. • 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. • Continue to develop measures to monitor quality outcomes for long term care recipients. • Analyze and report on long term care satisfaction survey and use findings to guide quality improvement activities. • Work toward the development of a web-based information exchange (IE) system that allows provider access to diagnoses, treatment, and other information that supports coordination of care. • Improve members' understanding of how to access medically necessary care. • Improve children’s oral health by promoting the establishment of a dental home by age one. • Actively promote physician and affiliated practice dental hygienists' involvement in children's oral health and disease prevention. • Respond to the needs of a growing ethnically diverse population by promoting cultural competence throughout the health care delivery system. • 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 from families with at least one full-time worker, and 12% come from families with part-time workers. Issue 3 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: All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System • Educate the public about available programs for the uninsured, and offer enrollment assistance to potentially eligible families, collaborating with community-based organizations and external stakeholders as appropriate. • 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. Maximize agency capacity and resources and address workforce issues through the use of technology and planning. 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. 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 these goals, AHCCCS plans to: Issue 4 • Strengthen the AHCCCS Department of Member Services (DMS) workforce through innovative recruitment methods, focused leadership development, and increased workplace flexibility. • Expand self-service opportunities for members and applicants through enhancements to Health-e-Arizona, MyAHCCCS.com, and IVR. • Modernize DMS through the elimination of non-essential tasks, streamlining of processes, maximization of current resources, and implementation of a continuous improvement cycle. • Evaluate, acquire, and install the next generation of AHCCCS software products and system architecture. • Continue partnership with Hawaii to share costs of developing and maintaining the Medical Management Information System and Data Warehouse. • Implement National Provider Identification (NPI). • 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 data center costs incurred by AHCCCS. • Continue to expand the Virtual Office environment to improve productivity and facilitate recruitment and retention of staff while decreasing infrastructure costs. • Continue to address potential barriers/issues related to Virtual Office such as distance training/learning, recruitment from targeted populations, promotion issues, and facility transition as offices are closed. • Implement and employee development plan. • Implement recommendations from the AHCCCS Diversity Council • Continue to improve the hiring process to attract and retain a highlycompetent workforce. Arizona Health Care Cost Containment System Program Summary HCA 1.0 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 health plans and program contractors that agree to accept a capitated monthly payment for the cost of providing medical care to enrolled members. Responsibilities of Administration that relate to health plans and program contractors include rate negotiations, financial and operational oversight of health plans and program contractors, and quality of care assessments. The Administration also manages a feefor-service payment system that covers medical bills for IHS enrolled members and emergency services for qualified aliens. Additional responsibilities of Administration 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 55,134.3 54,856.9 0.0 0.0 0.0 83,793.5 91,366.2 91,721.7 Program Total 138,927.8 146,223.1 148,554.8 FTE Positions 2,072.4 2,029.1 2,034.1 Other Appropriated Funds Other Non Appropriated Funds All dollars are presented in thousands (not FTE). 56,833.1 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 strategic leadership, policy, technology, legal, and financial direction and coordination for AHCCCS. Description: Central Administration consists of six operating offices or divisions that 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, government relations, and strategic plan coordination; (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 addresses 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 offers 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 2009 Actual General Funds FY 2010 Estimate 10,678.8 0.0 0.0 0.0 Other Non Appropriated Funds 30,417.2 31,055.2 28,868.9 Program Total 40,238.8 41,734.0 40,491.9 FTE Positions 277.2 267.2 271.2 ‹ Goal 1 Training hours per employee Percent of employee turnover Cost/benefit ratio (in dollars) of audits and investigations related to reports of fraud and abuse. 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 97 90 90 To develop, maintain, and enhance computerized PMMIS application systems as dictated by cost efficiencies and agency needs. Performance Measures Percent of time the PMMIS is available to our users FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.9 99.0 99.0 To administer a streamlined claims processing system, including the integration of an electronic format for provider claims submission, inquiry, payment, and remittance. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of invoices paid within 30 days 100 95 95 Percent of total programmatic payments completed electronically 98 95 95 Performance Measures ‹ Goal 8 To administer an effective and efficient informal grievance process. Performance Measures Percent of enrollees filing a grievance FY 2009 Actual FY 2010 Estimate FY 2011 Estimate .4 .6 .6 11,623.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 3 3 3.77 16 16 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1/482 1/420 1/420 To monitor and maintain the AHCCCS program waiver and state plan to ensure compliance with changes in federal law, regulations, and policy, and to coordinate the submission of required amendments and 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 FY 2011 Estimate To ensure all employees meet the state training statute requirements and to oversee the development of AHCCCS core competencies with an emphasis on enhancing employee knowledge and teamwork, and improving customer relations. Performance Measures ‹ Goal 2 Percent of inquiries responded to within three days regarding client service issues ‹ Goal 7 FY 2010 Estimate To resolve problems raised to the Director's Office by customers. Performance Measures ‹ Goal 6 FY 2009 Actual FY 2011 Estimate 9,821.6 Other Appropriated Funds To develop and maintain accurate AHCCCS statutes to ensure compliance with federal and state legal requirements and changes in policy. FY 2009 Actual FY 2010 Estimate FY 2011 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 quality 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 2009 Actual 29,008.6 FY 2010 Estimate 28,340.0 29,297.1 0.0 0.0 0.0 31,815.0 35,268.9 37,748.0 Program Total 60,823.6 63,608.9 67,045.1 FTE Positions 1,009.9 1,004.4 1,004.4 FY 2010 Estimate FY 2011 Estimate 2,255.8 2,349.5 0.0 0.0 0.0 Other Non Appropriated Funds 2,619.8 3,332.7 3,332.7 Program Total 4,875.6 5,682.2 5,682.2 FTE Positions 76.1 73.4 73.4 Other Appropriated Funds ‹ Goal 1 2,349.5 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of acute and ALTCS health plan 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 Percent of Rural counties with at least two competitive risk health plans available Explaination: ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 3.5 3.5 Revised measure as percent Member satisfaction: percent of choice exercised in moving from current health plan 1.82 To improve the completeness and quality of encounter data collected from health plans, program contractors, and behavioral health. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate The number of encounters per member month 4.8 4.3 4.3 Omission error percent 7.4 6.9 6.9 Performance Measures Explaination: Arizona Health Care Cost Containment System FY 2009 Actual General Funds FY 2011 Estimate Other Non Appropriated Funds Other Appropriated Funds Funding and FTE Summary: (Thousands) 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: 11.3 10.8 10.0 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) Fred Hubbard, Executive Director 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 2009 Actual FY 2010 Estimate 1,163.2 1,121.7 FY 2011 Estimate 1,121.7 0.0 0.0 0.0 Other Non Appropriated Funds 2,521.7 2,854.0 2,854.0 Program Total 3,684.9 3,975.7 3,975.7 FTE Positions 80.6 77.8 77.8 Other Appropriated Funds ‹ Goal 1 To streamline claims processing Performance Measures Percent of Fee-For-Service claims adjudicated within 30 days FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 94.38 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 2010 Estimate FY 2011 Estimate 108.6 104.9 0.0 0.0 0.0 Other Non Appropriated Funds 107.0 117.1 179.8 Program Total 215.6 222.0 359.6 FTE Positions 3.6 3.6 4.6 Other Appropriated Funds ‹ Goal 1 Page 28 FY 2009 Actual 179.8 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 2009 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 2010 Estimate FY 2011 Estimate 1 3 3 15.98 16.03 16.08 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; the state's Children's Health Insurance Title XXI Program (KidsCare) as well as Families with Children Medicaid programs for households that have both KidsCare and Medicaid-eligible members, 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 2009 Actual General Funds FY 2010 Estimate 12,776.5 Other Appropriated Funds Other Non Appropriated Funds 12,262.0 FY 2011 Estimate 12,262.0 0.0 0.0 0.0 16,312.8 18,738.3 18,738.3 Program Total 29,089.3 31,000.3 31,000.3 FTE Positions 625.0 602.7 602.7 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of applications processed on time 92 97 97 Percent of financial redeterminations processed on time 84 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 133,151.8 130,291.1 0.0 0.0 0.0 Other Non Appropriated Funds 1,969,035.9 2,095,566.1 2,289,786.4 Program Total 2,102,187.7 2,225,857.2 2,470,129.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 180,342.6 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 48,578 51,228 53,953 68.75 67.80 68.75 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 2009 Actual FY 2010 Estimate FY 2011 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 2009 Actual FY 2010 Estimate FY 2011 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' 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 Family Planning Services Adoption Subsidy/foster Care Graduate Medical Education General Funds FY 2010 Estimate FY 2011 Estimate 207,019.8 20,897.6 17,913.6 Other Non Appropriated Funds 1,165,409.1 1,284,097.4 1,484,533.0 Program Total 1,418,707.9 1,512,014.8 1,813,464.4 FTE Positions 0.0 0.0 0.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1931 (b) Eligibility Family Assistance monthly enrollment 378,190 419,240 438,859 60.8 60 60 Performance Measures 607,736.0 901,033.1 50,978.3 53,738.1 46,064.7 Other Non Appropriated Funds 3,247,023.0 3,655,354.1 4,190,413.3 Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment Program Total 3,959,061.9 4,316,828.2 5,137,511.1 Explaination: FTE Positions 0.0 0.0 0.0 Page 30 311,017.8 To ensure the management and delivery of quality acute care services to AHCCCS 1931(b) eligibles. 661,060.6 Other Appropriated Funds FY 2011 Estimate 19,824.4 ‹ Goal 1 FY 2009 Actual FY 2010 Estimate 233,474.4 Other Appropriated Funds Disproportionate Share Payments Funding and FTE Summary: (Thousands) FY 2009 Actual The current HEDIS national mean for Medicaid managed care plans is 53%, 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 2009 Actual General Funds Linda Skinner, Assistant Director Phone: (602) 417-4635 Mission: 43,138.8 4,131.0 4,354.6 3,732.8 Other Non Appropriated Funds 242,847.7 267,579.9 309,346.7 Program Total 295,630.1 315,073.3 377,889.3 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 2009 Actual FY 2010 Estimate 154,976.0 137,415.9 FY 2011 Estimate 206,447.7 13,159.1 13,871.5 11,890.7 Other Non Appropriated Funds 773,576.7 852,359.7 985,405.0 Program Total 941,711.8 1,003,647.1 1,203,743.4 FTE Positions 0.0 0.0 0.0 Other 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 107,167 110,301 112,522 FY 2011 Estimate 48,651.4 Other Appropriated Funds A.R.S. § 36-2901 FY 2010 Estimate 64,809.8 To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible women. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 63.2 64 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 163,276.1 144,775.6 13,863.8 14,614.4 12,527.6 SOBRA WOMEN Linda Skinner, Assistant Director Other Non Appropriated Funds 815,007.7 898,010.1 1,038,181.0 Program Total 992,147.6 1,057,400.1 1,268,213.2 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. AHCCCS commonly refers to this population 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: 217,504.6 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 296,049 331,970 347,770 60.8 60 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 two 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. FES eligibility may be determined by either DES or AHCCCS. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 37,727.0 34,049.2 0.0 0.0 0.0 Other Non Appropriated Funds 104,266.1 107,409.9 118,141.0 Program Total 141,993.1 141,459.1 164,350.2 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 46,209.2 To ensure the management and delivery of emergency services to AHCCCS FES eligibles. Performance Measures Federal Emergency Services monthly enrollment FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 81,880 81,880 81,880 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. Prescriptions are no longer covered due to implementation of Part D. 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 2010 Estimate FY 2011 Estimate 22,874.5 22,130.6 0.0 0.0 0.0 Other Non Appropriated Funds 73,295.6 82,419.4 93,127.9 Program Total 96,170.1 104,550.0 124,579.8 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 31,451.9 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 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 31,686 33,577 35,378 Arizona Health Care Cost Containment System Performance Measures Subprogram Summary HCA 3.7 FY 2010 Estimate FY 2011 Estimate 3,626 3,647 3,651 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 8,954.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 71,889.8 95,010.2 96,952.4 Program Total 71,889.8 103,964.5 105,881.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2009 Actual 8,929.4 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 2009 Actual FY 2010 Estimate FY 2011 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 2009 Actual FY 2010 Estimate FY 2011 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 up to 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 up to 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 2009 Actual FY 2010 Estimate 81.2 Other Appropriated Funds Other Non Appropriated Funds 64.4 FY 2011 Estimate 64.1 0.0 0.0 0.0 730.3 579.6 576.4 Program Total 811.5 644.0 640.5 FTE Positions 0.0 0.0 0.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 10,187.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 67,887.9 64,149.9 Program Total 0.0 78,075.3 78,748.5 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 14,598.6 To help support Graduate Medical Education (GME) through All dollars are presented in thousands (not FTE). Page 33 direct cost reimbursements. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 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, no more than $5,000 of which can be liquid assets. (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 2009 Actual FY 2010 Estimate FY 2011 Estimate 300,208.0 359,989.9 637,837.9 27,225.6 26,325.3 24,699.8 Other Non Appropriated Funds 1,981,642.7 2,362,193.7 2,834,844.0 Program Total 2,309,076.3 2,748,508.9 3,497,381.7 FTE Positions 921.5 807.8 808.6 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 296,011 381,626 400,195 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 2,800.0 0.0 5,000.0 Other Appropriated Funds 3,724.4 6,179.7 5,159.1 Other Non Appropriated Funds 59,934.5 53,799.8 56,903.0 Program Total 66,458.9 59,979.5 67,062.1 FTE Positions 30.0 30.0 30.0 ‹ Goal 1 To increase enrollment in the Healthcare Group program. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 14,561 12,229 11,153 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 received a Health Insurance Flexibility and Accountability (HIFA) waiver from the U.S. Department of Health and Human Services. This waiver authorized the provision of coverage for parents of AHCCCS-enrolled children, as well as provided an 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. The HIFA Parents program sunsets as of October 01, 2009. All dollars are presented in thousands (not FTE). Arizona Health Care Cost Containment System Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 34,132.9 32,835.8 26,761.4 121,935.9 114,978.2 95,246.4 103.8 40.0 40.0 Program Total 156,172.6 147,854.0 122,047.8 FTE Positions 177.5 177.5 177.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Performance Measures Number of participating Local Education Authorities (LEAs) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 151 155 160 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 63,729 52,471 55,095 87.2 85 87 9,964 0 0 Percent of children with access to primary care provider HIFA monthly enrollment Explaination: HIFA Parents program sunsets September 2009 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), Medicaid-covered services are provided in the school setting 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. Public Consulting Group (PCG), our current TPA, is responsible for training, compliance monitoring, and claims processing. A handbook, website, and training materials are 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 151 LEAs participating. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 27,505.2 27,099.3 26,013.2 Program Total 27,505.2 27,099.3 26,013.2 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 0.0 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. Arizona Health Care Cost Containment System All dollars are presented in thousands (not FTE). Page 35 ‹ Goal 4 Agency Summary APA 0.0 BOARD OF APPRAISAL Deborah G. Pearson, Executive Director Phone: (602) 542-1593 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 8 8 8 10 10 10 Number of new and existing licensees 2832 2,745 2,745 Administration as percent of total cost 2 2 2 7.5 7.5 7.5 Performance Measures Processing days from receipt of registration until name appears on list A.R.S. §§ 32-3601 et seq. Days from receipt of renewal form until the list is updated Mission: To promote quality real estate appraisal in Arizona that protects the health, safety, and welfare of the public. Customer satisfaction rating (scale 18) 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 agency. 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 607.0 624.0 624.0 0.0 0.0 0.0 Program Total 607.0 624.0 624.0 FTE Positions 4.0 4.0 4.0 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. To ensure that licensure/certification is granted only to ‹ Goal 1 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 133 185 185 17 30 30 To efficiently process initial and renewal applications and license/certify appraisers. FY 2009 Actual FY 2010 Estimate FY 2011 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 3 3 3 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 Average annual backlog of noncurrent cases Page 36 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 25 25 25 7 10 10 125 130 130 14 10 10 All dollars are presented in thousands (not FTE). State Board of Appraisal advantage of innovative partnerships and funding opportunities. In addition the Arts Commission will expand its many existing long-term partnerships with non-arts entities by working with public policy forums and leaders such as those in education, workforce preparation, transportation, community development and revitalization, tourism, healthcare and services to the aging, to increase the potential for direct benefit to the statewide arts industry. Agency Summary HUA 0.0 COMMISSION ON THE ARTS Robert Booker, Executive Director Phone: (602) 771-6524 A.R.S. § 41-982 Maintain strong arts participation programs with diminished staff capacity The Arizona Commission on the Arts has long been at the forefront of developing arts participation programs for citizens of all ages and abilities. Because of reductions to the Arts Commission’s overall budget, the agency has reduced its staff by 33%, decreasing staff capacity to provide statewide arts participation opportunities. In fiscal year 2010, the Arts Commission intends to plan strategic outreach programs in Arizona communities such that more Arizonans can participate directly in arts activities. In addition, the Agency plans to develop and implement cost-effective outreach offerings through the use of technology and the Agency’s renovated website (to launch in January 2010). To ensure that all Arizonans live and work in vibrant cultural ‹ Goal 1 communities Issue 3 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 is a 43-year-old agency of the State of Arizona which supports the development and retention of statewide jobs in the arts, culture and education sectors; access to vital, quality arts and arts education opportunities for all Arizona citizens; and increased economic impact in local communities through partnerships that develop tax and business revenue. Annually, Arts Commission grants and programs serve 8 million people and Commission-sponsored arts education programs in private, charter and public schools serve 1.7 million Arizona youth. The Arts Commission maximizes resources in four key areas: Partnerships, Leadership Activities, Services and Strategic Funding. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual 1,507.0 FY 2010 Estimate 968.0 Individuals benefiting from programs sponsored by Agency (in thousands) Explaination: 968.0 0.0 0.0 0.0 4,031.0 2,806.0 2,806.0 Program Total 5,538.0 3,774.0 3,774.0 FTE Positions 18.0 17.0 17.0 Number of applications for community-driven projects received/number funded Explaination: Number of grant applications submitted by ethnic-run organizations Explaination: Maximize support of the arts industry while sustaining reductions in state grant funding As a result of the recession, the State of Arizona’s fiscal crisis and ongoing reductions to the Arizona Commission on the Arts’ overall budget, available state grant funding for the arts industry has diminished greatly. For fiscal year 2010, most agency grants will be reduced by more than 40%, and several grant programs will be placed on indefinite hiatus. Arts organizations currently receiving support – 300+ organizations across the State – will receive 40% to 80% less than in previous years, when even at its peak level of funding Arizona’s state arts agency support was well below the national average. These grant reductions come at a time when the arts industry is struggling mightily against decreased support from local businesses, foundations and charitable donations. Explaination: The Arts Commission is focused on meeting the new and tremendous needs of the arts field in non-monetary ways, as reductions in grant funding have given birth to other acute needs: needs for technical support, counsel, accountability training and crisis management guidance, all of which the Agency provides to constituents as a part of its mission. In fiscal year 2010 the Arts Commission intends to increase its support of the statewide arts industry in the areas of focused technical assistance and convenings. Arts Commission leadership will refocus a percentage of labor previously applied to grant administration to increase staff availability, such that staff can provide expert counsel and resources to statewide arts businesses as those businesses attempt to stabilize and rebuild. Increase potential for strategic partnerships between arts and non-arts sectors Because of decreased financial investment from the public sector, local businesses, foundations and individuals, Arizona arts organizations are seeking new partners, programmatic opportunities and sources of revenue to allow them to continue their work in Arizona communities. In fiscal year 2010, the Arts Commission intends increase its efforts to provide networking opportunities and research to the arts industry, such that arts leaders, arts businesses, and representatives from non-arts sectors can take Issue 2 Arizona Commission on the Arts Explaination: Explaination: 7,000.0 531/505 360/320 360/320 72 55 60 97 90 90 143 95 100 96 90 90 Figures for this measure are compiled in our online grants program (EGOR). To ensure Arizonans implement public policy that recognizes the pivotal role of the arts in societies Performance Measures Total amount of state investment in arts participation opportunities (in thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,749.1 1,908.4 1,908.4 Figures for this measure are constructed by adding the following State monies provided to the Arts Commission: Community Service Projects, Arts Trust Fund, ArtShare Endowment Interest. Total amount of other public and private funds leveraged for arts participation opportunities/state investment (in millions) 318/3.8 250/1.9 250/1.9 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 Arts Commission. (FY09 actual figure reflects a carryforward amount of ArtShare Endowment interest and Arts Trust Fund dollars from FY08.) Number of public policy forums in which the Commission participates in order to integrate the arts Explaination: 8,400.0 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by rural applicants funded Explaination: 8,512.0 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted by rural applicants Explaination: FY 2011 Estimate Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by ethnic-run organizations funded ‹ Goal 2 FY 2010 Estimate Figures for this measure are compiled in our online grants program (EGOR). Strategic Issues: Issue 1 FY 2009 Actual Figures for this measure are compiled in our online grants program (EGOR) and reflect the total number of persons benefitting from programs supported by Arts Commission grants; figures provided by grantees as a part of their annual final reports. FY 2011 Estimate Other Non Appropriated Funds Other Appropriated Funds Performance Measures 36 35 35 Figures for this measure reflect a subset of total leadership forums Arts Commission staff participate in annually as leaders in the field of arts and culture. This particular measure reflects participation and partnerships in non-arts sectors. During FY09 Arts 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. All dollars are presented in thousands (not FTE). Page 37 Cumulative contributions to Arizona ArtShare increase in both nondesignated funds and contributions to arts organization endowments (in thousands) Constituent satisfaction ratings (scale of 1-8) Page 38 7.00 847 800 800 106.3 100.0 100.0 82 60 60 95 90 90 162/5,226 120/3,330 120/3,330 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: 7.00 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) Explaination: 7.25 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 Explaination: FY 2011 Estimate Figures for this measure are compiled by Arts Commission staff and reflect the total number of people participating in workshops, convenings, panels, training sessions and planning meetings led by the Arts Commission; the number people attending speaking engagements and panels involving Arts Commission staff; and the number of people receiving publications presented to the field as technical assistance. Number of applications submitted by organizations that did not apply in previous year Explaination: FY 2010 Estimate Figures for this measure are compiled by Arts Commission staff and reflect the total number of workshops, convenings, panels, training sessions and planning meetings led by the Arts Commission; the number of speaking engagements and panels involving Arts Commission staff; and the number of publications presented to the field as technical assistance. Number of Arizonans impacted by outreach activities (in thousands) Explaination: FY 2009 Actual Figures for this measure are compiled by Arts Commission staff and reflect ratings from the Agency's annual satisfaction survey as well as evaluations from all presentations, convenings, workshops and review panels. Number of outreach activities including site visits, public presentations, convenings and technical assistance Explaination: 20,000.0 To ensure Arizonans experience lifelong opportunities to participate, create and learn through the arts Performance Measures Explaination: 20,000.0 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 Arts Commission. Because of current economic challenges, organizations have had to use endowment principal for operations, contributions are significantly diminished, and investments have lost considerable value. Explaination: ‹ Goal 3 22,161.0 1.7 1.4 1.4 Figures for this measure are compiled in our online grants program (EGOR). All dollars are presented in thousands (not FTE). Arizona Commission on the Arts Issue 3 AGA 0.0 ATTORNEY GENERAL - DEPARTMENT OF LAW Terry Goddard, Attorney General Phone: (602) 542-4266 A.R.S. § 41-191 Mission: To provide comprehensive legal protection to the citizens of Arizona and quality legal services to the state agencies of Arizona. 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 Employee Services Office and Executive Administration. Each division is further organized into sections which specialize in a particular area of practice. ($ Thousands) Agency Summary: FY 2009 Actual Program ¾ LEGAL SERVICES ¾ CENTRAL ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Estimate FY 2011 Estimate 82,273.0 91,628.0 87,986.0 6,058.0 6,102.0 6,102.0 88,331.0 97,730.0 94,088.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 21,483.0 19,437.0 19,437.0 Other Appropriated Funds 35,622.0 39,459.0 39,459.0 Other Non Appropriated Funds 31,226.0 38,834.0 35,192.0 Program Total 88,331.0 97,730.0 94,088.0 FTE Positions 759.0 719.0 684.0 Prosecution of Complex Financial Crimes The criminal prosecution team at the Attorney General's Office -- lawyers, investigators and staff -- has earned a national reputation for its work in the area of complex financial crimes. These "white collar" crime experts have prevailed in a number of complicated and time-consuming cases. One notable example is the Baptist Foundation of Arizona trial two years ago, which resulted with guilty verdicts and prison sentences for two top executives. Lasting 10 months, it was the longest criminal trial in Arizona history. Agency Summary Issue 4 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. Issue 5 Protection of Children 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. Issue 6 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 7 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. 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. The Office vigorously enforces the Arizona Consumer Fraud Act. In the wake of the state's home foreclosure crisis, the Office has stepped up its housing fraud prevention efforts and its investigation of mortgage schemes and loan modification scams. Issue 2 Border Security The Attorney General's Office is working on many fronts to fight crimes connected to the well-funded and violent drug cartels operating in Mexico. These crimes include drug-smuggling, arms-trafficking, human-smuggling, money-laundering and identity theft. The Attorney General has helped build a much closer partnership with Mexican law enforcement to combat crimes on both sides of the border. The Office is also helping coordinate the efforts of federal, state and local law enforcement in Arizona. Attorney General - Department of Law All dollars are presented in thousands (not FTE). Page 39 Program Summary AGA 1.0 Subprogram Summary AGA 1.1 LEGAL SERVICES PUBLIC ADVOCACY DIVISION Tim Nelson, 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 protect the safety, health, economic and environmental well being, and civil rights of Arizonans by fairly and aggressively prosecuting criminal activity, safeguarding the rights of crime victims and providing 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: Description: Legal services are provided through the following divisions of the Attorney General's Office: (1) Child and Family Protection Division; (2) Civil Division; (3) Civil Rights Division; (4) Criminal Division; (5) Finance Division; and (6) Public Advocacy Division. The Child and Family Protection Division provides legal services to the Department of Economic Services 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. 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, (including border-related crimes and crimes committed by organized criminal syndicates) using experienced criminal prosecutors and highly trained investigators. The Criminal Division also works with Arizona's crime victims and effectively represents the State in capital and non-capital criminal appeals and federal habeas actions. The Finance Division provides legal advice and litigation services to the Executive and Judicial Branches of State Government, collects debt owed to the State as well as providing budgetary, contract, accounting and financial control services, and information technology support to the Attorney General's Office. The Public Advocacy Division enforces the State's consumer protection, environmental, antitrust and tobacco laws while representing a number of client agencies including 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. Funding and FTE Summary: (Thousands) 2,388.0 2,444.0 2,444.0 6,182.0 7,468.0 7,468.0 Other Non Appropriated Funds 1,088.0 1,174.0 1,134.0 Program Total 9,658.0 11,086.0 11,046.0 FTE Positions 114.0 109.0 109.0 ‹ Goal 1 To be responsive to public concerns about consumer fraud. Performance Measures Complaints opened Explaination: General Funds 16,963.0 14,795.0 14,795.0 Other Appropriated Funds 34,084.0 37,999.0 37,999.0 Other Non Appropriated Funds 31,226.0 38,834.0 35,192.0 Program Total 82,273.0 91,628.0 87,986.0 FTE Positions 710.0 673.0 638.0 48,000 48,000 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 81 70 65 20 15 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 941 725 725 The client agencies referred more cases to our Office than anticipated. Cases resolved within the year 288 275 275 Because of recent changes in the Underground Storage Tank (UST) statutes, fewer hearings were filed in FY09 than anticipated. Also, a reduction in staff and two Client agencies transferred to another Section. Fewer hearings are expected in FY10 and beyond. Hours spent on matters reviewed but not opened Page 40 23,000 To provide the highest quality legal advice and representation to the Department of Environmental Quality. Civil advice and litigation files open Explaination: 23,000 The Division obtained more judgments than expected due to several lengthy multi-state investigations settling in FY2009. The increase in judgments was also attributed to the increase in Consumer Fraud Enforcement actions. Performance Measures Explaination: 51,638 28 Explaination: Explaination: 23,000 The Division initiated more cases than expected in order to respond to increased reports of consumer fraud, especially related to economic downturn. Judgments ‹ Goal 3 23,000 To deter fraudulent business practices as a means to protect consumers from fraud. Explaination: FY 2011 Estimate 26,783 See related comment under Measure #1. Performance Measures FY 2010 Estimate FY 2011 Estimate Complaint files are staying opened longer due to the investigative process and difficulty with locating responsible parties for closed businesses. Civil cases/investigations opened FY 2009 Actual FY 2010 Estimate 21,757 Explaination: ‹ Goal 2 FY 2009 Actual Due to current economy and the housing/mortgage crisis, our Office received an increased level of complaints. Complaints closed Civil Rights Division Criminal Division Civil Division Finance Division FY 2011 Estimate Other Appropriated Funds Explaination: Child and Family Protection Division FY 2010 Estimate General Funds Public Advocacy Division Funding and FTE Summary: (Thousands) FY 2009 Actual Telephone calls received from the public This Program Contains the following Subprograms: 4 4 4 4 4 4 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). 6,604 6,800 6,800 Reduction in staff and the transfer of two client agencies to another Section. Fewer hours and hearings are expected in FY10 and beyond. All dollars are presented in thousands (not FTE). Attorney General - Department of Law Administrative hearings set 141 Summary and trial judgments ‹ Goal 4 11 Cases opened Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 364 300 300 251 275 275 To enforce the Model Escrow Statute, Directory Statute and Master Settlement Agreement and work to reduce sales of tobacco products to minors. Performance Measures Youth compliance checks conducted Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,758 2,500 2,500 Decrease due to a reduction in funding for FY2009, a 3 month delay in conducting inspections due to contracting issues with Tucson and Phoenix Police Departments and the loss of full time Youth Tobacco Operations coordinator. To protect and promote competition for the benefit of Arizona consumers through enforcement of the Arizona Uniform Antitrust Act. Performance Measures Complaints received FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 166 50 50 The number of complaints was higher than projected because of increased gas complaints during the spike in gas prices in the summer of 2008. Restitution ordered for Arizona consumers and costs recovered in antitrust cases ($ dollars) Explaination: 12 Closed fewer cases than anticipated due to an increase in the complexity and size (number of alleged violations) of the cases referred by both the Department of Financial Institutions and the Department of Real Estate. Explaination: Explaination: 12 Two client agencies, Game & Fish and Agriculture, moved to the CPA Section during FY2009. Enforcement and regulatory matters handled for agency clients ‹ Goal 6 115 To provide the highest quality legal representation and advice to: Departments of Agriculture, Financial Institutions, Game and Fish, Insurance and Real Estate. Performance Measures ‹ Goal 5 125 Reduction in staff and the transfer of two client agencies to another Section resulted in the decrease. Fewer hours and hearings are expected in FY10 and beyond. Explaination: 289,103 200,000 200,000 FY 2009 Actual General Funds 1,553.0 94.0 94.0 722.0 1,738.0 913.0 Program Total 2,442.0 3,385.0 2,560.0 FTE Positions 41.0 39.0 23.0 Other Non Appropriated Funds ‹ Goal 1 FY 2009 Actual Performance Measures Number of cases investigated Number of cases resolved Percentage of cases resolved using voluntary settlement agreements Explaination: ‹ Goal 2 Number of lawsuits Explaination: Number of lawsuits resolved Explaination: 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. Attorney General - Department of Law 1,500 1,525 939 1,000 1,025 20 15 15 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 29 25 25 13 20 20 The Division lost two of its six attorneys in January and May 2009. These attorneys could not be replaced due to reducing funding levels for the Office. This loss significantly affected the Division's ability to move cases toward resolution in less than 12 months. Average number of months to resolve Percentage of litigation cases resolved using voluntary settlement agreements 11.50 12 12 85 95 95 Of the 13 resolutions, one was voluntarily dismissed by the Division and the other was a default judgment that was obtained against the defendant. To provide the people of Arizona and its governmental entities effective dispute resolution services. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 381 425 425 The Division stopped referring employment discrimination cases to early mediation in April 2009 because the contract amount provided by our worksharing agreement with the EEOC was reduced by 10%. The Division did not want to settle cases early that would not be paid for under the contract. A.R.S. §§ 41-191 and 41-1401 Description: 1,418 This number includes all cases that were pending or newly opened in FY2009. Explaination: 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. FY 2011 Estimate 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 cases referred to mediation Mission: FY 2010 Estimate The Division has a successful Conflict Resolution Program that utilizes a network of volunteer mediators in Phoenix and Tucson. The Program has been instrumental in increasing the number of cases resolved using voluntary settlement agreements. Performance Measures ‹ Goal 3 1,553.0 To increase compliance with anti-discrimination laws through timely and effective investigation. Performance Measures Phone: (602) 542-7716 FY 2011 Estimate 71.0 Subprogram Summary CIVIL RIGHTS DIVISION Melanie Pate, Division Chief Counsel FY 2010 Estimate 1,649.0 Other Appropriated Funds Explaination: Money judgments were higher than projected because of the higher settlement of the Tucson Unified School District case than anticipated. AGA 1.2 Funding and FTE Summary: (Thousands) Number of Civil Rights discrimination cases mediated 128 130 130 Percentage of total mediations in which agreement reached (including non-discrimination cases) 74 85 85 Maintain satisfaction rate of participants above 90 percent 94 95 95 ‹ 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 Number of people assisted through litigation Explaination: FY 2010 Estimate FY 2011 Estimate 2,000 2,000 2,000 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 Explaination: FY 2009 Actual 4,500 4,600 4,700 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 FY2009. All dollars are presented in thousands (not FTE). Page 41 Total number of victims Explaination: Subprogram Summary AGA 1.3 34,392 Restitution ordered by the courts ($ millions) CRIMINAL DIVISION Donald Conrad, Division Chief Counsel Phone: (602) 542-8473 Explaination: Explaination: ‹ Goal 4 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 8,689.0 8,117.0 FY 2011 Estimate 8,117.0 3,576.0 3,644.0 3,644.0 Other Non Appropriated Funds 28,702.0 33,293.0 31,845.0 Program Total 40,967.0 45,054.0 43,606.0 FTE Positions 180.0 180.0 161.0 Other Appropriated Funds 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 Percentage of death penalty sentences affirmed by the Arizona Supreme Court Explaination: FY 2010 Estimate FY 2011 Estimate 121 130 130 67 90 90 Explaination: Explaination: 759 797 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of victims served 10,742 10,956 11,175 41 50 50 Number of trainings and presentations given Explaination: The decrease in trainings given was due to reduced demand resulting from budget cuts of various agencies. % of Victims' Rights award recipients satisfied with the Victim's Rights Program Explaination: ‹ Goal 5 98 98 This is a new performance measurement for FY2009 to assess the percentage of Victims' Rights grant award recipients satisfied with the Victims' Rights Program. To provide competent and timely investigations of criminal conduct. Performance Measures Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 319 325 331 The decrease in FY 2009 is due to sustained staffing vacancies as a result of retirements and reductions in force. Law enforcement assists Explaination: 100 580 591 603 The decrease in FY2009 is due to standardization in reporting criteria with other law enforcement agencies and sustained staffing vacancies as a result of retirements and reductions in force. 837 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 680 693 707 The increase in FY09 reflects multi-defendant wiretap cases and multidefendant cases submitted by law enforcement agencies. Number of defendants charged 616 628 640 Forfeiture cases opened 867 500 550 Explaination: The increase in FY2009 is due to two large cases opened this year. Amount forfeited to State ($ millions) Explaination: 7.6 5.5 5.5 The increase in FY09 resulted from the BMN (Love) cases forfeiting approximately $3 million in liquid assets. 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 Page 42 50 Statistics are for the Criminal Appeals Section only. Cases open Cases open 50 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. Performance Measures ‹ Goal 3 64 The decrease in FY09 was due to two cases being reversed and remanded for re-sentencing and one case being reduced to natural life. Number of briefs, habeas answers, petitions for review and responses to petitions for review filed ‹ Goal 2 FY 2009 Actual 8.5 Performance Measures Open cases ‹ Goal 1 8.5 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 and Victims' Rights programs. Description: 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. 64.0 Decrease in conflict cases is due to a reduction in requests for conflict assistance from the Maricopa County Attorney's Office. Mission: 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. 6,500 The increase in FY 2009 is due to the restitution ordered in the Aspire Case of $46,131,000. County Attorney conflict of interest referrals A.R.S. §§ 41-191 and 21-427 6,500 The increase in FY 2009 reflects many large scale fraud cases with multitude of victims. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,649 1,682 1,716 All dollars are presented in thousands (not FTE). Attorney General - Department of Law ‹ Goal 2 Subprogram Summary AGA 1.4 CHILD AND FAMILY PROTECTION DIVISION Juliet Peters, Division Chief Counsel Phone: (602) 542-1645 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 Court" timeframes for new cases. Performance Measures Number of hearings held to establish a permanent plan within 12 months A.R.S. § 41-191 Explaination: 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. • 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 2009 Actual General Funds FY 2010 Estimate 0.0 0.0 106.0 0.0 0.0 0.0 76.0 76.0 Program Total 106.0 76.0 76.0 FTE Positions 0.0 0.0 0.0 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. Performance Measures Number of dependencies filed by DES (including supplemental and inhome petitions) Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,094 4,100 4,200 The number of actual dependency petitions filed in FY 2009 increased 12.8% over FY 2008. Although the causes for the increase may vary, historically there is a correlation between increasing dependencies and recessionary conditions. Number of preliminary protective hearings within five to seven days of filing initial dependency petition 3,092 3,100 Explaination: Explaination: Percentage of court ordered cases ratio required Number of children with paternity established Explaination: 3,200 1,700 1,700 464 500 600 1,754 1,800 1,800 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 79.0 79.5 80.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,645 2,600 2,550 To provide legal representation in DES litigation and to prosecute and deter fraud. Administrative, Civil and Appellate litigation resolved Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 779 750 750 The increase between FY2008 and FY 2009 is due to an increase in cases referred to our office by DES. Civil Collection litigation resolved Explaination: 249 250 250 The drop in the resolution of Civil collection litigation is related to a decrease in staffing in the Division as well as the inability to quickly move cases to closure because of the recession's impact on a defendants's ability or desire to pay monies owed. Criminal prosecutions completed successfully 258 250 250 To generate funds for the State via criminal restitution and civil judgments. Performance Measures Civil judgments ($) Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 622,798 600,000 600,000 The 18.8% decrease in judgments from FY 2008 reflects a reduction in resources within the Division and FY 2009 fiscal constraints on hiring. Garnishment funds received ($) Explaination: 404,222 250,000 250,000 The projected decrease in FY 2010 and FY 2011 reflects the effect of significant reduction in funding levels for FY 2010. Criminal restitution ordered ($) Explaination: 665,718 586,000 600,000 The continued decrease projected for FY2010 and FY2011 from FY2009 numbers reflect the reduced staffing resources in the Division and the reduction in cases being referred from the client while it makes changes to its administrative process. Criminal restitution received prior to sentencing ($) Explaination: 420,249 350,000 350,000 The increase in criminal restitution received prior to sentencing is difficult to accurately estimate since it is dependent of the financial capability of the criminal defendant and other factors outside the Division's control. To provide comprehensive legal advice to the Department of Economic Security. Performance Measures Hours of counsel and advice Attorney General - Department of Law 1,784 Reduced number of court orders reflects fewer paternity cases referred by DCSE and the increased use of administrative process to establish paternity. Performance Measures ‹ Goal 7 4,500 To increase the number of children in the State's child support caseload whose paternity is established. Performance Measures ‹ Goal 6 4,500 To increase the percentage of cases in the State's child support caseload which have child support orders. Performance Measures ‹ Goal 5 4,673 There is likely a correlation (although not one for one), between the increase in reunifications and terminations and a decrease in guardianships. Number of terminations achieved (child removed from parents) ‹ Goal 4 FY 2011 Estimate Although there has been a steady rise in dependency filings, FY 2009 has seen a higher percentage of successful family reunifications. Number of guardianships achieved (child placed with guardian) FY 2011 Estimate 0.0 Other Appropriated Funds Number of reunifications achieved (child back with parents) ‹ Goal 3 FY 2010 Estimate The number of dependency filings and therefore hearings has steadily increased in FY2009 because of the economy.In addition, the Division continued to closely monitor and track timely permanency hearings. Mission: 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. FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 23 399 22 000 22 000 Page 43 Explaination: The 8% decrease in FY2009 compared with FY2008 is a direct result of the reduction in force in the Division and the redirection of counsel and advice resources to necessary trial work. The trial work has been identified as the Division's priority. Average months in suit: per employment lawsuit - OSC Explaination: 5 Subprogram Summary 688 CIVIL DIVISION Average billable hourly rate: per employment lawsuit - AGO A.R.S. § 41-191 Mission: 110 115 Average billable hourly rate: per workers compensation matter: AGO 92 96 96 Average billable hourly rate: per workers compensation matter - OSC 125 135 135 AGA 1.6 Description: Mark Wilson, Division Chief Counsel Phone: (602) 542-8327 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 421.0 330.0 330.0 18,753.0 20,549.0 20,549.0 0.0 97.0 97.0 Program Total 19,174.0 20,976.0 20,976.0 FTE Positions 237.0 227.0 227.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 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 Amounts recovered, generated, and/or saved (in millions of dollars) Explaination: ‹ Goal 2 FY 2011 Estimate 141.5 112 140 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 20 22 24 21 225 Average billable hours: per tort lawsuit - OSC 179 220 Mission: To provide legal advice and litigation services to the Executive and Judicial branches of State Government, to collect debts owed to the State, and to provide budgetary, contract, accounting, financial control services and information technology support to the Attorney General's Office. Description: The Division is comprised of a multi-disciplinary team of financial, information technology and legal professionals who operate in the Administrative Law, Bankruptcy, Collections and Enforcement, Financial Services and Information Services Sections of the Office to further the above-stated mission. Funding and FTE Summary: (Thousands) FY 2009 Actual 195 98 105 108 149 160 170 19 25 25 FY 2011 Estimate 3,816.0 2,351.0 2,351.0 Other Appropriated Funds 5,396.0 6,244.0 6,244.0 714.0 2,456.0 1,127.0 Program Total 9,926.0 11,051.0 9,722.0 FTE Positions 138.0 118.0 118.0 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. New cases opened Explaination: ‹ Goal 2 Trainings with high-demand clients ‹ Goal 4 FY 2011 Estimate 2,919 2,200 2,300 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 17 12 12 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 restrictions on the activities of public officials and employees. Performance Measures Explaination: FY 2010 Estimate To improve client satisfaction through 1) identification of the 12 clients who consume the most Section legal services and 2) special meetings with those high-demand clients to improve the efficiency of legal services delivery. Meetings with high-demand clients ‹ Goal 3 FY 2009 Actual The increase of 53.6% of new cases opened in FY2009 compared with our FY2009 estimate is due to a high volume of bankruptcy cases filed and Department of Revenue income tax and responsible party case referrals. Performance Measures 190 FY 2010 Estimate General Funds 220 The increase in the average billable rate from FY2008 to FY2009 is due to increases in the hourly rates in the contract bids. Average months in suit: per employment lawsuit - AGO Page 44 A.R.S. § 41-191 T Average billable hourly rate: per tort lawsuit - OSC Explaination: FINANCE DIVISION 29 The decrease in FY2009 Actual for average billable hours per closed case is due to a decrease in the number and complexity of cases sent to outside counsel. Average billable hourly rate: per tort lawsuit - AGO Explaination: 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: Subprogram Summary Performance Measures 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. Additionally, criminal cases have priority over civil cases for judge assignments. Average months in suit: per tort lawsuit - OSC Explaination: FY 2010 Estimate FY2009 results reflect the continued drop in the real estate market and the deferral of payments on some transactions. Estimates for FY2010 and FY2011 are based on projections from the State Land Department and the extent of Assistant Attorney General involvement. Performance Measures Explaination: FY 2009 Actual 500 104 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. 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. 400 The increase in FY2009 resulted from two major matters requiring over 2,000 hours of work and 2 matters that required over 1,000 hours of work. Explaination: Pam Culwell, Division Chief Counsel Phone: (602) 542-7682 35 The FY2009 decrease was the result of only one closed outside counsel case. Average billable hours: per employment lawsuit - AGO AGA 1.5 34 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13 12 12 The decrease in FY2009 results from reduced requests from client agencies to provide training in open meetings and public records law. To effectively leverage technologies through staff training All dollars are presented in thousands (not FTE). Attorney General - Department of Law and full utilization/implementation of software programs including Legal Files, RevQ, Access Databases, and Internal Asset Tracking System. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 290 150 150 Staff training (number of hours) Explaination: ‹ Goal 5 ‹ Goal 3 To timely issue formal legal opinions. Performance Measures Days to respond to a request for a legal opinion Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 472 400 400 Adjusting journal entries processed ‹ Goal 4 FY 2010 Estimate FY 2011 Estimate 72 42 42 FY2009 Actual was higher than estimate due to 2 opinions taking much longer than average and fewer number of same day and/or one-day turnarounds. Explaination: The increase in FY2009 results from additional Legal Files training for the Children and Family Protection Division. To increase efficiencies by reducing the number of adjusting journal entries processed. FY 2009 Actual To retain professional, experienced staff whose skills serve both state residents and client agencies. Performance Measures Percent of agency staff turnover FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 18.30 18.50 18.50 The increase in FY2009 reflects a higher number of case resolutions and one-time transactions to improve transparency and tracking of case activity. Explaination: Program Summary AGA 2.0 CENTRAL ADMINISTRATION Tim Nelson, Chief Deputy Phone: (602) 542-8080 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) Employee Services Office. 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 Employee Services Office provides administrative support to the Office in the areas of human resources and facilities management. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 4,520.0 4,642.0 4,642.0 Other Appropriated Funds 1,538.0 1,460.0 1,460.0 0.0 0.0 0.0 Program Total 6,058.0 6,102.0 6,102.0 FTE Positions 49.0 46.0 46.0 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6.3 6.1 6.1 To provide a superior level of legal services to our client agencies. Performance Measures Customer satisfaction rating for client agencies (scale of 1 to 8, with 8 the highest) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7.25 7.20 7.20 Attorney General - Department of Law All dollars are presented in thousands (not FTE). Page 45 Number of stolen vehicles recovered by Task Force Agency Summary ATA 0.0 Explaination: AUTO THEFT AUTHORITY Mission: To deter vehicle theft in Arizona through a cooperative effort by supporting law enforcement activities, vertical prosecution, and public education programs. Description: The Arizona Automobile Theft Authority (AATA) exists to facilitate and fund programs to deter and prevent vehicle theft in Arizona. The AATA is supported by semi-annual assessments from more than 425 auto insurance companies doing business in Arizona. These dedicated funds facilitate a cooperative effort between the insurance industry, law enforcement, criminal justice agencies, and the citizens of Arizona. Resources are focused on auto theft enforcement/investigative units, effective prosecution efforts, and public education & prevention programs. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 4,775.0 5,481.0 5,481.0 0.0 0.0 0.0 Program Total 4,775.0 5,481.0 5,481.0 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds The Arizona Automobile Theft Authority will maintain statewide vehicle theft enforcement, prosecution and prevention programs in FY 2010 and 2011. Arizona’s vehicle theft problem requires a dedicated and coordinated statewide strategy in order to respond in an efficient and effective manner. The AATA works on a local, state, national and international level to develop, implement and support law enforcement activities, border interdiction, effective prosecution, and public education programs to deter and prevent vehicle theft. The AATA's 12 member Board of Directors has committed the maximum available resources to support the Agency’s aggressive anti-vehicle theft programs during the next two fiscal years. To analyze the problem and trends of vehicle theft and ‹ Goal 1 associated criminal activity. Issue 1 Performance Measures Number of studies conducted ‹ Goal 2 Performance Measures Number of vehicles stolen statewide (2008 calendar year). Explaination: FY 2011 Estimate 4 4 4 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 36,923 45,000 50,000 568 692 34.4 200 175 175 Number of "chop shops" investigated by Task Force 36 19 19 Number of insurance fraud investigations by Task Force 35 9 9 Number of training and investigative assistance provided by Task Force 1,141 817 817 Return on investment (for every dollar funded by the Arizona Auto Theft Authority amount recovered by Task Force) 12.79 9.95 9.95 Explaination: Lower return on investment is expected due to reduced funding and staffing. Number of law enforcement grants awarded ‹ Goal 4 Performance Measures Number of prosecutors funded by AATA Explaination: Explaination: Number of Task Force positions funded by AATA FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 38 30 30 ATA's FY09 & FY10 funding reductions directly impact Task Force staffing levels. Number of vehicle theft cases filed Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 8.5 5 5 6 3 3 1,561 900 900 ATA funding decreases have reduced program effectiveness. Number of vehicle theft convictions Percent of convictions to cases closed Number of training sessions provided 846 600 600 94 91.5 91.5 1.85 1.3 1.3 7 5 5 To provide public education & prevention strategies to reduce victimization of vehicle theft and related criminal activity. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Public Awareness grants to criminal justice agencies 27 29 25 Number of PACE (Public Awareness and Community Education) events statewide 702 730 780 Number of PACE events sponsored by AATA 74 80 80 Number of PACE events sponsored by AATA grant agencies 628 650 650 150,000 25,000 25,000 Performance Measures Number of AATA published Watch Your Car & theft prevention brochures distributed Explaination: MVD/Watch Your Car partnership mailing project not in effect as of FY08. Estimated media exposures (in millions) Number of ACTIVE Watch Your Car enrollments Explaination: ‹ Goal 6 45 50 50 81,000 80,000 79,000 The ACTIVE WYC enrollments provides a more accurate assessment of current program participation. To develop expertise and promote well-trained vehicle theft/insurance fraud investigators and prosecutors. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of professional training grants awarded to agencies 15 0 0 Number of criminal justice personnel receiving auto theft training 44 0 0 Explaination: ‹ Goal 7 FY09 and FY10 funding reductions resulted in $0 funding for Professional Training Grant program. To maximize Agency effectiveness, efficiency and customer satisfaction. Performance Measures Ratio of administrative costs as a Page 46 15 Due to reduced funding, 3 participating county attorney's offices not funded for FY 10. Performance Measures To deter vehicle theft and associated criminal activity through aggressive, proactive law enforcement strategies. 16 ATA's FY09 & FY10 funding reductions directly impact Vertical Prosecution staffing levels. Number of participating counties ‹ Goal 5 13 To assure deterrence of vehicle theft and associated criminal activity through effective auto theft (vertical) prosecution. 769 2008 data from AZ. DPS Crime in AZ. Report. FBI Uniform Crime Report to release final 2008 data October '09. Performance Measures Explaination: FY 2010 Estimate FY10 and FY11 funding and program reductions may lead to an increase in the number of stolen vehicles. Arizona vehicle theft rate (# per 100,000 population) ‹ Goal 3 FY 2009 Actual To reduce the incidence of vehicle theft and associated criminal activity by supporting deterrence and prevention programs. Explaination: 34.4 Amount of restitution ordered (in millions) Strategic Issues: 2,500 43.9 Number of felony arrests by Task Force A.R.S. § 41-3451 2,500 Reduced Task Force staffing may reduce or limit stolen vehicle recoveries. Value of stolen vehicles recovered by Task Force (in millions of dollars) Brian R. Salata, Executive Director Phone: (602) 364-2888 3,098 All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7.01 7.30 7.30 Automobile Theft Authority percent of total expenditures Explaination: Ratio increase result of FY09 and FY10 fund sweeps. Number of grant agency contractual compliance reviews Explaination: 48 43 All grant agencies should be reviewed annually for compliance. Customer satisfaction rating (scale of 1-3, 1 highest rating) Number of site visits to grant agencies Performance Measures Initiate e-newsletter and email communications with agency customers Explaination: 12 1 1 1 30 20 20 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 6 10 ATA to develop more creative, cost effective strategies for agency and customer communications. Automobile Theft Authority All dollars are presented in thousands (not FTE). Page 47 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 276.0 330.0 330.0 0.0 0.0 0.0 Program Total 276.0 330.0 330.0 FTE Positions 4.0 4.0 4.0 Other Appropriated Funds Other Non Appropriated Funds Issue 1 FY 2010 Estimate FY 2011 Estimate 1890 3,200 3,200 76 FY 2009 Actual 75 FY 2010 Estimate 75 FY 2011 Estimate 340 340 350 21 21 21 To enforce legislative requirements concerning the regulation of barbers. Performance Measures Performance Measures Number of licenses revoked or suspended FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1890 3200 3200 76 FY 2009 Actual 75 FY 2010 Estimate 75 FY 2011 Estimate 0 4 4 Disciplinary hearings 19 15 15 Disciplinary hearings resulting in penalties 16 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 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3 3 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6.4 10 10 6972 7,200 7,400 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of applications accepted for new barber/instructor examinations 323 350 380 Number of examinations for new barber/instructor failed 225 175 190 Percent of examinations for new barber/instructor failed 70 50 50 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 285 420 450 2 5 5 Number of applications for new shop/school licenses 377 350 380 Number of applications for new shop/school licenses rejected 2 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 Page 48 To ensure the proper use of sanitary procedures to prevent All dollars are presented in thousands (not FTE). Board of Barber Examiners Number of new and existing licenses issued Agency Summary BHA 0.0 BOARD OF BEHAVIORAL HEALTH EXAMINERS Debra Rinaudo, Executive Director Phone: (602) 542-1864 8,332 8,225 8,114 Administration as a percentage of total cost 4.6 4.6 4.3 Applications received 754 716 700 582 FY 2009 Actual 609 FY 2010 Estimate 595 FY 2011 Estimate 3,286 4,061 3,404 24 30 30 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7 10 10 623 FY 2009 Actual 200 FY 2010 Estimate 200 FY 2011 Estimate 350 Individuals licensed Performance Measures A.R.S. §§ 32-3251 to 32-3322 Renewals received 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. 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 Description: Performance Measures 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. Numbers of inspections/investigations 358 350 Average days to resolve a complaint 695 400 400 Number of complaints received about licensees 137 150 150 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6.4 5.5 5.5 Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate 0.0 0.0 0.0 1,379.0 1,484.0 0.0 0.0 0.0 Program Total 1,244.0 1,379.0 1,484.0 FTE Positions 17.0 17.0 17.0 Other Non Appropriated Funds Customers satisfaction rating (scale 1- 8) FY 2011 Estimate 1,244.0 Other Appropriated Funds Performance Measures Strategic Issues: Issue 1 Address 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 with regard to issues affecting their ability to practice safely and competently and conducts investigations regarding allegations that individuals are practicing psychotherapy without a license. The Board has developed a large backlog of pending complaints because it lacks the resources to process these cases in a timely manner. When the Board’s appropriation was increased in FY 2008, significant progress was made towards eliminating the complaints backlog. The number of processed complaints rose from 129 in FY 2008 to 219 in FY 2009. This progress is jeopardized by the inability to fill the vacant Enforcement Manager position. This position is responsible for conducting all background investigations involving applicants and licensees and processing cases where licensees fail to comply with Board Orders and Consent Agreements. Inability to fill this position due to the state hiring freeze will have a significant negative effect on the Board’s ability to process complaints in a timely manner in FY 2010. Address the Board's backlog of cases awaiting formal hearing. The Board’s ability to process complaints and conduct formal hearings in a timely manner is directly related to the amount of legal services it receives. Although the Board was able to make significant progress towards eliminating the complaints backlog in FY 2009, it was not able to remain current in conducting formal hearings. As a result, the Board now has a backlog of cases awaiting formal hearing. This backlog delays the Board’s ability to take appropriate disciplinary action against licensees who pose the most risk of harm to the public. To improve agency operations to insure equitable, ‹ Goal 1 consistent and timely enforcement of statutes and rules regulating behavioral health professionals. Issue 2 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98 90 90 Percent of application reviews completed within 180 days Board of Behavioral Health Examiners All dollars are presented in thousands (not FTE). Page 49 DIA Funding and FTE Summary: (Thousands) Agency Summary 0.0 ARIZONA BIOMEDICAL RESEARCH COMMISSION Dawn C. Schroeder, DDS, MA, Executive Director Phone: (602) 542-1028 A.R.S. §§ 36-271 to 36-276 Mission: To advance medical research within the State of Arizona. 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,712.0 3,162.0 3,162.0 Program Total 2,712.0 3,162.0 3,162.0 FTE Positions 1.0 2.0 2.0 Program FY 2010 Estimate Number of abstracts published Performance Measures 2,712.0 3,162.0 3,162.0 ¾ HEALTH RESEARCH 14,474.0 9,458.0 9,458.0 Agency Total: 17,186.0 12,620.0 12,620.0 FY 2011 Estimate 0 10 10 0 FY 2009 Actual 6 FY 2010 Estimate 6 FY 2011 Estimate 23 15 15 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 RESEARCH PROGRAM FY 2010 Estimate Default Performance Measure FY 2011 Estimate ¾ DISEASE CONTROL FY 2009 Actual Number of scientific articles published ‹ Goal 2 0.0 To monitor the contribution of investigators to medical research by reviewing the scientific literature for special projects. Performance Measures ($ Thousands) FY 2009 Actual FY 2011 Estimate Other Appropriated Funds Description: Agency Summary: FY 2010 Estimate General Funds ‹ Goal 1 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 research projects to ensure contract compliance, and serves as the technology transfer agent for discoveries made using State funding. The Commission also awards and manages contracts designed to advance biotechnology in the academic, nonprofit, and for-profit sectors in Arizona. FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7 6 6 Number of jointly funded projects with the non-profit and for-profit sectors PROGRAM DIA Program Summary 2.0 HEALTH RESEARCH PROGRAM Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 0.0 0.0 0.0 1,500.0 500.0 500.0 Other Non Appropriated Funds 15,686.0 12,120.0 12,120.0 Mission: Program Total 17,186.0 12,620.0 12,620.0 To advance medical research within the State of Arizona. FTE Positions 5.0 4.0 4.0 Other Appropriated Funds Strategic Issues: 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 medical research to higher levels by encouraging institutional collaboration. Providing Arizona researchers with state funding improves their competitive position for grants at the federal level. Issue 1 DIA A.R.S. §§ 36-275 to 36-276 Description: The Biomedical Research 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 proceeds from the sale of tobacco products. Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 1,500.0 500.0 500.0 Other Non Appropriated Funds 12,974.0 8,958.0 8,958.0 Program Total 14,474.0 9,458.0 9,458.0 FTE Positions 4.0 2.0 2.0 Other Appropriated Funds Program Summary 1.0 DISEASE CONTROL RESEARCH PROGRAM Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 ‹ Goal 1 A.R.S. §§ 36-274 To monitor the contribution of investigators to medical research by reviewing the scientific literature. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of scientific articles published 42 40 40 Number of abstracts published 10 10 10 Performance Measures Mission: To advance medical research within the State of Arizona. ‹ Goal 2 Description: The Biomedical Research 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. Page 50 FY 2009 Actual To provide assistance to new and established researchers by offering a biannual workshop addressing timely information on research issues. Performance Measures Number of biannual workshop participants Number of inter-institutional collaborative projects submitted as a function of the total number of proposals received. All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 N/A 200 87/156 60/140 60/140 Arizona Biomedical Research Commission ‹ Goal 3 To inform medical researchers and others involved in health care in Arizona of research funding available through the Biomedical Research Commission (BRC). Performance Measures Number of Requests for Proposal (RFP) mailed DIA FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,009 1,000 1,000 Program Summary 3.0 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 research use. Description: $1 million dollars was appropriated from the General Fund annually 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 To establish a self-sustaining nonembryonic stem cell repository. Arizona Biomedical Research Commission All dollars are presented in thousands (not FTE). Page 51 Explaination: Agency Summary PDA 0.0 STATE CAPITAL POST CONVICTION PUBLIC DEFENDER Martin Lieberman, Director Phone: (602) 771-9000 FY11 estimate assumes no caseload enhancement fund. FY09 Actuals are a result of the suspension of expert review of cases and staff furloughs due to FY09 budget reduction. Filing of Petition for Post Conviction Relief. Explaination: Explaination: Mission: 2 2 FY09 Actuals are a result of the FY09 budget reduction causing staff furloughs and suspension of expert review of cases. Number of professional staff providing high quality representation to clients A.R.S.41-4301 0 4.5 4.5 3.5 FY11 estimate assumes no caseload enhancement fund and inability to renew FY10 grant. 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. These funds are deposited in the State General Fund. The Office 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 Office. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 753.0 700.0 Other Appropriated Funds 0.0 0.0 1,756.0 0.0 Other Non Appropriated Funds 0.0 137.0 0.0 Program Total 753.0 837.0 1,756.0 FTE Positions 6.0 6.0 14.0 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 28, 2009, there were eighteen inmates on death row without counsel; last year at this time, it was seventeen. It is anticipated that the numbers will increase as Maricopa County has an aggressive capital punishment policy. There are approximately one hundred and thirteen (113) capital cases pending as of July 2009 in the Maricopa County Superior Court. The Arizona Supreme Court estimates that it can decide approximately ten (10) death penalty appeals per year. In practice, however, it has averaged seven each year for the past four years. Because the Court affirms the death sentence in 80% of the cases, we can expect five or six new cases each year to be added to the list. As currently funded, the Office cannot absorb the caseload. The Office was awarded a one time grant for FY10 which allowed it to maintain pre-FY09 reduction staffing levels. That grant is not anticipated for FY11. Without additional appropriations, the Office will continue to be unable to meet its objectives. To provide high quality legal representation to clients ‹ Goal 1 assigned to the Agency Issue 1 Performance Measures Complete factual and legal investigation of case. Page 52 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 3 1 All dollars are presented in thousands (not FTE). Capital Post-Conviction Public Defender Performance Measures Agency Summary CSA 0.0 Number of replication applications received. STATE BOARD FOR CHARTER SCHOOLS Explaination: DeAnna Rowe, Executive Director Phone: (602) 364-3080 Performance Measures Number of charter contracts to be reviewed for consideration of renewal. Mission: To foster accountability in charter schools, which will improve student achievement through market choice. Explaination: 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 999.0 824.0 975.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 999.0 824.0 975.0 FTE Positions 8.0 8.0 10.0 ‹ Goal 2 Performance Measures Number of applications reviewed by staff for administrative completeness Explaination: FY 2011 Estimate 51 54 54 50 21 33 Number of sponsored charters with one or more sites in operation 361 20 31 31 5 5 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 54 61 0 54 61 To provide clear information and services to stakeholders. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 18 23 23 Number of workshops conducted 13 20 20 Number of information broadcast communications sent to charter representative via e-mail 52 57 57 8 10 10 95 95 95 6.96 7 7 Number of publications sent to stakeholders Percent of charter school attendees satisfied with information workshop content 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. Performance Measures Number of annual on-site monitoring visits Number of contract amendments processed annually Number of first and second year site visits Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 76 145 168 563 633 703 46 81 81 Operations and academic performance is monitored in first years of operation Number of five and 10 year reviews required 56 27 72 337 356 384 Number of annual complaints regarding sponsored schools 84 95 95 Number of disciplinary actions that resulted in withholding of funds 20 23 23 116 96 96 Number of Notices of Intents to Revoke issued 1 5 5 Number of charter schools voluntarily surrendering their contract 8 7 7 Number of Consent/Settlement Agreements entered into 1 5 5 Number of charter school contracts revoked 2 4 4 Number of charter school annual audits reviewed 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 384 5 11 12 12 4.8 4.2 3.6 404 475 504 533 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: 20 5 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: 51 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 Explaination: 51 This number reflects the total number of unique applications received. Number of applications reviewed by technical review panel Explaination: FY 2010 Estimate Applicants may submit an application more than once for review and technical assistance. Number of sponsorship applications received Explaination: FY 2009 Actual 5 Number of public meetings held Caseload Requirements and New Unfunded Mandates The various educational funding opportunities afforded the State through the American Recovery and Reinvestment Act (“ARRA”) to advance key educational improvement will require additional monitoring efforts by the Arizona State Board for Charter Schools (“Board”) as will the requirement for expansion of quality charter schools, both of which directly impact the Board’s already limited resources. In order to continue to promote quality charter schools, the Board must refine and maintain quality authorizing practices as a mechanism for sustained results. As such, the Board must sustain an organizational structure that commits the necessary human and financial resources for conducting its authorizing duties efficaciously. To approve quality applications and grant charters to ‹ Goal 1 qualified applicants. 5 Laws 1996, Ch. 356, Sec. 5 Duration of existing charters Performance Measures Strategic Issues: Issue 1 FY 2011 Estimate Review of academic, fiscal and contractual compliance history. Number of charter school renewal applications processed. Explaination: Description: FY 2010 Estimate Alternative application process for an existing charter to replicate. Number of replication applications approved. A.R.S. §§ 15-181 to 15-189 FY 2009 Actual 101,080 106,538 112,291 44 35 Total Average Daily Membership Number of new charter sites opening State Board for Charter Schools 36 All dollars are presented in thousands (not FTE). Page 53 Agency Summary CEA 0.0 BOARD OF CHIROPRACTIC EXAMINERS Patti Pritzl, Executive Director Phone: (602) 864-5088 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 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 459.0 477.0 453.0 0.0 0.0 0.0 Program Total 459.0 477.0 453.0 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 The enforcement workload for investigations and probationary monitoring has begun to exceed the human resources of the Agency. Complaint investigations average 130 per year. The investigations have found 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 30 to 50 probationary files at any point in time. The Agency has one full time and trained enforcement officer. Any cuts to staffing will prevent the agency from performing its most basic function. As it is, the agency has left an investigator position unfilled. 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 Page 54 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 Issue 5 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 to 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 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 and the agency has been able to obtain consistency in legal advise.. However, the demand exceeds the part time Assistant Attorney General services that the agency is able to afford. In addition, mandatory increases in expenses have now deleted the ability to maintain a contract with the Office of the Attorney General. It is anticipated that, based on past experience, the agency will experience delays in the conclusion of formal hearings, turn over in legal counsel and inconsistencies in advise that pose risk management concerns. Issue 7 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's 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 has eliminated the dedicated attorney general service contract, out-of-state travel for participation national regulatory planning and coordination, cut costs for supplies and postage, left and investigator position unfilled and now holds all hearings before the Board rather that the resource of the Office of Administrative Hearings. The agency is also unable to implement best practice strategies, such as encryption of Board material, has restricted services and is unable to implement new services as desired by the profession and the public. The agency will need to restrict expenses to within inadequate revenues to perform the mission of protecting the health, welfare and safety of the public. If the agency is unable to obtain a fee increase, loss of human resources will have further negative impact on the profession and the public. Issue 3 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 technology and unfunded legislative and administrative mandates require continued funding development and emphasize the need to retain current staff members who have demonstrated the ability to manage the agency IT needs since services through DOA or DOA contracts substantially increase costs. 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 increased. The salary appropriation for Board members does not reflect the level of time commitment that will be required to review each proceeding, 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 All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate State Board of Chiropractic Examiners Number of applications for licensure received Explaination: 83 100 This measure is used to assess future revenues. Average number of days between receipt of complete application and Board action Explaination: 25 20 20 This performance measure determines if the Board is meeting the licensing time frames required in law. Number of new licenses issued Explaination: 79 105 105 This measure identifies a trend that impacts revenue, staffing and resources planning Number of licenses issued prior to undisclosed conviction being identified Explaination: 0 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 2 100 2565 2,620 2,620 100 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 115 130 130 Percent of complaints resolved within 180 days of receipt with no hearing required 37 95 95 Average number of months to resolve a complaint by administrative hearing 7.7 8.0 8.0 Total number of investigations conducted 177 150 150 12 15 15 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 145679 150,000 150,000 32 50 50 0 5 5 Self-assessment surveys returned Percent of complaints filed with the Board which the Board found did not fall under its jurisdiction ‹ Goal 4 To ensure Board and staff competence and knowledge. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of survey responses which indicate that staff was knowledgeable and courteous in public communications 97 97 97 Administration as a percent of total cost 15 17 17 Performance Measures State Board of Chiropractic Examiners All dollars are presented in thousands (not FTE). Page 55 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 3,550.0 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. 3,500.0 Percent of cap spent on administration and enforcement (calendar years) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 3.5 7.0 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. Non-participating 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 19,642.0 27,206.0 27,206.0 Program Total 19,642.0 27,206.0 27,206.0 FTE Positions 6.0 6.0 6.0 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 2010 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 Number of certified participating candidates (calendar years) ‹ Goal 2 FY 2010 Estimate FY 2011 Estimate 127 155 123 To administer debates and develop a procedure for communicating candidate statements to the citizens of Arizona Performance Measures Percent of candidates submitting Page 56 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 200 155 123 All dollars are presented in thousands (not FTE). Citizens' Clean Elections Commission EPA Agency Summary 0.0 DEPARTMENT OF COMMERCE Don Cardon, 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 2009 Actual Program FY 2010 Estimate FY 2011 Estimate ¾ ADMINISTRATION AND 18,791.0 ¾ BUSINESS DEVELOPMENT ¾ WORKFORCE DEVELOPMENT ¾ COMMUNITY DEVELOPMENT 2,827.0 3,667.0 3,667.0 10,587.0 12,926.0 12,926.0 14,015.0 53,093.0 53,093.0 46,220.0 73,625.0 73,625.0 FINANCE Agency Total: 3,939.0 3,939.0 Abraxis BioScience, Inc.-- Grant on hold due to Turken opinion, but loan is proceeding Confidential Company -- Grant on hold due to Turken opinion, but loan is proceeding Frito Lay and Pinal County -- Loan and grant on hold due to Turken Chrysler and Mohave County -- Loan and grant are executed but cannot be paid out due to Turken General Motors and Yuma County -- Loan is executed but cannot be paid out due to Turken; grant is pending (See additional details under Funding Issues tab) As shown in the table, the grant/loan contracts for a few of these awards have been fully executed (Chrysler, Mohave County and Yuma County). The rest were being drafted and/or negotiated when the Court of Appeals decision in Turken v. Gordon was issued in late December, 2008. The defendants in the case (City North et al) quickly indicated they planned to appeal the decision to the Arizona Supreme Court. Because this opinion dramatically changes the interpretation of the “gift clause” in the Arizona Constitution, in February, 2009, the members of the CEDC voted to put ALL awards on hold pending the Supreme Court’s resolution/action on Turken v. Gordon. Currently, oral arguments are scheduled before the Court on September 30, 2009. Because of the CEDC’s own action to put all awards on hold due to Turken, several contracts are still pending and have not been executed. However, the companies have all relocated and are creating jobs as promised. As such, we anticipate that sweeping these funds will expose the state to claims and potential legal action. In addition, it appears loans are not impacted by Turken, so we will be proceeding to close the loan portion of the awards. To protect the State from legal claims, poor public relations in the corporate environment and political issues with the local governments partnering with the CEDC on these awards, Commerce requests that no further funds be swept from the CEDC. Issue 2 Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 4,013.0 6,512.0 6,512.0 Other Appropriated Funds 2,607.0 4,673.0 4,673.0 Other Non Appropriated Funds 39,600.0 62,440.0 62,440.0 Program Total 46,220.0 73,625.0 73,625.0 FTE Positions 142.0 148.0 148.0 Strategic Issues: Commerce and Economic Development Commerce (CEDC) - Commerce believes there is a high probability additional sweeps of the CEDC Fund will result in claims of “detrimental reliance” and possibly legal action. Background: The monies in the CEDC Fund have long been appropriated for purposes other than those for which it was created, primarily to fund portions of the agency. As a result, Arizona is at a competitive disadvantage when recruiting new companies because there are extremely limited “deal closing” funds available. This contrasts with Arizona’s competitor states, which have significantly greater resources for business attraction, and we often lose great companies to New Mexico, Texas and Oregon. In FY 10, revenues of approximately $3.8 mil are projected to be received by the CEDC, but over $4 mil will be appropriated out. In addition, approximately $7 mil has been swept from the CEDC over the last two fiscal years. As a result, the fund has currently shut down operations. Issue 1 However, $3.3 mil has been encumbered and set aside for five deal closing awards made prior to FY 09 that will result in roughly 800 jobs throughout the State over five years (see table below). These awards are scheduled to be paid out after five years and only after the company proves they created the jobs at the promised salaries. As a result, by design, these funds have been, and will continue to be, pending in the CEDC Fund: Department of Commerce Job Training Program - Not Currently Operational Arizona’s ability to attract new economic investment to our state is strengthened through the creation of more high-skill jobs that are locally and globally competitive and diverse. Arizona’s Job Training Program helps address the lack of job-specific skills and low per capita income levels by partnering with the private sector to provide funding for customized job training. Effective January 1, 2001, a 0.10% Job Training Tax was imposed on employers on the first $7,000 in taxable wages paid to each employee in a calendar year. In FY 2009, legislation was passed that authorized the transfer of $22,217,200 from the Job Training Fund to the general fund to help offset the State’s FY2009 budget shortfall. Pursuant to Arizona Administrative Code R20-1-205, the Department cannot award a grant to an employer that meets the eligibility criteria unless sufficient funds are available. Therefore, this Program is on hold until further notice. Greater Arizona Development Authority (GADA) - Near the end of its bonding capability. Since FY 2008, GADA has experienced $6,267,100 in legislative fund sweeps, with $1,654,400 in legislative sweeps currently pending for FY 2010. This situation has been exacerbated by the Lehman Brothers bankruptcy which impacted GADA through a $22,409 loss. Program impacts have been a 72% reduction in its ability to provide Technical Assistance Grants and Loans, a 100% reduction in its ability to provide cost of issuance Financial Assistance, and the program is coming close to an inability to pursue bonding entirely due to the requirement to maintain the Pledged Collateral Reserve Fund (PCRF). Per ARS §41-1554.07 and ARS §41-1554.09 GADA is mandated to maintain a minimum amount of funding in this account, pledged to bondholders as security. The combination of legislative funding sweeps over the past several years and the economic downturn has essentially put GADA near the end of its bonding capability in an effort to simply maintain the PCRF. Issue 3 Issue 4 Military Installation Fund (MIF) - Contract commitments are at risk. All dollars are presented in thousands (not FTE). Page 57 In December 2003, the Governor’s Military Facilities Task Force put forth twenty-seven recommendations to ensure long-term retention of the State’s military facilities so that they may continue to perform their vital national defense functions and maintain their critical role in the State economy. The Military Installation Fund (MIF) was the mechanism created to compensate willing landowners within the territory of Arizona’s military airports, military facilities, and operating areas to ensure compatible land use around Arizona’s military installations. Beginning in Fiscal Year 2004-2005, $4.825 million dollars was identified to be appropriated from the State General Fund for this 20-year MIF program. Military operations within Arizona represent a substantial and valuable industry and comprise one of the State’s most important economic engines and sources of recession proof annual revenue. According to the July 2008 Maguire Company study, $9.12 billion in annual revenue is generated and 96,328 direct and indirect jobs. Unfortunately, the MIF has experienced a combination of both no annual appropriation to support land acquisition and jurisdictional preservation projects and legislative fund sweeps totaling $5,651,200 since FY08. The result has brought this critical program to a standstill at a time when Arizona is on the short list to be a beddown location (Luke AFB) for the F35 Joint Strike Fighter. Not having an active military industry preservation mechanism could be perceived by the Department of Defense as a lack of support. Bond Fund (Private Activity Bonds) - State liability due to fund sweeps. Since passage of the Deficit Reduction Act of 1984, the Arizona Department of Commerce has been statutorily responsible for allocating the state ceiling for Private Activity Bonds (PAB) in accordance with ARS §35-901 through §35-913. The statutes define five pools for bonding as follows: Commerce Director’s Discretion, Mortgage Revenue Bonds and Mortgage Credit Certificates Programs, Student Loan Program, Manufacturing - Qualified Residential Rental (Multi-Family), and All Other. Issue 5 The Private Activity Bond Program has relied heavily on application fees and the non-refundable confirmation fees collected to be able to administer the program. The Industrial Development Authorities (IDAs) located throughout the state that issue the bonds cannot issue them without receiving an allocation of the bond volume cap from Commerce. The $1,142,700 FY2009 legislative fund sweep (SB1001) resulted in virtually no funds to operate the Private Activity Bond program . Historically, the amount collected in application fees and confirmation fees has been larger than the amount used to operate the program. The current economic downturn has translated to decreased activity such that it is not anticipated that the PAB program will have the ability to generate revenue as it has in the past. Currently, the majority of the PAB fund represents refundable security deposits that are being held in “escrow” pending bond closing transactions. Future legislative fund sweeps would put the State at liability, as the balance remaining comprises obligated funds. These are refundable security deposits that are legally required to be paid back to the bond applicant once they have closed bond transactions. Any additional fund sweeps would result in the State’s inability to pay back these funds. EPA 1.0 Program Summary ADMINISTRATION AND FINANCE This Program Contains the following Subprograms: 4 4 4 Administration Planning, Research and Policy Finance Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate 394.0 394.0 377.0 721.0 721.0 Other Non Appropriated Funds 16,466.0 2,824.0 2,824.0 Program Total 18,791.0 3,939.0 3,939.0 FTE Positions 57.0 55.0 55.0 EPA Subprogram Summary 1.1 ADMINISTRATION Jerry Ewing, Deputy Director Phone: (602) 771-1162 A.R.S. §§ 41-1504 et. seq. Mission: 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 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,146.0 93.0 93.0 57.0 368.0 368.0 673.0 1,408.0 1,408.0 Program Total 1,876.0 1,869.0 1,869.0 FTE Positions 16.0 18.0 18.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide high level, cost effective customer service to Department of Commerce internal customers. Performance Measures Percent of surveys marked "very good" or "excellent" from annual survey of Administration Division's internal customers FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 78 78 80 To provide the Department with reliable information systems. Performance Measures Percentage of network up-time A.R.S. § 41-1504 FY 2010 Estimate 1,948.0 Other Appropriated Funds ‹ Goal 2 Jerry Ewing, Deputy Director Phone: (602) 771-1162 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 99 99 Mission: 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. Page 58 All dollars are presented in thousands (not FTE). Department of Commerce EPA Subprogram Summary 1.2 EPA Subprogram Summary 1.3 PLANNING, RESEARCH AND POLICY FINANCE Lisa Danka, Assistant Deputy Director Phone: (602) 771-1165 Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 A.R.S. §§ 41-1504, 41-1505 A.R.S. § 41-1504 Mission: 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. To provide quality management of financial incentive programs and offer technical expertise in support of the Agency's economic development goals. Description: Description: 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 554.0 301.0 301.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,783.0 1,412.0 1,412.0 Program Total 2,337.0 1,713.0 1,713.0 FTE Positions 29.0 27.0 27.0 Other Appropriated Funds ‹ Goal 1 To ensure information and resources that are strategic, timely, useful and relevant to stakeholders. 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate NA 86 86 676 630 640 Number of Populations Statistics Unit Page website hits 23,532 24,000 24,500 Number of Labor Market Information training and presentations statewide. 17 15 15 Number of Labor Market Information website visits. 248,467 250,000 250,000 Department of Commerce 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 248.0 0.0 0.0 Other Appropriated Funds 320.0 353.0 353.0 Other Non Appropriated Funds 14,010.0 4.0 4.0 Program Total 14,578.0 357.0 357.0 FTE Positions 12.0 10.0 10.0 ‹ Goal 1 To administer the Private Activity Bond program fairly and consistently. ‹ Goal 2 To administer the Enterprise Zone program fairly and effectively. Performance Measures Total number of jobs created by companies participating in the Enterprise Zone program Capital investment made by companies participating in Enterprise Zone program (property tax and income tax programs) (in millions) All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,639 4,900 5,000 232 275 300 Page 59 EPA (includes phone, walk-in, mail, fax and online program, and emails) Program Summary 2.0 BUSINESS DEVELOPMENT EPA Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 GLOBAL BUSINESS DEVELOPMENT Sandra Watson, Assistant Deputy Director A.R.S. §§ 41-1504 et. seq. Phone: (602) 771-1215 Mission: A.R.S. §§ 41-1502 to 41-1505 To enhance Arizona's global competitiveness, creating jobs and a higher standard of living for Arizonans. Description: 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: 4 4 Subprogram Summary 2.2 Mission: To provide state leadership to attract and expand businesses and investments that create quality jobs, expand the tax base, and diversify 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) Business Assistance Center General Funds Global Business Development Other Appropriated Funds Funding and FTE Summary: (Thousands) FY 2010 Estimate FY 2011 Estimate 889.0 781.0 781.0 1,670.0 2,781.0 2,781.0 268.0 105.0 105.0 Program Total 2,827.0 3,667.0 3,667.0 FTE Positions 24.0 26.0 26.0 Other Appropriated Funds Other Non Appropriated Funds Subprogram Summary 2.1 BUSINESS ASSISTANCE CENTER Sandra Watson, Senior Director Phone: (602) 771-1215 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 Actual FY 2010 Estimate 0.0 0.0 0.0 727.0 727.0 0.0 0.0 0.0 Program Total 500.0 727.0 727.0 FTE Positions 8.0 8.0 8.0 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 60 781.0 781.0 2,054.0 2,054.0 268.0 105.0 105.0 Program Total 2,327.0 2,940.0 2,940.0 FTE Positions 16.0 18.0 18.0 ‹ Goal 1 To create opportunities that increase market penetration of Arizona products and services internationally FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of substantive export and trade related technical assistance sessions provided to export-ready, growth-potential companies and individuals 130 110 100 Number of trade events (trade shows, trade missions, conferences and workshops) 97 80 80 291 250 250 Percentage of companies rating service as "important" or "very important" to the ability of their business to access foreign markets NA 85 85 Customer satisfaction rating for business development program (Percentage rating services as good or excellent). 90 85 85 Performance Measures ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 36,185 40,000 40,000 To promote foreign investment in Arizona. Performance Measures Potential foreign investors attracted to Arizona for site visits ‹ Goal 3 FY 2011 Estimate 500.0 Other Appropriated Funds FY 2011 Estimate 889.0 Number of companies participating in trade events A.R.S. §§ 41-1504 et. seq. FY 2010 Estimate 1,170.0 Other Non Appropriated Funds FY 2009 Actual General Funds EPA FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7 6 6 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2 5 5 Locate/expansion capital investment (in millions) 2,552 412 412 Average hourly wage rate per job 22.62 19.00 19.00 Performance Measures Number of companies recruited to rural locations Explaination: Based on companies receiving business development assistance. Jobs created by companies utilizing Commerce Business Development programs Number of new company relocations, expansions All dollars are presented in thousands (not FTE). 2,649 3,000 3,000 40 NA NA Department of Commerce Number of workers under contract to be trained EPA Program Summary 3.0 Explaination: A.R.S. § 41-1504 EPA Mission: To provide state leadership that enhances and develops the Arizona workforce resulting in quality jobs, economic prosperity, and increased 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. This Program Contains the following Subprograms: Job Training Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 240.0 FY 2011 Estimate 2,822.0 0.0 100.0 100.0 10,347.0 10,004.0 10,004.0 Other Appropriated Funds Other Non Appropriated Funds 2,822.0 Program Total 10,587.0 12,926.0 12,926.0 FTE Positions 18.0 17.0 17.0 EPA Subprogram Summary 3.1 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. Description: 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. FY 2009 Actual General Funds To promote economic prosperity by providing qualified businesses with the resources to train and develop Arizona’s workforce. 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. FY 2011 Estimate 84.0 2,632.0 2,632.0 0.0 100.0 100.0 Other Non Appropriated Funds 10,243.0 9,872.0 9,872.0 Program Total 10,327.0 12,604.0 12,604.0 FTE Positions 14.0 12.0 12.0 ‹ Goal 1 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 Department of Commerce FY 2009 Actual FY 2010 Estimate 41 10 FY 2011 Estimate 190.0 0.0 0.0 0.0 Other Non Appropriated Funds 104.0 132.0 132.0 Program Total 260.0 322.0 322.0 FTE Positions 4.0 5.0 5.0 ‹ Goal 1 EPA 190.0 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. Number of workers in registered apprenticeship programs Mission: FY 2010 Estimate 156.0 Other Appropriated Funds Phone: (602) 771-1215 Other Appropriated Funds 25 Phone: (602) 771-1215 Performance Measures A.R.S. §§ 41-1541 to 41-1544 General Funds 25 A.R.S. § 41-1504 Percentage of registered programs with rural employers FY 2010 Estimate 9 APPRENTICESHIP SERVICE Number of active registered programs FY 2009 Actual 1,000 Sandra Watson, Assistant Deputy Director JOB TRAINING Sandra Watson, Assistant Deputy Director Funding and FTE Summary: (Thousands) 400 Subprogram Summary 3.2 Funding and FTE Summary: (Thousands) Apprenticeship Service 7,500 1,799 Percent of Job Training Funds distributed to Small Business Phone: (602) 771-1215 1,000 Forecasted to go through training to increase their job skills. Number of new jobs created as a result of the grant program WORKFORCE DEVELOPMENT Sandra Watson, Assistant Deputy Director 4 4 6,930 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 115 125 130 30 35 35 3,945 5,000 5,000 Program Summary 4.0 COMMUNITY DEVELOPMENT Deb Sydenham, Assistant Deputy Director Phone: (602) 771-1127 A.R.S. § 41-1504, 41-1515, 41-1554, 41-1519 Mission: To build a foundation for a healthy and sustainable economy by providing coordinated technical and financial assistance to Arizona cities, towns, counties, tribal communities and local partners. Description: The Community Development and Finance 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. FY 2011 Estimate 60 All dollars are presented in thousands (not FTE). Page 61 This Program Contains the following Subprograms: 4 4 4 4 EPA Small Community Development GREATER ARIZONA DEVELOPMENT AUTHORITY Greater Arizona Development Authority Motion Picture Development Deb Sydenham, Assistant Deputy Director Phone: (602) 771-1127 Energy Development and Utilization Funding and FTE Summary: (Thousands) FY 2009 Actual Subprogram Summary 4.2 A.R.S. § 41-1554 FY 2010 Estimate FY 2011 Estimate General Funds 936.0 2,515.0 2,515.0 Other Appropriated Funds 560.0 1,071.0 1,071.0 Other Non Appropriated Funds 12,519.0 49,507.0 49,507.0 Program Total 14,015.0 53,093.0 53,093.0 FTE Positions 43.0 50.0 50.0 Mission: To provide technical assistance and low-cost financing solutions to assist Arizona communities and tribal governments with development of public infrastructure projects that enhance communities and economic development. Description: The Greater Arizona Development Authority assists local communities and tribal governments in developing and financing public infrastructure projects. EPA Subprogram Summary 4.1 Funding and FTE Summary: (Thousands) SMALL COMMUNITY DEVELOPMENT FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Deb Sydenham, Asst Deputy Director Phone: (602) 771-1127 General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 A.R.S. § 41-1502, 41-1505, 41-1516, 41-1519 Other Non Appropriated Funds 320.0 355.0 355.0 Mission: Program Total 320.0 355.0 355.0 To build the foundation for a healthy and sustainable economy by providing coordinated technical and financial assistance to rural Arizona cities, towns, counties, tribal communities and local partners. FTE Positions 2.0 2.0 2.0 ‹ Goal 1 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 2009 Actual FY 2010 Estimate FY 2011 Estimate To increase development of public infrastructure projects by improving access to capital markets for communities with low and non-investment grade bond ratings. Performance Measures Amount of financial assistance (in millions) loaned to cities, towns, counties, and special districts Amount of savings (in millions) for cities, towns, counties, tribes, and special districts from participation in the GADA program over private financing FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 43.3 40.0 40.0 5,826 3,500 3,500 General Funds 632.0 2,515.0 Other Appropriated Funds 560.0 885.0 885.0 Other Non Appropriated Funds 5,874.0 3,400.0 3,400.0 EPA Program Total 7,066.0 6,800.0 6,800.0 FTE Positions 17.0 14.0 14.0 MOTION PICTURE DEVELOPMENT Jaye O'Donnell, Senior Director ‹ Goal 1 2,515.0 0.0 To enhance technical and financial resources of stakeholders in rural Arizona to strengthen statewide economic and community vitality. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of REDI-certified (rural) communities currently implementing local/regional economic development efforts 44 46 47 Number of active Main Street communities implementing strategic plans 15 15 15 Performance Measures ‹ 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 Page 62 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 220 150 150 92 90 90 4.3 Subprogram Summary Phone: (602) 771-1124 A.R.S. §§ 41-1504 et. seq. 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. 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. All dollars are presented in thousands (not FTE). Department of Commerce Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 304.0 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 304.0 0.0 0.0 FTE Positions 3.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 40 NA NA Number of projects attracted or facilitated EPA Subprogram Summary 4.4 ENERGY DEVELOPMENT AND UTILIZATION Jim Arwood, Assistant Deputy 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. This office also manages new federal-state energy programs created through ARRA. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 186.0 186.0 Other Non Appropriated Funds 6,325.0 45,752.0 45,752.0 Program Total 6,325.0 45,938.0 45,938.0 FTE Positions 21.0 34.0 34.0 ‹ Goal 1 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Estimated present value of energy/dollars saved (in millions) by encouraging the incorporation of building science principles 173 180 180 Number of rural communities participating in the Municipal Energy Management Program/Community Energy Program. na na na Performance Measures Department of Commerce All dollars are presented in thousands (not FTE). 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: The 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 multi-housing 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 125.0 308.0 308.0 Program Total 125.0 308.0 308.0 FTE Positions 0.0 0.0 0.0 Strategic Issues: The CNA will spend FY10 refining the Constable Code of Conduct and will continue to improve upon ways to resolve citizen complaints against constables. To revise the Arizona Constable Code of Conduct ‹ Goal 1 Issue 1 Performance Measures The number of revisions made to the Constable Code of Conduct. ‹ Goal 2 FY 2010 Estimate FY 2011 Estimate 0 15 0 To adopt rules governing the operation of the Board Performance Measures The number of rules adopted in fiscal year ‹ Goal 3 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 4 0 To investigate and resolve complaints against constables FY 2009 Actual FY 2010 Estimate FY 2011 Estimate The number of citizen complaints against constables received by the Board. 3 5 7 The number of citizen complaints against constables resolved by the Board. 3 5 7 Performance Measures ‹ Goal 4 To distribute grants for constable training & equipment Performance Measures The number of grants awarded. ‹ Goal 5 FY 2010 Estimate FY 2011 Estimate 24 40 35 To ensure compliance with constable training reporting requirements Performance Measures Number of constables reporting approved training. Page 64 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 60 93 93 All dollars are presented in thousands (not FTE). Constable Ethics Standards and Training Board Agency Summary RGA 0.0 Program Summary RGA 1.0 REGISTRAR OF CONTRACTORS REGULATORY AFFAIRS William Mundell, Director Phone: (602) 542-1525 Wilma Himel, Assistant Director Administration Phone: (602) 542-1525 A.R.S. § 32-1101 A.R.S. § 32-1101 Mission: 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. To protect the health, safety, and welfare of the public by ensuring regulations and workmanship standards governing residential and commercial construction are being enforced, while maintaining a high level of service to all stakeholders. Description: The agency licenses and regulates residential and commercial contractors and investigates and resolves complaints against licensed and unlicensed contractors. The agency also administers the Residential Contractors' Recovery Fund, which reimburses residential property owners for poor workmanship or non-performance by a licensed residential contractor. FY 2009 Actual Program ¾ REGULATORY AFFAIRS ¾ RECOVERY FUND Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2011 Estimate 10,363.0 12,233.0 12,317.0 7,306.0 6,249.0 6,250.0 17,669.0 18,482.0 18,567.0 FY 2011 Estimate 0.0 0.0 0.0 10,363.0 12,233.0 12,317.0 7,306.0 6,249.0 6,250.0 Program Total 17,669.0 18,482.0 18,567.0 FTE Positions 155.0 155.0 155.0 Other Appropriated Funds Other Non Appropriated Funds Funding and FTE Summary: (Thousands) 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 statue, 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 services 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. FY 2011 Estimate 0.0 0.0 0.0 12,233.0 12,317.0 0.0 0.0 0.0 Program Total 10,363.0 12,233.0 12,317.0 FTE Positions 145.0 145.0 145.0 Other Non Appropriated Funds ‹ Goal 1 To process applications for new and renewal licenses in an efficient, thorough and timely manner. Performance Measures Total number of contractors licensed in state Percent of licensing customers indicating they received excellent service ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 60,094 63,527 65,629 81 84 83 To protect the health, safety, and welfare of the public the Inspections Department seeks to enforce the laws, regulations, and standards governing construction contracting through investigating complaints in a timely, fair and uniform manner. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 11,204 12,453 12,969 7,527 8,185 8,445 Average number of days from receipt of licensed complaint to conduct jobsite inspections 31 38 41 Percent of inspections customers indicating they received excellent service 84 81 80 Performance Measures Complaints received - licensed contractors Total complaints closed through compliance ‹ Goal 3 To process complaints that are not resolved during the inspection process in a fair and expeditious manner through a process that may include an administrative hearing. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of cases resulting in a citation for hearing 5,257 5,039 5,411 Total number of disciplinary license revocations and suspensions 2,418 2,164 2,297 Performance Measures ‹ Goal 4 To protect the health, safety, and welfare of the public the Investigations Department investigates allegations of unlicensed contracting in a timely, fair and uniform manner. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,313 2,160 2,138 Average number of days per complaint from receipt to investigation completion 26 32 32 Percent of investigations customers indicating they received excellent service 95 98 100 Performance Measures Number of complaints received unlicensed contractors Registrar of Contractors FY 2010 Estimate 10,363.0 Strategic Issues: Issue 1 FY 2009 Actual Other Appropriated Funds FY 2010 Estimate FY 2010 Estimate The program licenses and regulates residential and commercial contractors. General Funds ($ Thousands) Agency Summary: Description: All dollars are presented in thousands (not FTE). Page 65 ‹ Goal 5 To improve internal operational efficiency; enable timely generation of reports, electronic sharing of data, and exchange of information with other state agencies and the public. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of unique visitors to agency website 595,443 656,741 693,402 Incoming telephone calls to the agency 253,119 316,887 325,908 Performance Measures Program Summary RGA 2.0 RECOVERY FUND Tyler Palmer, Audit & Planning Mgr Phone: (602) 771-6710 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 7,306.0 6,249.0 6,250.0 Program Total 7,306.0 6,249.0 6,250.0 FTE Positions 10.0 10.0 10.0 ‹ Goal 1 To provide equitable financial restitution, in a timely manner, to persons financially injured as a result of workmanship of a licensed residential contractor. Performance Measures Claims closed with payout Page 66 0.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 517 545 557 All dollars are presented in thousands (not FTE). Registrar of Contractors Agency Summary CCA 0.0 CORPORATION COMMISSION Ernest G. Johnson, 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 2010 or 2012. 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, pipeline and railroad safety, 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 2009 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,894.0 3,018.0 3,018.0 1,500.0 1,561.0 1,566.0 5,264.0 5,091.0 5,133.0 6,609.0 5,240.0 5,240.0 628.0 680.0 690.0 1,657.0 1,685.0 1,695.0 6,534.0 6,386.0 6,829.0 1,858.0 1,914.0 1,914.0 2,875.0 2,809.0 2,603.0 29,819.0 28,384.0 28,688.0 FY 2010 Estimate FY 2011 Estimate 4,213.0 638.0 648.0 24,948.0 26,910.0 27,194.0 658.0 836.0 846.0 Program Total 29,819.0 28,384.0 28,688.0 FTE Positions 331.0 311.0 311.0 Develop and strengthen human resources within the Agency. 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) General Funds Continue modernization of Agency 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 2011 Estimate 116.0 0.0 0.0 3,018.0 3,018.0 0.0 0.0 0.0 Program Total 2,894.0 3,018.0 3,018.0 FTE Positions 24.0 29.0 29.0 ‹ Goal 1 To ensure all matters coming before the Commission are resolved in a timely manner, in accordance with administrative procedures. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of open meetings held 111 120 130 Agenda items considered 666 750 800 2,344 3,000 3,000 72 60 60 Claims processed Revenue deposited with the Treasurer (in millions) ‹ Goal 2 To provide business services to all Divisions. Performance Measures Purchase orders issued Corporation Commission FY 2010 Estimate 2,778.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 483 600 600 Page 67 Program Summary CCA 3.0 Program Summary CCA 2.0 CORPORATIONS HEARINGS Lyn A. Farmer, Chief Hearing Officer Jeff Grant, Interim 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 1,500.0 1,561.0 1,566.0 0.0 0.0 0.0 Program Total 1,500.0 1,561.0 1,566.0 FTE Positions 18.0 16.0 16.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 Procedural Orders issued 648 650 650 Proposed Orders issued 195 180 180 Performance Measures Rehearings granted - Hearing Officer's error ‹ Goal 2 To provide timely and efficient docket services to regulated utilities and consumers. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Open Meeting items processed 790 900 900 Filings docketed (in thousands) 9.9 11 11 Number of Decisions 796 900 900 Performance Measures 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 Tucson Office, however, may be closed due to ongoing budget difficulties. 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 2010 Estimate FY 2011 Estimate General Funds 2,743.0 0.0 0.0 Other Appropriated Funds 2,521.0 5,091.0 5,133.0 0.0 0.0 0.0 Program Total 5,264.0 5,091.0 5,133.0 FTE Positions 88.0 80.0 80.0 Other Non Appropriated Funds ‹ Goal 1 Page 68 FY 2009 Actual To provide customers with timely processing of their All dollars are presented in thousands (not FTE). Corporation Commission ‹ Goal 5 business documents. To continually improve customer service and customer satisfaction. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 Performance Measures Percent regular achieved within 30 business days 98 100 100 Overall satisfaction score from customer surveys 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 3-6 585,789 625,000 665,000 Performance Measures Percent expedited achieved within 5 business days Total active corporations and Limited Liability Corporations recorded Total filings 207,378 FY 2009 Actual 210,000 FY 2010 Estimate 220,000 FY 2011 Estimate Average turnaround time (days) for normal Annual Reports 21 27 26 Average turnaround time (days) for expedited Annual Reports 3 3 3 156,479 160,000 170,000 70,012 85,000 100,000 Performance Measures Annual reports filed Number of e-filed Annual Reports ‹ Goal 2 To provide customers the most expedient public information services possible. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total Number Offered - Corporate Filings 6,897 9,000 9,000 Total Answered-Corporate Filings Section 4,257 4,500 4,500 Total Number Offered - Records Section/ call center 125,176 130,000 130,000 Total Answered- Records Section/ call center 102,464 110,000 110,000 Total Number Offered - Annual Reports 26,312 29,000 29,000 Total Answered-Annual Reports Section 24,856 27,000 27,000 Performance Measures Tucson Office Calls Answered 18,900 20,000 20,000 150,477 152,000 155,000 0 FY 2009 Actual 200,000 FY 2010 Estimate 217,500 FY 2011 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 35,965 FY 2009 Actual 37,000 FY 2010 Estimate 38,000 FY 2011 Estimate 65,128 75,000 76,000 2,770 3,250 3,450 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: 3,624 2,900 100.7 40 43 14.7 70 72 14,892 9,700 9,750 Corp Records images (in thousands) Total number of image downloads (in thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 172,141 180,000 180,000 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Initial Processing Section documents scanned 325,704 315,000 290,000 Division checks processed 138,424 Performance Measures Total mail received - division-wide, including faxes Performance Measures ‹ Goal 4 145,000 To expand training opportunities for division staff members. Performance Measures General in-house class hours Class hours per full-time equivalent (FTE) Corporation Commission FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 325 1,725 1,725 5.65 22.1 22.1 7.7 7.7 SECURITIES 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 768.0 0.0 0.0 5,754.0 5,090.0 5,090.0 87.0 150.0 150.0 Program Total 6,609.0 5,240.0 5,240.0 FTE Positions 63.0 55.0 55.0 Other Non Appropriated Funds ‹ Goal 1 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. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Applications/filings 23,322 20,000 20,000 Registrations/exemptions 24,811 21,000 21,000 1,408 1,750 1,750 0 2 2 1.5 1.5 1.5 Exemptions (Rule 126) Pre-Filing Conference Number of months required to review applications Other Exemptions Name Changes 82 125 125 2,155 2,000 2,000 Dealer Examination 27 30 30 Dealer Registration 2,175 2,000 2,000 155,317 150,000 150,000 378 350 350 4,988 3,000 3,000 IA Examinations 26 35 35 Public Educational Programs 50 55 55 Legislative Initiatives 1 0 0 No Action Letters 2 3 3 Regulatory Initiatives 1 2 2 Training Programs 6 8 8 48 50 50 Salesman Registration IA Registrations 140,000 7.6 Matthew Neubert, Director 3,000 To streamline and improve internal customer related administrative/ operational functions FY 2011 Estimate Program Summary CCA 4.0 Changed count from "hundreds" to "thousands" in FY08. Annual Report Hits (in thousands) FY 2010 Estimate (on scale of 1-8; 8=high) Other Appropriated Funds Corp. Filings Forms (in thousands) ‹ Goal 3 Explaination: FY 2009 Actual IAR Registrations Legal Research & Analysis Projects All dollars are presented in thousands (not FTE). Page 69 ‹ Goal 2 To reduce the public investor losses and protect Arizona's reputation from damage caused by fraudulent sales and services peddled to victims by unlicensed and unregistered frauds. Performance Measures Number of complaints Enforcement action: investigations initiated Enforcement action: subpoenas issued 648.0 42.0 42.0 0.0 0.0 0.0 Program Total 628.0 680.0 690.0 300 FTE Positions 7.0 6.0 6.0 ‹ Goal 1 362 250 250 55 45 45 Commission Order: Cease and Desist 48 35 35 Commission Order: FinesRespondents 70 50 50 Commission Order: Restitution Respondents 62 40 40 1 5 5 Civil Cases - initiated Number of indictments - True Bills Other Appropriated Funds Other Non Appropriated Funds To promote and ensure the safe operation of Arizona railroads. Performance Measures 1,200 1,200 2,891 3,000 3,000 160 7 7 3 3 Civil Proceedings: Open at Year End 1 5 5 120 50 50 3 5 5 Administrative Proceedings: Number Respondents 111 45 45 Administrative Proceedings: Initiated 45 20 20 1 10 10 Number Criminal Defendants Indicted 20 10 10 Criminal Restitution Orders 19 8 8 Operation Lifesaver presentations Defendants Pleas and Convictions 25 8 8 HazMat Accidents/Incidents Investigations Closed 43 25 25 Investigations Open at Year End 82 70 70 Number Respondents: Commission Orders 97 65 65 Locomotive units inspected 213 160 Operating practices inspections 154 140 140 4,035 4,000 4,000 Hazardous materials inspections Grade crossing inspections 207 300 300 Industrial spur track inspections 12 18 18 Federal violations filed 28 30 30 Derailments 13 20 20 Number of grade crossing accidents 35 35 35 1 2 2 Grade crossing complaints 24 30 30 Other complaints 12 15 15 2 3 3 11 12 12 Other accidents ‹ Goal 2 To ensure the Commission role in rail/highway grade crossings safety is effectively performed. Performance Measures Grade crossings improved CCA 5.0 Program Summary RAILROAD SAFETY Phone: (602) 262-5601 FY 2011 Estimate 12 12 1 1 1 Signal & Train control inspections 3 10 10 143 500 500 Program Summary PIPELINE SAFETY Mission: Robert Miller, Supervisor 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. A.R.S. §§ 42-201 et. seq. Phone: (602) 262-5601 Mission: 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 FY 2010 Estimate 13 CCA 6.0 A.R.S. §§ 42-201 et. seq. FY 2009 Actual New Grade Crossings Installed Signal system components inspected Brian Lehman, Supervisor FY 2011 Estimate 1,125 1 Civil Proceeding Initiated : Number Defendants FY 2010 Estimate Freight cars inspected 20 To Hearing FY 2009 Actual Miles of railroad track inspected Civil Proceedings: Closed Total Examinations Under Oath FY 2011 Estimate 638.0 FY 2011 Estimate General Funds FY 2010 Estimate 42.0 FY 2010 Estimate 300 FY 2009 Actual 586.0 FY 2009 Actual 524 Funding and FTE Summary: (Thousands) 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate Program Summary CCA 7.0 UTILITIES 0.0 0.0 0.0 1,184.0 999.0 999.0 473.0 686.0 696.0 Steve Olea, Director Phone: (602) 542-4251 Program Total 1,657.0 1,685.0 1,695.0 A.R.S. § 40-201 et. seq. FTE Positions 18.0 17.0 17.0 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 2009 Actual Performance Measures Fines collected (in thousands) Total intrastate inspections Violations: Intrastate (major operators only) Explaination: FY 2010 Estimate FY 2011 Estimate 131.5 50 50 73 100 100 143 75 75 Prior years include master meter operators Violations: Master Meter 1,234 1,200 1,200 Total master meter inspections 1,448 1,400 1,400 Total number code compliance inspections 1,521 1,500 1,500 200 Total Bluestake violations written 199 200 Random Bluestake inspections 52 60 60 Seminars/Public awareness meetings held 25 30 30 289 400 400 1 0 0 17 25 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 2010 Estimate FY 2011 Estimate 143 100 100 0 2 0 17/265 17/325 17/325 19/2,115 20/2,000 20/2,000 1,314 1,400 1,400 Renewal of interstate agreement for gas and liquid 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 670 traditional utilities (this covers over 700 systems). 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2 2 2 Development/updating of training courses for staff FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 6 6 FY 2011 Estimate 0.0 0.0 6,386.0 6,829.0 98.0 0.0 0.0 Program Total 6,534.0 6,386.0 6,829.0 FTE Positions 72.0 68.0 68.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 669 675 675 28 35 35 271 420 460 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 Reseller applications filed ESP applications filed FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9 10 10 20 20 20 0 5 5 Certifications processed: CLECs 12 15 15 Certifications processed: Resellers 16 20 20 0 0 5 52 70 80 Certifications processed: ESPs CLEC interconnection agreements processed ‹ Goal 3 To maximize the Division's operating efficiency through modernization of electronic processing and enhancing the Division's Information Technology. Performance Measures Consumer complaints/requests submitted electronically ‹ Goal 4 Corporation Commission FY 2010 Estimate 0.0 To maintain and improve the professional skills of the ACC pipeline staff. Performance Measures FY 2009 Actual 6,436.0 Other Appropriated Funds Other Non Appropriated Funds To receive and maintain an interagency agreement with the Federal Dept. of Transportation to ensure safe operations of interstate pipeline. Performance Measures ‹ Goal 4 FY 2009 Actual Mission: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 11,690 12,800 14,000 To maintain public involvement, accessibility and regulatory oversight by conducting workshops, forums and community outreach programs. All dollars are presented in thousands (not FTE). Page 71 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 26 29 32 0 2 2 13 15 15 Number of public awareness functions Number of water workshops Number of electric workshops Open/Special Open Meetings attended by Legal counsel Explaination: 17 Explaination: LEGAL 17 27 17 12 12 On numerous occassions, more than 1 staff member attend. Commission hearing days attended by counsel Janice Alward, Chief Counsel 47 On numerous occassions, more than 1 staff member attend. Commission Staff Meetings attended by counsel Program Summary 47 On numerous occassions, more than 1 staff member attend. Line Siting hearing days attended by counsel Explaination: CCA 8.0 83 177 177 177 Phone: (602) 542-6029 A.R.S. § 40-106 Program Summary CCA 9.0 INFORMATION TECHNOLOGY Mission: 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. 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 1,858.0 1,914.0 1,914.0 0.0 0.0 0.0 Program Total 1,858.0 1,914.0 1,914.0 FTE Positions 20.0 20.0 20.0 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 2009 Actual General Funds ‹ Goal 1 To provide efficient, high-quality legal representation. Performance Measures Education and training expenditures Other Non Appropriated Funds 2,809.0 2,603.0 20.0 20.0 ‹ Goal 1 Job-related education classes for attorneys 51 51 51 Classes completed: job-related education for support staff 13 13 13 Classes completed: other education 6 18 18 Expenditures on advanced research tools 30,580 32,000 34,000 To provide high-quality representation in administrative matters before the Corporation Commission. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of website hits to databases (in millions) 42 50 60 Number of entities available via the internet (in thousands) 586 620 650 Number of dockets available via the internet 16 16 17 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 295 400 500 19 22 23 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Docketed matters handled 559 559 559 Performance Measures Administrative hearing days handled by the Legal Division 153 153 153 Orders to Show Cause prepared by the Legal Division 1 1 1 Number of filings submitted electronically to the ACC (in thousands) Formal complaints prepared by the Legal Division 1 1 1 Streaming Audio listening time hours (in thousands) Discovery/Data Requests/ Responses/ Oppositions prepared 578 578 578 Motions, Briefs, & others Pleadings prepared 322 322 322 Page 72 ‹ Goal 2 To use information technologies effectively to enhance intraagency communications Performance Measures To provide high-quality representation in Judicial matters before various courts. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9 6 6 46 46 46 To provide high-quality legal advice to the Commission. Performance Measures 0.0 21.0 24 ‹ Goal 4 0.0 2,875.0 5,000 Motions, briefs and other pleadings filed in courts 0.0 FTE Positions 24 Commission actions appealed to courts 0.0 2,603.0 Program Total 5,000 Performance Measures 0.0 2,809.0 FY 2011 Estimate 24 ‹ Goal 3 0.0 2,875.0 FY 2010 Estimate 1,793 Performance Measures FY 2011 Estimate FY 2009 Actual Attorney legal education classes completed ‹ Goal 2 Other Appropriated Funds FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of hits to agency intranet pages (in thousands) Percentage of staff using electronic document management integrated with business processes. ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 393 400 420 48 60 70 To improve employees' preparation to use technology and react to their job-specific needs. Performance Measures Number of staff in attendance at ITrelated training classes All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 71 100 150 Corporation Commission Performance Measures Number of staff in attendance at formal IT-related security classes Corporation Commission FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 17 100 100 All dollars are presented in thousands (not FTE). Page 73 and 5.7% was age 55 years or older. Many of these inmates suffer from the nine chronic high-cost illnesses that contribute to nine out of ten deaths in the United States; including congestive heart failure, chronic lung disease, cancer, diabetes, chronic liver disease, and dementia. As these chronic diseases progress, the amount of care needed and cost of care delivered increase markedly, with much of the cost spent on physician and hospital fees associated with repeated hospitalizations. Agency Summary DCA 0.0 DEPARTMENT OF CORRECTIONS Charles L. Ryan, Director Phone: (602) 542-5225 A.R.S. § 41-1602 Integration of Technology and Service Delivery in the Department. The need for viable technology, process automation, and system integration is essential to the ability of the Department to continue to effectively carry out its mission and its obligations to the public. In the area of health care services, for example, technological needs include electronic medical records systems, billing, medical coding, appointments and computer equipment for health services staff. Without automated processes in place, it will become increasingly difficult for the Department to provide appropriate service and care in an efficient and safe manner. Issue 4 Mission: To serve and protect the people of Arizona by imprisoning those offenders legally committed to the Arizona Department of Corrections and by providing community based supervision for those conditionally released. Description: The Arizona Department of Corrections serves and protects the people of the state of Arizona by incarcerating inmates in correctional facilities and supervising conditionally released offenders in the community. During incarceration, medical care and other health and welfare services are provided to inmates. In addition, programs such as work, education, training, and substance abuse treatment are provided to inmates to promote employability, literacy, sobriety, and accountability to crime victims and provide the opportunity to become law-abiding citizens upon their release. FY 2009 Actual Program Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate FY 2011 Estimate 1,106,649.0 15,678.0 15,237.0 15,287.0 37,834.0 39,669.0 49,201.0 Description: 1,017,543.0 1,037,811.0 1,171,137.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 916,413.0 879,926.0 1,065,661.0 43,131.0 44,716.0 42,307.0 Other Non Appropriated Funds 57,999.0 113,169.0 63,169.0 Program Total 1,017,543.0 1,037,811.0 1,171,137.0 FTE Positions 9,920.0 9,920.0 10,772.0 Strategic Issues: This program establishes prison operations and administers prison budgets. This encompasses security; the physical plant; personnel and business office functions; inmate records; occupational safety; fleet/motor pool; warehouse; food services; classification; mail and property; telecommunications and security systems; laundry; information technology; inmate programs including work, treatment, education, religious services, and recreation; and Arizona Correctional Industries, which develops and manages revenue-generating inmate work activities in correctional institutions. This program also provides health care to inmates including medical, dental, mental health, nursing and pharmaceutical services through licensed corrections staff and contracts with community hospitals and specialists. This Program Contains the following Subprograms: Managing Inmate Population Growth. Inmate population has increased from an average daily population of 29,936 in FY 2001 to 39,628 in FY 2009 (32 percent increase). In FY 2009, the Department had an average daily bed deficit of 4,420. As the inmate population continues to grow, the Department must continue to use planning and process improvement strategies throughout the organization to maximize resources and ensure the safety of the public, staff and inmates. Issue 2 Mission: 982,905.0 Other Appropriated Funds Issue 1 Phone: (602) 542-3894 964,031.0 SERVICES Agency Total: PRISON OPERATIONS AND SERVICES Charles L. Ryan, Director To ensure public and staff safety by imprisoning inmates, providing inmate programming opportunities, providing constitutionally mandated health care, and administering prison operations in an environment that is secure and humane. ¾ PRISON OPERATIONS AND ¾ COMMUNITY CORRECTIONS ¾ ADMINISTRATION Program Summary A.R.S. § 41-1602 ($ Thousands) Agency Summary: DCA 1.0 Validating the Inmate Classification System. As the foundation of the Arizona correctional system, the Department must ensure that the inmate classification system is an objective and viable tool that provides reliable structure and accountability and appropriately directs resources to inmate management. The system must reliably determine inmate custody and internal risk levels based on the risk the inmate presents to the public and staff and the time remaining until the inmate is released. The classification system is critical to designating proper inmate confinement, movement and housing; identifying inmate medical and mental health service requirements; and scheduling inmate work, education, treatment, spiritual services, and recreational assignments. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 866,707.0 828,380.0 Other Appropriated Funds 41,899.0 43,273.0 1,004,533.0 40,864.0 Other Non Appropriated Funds 55,425.0 111,252.0 61,252.0 Program Total 964,031.0 982,905.0 1,106,649.0 FTE Positions 9,296.0 9,296.0 10,137.0 Providing Health Care for Arizona’s Growing and Aging Prison Population. Just like the rest of the nation, Arizona’s prison population is growing older. On June 30, 2009, 34% of the inmate population was age 40 years or older Issue 3 Page 74 All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) Subprogram Summary DCA 1.1 Subprogram Summary DCA 1.2 SECURITY INSPECTIONS AND INVESTIGATIONS Charles L. Ryan, Director Phone: (602) 545-5225 Charles Flanagan, Deputy Director Phone: (602) 542-5225 A.R.S. § 41-1604 A.R.S. § 41-1604 Mission: Mission: To maintain effective custody and control over inmates in an environment that is safe, secure and humane. To promote Department safety and security by conducting administrative, civil, criminal, and gang related investigations; performing annual peer reviews and targeted performance audits; and ensuring agency compliance with fire and life safety codes. Description: This subprogram 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); and enhancing security and safety measures through utilization of service dog resources and security technology transfer and product review. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate FY 2011 Estimate 453,497.0 405,728.0 503,635.0 551.0 108.0 108.0 95.0 51,287.0 1,287.0 Program Total 454,143.0 457,123.0 505,030.0 FTE Positions 7,195.0 7,195.0 7,864.0 ‹ Goal 1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of escapes of inmates from any location 0 0 0 Number of major rule violations per 1,000 inmates per annual average daily population 418 410 410 Number of inmate on staff assaults per 1,000 offenders per annual average daily population 8.15 9.34 11.28 Number of inmate on inmate assaults per 1,000 inmates per annual average daily population 12.47 15.01 17.44 Number of major inmate disturbances 3 0 0 0 0 Explaination: Explaination: General Funds FY 2010 Estimate FY 2011 Estimate 7,204.0 7,276.0 8,269.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 7,204.0 7,276.0 8,269.0 FTE Positions 129.0 129.0 138.0 ‹ Goal 1 To conduct investigations, audits and core competency testing to ensure State prisons and Department staff are compliant with Department policies and procedures Performance Measures Average annual peer audit percent score of all state prisons Average annual core competency test score for correctional series staff Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.94 95 95 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 82.22 85 85 85 85 New FY 2009 Performance Measure Average annual core competency test score for non-correctional series staff Explaination: 3 81.28 New FY 2009 Performance Measure Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 42 40 40 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 95 95 To require inmate participation in self improvement programming opportunities and services including work, education, substance abuse treatment, sex offender treatment, and spiritual access designed to prepare inmates to be responsible citizens upon release. Description: New FY 2009 Performance Measure Number of inmates lawsuits (nonhabeas) per 1000 inmates per annual average daily population Phone: (602) 364-3234 A.R.S. § 41-1604, 1604.02, 41-1623 Mission: To reduce inmate grievances and inmate litigation Number of formal inmate grievances (excluding health grievances) per 1,000 inmates per average daily population Subprogram Summary Laura Krause, Division Director Performance Measure revised in FY 2009 Performance Measures DCA 1.3 INMATE EDUCATION, TREATMENT, AND WORK PROGRAMS To reduce drug use by incarcerated inmates Number of inmate random positive urinalysis results per 1,000 inmates per annual average daily population Explaination: FY 2009 Actual Performance Measures New FY 2009 Performance Measure Performance Measures Explaination: Funding and FTE Summary: (Thousands) New FY 2009 Performance Measure Number of inmate homicides ‹ Goal 3 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; provides consultation and assistance in fire and life safety code compliance to support staff, inmate, and environmental safety in all agency matters. To safeguard the public, staff and inmates through the efficient, safe and secure operations of prisons Performance Measures ‹ Goal 2 Description: 3.63 3.5 3.5 This subprogram establishes structured access to work, education, substance abuse treatment, sex offender treatment, and spiritual services to improve the offender's successful reintegration into the community in accordance with Department goals, mandates, and statutes. Performance Measure revised in FY 2009 Department of Corrections (for Budget) All dollars are presented in thousands (not FTE). Page 75 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 22,120.0 22,185.0 FY 2011 Estimate 566.0 1,060.0 1,060.0 34,507.0 38,021.0 38,021.0 Program Total 57,193.0 61,266.0 65,146.0 FTE Positions 447.0 447.0 479.0 ‹ Goal 1 To maximize inmate participation in Department programming opportunities Performance Measures Percent of all inmates (excluding those in reception, in segregation units, in maximum custody units, in contract beds, out to court, or not present for full month) participating in appropriate work, education and treatment assignments for the fiscal year Explaination: Explaination: Explaination: FY 2011 Estimate 77.43 77.5 77.5 26.3M 26.4M 26.4M Explaination: 1.8M 1.81M 1.81M FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3.3M 3.4M 3.4M 2.3M 2.3M New FY 2009 Performance Measure Dollar amount deducted from ACI inmates wages being deposited directly in the State General Fund Explaination: 2.2M To provide education programs and services, including functional literacy, special education, GED, and jobs training to all eligible and assessed inmates Number of inmates achieving grade eight proficiency Explaination: New FY 2009 Performance Measure 359 360 370 100 100 100 FY 2011 Estimate 104,212.0 117,074.0 10,432.0 10,432.0 10,432.0 711.0 339.0 339.0 Program Total 139,823.0 114,983.0 127,845.0 FTE Positions 752.0 752.0 815.0 Other Non Appropriated Funds ‹ Goal 1 To provide medically necessary medical care, dental care and mental health care to inmates FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2.4 2.4 2.4 18 18 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average length of stay for in-patient hospital care in days 5 5 5 Average annual health services cost per inmate 4,486 4,486 4,486 Performance Measures Percentage of inmates requiring ongoing mental health services admitted for psychiatric hospital care New FY 2009 Performance Measure Number of formal inmate health grievances per 1000 inmates per annual average daily population Explaination: 18.14 New FY 2009 Performance Measure 100 New FY 2009 Performance Measure To contain health care costs Performance Measures Explaination: New FY 2009 Performance Measure FY 2010 Estimate 128,680.0 Other Appropriated Funds Explaination: 3,200 New FY 2009 Performance Measure New FY 2009 Performance Measure To provide assessment and treatment services to eligible inmates Performance Measures Number of eligible inmates completing substance abuse treatment Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,067 2,000 2,000 New FY 2009 Performance Measure Number of eligible inmates completing sex offender treatment Explaination: 141 140 140 New FY 2009 Performance Measure To ensure spiritual services are available to inmates Performance Measures Number of inmates involved in spiritual services Page 76 FY 2009 Actual ‹ Goal 2 3,200 Explaination: Funding and FTE Summary: (Thousands) 5,400 3,212 ‹ Goal 5 Description: 5,400 NumberWork Based Education certificates earned ‹ Goal 4 To provide cost-effective constitutionally mandated correctional health care. 5,481 2,900 Explaination: Mission: Percentage of prison facilities maintaining National Commission on Correctional Health Care (NCCHC) accreditation 2,900 Percent of special education inmates receiving special education services A.R.S. § 31-201.01, 41-1604 FY 2011 Estimate 2,993 Explaination: Phone: (602) 364-2900 FY 2010 Estimate Number of inmates achieving the General Equivalency Diploma (GED) Number of inmates receiving special education services HEALTH CARE Dr. Michael AduTutu, Division Director FY 2009 Actual New FY 2009 Performance Measure Explaination: Subprogram Summary DCA 1.4 Explaination: New FY 2009 Performance Measure Performance Measures 46,500 New FY 2009 Performance Measure General Funds To expand work opportunities for inmates through Arizona Correctional Industries (ACI) Number of ACI inmate hours worked 46,500 This subprogram provides medical, dental, mental health, nursing, and pharmaceutical services through licensed corrections staff and contracts with community hospitals and specialists. New FY 2009 Performance Measure Performance Measures ‹ Goal 3 FY 2010 Estimate New FY 2009 Performance Measure Number of hours provided to communities by inmates per established IGAs or work contracts ‹ Goal 2 FY 2009 Actual New FY 2009 Performance Measure Number of inmate hours worked through the Work Incentive Pay Plan Explaination: 46,276 26,065.0 Other Non Appropriated Funds Other Appropriated Funds Number of volunteer spiritual service hours provided FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 14,989 15,000 15,000 New FY 2009 Performance Measure All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) Funding and FTE Summary: (Thousands) Subprogram Summary DCA 1.5 PRIVATE PRISONS FY 2009 Actual General Funds Charles L. Ryan, Director Phone: (602) 542-5225 129,782.0 922.0 838.0 838.0 14,546.0 15,738.0 15,738.0 Program Total 135,753.0 146,358.0 164,478.0 FTE Positions 748.0 748.0 816.0 Other Non Appropriated Funds Mission: To develop private prison contracts and provide oversight to monitor their safe, secure and cost-effective operation, while imprisoning inmates according to the Department's mission. ‹ Goal 1 Description: Average daily inmate population This subprogram manages all aspects of private prison contracts including initial research and development, proposal evaluation, contract negotiations, and contract maintenance functions. This subprogram works with private prison firms, Arizona county jails, and out-of-state providers as necessary to ensure comparable confinement 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 Department staff who monitor facility operations, inmate management, inmate services, clearance of contractor personnel, and payment of fees consistent with the terms outlined in individual facility and service contracts. Average daily bed deficit General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 134,921.0 159,197.0 201,588.0 29,428.0 30,835.0 28,426.0 5,566.0 5,867.0 5,867.0 Program Total 169,915.0 195,899.0 235,881.0 FTE Positions 25.0 25.0 25.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To systematically and effectively monitor private prison operations Performance Measures Average annual audit percent score of audited private prisons FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.6 95 95 Subprogram Summary DCA 1.6 PRISON MANAGEMENT AND SUPPORT FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 39,628 41,440 43,252 4,420 5,055 2,550 Program Summary DCA 2.0 COMMUNITY CORRECTIONS Charles L. Ryan, Director Phone: (602) 542-5225 A.R.S. § 41-1604 Mission: To maintain effective community supervision of offenders, facilitate their successful transition from prison to the community and return offenders to prison when necessary to protect the public. Description: This program is charged with supervising offenders on community supervision and identifying and returning to prison offenders who violate conditions of supervision and represent a serious threat to public safety. The program refers to law enforcement and prosecutorial agencies sex offenders subject to registration, community notification and sexually violent person laws; coordinates sex offender registration prior to release; assists in the apprehension, extradition and 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); collaborates with state and community agencies; and interacts with individual victims and victim associations. Funding and FTE Summary: (Thousands) Charles L. Ryan, Director Phone: (602) 542-5225 147,902.0 To manage inmate population growth and the allocation of physical and fiscal resources Performance Measures Funding and FTE Summary: (Thousands) FY 2011 Estimate 120,285.0 Other Appropriated Funds A.R.S. § 41-1604, 1604-02 FY 2010 Estimate FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 12,104.0 12,178.0 12,228.0 Other Appropriated Funds 1,232.0 1,443.0 1,443.0 Mission: Other Non Appropriated Funds 2,342.0 1,616.0 1,616.0 To provide leadership and direction in the administration and operations of all prisons to ensure inmate accountability and staff safety. Program Total 15,678.0 15,237.0 15,287.0 FTE Positions 179.0 179.0 179.0 A.R.S. § 41-1604 Description: This subprogram oversees prison operations, Regional Operations Directors, and Wardens and their immediate staff; administers prison budgets and staffing/safety programs; manages prison activation; and directs centralized operational systems and services. This subprogram includes fiscal management, fleet management, fire and safety, food service, warehouse, and maintenance. This subprogram is also responsible for inmate classification, protective segregation, time computation and records, legal access, and family assistance services. ‹ Goal 1 To effectively manage offenders' conditions of supervision Performance Measures Number of offenders returned to prison for technical violations of their community supervision per 1000 offenders on community ‹ Goal 2 Number of offenders arrested for new crimes while on community supervision per 1000 offenders on community supervision ‹ Goal 3 Department of Corrections (for Budget) FY 2010 Estimate FY 2011 Estimate 29 29 29 To apply meaningful incentives and sanctions to encourage civil behavior Performance Measures Explaination: FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 37 37 37 New FY 2009 Performance Measure To effectively monitor and track all offenders on community All dollars are presented in thousands (not FTE). Page 77 supervision Explaination: Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 118 118 118 Number of offenders who absconded while on community supervision per 1000 offenders on community supervision Explaination: Explaination: ‹ Goal 3 New FY 2009 Performance Measure Program Summary DCA 3.0 New FY 2009 Performance Measure Customer satisfaction survey rating of 3.5 or above for IT Applications/Data Management Unit on a scale of 1 to 5 Number of public complaints and requests for assistance regarding inmates resolved Phone: (602) 545-5225 Explaination: A.R.S. § 41-1602, 41-1604 ‹ Goal 4 Explaination: Description: Number of crime victims receiving services (all crimes) Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 39,368.0 0.0 0.0 0.0 232.0 301.0 301.0 Program Total 37,834.0 39,669.0 49,201.0 FTE Positions 445.0 445.0 456.0 Other Non Appropriated Funds ‹ Goal 1 Number of employee formal grievances Number of employee grievances upheld and/or modified in favor of the employee Explaination: 24,000 24,000 Number of crime victim Notifications of Release sent FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,546 4,600 4,600 New FY 2009 Performance Measure 752 755 755 1.2M 1.25M 1.25M 154.28 155 155 New FY 2009 Performance Measure Dollar amount of court-ordered restitution collected from inmates Average dollar amount of courtordered restitution paid per inmate required to pay court-ordered restitution 48,900.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 117 115 115 37 35 35 4 4 New FY 2009 Performance Measure Annual Correctional Officer II vacancy rate percentage Explaination: 4.05 New FY 2009 Performance Measure Annual Correctional Officer II turnover rate percentage 11.5 11 11 Annual employee turnover rate percentage (excluding Correctional Officer II’s) 11.2 11 11 90 90 80 80 Explaination: New FY 2009 Performance Measure Percentage of staff completing mandatory training Explaination: 88 New FY 2009 Performance Measure Number of executives and managers participating in professional development courses Explaination: 75 New FY 2009 Performance Measure To maintain and/or enhance the information technology’s applications, communications and network’s current and future needs by providing the optimal support to computer users Performance Measures Percent of network uptime Page 78 23,008 To recruit, retain, recognize, and develop staff Performance Measures ‹ Goal 2 FY 2011 Estimate FY 2011 Estimate 37,602.0 Other Appropriated Funds FY 2010 Estimate To effectively provide crime victims with information on inmate incarceration and release, effect change within the inmate population through various restorative justice methods of education and provide service to the community Performance Measures Explaination: FY 2009 Actual New FY 2009 Performance Measure To provide leadership, direction, resource management, and support for Department employees to enable the Department to serve and protect the people of the State of Arizona and to provide comprehensive victim services and victim-focused restorative justice programs that hold offenders accountable. This program determines current policy and future direction of the Department through the following functional areas, legal services, legislative affairs, public and internal communications, constituent services, victims services, policy promulgation, human services, employee relations, equal opportunity, employee grievances and disciplinary actions, training and employee development, budgeting, planning, research, engineering and physical plant services, financial and procurement services, and information technology services. 3.5 To provide a standard process for receiving, reviewing and responding to public concerns regarding inmate related issues Charles L. Ryan, Director Mission: 3.5 New FY 2009 Performance Measure Performance Measures ADMINISTRATION 4.45 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 97 97 All dollars are presented in thousands (not FTE). Department of Corrections (for Budget) system, and support inventory are required to receive ongoing updates and replacements. Agency Summary CBA 0.0 Issue 4 BOARD OF COSMETOLOGY Donna Aune, Executive Director Phone: (480) 784-4539 A.R.S. § 32-501 et seq. Mission: To ensure the public health, welfare and safety through education and enforcement of the cosmetology laws and rules by the efficient regulation of salons, schools, and individuals who practice cosmetology. Description: In order to achieve its mandate of protecting the public in Arizona, the Board of Cosmetology 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 hearing and imposes enforcement action when appropriate. The Board also establishes health and safety standards, educational and curriculum standards and oversight, and 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. Furthermore, The Board offers electronic services to customers to increase efficiency and reduce the demands on fulltime staff. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 293.0 0.0 0.0 1,377.0 1,760.0 1,760.0 120.0 86.0 86.0 Program Total 1,790.0 1,846.0 1,846.0 FTE Positions 24.0 24.0 24.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Improved enforcement efficiency The agency is at a 36% reduction in staff positions leading to a longer processing time for investigations, preventing the agency from meeting its health and safety performance objectives. Furthermore, the regulatory requirements in Arizona are comprehensive and complex for businesses such as salons; salons must often hold six or more professional licenses in addition to city and county permits to operate legally. Increased efficiency through system maintenance and upgrades To alleviate some burden for staff, the continuing education of licensees regarding online benefits renewal must be ongoing. The Board must continue to inform the licensees of the increased efficiency and speed that can be achieved through electronic filing. This can be accomplished through continued notification sent with license renewal applications, licenses, and providing information to anyone walking into or phoning the office. Along with this notification to the licensees and public, maintenance and enhancement of the current system allowing for ease of use and increased applications must be continued. Issue 2 Issue 3 Continuity Plan To provide continued public protection even in times of disaster, a workable continuity plan for a small agency must be in place. This will require finding a place to set up an office away from the current Board office in case of a local tragedy, perhaps by coordinating with another state office for use of their offices. There must be a provision in law and rule to allow for licenses to proved services outside of a salon setting in a disaster such as earthquake, tornado, or flood. 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 To maintain its relationship with current partners, the leadership involvement that has proven to assist the board to benchmark and remain current both as a regulatory agency and as the profession requires must be continued. These partners include The Internal Revenue Service (for small business participation and investigative tax fraud), Cut it Out (in partnership with the Attorney General), 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. All require travel to meeting locations or electronic participation at the very least which must continue to be funded. Issue 7 Public Communication Ongoing communication with the Arizona Legislature and State Administration about the importance of the 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 to answer regulatory questions and issues. Reorganization and the continuing restructuring of the Agency website is also needed to improve communication with a highly colorful, artistic and ever- changing profession. 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. To establish standards for the professional practice of ‹ Goal 1 cosmetology. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average calendar days from receipt of completed application to issuance of license 20 20 17 Total individuals and establishments licensed 110,000 103,000 106,000 Performance Measures Other operating expenses To improve efficiency, the board must be able to effectively keep up with the ongoing growth of the industry. The agency provides service for over 120,000 applicants, a number which grows yearly. Cost increases- i.e. contractual issues for rent, attorney services, and computer system maintenance; postage; supplies; facility maintenance; utilities; printing; travel; and other operating expenses eat into the money earmarked for employee training and system upgrades. To retain the efficiency required of our system and its users and keep software up to date with the rapid changes of technology, a specific schedule must be maintained. Computer servers, software, postage systems, mailing systems, screens, e-licensing Board of Cosmetology ‹ Goal 2 To ensure swift, fair, and effective enforcement of statutes and rules governing the profession. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total inspections conducted 5890 5890 5890 Total complaints and application denials 2477 2477 2400 120 120 120 Average calendar days to resolve a complaint ‹ Goal 3 To educate the consumers and cosmetology professionals All dollars are presented in thousands (not FTE). Page 79 about their rights, resolutions, and responsibilities among the cosmetology community, the public and the Board by delivering courteous, efficient, and cost effective service to the citizens, owners, and employees of state government. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Educational class opportunities offered to the public in class or over the internet 24 24 24 Percent of citizen satisfaction surveys reporting Board service as satisfied or higher 90 95 95 Performance Measures ‹ Goal 4 To provide services through efficient government. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Constituents aided in transferring to another governmental jurisdiction or educational institution. 2,500 2,500 3,000 Licensees accepted through reciprocity from another state or country. 2,500 2,500 3,000 95 95 95 Performance Measures Percentage of applicants or license holders reporting very good or excellent. Page 80 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 $8 million per year for two years and would continue to seek funds for the third year. This strategic issue ties with the critical funding issue submitted in the FY011 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 2009 Actual Program ¾ AGENCY MANAGEMENT ¾ CRIME VICTIMS ¾ STATISTICAL ANALYSIS FY 2010 Estimate FY 2011 Estimate IMPROVEMENT ¾ CRIME CONTROL Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual 1,055.0 Other Appropriated Funds 0.0 0.0 0.0 255.0 351.0 351.0 Other Non Appropriated Funds 1,421.0 1,092.0 1,092.0 5,445.0 6,050.0 5,757.0 Program Total 1,676.0 1,443.0 1,443.0 532.0 736.0 736.0 FTE Positions 12.0 12.0 12.0 20,498.0 24,476.0 23,742.0 ‹ Goal 1 6,271.0 7,150.0 6,061.0 34,422.0 39,855.0 37,739.0 FY 2010 Estimate 0.0 FY 2011 Estimate 0.0 6,518.0 6,891.0 6,891.0 32,964.0 30,848.0 Program Total 34,422.0 39,855.0 37,739.0 FTE Positions 30.0 30.0 30.0 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of agency legislative events 207 200 200 Number of criminal justice legislative liaison meetings coordinated 35 30 30 Performance Measures ‹ Goal 2 To develop, establish, and maintain reliable accurate fiscal systems for all Commission activities including grant programs and fund distribution functions. Performance Measures Generate and execute contracts, working agreements and other routine fund distribution and expenditure functions ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 286 215 215 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 2011 Estimate 1,443.0 26,849.0 Issue 1 General Funds FY 2010 Estimate 1,443.0 Other Non Appropriated Funds Other Appropriated Funds FY 2009 Actual 1,676.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 51 35 35 Page 81 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 4 127 125 125 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Develop, continuously refine and sustain the implementation of a criminal justice records improvement program for the criminal justice system in AZ 90 100 100 Develop, implement and operate data and information producing programs and processes on crime activity and the criminal justice system in AZ 90 100 100 100 100 100 Accurately and successfully publish, distribute reports containing reliable info and data on crime activity and the criminal justice system in AZ ‹ Goal 5 FY 2009 Actual FY 2010 Estimate FY 2011 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 2011 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 95 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 2009 Actual General Funds 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 34 13 13 FY 2011 Estimate 0.0 0.0 0.0 4,431.0 4,431.0 954.0 1,619.0 1,326.0 Program Total 5,445.0 6,050.0 5,757.0 FTE Positions 5.0 5.0 5.0 Other Non Appropriated Funds To increase the number of compensation claims filed and awarded to eligible crime victims. FY 2009 Actual FY 2010 Estimate FY 2011 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Continuity of administration in the 15 counties 15 15 15 Percent of counties in which case reviews completed 64 60 60 Percent of cases reviewed showing no deficiencies 94 95 95 Percent of programs reviewed reflecting compliance with certified assurances and fiscal management practices 62 60 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Applicants requesting funds 50 50 50 Grants awarded in a timely manner to victim services providers 48 50 50 Number of site visits completed 25 25 25 Program audits reflecting no deficiencies 25 25 25 Program single audits reflecting compliance with Administrative Rules 25 25 25 Performance Measures Page 82 FY 2010 Estimate 4,491.0 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 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. Performance Measures FY 2010 Estimate Performance Measures Mission: 100 FY 2009 Actual ‹ Goal 7 A.R.S. §§ 41-2407 et. seq. ‹ 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 CRIME VICTIMS 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 Program Summary 2.0 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 JCA All dollars are presented in thousands (not FTE). Arizona Criminal Justice Commission JCA Funding and FTE Summary: (Thousands) Program Summary 3.0 STATISTICAL ANALYSIS CENTER Phillip Stevenson, Statistical Analysis Center Director Phone: (602) 364-1146 A.R.S. § 41-2405 Mission: 1,055.0 0.0 0.0 1,759.0 2,080.0 2,080.0 Other Non Appropriated Funds 17,684.0 22,396.0 21,662.0 Program Total 20,498.0 24,476.0 23,742.0 FTE Positions 3.0 3.0 3.0 Description: Performance Measures 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. Number of grant applications submitted to proper agencies. General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 -2.0 0.0 0.0 Other Non Appropriated Funds 534.0 736.0 736.0 Program Total 532.0 736.0 736.0 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds ‹ Goal 1 To implement and maintain an effective and relevant criminal justice research program. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of studies/research projects proposed by internal and external customers 16 20 20 Number of studies/reports completed and published 34 10 Number of completed research products requested and mailed to external customers 75 Number of public and media data requests processed Number of legislative and policymaker data requests processed Performance Measures JCA ‹ Goal 2 Meetings conducted annually FY 2011 Estimate 7 4 5 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 8 8 To improve disposition reporting of each county to the central repository each year. Performance Measures 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 2010 Estimate To establish and publish technology and data standards for criminal justice agencies of the state annually. Performance Measures ‹ Goal 3 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 18 15 12 0 15 15 To introduce legislation to change/improve criminal history reporting as needed. FY 2010 Estimate FY 2011 Estimate Bills submitted to Legislature 1 1 0 1 0 0 30 Bills passed by the Legislature for the improvement of criminal history record reporting 50 25 ‹ Goal 5 44 30 30 Performance Measures 32 30 30 CRIMINAL JUSTICE SYSTEM IMPROVEMENT Pat Nelson, CJ Systems Improvement Program Manager Phone: (602) 364-1146 Performance Measures Mission: To administer, monitor, and evaluate grant projects on a continual basis. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Site visits to grantee agencies 8 11 11 Assistance provided to grantee agencies 8 11 11 336 280 280 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 A.R.S. § 41-2405 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 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. Grants awarded to agencies for improvement of criminal justice/history records ‹ Goal 7 Description: 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. Arizona Criminal Justice Commission To apply for available federal funds in such program areas as DNA and Laboratory Improvements. FY 2009 Actual Program Summary 4.0 FY 2011 Estimate Other Appropriated Funds ‹ Goal 1 FY 2009 Actual FY 2010 Estimate General Funds To improve the criminal justice system in Arizona through the efforts of a quality Statistical Analysis Center. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 10 12 To apply for available funds from federal Justice Department agencies. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of grant applications submitted to proper agencies 8 4 4 Number of grant awards provided to the Commission by the various granting agencies 5 3 4 16 10 12 Performance Measures Number of applicants requesting funding All dollars are presented in thousands (not FTE). Page 83 JCA Program Summary 5.0 CRIME CONTROL Tony Vidale, Crime Control Program Manager Phone: (602) 364-1146 A.R.S. § 41-2402 Mission: Number of grant applications received from criminal justice agencies requesting grant funds for criminal justice system activities authorized by the Commission. 44 50 50 Number of grant applications evaluated and awarded to criminal justice agencies for criminal justice system activities authorized by the Commission. 42 45 45 Number of arrests made by grantfunded task forces 8,680 6,000 6,000 25,186 25,000 25,000 To enhance and coordinate the funded efforts to deter, investigate, prosecute, adjudicate, and punish drug, violent crime, and criminal street gang offenders. Convictions reported by grant-funded prosecution projects Percent of grant agreements executed in a timely manner by Commission staff 100 100 100 Description: Percent of requests for training/technical assistance received and filled 100 100 100 On-site monitoring visits conducted by Commission staff 18 40 40 Federal grantor agency conferences, workshops and planning sessions attended by Commission staff 2 2 2 Complaints received by Commissioners regarding actions by the Commission staff in the administration of subgrants 0 0 0 100 100 100 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 also administers a number of non-grant projects such as Fill the Gap funds for distribution to counties. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 15.0 29.0 29.0 Other Non Appropriated Funds 6,256.0 7,121.0 6,032.0 Program Total 6,271.0 7,150.0 6,061.0 FTE Positions 4.0 4.0 4.0 Other Appropriated Funds ‹ Goal 1 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. Performance Measures Completion of annual report by due date. ‹ Goal 2 Completion of annual report by due date. FY 2010 Estimate FY 2011 Estimate 1 1 1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 1 1 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. Performance Measures Grants identified, applications submitted and approved by funding authorities Page 84 FY 2009 Actual 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. Performance Measures ‹ Goal 3 Percent of complete, accurate reports submitted on or before due dates FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4 2 2 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 2009 Actual Program ¾ PHOENIX DAY SCHOOL ¾ TUCSON CAMPUS ¾ REGIONAL COOPERATIVES ¾ PRESCHOOL ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9,352.0 12,660.0 12,703.0 17,183.0 18,059.0 18,618.0 21,052.0 18,545.0 18,545.0 5,546.0 5,060.0 5,087.0 4,171.0 5,201.0 5,201.0 57,304.0 59,525.0 60,154.0 FY 2010 Estimate FY 2011 Estimate General Funds 23,412.0 21,268.0 21,897.0 Other Appropriated Funds 14,695.0 14,807.0 14,807.0 Other Non Appropriated Funds 19,197.0 23,450.0 23,450.0 Program Total 57,304.0 59,525.0 60,154.0 FTE Positions 976.0 982.0 982.0 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. Issue 1 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. Arizona State Schools for the Deaf and the Blind Staff is involved in presenting information to community organizations and 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 system-wide 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 85 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. 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. 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 Page 86 accompanying textbook purchases have been completed in site-based 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. 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. 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 continues 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. Program Summary SDA 1.0 PHOENIX DAY SCHOOL Robert Hill, Superintendent Phone: (520) 770-3601 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 for whom 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 3,231.0 4,157.0 4,200.0 General Funds 9,727.0 10,467.0 11,026.0 Other Appropriated Funds 5,027.0 5,299.0 5,299.0 Other Appropriated Funds 6,614.0 6,675.0 6,675.0 Other Non Appropriated Funds 1,094.0 3,204.0 3,204.0 Other Non Appropriated Funds 842.0 917.0 917.0 Program Total 9,352.0 12,660.0 12,703.0 Program Total 17,183.0 18,059.0 18,618.0 FTE Positions 195.0 192.0 192.0 FTE Positions 304.0 305.0 305.0 ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts 100 95 95 Percent of IEPs developed with participation of parent 100 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents satisfied with the quality of the program in Phoenix 96 95 95 Percent of parents satisfied with their involvement in the program 97 95 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents satisfied with the quality of transportation services provided at PDSD 94 95 95 Percent of parents satisfied with the quality of food services provided at PDSD 92 85 85 Percent of parents satisfied with the quality of medical services provided at PDSD 97 95 95 Performance Measures SDA 2.0 Program Summary ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts in Tucson 100 95 95 Percent of IEPs developed with participation of parent 100 95 95 Percent of parents satisfied with their involvement in the program in Tucson 97 95 95 Percent of parents satisfied with the quality of educational programs provided to their child. 99 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. Performance Measures Percent of parents satisfied with the quality of the program in Tucson ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 95 95 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents satisfied with the quality of transportation services provided at ASD/ASB in Tucson. 89 95 95 Percent of parents satisfied with the quality of food services provided at ASD/ASB in Tucson. 95 90 90 Percent of parents satisfied with the quality of medical services provided at ASD/ASB in Tucson. 99 95 95 Performance Measures TUCSON CAMPUS Robert Hill, Superintendent SDA 3.0 Phone: (520) 770-3601 Program Summary REGIONAL COOPERATIVES Robert Hill, Superintendent A.R.S. § 15-1300 et. Seq Mission: Phone: (520) 770-3601 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 259 students aged 5 through 22 attend the Tucson Campus, and of these about 79 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 87 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate Program Summary SDA 4.0 PRESCHOOL 5,110.0 1,073.0 1,073.0 0.0 0.0 0.0 Other Non Appropriated Funds 15,942.0 17,472.0 17,472.0 Robert Hill, Superintendent Phone: (520) 770-3601 Program Total 21,052.0 18,545.0 18,545.0 A.R.S. § 15-1300 et. Seq FTE Positions 339.0 349.0 349.0 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 14,188 14,188 14,188 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 94 95 95 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 94 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 2011 Estimate To provide programming meeting the individual needs of students Performance Measures ‹ Goal 4 FY 2010 Estimate To provide quality programming for students Performance Measures ‹ Goal 3 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1577 1600 1600 To increase the number of school districts served by the Cooperatives Performance Measures Number of districts served by the Cooperatives FY 2009 Actual FY 2010 Estimate FY 2011 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 are 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 2009 Actual FY 2011 Estimate General Funds 1,748.0 1,431.0 1,458.0 Other Appropriated Funds 3,054.0 2,833.0 2,833.0 744.0 796.0 796.0 Program Total 5,546.0 5,060.0 5,087.0 FTE Positions 64.0 64.0 64.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 640 500 500 To provide quality programming for preschool students FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents rating overall quality as good or excellent 100 95 95 Percent of parents indicating the staff regularly communicates with them. 100 95 95 Percent of parents who feel their child is progressing satisfactorily toward their child's IEP/IFSP goals. 100 95 95 Percent of parents satisfied with their level of participation in the IEP/IFSP and MET process. 100 95 95 Performance Measures Page 88 FY 2010 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 by the TerraNova, AIMS, and AIMS-A for every student served by an ASDB Program. 95 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents satisfied with instructional programs and services as measured by a survey PDS 96 95 95 Robert Hill, Superintendent Percent of students graduating from PDSD with a high school diploma 100 100 100 Phone: (520) 770-3601 Percent of students graduating from ASB and ASD with a high school diploma 100 100 100 Performance Measures Program Summary SDA 5.0 ADMINISTRATION A.R.S. § 15-1300 et. Seq Mission: ‹ Goal 5 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. Performance Measures 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 3,596.0 4,140.0 4,140.0 0.0 0.0 0.0 575.0 1,061.0 1,061.0 Program Total 4,171.0 5,201.0 5,201.0 FTE Positions 74.0 72.0 72.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of permanent certified positions filled PDS 90 85 85 Percent of permanent classified positions filled PDS 85 85 85 Percent of permanent certified staff turnover PDS 10 10 10 Percent of permanent classified staff turnover PDS 25 25 25 FY 2009 Actual FY 2010 Estimate FY 2011 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. 93 95 95 Percent of parents satisfied with the quality of food services provided at ASDB. 92 90 90 FY 2011 Estimate Percent of permanently certified positions filled (TC) 90 90 90 Percent of permanent classified positions filled (TC) 90 80 80 Percent of permanent certified staff turnover (TC) 10 10 10 Percent of permanent classified staff turnover (TC) 25 25 25 ‹ Goal 6 To maintain a positive relationship with parents. Performance Measures Percent of parents rating overall quality of services as good or excellent based on annual survey (TC) ‹ Goal 7 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 94 95 95 To maintain a positive relationship with parents FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents satisfied with leadership at ASDB 95 90 90 Percent of parents rating overall qualify of services as good or excellent based on annual survey PDS 96 95 95 Performance Measures ‹ Goal 4 FY 2010 Estimate To effectively manage facilities, transportation, food service and loss prevention to ensure that these services are supportive of the educational programs. Performance Measures ‹ Goal 3 FY 2009 Actual To prudently and fairly manage personnel resources of the Agency. Performance Measures ‹ Goal 2 To prudently and fairly manage personnel resources of the Agency 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 89 no longer has the staffing or resources to maintain demonstration sites for hands-on training or assistance in selecting appropriate telecommunication equipment for consumers. In order to maintain and improve consumer satisfaction with the 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 Sherri L. Collins, Executive Director Phone: (602) 542-3336 A.R.S. §§ 36-1941 through 36-1978 Mission: 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. Limited resources have forced staff reductions and less travel expenditures, which result in limited awareness and access to ACDHH services. 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 3 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. ($ Thousands) Agency Summary: FY 2009 Actual Program FY 2010 Estimate FY 2011 Estimate ¾ COUNCIL ACTIVITIES ¾ TDD - 1,282.0 2,023.0 2,023.0 2,513.0 2,386.0 2,386.0 Agency Total: 3,795.0 4,409.0 4,409.0 TELECOMMUNICATION DEVICE FOR THE DEAF Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 3,795.0 4,409.0 4,409.0 0.0 0.0 0.0 Program Total 3,795.0 4,409.0 4,409.0 FTE Positions 14.0 13.0 13.0 Other Appropriated Funds Other Non 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 4 Program Summary DFA 1.0 COUNCIL ACTIVITIES Lynn Wakefield, Business Manager Phone: (602) 542-3363 A.R.S. §§ 36-1941 through 36-1978 Mission: 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. 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 0.0 0.0 2,023.0 2,023.0 0.0 0.0 0.0 Program Total 1,282.0 2,023.0 2,023.0 FTE Positions 10.0 10.0 10.0 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. Other Non Appropriated Funds Page 90 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. This cannot currently be met with existing funding. ACDHH FY 2011 Estimate 0.0 Other Appropriated Funds Issue 2 FY 2010 Estimate 1,282.0 Strategic Issues: Issue 1 FY 2009 Actual ‹ 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 referral contacts All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 658,494 400,000 400,000 Commission for the Deaf and the Hard of Hearing Performance Measures 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 Number of newsletters distributed annually Number of viewers impacted by Community View on an annual basis Performance Measures Total number of website visits Total number of advertisements Total number of articles ‹ Goal 2 Number of partnerships formed FY 2011 Estimate 11,111 15,000 15,000 Total number of workshop hours TDD - TELECOMMUNICATION DEVICE FOR THE DEAF FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 39,856 FY 2009 Actual 50,000 FY 2010 Estimate 90,000 FY 2011 Estimate 9,600 10,000 18,000 72,000 96,000 96,000 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,578 90,000 90,000 36 10 20 6 20 30 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7 5 5 FY 2009 Actual FY 2010 Estimate 0 FY 2009 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds 0.0 0.0 2,386.0 2,386.0 0.0 0.0 0.0 3.0 ‹ Goal 1 Average number of calendar days from receipt of complaint about licensed interpreter to resolution 120 90 90 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 5 26 31 36 143 190 190 To improve public relations on issues related to hearing loss. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 26 40 50 Increase the number of printed articles related to the Arizona Telecommunications Equipment Distribution Program. 7 15 15 Increase the number of printed articles related to the Arizona Relay Service. 4 10 10 Increase number of telecommunication advertisements for Arizona Relay Service. 0 10 10 Increase number of telecommunication advertisements for Arizona Telecommunication Equipment Distribution Program 7 10 10 Annual call minutes for the telecommunications relay service ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.7 99.90 99.90 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,050,861 1,276,767 1,622,782 To administer voucher system of the Telecommunications Equipment Distribution Program. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of customer satisfaction with equipment distribution voucher program 97.18 90 90 Number of equipment distributed to consumers 1,367 1,500 1,500 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,800 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 Commission for the Deaf and the Hard of Hearing 0.0 2,513.0 6 241 5 FY 2011 Estimate 2,386.0 4 4 FY 2010 Estimate 3.0 191 Increase the number of printed articles related to the Arizona Commission for the Deaf and Hard of Hearing. Funding and FTE Summary: (Thousands) 2,386.0 227 Performance Measures 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. 4.0 Number of general licensed interpreters ‹ Goal 5 Description: 2,513.0 FY 2011 Estimate Number of provisional interpreters To provide telecommunications access for the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. FTE Positions FY 2010 Estimate Number of licensed legal interpreters Mission: Program Total FY 2009 Actual Number of complaints about certified/licensed interpreters A.R.S. §§ 36-1941 through 36-1978 FY 2011 Estimate To improve interpreter support services. Performance Measures Program Summary DFA 2.0 Lynn Wakefield, Business Manager Phone: (602) 542-3363 To prepare present and future American Sign Language instructors for national-level standards and certification. Performance Measures ‹ Goal 4 FY 2010 Estimate To increase the number of public and private sector partnerships in providing training and program services. Performance Measures ‹ Goal 3 FY 2009 Actual All dollars are presented in thousands (not FTE). 1,325 1,500 1,500 Page 91 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 141 90 90 Elaine Hugunin, 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 148 150 150 A.R.S. §§ 32-1201, 32-1299 Percent of investigations resulting in disciplinary or enforcement action 11 15 15 Number of licenses revoked or suspended 7 8 8 Total number of investigations conducted 560 537 537 Total number of complaints received annually 457 485 485 Total number of inspections conducted 230 189 189 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 1,082.0 1,106.0 1,199.0 0.0 0.0 0.0 Program Total 1,082.0 1,106.0 1,199.0 FTE Positions 11.0 11.0 11.0 Other Appropriated Funds Other Non Appropriated Funds 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 2 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.5 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. 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. 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 92 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3 10 10 820 887 887 7942 8155 8358 5 4 4 3418 3107 3073 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 2009 Actual FY 2010 Estimate FY 2011 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. 301 301 301 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 Robert Donofrio, Interm 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 Other Appropriated Funds 454.0 580.0 580.0 Other Non Appropriated Funds 651.0 228.0 228.0 Program Total 1,105.0 808.0 808.0 FTE Positions 10.0 10.0 10.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 2.5 2.5 2.5 33.0 25.0 25.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7.2 7.3 7.3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13 15 17 689.4 781.2 803.5 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 93 Administrative Costs. CDA 0.0 Agency Summary EARLY CHILDHOOD DEVELOPMENT AND HEALTH BOARD J. Elliott Hibbs, Executive Director Phone: (602) 771-5100 ARS § 8-1181 ARS Title 8, Chap 13 Mission: To increase the quality of, and access to, the early childhood development and health system that ensures a child entering school comes healthy and ready to succeed. Description: The Arizona Early Childhood Development and Health Board or First Things First (FTF) is a voter approved initiative to ensure the quality and accessibility of early childhood development and health programs at the community level. Proposition 203 created a new, state‐level board, the Arizona Early Childhood Development and Health Board, which provides oversight and guidance on the implementation of the Proposition. First Things First is also the name of the state agency created to carry out the work of the Arizona Early Childhood Development and Health Board. Funding Pursuant to ARS 8-1181, the fund is established and the Board administers the fund. Statute states that 90% of the funds collected are deposited to the program account (Fund 2542) and the remaining 10% to the administrative costs account (Fund 2543). The monies in these accounts are not subject to legislative appropriation and are non-lapsing. Pursuant to Prop 203 Section 4-A.1 all funds deposited on or before June 30, 2007, into the early childhood development and education fund pursuant to ARS 42-3772 are to be deposited to the administrative costs account (Fund 2543). The source of the revenue is additional tax levied on tobacco products and is detailed in ARS 42-3371. In addition to all other taxes, there is levied and shall be collected by the department in the manner provided by this chapter, on all cigarettes, cigars, smoking tobacco, plug tobacco, snuff and other forms of tobacco the following tax: 1. On each cigarette, four cents. 2. On smoking tobacco, snuff, fine cut chewing tobacco, cut and granulated tobacco, shorts and refuse of fine cut chewing tobacco, and refuse, scrubs, clippings, cuttings and sweepings of tobacco, excluding tobacco powder or tobacco products used exclusively for agricultural or horticultural purposes and unfit for human consumption, 9 cents per ounce or major fraction of an ounce. 3. On all cavendish, plug or twist tobacco, 2.2 cents per ounce or fractional part of an ounce. 4. On each twenty small cigars or fractional part weighing not more than three pounds per thousand, 17.8 cents. 5. On cigars of all descriptions except those included in paragraph 4, made of tobacco or any tobacco substitute: (a) If manufactured to retail at not more than five cents each, 8.8 cents on each three cigars. (b) If manufactured to retail at more than five cents each, 8.8 cents on each cigar. The into The The The The The Arizona Early Childhood Development and Health Board Fund is divided the following accounts: Program Account Administrative Costs Account Private Gifts Account Grants Monies Account, and Legislative Appropriations Account Ninety percent of the monies deposited into the Early Childhood Development and Health Fund shall be deposited into the Program Account, with ten percent deposited into the Administrative Costs Account. Funds may be transferred from the Administrative Costs Account to the Programs Account, but no monies may be transferred from Programs to Page 94 In addition to 10% of the monies for administration, the funds are divided as follows: up to nine percent may be used to fund statewide grants, with the remaining eighty‐one percent deposited into the Program Account to be used solely to fund approved Regional plans. The percent of total funds to be used for regional programs are further divided as follows: 28.4% of all funds must be provided to fund regional plans based on population of children aged five and younger. 32.4% of all funds must be provided to fund regional plans based on the population of children five and younger whose family income does not exceed 100 percent of federal poverty guidelines. 20.2% of all funds may be used to fund regional programs without consideration of regional population. Use of Funds First Things First establishes Regional Partnership Councils throughout the state. The Regional Partnership Councils are to include eleven members who reside or work in the region. Funding will be based on the number of children ages birth to five years living in the area, as well as the number of young children whose incomes do not exceed 100% of the federal poverty level. Programs funded through the AZECDH Board may be conducted either by grantees in the region or directly by the Regional Partnership Council. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 38,418.0 141,870.0 157,257.0 Program Total 38,418.0 141,870.0 157,257.0 FTE Positions 124.0 138.0 140.0 Strategic Issues: Issue 1 Increasing quality of child care services. FTF will improve the quality of early care and education programs and settings -(a.) establish and implement a comprehensive quality improvement and rating system to improve quality across early childhood education and care settings utilizing public and private funding and resources to develop the statewide infrastructure. (b.) increase child care health and mental health consultants to improve children's health, safety and quality of interactions with providers and increase early identification of health or developmental concerns. (c.) increase use of screening activities across early care and education settings to improve early identification and receipt of appropriate services. To achieve all required statutory deadlines in a timely ‹ Goal 1 manner and with high quality. ‹ Goal 2 To build a comprehensive, high quality early childhood development and health system. ‹ Goal 3 To increase public awareness of, and support for, early childhood investment. ‹ Goal 4 To achieve high level of integration, coordination and collaboration with early childhood partners and stakeholders. ‹ Goal 5 To evaluate and report on system outcomes and monitor and report on financial and programmatic results by provider, region and policy area. All dollars are presented in thousands (not FTE). Early Childhood Development and Health Board ‹ Goal 6 To develop a high performing team at FTF. Early Childhood Development and Health Board All dollars are presented in thousands (not FTE). Page 95 ($ Thousands) Agency Summary: Agency Summary DEA 0.0 DEPARTMENT OF ECONOMIC SECURITY Neal G. Young, Director Phone: (602) 542-5678 FY 2009 Actual Program FY 2010 Estimate FY 2011 Estimate ¾ ADMINISTRATION ¾ DEVELOPMENTAL 104,467.0 122,027.0 142,598.0 1,112,068.0 839,484.0 933,799.0 Mission: ¾ BENEFITS AND MEDICAL 1,430,210.0 1,601,149.0 1,798,444.0 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 15,879.0 18,518.0 18,518.0 ¾ AGING AND COMMUNITY 129,241.0 129,634.0 129,905.0 ¾ CHILDREN, YOUTH AND 531,546.0 518,039.0 531,035.0 ¾ EMPLOYMENT AND 1,446,171.0 1,927,067.0 1,122,796.0 Agency Total: 4,769,582.0 5,155,918.0 4,677,095.0 ENFORCEMENT SERVICES FAMILIES REHABILITATION SERVICES Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 639,788.0 555,185.0 786,996.0 Other Appropriated Funds 461,522.0 524,229.0 465,503.0 Other Non Appropriated Funds 3,668,272.0 4,076,504.0 3,424,596.0 Program Total 4,769,582.0 5,155,918.0 4,677,095.0 FTE Positions 11,311.0 11,096.0 11,146.0 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 60 and older. According to U.S. Census data, the number of children in Arizona under five years of age will double from 2000 to 2030 to over 750,000 children (7 percent of the state’s population). Research shows that comprehensive, high-quality care and early learning experiences are linked to children's success in school and in life. As Arizona’s number of young children increases, DES will be required to continue work with its partners in community and state government and federal government to maximize the supports that can be provided to ensure successful outcomes. By 2020, more than 1 in 4 people in Arizona (26 percent) will be over 60 years of age 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 healthy older adults with the time, ability and interest to find news ways to contribute to their community. As the population ages, Arizona is also likely to see an increase in people with medical complications that will limit their ability to live independently. These changes will increase demand for long-term care services and supports in order to meet the health care and other basic needs of seniors. The Department must strengthen partnerships with 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, communities and faith-based organizations to help meet the needs of these growing populations. Issue 2 Social and Economic Stressors Families today face increasingly complex issues. Violence against children continues to be a substantial concern, 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. 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 may be necessary for these caregivers to succeed in Page 96 All dollars are presented in thousands (not FTE). Department of Economic Security meeting this challenge. In Arizona, more than 14 percent of people live in poverty, and 20 percent of Arizona's children are living below the federal poverty level. The federal poverty level for a family of four is currently $22,050. The number of individuals living at or below 200 percent of the poverty level (which is portrayed as a more accurate indicator of being in or near-poverty) is about 34 percent of Arizona’s population. Poverty is not a small problem in our state. One of three Arizonans are struggling to make ends meet. According to U.S. Census data, 737,000 Arizona children under age 18 live in families at or below 200 percent of the poverty level – this accounts for 45 percent of all children in Arizona. Arizona and our nation is experiencing an unprecedented economic downturn. Arizona is burdened by a large portion of the nation’s mortgage foreclosures and losses in the housing and construction industries. Economists are predicting that the unemployment rate in Arizona could reach at least 10 percent before conditions improve. Like its counterpart agencies in nearly all 50 states, DES feels the impact of this economic decline with dramatic rises in unemployment insurance caseloads, as well as increases in the number of families seeking assistance to meet basic needs such as housing, food, and health care. People who have never experienced financial difficulties before are coming in to DES offices for services for the first time. They need the temporary supportive services from the state and community to help them weather the economic downturn. Moving DES forward through the coming five years requires thoughtful consideration of how we reconcile our plans and aspirations for the future with the current financial environment. Decisions must be made that respond to the specific, immediate needs that we face due to rising caseloads and more Arizonans experiencing poverty. It is in these challenging times that the social safety net provided by the Department and the community is most important. Through deliberate planning, the Department must identify and target resources on the core services that are essential to ensure that the basic needs of individuals and families in Arizona are met. To the extent that resources allow, we are also presented with an opportunity to work with families to help them face underlying economic stability issues, thereby helping people move to self-sufficiency. Partnerships with the community, as discussed below, are one avenue of opportunity that exists to enhance supports to reduce long-term poverty. Another strategy that the Department has initiated and can maintain is expanding knowledge for working families of the federal Earned Income Tax Credit (EITC) and the child care tax credit. The EITC, on average, provides low income working families with a tax credit of over $1,700 per year. Through the JOBS program, DES can continue to provide training and education for employment. It is important to consider the view held by some economists that the extent of job loss in the U.S. may reflect a restructuring of the American economy, with key industries – such as manufacturing, financial services and retail – abandoning whole areas of business. The need to retool workers to fit the new economy will likely exceed the capacity of programs such as JOBS to meet the need. Issue 3 Responsive to the Community 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. 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 Shortfalls Over the past couple of years, the state has relied on federal funds to reduce the General Fund cost of the Department. In fiscal year 2011, however, much of this federal support will begin to expire. The Department will require General Fund dollars to replace these lost federal funds to simply maintain existing critical programs. In fiscal year 2008, the Department identified the availability of contingency funds and successfully submitted an application to the federal government. At that time, the funds were used in lieu of General Fund dollars to provide for caseload growth in the child welfare program, as well as to expand the availability of domestic violence emergency shelter funds. Though Arizona was only the second state to begin claiming regular contingency funds, there are now at least 17 states claiming funds. Congress has not appropriated additional dollars to the fund to replenish the original $2 billion appropriation. As a result, as additional states become eligible, the depletion of the fund is accelerated. Since fiscal year 2008, contingency funds increased state receipts of federal TANF funds by $80 million, but the fund will be exhausted at some point during fiscal year 2010. On February 13, 2009, the President signed into law the American Recovery and Reinvestment Act of 2009 (ARRA, P.L. 111-5). ARRA, commonly referred to as the federal stimulus, augmented a number of the Department’s federal grants, including funds that support services for individuals with developmental disabilities, child welfare, early intervention services, and work related to administering the supplemental nutrition assistance program. As a result, the Legislature was able to address caseload growth with federal funds while making significant reductions to the Department’s General Fund base. In fiscal years 2008 through 2010, the availability of TANF contingency and ARRA funds reduced the level of General Fund support the Department otherwise would have required. These funds provided short-term assistance to provide an alternative to drastic program reductions or tax increases. These funding alternatives will no longer be available in fiscal year 2011, requiring an increased General Fund commitment to return to a more historic state / federal funding relationship. Issue 5 Department Capacity The Department has a proud history of innovation and efficiency in the delivery of human services. The strategic issues discussed above point to the necessity for even more innovation and efficiency throughout the Department. The Department will need to ensure that core services continue while incorporating inventive and efficient business strategies to manage through the difficult years ahead. 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 continuously 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. State government, like most American businesses, 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. Working closely with communities and customers 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 Several information technology systems within the Department are no longer functionally adequate to meet internal and external business needs. Financial circumstances have halted efforts to invest in major improvements and modern, integrated information technology systems. The Department is faced with the need to continue to manage operations as well as it can using the existing, antiquated infrastructure. Department of Economic Security All dollars are presented in thousands (not FTE). Page 97 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. Repositioning the workforce is a major focus of health and human services across the country. As the Department manages through the rapidly changing environment and brings focus to its core work, there are opportunities to encourage and empower staff and build a stronger workforce. 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: This Program Contains the following Subprograms: 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 27,077.0 49,189.0 6,035.0 7,423.0 7,376.0 71,355.0 65,415.0 64,702.0 Program Total 104,467.0 122,027.0 142,598.0 FTE Positions 1,154.0 1,152.0 1,153.0 Other Appropriated Funds Other Non Appropriated Funds 70,520.0 1. Ensure alignment of the Department’s vision, mission, values and overall goals and engage in disciplined and strategic thinking Subprogram Summary DEA 1.1 2. Develop Executive Leadership CENTRAL ADMINISTRATION Alcira Angulo, Strategic Planning 3. Ensure effective Department evaluation 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); and 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 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) FY 2009 Actual General Funds 4. Ensure a quality workforce 5. Enhance training and supports for supervisors 23,047.0 5,811.0 6,746.0 6,971.0 Other Non Appropriated Funds 57,057.0 51,738.0 52,681.0 Program Total 88,951.0 81,531.0 87,030.0 FTE Positions 1,096.0 1,096.0 1,097.0 ‹ Goal 1 6. Improve technology to support agency goals FY 2011 Estimate 26,083.0 Other Appropriated Funds 3. Continuous improvement of customer service FY 2010 Estimate 7. Provide a quality physical work environment that furthers the mission of the agency 27,378.0 To improve communication and collaboration within the Department and with other stakeholders, including clients, other agencies, and the broader community in order to improve customer access, service, outcomes, and satisfaction throughout the state. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Agencywide customer satisfaction rating (Scale 1-5) 3.75 3.9 3.9 Human Resources Administration customer satisfaction rating based on annual customer survey (Scale 1-5) 4.75 4.75 4.75 Customer satisfaction rating based on annual survey for the Appellate Services Administration (Scale 1-5) 4.3 4.3 4.3 Customer satisfaction rating based on annual survey for Office of Organization and Management Development (OMD) (Scale 1-5) 4.17 4.2 4.2 To provide leadership, direction, coordination, and support to enable the Department of Economic Security to achieve its mission and vision. Description: ‹ Goal 2 DEA 1.0 Program Summary Performance Measures ADMINISTRATION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 Mission: 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. Page 98 To create a Department culture and infrastructure that supports employees, promotes excellence, and fosters culturally and linguistically appropriate human service delivery. All dollars are presented in thousands (not FTE). Department of Economic Security Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3.44 3.6 3.6 Agencywide employee satisfaction rating (Scale 1-5) ‹ Goal 3 ATTORNEY GENERAL LEGAL SERVICES To improve the quality and efficiency of services delivered to customers. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate .06 0.1 0.1 26 26 26 123 100 100 Total Office of Accounts Receivable and Collections cost per dollar to administer, bill, and collect debts Number of audits and process improvement projects completed Number of reviewed DES provider Single Audits with notification letters sent to the programs by Audit and Management Services ‹ Goal 4 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 66 50 50 Percentage of increase in total number of Family Assistance Administration applications for benefits via One-e-App Subprogram Summary FINGER IMAGING Alcira Angulo, Strategic Planning A.R.S. 46-217; 46-218 Mission: 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. Description: 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. FY 2009 Actual General Funds 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. 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. Phone: (602) 542-0213 Funding and FTE Summary: (Thousands) Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Description: To improve public service by enhancing information technology systems and expanding electronic access. DEA 1.2 Subprogram Summary DEA 1.3 FY 2010 Estimate 161.0 462.0 FY 2011 Estimate 462.0 Funding and FTE Summary: (Thousands) 667.0 626.0 176.0 277.0 277.0 Other Non Appropriated Funds 2,296.0 1,931.0 1,931.0 Program Total 3,139.0 2,834.0 2,834.0 FTE Positions 36.0 36.0 36.0 DISASTER RECOVERY Alcira Angulo, Strategic Planning 128.0 128.0 Phone: (602) 542-0213 222.0 222.0 A.R.S. 41-3504 Program Total 315.0 812.0 812.0 FTE Positions 2.0 2.0 2.0 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate * 9,223.1 9,223.1 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 2009 data will be available February 2010. Mission: To provide a Disaster Recovery Plan and the most efficient and costeffective recovery services possible for the Department's data center and network. 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 272.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 272.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Department of Economic Security 626.0 Subprogram Summary DEA 1.4 48.0 To maintain an automated fingerprint imaging system used to eliminate multiple enrollments. FY 2011 Estimate Other Appropriated Funds 106.0 ‹ Goal 1 FY 2010 Estimate General Funds Other Non Appropriated Funds Other Appropriated Funds FY 2009 Actual To maintain a viable DES Data Center backup Disaster Recovery Plan in conjunction with ADOA and ADPS. All dollars are presented in thousands (not FTE). Page 99 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 Percent of annual testing of the Department's data center disaster recovery plan completed GOVERNOR'S COUNCIL ON DEVELOPMENTAL DISABILITIES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Subprogram Summary DEA 1.5 GOVERNOR'S ADVISORY COUNCIL ON AGING Alcira Angulo, Strategic Planning A.R.S. 46-183 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. FY 2009 Actual General Funds FY 2010 Estimate 92.0 FY 2011 Estimate 54.0 54.0 0.0 0.0 0.0 Other Non Appropriated Funds 283.0 263.0 263.0 Program Total 375.0 317.0 317.0 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds ‹ Goal 1 To obtain input regarding aging issues, programs, and policies from Council members in order to make legislative, program, and awareness recommendations. Performance Measures Number of GACA meetings ‹ Goal 2 Number of Biannual Senior Action Days Number of seniors informed on legislative issues at biannual action days FY 2010 Estimate FY 2011 Estimate 6 7 7 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 N/A 1 1,500 N/A 1,500 To educate the public on aging issues in Arizona and the U.S. Performance Measures Participate in Mature Workers education seminar and/or job fair and employer certification training Number of mature workers and employers informed regarding resources and opportunities Explaination: FY 2009 Actual To engage the public in efforts to inform public policy process on issues related to aging. Performance Measures ‹ Goal 3 A.R.S. 41-2451 Mission: 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. Phone: (602) 542-0213 Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 16 10 10 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). Funding and FTE Summary: (Thousands) 383,183* 190,000 FY 2009 Actual 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,378.0 1,216.0 1,216.0 Program Total 1,378.0 1,216.0 1,216.0 FTE Positions 8.0 8.0 8.0 ‹ Goal 1 Performance Measures Number of employers and providers of employment services to persons with developmental disabilities who attend best practices training sessions (*federal fiscal year) ‹ Goal 2 1 N/A Number of conference participants informed regarding current aging resources, research, and programs N/A 275 N/A Number of Legislative Updates issued to keep senior Arizonans informed of aging issues in the Legislature 26 20 20 Number of State Plan on Aging hearings monitored (occurs only once every 4-5 years) N/A N/A 2 0.0 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* N/A* N/A* To provide all individuals with developmental disabilities unrestricted opportunities and choice for inclusive living. FY 2009 Actual FY 2010 Estimate FY 2011 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) N/A* N/A* N/A* Number of people with disabilities living in homes as a result of the Socialserve housing search services (*federal fiscal year) N/A* N/A* N/A* Performance Measures To have the service system fully responsive to individuals with developmental disabilities. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of the Self Advocacy Coalition of Arizona planning committee who participate in board leadership training (*federal fiscal year) N/A* N/A* N/A* Number of individuals with developmental disabilities interested in becoming staff members of a nonprofit organization who participate in a mentoring program (*federal fiscal year) N/A* N/A* N/A* Performance Measures N/A FY 2011 Estimate Other Appropriated Funds 190,000 *Includes media events and media efforts FY 2010 Estimate General Funds ‹ Goal 3 Sponsor biannual conference on aging ‹ Goal 4 Page 100 Subprogram Summary DEA 1.6 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 All dollars are presented in thousands (not FTE). Department of Economic Security ‹ Goal 1 supports. FY 2009 Actual FY 2010 Estimate FY 2011 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) N/A* N/A* N/A* 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) N/A* Performance Measures ‹ Goal 5 Performance Measures N/A* N/A* FY 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* N/A* N/A* Number of the general public educated about Council initiatives through staff conducted outreach at conferences (*federal fiscal year) FY 2010 Estimate FY 2011 Estimate Number of counties that have participated in and completed the AzEIP monitoring process 15 15 15 Number of counties that have demonstrated improved compliance and performance as documented through the AzEIP general supervision and monitoring system 15 15 15 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. Subprogram Summary ARIZONA EARLY INTERVENTION PROGRAM Description: Alcira Angulo, Strategic Planning Phone: (602) 542-0213 PL 108-446 Mission: 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, Infants 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 2009 Actual 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. DEA 1.7 To improve the family-centered model for Arizona's children birth to age three who have developmental delays and their families. FY 2009 Actual FY 2010 Estimate Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 74.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 173.0 0.0 0.0 Program Total 247.0 0.0 0.0 FTE Positions 2.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To increase operational efficiencies through the implementation of innovative and leveraged IT solutions. Performance Measures Conduct an assessment, develop plan, and implement Document Management System projects. ‹ Goal 2 0.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 50 N/A N/A To develop and implement a statewide document imaging and barcoding system for FAA local office documents. Performance Measures Percent of balance of FAA offices imaged statewide FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 N/A N/A FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 10,062.0 10,045.0 8,389.0 Program Total 10,062.0 10,045.0 8,389.0 FTE Positions 8.0 8.0 8.0 Department of Economic Security 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. NOTE: The assessment and plan for the Document Management System were completed in fiscal year 2009. The special line item appropriation was rescinded in February 2009 due to budget reduction measures. This measure is closed and will no longer be reported on. 0.0 All dollars are presented in thousands (not FTE). Page 101 Program Summary DEA 2.0 Subprogram Summary DEA 2.1 DEVELOPMENTAL DISABILITIES OPERATIONS DEVELOPMENTAL DISABILITIES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-554 A.R.S. 36-554 Mission: Mission: To support the choices of individuals with developmental disabilities and their families by promoting and providing flexible, quality, consumer-driven services and supports. To enhance supports and services to consumers and families through the effective and efficient use of state and federal funding. Description: 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, and 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Funding and FTE Summary: (Thousands) Developmental Disabilities Operations Case Management - Title XIX Case Management - State Only General Funds Home and Community Based Services - State Only Institutional Services - Title XIX Institutional Services - State Only Medical Services 11,936.0 0.0 0.0 Other Non Appropriated Funds 32,020.0 25,230.0 22,965.0 Program Total 48,423.0 37,166.0 37,165.0 FTE Positions 323.0 299.0 299.0 ‹ Goal 2 Medicare Clawback Payments Children's Autism Intensive Behavioral Treatment Services Children's Autism Intensive Early Intervention Services for Toddlers Arizona Early Intervention Program General Funds FY 2009 Actual FY 2010 Estimate 210,016.0 310,122.0 25,493.0 26,669.0 26,469.0 802,236.0 602,799.0 597,208.0 Program Total 1,112,068.0 839,484.0 933,799.0 FTE Positions 1,964.0 1,843.0 1,892.0 Other Non Appropriated Funds FY 2010 Estimate FY 2011 Estimate 265 285 300 To increase the number of therapists serving consumers with developmental disabilities. FY 2009 Actual Performance Measures FY 2010 Estimate FY 2011 Estimate Number of occupational therapists 244 244 244 Number of physical therapists 210 210 210 Number of speech therapists 325 325 325 FY 2011 Estimate 284,339.0 Other Appropriated Funds FY 2009 Actual Number of families/individuals using cooperatives, microboards, or support brokerage models Dental Pilot Autism Training and Oversight 14,200.0 To enhance the supports and services available to consumers. Performance Measures State-Funded Long Term Care FY 2011 Estimate 0.0 ‹ Goal 1 ATP-Coolidge - Title XIX ATP-Coolidge - State Only FY 2010 Estimate 16,403.0 Other Appropriated Funds Home and Community Based Services - Title XIX Funding and FTE Summary: (Thousands) FY 2009 Actual Subprogram Summary DEA 2.2 CASE MANAGEMENT - TITLE XIX Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-554 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. Page 102 All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 13,770.0 FY 2011 Estimate 8,512.0 0.0 0.0 0.0 31,600.0 26,974.0 27,058.0 Program Total 45,370.0 35,486.0 38,988.0 FTE Positions 822.0 766.0 815.0 ‹ Goal 1 To increase opportunities for individuals and their families to have control over decisions and resources. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of individuals/families who choose where they (or their family member) live (Survey conducted every two years) N/A 65 N/A Number of individuals/families who choose contracted case management services 785 Number of consumers participating in the Fiscal Intermediary Program 2,318* Performance Measures ‹ Goal 2 790 800 Performance Measures 2,400 2,500 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98 98 98 N/A 60 N/A Percent of consumer satisfaction with case management services (Title XIX only) Percent of individuals/families who choose the case manager (Survey conducted every two years) Average number of consumers with developmental disabilities served 21,811 23,120 24,507 ‹ Goal 2 To promote quality case management services for all eligible consumers. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 8,451 8,738 9,035 Average number of consumers with developmental disabilities served Subprogram Summary DEA 2.4 HOME AND COMMUNITY BASED SERVICES - TITLE XIX Phone: (602) 542-0213 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 2009 Actual General Funds Subprogram Summary CASE MANAGEMENT - STATE ONLY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 129,268.0 0.0 0.0 Other Non Appropriated Funds 585,862.0 407,790.0 429,260.0 Program Total 745,790.0 537,058.0 618,186.0 FTE Positions 99.0 95.0 95.0 Performance Measures Percentage of child and adult consumers with a developmental disability that live with their family or in there own home ‹ Goal 2 Case management services coordinate services and supports for Long-Term Care and state only eligible individuals and their families. Performance Measures General Funds FY 2010 Estimate FY 2011 Estimate 3,947.0 3,856.0 3,856.0 0.0 0.0 0.0 6,177.0 6,023.0 6,023.0 Program Total 10,124.0 9,879.0 9,879.0 FTE Positions 126.0 125.0 125.0 Other Appropriated Funds Other Non Appropriated Funds To increase opportunities for individuals and their families to have control over decisions and resources. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 618 620 625 Number of individuals/families who choose contracted case management services FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 85 86 86 To increase consumer, family, and caregiver satisfaction with home- and community-based services and supports. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of consumers living at home who are satisfied with services and supports (Survey conducted every two years) N/A 65 N/A Percent of families of children under 18 who are satisfied with services and supports (Survey conducted every two years) 48 N/A 48 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) 77 N/A 75 Percent of relatives and caregivers of consumers stating the services received meet the consumer's needs 95 95 95 Percent of relatives and caregivers satisfied with the providers of services received. 95 95 95 ‹ Goal 3 To maintain the number of children returned to a family or relative home or placed in adopted settings. Performance Measures Department of Economic Security 188,926.0 To provide home- and community-based services that support the majority of consumers in their family or own home. Description: FY 2009 Actual FY 2011 Estimate 0.0 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. FY 2010 Estimate 159,928.0 ‹ Goal 1 A.R.S. 36-554 ‹ Goal 1 50 * This represents a count of DD-only eligible consumers that had a payment for the Fiscal Intermediary Program at some point during SFY 09. Other Appropriated Funds Funding and FTE Summary: (Thousands) 45 A.R.S. 36-552 To provide quality case management services for all eligible consumers. DEA 2.3 39* Alcira Angulo, Strategic Planning * This represents an unduplicated count of Title XIX eligible consumers that had a payment for the Fiscal Intermediary Program (FIM) at some point during SFY 2009 Explaination: Explaination: 11,930.0 Other Non Appropriated Funds Other Appropriated Funds Number of consumers participating in the Fiscal Intermediary Program All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Page 103 Actual Estimate Estimate 344 350 355 Number of foster children returned to family or relative home 17 22 22 Number of foster children adopted 38 40 40 Percent of children returned to family or relative home or adopted 16 18 17 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of adult consumers eligible for employment services 5,463 5,791 6,138 Percentage of eligible adult consumers placed in community employment 16.31 18 20 4.0 4.5 4.5 Performance Measures Consumer satisfaction rating with Employment Services program (scale 1 to 5) for employment services Percentage of eligible adult consumers placed in community employment DEA 2.5 HOME AND COMMUNITY BASED SERVICES - STATE ONLY Alcira Angulo, Strategic Planning INSTITUTIONAL SERVICES - TITLE XIX 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. Funding and FTE Summary: (Thousands) General Funds A.R.S. 36-552 Other Appropriated Funds 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. 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. FY 2009 Actual FY 2010 Estimate 27,202.0 15,166.0 FY 2011 Estimate 35,047.0 500.0 848.0 848.0 5,400.0 20,846.0 965.0 Program Total 33,102.0 36,860.0 36,860.0 FTE Positions 48.0 45.0 45.0 Other Non 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 who live with their family or in there own home ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 99 99 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 249 255 260 Number of foster children returned to family or relative home 13 15 15 Number of foster children adopted 54 58 62 Percent of children returned to family or relative home or adopted 27 28 29 Total number of foster children with permanency plans ‹ Goal 3 FY 2011 Estimate 3,437.0 0.0 0.0 0.0 Other Non Appropriated Funds 17,618.0 10,848.0 9,867.0 Program Total 22,691.0 14,285.0 14,284.0 FTE Positions 78.0 75.0 75.0 ‹ 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. FY 2009 Actual Performance Measures Number of consumers screened Percent of identified individuals moved within 30 days of notification ‹ Goal 2 4,417.0 FY 2010 Estimate FY 2011 Estimate 69 67 67 100 100 100 To reduce or maintain the number of people placed in institutional settings. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of consumers at Phoenix ICF/MR 36 40 41 Number of consumers in private ICF/MR 43 40 42 Number of consumers at skilled nursing facilities 53 55 55 Performance Measures Subprogram Summary DEA 2.7 INSTITUTIONAL SERVICES - STATE ONLY Alcira Angulo, Strategic Planning 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. To increase economic prosperity and self-sufficiency of adult consumers by providing community employment opportunities. Performance Measures Number of adult consumers eligible Page 104 FY 2010 Estimate Phone: (602) 542-0213 To maintain the number of children returned to a family or relative home or placed in adoptive settings. Performance Measures FY 2009 Actual 5,073.0 Description: Other Appropriated Funds 62 Subprogram Summary DEA 2.6 Phone: (605) 542-0213 General Funds 62 Description: Subprogram Summary Funding and FTE Summary: (Thousands) 62 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 335 335 335 All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 139.0 145.0 145.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 139.0 145.0 145.0 FTE Positions 0.0 0.0 0.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 1 1 Number of consumers screened Subprogram Summary DEA 2.8 Subprogram Summary DEA 2.9 ATP-COOLIDGE - TITLE XIX Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-2939 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) MEDICAL SERVICES Alcira Angulo, Strategic Planning FY 2009 Actual General Funds Phone: (602) 542-0213 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. 3,495.0 0.0 0.0 0.0 Other Non Appropriated Funds 14,934.0 11,087.0 10,087.0 Program Total 20,578.0 14,582.0 14,582.0 FTE Positions 417.0 389.0 389.0 ‹ Goal 1 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 45,398.0 29,069.0 40,318.0 0.0 0.0 0.0 Other Non Appropriated Funds 108,625.0 91,701.0 90,983.0 Program Total 154,023.0 120,770.0 131,301.0 FTE Positions 37.0 36.0 36.0 Other Appropriated Funds ‹ Goal 1 To provide cost effective, quality health care. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 88 88 98* 98 98 Percent of consumers satisfied with care received from their primary care physician Number of consumers that have an advance health-care directive Explaination: 4,495.0 To provide quality residential services in the Arizona Training Program at Coolidge. 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. FY 2011 Estimate 5,644.0 Other Appropriated Funds A.R.S. 36-2939 FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of individuals living in Intermediate Care Facilities for the Mentally Retarded at the Arizona Training Program at Coolidge 96 91 85 Number of individuals living in stateoperated group homes at the Arizona Training Program at Coolidge 27 26 26 Total number of consumers living at Arizona Training Program at Coolidge 123 117 111 Average cost per member year at the Arizona Training Program at Coolidge (in dollars) 145,821 142,252 141,118 Performance Measures DEA 2.10 Subprogram Summary ATP-COOLIDGE - STATE ONLY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-2939 Mission: * The methodology for this measure has changed. 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 Department of Economic Security FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 96.0 69.0 69.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 96.0 69.0 69.0 FTE Positions 12.0 11.0 11.0 All dollars are presented in thousands (not FTE). Page 105 ‹ Goal 1 To provide quality residential services in the Arizona Training Program at Coolidge. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 16 N/A* N/A* Number of individuals served through the Senior Companion Program Explaination: * This program has been eliminated as of 06-30-09 Subprogram Summary DEA 2.13 AUTISM TRAINING AND OVERSIGHT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-574 Subprogram Summary DEA 2.11 Mission: STATE-FUNDED LONG TERM CARE Alcira Angulo, Strategic Planning To enhance the quality of intensive behavioral training for providers of children with autism. Phone: (602) 542-0213 Description: Laws 2007, Chapter 255, Section 28 Provides training and oversight of habilitation workers utilizing intensive behavioral treatment for children with or at risk of developing autism. Mission: To effectively meet the needs of Long Term Care-eligible individuals with developmental disabilities. Description: This funding provides non-Title XIX services to Long Term Care-eligible consumers. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 838.0 763.0 763.0 24,993.0 25,621.0 25,621.0 0.0 0.0 0.0 Program Total 25,831.0 26,384.0 26,384.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 3,248 3,443 3,649 Number of Long Term Care-eligible consumers that receive state-funded room and board to live in communitybased homes Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 200.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 200.0 0.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* N/A* N/A* Number of habilitation workers that received training and certification to provide services to children with autism Explaination: * The Division has not received spending authority for this program for SFY 2009 or SFY 2010 Subprogram Summary DEA 2.14 MEDICARE CLAWBACK PAYMENTS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 DEA 2.12 Laws 2007, Chapter 255, Section 28 Subprogram Summary DENTAL PILOT Mission: Alcira Angulo, Strategic Planning To provide Medicare clawback funds as required by federal law under the Medicare Modernization Act. Phone: (602) 542-0213 Laws 2006, Chapter 350, Section 24 Description: Mission: To improve access to dental services for adults enrolled in the Division of Developmental Disabilities. 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. This program will not be part of the budget submittal for SFY 2011. 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 2009 Actual General Funds FY 2011 Estimate 2,207.0 2,456.0 2,456.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,207.0 2,456.0 2,456.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To effectively coordinate medical benefits for consumers that are dually eligible for Medicaid and Medicare. Performance Measures Number of dually eligible consumers Page 106 FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,762 5,048 5,351 Department of Economic Security Subprogram Summary DEA 2.15 Subprogram Summary DEA 2.17 ARIZONA EARLY INTERVENTION PROGRAM CHILDREN'S AUTISM INTENSIVE BEHAVIORAL TREATMENT SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-574 PL 108-446 Mission: Mission: To effectively meet the needs of children who have or are at risk for autism. To enhance the capacity of families to support the infants and toddlers with delays or disabilities to thrive in their homes and communities. Description: This program provides interventions using individualized curricula based on the principles of applied behavior analysis. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,350.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 1,800.0 0.0 Program Total 1,350.0 1,800.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 0.0 To promote social, language, and positive behavioral development. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 N/A* Percent of families satisfied with applied behavioral analysis services. Explaination: *Funding for this program will be eliminated Subprogram Summary DEA 2.16 CHILDREN'S AUTISM INTENSIVE EARLY INTERVENTION SERVICES FOR TODDLERS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 36-574 Mission: To effectively meet the needs of children who have or are at risk for autism. Description: This program provides early intervention services to children who have or are at risk for autism. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 500.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 500.0 0.0 Program Total 500.0 500.0 0.0 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 N/A* Percent of families satisfied with preschool services Explaination: 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,844.0 1,844.0 3,500.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,844.0 1,844.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of counties that have participated in and completed the AzEIP monitoring process 15 15 15 Number of counties that have demonstrated improved compliance and performance as documented through the AzEIP general supervision and monitoring system 15 15 15 Performance Measures *Funding for this program will be eliminated Department of Economic Security All dollars are presented in thousands (not FTE). Page 107 Program Summary DEA 3.0 Subprogram Summary DEA 3.1 BENEFITS AND MEDICAL ELIGIBILITY BENEFITS AND MEDICAL ELIGIBILITY OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 A.R.S. 41-1954 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: The Division of Benefits and Medical Eligibility administers programs in the following areas: 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 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 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. 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) This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 Benefits and Medical Eligibility Operations FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Disability Determination Services Administration General Funds 31,112.0 28,838.0 32,219.0 TANF Cash Benefits Tribal Pass-Through Funding Other Appropriated Funds 24,666.0 26,717.0 26,717.0 Other Non Appropriated Funds 170,862.0 137,063.0 133,682.0 Program Total 226,640.0 192,618.0 192,618.0 FTE Positions 3,544.0 3,212.0 3,212.0 General Assistance Tuberculosis Control Payments Food Stamps Benefits ‹ Goal 1 Child Passenger Restraint Eligibility System Upgrade FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 87,366.0 60,778.0 131,200.0 Other Appropriated Funds 88,963.0 114,954.0 56,268.0 Other Non Appropriated Funds 1,253,881.0 1,425,417.0 1,610,976.0 Program Total 1,430,210.0 1,601,149.0 1,798,444.0 FTE Positions 3,799.0 3,467.0 3,467.0 Page 108 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,022,630 1,182,449 1,284,711 Percent of clients satisfied with Family Assistance Administration 85.8 89.1 89.1 Medical Assistance timeliness rate 93.5 95.0 95.0 Performance Measures Document Management Funding and FTE Summary: (Thousands) To improve customer service and accessibility. Number of recipients receiving medical assistance for which DES determines eligibility per month All dollars are presented in thousands (not FTE). Department of Economic Security Subprogram Summary DEA 3.2 Subprogram Summary DEA 3.3 DISABILITY DETERMINATION SERVICES ADMINISTRATION TANF CASH BENEFITS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 46-251 A.R.S. 41-1954; 46-291 Mission: Mission: To provide timely and accurate disability determinations for the people we serve. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: 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. 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 also offers a grant diversion program which 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 32,955.0 28,574.0 28,574.0 Other Non Appropriated Funds Funding and FTE Summary: (Thousands) FY 2009 Actual 32,955.0 28,574.0 28,574.0 FTE Positions 255.0 255.0 255.0 ‹ Goal 1 To improve Disability Determination Services Administration performance. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of correct cases (*federal fiscal year) 93.8* 95.9* 95.9* Average Social Security Disability Insurance initial case processing time (days) (*federal fiscal year) 83.7* 98.5* 98.5* Average Supplemental Security Income initial case processing time (days) (*federal fiscal year) 82.2* 98.5* 98.5* Performance Measures ‹ Goal 2 To improve customer satisfaction. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.4* 4.5* 4.5* Customer satisfaction rating (Scale 15) (*federal fiscal year) Department of Economic Security FY 2011 Estimate General Funds 49,754.0 27,248.0 94,289.0 Other Appropriated Funds 64,297.0 88,237.0 29,551.0 0.0 0.0 0.0 Program Total 114,051.0 115,485.0 123,840.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 To increase the Family Assistance Administration's efficiency and accountability. FY 2009 Actual Performance Measures Program Total FY 2010 Estimate Number of cases diverted from TANF FY 2010 Estimate FY 2011 Estimate 2,952 1,663 1,663 Average number of TANF Cash Assistance recipients 83,969 87,440 93,537 Average cash benefits caseload (unduplicated) 38,467 40,057 42,850 Percentage of change in TANF Cash Assistance benefits adult caseload (non-child-only cases) 3.85 2.7 2.7 Average length of stay in months in current Cash Assistance (adult caaseload, non-child-only cases) 8.89 10.0 10.0 83 80 80 Percent of TANF Cash Assistance issued timely 94.7 95.0 95.0 Percent of total TANF Cash Assistance payments issued accurately (*federal fiscal year) N/A* N/A* N/A* Percentage of TANF recipients who leave due to employment and do not return for at least six months Explaination: QC is no longer conducted on TANF cases All dollars are presented in thousands (not FTE). Page 109 Subprogram Summary DEA 3.4 Subprogram Summary DEA 3.6 TRIBAL PASS-THROUGH FUNDING TUBERCULOSIS CONTROL PAYMENTS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 46-134 A.R.S. 36-716 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: 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. This program provides financial assistance and support services to persons certified unemployable because of communicable tuberculosis. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 4,876.0 4,680.0 4,680.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 4,876.0 4,680.0 4,680.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 6 6 Number of tribes operating their own TANF program Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 7.0 12.0 12.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 7.0 12.0 12.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To increase the Family Assistance Administration's efficiency and accountability. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 92.0 92.0 Tuberculosis Control timeliness rate Subprogram Summary DEA 3.7 FOOD STAMPS BENEFITS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 DEA 3.5 Subprogram Summary Mission: GENERAL ASSISTANCE To promote the safety, well-being, and self-sufficiency of children, adults, and families. Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Description: 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. Effective March 1, 2009, this program was eliminated. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 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 2009 Actual FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,049,658.0 1,259,600.0 1,448,540.0 Program Total 1,049,658.0 1,259,600.0 1,448,540.0 FTE Positions 0.0 0.0 0.0 1,514.0 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 1,514.0 0.0 0.0 Performance Measures FTE Positions 0.0 0.0 0.0 FS timeliness rate ‹ Goal 1 Explaination: 0.0 To increase the Family Assistance Administration's efficiency and accountability. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 95.2 95.0 95.0 94.6* 95.1* 95.1* 752,722 919,325 1,048,031 Percent of total food stamp payments issued accurately *federal fiscal year Average monthly number of FS recipients Page 110 FY 2010 Estimate All dollars are presented in thousands (not FTE). Department of Economic Security Subprogram Summary DEA 3.8 CHILD PASSENGER RESTRAINT N/A* N/A* N/A* Prepare and issue the request for proposal N/A* N/A* N/A* Explaination: Alcira Angulo, Strategic Planning Phone: (602) 542-0213 *This program was eliminated due to budget reduction Subprogram Summary DEA 3.10 A.R.S. 28-907 DOCUMENT MANAGEMENT Alcira Angulo, Strategic Planning Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: 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 Actual General Funds FY 2010 Estimate 0.0 FY 2011 Estimate 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 175.0 180.0 180.0 Program Total 175.0 180.0 180.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 Develop and issue the Advance Planning Document (APD) To disburse the Child Passenger Restraint Fund monies on purchasing and distributing child restraints seats. FY 2009 Actual Performance Measures FY 2010 Estimate FY 2011 Estimate Car seats purchased and distributed 4,129 3,200 3,200 Cost per car seat 46.03 46.03 46.03 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. Program Summary DEA 4.0 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. Subprogram Summary DEA 3.9 Description: ELIGIBILITY SYSTEM UPGRADE 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: 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2011 Estimate This Program Contains the following Subprograms: 4 4 4 4 Child Support Enforcement Operations Genetic Testing County Participation CSE Attorney General Legal Services 103.0 0.0 0.0 0.0 0.0 0.0 Funding and FTE Summary: (Thousands) 231.0 0.0 0.0 General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Estimate 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. 334.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To implement the eligibility system upgrade by FY 2012. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* N/A* N/A* Develop requirements for systems redesign Department of Economic Security FY 2010 Estimate FY 2011 Estimate 744.0 750.0 750.0 3,109.0 3,657.0 3,657.0 Other Non Appropriated Funds 12,026.0 14,111.0 14,111.0 Program Total 15,879.0 18,518.0 18,518.0 FTE Positions 148.0 148.0 148.0 Other Appropriated Funds Program Total FY 2009 Actual All dollars are presented in thousands (not FTE). Page 111 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. Number of IV-D cases FY 2010 Estimate FY 2011 Estimate 213,073 215,204 217,356 Total amount of IV-D support collections (millions) 360.6 371.4 382.6 Percentage of change in IV-D collections from prior fiscal year(*federal fiscal year) 3.0* ‹ Goal 2 3.0* IV-D dollars collected for each IV-D dollar expended (cost-effectiveness ratio) Percentage of change in IV-D dollars collected for each IV-D dollar expended from prior fiscal year(*federal fiscal year) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.7 4.7 4.7 11.0* 1.1* 1.1* To sustain the number of paternity establishments for children who were born out of wedlock. Performance Measures Percentage of the IV-D caseload in the paternity function FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 11.1 11.0 11.0 Number of children in the IV-D caseload requiring paternity establishment 28,444 28,444 28,444 Number of children for whom paternity was established in the IV-D caseload 15,926 16,085 16,246 Total number of children for whom paternity was established including those established in the Hospital Based Paternity Program 51,167 51,679 52,195 Percentage of IV-D children in the paternity function for whom paternity was established during the year ‹ Goal 4 55.4 56.6 57.1 FY 2009 Actual FY 2010 Estimate 168,525 170,210 171,912 Number of IV-D cases 213,073 215,204 217,356 79.1 79.1 79.1 Page 112 161,892 163,511 165,146 76.0 76.0 76.0 117,642 118,818 120,007 Percentage of change in Title IV-D cases with a IV-D payment from prior fiscal year(*federal fiscal year) 4.4* 1.0* 1.0* Percentage of Title IV-D caseload with a Title IV-D payment 55.2 55.2 55.2 Percentage of Title IV-D court ordered cases with a payment during the year 69.8 69.8 69.8 49.99* 51.49* 52.99* .91* 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 Ratio of current IV-D child support collected and distributed to current IV-D support due Explaination: * federal fiscal year Percentage of change in ratio of current Title IV-D support collected and distributed from prior fiscal year (*federal fiscal year) Subprogram Summary GENETIC TESTING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; Laws 1994, Ch 374 To provide funding to cover the cost of genetic testing services required to establish potential paternities. Description: 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 32.0 72.0 0.0 0.0 0.0 Other Non Appropriated Funds 124.0 238.0 238.0 Program Total 156.0 310.0 310.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 72.0 To pay for genetic testing in a timely manner. Number of genetic tests performed FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,443 5,443 5,443 Number of invoices received 12 12 12 Number of invoices paid within 30 days of receipt 12 12 12 100 100 100 Percent of invoices paid on time FY 2011 Estimate Number of court ordered IV-D cases Ratio of court ordered cases (in percent) FY 2011 Estimate Performance Measures To increase the number of court-ordered IV-D cases. Performance Measures FY 2010 Estimate Mission: To improve the cost-effectiveness ratio. Performance Measures ‹ Goal 3 3.0* 20.4 FY 2009 Actual DEA 4.2 FY 2009 Actual 24.9 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 32.4 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 All dollars are presented in thousands (not FTE). Department of Economic Security 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 2009 Actual General Funds FY 2010 Estimate FY 2011 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. 712.0 678.0 678.0 Other Appropriated Funds 2,426.0 2,318.0 2,318.0 Other Non Appropriated Funds 5,322.0 6,612.0 6,612.0 Funding and FTE Summary: (Thousands) Program Total 8,460.0 9,608.0 9,608.0 General Funds FTE Positions 148.0 148.0 148.0 ‹ Goal 1 To provide Child Support services at a comparable rate of growth to the State run program. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 112.35* 95* 95* Percent of change in the paternity establishment ratio from the prior fiscal year(*federal fiscal year) 17.35* 0* 0* Ratio of open cases with support orders established during the fiscal year(*federal fiscal year) 85.11* 86.11* 87.11* 4.7* 1.0* 1.0* Ratio of current IV-D Child Support collected and distributed to current IV-D support due during the fiscal year(*federal fiscal year) 53.47* 54.97* 56.47* Percent of change in ratio of current IV-D support collected and distributed from the prior fiscal year(*federal fiscal year) 1.07* 1.5* 1.5* Ratio of cases with arrears due paying arrearages during the fiscal year(*federal fiscal year) 61.41* 62.91* 64.41* Percentage of change in ratio of cases paying arrearages from the prior fiscal year(*federal fiscal year) 1.71* 1.5* 1.5* Performance Measures Ratio of children born out of wedlock with paternity established during the fiscal year(*federal fiscal year) Percent of change in the ratio of cases with support orders established during the fiscal year(*federal fiscal year) Department of Economic Security FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 683.0 1,339.0 1,339.0 Other Non Appropriated Funds 6,580.0 7,261.0 7,261.0 Program Total 7,263.0 8,600.0 8,600.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds All dollars are presented in thousands (not FTE). Page 113 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 27,326.0 28,619.0 28,619.0 Other Appropriated Funds 13,914.0 15,969.0 16,240.0 Other Non Appropriated Funds 88,001.0 85,046.0 85,046.0 Program Total 129,241.0 129,634.0 129,905.0 FTE Positions 261.0 260.0 260.0 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 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 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 2010 Estimate FY 2011 Estimate 3,978.0 5,612.0 370.0 249.0 520.0 8,681.0 5,459.0 5,459.0 Program Total 13,029.0 11,320.0 11,591.0 FTE Positions 248.0 248.0 248.0 Other Appropriated Funds Other Non Appropriated Funds Page 114 FY 2009 Actual All dollars are presented in thousands (not FTE). 5,612.0 Department of Economic Security ‹ 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Community Network Teams 20 24 26 Number of faith-based partners engaged in strengthening families and increasing self-sufficiency. 33 45 55 Performance Measures ‹ Goal 2 To enhance administrative and contract management procedures to improve the quality of services provided to customers. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.0 4.0 4.1 Average Division of Aging and Adult Services provider satisfaction rate (Based on a scale of 1-5.) ‹ Goal 3 To improve the effectiveness and efficiency of the Office of Community Partnerships and Innovative Practices Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 91.4 91 91 Percent of invoices processed within 10 business days 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 2009 Actual General Funds FY 2011 Estimate 15,653.0 16,071.0 0.0 0.0 0.0 Other Non Appropriated Funds 29,728.0 26,689.0 26,689.0 Program Total 45,381.0 42,760.0 42,760.0 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 16,071.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A 92 N/A To provide caregiver support services aimed at meeting the needs of the family caregiver. Performance Measures Department of Economic Security FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Page 115 services ‹ Goal 3 and mortgage to prevent eviction To improve the Adult Protective Services investigation process. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,005 5,957 7,049 Estimated dollars saved by Arizona beneficiaries (in thousands of dollars) ‹ Goal 5 To improve residents of long-term care facilities knowledge and understanding of their rights. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 80 83 85 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 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* 98 98 Percent of client satisfaction with legal services Explaination: ‹ Goal 7 * Survey not completed in SFY 2009 due to lack of personnel resources at the local level. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 19 29.6 29.6 Percent of participants in the older workers program transitioned from subsidized to unsubsidized positions Number of households receiving financial assistance for paying home energy bills 41,775 37,000 37,000 Number of households participating in utility or telephone discount programs 101,274 28,500 28,500 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) 1,255.0 500.0 500.0 Other Non Appropriated Funds 1,140.0 1,484.0 1,484.0 Program Total 2,849.0 3,239.0 3,239.0 FTE Positions 0.0 0.0 0.0 ‹ 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. 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate 0.0 0.0 FY 2011 Estimate 0.0 3,565.0 4,549.0 4,549.0 Other Non Appropriated Funds 29,263.0 33,768.0 33,768.0 Program Total 32,828.0 38,317.0 38,317.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 FY 2010 Estimate FY 2011 Estimate 10 10 10 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13 8 8 Average number of households served quarterly with TEFAP 285,000 195,000 195,000 Average number of congregate meals served quarterly with TEFAP 920,000 900,000 900,000 Number of pounds of The Emergency Food Assistance Program (TEFAP) commodities 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 111 100 100 To ensure the provision of emergency and utility assistance services to low-income households throughout the State of Arizona. Performance Measures Number of households receiving financial assistance in paying rent Page 116 FY 2009 Actual 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. Performance Measures Description: 1,255.0 To facilitate the resolution of critical hunger issues identified by customers and stakeholders, relative to the Coordinated Hunger Program. Number of Hunger Advisory Council meetings held Phone: (602) 542-0213 FY 2011 Estimate 473.0 Performance Measures Alcira Angulo, Strategic Planning FY 2010 Estimate 1,236.0 Other Appropriated Funds ‹ Goal 1 COMMUNITY AND EMERGENCY SERVICES FY 2009 Actual General Funds Subprogram Summary DEA 5.3 Subprogram Summary DEA 5.4 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,505 2,900 2,900 All dollars are presented in thousands (not FTE). Department of Economic Security 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 862.0 873.0 873.0 Other Appropriated Funds 1,432.0 1,650.0 1,650.0 Other Non Appropriated Funds 2,517.0 3,180.0 3,180.0 Program Total 4,811.0 5,703.0 5,703.0 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 1 1 Surveys completed ‹ Goal 2 To develop and fund needed services for homeless individuals and families through a variety of strategies. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Individuals receiving emergency shelter 15,175 13,000 13,000 Individuals receiving transitional housing 2,192 1,600 1,600 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Yes Yes Yes State Plan to End Homelessness developed and implemented Department of Economic Security Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 5,277.0 4,808.0 4,808.0 Other Appropriated Funds 8,074.0 9,021.0 9,021.0 Other Non Appropriated Funds 1,105.0 976.0 976.0 Program Total 14,456.0 14,805.0 14,805.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To assist the community in meeting the needs of victims of domestic violence and their children. Performance Measures Number of women and children sheltered in emergency shelters Number of unduplicated women and children sheltered in transitional housing Number of victims assisted in selfhelp clinics Number of victims provided with civil legal assistance Number of victims provided with lay legal advocacy FY 2010 Estimate FY 2011 Estimate 11,209 11,000 11,000 498 500 500 1,572* 1,500* 1,500* 11,195* 8,000* 8,000* 2,214 2,000 2,000 *The numbers for measures 3 and 4 changed significantly due to corrections the contractor made to how they counted activities. Services that were previously reported as being provided with civil legal assistance should have been reported as received in self-help clinics. They have changed their data reporting for FY 2010. Explaination: ‹ Goal 2 FY 2009 Actual 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 700,000 700,000 700,000 Page 117 refugee cash assistance Number of refugees placed in employment Subprogram Summary DEA 5.7 858 900 900 7.91 7.95 7.95 COMMUNITY-BASED MARRIAGE AND COMMUNICATION SKILLS PROGRAM FUND DEPOSIT Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Average hourly salary of refugees placed in employment Percent of refugee medical assistance program eligibility determinations made within 48 hours of receipt of a complete application 100 100 100 A.R.S. 41-2031; 41-2032 Number of eligible refugees receiving medical assistance 4,541 4,600 4,700 Number of older refugees who obtain U.S. citizenship 25 50 50 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. Subprogram Summary DEA 5.9 PERMANENT GUARDIANSHIP SUBSIDY Alcira Angulo, Strategic Planning Description: 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. This program no longer funded in SFY 2009. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds 0.0 Other Appropriated Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 451.0 0.0 0.0 Program Total 451.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 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: 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) Subprogram Summary DEA 5.8 Phone: (602) 542-0213 FY 2009 Actual General Funds REFUGEE RESETTLEMENT PROGRAM Alcira Angulo, Strategic Planning Phone: (602) 542-0213 PL 96-212 Mission: To assist refugees in Arizona with attaining social and economic selfsufficiency and well-being. Description: FY 2011 Estimate 320.0 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 320.0 0.0 0.0 FTE Positions 1.0 0.0 0.0 ‹ Goal 1 To enhance the ability of grandparents to provide a stable environment for their grandchildren during the time of transition. Performance Measures 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. FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 922 925 925 Number of grandparents receiving subsidy DEA 5.10 Subprogram Summary LIFESPAN RESPITE CARE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 46-171 Mission: Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 15,116.0 13,490.0 13,490.0 Program Total 15,116.0 13,490.0 13,490.0 FTE Positions 12.0 12.0 12.0 ‹ Goal 1 To promote refugee social and economic self-sufficiency and well-being. Performance Measures Page 118 0.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate To coordinate respite care services for family caregivers who are not eligible for other publicly funded respite care programs. 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. All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Program Summary DEA 6.0 CHILDREN, YOUTH AND FAMILIES 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 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Program Total 0.0 0.0 0.0 A.R.S. 41-1954; 8-800 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 38 N/A* N/A* Number of caregivers served Explaination: *Program no longer funded Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. 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, Children Services, out-of-home care, adoptions, permanent guardianship, independent living, health care services, and other child welfare programs. 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. Department of Economic Security All dollars are presented in thousands (not FTE). Page 119 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) Subprogram Summary DEA 6.1 Children, Youth and Families Operations FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 179,080.0 176,590.0 216,703.0 Other Appropriated Funds 112,167.0 114,010.0 114,010.0 Other Non Appropriated Funds 240,299.0 227,439.0 200,322.0 Program Total 531,546.0 518,039.0 531,035.0 FTE Positions 2,338.0 2,236.0 2,236.0 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 Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 56,605.0 58,842.0 64,342.0 Other Appropriated Funds 38,277.0 38,511.0 38,511.0 Other Non Appropriated Funds 47,227.0 43,183.0 37,683.0 Program Total 142,109.0 140,536.0 140,536.0 FTE Positions 2,130.0 2,028.0 2,028.0 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. FY 2009 Actual FY 2010 Estimate FY 2011 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 2.3 2.3 2.3 Performance Measures Number of CPS reports received * 33,500* 33,500* Child protective services response rate (percent) 98.97 100 100 Percent of child protective service reports that are substantiated * 8.0* 8.0* Number of substantiated reports of child maltreatment * 2,680* 2,680* Number of substantiated CPS reports of child maltreatment per 1,000 children * 1.34* 1.34* .2 .2 .2 Percent of CPS original dependency cases where the court denied or dismissed the dependency Explaination: *federal fiscal year 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. 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. 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 of Economic Security All dollars are presented in thousands (not FTE). Page 121 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 33,143.0 33,184.0 56,649.0 Other Appropriated Funds 27,283.0 30,679.0 30,679.0 Other Non Appropriated Funds 12,844.0 35,446.0 18,059.0 Program Total 73,270.0 99,309.0 105,387.0 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 Number of families receiving in-home services (*point in time 6/30/09) DEA 6.3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3,754* 3,754 3,754 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 2,180.0 1,521.0 2,641.0 Other Appropriated Funds 2,993.0 3,006.0 3,006.0 Other Non Appropriated Funds 3,921.0 3,104.0 3,384.0 Program Total 9,094.0 7,631.0 9,031.0 FTE Positions 0.0 0.0 0.0 Subprogram Summary DEA 6.4 CPS RESIDENTIAL 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: 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,943.0 4,258.0 6,366.0 Other Appropriated Funds 10,555.0 11,167.0 11,167.0 Other Non Appropriated Funds 21,258.0 20,943.0 21,205.0 Program Total 37,756.0 36,368.0 38,738.0 FTE Positions 0.0 0.0 0.0 Placement types include: 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. Page 122 All dollars are presented in thousands (not FTE). Department of Economic Security Number of children with finalized adoptions Subprogram Summary DEA 6.5 Explaination: FOSTER CARE PLACEMENT ‹ Goal 2 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 849* 600* 600* 76* 70* 70* Number of children under 3 in shelter care as of June 30 22 22 22 Number of children under 6 in group homes as of June 30 24 24 24 Mission: Explaination: 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. Average number of days spent in shelter care for those children in shelter care 21 days or longer (*point in time 9/30/09) 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: emergency shelters, kinship homes, foster homes, adoptive homes, group homes, residential treatment centers, and independent living subsidy arrangements. 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 2009 Actual General Funds FY 2010 Estimate 16,562.0 Other Appropriated Funds Other Non Appropriated Funds 15,140.0 FY 2011 Estimate 16,445.0 6,190.0 6,223.0 6,223.0 23,292.0 18,753.0 18,348.0 Program Total 46,044.0 40,116.0 41,016.0 FTE Positions 0.0 0.0 0.0 To promote permanent placement for children who enter out-of-home care. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10,191* 10,191* 10,191* +2.56* 0* 0* * 34* 34* 22.8* 25* 25* Number of children in out-of-home care (*point in time 6/30/09) Percent change in number of children in out-of-home care (*point in time 6/30/09) Percent of children in out-of-home care who exit the child welfare system who achieve permanent placement through reunification, adoption, or legal guardianship Explaination: * federal fiscal year Subprogram Summary DEA 6.6 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 200.0 200.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,371.0 801.0 801.0 Program Total 1,571.0 1,001.0 1,001.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 200.0 To increase the number of new participants in the Education and Training Vouchers Program. Performance Measures Number of new participants FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 349 375 400 *federal fiscal year 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 Explaination: 1,500* To enhance children's health and development by providing stable and nurturing environments. Number of children remaining in shelter more than 21 days Description: 1,500* *federal fiscal year Performance Measures A.R.S. 8-514 ‹ Goal 1 * *federal fiscal year Department of Economic Security All dollars are presented in thousands (not FTE). Page 123 Percent of program children having developmental screens to identify delays at appropriate intervals during year one of program participation (*federal fiscal year) Subprogram Summary DEA 6.7 HEALTHY FAMILIES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 17,857.0 7,642.0 7,642.0 Program Total 17,857.0 7,642.0 7,642.0 FTE Positions 0.0 0.0 0.0 To prevent and reduce abuse and neglect of children while protecting vulnerable children under the age of five years. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of at-risk families served (Data will be available in the next Master List submittal) - 1,841 1,841 Percent of program families not having a substantiated report of child abuse or neglect (Data will be available in the next Master List submittal) - 98.6 98.6 Percent of program participants who show improvement on the risk and protective factors measured by the Healthy Families Parenting (Data will be available in the next Master List submittal) - Performance Measures ‹ Goal 2 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-816 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. This program was eliminated due to budget reductions. Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Program Total 3,192.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds DEA 6.9 Subprogram Summary INTENSIVE FAMILY SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954 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) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,489.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 3,041.0 0.0 0.0 Program Total 4,530.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds 66.6 FY 2010 Estimate 3,192.0 Other Appropriated Funds General Funds 66.6 FY 2009 Actual 0.0 To enhance parents' ability to create stable and nurturing home environments and to enhance children's health and development. Performance Measures Page 124 75.7* FAMILY BUILDERS PROGRAM Mission: ‹ Goal 1 75.7* Subprogram Summary DEA 6.8 A.R.S. 8-701 * FY 2009 Actual FY 2010 Estimate FY 2011 Estimate All dollars are presented in thousands (not FTE). Department of Economic Security Funding and FTE Summary: (Thousands) Subprogram Summary DEA 6.10 CHILD ABUSE PREVENTION FY 2009 Actual General Funds Alcira Angulo, Strategic Planning Phone: (602) 542-0213 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Program Total 267.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds Mission: To strengthen and stabilize families and to increase public awareness of child abuse prevention. ‹ Goal 1 To reunify homeless/runaway youth with their families. Performance Measures 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 2009 Actual General Funds Other Appropriated Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 43.0 827.0 827.0 0.0 0.0 0.0 Other Non Appropriated Funds 43.0 827.0 827.0 FTE Positions 1.0 1.0 1.0 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate N/A* 4.0 4.0 Average participant satisfaction with the Child Abuse Prevention Conference (scale 1-5) Explaination: * Conference was suspended due to budget reductions FY 2011 Estimate 121 N/A* N/A* Explaination: * Program was ended due to budget reductions Percent of Homeless Youth Intervention Program youth who have been reunified with their families Explaination: 48 N/A* N/A* * Program was ended due to budget reductions ‹ Goal 2 To provide homeless/runaway youth with the opportunity to become self-sufficient if reunification with their family is not possible. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 57 N/A* N/A* Percent of Homeless Youth Intervention Program youth who have improved two or more presenting self-sufficiency issues Explaination: * Program was ended due to budget reductions Subprogram Summary DEA 6.12 COMPREHENSIVE MEDICAL AND DENTAL PROGRAM Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-512 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. HOMELESS YOUTH INTERVENTION Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-521 Description: Mission: 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. 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. 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 Screening, 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,757.0 1,757.0 0.0 0.0 0.0 Other Non Appropriated Funds 28,323.0 24,699.0 24,699.0 Program Total 30,080.0 26,456.0 26,456.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 1,757.0 To improve the well-being of children in foster care. Performance Measures Average number of children enrolled Department of Economic Security FY 2010 Estimate Mission: Subprogram Summary DEA 6.11 FY 2009 Actual Number of youth referred for Homeless Youth Intervention Program services Performance Measures Program Total FY 2011 Estimate 267.0 Other Appropriated Funds A.R.S. 8-701 FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 606 10 615 10 615 Page 125 Number of children enrolled 18,815 18,834 18,834 3,924 3,929 3,929 67 70 70 5,048 5,053 5,053 Percentage of children ages 2 to 6 who have received at least one EPSDT visit while in care 66 69 69 Number of children over age 6 and under 21 years of age 9,843 9,852 9,852 32 66 66 Number of children age 2 and under Percentage of children age 2 and under who are immunized 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10,606 10,615 10,615 92 92 92 3,076 3,183 3,183 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 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Description: NOTE: This program is no longer funded. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 3,993.0 4,139.0 4,139.0 Other Appropriated Funds 1,835.0 2,000.0 2,000.0 0.0 0.0 0.0 Program Total 5,828.0 6,139.0 6,139.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds 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 (*federal fiscal year) To promote recovery from alcohol and drug abuse for Arizona Families F.I.R.S.T. program participants. Performance Measures Number of CPS clients referred for substance abuse treatment services Percent increase in referred individuals who participated in at least one therapeutic service ‹ Goal 2 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 ‹ Goal 3 JOINT SUBSTANCE ABUSE – AZ FAMILIES (FIRST) Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-812 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. 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 6,004.0 7,072.0 7,072.0 Other Appropriated Funds 1,743.0 1,743.0 1,743.0 0.0 0.0 0.0 Program Total 7,747.0 8,815.0 8,815.0 FY 2010 Estimate FY 2011 Estimate FTE Positions 0.0 0.0 0.0 3,944 3,950 3,950 ‹ Goal 1 -7.1 10 10 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1.9 0 0 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) Average number of children receiving subsidized guardianships FY 2009 Actual FY 2010 Estimate FY 2011 Estimate * 800* 800* 2,261 2,275 2,275 To establish permanency for the children of Arizona Families F.I.R.S.T. program participants. Performance Measures 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 Page 126 2* FY 2009 Actual To reduce the recurrence of child abuse and neglect of Arizona Families F.I.R.S.T. program participants' children. Performance Measures 2* Subprogram Summary DEA 6.14 Other Non Appropriated Funds ‹ Goal 1 <1* Description: RESIDENTIAL DRUG TREATMENT Funding and FTE Summary: (Thousands) (*federal fiscal year) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate -6* 10* 10* All dollars are presented in thousands (not FTE). Department of Economic Security Subprogram Summary DEA 6.15 Subprogram Summary DEA 6.16 ADOPTION SERVICES PERMANENT GUARDIANSHIP SUBSIDY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-814 A.R.S. 8-141 - 8-173 Mission: Mission: To provide permanency for children by strengthening the guardianship placement with a monetary subsidy to persons appointed permanent guardians of a dependent child. 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. 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 35,942.0 35,942.0 42,557.0 Other Appropriated Funds 19,302.0 19,302.0 19,302.0 Other Non Appropriated Funds 73,986.0 66,222.0 61,855.0 Program Total 129,230.0 121,466.0 123,714.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To promote placements in permanent adoptive homes. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate * 1,500* 1,500* 12,834* 13,367 14,570 Number of children with finalized adoptions (*federal fiscal year) Average monthly number of children receiving adoption subsidy Explaination: *Preliminary number 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) General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 448.0 500.0 500.0 0.0 0.0 0.0 Program Total 448.0 500.0 500.0 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 1-877- Department of Economic Security FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4 828 4 000 4 000 Page 127 KIDSNEEDU foster and adoptive parent recruitment information line Percentage of calls immediately answered by a recruitment response specialist ‹ Goal 2 91 91 91 CPS APPEALS To increase support services for adoptive parents of special needs children. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 31 N/A* N/A* Number of families referred to family transition and support crisis response services that expressed that the service provided the needed support to their family Explaination: Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 8-800 Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. * Service discontinued due to budget reductions. Number of children referred for transition counseling and therapeutic services that remain in the adoptive placement without a placement disruption Explaination: Subprogram Summary DEA 6.18 134 N/A* N/A* Description: The CPS Appeals program provides management of the appeals process for proposed substantiated CPS reports. Funding and FTE Summary: (Thousands) * Service discontinued due to budget reductions. General Funds Subprogram Summary DEA 6.17 Phone: (602) 542-0213 Laws 2007, Chapter 255, section 28 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. 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 732.0 698.0 698.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 732.0 698.0 698.0 Program Total FTE Positions 10.0 10.0 10.0 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. Performance Measures Percent of Office of Administrative Hearings where CPS case findings are affirmed Page 128 FY 2011 Estimate 10,858.0 39.0 52.0 52.0 5,138.0 4,546.0 4,546.0 Program Total 16,571.0 15,456.0 15,456.0 FTE Positions 197.0 197.0 197.0 Other Non Appropriated Funds 10,858.0 Subprogram Summary DEA 6.19 CYF ATTORNEY GENERAL LEGAL SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 Description: ‹ Goal 1 FY 2010 Estimate 11,394.0 Other Appropriated Funds ADOPTION SERVICES - FAMILY PRESERVATION PROJECTS Alcira Angulo, Strategic Planning FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 90.9 90.0 90.0 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/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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3,136.0 2,979.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,041.0 2,100.0 2,100.0 Program Total 5,177.0 5,079.0 5,079.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 2,979.0 To assist young adults to achieve self-sufficiency. Performance Measures Number of youth exiting the young adult program currently age 18-21 (*federal fiscal year) All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 263* 270* 275* Department of Economic Security 68* 71* Percent of young adult program participants age 18 or older, who have graduated from high school or received a General Equivalent Diploma (*federal fiscal year) 67* Percent of young adult program participants who are employed or participating in post-secondary education or training at the time of discharge (*federal fiscal year) 47* 48* 51* 457* 600* 650* EMPLOYMENT AND REHABILITATION SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1967; 41-1954; 46-801; 46-136 Number of Young Adult Independent Living Subsidy participants (*federal fiscal year) Mission: To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. Subprogram Summary DEA 6.20 Program Summary DEA 7.0 ADOPTION SERVICES - TUTORING Description: Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-173 Mission: To improve educational outcomes for children who have been adopted and who are behind grade level or failing. Description: 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. This program is no longer funded. 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. This Program Contains the following Subprograms: Subprogram Summary DEA 6.21 INDEPENDENT LIVING MAINTENANCE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 8-802, 8-521 Mission: To provide young adults with the opportunity to achieve self-sufficiency with independent living skills. Description: 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. 4 4 4 4 4 4 4 4 4 4 4 Employment and Rehabilitation Services Operations JOBS Day Care Subsidy Transitional Child Care Vocational Rehabilitation Services Independent Living Rehabilitation Services Summer Youth Employment and Training Workforce Investment Act - Discretionary Workforce Investment Act - Local Governments Unemployment Insurance Employment Services Funding and FTE Summary: (Thousands) General Funds FY 2010 Estimate FY 2011 Estimate 33,856.0 29,243.0 29,082.0 211,841.0 241,547.0 241,483.0 Other Non Appropriated Funds 1,200,474.0 1,656,277.0 852,231.0 Program Total 1,446,171.0 1,927,067.0 1,122,796.0 FTE Positions 1,647.0 1,990.0 1,990.0 Other Appropriated Funds Department of Economic Security FY 2009 Actual All dollars are presented in thousands (not FTE). Page 129 Funding and FTE Summary: (Thousands) Subprogram Summary DEA 7.1 EMPLOYMENT AND REHABILITATION SERVICES OPERATIONS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2009 Actual General Funds 0.0 161.0 0.0 13,098.0 13,259.0 358.0 569.0 569.0 Program Total 15,880.0 13,828.0 13,828.0 FTE Positions 97.0 97.0 97.0 Other Non Appropriated Funds Mission: To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. ‹ Goal 1 To increase the number of Jobs Cash Assistance recipients who obtain employment. Performance Measures 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 7,902.0 7,259.0 7,259.0 18,710.0 23,669.0 23,444.0 0.0 0.0 0.0 Program Total 26,612.0 30,928.0 30,703.0 FTE Positions 434.0 395.0 395.0 Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate 15,522.0 Other Appropriated Funds A.R.S. 41-1967; 41-1954; 46-801; 46-136 FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13,097 13,881 13,881 Number of unduplicated Cash Assistance individuals who obtained employment Average cost per participant Number of Cash Assistance employment placements ‹ Goal 2 197 197 197 16,830 17,902 17,902 To maintain the number of Food Stamp recipients who obtain employment. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 246 540 540 FS E&T clients who obtained employment Subprogram Summary DEA 7.3 DAY CARE SUBSIDY Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1967; 46-801 Mission: ‹ Goal 1 To increase customer satisfaction with services provided. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3.96 4.0 4.1 Division of Employment and Rehabilitation Services customer satisfaction rating (scale 1-5) DEA 7.2 Subprogram Summary JOBS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1954; 46-136 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. To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care Description: 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 2009 Actual General Funds FY 2011 Estimate 21,015.0 17,823.0 17,823.0 110,537.0 115,466.0 115,466.0 2,306.0 2,700.0 2,700.0 Program Total 133,858.0 135,989.0 135,989.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To improve the efficiency and quality of the child care program administration. Performance Measures Percent of customer satisfaction with child care Page 130 FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 89.6 89 90 Department of Economic Security ‹ Goal 2 To increase the availability, supply, and quality of child care providers to support the needs of children and families. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 64,735 66,030 67,350 -21.0 2.0 2.0 193 195 197 13.5 1.0 1.0 Number of children whose families are assisted by Child Care Resource and Referral Number of accredited providers Percent of change in average yearly number of 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) as well as non-TANF families, but excludes Transitional Child Care, which is identified separately below. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 39,401* 43,648 43,722 4,247 3,074 Total average number of children in Day Care Subsidy program per month Explaination: Performance Measures Total average number of children in Transitional Child Care Program per month Explaination: Percent of change in average yearly number of children assisted by Child Care Resource and Referral services ‹ Goal 3 non-TANF families.) *YTD through May 2009 Monthly average number of additional children in Day Care Subsidy program compared to prior year 1,815 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6,945* 6,332 5,973 -692 -359 *YTD through May 2009 Monthly average number of additional children in Transitional Child Care programs compared to prior years. -836 Subprogram Summary DEA 7.5 VOCATIONAL REHABILITATION SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 23-501; 36-552 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: Subprogram Summary DEA 7.4 TRANSITIONAL CHILD CARE Alcira Angulo, Strategic Planning Phone: (602) 542-0213 A.R.S. 41-1967; 46-801 Mission: To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care. 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 26,755.0 36,193.0 36,193.0 0.0 0.0 0.0 Program Total 26,755.0 36,193.0 36,193.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds 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 includes Transitional Child Care families but does not include Temporary Assistance for Needy Families (TANF) as well as Department of Economic Security 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 3,468.0 3,094.0 58.0 205.0 205.0 99,218.0 94,818.0 94,818.0 Program Total 102,744.0 98,117.0 98,117.0 FTE Positions 480.0 515.0 515.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 3,094.0 To assist consumers to achieve meaningful and sustained work as effectively and efficiently as possible. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Individuals in the Vocational Rehabilitation program successfully rehabilitated 1,574 1,574 1,574 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%) 63.30 63.3 63.3 99.7 99.7 99.7 89 83 83 Performance Measures 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%) Number of individuals with the most significant disabilities who require long-term supports All dollars are presented in thousands (not FTE). Page 131 Subprogram Summary DEA 7.6 Subprogram Summary DEA 7.7 INDEPENDENT LIVING REHABILITATION SERVICES Alcira Angulo, Strategic Planning Phone: (602) 542-0213 SUMMER YOUTH EMPLOYMENT AND TRAINING Alcira Angulo, Strategic Planning Phone: (602) 542-0213 (SLI) PL 93-112 A.R.S. 41-1954; 11-1041; PL 105-220 Mission: Mission: 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. To provide support for programs that prepare youth for participation in the labor force. Description: 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 721.0 706.0 706.0 Other Appropriated Funds 1,592.0 1,261.0 1,261.0 Other Non Appropriated Funds 1,796.0 2,607.0 2,607.0 Program Total 4,109.0 4,574.0 4,574.0 FTE Positions 4.0 6.0 6.0 ‹ Goal 1 To improve the ability of individuals to make decisions leading to self-determination and to live independently. Performance Measures Number of individuals receiving services in order to achieve or maintain their independence ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,621 1,621 1,621 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9,319 9,319 9,319 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. Funding for this program was eliminated in fiscal year 2010. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2011 Estimate 750.0 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 750.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Subprogram Summary DEA 7.8 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 Department of Economic Security is the agency and 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 2,586.0 3,614.0 3,614.0 0.0 0.0 0.0 Program Total 2,586.0 3,614.0 3,614.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To conduct on-site programmatic monitoring reviews for each of the Local Workforce Investment Areas (LWIAs). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total number of LWIAs monitored for programmatic compliance 14 14 14 Total number of LWIAs monitored for fiscal compliance 14 14 14 Performance Measures Page 132 FY 2010 Estimate All dollars are presented in thousands (not FTE). Department of Economic Security Unemployment Insurance benefits. Subprogram Summary DEA 7.9 Performance Measures WORKFORCE INVESTMENT ACT - LOCAL GOVERNMENTS Alcira Angulo, Strategic Planning Phone: (602) 542-0213 FY 2010 Estimate FY 2011 Estimate 68.2 87.1 87.1 Percent of Unemployment Insurance benefits paid within 14 days of first compensable week ending date ‹ Goal 2 A.R.S. 41-1954; PL 105-220 FY 2009 Actual To ensure sufficient funds are available to meet Unemployment Insurance payment needs. Mission: Performance Measures To provide leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. Number of days to deposit 90 percent of taxes collected (100% within 2 days) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2 2 2 Description: The Department of Economic Security is the agency and 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 36,081.0 48,041.0 48,041.0 0.0 0.0 0.0 Program Total 36,081.0 48,041.0 48,041.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To meet or exceed the statewide goal for entered employment rate federal performance standards for adults, youth, and dislocated workers. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of entered employment rate federal performance standards for adults 79.4 70.5 70.5 Percent of entered employment rate federal performance standards for youth 76.7 73.0 73.0 Percent of entered employment rate federal performance standards for dislocated workers 85.0 75.0 75.0 Performance Measures 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 13,562.0 19,058.0 19,058.0 Program Total 13,562.0 19,058.0 19,058.0 FTE Positions 202.0 300.0 300.0 ‹ Goal 1 0.0 To provide employment opportunities for individuals seeking employment and recruitment services to employers. Performance Measures Number of job seekers placed in employment Subprogram Summary DEA 7.10 Subprogram Summary DEA 7.11 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 46,073 39,000 39,000 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: 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) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,083,234.0 1,536,525.0 732,479.0 Program Total 1,083,234.0 1,536,525.0 732,479.0 FTE Positions 430.0 677.0 677.0 ‹ Goal 1 0.0 To increase the degree of timeliness in paying Department of Economic Security All dollars are presented in thousands (not FTE). Page 133 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 238 locally governed school districts and 377 Charter Holders operating at over 502 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 2009 Actual Program ¾ STATE BOARD OF FY 2010 Estimate 3,302.0 FY 2011 Estimate 971.0 971.0 4,105,066.0 4,300,212.0 4,450,379.0 EDUCATION / VOCATIONAL AND TECHNOLOGICAL EDUCATION ¾ SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE ¾ SCHOOL ACCOUNTABILITY 49,562.0 52,585.0 52,585.0 AND IMPROVEMENT ¾ EDUCATION SERVICES ¾ PROFESSIONAL 1,053,506.0 1,463,293.0 88,385.0 DEVELOPMENT ¾ ADMINISTRATION 17,443.0 Agency Total: General Funds 1,470,800.0 65,514.0 65,514.0 14,427.0 17,387.0 5,317,264.0 5,897,002.0 6,057,636.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3,712,196.0 3,912,863.0 4,073,497.0 53,493.0 55,945.0 55,945.0 Other Non Appropriated Funds 1,551,575.0 1,928,194.0 1,928,194.0 Program Total 5,317,264.0 5,897,002.0 6,057,636.0 FTE Positions 608.0 732.0 737.0 Other Appropriated Funds Program Summary EDA 1.0 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. ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) Communication It is essential that student and school information be available to the public. 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) General Funds Customer Service Efforts to improve customer service and department operations continue to be explored and implemented. Page 134 FY 2011 Estimate 547.0 547.0 384.0 424.0 424.0 0.0 0.0 0.0 Program Total 3,302.0 971.0 971.0 FTE Positions 6.0 8.0 8.0 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: Percent of Arizona schools receiving an under-performing label ‹ Goal 2 FY 2010 Estimate FY 2011 Estimate 75 76 77 4 9 8 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 2009 Actual Fiscal Year data represents class cohort from 2 years previously (i.e. FY 2005 = Class of 2003). Issue 1 Issue 2 FY 2010 Estimate 2,918.0 Other Appropriated Funds Strategic Issues: 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. FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 365 290 300 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 3 7 8 Department of Education Percent of parents who rate " A+" the public school that their oldest school-age child attends. *9 9 10 *Due to fiscal constraints the state’s enacted budget excluded the requirement that the Board conduct the parent satisfaction survey for FY 2010. Explaination: Program Summary EDA 2.0 SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 quarterly basis Percent of Classroom Site Fund payments made on a monthly basis 100 100 100 Number of days to process budget analysis from July 18 103 103 103 *System related difficulities/legislature session has been closing later, causing September revisions which pushes back distribution of Budg25 letters. Explaination: ‹ Goal 2 To provide technical assistance and customer service for schools on issues related to school finance. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 129 129 129 Number of communication vehicles delivered to SAIS users and School Finance A.R.S. § 15-185, 15-901-917, 15-941-15-1033, 37-521 Explaination: Mission: 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. *Deleted Performance Measures 1 and 2 due to budget constraints. Live workshops and live training sessions are no longer provided to SAIS users. However, once funding is available, hiring 1-2 FTEs to provide online training is an option. Program Summary EDA 3.0 SCHOOL ACCOUNTABILITY AND IMPROVEMENT 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. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate FY 2010 Estimate FY 2011 Estimate 14,095.0 12,690.0 5,736.0 7,000.0 7,000.0 Other Non Appropriated Funds 29,731.0 32,895.0 32,895.0 Other Appropriated Funds Funding and FTE Summary: (Thousands) FY 2009 Actual 12,690.0 3,568,538.0 3,794,951.0 3,945,118.0 Program Total 49,562.0 52,585.0 52,585.0 45,221.0 46,476.0 46,476.0 FTE Positions 68.0 66.0 66.0 491,307.0 458,785.0 458,785.0 Program Total 4,105,066.0 4,300,212.0 4,450,379.0 FTE Positions 26.0 24.0 24.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide timely and reliable customer service. Performance Measures Percent of Instructional Improvement Fund (IIP) payments made on a Department of Education FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 All dollars are presented in thousands (not FTE). Page 135 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Arizona educators participating in test/item development for the AIMS 3-8 and AIMS HS. 426 400 400 Number of Arizona educators participating in the development of items for Formative Assessment Project 40 35 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 7,884.0 7,897.0 7,897.0 Other Appropriated Funds 1,894.0 2,340.0 2,340.0 Other Non Appropriated Funds 9,636.0 4,529.0 4,529.0 Program Total 19,414.0 14,766.0 14,766.0 FTE Positions 17.0 18.0 18.0 ‹ 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 38 and AIMS HS for the articulated standards Number of AIMS Dual Purpose assessments administered Explaination: ‹ Goal 2 Page 136 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,669 1,500 1,500 ‹ Goal 3 *Contracted select group of specialists To provide technical assistance, training, and professional development for schools to improve their effectiveness. FY 2009 Actual FY 2010 Estimate FY 2011 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 2 15 15 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 515,000 515,000 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. FY 2010 Estimate FY 2011 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) General Funds 550,000 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 672.0 577.0 577.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 4.0 0.0 0.0 Program Total 676.0 577.0 577.0 FTE Positions 4.0 2.0 2.0 ‹ 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of No Child Left Behind school evaluations performed 1,926 1,932 1,932 Number of No Child Left Behind district evaluations performed 563 570 570 1,924 1,930 1,930 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - reading 49 50 51 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - math 54 55 56 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - reading 55 56 57 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - math 55 56 57 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS reading. 41 42 43 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS writing 62 63 64 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS math 35 36 37 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS reading 72 73 74 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS writing 79 80 81 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS math 73 74 75 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS reading 73 74 75 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS writing 79 80 81 Percent of students in grade 5 meeting or exceeding state academic standards in math 72 73 74 Percent of students in grade 8 meeting or exceeding state academic standards in reading 69 70 71 Percent of students in grade 8 meeting or exceeding state academic standards in writing 86 87 88 Percent of students in grade 8 meeting or exceeding state academic standards in math 63 64 65 Percent of students in grade 12 meeting or exceeding state academic standards in reading 27 28 29 Percent of students in grade 12 meeting or exceeding state academic standards in writing 25 26 27 Percent of students in grade 12 meeting or exceeding state academic standards in math 21 22 23 Percent of students tested on normreferenced test (grades 2 & 9) 94 95 96 Percent of students tested on AIMS. 99 99 99 Performance Measures Number of AZ LEARNS evaluations performed Explaination: ‹ Goal 2 Number of School Report Cards published 1,926 1,932 1,932 Number of District Report Cards published 563 570 570 * Starting FY 2005, the TerraNova test replaced the Stanford 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. The decrease in 2009 grade 12 achievement may be due to the change in availability for grade 12 students to earn the State scholarship. Starting in 2008 English Language Learners are not excluded from the summaries as in previous years. To provide accurate and helpful information to the public. Performance Measures Number of evaluations, analyses, and data requests fulfilled Department of Education FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 75 75 75 All dollars are presented in thousands (not FTE). Page 137 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 5,539.0 4,216.0 4,216.0 Mission: Other Appropriated Funds 3,842.0 4,660.0 4,660.0 To provide quality and consistent support and technical assistance to all schools engaged in the process of continuous school improvement. Other Non Appropriated Funds 20,091.0 28,366.0 28,366.0 Program Total 29,472.0 37,242.0 37,242.0 Description: FTE Positions 47.0 46.0 46.0 “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 (K) and NCLB 1116 (b), Assigning a Solutions Team as outlined in A.R.S. § 15-241 (Q) 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. 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. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 16 15 16 *ARS §15-809 does not require ADE to do site monitoring; On going technical assistance & evaluation is in conjunction with LeCroy & Milligan Associates, Inc. To provide technical assistance and training for schools to improve school effectiveness. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of workshops to support schools in developing their school improvement plans 12 20 20 Number of visits to Year 2 "underperforming" schools 230 150 150 10 12 12 9 9 9 **N/A N/A N/A ***286 300 315 ***15 15 15 Performance Measures 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: * Number of districts and charters attending professional development provided by the Arizona Academic Standards Unit and the Academic and Instructional Support Unit Number of counties attending professional development provided by Arizona Academic Standards Unit and the Academic and Instructional Support Unit Explaination: ‹ Goal 3 *New format **Scope of work has changed and will be deleted in FY 2011 *** New Performance Measures To provide technical assistance and training for districts to improve district effectiveness. “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 138 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 98,619.0 106,126.0 -14.0 0.0 0.0 933,010.0 1,364,674.0 1,364,674.0 Program Total 1,053,506.0 1,463,293.0 1,470,800.0 FTE Positions 318.0 403.0 403.0 Other Non Appropriated Funds FY 2011 Estimate 35,675.0 0.0 0.0 0.0 Other Non Appropriated Funds 210,444.0 372,199.0 372,199.0 Program Total 251,274.0 407,874.0 407,874.0 FTE Positions 100.0 136.0 136.0 ‹ Goal 1 Percent of children with disabilities served by Early Intervention who entered preschool = < 36 months of age* ‹ Goal 2 35,675.0 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 2010 Estimate 40,830.0 Other Appropriated Funds 120,510.0 Other Appropriated Funds FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98 99 99 *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 139 Performance Measures Average rating by special education directors of ESS professional development opportunities (on a 1-5 scale, 5 highest) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.50 4.70 4.70 ENGLISH ACQUISITION SERVICES Number of enrollees in SELECT classes 849 900 980 Number of hours of Exceptional Student Services sponsored conference/workshops sessions 2,478 2,000 2,100 ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of students with disabilities with proficient performance in reading in grade 3 34 35 36 Percent of students with disabilities with proficient performance in reading in grade 5 30 31 32 Percent of students with disabilities with proficient performance in reading in grade 8 24 25 26 Percent of students with disabilities with proficient performance in reading in grade 10 32 33 34 Percent of public education agencies demonstrating compliance with monitoring deficiencies within two years 98 100 100 ‹ 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: Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-241, 15-751-756.01-.13, 15-910, 41-1279.03, P.L. 107-110 Mission: To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures Subprogram Summary EDA 4.2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4.5 4.75 4.75 **N/A ** N/A **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 and this Performance Measure will be deleted in FY 2011. 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 2009 Actual General Funds FY 2011 Estimate 33,383.0 22,902.0 -14.0 0.0 0.0 Other Non Appropriated Funds 61,845.0 56,903.0 56,903.0 Program Total 95,214.0 79,805.0 87,312.0 FTE Positions 26.0 51.0 51.0 Other Appropriated Funds ‹ Goal 1 30,409.0 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of local education agencies (with ELL students receiving state/federal funding) in full compliance with federal, state and ADE policy issues 35 59 60 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. 50 50 60 Performance Measures ‹ Goal 2 To provide timely and reliable customer service. Performance Measures Number of postings/reports available from English Acquisition Services' website Page 140 FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98 100 100 Department of Education Number of approved applications posted online of providers of Structured English Immersion Provisional and Full Endorsement training ‹ Goal 3 810 825 850 Explaination: To provide technical assistance, training, and professional development for schools and educators that will assist English language learners. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 550 600 600 Number of people attending annual ELL proficiency assessment overviews and workshop trainings Arizona English Language Proficiency Assessment (AZELLA) 1,025 1,025 1,050 Number of persons contacted and provided information on Arizona's English language proficiency standards 1,000 1,050 1,100 350 350 375 Performance Measures Number of attendees at Structured English Immersion conferences ‹ Goal 2 83.81 Subprogram Summary 85 To provide technical assistance, training, and professional development to improve the effectiveness of early childhood programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 97 98 98 Number of Districts and Charters and/or agencies with state funded ECE programs that participated in professional development offered by ADE ~ ECE 258 260 275 Number of professional development opportunities offered by ADE ~ ECE. ***113 100 100 Performance Measures **n = 2127 surveys ***Changed the verbiage to reflect the inclusive of ECE programs regardless of the funding stream. Explaination: Subprogram Summary EDA 4.4 EARLY CHILDHOOD PROGRAMS Vicki Salazar, Associate Superintendent 84 *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 English Language Learner Coordinators reached through the English Acquisition Services Unit through monthly practitioner meetings 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 18,338.0 15,086.0 15,086.0 0.0 0.0 0.0 5,964.0 9,778.0 9,778.0 Program Total 24,302.0 24,864.0 24,864.0 FTE Positions 8.0 8.0 8.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations, and other contractual obligations. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of applied behavior. 85.02 86 87 Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of social and emotional development. 86.56 Performance Measures Department of Education 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) 88 FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 258,432.0 547,824.0 547,824.0 Program Total 258,432.0 547,824.0 547,824.0 FTE Positions 29.0 31.0 31.0 0.0 ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. ‹ Goal 2 To provide technical assistance, training, and professional development to improve Title 1 school efforts. Performance Measures 87 FY 2009 Actual Percent of school districts that participate in Title 1 professional development activities for No Child Left Behind Consolidated Programs All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 88 89 89 Page 141 EDA 4.5 Subprogram Summary CAREER AND TECHNICAL EDUCATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-781-15-790, P.L. 109-270 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) Mission: General Funds 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 postsecondary 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 $26.5 million of Carl Perkins 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 38 program career areas leading to placement of students in postsecondary education and/or into employment. The subprogram directs development of occupational standards which not only meets occupational needs and employability skills but in particular also focuses on related academic skills and standards. Leadership is provided for 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 Bioscience areas, based on research in Arizona services 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 postsecondary 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 into the future. 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 FY 2010 Estimate FY 2011 Estimate 11,588.0 12,093.0 0.0 0.0 0.0 Other Non Appropriated Funds 31,482.0 37,274.0 37,274.0 Program Total 43,070.0 49,367.0 49,367.0 FTE Positions 51.0 58.0 58.0 Other Appropriated Funds ‹ Goal 1 12,093.0 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of Career and Technical Education concentrators passing AIMS reading N/A 50 61.4 Percent of Career and Technical Education participants placed in school, job, or military after graduation N/A 53 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 2009 Actual FY 2010 Estimate FY 2011 Estimate *7 7 7 **19 15 12 *Based on preliminary data allocations mailed prior to the actual notification receipt. ** The reduction in the number of training sessions reflects state budget and fiscal restrictions. We are exploring, web based, training options in 2010 in an effort to reduce travel costs To provide technical assistance, training, and professional development for career and technical training programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of educators participating in Career and Technical Education professional development workshops 3,163 3,250 3,300 Number of attendees at Workforce Investment Act annual Training EXPO 200 0 0 1,981 2,000 N/A 105 88 90 Performance Measures 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 *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: 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. Page 142 FY 2009 Actual ‹ Goal 4 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for career and technical training. Performance Measures Number of Career and Technical Education programs receiving incentives and recognitions for exemplary and promising practices All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 12 13 Department of Education Subprogram Summary EDA 4.6 Subprogram Summary EDA 4.7 STANDARDS BASED BEST PRACTICES ADULT EDUCATION AND GED Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-234, 15-702, P.L. 105-220 A.R.S. § 15-154-15-155, 15-345, 15-712, P.L. 107-110 Mission: 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. 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. 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) General Funds FY 2009 Actual FY 2010 Estimate 4,241.0 FY 2011 Estimate 3,459.0 3,459.0 0.0 0.0 0.0 9,523.0 13,609.0 13,609.0 Program Total 13,764.0 17,068.0 17,068.0 FTE Positions 16.0 20.0 20.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures Percentage of Adult Education providers monitored for state and federal quality measures and compliance indicators Explaination: ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate *100 100 100 *Incomplete data. Data not available until 11/09 To provide technical assistance and professional development to improve coordination between Adult Education programs and GED testing centers.** Department of Education Description: 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, extensive national research regarding underperforming schools, AIMS scores, and trends in Solutions Team data. 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. All dollars are presented in thousands (not FTE). Page 143 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate EDA 4.8 Subprogram Summary NUTRITION 7,452.0 5,853.0 5,853.0 0.0 0.0 0.0 Other Non Appropriated Funds 14,217.0 12,752.0 12,752.0 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Program Total 21,669.0 18,605.0 18,605.0 Nat. School Lunch and Child Nutrition Acts, P.L. 108-265 FTE Positions 18.0 14.0 14.0 Other Appropriated Funds ‹ Goal 1 To provide training and professional development to improve the effectiveness of standards based teaching and learning. ‹ Goal 2 To provide quality customer service with continual improvement. 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: Performance Measures Number of website hits on discipline information and resources ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,700 1,800 1,900 To provide technical assistance, training, and professional development for schools to improve the effectiveness of schools. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate **92 92 92 Number of classroom management and discipline training workshops held 45 55 55 Average satisfaction rating of participants in classroom management and discipline training workshops (on a 1-5 scale, 5 highest) 4.9 4.8 4.8 Percent of public and charter schools that received technical assistance on classroom management and discipline 160 Performance Measures Percent of officers attending a Beginning or Advanced Law related Education Academy Explaination: 300 300 *No evaluation survey for FY07-FY08 because of diminishing resources in School Safety **decreased caused by change in statute and funding ***data no longer collected 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. Part of the commodity allocation is also used to allow approved schools to purchase Fresh Fruits and Vegetables from the Department of Defense. 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. 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. Page 144 All dollars are presented in thousands (not FTE). Department of Education Health and Nutrition Services was awarded the National Centers for Disease 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 2009 Actual General Funds FY 2010 Estimate 95.0 89.0 FY 2011 Estimate 89.0 0.0 0.0 0.0 Other Non Appropriated Funds 309,649.0 254,606.0 254,606.0 Program Total 309,744.0 254,695.0 254,695.0 FTE Positions 49.0 59.0 59.0 Other Appropriated Funds ‹ Goal 1 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of sponsors planning menus which meet the revised nutrition standards during annual School Meals Initiative reviews 67 68 69 Percent of School Nutrition Program sponsors passing the Coordinated Review Effort Performance Standards 71 75 76 Percent of Child and Adult Care Food Program sponsors complying with revised administrative review requirements 94 95 95 Performance Measures ‹ Goal 2 Percent of NSLP sponsors who have met public law 108-265 local wellness policy requirements ‹ Goal 3 FAMILY LITERACY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-191-15-191.01, P. L. 107-110 Mission: To break the intergenerational cycle of illiteracy and its impacts on families with young children. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 63 64 66 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 971.0 763.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,281.0 1,354.0 1,354.0 Program Total 2,252.0 2,117.0 2,117.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 763.0 To provide technical assistance, training, and professional development for schools and organizations to improve the effectiveness of family literacy programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of parents achieving educational gains 83 83 84 Percent of children demonstrating language gains 97 97 98 Performance Measures To advocate and promote ideas and initiatives that will advance innovation and enhance resources for health and nutrition programs. Performance Measures Subprogram Summary EDA 4.9 To provide technical assistance, training, and professional development to improve the effectiveness of health and nutrition programs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 82 82 82 Percent of sponsors attending ADE’s School Health and Nutrition Advanced Track Workshops N/A N/A N/A Percent of sponsors processing USDA commodities in Child Nutrition 33 34 35 N/A N/A N/A Performance Measures Percent of sponsors attending A+ School Lunch Day 1 and/or Day 2 training Number of SCOOPS newsletter subscribers Department of Education All dollars are presented in thousands (not FTE). Page 145 Subprogram Summary EDA 4.10 OUTREACH PROGRAMS Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Number of administrators that participate in local and national 21st Century Community Learning Center sponsored training 585 400 500 Number of professional development opportunities made available on the state's arts standards 16 25 25 ‹ Goal 3 A.R.S. § 15-1241, P.L. 89-329, P.L. 101-610, P. L. 107-110 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of monitoring site visits for 21st Century Community Learning Center grants 195 190 200 Percent of grantees in compliance with Arts Education Initiative procedures 100 95 N/A Mission: Performance Measures To provide assistance aimed at enriching regular educational services for the advancement of student achievement and to recognize educational excellence. 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 556.0 83.0 0.0 0.0 0.0 Other Non Appropriated Funds 21,282.0 39,908.0 39,908.0 Program Total 21,838.0 39,991.0 39,991.0 FTE Positions 12.0 14.0 14.0 Other Appropriated Funds 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. 83.0 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds ‹ Goal 1 To provide timely and reliable customer service. Performance Measures Number of people applying for scholarship programs ‹ Goal 2 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 146 Other Non Appropriated Funds FY 2011 Estimate 3,056.0 2,616.0 0.0 0.0 2,616.0 0.0 8,891.0 18,467.0 18,467.0 Program Total 11,947.0 21,083.0 21,083.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate FTE Positions 9.0 12.0 12.0 2,279 1,000 1,100 ‹ Goal 1 To provide technical assistance, training, and professional development to improve school effectiveness Performance Measures Other Appropriated Funds FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 23 23 23 900 1,170 723 To provide technical assistance, training, and professional development for schools to improve the effectiveness of gifted education. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of conferences, workshops, and trainings held on gifted education 72 50 55 Percent of training participants surveyed reporting satisfaction with gifted education training and support 98 98 98 Number of school site visits on gifted education 94 75 75 Performance Measures All dollars are presented in thousands (not FTE). Department of Education Number of conferences, workshops, and trainings held on Indian Education 46 47 48 Percent of training participants surveyed reporting satisfaction with Indian education training and support 88 88 88 Number of school site visits on Indian education 34 34 35 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Number of conferences, workshops, and trainings held on homeless education 35 15 15 A.R.S. § 15-531-15-551, 15-704, 15-919-15-920, P.L. 107-110 Percent of training participants surveyed reporting satisfaction with homeless education training and support 98 95 95 Number of school site visits on homeless education 87 65 65 Number of model or promising homeless education programs showcased on department’s website 3 2 2 Number of conferences, workshops, and trainings held on migrant education 15 15 15 Percent of training participants surveyed reporting satisfaction with migrant education training and support 92 90 90 Number of school site visits and technical assistance by email/telephone on migrant education 80 48 48 4 2 2 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. Program Summary EDA 5.0 PROFESSIONAL DEVELOPMENT 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. This Program Contains the following Subprograms: FY 2009 Actual FY 2010 Estimate FY 2011 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 Funding and FTE Summary: (Thousands) Percent of Native American students meeting or exceeding Arizona Academic Standards in mathematics 63 63 64 General Funds Percent of grantees in compliance within homeless education 93 Performance Measures ‹ Goal 3 Highly Qualified Professional K-12 Literacy 80 80 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of partnerships between Indian education and tribal/community organizations 35 35 36 Number of partnerships between gifted education and various organizations 30 30 30 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 2,166.0 2,045.0 2,045.0 Other Non Appropriated Funds 86,219.0 63,469.0 63,469.0 Program Total 88,385.0 65,514.0 65,514.0 FTE Positions 62.0 80.0 80.0 Other Appropriated Funds To advocate and promote ideas and initiatives that will advance innovation and enhance resources for innovative and exemplary programs. Performance Measures 4 4 Subprogram Summary EDA 5.1 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. 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. Department of Education All dollars are presented in thousands (not FTE). Page 147 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 2,166.0 2,045.0 2,045.0 Other Non Appropriated Funds 51,811.0 27,443.0 27,443.0 Program Total 53,977.0 29,488.0 29,488.0 FTE Positions 43.0 49.0 49.0 Other Appropriated Funds ‹ Goal 1 To provide timely and reliable customer service. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Maximum number of days to process complete certification applications 25 21 21 Percent of customer satisfied with certification services 95 98 98 Performance Measures ‹ Goal 2 To ensure the quality of Arizona’s educators through evaluation and certification. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 85 87 88 Percent of applicants successfully passing professional content and knowledge certification examinations ‹ Goal 3 To offer professional development opportunities to educators and administrators. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 60 62 62 Number of professional development opportunities provided to teachers and principals by the Highly Qualified Professionals Unit EDA 5.2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of regional training sessions sponsored by K-12 Literacy to build statewide capacity 61 *45 45 Percent of Reading First local education agencies surveyed reporting satisfaction with department training and support 92 N/A N/A Percent of attendees reporting readiness to implement Arizona ELA Academic Standards as a result of resources, support, and training 90 90 N/A Percent of participants whose content knowledge is improved as a result of the K-12 Literacy training. 90 90 90 Performance Measures Explaination: *The school year 2009-2010 has drastically reduced ReadingFirst funding. Schools still in the program are receiving significantly less funds including professional development money. Schools will be restricted in the number of trainings they can receive. AZREADS schools will also be impacted by budget restrictions which will effect professional development attendance. EDA 6.0 Program Summary ADMINISTRATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-231-15-272, P.L. 107-110 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. Subprogram Summary Description: 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. Description: The K-12 Literacy 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 literacy and after school learning opportunities. Partners are expected to develop and deliver rigorous literacy professional development that is aligned with state academic achievement standards, Arizona Professional Teaching Standards, and state/national 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. FY 2009 Actual FY 2010 Estimate 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: 4 4 Administrative Services Information Technology Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6,135.0 6,056.0 0.0 0.0 0.0 Other Non Appropriated Funds 11,308.0 8,371.0 8,371.0 Program Total 17,443.0 14,427.0 17,387.0 FTE Positions 128.0 151.0 156.0 Other Appropriated Funds 9,016.0 FY 2011 Estimate General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 34,408.0 36,026.0 36,026.0 Program Total 34,408.0 36,026.0 36,026.0 FTE Positions 19.0 31.0 31.0 Page 148 To provide training and professional development to improve the effectiveness of standards based teaching and learning. Mission: K-12 LITERACY Vicki Salazar, Associate Superintendent Funding and FTE Summary: (Thousands) ‹ Goal 1 0.0 All dollars are presented in thousands (not FTE). Department of Education ‹ Goal 3 Subprogram Summary EDA 6.1 ADMINISTRATIVE SERVICES To advocate and promote ideas and initiatives that will advance innovation and enhance resources for public education. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 380 400 425 Amount of new discretionary grant funding secured by the department 3.7 mil 3.8 mil. 3.8 mil Total amount of all federal funds secured by the department for public education in Arizona 969mil. 988mil. 988mil. Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Performance Measures A.R.S. § 15-251-15-272, P.L. 107-110 Number of schools participating in department special initiatives Mission: 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: 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. 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. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate ‹ Goal 4 To improve employee and customer satisfaction. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of employees satisfied with their job 86 88 89 Percent of employees who agree or strongly agree that the agency has a good internal communication system 69 74 76 Percent of internal customers satisfied with Accounting services 90 90 90 97.5 98 99 Percent of internal customers satisfied with Central Distribution services 100 98 98 Percent of internal customers satisfied with Contracts Management services 100 98 98 Percent of internal customers satisfied with Facilities services 100 98 98 94.2 94.5 94.6 Percent of internal customers satisfied with Human Resource services 100 98 98 Percent of internal customers satisfied with Print Shop services 100 98 98 Percent of internal customers satisfied with Purchasing services 100 98 98 Performance Measures Percent of internal customers satisfied with Budget Office services Percent of internal customers satisfied with Grants Management services ‹ Goal 5 To provide technical assistance and training for internal and external customers. Performance Measures Number of new employee training courses offered FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 26 26 6,135.0 6,056.0 9,016.0 0.0 0.0 0.0 27 27 5,160.0 5,160.0 Number of comprehensive supervisor training courses offered 9 5,070.0 26 26 11,205.0 11,216.0 14,176.0 Number of Human Resource intranet website training courses offered 10 Program Total FTE Positions 115.0 136.0 141.0 Number of timesheet refresher training courses offered 10 26 27 Number of training sessions held by Accounting Unit on various administrative topics 56 55 55 Number of Grants Management meetings held for department program areas 11 11 11 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide accurate and helpful information to the public. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate *N/A *N/A *N/A Number of constituent inquiries responded to within two-week time frame 20,055 21,000 21,000 Number of Department of Education website "visitors" 7.11mil 7.93 mil 7.95 mil Number of Department of Education website "hits" 216 mil 220 mil 235 mil Performance Measures Number of individuals on the department’s distribution list receiving newsletters and reports Explaination: ‹ Goal 2 *Performance Measures no longer apply. Currently working on new technological initiatives in distributing information via media sites. Revised Performance Measures and data will be provided in FY 2011. 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 Department of Education FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 162 165 165 4,500 4,550 4,560 ‹ Goal 6 To promote a positive and productive work environment that cultivates teamwork and motivates employees. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of employees who agree or strongly agree that the agency supports their participation in training opportunities to improve job skills 74 78 82 Percent of employees who agree or strongly agree that they have the proper tools and equipment to do their work 85 87 89 Percent of employees who agree or strongly agree that they receive recognition for their work when they deserve it 74 78 82 Performance Measures All dollars are presented in thousands (not FTE). Page 149 ‹ Goal 5 Subprogram Summary EDA 6.2 To improve the agency’s information security stance. FY 2009 Actual FY 2010 Estimate FY 2011 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 1 1 1 75 80 90 Performance Measures INFORMATION TECHNOLOGY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-251-15-272, P.L. 107-110 Percent of applications securitized Mission: To support access to the varied technologies that empower ALL of Arizona’s learners to realize their social and economic potential through quality educational experiences. 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of DFDs completed. 90 90 90 Percent of telecommunications/data network converged 95 95 95 Number of monthly vulnerability scans and reviews conducted. 24 24 24 1 1 1 Performance Measures Description: The Information Technology (IT) division manages the agency’s overall Information Management Initiatives. 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 of Arizona’s educational stakeholders to effectively utilize 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.). Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 6,238.0 3,211.0 3,211.0 Program Total 6,238.0 3,211.0 3,211.0 FTE Positions 13.0 15.0 15.0 0.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of data marts used as management tools by agency units 2 2 3 Percent of errors due to transaction failures 4 6 8 Percent of errors due to system failures 5 5 5 Explaination: *Performance measure is not valid; becomes valid with the development of AEDW To provide timely and reliable customer service. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of calls that are resolved by the Support Center 91 85 85 Percent reduction in average downtime of Internet servers 30 5 5 Percent reduction in average downtime of messaging servers 55 3 3 Performance Measures ‹ 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 2010 Estimate FY 2011 Estimate 65 90 90 To provide accurate and helpful information to the public. Number of department website “hits” (in thousands) annually. Page 150 FY 2009 Actual ** Performance Measure Performance Measures Explaination: **Performance measure new to this report in FY 2008, but has been in use since FY 2006 To improve the quality of the Student Accountability Information System (SAIS) data submission process. Performance Measures ‹ Goal 2 Explaination: FY 2011 Estimate General Funds ‹ Goal 1 Collaborate with other Arizona State agencies to enable ADE to conduct needed testing. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9,100 9,400 9,600 **New Performance Measure (Note: Not tabulated accurately prior to FY 2007) All dollars are presented in thousands (not FTE). Department of Education 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 Hugo E. Salazar, 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 2009 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 2009 Actual 9,466.0 FY 2010 Estimate FY 2011 Estimate 1,631.0 1,782.0 1,782.0 77,811.0 64,090.0 64,090.0 18,788.0 23,598.0 23,598.0 98,230.0 89,470.0 89,470.0 FY 2010 Estimate FY 2011 Estimate 11,035.0 11,035.0 133.0 133.0 133.0 88,631.0 78,302.0 78,302.0 Program Total 98,230.0 89,470.0 89,470.0 FTE Positions 439.0 439.0 439.0 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,631.0 1,782.0 1,782.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,631.0 1,782.0 1,782.0 FTE Positions 14.0 14.0 14.0 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 Department of Emergency Services and Military Affairs ‹ Goal 1 To provide quality and timely support services to our customers. Performance Measures Number of weeks to process personnel actions FY 2009 Actual FY 2010 Estimate FY 2011 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). Page 151 This Program Contains the following Subprograms: 4 4 RESPONSE AND RECOVERY Response and Recovery Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 3,759.0 FY 2011 Estimate 3,018.0 3,018.0 0.0 0.0 0.0 Other Non Appropriated Funds 74,052.0 61,072.0 61,072.0 Program Total 77,811.0 64,090.0 64,090.0 FTE Positions 377.0 377.0 377.0 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 2009 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 3,172.0 2,431.0 2,431.0 0.0 0.0 0.0 Other Non Appropriated Funds 65,645.0 52,665.0 52,665.0 Program Total 68,817.0 55,096.0 55,096.0 FTE Positions 274.0 274.0 274.0 Other Appropriated Funds ‹ Goal 1 To reduce loss of life and loss of property from all hazards. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of communities with sustained Disaster Resistant Community Programs 112 112 115 Customer satisfaction rating for communities served during disasters (Scales 1-8) 7.7 6.0 6.0 Performance Measures ‹ Goal 2 587.0 0.0 0.0 0.0 Other Non Appropriated Funds 8,407.0 8,407.0 8,407.0 Program Total 8,994.0 8,994.0 8,994.0 FTE Positions 103.0 103.0 103.0 ‹ Goal 1 Description: To increase local emergency management capability through training assistance programs. Performance Measures Percent of requests for contingency exercise assistance supported FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 587.0 To reduce human suffering during disasters and enhance community recovery after disaster strikes. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 19.2 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 Matthew J. Brown, 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,076.0 6,235.0 133.0 133.0 133.0 Other Non Appropriated Funds 14,579.0 17,230.0 17,230.0 Program Total 18,788.0 23,598.0 23,598.0 FTE Positions 48.0 48.0 48.0 Other Appropriated Funds Page 152 FY 2011 Estimate 587.0 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 2010 Estimate All dollars are presented in thousands (not FTE). 6,235.0 Department of Emergency Services and Military Affairs ‹ Goal 1 Subprogram Summary MAA 3.1 To recruit and retain highly qualified personnel. Performance Measures ARMY NATIONAL GUARD BG Matthew J. Brown, Brigadier General, Assistant, Adjutant General, Arm 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 2010 Estimate FY 2011 Estimate 87.2 89 88 Percent of Air National Guard soldiers re-enlisted Subprogram Summary MAA 3.3 Mission: FY 2009 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,486.0 1,536.0 133.0 133.0 133.0 Other Non Appropriated Funds 10,127.0 11,028.0 11,028.0 Program Total 11,746.0 12,697.0 12,697.0 FTE Positions 14.0 14.0 14.0 Other Appropriated Funds 1,536.0 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 2009 Actual General Funds ‹ Goal 1 To recruit and retain highly qualified personnel. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 78 82 82 Percent of Army National Guard soldiers re-enlisted MAA 3.2 1,595.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,176.0 1,176.0 1,176.0 Program Total 2,981.0 2,771.0 2,771.0 FTE Positions 32.0 32.0 32.0 1,595.0 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 2011 Estimate 1,805.0 Other Appropriated Funds ‹ Goal 1 Subprogram Summary FY 2010 Estimate Number of Project Challenge graduates annually FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 115 155 175 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 785.0 3,104.0 0.0 0.0 0.0 Other Non Appropriated Funds 3,276.0 5,026.0 5,026.0 Program Total 4,061.0 8,130.0 8,130.0 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Department of Emergency Services and Military Affairs 3,104.0 All dollars are presented in thousands (not FTE). Page 153 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 Benjamin H. Grumbles, 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 2009 Actual Program ¾ ADMINISTRATION ¾ AIR ¾ WASTE ¾ WATER Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Estimate FY 2011 Estimate 15,967.0 15,148.0 15,314.0 52,478.0 55,784.0 57,534.0 56,959.0 51,541.0 51,541.0 223,626.0 208,827.0 212,579.0 349,030.0 331,300.0 336,968.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 19,674.0 13,247.0 13,247.0 Other Appropriated Funds 63,324.0 68,330.0 73,998.0 Other Non Appropriated Funds 266,032.0 249,723.0 249,723.0 Program Total 349,030.0 331,300.0 336,968.0 FTE Positions 846.0 847.0 847.0 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 2009 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 Page 154 FY 2011 Estimate 2,546.0 3,145.0 3,145.0 12,424.0 11,224.0 11,390.0 997.0 779.0 779.0 Program Total 15,967.0 15,148.0 15,314.0 FTE Positions 146.0 148.0 148.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: FY 2010 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.7 100.0 100.0 To provide value to all of Arizona FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 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) 7.8 7.7 7.7 Administration as a percentage of total cost 3.1 3.3 3.3 Percent of citizens expressing overall satisfaction with ADEQ services 97.3 96.25 96.25 Percentage of citizens expressing overall satisfaction with Administrative Program Services 98.6 90.0 90.0 Percentage of invoice payables paid within thirty (30) calendar days. 98.43 94.0 94.0 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 Percentage of agency staff turnover 11.0 12.0 12.0 Percent of notice of administrative hearings issued within 3 working days of receiving all necessary documentation 94.9 90.0 90.0 Performance Measures All dollars are presented in thousands (not FTE). Department of Environmental Quality Percentage (annual) of agency budget and strategic plan consistent with Governor's issues and strategic plan for the state ‹ Goal 3 100.0 100.0 100.0 To provide leadership on children's environmental health Performance Measures Subprogram Summary EVA 2.1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100.0 100.0 100.0 Continue to implement the action plan to integrate children's environmental health issues into ADEQ programs. AIR QUALITY MANAGEMENT AND ANALYSIS Nancy Wrona, Air Quality Division Director Phone: (602) 771-2308 A.R.S. §§ 49-401 to 49-593 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. Program Summary EVA 2.0 AIR Description: 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 Program Contains the following Subprograms: 4 4 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds Air Quality Management and Analysis Vehicle Emissions Control Funding and FTE Summary: (Thousands) 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. Other Appropriated Funds Other Non Appropriated Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate FY 2010 Estimate FY 2011 Estimate 1,793.0 1,271.0 1,271.0 13,974.0 14,617.0 16,367.0 8,531.0 8,106.0 8,106.0 Program Total 24,298.0 23,994.0 25,744.0 1,793.0 1,271.0 1,271.0 FTE Positions 208.0 207.0 207.0 42,128.0 46,407.0 48,157.0 8,557.0 8,106.0 8,106.0 ‹ Goal 1 Program Total 52,478.0 55,784.0 57,534.0 FTE Positions 241.0 241.0 241.0 General Funds Other Appropriated Funds Other Non Appropriated Funds To provide value to all of Arizona Performance Measures Percentage of customers satisfied with Air Quality Programs ‹ Goal 2 FY 2010 Estimate FY 2011 Estimate 96.0 92.5 92.5 To improve the quality of Arizona's air, land and water FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Annual number of State Implementation Plans (SIP) (new or revisions) submitted to the Environmental Protection Agency (EPA) per fiscal year 7.0 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). 8.0 0.0 0.0 Achieve 90 percent air quality sample data recovery 97.0 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 4 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. Department of Environmental Quality FY 2009 Actual All dollars are presented in thousands (not FTE). Page 155 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 pollutiongenerating activities meet air emission standards through equitable and efficient permitting, inspection, enforcement, assessment and monitoring. 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 28,154.0 31,790.0 31,790.0 26.0 0.0 0.0 Program Total 28,180.0 31,790.0 31,790.0 FTE Positions 33.0 34.0 34.0 Other Appropriated Funds Other Non Appropriated Funds 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 155.6 145.0 145.0 Program Summary WASTE Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 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: 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. This Program Contains the following Subprograms: Waste Control and Management Underground Storage Tank Remediation 7,000.0 49.0 67.0 67.0 Other Non Appropriated Funds 43,495.0 44,474.0 44,474.0 Program Total 56,959.0 51,541.0 51,541.0 FTE Positions 195.0 195.0 195.0 7,000.0 Subprogram Summary EVA 3.1 Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 A.R.S. §§ 49-701 to 49-973 Mission: 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 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 and 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 48.0 45.0 45.0 0.0 0.0 0.0 Program Total 48.0 45.0 45.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To improve the quality of Arizona's air, land and water Performance Measures 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) ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 86.9 84.5 84.5 To provide value to all of Arizona Performance Measures Percentage of customers satisfied with Waste Programs Division Page 156 FY 2011 Estimate WASTE CONTROL AND MANAGEMENT Description: 4 4 4 FY 2010 Estimate 13,415.0 Other Appropriated Funds A.R.S. §§ 49-401 to 49-593 ‹ Goal 1 FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 95.0 92.5 92.5 Department of Environmental Quality ‹ Goal 3 To enhance relationships with the public, regulated community and agency partners Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 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) 771-4567 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. Michael Fulton, Tank Programs Division Director Phone: (602) 771-4209 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 2009 Actual General Funds FY 2010 Estimate 0.0 Other Appropriated Funds Other Non Appropriated Funds 0.0 FY 2011 Estimate 1.0 22.0 22.0 32,002.0 32,879.0 32,879.0 32,003.0 32,901.0 32,901.0 FTE Positions 122.0 122.0 122.0 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 13,415.0 7,000.0 0.0 0.0 0.0 Other Non Appropriated Funds 11,493.0 11,595.0 11,595.0 Program Total 24,908.0 18,595.0 18,595.0 FTE Positions 73.0 73.0 73.0 Other Appropriated Funds 7,000.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 99.7 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 2.0 2.0 Program Summary WATER Henry Darwin, Acting 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. Department of Environmental Quality All dollars are presented in thousands (not FTE). Page 157 This Program Contains the following Subprograms: 4 4 4 4 SURFACE WATER REGULATION Surface Water Regulation Drinking Water Regulation Henry Darwin, Acting 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 2009 Actual A.R.S. §§ 49-201 to 49-391 FY 2010 Estimate FY 2011 Estimate Mission: General Funds 1,920.0 1,831.0 1,831.0 Other Appropriated Funds 8,723.0 10,632.0 14,384.0 Other Non Appropriated Funds 212,983.0 196,364.0 196,364.0 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 223,626.0 208,827.0 212,579.0 Description: FTE Positions 264.0 263.0 263.0 Subprogram Summary EVA 4.1 UNDERGROUND WATER REGULATION Henry Darwin, Acting 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 1,879.0 1,779.0 1,779.0 Other Appropriated Funds 3,728.0 5,277.0 6,578.0 687.0 790.0 790.0 Program Total 6,294.0 7,846.0 9,147.0 FTE Positions 82.0 82.0 82.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 98.1 92.5 92.5 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5.0 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. 96.5 80.0 80.0 Percent reduction in Aquifer protection permit processing time. 18.0 N/A N/A Number of permit actions for existing groundwater protection permits for mining facilities during each fiscal year. Page 158 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 3.0 0.0 0.0 Other Appropriated Funds 3,157.0 3,181.0 5,556.0 Other Non Appropriated Funds 7,532.0 6,529.0 6,529.0 Program Total 10,692.0 9,710.0 12,085.0 FTE Positions 97.0 113.0 113.0 ‹ Goal 1 To improve the quality of Arizona's air, land, and water. FY 2009 Actual FY 2010 Estimate FY 2011 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. 97.2 90.0 90.0 Annually, ADEQ will reissue AZPDES permits within 180 days of receipt of a completed and timely AZPDES application. 57.0 70.0 70.0 Performance Measures To improve the quality of Arizona's air, land and water Performance Measures 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, (10) 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. FY2009 Measure Only. All dollars are presented in thousands (not FTE). Department of Environmental Quality Subprogram Summary EVA 4.3 Subprogram Summary EVA 4.4 DRINKING WATER REGULATION WATER INFRASTRUCTURE FINANCE AUTHORITY Henry Darwin, Acting 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 38.0 52.0 52.0 Other Appropriated Funds 1,838.0 2,174.0 2,250.0 Other Non Appropriated Funds 3,642.0 4,298.0 4,298.0 Program Total 5,518.0 6,524.0 6,600.0 FTE Positions 66.0 49.0 49.0 ‹ Goal 1 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) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Annually, percentage of population serviced by community water systems (CWS) providing drinking water with no health-based violations will remain at 95 percent. 97.0 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. 95.0 Percentage of facilities from Drinking Water Priority Log assigned to enforcement staff. 100.0 100.0 100.0 22.6 N/A N/A Percent reduction in drinking water plan review processing time. 95.0 95.0 FY 2011 Estimate 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 201,122.0 184,747.0 184,747.0 Program Total 201,122.0 184,747.0 184,747.0 FTE Positions 19.0 19.0 19.0 ‹ Goal 1 Performance Measures Number of recipients moving from non-compliance to compliance ‹ Goal 2 0.0 To ensure WIFA's resources are awarded in conformance with Arizona's goals. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6.0 7.0 7.0 To maintain the fiscal integrity of the Funds administered by WIFA and ensure continuous enhancement for future generations. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of total available funds invested 99.6 99.5 99.5 Interest income (in thousands) 5,347.6 8,232.6 8,232.6 Performance Measures ‹ Goal 3 To facilitate access to and efficiently deliver financial and technical assistance. Number of weeks to process a loan Department of Environmental Quality FY 2010 Estimate Other Appropriated Funds Performance Measures FY2008 & FY2009 Measure Only. FY 2009 Actual General Funds To improve the quality of Arizona's air, land and water Performance Measures Explaination: Description: ‹ Goal 4 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5.8 7.0 7.0 To coordinate with other funding sources, technical resources, and regulatory authorities Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of co-financings 7.0 16.0 16.0 All dollars are presented in thousands (not FTE). Page 159 AFA Agency Summary 0.0 GOVERNOR’S OFFICE OF EQUAL OPPORTUNITY Manuel V. Cisneros, Director Phone: (602) 542-3716 A.R.S. § 41-101 Mission: Description: The Governor's Office of Equal Opportunity (GOEO) provides information and technical assistance to state agencies to ensure nondiscrimination and equal opportunity access to employment, state contracts, and appointments. 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 2009 Actual FY 2010 Estimate 212.0 212.0 0.0 0.0 0.0 69.0 68.0 68.0 Program Total 288.0 280.0 280.0 FTE Positions 3.0 3.0 3.0 Other Non Appropriated Funds FY 2010 Estimate FY 2011 Estimate 104 105 105 Number of state agencies assisted in the preparation of agency-level Equal Employment Opportunity Plans, and in efforts to reach workforce parity 67 70 70 Number of calls answered providing information and assistance regarding Equal Opportunity rules and regulations 572 600 600 Number of state agency Equal Employment Opportunity plans submitted. ‹ Goal 2 FY 2011 Estimate 219.0 Other Appropriated Funds FY 2009 Actual Performance Measures To administer and enforce state and federal laws prohibiting discrimination for over 44,000 state employees to ensure there are no discriminatory practices in State government. Funding and FTE Summary: (Thousands) facilitative discussion or alternative dispute resolution sessions for current or former state employees. These non-financial facilitative discussions will review internal discriminatory workplace behavior 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 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 equal employment opportunity law and 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 are 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 Issue 5 Page 160 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 311 350 350 8 10 10 748 900 900 To achieve and maintain a culturally diverse state government workforce and ensure diverse representation on state Boards and Commissions. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of community organizations contacted by the Governor's Office for Equal Opportunity to help facilitate the dissemination of information regarding employment opportunities 296 250 250 Number of community organizations contacted by GOEO to help facilitate the dissemination of information regarding positions on State Boards and Commissions 231 200 200 Contact with tribes, tribal members and off-reservation native Americans regarding employment, appointment and procurement opportunities with the state 191 300 300 Number of state agencies contacted by GOEO to ascertain their employment needs 62 70 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,261 2,500 2,500 62 50 50 112 150 150 To provide alternative dispute resolution services to state agencies. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of persons trained in mediation 0 10 10 Number of presentations concerning mediation services 5 5 5 Performance Measures All dollars are presented in thousands (not FTE). Governor's Office for Equal Opportunity Number of mediation sessions conducted as a result of Governors Office of Equal Opportunity 12 Governor's Office for Equal Opportunity 15 15 All dollars are presented in thousands (not FTE). Page 161 Issue 3 Agency Summary EQA 0.0 STATE BOARD OF EQUALIZATION John A. Greene, Chairperson Phone: (602) 364-1601 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 each from 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 seq, 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 602.0 602.0 602.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 602.0 602.0 602.0 FTE Positions 7.0 7.0 7.0 Strategic Issues: Issue 1 Performance Measures Cost per parcel (in dollars) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 12 12 Parcels appeals received 85,900 95,000 95,000 Cost per parcel (dollars) 12 FY 2009 Actual 12 FY 2010 Estimate 12 FY 2011 Estimate 0 1 1 Performance Measures Default performance measure ‹ Goal 2 To reduce the cost attributed to petitions and hearings. ‹ Goal 3 To enhance the Board's computer system to handle the greatly incresed caseloads and computerize tasks that are still done manually. 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). ‹ Goal 4 To update and obtain necessary approvals of the State Board of Equalization's Rules ‹ Goal 5 To obtain legislation that will reduce the number of unnecessary appeals by, among other things, encouraging resolution of disputes at the assessor level, to insure taxpayers will receive competent representation by tax agents and to insure prompt, thorough and fair treatment of taxpayers by the Board by obtaining adequate resources. Substantial increases in hearings The Board of Equalization continues to experience substantial increases in hearings. For 2009, the Board will handle well over 16,000 appeals. A fully staffed Board is designed to handle a third of that number. The Board is grossly understaffed. The Board has had to hold hearings into evenings, Saturdays and the Columbus Day holiday. It anticipates the need for a supplemental in the 2010 budget year and additional funding for 2011. The computer system remains extremely problematic. Any downtime will prevent the SBOE from fulfilling its obligations without additional funding, FTE's, and/or other resources. The Board was unable to meet statutory deadlines in 2009 because of the shortage of Board members and funding. Issue 2 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. There is also an effort to obtain legislation that will reduce the number of unnecessary appeals by, among other things, encouraging resolution of disputes at the assessor level, to insure taxpayers will receive competent representation by tax agents and to insure prompt, thorough and fair treatment of taxpayers by the Board by obtaining adequate resources. To restore sufficient funding in order for the State Board of ‹ Goal 1 Equalization to be prepared for a rapidly increasing caseload. This will also ensure that the SBOE is able to adequately staff all hearings in Maricopa and Pima Counties and meet statutory deadlines. Market conditions The Board is experiencing an exponential upswing in the number of filings. All property types have experienced unprecedented growth and appreciation through 2006 and 2007, but the market then went into a dramatic and precipitous decline which continues to the present date. The Board has received a record shattering number of appeals (well over 13,000 in 2008 and 16,000 in 2009) in part due to these rapid and deep market changes. The current volatile real estate market conditions have created an unprecedented, unpredictable and difficult property tax appeal environment. The true test of the quality of our automation and electronic filing system came during this market down cycle, which has already and will inevitably result in a substantial increases in the number of petitions for years to come. Other factors are at work and the volume may never subside to earlier levels. Unfortunately, the Board's computer system was not designed for this volume and was swamped at times by tax agents filing hundreds of parcels at one time. There were a number of breakdowns. With the large accounting, law and tax appeal firms becoming more heavily committed to electronic filing, the Board's computer system is in serious need of substantial repair and enhancement. Not only are software enhancements needed, but the hardware is now outdated. Page 162 All dollars are presented in thousands (not FTE). State Board of Equalization 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,044.0 952.0 952.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,044.0 952.0 952.0 FTE Positions 13.0 13.0 13.0 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 Board of Executive Clemency FY 2011 Estimate 0/0 0/0 0/0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of parole hearings scheduled 701 800 800 Parole hearings held 472 500 500 18 37 37 730 800 800 Performance Measures Percent of parole grants Commutations Pardons Number of revocations Percent revoked Video hearings held Explaination: 50 70 70 2,529 2,600 2,600 86 90 90 201 700 750 Note Problems with the equipment occurred for 1.5 months resulting in telephonic rather than video hearings. Telephonic hearings held 1,685 1,700 354 500 500 In Absentia hearings held 1,449 1,500 1,500 Total board hearings held Personal hearings held 1,700 3,878 4,000 4,000 Hearing officer probable cause hearings held 107 100 100 Probable Cause Hearings Requested 171 200 200 13 13 16 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13 13 16 Total Agency FTE's include the critical issue for request of 3 additional headcount: 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, 2009. 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 Legal Representation for Inmates In the lawsuit of Gagnon V. Scarpelli, 411 U.S. 778 (1973), the United FY 2010 Estimate Percent of research compiled/percent of written study completed. Strategic Issues: Issue 1 FY 2009 Actual To ensure that victims, law enforcement agencies, judges, prosecutors, and other concerned individuals and entities All dollars are presented in thousands (not FTE). Page 163 are notified of the offenders hearing date with or without an official notification request. (NOTE: Per A.R.S. 13-4401 et. seq., notification is only required when requested.) 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 ‹ Goal 4 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,467 2,500 2,500 21,599 23,000 23,000 91 100 100 793 800 800 24,950 25,000 25,000 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percentage complete of research, development, implementation, and maintenance of a Web-site for informational and notification purpose. Research % complete/Development % complete 100/99 100/99 100/99 Percentage complete of research, development, implementation, and maintenance of database for compilation of statistical report. Research % complete/Development % complete 0/0 50/0 100/50 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. Page 164 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 All dollars are presented in thousands (not FTE). Board of Executive Clemency CLA Funding and FTE Summary: (Thousands) Agency Summary 0.0 EXPOSITION AND STATE FAIR BOARD General Funds Don West, Executive Director Phone: (602) 252-6771 To provide unlimited opportunity to celebrate Arizona's heritage, youth, industry, traditions, and future by bringing the entire community together. 0.0 0.0 6,683.0 6,683.0 0.0 405.0 405.0 Program Total 3,656.0 7,088.0 7,088.0 FTE Positions 71.0 71.0 71.0 ‹ Goal 1 To increase the number of non-fair rental days. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Non-fair rental days over previous year 9 2 2 New promoters requesting space 12 5 5 Repeat promoters annually 30 26 26 Performance Measures 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. FY 2009 Actual Program ¾ INTERIM EVENTS ¾ STATE FAIR FY 2010 Estimate To maximize the use of existing parking space. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 87 72 74 2 2 2 Parking lot rentals FY 2011 Estimate 3,656.0 7,088.0 7,088.0 7,908.0 7,965.0 7,965.0 11,564.0 Agency Total: ‹ Goal 2 New strategic partners renting parking lots ($ Thousands) Agency Summary: FY 2011 Estimate 0.0 Other Non Appropriated Funds Mission: FY 2010 Estimate 3,656.0 Other Appropriated Funds A.R.S. § 3-1001 FY 2009 Actual 15,053.0 15,053.0 CLA Program Summary 2.0 STATE FAIR Wanell Costello, Special Projects Manager Phone: (602) 252-6771 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 11,564.0 14,648.0 14,648.0 0.0 405.0 405.0 Program Total 11,564.0 15,053.0 15,053.0 FTE Positions 182.0 184.0 184.0 Other Appropriated Funds Other Non Appropriated Funds 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 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 Other Appropriated Funds Other Non Appropriated Funds CLA 1.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 7,908.0 7,965.0 7,965.0 0.0 0.0 0.0 Program Summary Program Total 7,908.0 7,965.0 7,965.0 INTERIM EVENTS FTE Positions 111.0 113.0 113.0 Wanell Costello, Special Projects Manager ‹ Goal 1 Phone: (602) 252-6771 A.R.S. §§ 3-1001 to 3-1013, 5-113 To develop partnerships with business, industry, community, and volunteer groups. Performance Measures New partners acquired Mission: To maximize incremental income during the non-fair period by providing quality facilities and services. Description: 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. Exhibit space used by partners for business showcase (square feet) ‹ Goal 2 New revenue streams identified New revenue received from alternative sources (in dollars) FY 2011 Estimate 8 10 12 23,500 25,000 25,100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4 6 2 49,000 15,000 15,000 To increase midweek fair attendance. Performance Measures Increase Wednesday attendance Arizona Exposition & State Fair FY 2010 Estimate To maximize all fair revenue sources. Performance Measures ‹ Goal 3 FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 673 10,000 10,000 Page 165 Fair attendance (in thousands) ‹ Goal 4 1,300.0 1,300.0 To maximize the satisfaction of fair guests. Performance Measures Number of guest service contacts Improvements implemented Page 166 1,095.43 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 142 150 162 17 17 10 All dollars are presented in thousands (not FTE). Arizona Exposition & State Fair Act of 2008” (SAFE Act) was signed into law. This new law gave 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 Thomas L. Wood, Interim Superintendent of Financial Institutions Phone: (602) 771-2800 A.R.S. §§ 6-110 et. seq. Mission: Description: 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 two-fold: 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 3,700 entities licensed to conduct business in the State as well as all Arizona citizens receiving services from these regulated companies. That number will soon grow by an estimated 5,000 licensees, as recent legislation requires that loan originators be licensed by the Department beginning July 1, 2010. ($ Thousands) Agency Summary: FY 2009 Actual Program ¾ OFFICE OF SUPERVISION ¾ OFFICE OF REGULATORY AFFAIRS ¾ RECEIVERSHIPS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,121.0 3,082.0 4,398.0 1,183.0 1,307.0 2,233.0 126.0 521.0 521.0 6,430.0 4,910.0 7,152.0 FY 2010 Estimate 3,305.0 3,213.0 FY 2011 Estimate 3,725.0 0.0 0.0 1,730.0 Other Non Appropriated Funds 3,125.0 1,697.0 1,697.0 Program Total 6,430.0 4,910.0 7,152.0 FTE Positions 71.0 55.0 80.0 Other Appropriated Funds FY10 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 budget reductions in FY08, FY09, and FY10. The Department faces funding shortfalls for FY10 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). A reduction in the Department's FY08, FY09, and FY10 budgets has compounded the problem, leaving 50% of all examiner positions vacant. Issue 2 To regulate financial services to promote integrity within the industry and to foster economic growth, while providing outstanding consumer support. 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, SB 1028 was signed into law (amended by HB 2143 in July 2009), 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 5,000 new licensees, more than doubling the total number of licensees regulated by the Department. Issue 1 Despite this new mandate, the Department did not receive an increase in its FY 2010 budget, or any other means of funding its implementation. In order for Arizona loan originators to be licensed by July 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, the “Secure and Fair Enforcement for Mortgage Licensing State Department of Financial Institutions 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. Effective regulation and enforcement actions against both licensed and unlicensed entities who do not comply with Arizona statutes is a fundamental expectation of the regulated community and their customers. Since all of the Department's revenue streams come exclusively from industry sources (i.e., licensing, examination, and annual assessments), the monies generated from banks, credit unions, and licensees' fees and assessments should be used to underwrite the Department's operations. The Department will continue to pursue self-funding as a future funding option. The Department's Information Technology system is outdated and must be modernized. The Department has no IT budget for modernization, dedicated staff, and outside professional services to support business functions. The Department's IT system is outdated and must be modernized. However, the Department has no IT budget for modernization, and lacks funding for dedicated staff and outside professional services to support business functions. The lack of funding presents a number of challenges for FY 2010 and beyond, as the Department must: Issue 3 A) Implement an IT program that supports the Department’s and the Government Information Technology Agency’s (GITA) objectives and meets statewide and Federal IT requirements. B) Implement a newly mandated Loan Originator Licensing Program, including: - The implementation of a National Web-based licensing system for mortgage bankers, mortgage brokers, and loan originators - The migration of data from the Department’s existing licensing system to a new licensing database that is compatible with the Nationwide Mortgage Licensing System (NMLS). One of the mandates of the SAFE Act is participation in the NMLS. Participation necessitates the migration of the Department’s outdated licensing system into an NMLS compatible licensing database. It is estimated that the Loan Originator Licensing Program will add 5,000 new licensees by July 1, 2010; more than doubling the nearly 3,700 licensees currently maintained in the Department’s licensing database. All dollars are presented in thousands (not FTE). Page 167 Without funding, the Department would fail to demonstrate (i) the ability to license loan originators, (ii) the ability to regulate loan originators, and (iii) the ability to successfully interface with the federally approved NMLS database by July 2010. Such action would permit HUD to mandate that Arizona loan originators come under the jurisdiction of the HUD licensing system, rather than the Department’s. c) Provide staff, consumers, and licensees, accurate and timely information through the latest technology and software that streamlines the agency’s business processes. 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 will continue its licensee and consumer outreach program to educate licensees and the public on financial services and how to comply with applicable laws. Issue 4 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 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. Issue 5 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. ensuring licensees operate in a safe and sound manner and comply with all applicable laws. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of licensees scheduled to be examined annually that are examined 45 10 10 Percent of licensees scheduled to be examined biannually that are examined 35 25 25 Percent of licensees scheduled to be examined every third year that are examined 12 0 0 Percent of licensees scheduled to be examined every fifth year that are examined 11 5 5 Percent of licensees examined with no examination schedule requirement 2 2 2 82 80 80 Performance Measures Percent of examinations receiving a satisfactory composite rating ‹ Goal 2 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Supervisory actions taken based on examination findings 79 70 70 Formal/informal supervisory actions taken 127 225 175 Performance Measures ‹ Goal 3 To improve relations with licensees through the examination process. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 66 65 65 FY 2009 Actual FY 2010 Estimate FY 2011 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 OFFICE OF REGULATORY AFFAIRS Program Summary BDA 1.0 Robert Charlton, Asst. Superintendent of Financial Institutions OFFICE OF SUPERVISION Robert Charlton, Asst. Superintendent of Financial Institutions Phone: (602) 771-2800 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 3,700 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. General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,070.0 1,885.0 2,397.0 0.0 0.0 804.0 Other Non Appropriated Funds 3,051.0 1,197.0 1,197.0 Program Total 5,121.0 3,082.0 4,398.0 FTE Positions 49.0 35.0 52.0 Other Appropriated Funds ‹ Goal 1 Page 168 A.R.S. §§ 6-101 et. seq. Mission: A.R.S. §§ 6-101 et. seq. Funding and FTE Summary: (Thousands) Phone: (602) 771-2800 To conduct a professional, efficient and effective examination program, meeting statutory requirements and 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,183.0 1,307.0 1,307.0 Other Appropriated Funds 0.0 0.0 926.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,183.0 1,307.0 2,233.0 FTE Positions 22.0 20.0 28.0 ‹ Goal 1 To administer a licensing program that ensures All dollars are presented in thousands (not FTE). State Department of Financial Institutions licenses/permits are only granted to competent professionals who meet the criteria set by statute for each license type. Performance Measures Applications processed (home office and branch) Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,157 6,200 1,600 Other Appropriated Funds FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 52.0 21.0 0.0 0.0 21.0 0.0 74.0 500.0 500.0 Total applications processed (including renewals) 4,426 9,400 9,800 Other Non Appropriated Funds Licenses/renewals issued 4,266 9,300 9,700 Program Total 126.0 521.0 521.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 2 To implement a new licensing program to license all loan originators by July 1, 2010, as mandated by HB 2143. Performance Measures Number of licensed loan originators Total number of all licensees Explaination: ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 5,000 5,300 3,679 8,700 9,100 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average days from receipt to approval of license applications (Excluding Banks and Credit Unions) 35 120 90 Percent of license applications approved within 45 days of receipt (excluding Banks and Credit Unions) 62 5 60 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 50 85 Performance Measures Performance Measures Percent of surveyed applicants who respond they received 'good' or better overall service ‹ Goal 4 ‹ Goal 1 To promptly marshal and liquidate the assets of assigned receiverships. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Open receiverships (at any point in fiscal year) 1 2 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 'Landmarc Capital' receivership in FY 2011 Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 1 Receivership action against Landmarc Capital commenced in June 2009 To receive and investigate consumer complaints/unlicensed activity and resolve disputes in a prompt and professional manner. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average number of calendar days from receipt to resolution of regular complaint 183 200 200 Regular complaints filed 976 1,100 1,200 Complaints received and forwarded 270 300 325 1,446 1,500 1,550 65 FY 2009 Actual 65 FY 2010 Estimate 85 FY 2011 Estimate 84 75 75 Performance Measures Complaints closed (reg and forwarded) Unlicensed activity identified Performance Measures Percent of complainants indicating they receive good or better overall service from the Department BDA 3.0 Program Summary RECEIVERSHIPS Thomas Giallanza, Asst. Superintendent of Financial Institutions Phone: (602) 771-2800 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. State Department of Financial Institutions All dollars are presented in thousands (not FTE). Page 169 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of investigator recommendations for expedited reviews accepted. 94.21 94 95 Percent of applications approved. 90.47 90 90 Percent of approvals by expedited review. 84.73 85 85 Percent of approvals by administrative hearing. 15.27 15 15 ‹ Goal 2 To provide applicants with timely decisions on their goodcause-exception applications. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of good-cause-exception applications received. 2,032 2,300 2,300 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Number of applications disposed. 2,007 2,300 2,300 Other Appropriated Funds 0.0 0.0 0.0 Ratio of cases opened to cases closed. 1:.99 1:1 1:1 560.0 560.0 560.0 Average number of days to dispose. 98.74 100 100 Average number of days spent processing application. 45.06 60 60 Average number of days spent processing application from receipt to expedited review. 20.17 21 20 Percent of applications that undergo an expedited review within 20 days (processing time). 100 100 100 Average days from expedited review to hearing. 41.29 40 40 100 100 100 97.93 100 100 Other Non Appropriated Funds Program Total 560.0 560.0 560.0 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 Percent of applications heard within 60 days of expedited review. Percent of applications decided within 80 days of hearing. ‹ Goal 3 To develop fair and comprehensible rules, policies, and procedures for determining good cause exceptions. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of good-cause-exception requests received. 3,663 3,900 4,200 Ratio of requests for good cause exceptions to applications submitted. 1:.55 1:.55 1:.55 Percent of applications complete on initial submission. 34.03 40 45 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 three 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 Page 170 All dollars are presented in thousands (not FTE). Board of Fingerprinting impact the efficiency of the Department’s service delivery. Agency Summary MMA 0.0 Program Summary MMA 1.0 DEPARTMENT OF FIRE, BUILDING AND LIFE SAFETY ADMINISTRATION John Stahmer, Deputy Director Robert Barger, Director Phone: (602) 364-1003 Phone: (602) 364-1003 A.R.S. § 41-2141 A.R.S. § 41-2171 to 41-2196 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. Mission: To provide administrative services necessary to support the operations of the Office of Manufactured Housing and the Office of the State Fire Marshal. Description: 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 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. The Office of the State Fire Marshal enforces the State Fire Code and provides training and education for fire personnel and the general public. ($ Thousands) Agency Summary: FY 2009 Actual Program ¾ ADMINISTRATION ¾ MANUFACTURED HOUSING ¾ STATE FIRE MARSHAL Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Estimate FY 2011 Estimate Other Non Appropriated Funds 0.0 0.0 401.0 390.0 390.0 Program Total 1,653.0 1,453.0 1,507.0 FTE Positions 17.0 12.0 12.0 Other Non Appropriated Funds ‹ Goal 1 1,642.0 1,642.0 Relocation forms received 1,258.0 969.0 969.0 5,724.0 4,064.0 4,118.0 2,363.0 2,417.0 0.0 0.0 0.0 2,611.0 1,701.0 1,701.0 5,724.0 4,064.0 4,118.0 FTE Positions 49.0 40.0 40.0 Relocation claims paid Customer satisfaction rating (Scale 15) Federal partnership Average days from receipt of complete application to granting of license Service levels The Department’s plan review and inspection processes for the Office of the State Fire Marshal and the Office of Manufactured Housing will increase significantly due to the resumption of statutory requirements previously completed under voluntary agreements between the State and local jurisdictions. Increased resumption of requirements will extend the Department’s timelines for plan review and inspections resulting in decreased levels of service to the citizens of Arizona. FY 2010 Estimate FY 2011 Estimate 11 20 20 4 20 20 4.9 4.9 4.9 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2 2 2 Licenses issued 207 225 250 Renewals issued 1018 1050 1100 Total individuals or facilities licensed 1420 1450 1500 44 50 55 Tests administered To rapidly and accurately investigate alleged illegal conduct within the manufactured housing industry. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 95 95 100 768 750 700 5 5 5 30 30 30 Percent of investigations resulting in convictions 0 5 5 Percent of investigations resulting in disciplinary enforcement action 2 5 5 Trust account audits 115 100 100 Background investigations 282 275 270 Cease and desist orders issued 16 20 20 Administrative hearings held 77 100 110 188 200 210 Performance Measures The Department’s continued partnership with the United States Housing and Urban Development Department (HUD) ensures consumers safe and affordable housing constructed to federal standards. An absence of the Department’s inspection oversight will result in decreased inspections; thereby, increasing the potential for unsafe construction of homes, and increased costs to consumers through the involvement of 3rd party inspections. FY 2009 Actual To expedite licensing of qualified applicants. Performance Measures ‹ Goal 3 Strategic Issues: 1,117.0 To be responsive and accurate in response to internal and external requests for administrative services. 2,813.0 Program Total Issue 3 1,063.0 Performance Measures 3,113.0 FY 2011 Estimate 0.0 1,507.0 FY 2011 Estimate FY 2010 Estimate 1,252.0 Other Appropriated Funds 1,453.0 FY 2010 Estimate FY 2009 Actual General Funds ‹ Goal 2 Other Appropriated Funds Issue 2 Funding and FTE Summary: (Thousands) 1,653.0 FY 2009 Actual General Funds Issue 1 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. 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 Citations and complaints issued Automation The Department increasingly relies on technology to provide mandated services. Reductions in staffing and funding have delayed the implementation of new technology and the support and maintenance of existing technology. Increasingly outdated technology will negatively Department of Building and Fire Safety All dollars are presented in thousands (not FTE). Page 171 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of enforcement inspections for new construction 863 800 800 General commercial and licensed facilities inspections 122 100 100 Scheduled - State, County, DOC, school buildings inspections 1148 600 500 Performance Measures Program Summary MMA 2.0 MANUFACTURED HOUSING Debra Blake, 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 Description: Annual fire school attendance 777 900 900 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 158 160 180 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 802.0 Other Appropriated Funds 530.0 FY 2011 Estimate 530.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,011.0 1,112.0 1,112.0 Program Total 2,813.0 1,642.0 1,642.0 FTE Positions 17.0 15.0 15.0 ‹ Goal 1 Area training sessions' attendance 2778 2800 3000 Certification test administered 1763 1850 2400 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 7 10 10 255 250 250 30 30 40 To ensure safe products for consumers of manufactured/mobile homes and factory-built buildings. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 97 98 98 Percent of complaints closed vs. complaints filed Program Summary MMA 3.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,059.0 770.0 0.0 0.0 0.0 199.0 199.0 199.0 Program Total 1,258.0 969.0 969.0 FTE Positions 15.0 13.0 13.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Page 172 770.0 To increase life safety and property conservation through fire code enforcement. All dollars are presented in thousands (not FTE). Department of Building and Fire Safety Agency Summary FOA 0.0 Program Summary FOA 1.0 STATE FORESTER STATE FORESTER Victoria Christiansen, State Forester Phone: (602) 771-1412 Victoria Christiansen, State Forester Phone: (602) 771-1412 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, utilizing state and private Forestry programs, and 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, state, Federal and Tribal 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 State and Private Forestry programs, 22,400,000 acres of state and private land are protected and the forestry landscapes improved. ($ Thousands) Agency Summary: FY 2009 Actual Program FY 2010 Estimate FY 2011 Estimate Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds ¾ STATE FORESTER ¾ EASTERN COUNTIES 30,323.0 32,149.0 32,149.0 0.0 75.0 75.0 Agency Total: 30,323.0 32,224.0 32,224.0 ENVIRONMENT GRANTS Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 3,525.0 3,461.0 0.0 3,075.0 3,075.0 Other Non Appropriated Funds 26,798.0 25,688.0 25,688.0 Program Total 30,323.0 32,224.0 32,224.0 FTE Positions 74.0 67.0 67.0 FY 2010 Estimate FY 2011 Estimate 3,525.0 3,461.0 0.0 3,000.0 3,000.0 Other Non Appropriated Funds 26,798.0 25,688.0 25,688.0 Program Total 30,323.0 32,149.0 32,149.0 FTE Positions 74.0 67.0 67.0 Other Appropriated Funds ‹ Goal 1 3,461.0 3,461.0 To provide technical fire, forest health, and forestry management assistance to urban and rural private land owners. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 900 1,300 1,300 Total acres of private forest land under management (1,000 acres) 1,777 1,778 1,781 Strategic Issues: Acres treated on private forest and range lands each year 4,500 4,500 4,500 Fire threat is ever-present and Arizona has wildland fire risk year-round. Expansion of the wildland/urban interface has placed more residents in jeopardy and more of a burden on responders and already strained rural fire departments. Effective mitigation of the wildfire hazards in the wildland/urban interface will require a cooperative effort of Federal, state, local, Tribal 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 to improve forest landscapes and in rural areas and the urban interface. Acres of land treated, including prescribed burning, to reduce hazardous fuels; and to protect and improve Trust land and private properties 13,310 6,100 6,100 Other Appropriated Funds Performance Measures Issue 1 Forestry Division assists private forest landowners in preparing management plans annually ‹ Goal 2 To improve forestry landscapes and prevent and suppress wildfires on Trust and private lands, including urban interface safely, effectively and efficiently by assisting 85% of rural fire departments, and containing 93% of forest fires to less than 100 acres. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 93 93 93 1,568 1,500 1,500 Percent of fire departments under cooperative agreement to provide fire control support 88 88 88 Percent of fire bills processed for payment within 30 days 88 95 95 Performance Measures Percent of fires controlled at 100 acres or less Rural firefighters assisted with training and equipment Explaination: State Forester 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 93 90 92 All dollars are presented in thousands (not FTE). Page 173 Program Summary FOA 2.0 EASTERN COUNTIES ENVIRONMENT GRANTS Victoria Christiansen, State Forester Phone: (602) 771-1412 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) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 75.0 75.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 75.0 75.0 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: 0 40 40 0 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 Page 174 FY 2011 Estimate Number of invitations rendered to assist assessment of Environmental Impact Statements Performance Measures Explaination: FY 2010 Estimate Number of forest health/environmental policy groups requesting representation from members of five eastern counties Environmental Impact Statement ‹ Goal 2 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 35 35 Number of meetings with District Rangers and Forest Supervisors 0 10 10 Requests for review and comment of forest health policy documents All dollars are presented in thousands (not FTE). State Forester pamphlet determined through information received through complaint investigations. Agency Summary FDA 0.0 Rodolfo R. Thomas, Executive Director Phone: (602) 542-3095 Number of complaints received as a measure to determine the effectiveness of boards education efforts for both licensee and consumer. A.R.S. §§ 32-1301 et. seq. ‹ Goal 3 BOARD OF FUNERAL DIRECTORS AND EMBALMERS Mission: Performance Measures Description: Number of complaints received Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate 0.0 0.0 0.0 351.0 351.0 0.0 0.0 0.0 Program Total 334.0 351.0 351.0 FTE Positions 4.0 4.0 4.0 Other Non Appropriated Funds 48 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Complaints processed 9 15 20 Disciplinary actions taken 9 15 20 48 50 50 Average days to renew license Average days to investigate complaint Number of licenses 7 7 7 60 60 60 1836 1850 1870 FY 2011 Estimate 334.0 Other Appropriated Funds 48 To actively and impartially investigate allegations and complaints and provide enforcement to protect the public from incompetent services and unprofessional, unethical, and illegal conduct. 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. 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. 40 Strategic Issues: Issue 1 Technology Funding Technology funding had been planned based upon the prior fund balances anticipated by the Board. Prior to recent fund sweeps the Board had scheduled to update existing computer equipment. The board will continue to update technology as the budget permits. 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. Issue 3 ‹ Goal 1 To ensure that licenses are only granted and renewed to competent individuals with high standards of professional and ethical conduct. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Applications received 1790 1800 1820 Licenses issued 1736 1800 1820 Applications denied Average days to process license Number of investigations 0 1 1 60 60 60 9 15 20 Number of inspections 50 100 150 Number of complaints received 48 50 50 Average number of days to investigate 60 60 60 7 7 7 Average number of days to renew license ‹ Goal 2 To ensure and enforce that information is made available to both the consumer and the licensee that educates them to the standards of practice relating to providing funeral goods and services. Performance Measures Percent of consumers receiving FY 2009 Actual FY 2010 Estimate 98 98 State Board of Funeral Directors & Embalmers FY 2011 Estimate 98 All dollars are presented in thousands (not FTE). Page 175 Issue 2 Recruitment and retention of hunters and anglers ¾ CENTRAL ADMINISTRATIVE 3,224.0 ¾ GAME MANAGEMENT ¾ SPORTFISH MANAGEMENT ¾ NONGAME AND 5,832.0 9,866.0 10,188.0 16,539.0 24,924.0 25,471.0 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, 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. 31,819.0 35,071.0 35,881.0 Issue 3 ¾ OFF-HIGHWAY VEHICLE / 22,539.0 29,956.0 30,797.0 Agency Total: 79,953.0 104,142.0 106,662.0 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 is the state agency charged with the conservation, enhancement and restoration of Arizona’s wildlife resources and habitats, and with the regulation and enforcement of watercraft and off-highway vehicles. The Department manages Arizona wildlife populations through the operation of hunting and fishing license programs, enforcement actions for the unlawful taking of game, and wildlife habitat protection and development. ($ Thousands) Agency Summary: FY 2009 Actual Program SERVICES ENDANGERED WILDLIFE FY 2010 Estimate FY 2011 Estimate 4,325.0 4,325.0 WATERCRAFT Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 Other Appropriated Funds 30,501.0 39,924.0 40,983.0 Other Non Appropriated Funds 49,452.0 64,218.0 65,679.0 Program Total 79,953.0 104,142.0 106,662.0 FTE Positions 644.0 644.0 644.0 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 Page 176 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. All dollars are presented in thousands (not FTE). Arizona Game & Fish Department 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 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 decrease 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 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, 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 3,002.0 4,100.0 4,100.0 222.0 225.0 225.0 Program Total 3,224.0 4,325.0 4,325.0 FTE Positions 26.0 26.0 26.0 Other Appropriated Funds Other Non Appropriated Funds ‹ 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 Percent of employees that feel that the job they do is important. Explaination: FY 2010 Estimate FY 2011 Estimate 90.8 95 95 % of employees answering "agree" or "strongly agree" in annual survey. Overall job satisfaction. Explaination: FY 2009 Actual 80.1 80 80 % of employees answering "agree" or "strongly agree" in annual survey. 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 Arizona Game & Fish Department All dollars are presented in thousands (not FTE). Page 177 Program Summary GFA 2.0 Program Summary GFA 3.0 SPORTFISH MANAGEMENT GAME MANAGEMENT Bob Broscheid, Asst. Director Wildlife Management Division Phone: (623) 236-7301 Bob Broscheid, Asst. Director Wildlife Management Divisionb Phone: (623) 236-7301 A.R.S. Title 17 A.R.S. Title 17 Mission: 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. 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. 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 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) 0.0 0.0 0.0 Other Appropriated Funds 2,306.0 4,422.0 4,642.0 Other Appropriated Funds Other Non Appropriated Funds 3,526.0 5,444.0 5,546.0 Program Total 5,832.0 9,866.0 FTE Positions 46.0 46.0 ‹ Goal 1 Hunter recreation days (millions) Explaination: Number of hunting licenses sold. Explaination: Explaination: 0.0 7,259.0 Other Non Appropriated Funds 10,720.0 17,740.0 18,212.0 10,188.0 Program Total 16,539.0 24,924.0 25,471.0 46.0 FTE Positions 173.0 173.0 173.0 ‹ Goal 1 To increase public awareness of Arizona’s sportfishing resources. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1.59 1.4 1.4 Percent of anglers satisfied with angling information products and services. ‹ Goal 2 .53 .40 .40 188,215 187,000 187,500 162 60 60 Due to decreases in some funding sources expect fewer improvements in future years. Number of Hunter Education graduates. Explaination: 0.0 7,184.0 Data reflect all hunting licenses and combination licenses. Number of habitat improvements by AGFD. 2,959 3,650 Number of Hunter Education graduates. 3,800 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 80 80 80 To provide recreational opportunities for sportfishing. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5.5 5.5 5.4 75 80 75 Number of urban lake fishing angler days. 675,00 645,000 650,000 Number of urban fishing licenses sold 30,614 42,500 43,500 Performance Measures Angler Recreation Days (millions) Explaination: Angler Recreation Days (millions) Percent of anglers satisfied with their angling experiences. Explaination: Previous reports included all urban fishing related licenses sold. This number includes only Class U licenses. Total number of fishing licenses sold. Explaination: 331,894 350,000 350,000 FY 08 includes only fishing related licenses. FY 07 included stamps. Pounds of fish produced in Department hatcheries. Page 178 FY 2011 Estimate 0.0 This includes both big and small game hunting days. Ratio of number of big game permit tags to the number of people applying General Funds FY 2010 Estimate 5,819.0 To maintain the natural diversity of game populations in Arizona, while providing sustainable recreational opportunities. Performance Measures FY 2009 Actual All dollars are presented in thousands (not FTE). 396,679 400,000 400,000 Arizona Game & Fish Department Program Summary GFA 4.0 Program Summary GFA 5.0 NONGAME AND ENDANGERED WILDLIFE OFF-HIGHWAY VEHICLE / WATERCRAFT Bob Broscheid, Assistant Director Wildlife Management Division Phone: (623) 236-7301 Mike Senn, Assistant Director Field Operations Division Phone: (623) 236-7293 A.R.S Title 17 A.R.S. Title 17, 28, and 5 Mission: Mission: 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. To protect wildlife resources and public safety by promoting responsible use of watercraft and off-highway vehicles, through information, education, regulation, and enforcement. 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) 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 2009 Actual General Funds FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 7,580.0 10,826.0 11,215.0 Other Non Appropriated Funds 14,959.0 19,130.0 19,582.0 Other Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds 11,794.0 13,392.0 13,767.0 Program Total 22,539.0 29,956.0 30,797.0 Other Non Appropriated Funds 20,025.0 21,679.0 22,114.0 FTE Positions 192.0 192.0 192.0 Program Total 31,819.0 35,071.0 35,881.0 ‹ Goal 1 FTE Positions 207.0 207.0 207.0 ‹ Goal 1 To maintain and restore the natural diversity of Arizona’s nongame and watchable wildlife. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 5 5 Number of Landowner Incentive Projects (LIP) that were signed. Explaination: Number of Landowner Incentive Projects (LIP) that were signed. Number of Safe Harbor Agreements and Conservation Agreements signed. Explaination: 3 3 Although no new SHA's were signed, 7 certificates of inclusions were added to pre-existing SHA’s Number of Department-sponsored or Department-involved watchable wildlife events. Explaination: 0 60 45 Includes festivals, expos, and workshops 45 To provide law enforcement needed to ensure the boating public is provided a safe/enjoyable experience. Performance Measures Number of Arizona Game and Fish Department watercraft enforcement hours Explaination: Explaination: Explaination: 10,929 17,500 17,500 1,252 1,000 1,000 89 70 70 Number of watercraft Operation Under Influence of alcohol (OUI) arrests by Department officers. Number of watercraft accidents in which alcohol was a contributing factor. Explaination: 11 25 25 Number of watercraft accidents in which alcohol was a contributing factor. To provide excellent customer service to all individuals registering a watercraft in Arizona. Performance Measures Number of watercraft registered in Arizona Explaination: FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 142,765 145,000 145,000 Number of watercraft registered in Arizona Watercraft registration renewal processing time by mail (in days) Explaination: 4 4 4 Watercraft registration renewal processing time by mail (in days) Percent of watercraft registration handled through the internet. 34.6 38 40 To provide boaters with safety-training education and information materials to maximize boater safety and enjoyment on the State’s waterways. Performance Measures Number of watercraft user contacts Arizona Game & Fish Department FY 2011 Estimate Decrease may be due to vacant positions and fewer recreation days (economy). Number of watercraft Operation Under Influence of alcohol (OUI) arrests by Department officers. ‹ Goal 3 FY 2010 Estimate Decrease may be due to vacant positions and fewer recreation days (economy). Number of observed watercraft violations ‹ Goal 2 FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,178 11,000 11,000 Page 179 made by field officers Explaination: Decrease may be due to vacant positions and fewer recreation days (economy). Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Explaination: Explaination: 575,000 575,000 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,500 10,000 10,000 Decrease may be due to vacant positions and fewer recreation days (economy). Number of OHV enforcement hours. Page 180 0 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: 1000 FY 2009 Budget Swept so grant dollars are zero. Performance Measures Explaination: 900 Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Dollars available through boating safety grants. ‹ Goal 4 815 3,353 12,300 12,300 Past reports have included public information efforts. This estimate includes Enforcement only. All dollars are presented in thousands (not FTE). Arizona Game & Fish Department Agency Summary GMA 0.0 DEPARTMENT OF GAMING Mark Brnovich, 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. 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 2009 Actual Program ¾ ENFORCEMENT ¾ CERTIFICATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9,953.0 11,196.0 12,262.0 1,891.0 1,986.0 1,986.0 11,844.0 13,182.0 14,248.0 FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 11,844.0 13,182.0 14,248.0 0.0 0.0 0.0 Program Total 11,844.0 13,182.0 14,248.0 FTE Positions 123.0 123.0 123.0 Other Appropriated Funds Other Non Appropriated Funds The Arizona Department of Gaming is a regulatory agency positioned in a 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. The Department also 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. Program Summary GMA 1.0 ENFORCEMENT Dan Bergin, 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 2009 Actual General Funds Other Appropriated Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 9,953.0 11,196.0 12,262.0 0.0 0.0 0.0 Strategic Issues: Other Non Appropriated Funds Maintain 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. The State and the Arizona Indian tribes that sought to conduct gaming activities negotiated formal agreements required by federal law. Those formal agreements are known as known as Tribal-State gaming compacts. The Tribal-State compacts provide a regulatory framework whereby the State and tribes share responsibility for regulating Class III gaming operations. Each compact is unique due to the State's co-regulatory role set forth in the compacts. Program Total 9,953.0 11,196.0 12,262.0 FTE Positions 95.0 95.0 95.0 Issue 1 Issue 2 Adapt to the rapid changes in technology in the industry Developments in gaming technology are transforming the gaming industry and, consequently, the way the Department regulates 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 Improve the Department's ability to employ and retain qualified personnel Department of Gaming ‹ Goal 1 To assure compliance with compact provisions and internal control requirements FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total number of compact compliance reviews accomplished 13 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 FY 2011 Estimate 10 10 10 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 2010 Estimate 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. Explaination: ‹ Goal 3 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 16,110 13,600 13,600 99.9 100 100 To provide treatment and education regarding problem All dollars are presented in thousands (not FTE). Page 181 gambling Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 49.83 72 78 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,130 1250 1500 Average number of problem gambling calls received per month on the help line Performance Measures Number of individuals receiving treatment services Total number of denials, revocations, and suspensions 2 2 2 Percent of temporary certifications issued within 20 days 100 95 95 Level of satisfaction by applicants regarding process (percent) 100 95 95 Program Summary GMA 2.0 CERTIFICATION Dan Bergin, 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 1,891.0 1,986.0 1,986.0 0.0 0.0 0.0 Program Total 1,891.0 1,986.0 1,986.0 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 Performance Measures Total number of individual applications received Total number of days elapsed from receipt of completed application to the issuance of temporary certification Percentage of applicants granted certification or renewal Percentage of applicants who had their certification, denied, revoked or suspended ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 8,999 12,000 12,000 6.79 12 12 99 97 97 1 3 3 To Ensure the Suitability of Businesses that Provide Goods and Services to the Tribal Casinos FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Total number of new or initial applications received 296 225 245 Total number of permanent certifications issued 115 155 165 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 Page 182 181 250 265 All dollars are presented in thousands (not FTE). Department of Gaming 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 962.0 866.0 1,936.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,530.0 1,360.0 1,405.0 Program Total 2,492.0 2,226.0 3,341.0 FTE Positions 23.0 20.0 30.0 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 2009 Actual FY 2010 Estimate FY 2011 Estimate New maps/reports released by AZGS staff 22 14 14 Number of geologic and related maps of Arizona 50 6 6 Number of reports that describe geologic hazards and resources in Arizona 6 2 2 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 3 1 1 Number of reports published by other groups 17 10 10 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 34 FY 2009 Actual 40 FY 2010 Estimate 40 FY 2011 Estimate 20 15 15 Performance Measures 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 3 2 2 Number of seminars and workshops presented to non-technical audiences 0 2 2 50 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 3908 4000 4000 2281 2300 2300 -2.5 0 0 3861 4000 4000 21 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: 2 We carry more general interests books on Arizona now. Percent increase (decrease) in sales of non-technical reports Explaination: -2.8 The market is changing as more things are available to be downloaded. Number of non-technical reports sold Explaination: FY 2011 Estimate More info is available online now. Percent increase (decrease) in sales of technical maps and reports Explaination: FY 2010 Estimate Hard copy maps are less popular because people use internet downloads Technical maps and reports sold Explaination: FY 2009 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 Arizona Geological Survey 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. 4.5 4.8 4.8 100000 50000 50000 4mb = 400 updates to databases. 5000 = # of files downloaded All dollars are presented in thousands (not FTE). Page 183 Performance Measures Percent of orders filled the same day received Satisfaction with mail order service provided, 1-5 (highest) scale ‹ Goal 4 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98 96 96 4.9 4.9 4.9 To effectively assist the Arizona Oil and Gas Conservation Commission. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 16 6 6 3 FY 2009 Actual 5 FY 2010 Estimate 5 FY 2011 Estimate Compliance and safety inspections made 29 28 28 Number of gas-storage wells 14 14 14 0 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 Page 184 All dollars are presented in thousands (not FTE). Arizona Geological Survey Agency Summary GTA 0.0 GOVERNMENT INFORMATION TECHNOLOGY AGENCY Chad Kirkpatrick, 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 IT direction for both infrastructure and security/privacy concerns. GITA also serves as a primary focal point for coordination of all IT projects across the state with development costs over $25,000 that are monitored for potential schedule and cost overruns of which GITA has authority for suspension of expenditures, if risks and slippages are deemed excessive. In collaboration with the Information Technology Authorization Committee (ITAC), comprised of public and private sector members, GITA also monitors and tracks IT projects over $1 million in total costs. In addition, under ARS 413541, GITA is responsible for the design and development of real-time interoperable communications between local, county, state, tribal and federal public safety organization through the Public Safety Communications Commission (PSCC). ($ Thousands) Agency Summary: FY 2009 Actual Program ¾ STATEWIDE INFORMATION FY 2010 Estimate FY 2011 Estimate 4,493.0 8,679.0 8,661.0 640.0 819.0 819.0 5,133.0 9,498.0 9,480.0 SECURITY AND PRIVACY OFFICE (SISPO) ¾ PUBLIC SAFETY COMMUNICATIONS COMMISSION Agency Total: Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 1,065.0 819.0 819.0 Other Appropriated Funds 3,650.0 7,396.0 7,396.0 418.0 1,283.0 1,265.0 Program Total 5,133.0 9,498.0 9,480.0 FTE Positions 30.0 29.0 29.0 Other Non Appropriated Funds Strategic Issues: Modernized State IT infrastructure through Strategic Planning GITA seeks to align our state's technology with the vision and business needs of Arizona State government. By doing this we will build a cohesive and unified plan that fully represents the technology needs and direction of Arizona government. By building a consensus across state agencies and developing a technologies strategy, and by ensuring goals and programs have state government in mind, Arizona will be poised to take advantage of the costs savings and innovation available through enterprise-wide approaches. The advancement of a common IT infrastructure across the state is continuing through promoting management practices and technology which increase efficiencies and yield cost savings as well as aligning the State IT infrastructure to a common statewide model utilizing Issue 1 Government Information Technology Agency standardization and reuse. The philosophy advocated by GITA is to use target technology and push adherence to open systems allowing for agency infrastructure upgrades and new capabilities to be implemented in an orderly, efficient manner. GITA is focused on promoting standardization of technology software and hardware that allows the state to leverage economies of scale and reduce duplication of effort. These targeted technologies will be identified in conjunction with state agencies and will be incorporated into the GITA published standards 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 interoperability. With the overall framework and infrastructure of Arizona's IT Strategic Plan for the future, partnerships and collaboration among state agencies for new and innovative capabilities will provide greater business and technical efficiencies and drive cost effectiveness for state government. Issue 2 Improved Public Service Delivery New technologies, such as the deployment of web portal services offer the opportunity to provide citizens a greater level of service with ease of access at lower costs. GITA has created the state Web portal to increase government accessibility to citizens and business to enable more efficient and effective administration through use of the Internet as a direct communications vehicle. Continuing enhancements include licensing tools, credit card processing and report services, an improved Google search engine, and ready availability of webmaster services to maintain consistent look and feel to website designs. In FY 2009, the portal will finish the transition of web software applications and services to a new contract service provider. Enriching the quality of life for Arizonans through the leverage of automation of both health and human services and the enhancement of rural telecommunications infrastructure are other key focal points for the state moving forward. E-health is the use of electronic medical records to improve accuracy and availability of healthcare and an important initiative spearheaded by GITA supporting 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. Rural Broadband development for infrastructure and the delivery of Internet services for rural and remote areas of the state is another key initiative in driving economic growth for Arizona. Broadband projects from Superior, Goodyear, Sahuarita, Eloy, Florence, and other smaller cities are stimulating better communications and improved economic development. Accessibility and Transparency through the American Recovery & Reinvestment Acct (ARRA). Reporting on the ARRA stimulus dollars spent in Arizona is more than just the direct relaying of numbers- it's creating transparency in government. GITA will guide the way in reporting the distribution of funds to programs and projects in Arizona with new technology that allows every level of customer to interact with the available information. With the creation of an enterprise wide reporting system, agencies will strive to achieve new levels of democratization of information and interaction with all stakeholders. While meeting Federal standards, we as a state will gain a better understanding of how the flow of our funds affects the state as an enterprise to further improve better decision-making skills and knowledge management. Key enhancements to the existing State Web portal will be made to provide web-site information as Arizona’s one-stop-shop on the federal stimulus dollars are made available to Arizona through the American Recovery and Reinvestment Act (ARRA) of 2009. Such services will enable the public and private sectors to track expenditures in an open, accountable and transparent manner. Issue 3 Cost Savings through enhanced information technology project management Fiscal prudence should be a rule in times of tight budget constraints. We at GITA are emboldened to improve project management practices across Arizona government to increase efficiencies, reduce risk and improve fiscal responsibilities related to IT project deliverables. GITA provides oversight and monitoring of large-scale, high risk IT projects for the executive branch of state government through industry best practices and statewide standards to reduce overall risks and successful deliver of services. IT project reviews and monitoring include scope, roles, responsibilities, change control, schedule, cost containment, and risk assessment. Prior to project startup, each agency must submit a Project Investment Justification to Issue 4 All dollars are presented in thousands (not FTE). Page 185 GITA to assure a high probability of success. Larger projects are also reviewed by the independent Information Technology Authorization Committee (ITAC) under the auspices of the state CIO. To further promote project successes for the state GITA implemented a project management certification program through AZGU and the Project Management Institute (PMI) in training IT project managers on industry methods and principles of effective project management. A certified project manager is now required for any high risk or high dollar state project. In conjunction with the project management certification process, GITA is also looking to promote the use of industry best practice standardized tooling and processes for project delivery. All of these areas will drive stronger project management controls and competencies within the State. Issue 5 Information Security and Privacy GITA's plans for state government is developed and executed on the basis of solid and dependable information. GITA has developed a proactive approach to defending the state's infrastructure and data/information that make up our state government. Through strict methods of monitoring and measurement of compliance we have designed a depth and defense strategy that protects confidential information transported and stored within the state from its potential misuse regardless of platform or media. 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 Commission, 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 to sustaining continuity of government in both everyday and crisis situation. Program Summary GTA 1.0 STATEWIDE INFORMATION SECURITY AND PRIVACY OFFICE (SISPO) Jim Ryan, Chief Information Security Officer, Phone: (602) 364-4771 A.R.S. § 41-3507, EO 2008-2010 Mission: To establish a strategic plan that facilitates and coordinates with each executive branch agency for that agency to develop and operationalize information security and privacy policies and standards that monitor the use and protection of citizen information, State information assets and critical infrastructure. Description: As the concurrent issues of Information Security and Privacy become more complex and interdependent in today’s political, economic, and technological environment, State agencies have an increasing responsibility to protect personal information and infrastructure. The impact of loss of Personally Identifiable Information (PII) (i.e., confidential information), trade secrets, intellectual property and sensitive information, can cause emotional distress, erode confidence in government, involve identity theft, financial loss and lead to costly damage for individuals, businesses, and the government agencies responsible for safeguarding the information. Information security and protection of private or sensitive information affects all areas of State business and have traditionally been managed as an IT expenditure. The public sector’s increasing dependency on ecommerce to deliver services efficiently combined with the growth of cyber crime and terrorism throughout Arizona, nationally and globally have elevated information security and privacy practices to an essential part of how the State conducts business. The ubiquitous and open nature of the Internet and its ever-growing list of vulnerabilities require every individual and organization (public and private) to proactively prevent incidents that could interrupt critical service delivery and jeopardize its customers. The actualization any of these threats could have severe long term consequences for the State and erode citizen trust in government. State government has ongoing challenges to preserve the integrity of its infrastructure and information while adapting to new electronic business practices such as consolidation, social networks, selected freeware products, “cloud computing”, handheld wireless devices and continued vigilance to thwart the growing list of technology threats. Arizona must take the initiative to develop a comprehensive information security and privacy framework that spans all State business processes whether paper-based records or electronic/digital records -- to making digital information available to business partners and for public requests. This initiative will determine which solutions best support the State’s technology infrastructure and all information-driven business of government. These solutions must support initiatives sponsored by Homeland Security’s critical infrastructure protection mandates, be easy to use and cost effective. They must also integrate with proven security and privacy strategies and provide continuous coordination statewide and with each agency to assess information practices and for compliance with SISPO and state prescribed policies and standards. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2011 Estimate 425.0 0.0 0.0 3,650.0 7,396.0 7,396.0 418.0 1,283.0 1,265.0 Program Total 4,493.0 8,679.0 8,661.0 FTE Positions 24.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To implement a Statewide Information Security and Privacy Plan. Performance Measures Percent of completion for detail plans Page 186 FY 2010 Estimate All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 50 75 80 Government Information Technology Agency for Information Security and Privacy ‹ Goal 2 To Implement Effective and Enforceable Information Security and Privacy Policies and Standards. Performance Measures Percent of completion for detail policies for Information Security and Privacy. ‹ Goal 3 Pecent of completion for countermeasures assessments. Explaination: FY 2011 Estimate 50 75 80 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 Inadequate staffing to achieve goal #3 in the immediate future. Percent of completed agency TISA assessments. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 75 90 80 To monitor incident responses and technology security alert notifications. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of reported critical incidents responded to within SISPO defined policy. 50 75 80 Percent of alert notifications issued within SISPO defined policy. 50 Performance Measures ‹ Goal 6 75 80 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 18 50 80 Percent of agencies reporting and responding Privacy related incidents as required by SISPO policy. 6 50 80 Percent of agencies that comply with state and SISPO information breach notification process. 3 Percent of agencies completing privacy assessment. ‹ Goal 7 Percent of agency IT Security plans that have gap closure plans documented in PARIS. ‹ Goal 8 50 80 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 50 75 80 Percent of Group 2 agencies participating in IT Security and Privacy Awareness Training. Percent of agencies participating in privacy policy awareness training. Description: The Pubic Safety Interoperable Communications (PSIC) Office in the Government Information Technology Agency (GITA) is responsible for advancing interoperable communications in Arizona in accordance with Arizona’s Statewide Communication Interoperability Plan (SCIP). The PSIC Office also provides support to the Public Safety Communications Advisory Commission (PSCC) and the Statewide Interoperability Executive Committee (SIEC) in performance of their interoperable communications advisory missions. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 50 75 80 0 50 80 Government Information Technology Agency FY 2010 Estimate FY 2011 Estimate 640.0 819.0 819.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 640.0 819.0 819.0 FTE Positions 6.0 6.0 6.0 ‹ Goal 1 To advance public safety interoperable communications statewide. Percent of SCIP assessed and updated as required during the annual review. Performance Measures Percent of SCIP aligned with the National Emergency Communications Plan as required by the US Department of Homeland Security. Performance Measures To provide Education, Training and Awareness of Security and Privacy programs. Performance Measures To advance interoperable communications between local, county, state, tribal, and federal public safety entities in Arizona to effectively protect lives and property during multi-discipline and multi-jurisdictional incidents and events. Performance Measures To assess the State's Information Security Program's effectiveness. Performance Measures Mission: General Funds To provide privacy protection measures for state government. Performance Measures PUBLIC SAFETY COMMUNICATIONS COMMISSION Lisa Dee Meyerson, Statewide Interoperability Coordinator Phone: (602) 364-4780 A.R.S. §§ 41-3541, 41-3542 To perform compliance reviews of security and privacy policies and standards. Performance Measures ‹ Goal 5 FY 2010 Estimate To periodically Assess IT Infrastructure and Security countermeasures for cyber crime, terrorism activities and other threats and vulnerabilities. Performance Measures ‹ Goal 4 FY 2009 Actual Program Summary GTA 2.0 Percent of Arizona homeland security regions represented on and participating in the SIEC and its Workgroups, collectively. All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 100 100 Page 187 Agency Summary GVA 0.0 OFFICE OF THE GOVERNOR Janice K. Brewer, 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 6,750.0 7,605.0 0.0 0.0 0.0 Other Non Appropriated Funds 23,606.0 20,063.0 16,441.0 Program Total 30,356.0 27,668.0 24,046.0 FTE Positions 31.0 25.0 20.0 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 2011 Estimate 215 300 300 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate NA 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 188 FY 2010 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 2009 Actual 0 Performance Measures ‹ Goal 3 7,605.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate NA 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 John Arnold, 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 2,147.0 2,155.0 2,155.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,147.0 2,155.0 2,155.0 FTE Positions 0.0 0.0 0.0 ‹ 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 2010 Estimate FY 2011 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 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 72 75 75 0.5 0.5 0.5 To improve the efficiency and effectiveness of the state strategic planning and budgeting processes. Performance Measures Percent of participants rating budget and planning training as excellent or good. Percent of agencies submitting budget information electronically. Percent of agencies submitting Master List of State Government Programs information electronically. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 93.2 95 95 90 95 95 100 100 100 Governor's Office of Strategic Planning and Budgeting All dollars are presented in thousands (not FTE). Page 189 Agency Summary HSA 0.0 DEPARTMENT OF HEALTH SERVICES Will Humble, Interim 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 2009 Actual Program ¾ ADMINISTRATION ¾ LICENSING SERVICES ¾ BEHAVIORAL HEALTH FY 2010 Estimate FY 2011 Estimate 24,970.6 25,239.8 25,239.8 16,433.2 14,797.6 14,797.6 1,670,957.6 1,755,514.1 1,992,229.2 SERVICES ¾ ARIZONA STATE HOSPITAL ¾ PUBLIC HEALTH SERVICES Agency Total: Funding and FTE Summary: (Thousands) General Funds 69,310.3 69,108.2 69,108.2 446,307.5 433,077.6 457,326.2 2,227,979.2 2,297,737.3 2,558,701.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 538,482.5 458,168.3 61,752.4 80,411.0 80,411.0 Other Non Appropriated Funds 1,627,744.3 1,759,158.0 1,937,652.1 Program Total 2,227,979.2 2,297,737.3 2,558,701.0 FTE Positions 2,391.8 2,230.9 2,256.0 Other Appropriated Funds 540,637.9 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 190 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 Will Humble, Interim Director Phone: 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) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 13,730.8 13,696.3 13,696.3 Other Appropriated Funds 9,839.9 10,143.6 10,143.6 Other Non Appropriated Funds 1,399.9 1,399.9 1,399.9 Program Total 24,970.6 25,239.8 25,239.8 FTE Positions 240.0 222.3 222.3 All dollars are presented in thousands (not FTE). Page 191 Number of Facilities Request Forms and Work Orders processed Subprogram Summary HSA 1.1 DIRECTOR'S OFFICE Janet A. Mullen, PhD, MBA, Deputy Director for Health Services Operations Phone: (602) 542-1027 A.R.S. § 36-132 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 2,540.4 2,686.1 2,686.1 Other Appropriated Funds 2,076.3 2,140.4 2,140.4 634.9 634.9 634.9 Program Total 5,251.6 5,461.4 5,461.4 FTE Positions 64.2 58.3 58.3 Other Non Appropriated Funds To ensure a diverse, motivated and well trained staff. Performance Measures Percent of agency staff turnover Percent of DHS workforce who are minorities Number of EEO complaints Number of EEO complaints dismissed Number of agency training hours delivered by DHS FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 14.7 17.5 14.7 36 36 36 9 8 8 4 8 8 17,514 11,000 12,000 To provide legal services to the Department and review the recommended decisions from the Office of Administrative Hearings and Administrative Law Judges and revise or reverse, as necessary. Performance Measures Number of scheduled administrative hearings ‹ Goal 3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 545 550 575 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate HSRB/IRB research projects/studies requests for submission packet processed 39 50 50 HSRB/IRB final determinations by Board on projects/studies submitted 25 45 45 BUSINESS AND FINANCIAL SERVICES Jim Humble, Assistant Director Mission: To provide meaningful financial information and business and consulting services in partnership with ADHS customers. Description: 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 6,468.2 5,973.1 5,973.1 Other Appropriated Funds 6,591.8 6,795.2 6,795.2 129.8 129.8 129.8 Program Total 13,189.8 12,898.1 12,898.1 FTE Positions 90.5 84.6 84.6 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 ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2 3 3 62 100 100 To implement and continually enhance a business system that satisfies and anticipates customer needs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Average days to process purchase and contract requisitions (PR/CR): $0-1,000 36.94 25 25 Average days to process (PR/CR)$1,001-5,000 30.01 26 26 Average days to process (PR/CR)$5,001-50,000 34.8 34 34 Average days to process (PR/CR)over $50,001 54.36 40 40 Average working days to pay claims 9.84 14 10 Average working days to pay travel claims 3 4 3 Average number of days to pay vendors from the date of invoice 9.84 14 10 Percent of invoices paid within 30 days 94.76 90 94 Performance Measures To ensure that services and programs are administered efficiently. Performance Measures Administration as a percent of total cost Number of warehouse requests processed per fiscal year Page 192 Subprogram Summary HSA 1.2 To ensure the proper release of records requested for Human Subjects Research. Performance Measures ‹ Goal 4 1,200 A.R.S. § 36-132 To provide the leadership, direction and support the Agency requires to operate effectively and efficiently. ‹ Goal 2 1,200 Phone: (602) 364-0679 Mission: ‹ Goal 1 1,183 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 2 2 3,020 2,800 2,800 All dollars are presented in thousands (not FTE). Department of Health Services Funding and FTE Summary: (Thousands) Subprogram Summary HSA 1.3 INFORMATION TECHNOLOGY SERVICES Paula Mattingly, 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. 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. Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 4,722.2 5,037.1 5,037.1 Other Appropriated Funds 1,171.8 1,208.0 1,208.0 635.2 635.2 635.2 Program Total 6,529.2 6,880.3 6,880.3 FTE Positions 85.3 79.4 79.4 Other Non Appropriated Funds 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 2010 Estimate FY 2011 Estimate General Funds 8,707.3 3,089.0 3,089.0 Other Appropriated Funds 1,702.8 5,685.5 5,685.5 Other Non Appropriated Funds 6,023.1 6,023.1 6,023.1 Program Total 16,433.2 14,797.6 14,797.6 FTE Positions 261.6 251.2 251.2 Subprogram Summary HSA 2.1 CHILD CARE LICENSING Description: ‹ Goal 1 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 821,281 700,000 750,000 To provide and maintain high quality, current and standardized systems for ADHS and its customers. Performance Measures Percent of computer hardware and software replaced per agency replacement plan HSA 2.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 10 5 Lourdes Ochoa, Program Manager Phone: (602) 364-2542 A.R.S. § 36-881 to 895; 36-897 to 36-897.12 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) FY 2009 Actual General Funds LICENSING SERVICES 859.8 859.8 980.8 3,274.8 3,274.8 0.2 0.2 0.2 Program Total 3,404.5 4,134.8 4,134.8 FTE Positions 53.0 53.0 53.0 ‹ Goal 1 Mary Wiley, Assistant Director Phone: (602) 364-3064 A.R.S. Title 36 FY 2011 Estimate 2,423.5 Other Appropriated Funds Other Non Appropriated Funds Program Summary FY 2010 Estimate To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of all child care facilities. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 99 99 99 Mission: Percent of child care license renewals granted within licensing timeframes 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. Percent of child care complaint investigations initiated within investigative guidelines 100 90 90 Percent of priority two complaint investigations initiated within 10 days 100 95 95 2,738 2,840 2,890 860 900 940 Description: Number of licensed providers 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. Number of complaints received This Program Contains the following Subprograms: 4 4 4 Child Care Licensing Health Care Licensing Administration Department of Health Services All dollars are presented in thousands (not FTE). Page 193 Subprogram Summary HSA 2.2 Subprogram Summary HSA 2.3 HEALTH CARE LICENSING ADMINISTRATION Mary Wiley, Assistant Director Phone: (602) 364-3064 Mary Wiley, Assistant Director Phone: (602) 364-3064 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, hospices, recovery care centers, outpatient treatment centers and outpatient surgery centers, and home health agencies), behavioral health facilities (such as inpatient/residential, outpatient, and crisis 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, group homes for the developmentally disabled. 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 minimum 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate Description: The subprogram provides administrative services to the six programs of the Division of Licensing Services 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 1,026.0 1,026.0 177.5 592.7 592.7 Other Non Appropriated Funds 494.1 494.1 494.1 Program Total 3,563.8 2,112.8 2,112.8 FTE Positions 32.1 28.6 28.6 ‹ Goal 1 To improve enforcement processes by decreasing cycle time from initiation of enforcement action to date sent to Administrative Counsel. Performance Measures 1,818.0 Other Non Appropriated Funds 5,528.8 5,528.8 5,528.8 Phone: (602) 364-4566 Program Total 9,464.9 8,550.0 8,550.0 A.R.S. § 36-3402 FTE Positions 176.5 169.6 169.6 FY 2011 Estimate Percent of health care licensure renewals granted within licensing timeframes 90 95 99 Percent of health care complaint investigations initiated within investigative guidelines 74 70 75 Percent of priority two complaint investigations initiated within 10 days 84 75 80 Performance Measures Number of licensed providers 4,581 4,609 4,932 Number of complaints received 2,186 2,186 2,186 640 704 774 Laura Nelson, M.D., Acting Deputy Director- Behavioral Health Services 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 Page 194 FY 2011 Estimate BEHAVIORAL HEALTH SERVICES 1,818.0 FY 2010 Estimate FY 2010 Estimate Program Summary HSA 3.0 544.5 FY 2009 Actual FY 2009 Actual Number of enforcement actions closed 1,203.2 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of health care facilities. FY 2011 Estimate 2,892.2 1,203.2 ‹ Goal 1 FY 2010 Estimate Other Appropriated Funds 3,391.6 Other Appropriated Funds FY 2009 Actual 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate Subprogram Summary HSA 3.2 GENERAL MENTAL HEALTH SERVICES 396,367.0 346,284.6 421,699.6 28,163.7 37,274.8 37,274.8 Other Non Appropriated Funds 1,246,426.9 1,371,954.7 1,533,254.8 Melissa Thomas, Bureau Chief Phone: (602) 364-4592 Program Total 1,670,957.6 1,755,514.1 1,992,229.2 A.R.S. § 36-2907.02 FTE Positions 257.5 249.0 249.0 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 Melissa Thomas, Bureau Chief Description: Phone: (602) 364-4592 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 2009 Actual General Funds FY 2010 Estimate 14,839.2 12,964.2 FY 2011 Estimate 3.2 0.0 0.0 17,563.7 19,147.6 21,240.4 Program Total 32,406.1 32,111.8 37,028.0 FTE Positions 220.0 211.5 211.5 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 General Funds Percent of encounters received no later than 210 days after the end of the month which service is rendered FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 88 95 95 15.7 11.5 12 Percent of RBHA T-XIX adult clients satisfied with services, as measured through an annual satisfaction survey FY 2010 Estimate FY 2011 Estimate 3,524.3 0.0 4,100.0 4,100.0 7,200.0 7,962.2 8,925.3 Program Total 11,234.0 15,586.5 17,317.1 FTE Positions 2.7 2.7 2.7 Other Non Appropriated Funds ‹ Goal 1 4,291.8 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 98.1 98 98 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 82 82 85 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Title XIX/XXI General Mental Health Adults enrolled 67,936 65,000 70,000 Number of Non-Title XIX/Non-Title XXI (Subvention) General Mental Health Adults enrolled 23,970 20,000 25,000 Total number of General Mental Health Adults enrolled 91,908 85,000 95,000 5,965 6,000 6,500 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 FY 2009 Actual 4,034.0 Other Appropriated Funds To ensure the fiscal and financial accountability of the RBHAs. Performance Measures ‹ Goal 3 Funding and FTE Summary: (Thousands) 15,787.6 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 HSA 3.3 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 85 88 90 Subprogram Summary SUBSTANCE ABUSE SERVICES Melissa Thomas, Bureau Chief Phone: (602) 364-4592 A.R.S. § 36-2001 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. 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. Department of Health Services All dollars are presented in thousands (not FTE). Page 195 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 76,123.0 66,504.6 80,988.2 2,375.0 2,250.0 2,250.0 Other Non Appropriated Funds 271,233.8 296,767.7 329,876.2 Program Total 349,731.8 365,522.3 413,114.4 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 33 50 50 Percent of clients with eliminated or reduced use of alcohol or drugs ‹ Goal 2 To increase paid employment among clients who complete substance abuse treatment. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 50 60 60 Percent of clients employed or involved in work related activities ‹ Goal 3 To reduce criminal activity among clients who complete substance abuse treatment. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 28 45 50 Percent of clients with decreased arrest rate ‹ Goal 4 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Title XIX/XXI clients with substance abuse disorders enrolled 45,832 50,000 55,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients with substance abuse disorders enrolled 13,330 14,000 14,000 Total clients with substance abuse disorders enrolled 59,162 64,000 69,000 Performance Measures Subprogram Summary HSA 3.4 SERVICES FOR PERSONS WITH SERIOUS MENTAL ILLNESS Melissa Thomas, Bureau Chief Phone: (602) 364-4592 A.R.S. § 36-503.02 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. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of Title XIX/XXI clients enrolled with a SMI 27,217 29,368 31,688 Number of Non-Title XIX/Non-Title XXI (Subvention) clients enrolled with a SMI 13,755 14,185 14,628 Total clients enrolled with a SMI Performance Measures 40,972 43,553 46,316 Percent of SMI clients on antipsychotics receiving new generation psychotropic medications 67 74 74 Number of dual eligible, seriously mentally ill enrolled clients receiving medication as prescribed 5,575 6,500 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 844 750 800 Number of adult SMI clients who have moved to independent or supportive settings who were homeless ‹ Goal 3 To increase the number of adult SMI clients who obtain employment as a result of services. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 48.4 50 50 Percent of clients employed or involved in work related activities Subprogram Summary HSA 3.5 CHILD AND ADOLESCENT SERVICES Melissa Thomas, Bureau Chief Phone: (602) 364-4592 A.R.S. Title 36, Ch. 29, 34 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. 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 111,921.4 97,779.7 0.0 0.0 119,074.5 0.0 Description: Other Appropriated Funds The subprogram contracts with RBHAs for the development and maintenance of a comprehensive system of care for individuals with a serious mental illness. Other Non Appropriated Funds 428,784.3 471,923.2 528,312.4 Program Total 540,705.7 569,702.9 647,386.9 FTE Positions 9.2 9.2 9.2 Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate ‹ Goal 1 To provide behavioral health services to Title XIX, Title XXI and Subvention eligible children and adolescents statewide. 184,919.0 161,553.8 196,737.6 25,785.5 30,924.8 30,924.8 Other Non Appropriated Funds 515,141.7 569,883.9 638,630.4 Number of Title XIX/XIX children enrolled Program Total 725,846.2 762,362.5 866,292.8 FTE Positions 5.0 5.0 5.0 Number of Non-Title XIX/Non-Title XXI (Subvention) children enrolled Other Appropriated Funds ‹ Goal 1 Page 196 To provide behavioral health services to Title XIX, Title XXI, and non-Title XIX individuals with a serious mental illness (SMI). Performance Measures Total children enrolled ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 49,268 52,717 56,407 5,736 7,858 10,766 55,004 60,575 67,173 To strengthen the quality of publicly funded behavioral health services to children and their families through continued enhancement of comprehensive quality All dollars are presented in thousands (not FTE). Department of Health Services management programs. Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 80 82 85 Percent of RBHA Title XIX families (with children ages 0-17) satisfied with services, as measured through an annual satisfaction survey Subprogram Summary HSA 3.6 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 62,914.3 55,639.6 55,639.6 Other Appropriated Funds 5,250.5 12,309.5 12,309.5 Other Non Appropriated Funds 1,145.5 1,159.1 1,159.1 Program Total 69,310.3 69,108.2 69,108.2 FTE Positions 877.7 784.7 784.7 PREVENTION Melissa Thomas, Bureau Chief Subprogram Summary HSA 4.1 Phone: (602) 364-4592 CLINICAL SUPPORT SERVICES A.R.S. § 36-3433.B1 John Cooper, Chief Executive Officer Mission: Phone: (602) 220-6000 To provide preventative behavioral health services that will increase the health and productivity of Arizonans. A.R.S. § 36-202 Mission: 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 4,530.4 3,958.0 0.0 0.0 0.0 6,503.4 6,270.1 6,270.1 11,033.8 10,228.1 11,090.0 Other Appropriated Funds Other Non Appropriated Funds 4,819.9 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. Therefore, the Hospital must provide a comprehensive range of intensive interventions in a secure and safe environment. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds Program Total 6.5 6.5 13,622.4 13,622.4 4,257.7 9,981.9 9,981.9 823.2 833.0 833.0 Program Total 20,484.6 24,437.3 24,437.3 FTE Positions 175.8 143.8 143.8 6.5 Other Non Appropriated Funds ‹ Goal 1 To provide behavioral health prevention services. Performance Measures Number of persons receiving prevention services FY 2011 Estimate 15,403.7 Other Appropriated Funds FTE Positions FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,010,597 550,000 600,000 ‹ Goal 1 To ensure facilities meet modern day treatment, environmental and security standards. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of Priority One IT calls responded to within 24 hours 90 95 95 Percent of patient care and emergency work orders completed with 24 hours 97 95 95 Number of staff attending new forensic hospital planning 123 25 10 Mission: Number of safety risk analysis conducted annually 21 12 12 To restore and enhance the mental health of persons requiring specialized psychiatric services in a safe, therapeutic environment. Percent of contractors receiving a satisfactory or above annual rating 92.3 90 90 89 95 95 Program Summary HSA 4.0 Performance Measures ARIZONA STATE HOSPITAL John C. Cooper, Chief Executive Officer Phone: (602) 220-6000 A.R.S. § 36-202 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. Therefore, the Hospital must provide a comprehensive range of intensive interventions in a secure and safe environment. Percent of new security officers successfully completing the academy ‹ Goal 2 To maintain a stable and competent work force. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of staff turnover during the first 12 months of employment 3.5 7 5 RN vacancy rate percentage 3.8 8 6 Performance Measures This Program Contains the following Subprograms: 4 4 4 4 Clinical Support Services Clinical and Program Services Arizona Community Protection & Treatment Center Psychiatric Review Board Department of Health Services All dollars are presented in thousands (not FTE). Page 197 Subprogram Summary HSA 4.2 Subprogram Summary HSA 4.3 CLINICAL AND PROGRAM SERVICES ARIZONA COMMUNITY PROTECTION & TREATMENT CENTER John Cooper, Chief Executive Officer Phone: (602) 220-6000 John Cooper, Chief Executive Officer Phone: (602) 220-6000 A.R.S. § 36-202 A.R.S. §§ 36-3701 et. seq. (formerly A.R.S. 13-4601) Mission: Mission: To restore and enhance the mental health of persons requiring specialized psychiatric services in a safe, therapeutic environment. 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: 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. Therefore, the Hospital must provide a comprehensive range of intensive interventions in a secure and safe environment. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 37,642.1 33,289.1 33,289.1 Other Appropriated Funds 992.8 2,327.6 2,327.6 Other Non Appropriated Funds 322.3 326.1 326.1 Program Total 38,957.2 35,942.8 35,942.8 FTE Positions 524.9 475.9 475.9 ‹ Goal 1 To provide effective and patient-centered treatment and rehabilitation services. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Adult forensic patients year-end census 140 160 150 Civil adult patients year-end census Performance Measures 114 120 120 Percent of Restoration to Competency adults discharged within 90 days of admission 52 60 60 Seclusion incidents per 1,000 patient days .95 1 1 Restraint incidents per 1,000 patient days, including brief physical holds 5.04 5 5 Percent of patients receiving new generation atypical anti-psychotic medication 77.1 90 5.9 5 Percent of adult civil clients successfully placed in the community who return for another stay within one year of discharge Percent of target population tested positive for Hepatitis C receiving Pegulated Inteferon treatment Description: 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. Funding and FTE Summary: (Thousands) General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 9,798.5 8,665.4 8,665.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 9,798.5 8,665.4 8,665.4 FTE Positions 176.0 164.0 164.0 ‹ Goal 1 To deliver residential housing and treatment services that reflect the individualized needs of residents in accordance with the court orders. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of residents in pre-trial program 17 20 19 Number of residents in treatment 12 14 14 Number of residents in less restrictive alternative 49 50 49 80 Percent of residents in treatment status participating in the designed treatment program 78 77 77 6 6 Percent of population classified as special needs and requiring special programming and higher staff to patient ratio. 35 35 35 5 5 SVP program year end census 78 84 82 Performance Measures 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. Percent of staff trained in recovery orientation module Percent of direct care staff trained in advanced recovery training module Page 198 100 100 100 50 60 70 All dollars are presented in thousands (not FTE). Department of Health Services This Program Contains the following Subprograms: Subprogram Summary HSA 4.4 4 PSYCHIATRIC REVIEW BOARD John Cooper, Chief Executive Office Phone: (602) 220-6000 A.R.S. § 13-3994 Mission: To ensure public safety by maintaining jurisdiction and properly monitoring persons who are committed to a secure state mental health facility. 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 70.0 62.7 62.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 70.0 62.7 62.7 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 HSA 5.0 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 135 141 127 Program Summary Vital Records Emergency Medical Services Arizona Poison Control State Laboratory Services Epidemiology and Disease Control Public Health Emergency Preparedness and Response Tobacco and Chronic Disease Health Systems Development Oral Health Women's and Children's Health Children with Special Health Care Needs Nutrition and Physical Activity Funding and FTE Summary: (Thousands) FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 56,763.1 39,458.8 46,513.4 Other Appropriated Funds 16,795.5 14,997.6 14,997.6 Other Non Appropriated Funds 372,748.9 378,621.2 395,815.2 Program Total 446,307.5 433,077.6 457,326.2 FTE Positions 755.0 723.7 748.7 HSA 5.1 Subprogram Summary ADMINISTRATION AND LOCAL, BORDER AND NATIVE AMERICAN HEALTH OFFICES Will Humble, Interim Director Phone: (602) 542-1025 A.R.S. §§ 36-132, 36-110, 36-189A Mission: 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. Description: PUBLIC HEALTH SERVICES Will Humble, Interim Director Phone: (602) 542-1025 A.R.S. § 36-132 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. Department of Health Services 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 The subprogram consists of the Offices of the Deputy and Assistant Directors 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. All dollars are presented in thousands (not FTE). Page 199 Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate Subprogram Summary HSA 5.2 PUBLIC HEALTH STATISTICS 2,713.0 1,885.9 1,885.9 290.6 222.3 222.3 Other Non Appropriated Funds 1,360.1 1,365.5 1,365.5 Richard S. Porter, Bureau Chief Phone: (602) 542-7330 Program Total 4,363.7 3,473.7 3,473.7 A.R.S. §§ 36-132, 36-136, 36-301 to 36-347 FTE Positions 60.8 60.8 60.8 Other Appropriated Funds ‹ Goal 1 To develop community-based systems for data collection, suveillance, and analysis of health status in border communities FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of border community health assessments 2 2 2 Number of sentinel surveillance sites 2 3 3 Performance Measures ‹ Goal 2 To provide technical assistance, continuing health education and dissemination of health-related information to border communities Performance Measures Number of presentations to health professionals Number of public meetings Number of information/educational materials distributed Number of issues of border health newsletter Percent of attendees expressing satisfaction with program ‹ Goal 3 Mission: To collect, analyze and report public health statistics and information that guide actions and policies to improve the health of Arizonans. Description: This subprogram provides epidemiological and statistical public health data to support the Department and 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 2009 Actual FY 2010 Estimate FY 2011 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 2,171.5 1,509.5 1,509.5 10 5 5 Other Appropriated Funds 1,251.0 1,117.1 1,117.1 8 8 8 Other Non Appropriated Funds 830.7 835.2 835.2 2,000 2,000 2,000 Program Total 4,253.2 3,461.8 3,461.8 3 3 3 FTE Positions 35.7 33.1 33.1 85 85 85 ‹ Goal 1 To enhance and expand collaboraitve efforts in the areas of research, education and services with Mexican public health and academic institutions To collect, manage and provide patient level hospital emergency department and inpatient data to the Department of Health Services and other stakeholders. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of records processed (in millions) 2.6 2.7 3 Performance Measures FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of border health epidemiological studies 1 1 1 Number of inpatient reports 177 178 179 Number of emergency room reports 129 130 130 Number of border health conferences 1 1 2 52 51 5 5 5 Number of requests for public release answered 46 Number of border health projects Performance Measures ‹ Goal 4 To serve as a resource and communication link with the Native American health care community. Performance Measures Number of meetings held with Tribal, Urban and IHS Health Number of projects receiving technical assistance ‹ Goal 5 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 110 90 95 27 40 35 To increase the physical activity of children and adults. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of community events that promote physical activity to children and/or adults 85 75 75 Number of schools reached through activity programs 110 80 80 Performance Measures ‹ Goal 6 Number of community/agency presentations Number of health projects for older adults To collect, manage and maintain rate documentation and financial reports for hospitals, nursing homes, home health agencies, hospices and outpatient treatment centers. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of rate comparison reports (Schedule 13) 78 120 103 Number of charge master reviews 597 720 720 Number of Uniform Accounting Reports received 342 300 350 Performance Measures Number of financial audits received Number of Medicare cost reports received Number of referrals/consultations 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 ‹ Goal 2 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 10 8 1 1 Number of complaints reviewed Number of investigations conducted ‹ Goal 3 100 100 250 275 1,665 1,400 1,500 160 150 160 5 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 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 31,584 34,742 38,216 5 Percentage of cases reported within 1 year of the close of diagnosis year 54 80 80 1 Number of data requests/inquiries completed 21 40 40 Number of audits 9 9 9 Audit error rate (percent) 5 5 5 ‹ Goal 4 To collect and maintain accurate and complete statistical data relating to the occurrence of birth defects among infants born in Arizona to Arizona residents. Performance Measures Number of medical records (charts) reviewed Page 200 83 264 All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6,903 3,700 3,800 Department of Health Services Number of cases registered 1,362 1,250 1,200 Number of data requests/inquiries completed 11 10 12 Number of children referred for services 64 75 75 ‹ Goal 5 To conduct quality surveys of behavioral risk factors affecting the health of Arizonans and report findings. FY 2009 Actual Performance Measures FY 2010 Estimate FY 2011 Estimate Subprogram Summary HSA 5.4 EMERGENCY MEDICAL SERVICES Terry Mullins, Bureau Chief Phone: (602) 364-3149 A.R.S. §§ 36-2201 to 36-2246 Survey response rate (percent) 66 75 75 Mission: Percent of calls completed 42 40 40 6,165 6,000 6,000 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. Number of interview completed ‹ Goal 6 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of birth, death, fetal death, marriage, divorce and abortion records processed into populationwide health status information (in thousands) 217 220 222 Requests for health status data and information answered 2,500 2,500 2,500 12 12 12 Performance Measures Number of annually updated reports on the health status of Arizona residents prepared and published Subprogram Summary HSA 5.3 VITAL RECORDS Pat Adams, Office Chief Phone: (602) 364-1225 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 2010 Estimate FY 2011 Estimate 1,064.8 740.2 740.2 798.6 713.1 713.1 Other Non Appropriated Funds 1,000.8 1,005.7 1,005.7 Program Total 2,864.2 2,459.0 2,459.0 FTE Positions 46.2 46.2 46.2 Other Appropriated Funds 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 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 15 18 18 Performance Measures Number of business days to process an application for birth and death certificates by mail Department of Health Services FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 12 12 12 FY 2010 Estimate FY 2011 Estimate 0.0 0.0 0.0 2,856.1 2,856.1 440.6 449.9 449.9 Program Total 3,639.1 3,306.0 3,306.0 FTE Positions 39.0 39.0 39.0 ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate 929 930 940 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. Performance Measures To decrease the number of business days to process a customer mail-in request to Vital Records for birth and death records. FY 2009 Actual 3,198.5 Other Appropriated Funds Other Non Appropriated Funds FY 2009 Actual General Funds ‹ Goal 1 Description: Percent of trauma centers granted designation within the timeframes established in administrative rule All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 Page 201 Funding and FTE Summary: (Thousands) Subprogram Summary HSA 5.5 ARIZONA POISON CONTROL Terry Mullins, Bureau Chief Phone: (602) 364-3149 A.R.S. § 36-1163 Mission: To provide a 24-hour, seven day-a-week statewide poison and drug information system for doctors, medical institutions, and citizens. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 1,582.6 1,100.1 1,100.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,582.6 1,100.1 1,100.1 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of follow up calls received (University of Arizona) 45,549 46,000 47,000 Number of follow up calls received (Banner Poison Control center) 161,645 172,500 181,984 67,100 70,000 73,000 107,800 115,000 122,000 Performance Measures Number of calls received (U of Arizona) Number of calls received (Banner Poison Control Center) ‹ Goal 2 To treat citizens exposed to life threatening poisoning incidents. Performance Measures Number of people receiving scorpion anti-venom HSA 5.6 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 304 325 350 Subprogram Summary 3,718.5 2,584.9 2,584.9 6,211.4 5,546.5 5,546.5 Other Non Appropriated Funds 4,465.9 4,489.3 4,489.3 Program Total 14,395.8 12,620.7 12,620.7 FTE Positions 143.7 143.7 168.8 ‹ 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 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. FY 2011 Estimate 467 450 450 99 98 98 1,200 950 Percent of chemical PT samples correct 99 100 100 1,200 1,200 1,200 100 100 100 Number of Newborn Screening (NBS) PT tests Percent of tests correct ‹ 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of newborns screened under the Newborn Screening Program 93,389 107,214 105,000 Number of secondary screens 84,179 90,000 90,000 177 170 170 Performance Measures Number of infants with confirmed metabolic disorders Number of hearing screens performed 94,339 95,000 95,000 Number of infants identified with confirmed hearing loss 133 150 150 Percent of unsatisfactory specimens 1.5 2.0 2 ‹ Goal 3 To ensure ongoing support for existing and expanded public health services. FY 2009 Actual FY 2010 Estimate 148 175 175 50 95 100 236 200 200 43 50 50 Number of tests negative for rabies: vaccine not required 1,865 2,000 2,000 Number of bacterial cultures performed 4,701 4,500 4,500 Performance Measures Number of new cases of TB identified Number of encephalitis positive mosquito pools Number of animals identified positive for rabies Number of people exposed to rabid animals FY 2011 Estimate 2,735 2,700 2,700 17,851 17,000 17,000 Number of significant findings 886 850 850 Number of respiratory viral cultures 771 1,000 1,000 400 400 400 Number of Influenza PCR tests performed 3,920 6,000 6,000 Number of positive cases of seasonal influenza 1,246 1,000 1,000 Number of positive cases of novel H1N1 influenza virus 686 2,000 2,000 Number of human specimens tested for West Nile Virus 548 600 600 Number of human specimens testes positive for West Nile Virus 88 50 50 ‹ 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). Performance Measures Number of samples for environmental lead Page 202 FY 2010 Estimate 1,072 Number of positive influenza cultures A.R.S. §§ 36-451 to 36-479, 36-495, 36-15 FY 2009 Actual Number of chemical PT samples Number of serological tests performed Phone: (602) 364-0609 FY 2011 Estimate Other Appropriated Funds Number of significant isolates STATE LABORATORY SERVICES Victor Waddell, Bureau Chief FY 2010 Estimate General Funds 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. FY 2009 Actual All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 126 150 150 Department of Health Services Percent of samples identified with lead 16 20 20 15,840 2,000 2,000 Water samples (DW & SW): Positive chemical results 7,920 500 500 Number of water tests - microbiology Water samples (DW & SW): Chemical parameters tested 1,019 600 600 Percent of samples violating standards (SW) 28 25 25 Percent of samples violating standards (DW) 6.0 6.0 6.0 Number of food tests 310 300 300 Percent of samples containing contaminants 8.4 10 10 ‹ Goal 5 To assist environmental and testing laboratories in meeting all applicable regulatory requirements through licensing surveys, enforcement actions, training and consultation for correction of deficiencies. Number of non-infectious diseases (lead poisoning, pesticide exposure, etc.) ‹ Goal 2 FY 2010 Estimate FY 2011 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 12,275 8,000 11,000 Percent of outbreak investigations initiated within 48 hours of reporting to ADHS 90 90 90 ‹ Goal 3 To control incidence of tuberculosis by monitoring compliance with recommended guidelines for treatment of tuberculosis cases and their contacts. FY 2011 Estimate Number of environmental labs licensed 137 137 137 Performance Measures Number of Clinical Laboratory Improvement Act labs surveyed 149 150 148 9 10 10 Subprogram Summary HSA 5.7 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Patients reported with active tuberculosis disease per 100,000 population 3.5 4.3 4.1 Percent of contacts to active tuberculosis cases who complete prophylaxis 27 62 64 Percentage of TB patients receiving directly observed therapy 62 92 94 ‹ Goal 4 EPIDEMIOLOGY AND DISEASE CONTROL Don Herrington, Bureau Chief Phone: (602) 364-1889 Number of HCV cases reported Mission: To monitor, investigate, prevent, and control diseases in Arizona through programs in infectious disease control, environmental health, HIV/AIDS prevention, and immunizations. 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. FY 2009 Actual General Funds FY 2010 Estimate 5,260.0 3,656.5 FY 2011 Estimate 115.3 103.0 103.0 37,186.1 37,552.4 37,552.4 Program Total 42,561.4 41,311.9 41,311.9 FTE Positions 130.8 115.4 115.4 ‹ Goal 1 To collect and maintain accurate and complete data relating to the occurrence of diseases in Arizona. Performance Measures Summary of all communicable disease cases tracked by disease surveillance system Number of animals detected that have diseases transmittable to humans (rabies, plague, hantavirus, etc.) Department of Health Services FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 24,997 24,000 25,000 253 250 250 FY 2010 Estimate FY 2011 Estimate 8,600 8,000 8,000 210 200 200 Number of participants at health fairs 900 900 900 ‹ Goal 5 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 Number of technical assistance visits ‹ Goal 6 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 160 175 170 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of positive results received 34,000 35,000 35,000 Percent of results that are accurate 95 98 98 Performance Measures ‹ Goal 7 3,656.5 Other Non Appropriated Funds Other Appropriated Funds FY 2009 Actual Number of healthcare and service providers serving at-risk populations trained Description: Funding and FTE Summary: (Thousands) To monitor the magnitude of Hepatitis C viral (HCV) disease in Arizona and provide HCV prevention and education services. Performance Measures A.R.S. §§ 36-132, 36-136 190 FY 2009 Actual Performance Measures FY 2010 Estimate Number of labs with condition level deficiencies 185 To prevent and control communicable diseases through early detection and response to disease threats. FY 2009 Actual Performance Measures 190 To provide Arizonans with a variety of timely and effective health assessments related to releases of hazardous substances and contaminants into the environment. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of risk assessments 0 1 1 Number of epidemiological studies 3 1 1 Number of ADHS/DEQ consultations 6 5 5 Number of emergency response/requests 3 3 3 1,200 1,200 1,200 6 5 5 Performance Measures Number of inquiries for information Number of health consultations ‹ Goal 8 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of reports in registry 160 160 160 Number of follow-up consultations 200 190 180 Performance Measures All dollars are presented in thousands (not FTE). Page 203 Number of investigations ‹ Goal 9 19 17 15 To investigate reports of pesticide-related illness to determine circumstances of exposure and maintain a registry of reports. Performance Measures FY 2009 Actual Number of investigations 5 5 5 Number of reports in registry 8 10 10 ‹ Goal 10 Number of ADC facilities inspected Percent of ADC facilities in compliance FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 358 325 325 93 95 95 To reduce risk associated with foodborne illness by performing environmental health inspections of BHS treatment centers, schools, food processors, DHS licensed children's camps and requests from other state agencies. Performance Measures Number of facilities inspected Percent of facilities in compliance ‹ Goal 12 FY 2011 Estimate To reduce risk associated with foodborne disease transmission at all Arizona Department of Corrections (ADC) prisons, private prison complexes, Arizona juvenile correction facilities, county jails and ADC food service facilities. Performance Measures ‹ Goal 11 FY 2010 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 105 100 100 93 96 96 To increase assistance to and responsibilities of County Health Departments by conducting joint sanitarian inspections, standardization, program evaluation, and needs assessments. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of joint inspections/trainings 5 10 10 Number of sanitation standardizations 4 5 5 Number of county health department program evaluations 2 5 5 Number of program areas delegated to county health departments 11 11 11 Performance Measures ‹ Goal 13 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of health consultations 6 8 8 Number of environmental education presentations 5 8 8 Number of community consultations 20 25 25 Number of technical assistance consultations 25 25 25 To educate Arizona children about the importance of sun safety by developing school-based learning programs. Performance Measures Number of SunWise schools ‹ Goal 15 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1,100 1,100 1,100 To provide HIV prevention, education and counseling services to persons at risk and provide technical assistance, professional guidance and training. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 16,00 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 16 To monitor the magnitude of the trends in the HIV/AIDS epidemic to assist in targeting prevention, care and support services. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of timely completions from initial report through case investigation (within 12 months) 75 75 75 Number of cases identified - AIDS 517 580 580 Performance Measures Page 204 ‹ Goal 17 350 260 250 To rapidly and accurately respond to medical provider requests for medications provided by the DHS AIDS Drug Assistance Program. FY 2009 Actual FY 2010 Estimate FY 2011 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) 900 900 900 Performance Measures ‹ Goal 18 To assure the immunization levels within the state, licensed child care facilities (CCFs), and schools are maintained at appropriate levels. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Immunization rate among 2-year old children 78 84 82 Percent of children in compliance with ADHS prescribed vaccination levels at CCFs 94 92 92 Percent of kindergarten children in compliance with ADHS prescribed vaccination levels 95 92 95 Percent of adolescents (7th grade) in compliance with ADHS prescribed vaccination levels 86 90 90 Performance Measures ‹ Goal 19 To assure pregnant women are screened for HBsAg and the newborns receive appropriate prophylactic treatment. Performance Measures Number of pregnant women identified as HBsAg positive Percent of newborns who receive appropriate prophylactic treatment at birth ‹ Goal 20 To provide Arizonans with health consultations and community health education activities relating to potential human exposures to hazardous materials. Performance Measures ‹ Goal 14 Number of cases identified - HIV Percent of CHDs in compliance (per calendar year) FY 2011 Estimate 180 200 200 80 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 To enroll providers in the Vaccines for Children Program. Performance Measures Percent of eligible provider sites enrolled ‹ Goal 22 FY 2010 Estimate 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 ‹ Goal 21 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 81 82 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 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of enrolled provider sites submitting data to the registry 97 95 96 Percent of resident children under 19 years of age in the registry with an immunization event 97 97 98 Performance Measures ‹ Goal 23 To educate, gain compliance and enforce the Arizona SmokeFree Act Performance Measures Number of routine inspections Number of complaint inspection/actions Number of enforcement actions All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 66,756 70,000 70,000 1,776 1,500 1,500 40 40 40 Department of Health Services Subprogram Summary HSA 5.8 Subprogram Summary HSA 5.9 TOBACCO AND CHRONIC DISEASE PUBLIC HEALTH EMERGENCY PREPAREDNESS AND RESPONSE Teresa Ehnert, Acting Bureau Chief Phone: (602) 364-3751 Wayne Tormala, Bureau Chief Phone: (602) 364-0834 A.R.S. § 36-787 A.R.S. § 36-132 Mission: Mission: To prepare for, detect, and respond to public health emergencies. To decrease morbidity and mortality associated with chronic disease and the use of commercial tobacco. 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) FY 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 68.7 47.8 47.8 122.0 108.6 108.6 Other Non Appropriated Funds 22,573.0 22,643.3 22,643.3 Program Total 22,763.7 22,799.7 22,799.7 FTE Positions 63.5 62.6 62.6 Other Appropriated Funds ‹ Goal 1 To develop and implement a statewide health alert network communication system. Performance Measures Number of public health and emergency response professionals on Health Alert Network ‹ Goal 2 Number of persons who have received training FY 2011 Estimate 3,876 5,600 6,000 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 4,773 3,000 6,000 Number of trained volunteers to assist in state and local public health emergency operations FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5,171 13,000 6,000 To develop an electronic disease surveillance system (MEDSIS). Performance Measures Number of user from agencies, organizations, and other entities reporting to MEDSIS Tobacco and Chronic Disease manages programs and provides technical assistance to promote healthy lifestyle choices to prevent chronic disease and reduce tobacco use in Arizona. Recently a program announcement by the CDC supported a recurrent and central guiding principle in public health, i.e. the linking of tobacco and chronic disease, with an increased emphasis on partnerships and collaboration for the purpose of leveraging CDC and state resources to achieve common goals shared by these programs. To promote integration at the state level, CDC has combined under one announcement their funding of tobacco education, diabetes prevention, healthy communities and surveillance. By emphasizing a community-based approach, the office addresses tobacco use among all Arizonans through statewide media campaigns and public relations promotions; support of local coalitions; a Smoker's Helpline; promotion of tobacco-free school policies; and establishment and maintenance of youth coalitions. In addition, programs such as: comprehensive cancer control; diabetes; and heart disease and stroke prevention address the prevention and early detection of those related chronic diseases. Funding and FTE Summary: (Thousands) FY 2009 Actual General Funds FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,256 2,100 3,000 FY 2011 Estimate 43.8 0.0 0.0 0.0 Other Non Appropriated Funds 21,145.1 21,994.4 21,994.2 Program Total 21,208.1 22,038.2 22,038.0 FTE Positions 18.0 33.3 33.3 ‹ Goal 1 43.8 To reduce tobacco use among Arizonans. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of cessation clients who receive complete service from the ASHline 6,900 10,000 16,000 Average quit rate for ASHline cessation clients in the last seven months for at least 24 hours 23 24 22 N/A 16 N/A Percent of adults who smoked in the last month 15.7 15 14 Percent of high school youth who smoked in the last month 15.3 16.5 14 8.7 9 8 Average quit rate for community based cessation clients in the last seven months for at least 24 hours Percent of middle school youth who smoked in the last month ‹ Goal 2 To reduce the incidence of secondary disease and disability in people with chronic disease through effective behavior FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of health professionals trained on accepted standards of care for people with diabetes 356 400 400 Percent of adults reporting diabetes 8.4 8.5 8.5 68 40 40 Performance Measures Number of lay health workes trained on diabetes in non-steps communities Department of Health Services FY 2010 Estimate 63.0 Other Appropriated Funds Performance Measures To ensure trained volunteers statewide are trained to assist in dispensing clinics and other operations during a public health emergency. Performance Measures ‹ Goal 4 FY 2010 Estimate To conduct training and education programs on bioterrorism and public health emergency response activities. Performance Measures ‹ Goal 3 FY 2009 Actual Description: All dollars are presented in thousands (not FTE). Page 205 provided through Primary Care funds. Number of primary care visits provided through funded contracts. Subprogram Summary HSA 5.10 HEALTH SYSTEMS DEVELOPMENT ‹ Goal 5 Patricia Tarango, Bureau Chief Phone: (602) 542-1436 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 Health Systems Development was established in 1995 and is the Primary Care Office for the state of Arizona. Health Systems Development administers the Arizona Department of Health Services Primary Care Program, Well Woman Healthcheck Program and the Colorectal Cancer Control 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 overarching goal is to improve access to primary care, particularly among vulnerable and underserved populations. Health Systems Development also host the Arizona Health Disparities (AHDC) for the State of Arizona. AHDC is the Federal designee for the state. The AHDC serves as Arizona's central source of information and resources related to minority health and health disparities. AHDC provides 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 2009 Actual FY 2010 Estimate FY 2011 Estimate General Funds 7,850.7 5,457.4 5,457.4 Other Appropriated Funds 3,552.6 3,172.3 3,172.3 Other Non Appropriated Funds 4,007.4 4,078.4 4,078.4 15,410.7 12,708.1 12,708.1 Program Total FTE Positions 15.1 14.1 14.1 To update primary care area profiles annually, including appropriately redesignating currently underserved areas as required. Performance Measures Percent of areas redesignated in a timely manner FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 8,628 9,000 ORAL HEALTH A.R.S. § 36-132 Mission: To promote oral health for the well-being of all Arizona residents. Description: 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 2009 Actual General Funds 134.8 0.0 0.0 Other Non Appropriated Funds 762.5 777.4 777.4 Program Total 956.4 912.2 912.2 FTE Positions 9.5 8.0 8.0 ‹ Goal 1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate The percent of high-risk children in second grade who never had tooth decay 22 22 22 The percent of high-risk children who receive preventative dental care annually 38 38 38 6,800 7,000 7,500 30 30 30 Number of National Health Service Corp new contracts 75 83 83 The number of children receiving preventative dental sealants through the Arizona Dental Sealant Program Number of Health Professional Shortage Act designations obtained 10 17 17 Explaination: Number of loan repayments / awards contracted FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 28 30 35 Performance Measures Number of uninsured clients receiving primary care services visits Estimate based on FY 08 Actual. The percent of the population served by community water systems with optimally fluoridated water 56 60 61 The number of children participating in the Arizona Fluoride Mouthrinse Program 24,733 25,000 25,000 ‹ Goal 2 To increase access to dental care for children and adults. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate The percent of adults who receive dental care annually 68 69 69 The percent of high-risk children who receive dental care annually 39 39 39 Performance Measures To support the provision of primary health care to uninsured individuals. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 46,942 60,000 60,000 134.8 To prevent oral diseases in children and adults. Number of J-1 Visa Waivers supported Performance Measures FY 2011 Estimate 0.0 FY 2011 Estimate To grant loan repayment awards to ensure all available state and federal funds are encumbered by the end of the program year. FY 2010 Estimate 193.9 Other Appropriated Funds FY 2010 Estimate Page 206 8,500 Julia Wacloff, Office Chief FY 2009 Actual ‹ Goal 4 FY 2011 Estimate Subprogram Summary HSA 5.11 Performance Measures To assist in recruitment of primary care providers to underserved areas. Performance Measures ‹ Goal 3 FY 2010 Estimate Phone: (602) 542-1866 Description: ‹ Goal 2 89,000 FY 2009 Actual Number of women screened through the Well Woman Healthcheck program Mission: 89,000 To improve the delivery of breast and cervical cancer screening for underserved women. Performance Measures A.R.S. §§ 15-1721, 36-2921 ‹ Goal 1 85,916 Explaination: Estimate based on FY 08 Actual. All dollars are presented in thousands (not FTE). Department of Health Services The percent of high-risk children through age 5 years who receive dental care annually Explaination: ‹ Goal 3 27 26 27 Estimate based on FY 08 Actual. Number of Health Start participants To assist communities in solving their own oral health problems. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 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 28 30 35 Number of professionals and paraprofessionals trained in emerging oral health issues 660 Performance Measures WOMEN'S AND CHILDREN'S HEALTH Sheila Sjolander, Bureau Chief Phone: (602) 364-1419 Performance Measures 2,600 2,600 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 100 100 100 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Unintentional injury-related deaths of children ages 1-14 (per 100,000) 5.78 5.8 5.8 Older adult death rates (ages 65-84) per 100,000 as a result of a serious fall 39.62 32.3 40 Older adult death rates (ages 85+) per 100,000 as a result of a serious fall 325.89 294.4 330 Subprogram Summary CHILDREN WITH SPECIAL HEALTH CARE NEEDS Joan Agostinelli, Office Chief To strengthen the family and the community by promoting and improving the health and safety of women and children. A.R.S. §§ 36-132 Description: Phone: (602) 542-2584 Mission: The Bureau 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 2009 Actual General Funds FY 2010 Estimate FY 2011 Estimate 4,713.5 3,276.6 571.9 510.7 510.7 Other Non Appropriated Funds 11,347.7 11,532.7 11,532.7 Program Total 16,633.1 15,320.0 15,320.0 FTE Positions 52.0 46.0 46.0 Other Appropriated Funds 3,276.6 To reduce mortality and morbidity of the maternal and child population. Performance Measures Reduction in the rate of deaths to under age 15 children caused by motor vehicle crashes FY 2009 Actual 2.86 FY 2010 Estimate 4.2 FY 2011 Estimate 3 621.14 Reduction in rate of hospitalizations due to violence against women per 100,000 women ages 18 and older 10.26 13.6 11 Number of child care health consultation service units provided 1,534 450 1,078 12,800 6,400 13,000 Number of Community Health Nurse visits to High Risk Perinatal Program enrolled at risk infants within the first year of life 511.9 625 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 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 5,407 6,000 6,000 Number of children (ages 1 through 14) hospitalized for ambulatory care sensitive conditions per 100,000 684.27 Department of Health Services Description: The Office for Children with Special Health Care Needs (CSHCN) 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. CSHCN seeks to develop systems of care for these children/youth and their families and communities that are family-focused, comprehensive, timely and responsive, culturally competent, and directed toward allowing a child/youth to achieve their fullest potential. Funding and FTE Summary: (Thousands) General Funds 690 FY 2010 Estimate FY 2011 Estimate 18,713.9 350.0 350.0 350.0 79,661.9 82,948.2 100,142.4 Program Total 106,932.6 102,012.1 126,260.9 FTE Positions 56.7 46.5 46.5 ‹ Goal 1 25,768.5 To maximize benefits for CRS members and applicants by enrolling them in other government programs. Performance Measures Number of AHCCCS members Number of non-AHCCCS members FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 19,933 20,100 21,500 4,470 4,750 4,500 18,817 18,600 20,300 Percent of members enrolled in SSI 39 32 39 Percent of members eligible for AHCCCS 82 81 82 24,403 24,850 26,000 CRS clients served (Title XIX, Title XXI, and non-Title XIX) ‹ Goal 2 To assess and assure quality of inpatient medical care by monitoring and analyzing program services. Performance Measures 640 FY 2009 Actual 26,920.7 Other Appropriated Funds SSI and Categorical members To increase access to health care. Performance Measures 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. Other Non Appropriated Funds Reduction in rate of hospitalizations for nonfatal injuries and poisonings per 100,000 adolescents ages 15 through 19 ‹ Goal 2 2,267 To reduce the rate of occurrence of the ten leading causes of injury. Mission: ‹ Goal 1 30 Percent of cases reviewed by local teams HSA 5.13 A.R.S. § 36-132 38 To reduce the number of child fatalities. Performance Measures 750 Subprogram Summary HSA 5.12 ‹ Goal 3 ‹ Goal 4 700 29 Percent of Health Start women enrolled in the program in the first trimester of pregnancy Number of inpatient admissions Number of potential quality issues All dollars are presented in thousands (not FTE). FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 2,570 2,600 2,600 119 200 200 Page 207 ‹ Goal 3 To provide family-centered services to all CSHCN programs to assure increased family participation and improved satisfaction of care. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of families satisfied with services 93 93 93 Percent of Arizona families satisfied with services per the SLAITS survey 56 56 56 Percent of families partnering in decision making 91 92 92 Performance Measures ‹ Goal 4 To ensure that rates paid to providers for services delivered to CRS TXIX/TXXI members are actuarially sound. Performance Measures Percent of provider costs covered ‹ Goal 5 FY 2010 Estimate FY 2011 Estimate 100 100 100 To ensure that contractors provide services within allocated funds to CRS State-Only members. Performance Measures Percent of services covered ‹ Goal 6 FY 2009 Actual FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 44 58 58 To provide a coordinated system of care for children with special health care needs. FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of children served in the OCSHCN Service Coordination program 101 0 0 Number of children served in the Traumatic Brain Injury Services Coordination program 214 0 0 Performance Measures Explaination: ‹ Goal 7 This is the last year for this measure. Funding discontinued. Organizations/agencies provided training Number of people provided training through tele-video HSA 5.14 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 89 90 100 839 500 500 442.2 307.4 333.6 297.9 297.9 Other Non Appropriated Funds 187,967.1 188,948.8 188,948.8 Program Total 188,742.9 189,554.1 189,554.1 FTE Positions 84.0 75.0 75.0 ‹ Goal 1 FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of adult population eating five or more servings of fruits and vegetables daily 23.5 29.3 29.8 Percent of adult low-income population eating five or more servings of fruits and vegetables daily (