FISCAL YEARS 2010 - 2013 The Master List of State Government Programs Janice K. Brewer GOVERNOR FISCAL YEARS 2010 - 2013 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 January 18, 2011 Mr. Richard Stavneak Director Joint Legislative Budget Committee Staff 1716 West Adams Phoenix, AZ 85007 Dear Mr. Stavneak: I am pleased to transmit the 2010 - 2013 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 The Master List of Programs is a compilation of information provided by State agencies on September 1st of each year and is published without changes to the funding or performance measure data provided by agencies. Other text is edited by OSPB only to the extent necessary for clarity. Funding amounts for current and future years includes all monies the agency is requesting or planning to expend as listed in an agency’s September 1st budget request and is not related to recommendations made in the Executive Budget. 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.............................................18 Agriculture, Arizona Department of ..........................................19 AHCCCS – AZ Health Care Cost Containment System.........28 Appraisal, State Board of..............................................................43 Arts, Commission on the..............................................................44 Attorney General, Department of Law ......................................46 Automobile Theft Authority........................................................55 Barbers Examiners, Board of.......................................................57 Behavioral Health Examiners, Board of ....................................58 Biomedical Research Commission, Arizona..............................59 Capital Post Conviction Public Defender..................................61 Charter Schools, State Board for.................................................62 Chiropractic Examiners, State Board of.....................................63 Citizens’ Clean Elections Commission.......................................65 Commerce, Department of ..........................................................66 Constable Ethics Standards and Training Board ......................74 Contractors, Registrar of .............................................................75 Corporation Commission.............................................................77 Corrections, Department of.........................................................85 Cosmetology, Board of.................................................................92 Criminal Justice Commission, Arizona ......................................94 Deaf and Blind, State Schools for the ........................................99 Deaf and Hard of Hearing, Commission for the....................105 Dental Examiners, State Board of.............................................108 Drug and Gang Prevention Resource Center, Arizona .........109 Early Childhood Development and Health Board .................110 Economic Security, Department of ..........................................111 Education, Department of .........................................................152 Emergency and Military Affairs, Department of ....................172 Environmental Quality, Department of ..................................177 Equal Opportunity, Governor’s Office for .............................185 Equalization, State Board of .....................................................186 Executive Clemency, Department of........................................187 Exposition and State Fair, Arizona ...........................................189 Financial Institutions, State Department of.............................191 Fingerprinting, Board of............................................................. 194 Fire, Building and Life Safety, Department of........................ 195 Forester, Arizona State ............................................................... 198 Funeral Directors and Embalmers, State Board of................ 200 Game and Fish, Department of ................................................ 201 Gaming, Department of............................................................. 206 Geological Survey........................................................................ 208 Government Information Technology Agency...................... 210 Governor’s Office ....................................................................... 213 Governor’s Office of Strategic Planning and Budgeting....... 214 Health Services, Department of................................................ 215 Highway Safety, Governor’s Office of..................................... 240 Historical Society, Arizona......................................................... 241 Prescott Historical Society of Arizona ..................................... 242 Homeland Security, Department of ......................................... 243 Homeopathic Medical Examiners, Board of........................... 244 Housing, Arizona Department of............................................. 245 Indian Affairs, Arizona Commission of .................................. 247 Industrial Commission of Arizona ........................................... 248 Insurance, Department of.......................................................... 253 Judicial System ............................................................................. 261 Juvenile Corrections, Department of ....................................... 291 Land, State Department ............................................................. 298 Law Enforcement Merit Council .............................................. 304 Legislature: Auditor General........................................................................... 305 House of Representatives .......................................................... 306 Joint Legislative Budget Committee......................................... 307 Legislative Council ...................................................................... 308 Senate ............................................................................................ 309 Liquor Licenses and Control, Department of......................... 310 Lottery Commission, Arizona State ......................................... 312 Medical Board, Arizona.............................................................. 314 Medical Student Loans, Board of ............................................. 316 Mine Inspector, State.................................................................. 318 Mines and Mineral Resources, Department of ....................... 324 Naturopathic Physicians, Medical Examiners Board of ........ 325 Navigable Stream Adjudication Commission ......................... 327 Nursing, State Board of.............................................................. 329 Nursing Care Institution Administration Examiners............. 331 Occupational Therapy Examiners, Board of .......................... 332 Dispensing Opticians, State Board of ...................................... 334 Optometry, State Board of ........................................................ 335 OSHA Review Board.................................................................. 336 Osteopathic Examiners, Board of ............................................ 337 Parents Commission on Drug Education and Prevention.... 338 Parks Board, State ....................................................................... 339 Personnel Board .......................................................................... 343 Pest Management, Office of...................................................... 344 Pharmacy, Arizona State Board of............................................ 345 Physical Therapy Examiners, Board of.................................... 347 Pioneer’s Home, Arizona ...........................................................349 Podiatry Examiners, State Board of .........................................351 Postsecondary Education, Commission for ............................352 Power Authority, Arizona ..........................................................353 Private Post Secondary Education, State Board of.................354 Psychologist Examiners, State Board of ..................................356 Public Safety, Department of.....................................................357 Racing, Arizona Department of ................................................369 Radiation Regulatory Agency.....................................................375 Rangers’ Pension, Arizona .........................................................381 Real Estate, Department of........................................................382 Redistricting Commission, Independent..................................383 Residential Utility Consumer Office.........................................384 Respiratory Care Examiners, Board of.....................................385 Retirement System, Arizona State ............................................386 Revenue, Department of ............................................................391 School Facilities Board................................................................400 Secretary of State, Department of State ...................................401 Tax Appeals, State Board of ......................................................408 Technical Registration, State Board of ....................................409 Tourism, Office of.......................................................................410 Transportation, Department of.................................................415 Treasurer, State ............................................................................423 Universities: Regents, Arizona Board of .........................................................424 ASU – Tempe...............................................................................426 ASU – Polytechnic ......................................................................432 ASU – West ..................................................................................436 Northern Arizona University.....................................................441 University of Arizona – Main Campus.....................................455 University of Arizona – Health Sciences Center.....................460 Veterans’ Services, Department of............................................465 Veterinary Medical Examiners, State Board of ......................470 Water Resources, Department of..............................................471 Weights and Measures, Department of ...................................476 GLOSSARY Budget Terms...............................................................................479 Acronyms......................................................................................485 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 O the Governor’s Office has continued to emphasize program budgeting as the preferred methodology for utilizing the State’s financial resources. During this process, budget reform legislation has been instrumental in promoting program budgeting. This legislation has incorporated several components, including five-year strategic plans, operational plans (also known as The Master List of State Government Programs), and the strategic program area review (SPAR) process. Together these elements make up a strategic management system designed to manage for results. VER THE PAST DECADE, 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 required to be published each evennumbered year, although the statute also requires the Governor’s Office of Strategic Planning and Budgeting (OSPB) to collect the information annually. Due to budget constraints, OSPB will publish this document electronically only, and will make compact discs (CDs) available to the Legislative branch and others 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 by requiring them to develop strategic plans for each program and subprogram, as well as for the agency. This program-based 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. All agencies were required to complete their program structure by FY 2006, and subsequent budget requests were required to include program budgets. One set of financials will be collected for both the budget and the Master List publications. A number of agencies, however, still need to have their program structures completely aligned. These agencies are the Universities, AHCCCS, the Department of Health Services, and the Judiciary, although 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 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 2010-2013 Master List, the structure has been consolidated to 580 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 OSPB publishes the planning and budgeting 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 2010. 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. Published Elements The required elements of the Master List have changed little since 1993, except for the inclusion of strategic issues in 2002. 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 i 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 stakeholders served. The description 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. Descriptions are also required for all agency programs and subprograms. Strategic Issues. Strategic issues are key issues that merit special highpriority attention or are of critical importance to the agency as a whole. 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 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? ii (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. 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 2010 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 2011, FY 2012 and FY 2013 (as appropriate) 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. 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 2010, FY 2011, FY 2012 and FY 2013 (as appropriate). Edits and Modifications All agency, program, and subprogram level strategic planning information forwarded by agencies for inclusion in the Master List was provided by the budget units. OSPB staff have read the submittals for clarity. For any substantive changes in missions, descriptions, goals, or performance measures, the agencies were contacted. In most cases, agencies agreed to the changes. Single Program Agencies Single program agency information is interchangeable with program information, and each required element for these agencies is displayed only once. For example, the mission statement is displayed as Agency/Program Mission and goals as Agency/Program Goals. Conclusion Planning and developing performance measures are disciplines that require years to fully mature. The budget reform process is an evolutionary one that will continue to improve as agencies gain more experience. However, the stakes are getting higher as we migrate into program budgeting where the use of performance measurements will be more systematic.Q Individual Agency Master List Entries Issue 3 Agency Summary ABA 0.0 BOARD OF ACCOUNTANCY Monica L. Petersen, Executive Director Phone: (602) 364-0804 A.R.S. §§ 32-701 Mission: To protect the public from unlawful, incompetent, unqualified, or unprofessional certified public accountants through certification, regulation, and rehabilitation. 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 10,400 licensees and 3,200 firms. Communication Opportunities exist to increase and make more efficient the Board's communication with its regulated public and customers. Through the development of an enhanced database, a foundation will be built to support an on-line account function for all Board customers to follow progress of applications, renewals, registrations, etc., as well as copies of important Board communications that require timely action and disciplinary orders and a registrant's compliance with the terms of their discipline. Through the ability to update contact information and emails on-line, the Board can use email for more communications that do not require proof of receipt and increase efficiency in communications while decreasing costs. Issue 4 Statutory Fee Cap 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, FY 2009, and FY 2010 the legislature swept $2,066,300, $1,027,000, and $501,200 respectively from the Board of Accountancy Fund to the General Fund to help solve the State’s budget deficit. Additional revenues are slowly being lost due to the mobility law which became effective September 2008 and the transparency created via modernization efforts. The Board will continue to monitor revenues to ensure that they can support the current appropriation. To assist candidates in applying for the Uniform CPA ‹ Goal 1 examination so that the candidate can successfully complete the exam. FY 2010 Actual Performance Measures Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,465.0 1,884.0 1,884.0 1,884.0 0.0 0.0 0.0 0.0 Program Total 1,465.0 1,884.0 1,884.0 1,884.0 FTE Positions 13.0 13.0 13.0 13.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Issue 1 Issue 2 Database Management The Board's database applications are archaic and in desperate need of updating to collect information that will support the Board's modernization vision and aid in management and policy decisions and in the aggregation of important statistics. The accounting information database must be enhanced to include a variety of fields and reports to improve management information. Currently, the database is divided between exam, licensing, firms and compliance and must be queried separately. The database needs to be retooled to tie licensing and compliance to certificate holder and support the long-term modernization vision of the Board. Further, the compliance portion lacks data fields such as "type of standard violation" and "board action" (e.g. letter of concern, decree of censure, consent order, etc.) which would aid in performance measurement data collection. Also, fields such as "probation," "administrative fees," and "CPE" should be added to track contents of consent orders. Adding fields to show when a registrant comes into compliance would increase tracking efficiency as well. Data dictionaries and desk procedures also need to be developed to ensure users are inputting data as intended. State Board of Accountancy 271 280 280 280 618 705 804 916 ‹ 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 2010 Actual Performance Measures FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 439 415 415 415 5,292 5,178 5,118 5,027 FY 2011 - FY 2013 estimates are estimated to be lower due to the impact of Laws 2008, Ch. 295 (SB 1227) regarding CPA reciprocity and mobility. Explanation: Office Modernization FY 2013 Estimate Number of exam candidates approved by Board to sit for the Uniform CPA exam Biennial renewal of certificates 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, on-line firm registrations, and on-line customer satisfaction surveys. Additionally, during FY 2011 the Board is exploring the use of a document management system to more efficiently handle the volume of paperwork and ensure that files are not lost, misplaced, or able to be viewed by only one staff person at a time and to aid in the management of records retention, fulfillment of public records requests, and fulfillment of the "My Account" modernization vision. FY 2012 Estimate Number of successful candidates Number of certificates issued Strategic Issues: FY 2011 Estimate Number of firms registered 129 115 115 115 Number of firms renewed (excluding sole practioners) 669 660 660 660 Percent of applicants reporting very good or excellent service 92 92 92 92 ‹ Goal 3 To process complaints and provide enforcement of statutes and rules to protect the public from incompetent, unethical and/or unprofessional conduct by registrants. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of revocations and relinquishments 4 3 3 3 Number of compliance files established 126 110 110 110 Number of compliance files that resulted in discipline 23 20 20 20 Number of compliance files that resulted in administrative letters of concern 34 30 30 30 Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 1 manner. Agency Summary ANA 0.0 Performance Measures ACUPUNCTURE BOARD OF EXAMINERS Number of applications received Pete Gonzalez, Executive Director Phone: (602) 364-0145 Number of renewals issued A.R.S. § 32-3901 Total number of licensees Auricular Acupuncture Certificates Issued Total number of auricular acupuncture certificate holders Mission: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 63 75 75 75 483 500 525 550 20 25 30 35 488 500 525 550 63 70 75 75 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 117.5 126.4 126.4 126.4 0.0 0.0 0.0 0.0 Program Total 117.5 126.4 126.4 126.4 FTE Positions 1.0 1.0 1.0 1.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Ensure that licenses are granted or renewed to qualified acupuncturists. The Board will continue to meet the timeframe requirements for review and approval of license applications. Issue 1 Ensure agency policies and procedures, including renewal, initial licensing, and customer satisfaction are efficient. The Board will continue to review its rules and policies so the needs of licensees are being addressed in a timely and efficient manner. Issue 2 Ensure customer satisfaction with public information requests, license verifications, email and phone communication. The Board will continue to assess customer satisfaction through surveys and respond accordingly to costumer feedback. ‹ Goal 1 To handle consumer complaints in an efficient manner. Issue 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of complaints received 1 10 8 8 Unlicensed individuals or institutions identified 1 2 2 2 Performance Measures Total complaints Average time from receipt of complaint until resolution Number of complaints resolved from prior year ‹ Goal 2 1 8 8 8 71 120 120 120 0 2 0 0 To ensure that investigations are handled in an efficient manner. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of investigations conducted 1 8 8 8 Licensees with greater than one investigation 0 0 0 0 100 100 100 100 0 20 20 20 Performance Measures Percent of unlicensed practitioners brought into compliance Percent of investigations resulting in disciplinary enforcement ‹ Goal 3 Page 2 To ensure that applications are handled in an efficient Dollars (in thousands) are listed as requested by agencies. Acupuncture Board of Examiners Agency Summary ADA 0.0 DEPARTMENT OF ADMINISTRATION 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; employee and retiree health and benefits programs; 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 2010 Actual Program ¾ ADMINISTRATION ¾ GENERAL ACCOUNTING ¾ STATE PROCUREMENT ¾ BENEFITS SERVICES FY 2011 Estimate FY 2012 Request 856.0 885.6 885.6 96,275,441.2 197,773.1 125,781.1 4,481.2 3,335.9 3,335.9 730,931.3 712,982.1 856,621.5 ¾ HUMAN RESOURCES 13,723.8 15,354.5 15,317.8 ¾ INFORMATION SERVICES 48,286.7 42,723.4 37,590.8 3,546.5 3,304.7 3,304.7 64,433.5 93,935.8 92,810.4 44,709.2 58,143.1 56,305.3 97,186,409.4 1,128,438.2 1,191,953.1 DIVISION DIVISION ¾ CAPITOL POLICE ¾ RISK MANAGEMENT ¾ GENERAL SERVICES DIVISION Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 18,705.4 17,734.3 15,882.6 164,550.1 163,166.9 Other Non Appropriated Funds 97,042,929.1 946,153.8 1,012,903.6 Program Total 97,186,409.4 1,128,438.2 1,191,953.1 FTE Positions 827.8 782.0 782.0 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 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 also be 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 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. Cost-Efficient and Effective Public Facilities The ADOA Building System has an inventory of 3,464 structures with an estimated current replacement value of $3.4 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 $348.9 million of deferred 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 25 years, ADOA building renewal has been fully funded only twice. Over the last 10 years, ADOA was appropriated a total of just $41.3 million, although the building renewal formula called for $252.1 million. Since FY 2002, 81% ($33.5 million) of building renewal appropriations were funded exclusively from COSF. FY 2012 Request 124,774.9 Other Appropriated Funds Issue 2 Issue 3 DIVISION Agency Total: 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; an attractive benefits package that includes medical, dental, disability, life, auto and home insurance; 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. COSF is in a state of crisis. Incredibly, the COSF revenue-generating structures represent just 5.9% of the Building System’s 22.1 million gross square feet and only 1.0% of the Building System’s total structures. Of the approximate four million gross square feet of space ADOA is tasked with supporting, only one million square feet of “chargeable” space generates funding. COSF rent from only 36 buildings cannot support building renewal for more than 3,000 buildings. Dollars (in thousands) are listed as requested by agencies. Page 3 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 the detrimental effects of the Building System’s approximate $348.9 million of deferred maintenance. 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. The ADOA FY 2012 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, 39,000 state employees; 19,000 university employees; and 12,000 retirees. Services include statewide financial services, facilities management, employee and retiree benefits, human resources management, information services, fleet management, administrative management services, and police services for the Capitol Mall in Phoenix and the State Office 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 for 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 38-56% less than those at other law enforcement 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 police academy, have the same training and maintain the identical certification through Arizona Peace Officer Standards and Training Board as other police officers from every other law enforcement agency in the State. 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. Almost every position’s salary within the Arizona State Capitol Police Department fell far below the market average with sworn officers being the most adversely affected. There are clearly defined ADOA pay ranges for the classifications within the Division of the Capitol Police, but there is no mechanism or identified funding source in place for movement through those ranges. Most law enforcement agencies have a mechanism in place to move employees through the salary range based on time in grade. A Capitol Police Division employee’s beginning salary may be the same hourly wage they should expect to receive their entire 20+ year career unless there is a general salary adjustment for all state employees. 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 Page 4 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration ADA 1.0 Program Summary Subprogram Summary ADA 1.1 ADMINISTRATION ADMINISTRATION David Raber, Interim Director Phone: (602) 542-1500 David Raber, Interim Director Phone: (602) 542-1500 A.R.S. §§ 41-701, 41-1051, 41-2501 A.R.S. §§ 41-701, 41-1051, 41-2501 Mission: Mission: To provide leadership, direction, financial and management information, and support to enable the Arizona Department of Administration to achieve its mission and vision. To provide leadership, direction, financial and management information, and support to enable the Arizona Department of Administration to achieve its mission and vision. Description: Description: The Administrative Program is comprised of the Director's Office which 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 Director's Office also prepares and monitors the annual appropriated budget and other select funds; tracks department and statewide FTE positions; and monitors 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. The Administrative Program is comprised of the Director's Office which 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 Director's Office also prepares and monitors the annual appropriated budget and other select funds; tracks department and statewide FTE positions; and monitors 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.) This Program Contains the following Subprograms: 4 4 Administration Funding and FTE Summary: (Thousands) Governor's Regulatory Review Council (GRRC) Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 540.5 885.6 885.6 Other Appropriated Funds 315.5 0.0 0.0 0.0 0.0 0.0 Program Total 856.0 885.6 885.6 FTE Positions 16.6 16.6 16.6 Other Non Appropriated Funds FY 2010 Actual FY 2012 Request General Funds 162.9 364.4 364.4 Other Appropriated Funds 117.1 0.0 0.0 0.0 0.0 0.0 Program Total 280.0 364.4 364.4 FTE Positions 9.6 9.6 9.6 Other Non Appropriated Funds ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services. Performance Measures Percentage of ADOA's services with a minimum customer satisfaction rating of 6.0 Arizona Department of Administration FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 83 80 80 Page 5 Subprogram Summary ADA 1.2 Program Summary ADA 2.0 GOVERNOR'S REGULATORY REVIEW COUNCIL (GRRC) GENERAL ACCOUNTING Jeri Auther, GRRC Administrator Phone: (602) 542-2181 Clark Partridge, State Comptroller Phone: (602) 542-5405 A.R.S. § 41-1001 A.R.S. §§ 35-101 et. seq. Mission: Mission: To efficiently, objectively and effectively assist state agencies to comply with the rulemaking provisions of the Arizona Administrative Procedure Act and advise the Council regarding an agency’s compliance or non-compliance with the Act. 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: The Council is composed of seven members and, while tasked with several responsibilities, has two primary functions. First, the Council is the final step in the rulemaking process for most state agencies. The Council staff reviews rules, unless exempted from Council review by statute, to ensure that the rules are necessary and to avoid duplication and adverse impact on the public. The Council assesses whether a rule is clear, concise, and understandable, legal, consistent with legislative intent and within the agency's statutory authority, and whether the benefits of a rule outweigh the cost. If a rule does not meet these criteria, the Council returns it to the agency for further consideration. Secondly, the Council is responsible for reviewing five-year review reports. Arizona law requires an agency to review its rules every five years to determine whether the rules need to be amended or repealed. After doing this review, the agency is required to submit a report of its findings to the Council, which will approve the report or return it to the agency for additional work. (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 Actual FY 2011 Estimate FY 2012 Request 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 377.6 521.2 521.2 Other Appropriated Funds 198.4 0.0 0.0 General Funds 8,393.0 8,214.4 0.0 Other Appropriated Funds 1,178.6 0.0 0.0 Other Non Appropriated Funds 96,265,869.6 189,558.7 118,992.5 Program Total 96,275,441.2 197,773.1 125,781.1 FTE Positions 85.3 86.3 86.3 Other Non Appropriated Funds 0.0 0.0 Program Total 576.0 521.2 521.2 FTE Positions 7.0 7.0 7.0 ‹ Goal 1 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Agency satisfaction with staff services (Rulemakings and five-year reviews) 7.94 7.0 7.0 Council satisfaction with staff services 7.5 7.0 7.0 Agency satisfaction with staff services (Seminars) 7.5 7.0 7.0 Performance Measures ‹ Goal 2 Percentage of courtesy reviews completed by staff before final rulemaking or five-year review filed with Council Percentage of five-year review reports acted on by Council consistent with staff recommendations Percentage of rules acted on by Council consistent with staff recommendations Page 6 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 90 90 98.9 95 95 100 95 95 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the General Accounting program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with accounting policies and procedures 6.7 5.5 5.5 Percentage of warrants available for distribution by 1:00 PM following the day of processing on Arizona Financial Information System (AFIS) 100 99.9 99.9 99.9 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 AFIS functionality 6.7 6.0 6.0 Customer satisfaction with administration of payroll process 6.9 6.0 6.0 99.9 99.5 99.5 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Governor's Regulatory Review Council subprogram. Performance Measures ‹ Goal 1 6,788.6 Percentage of security requests for financial applications processed within three business days Percentage of warrants distributed to correct agency Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Program Summary ADA 3.0 Program Summary ADA 4.0 STATE PROCUREMENT BENEFITS SERVICES DIVISION Jean Clark, State Procurement Administrator Phone: (602) 542-5511 Karen Battilana, Assistant Director Phone: (602) 542-1714 A.R.S. §§ 41-2501 et. seq. A.R.S. §§ 41-702, 38-651 to 38-654 Mission: Mission: To provide procurement services through operational leadership, legal compliance, and enhanced value for our customers and the State’s procurement community. To provide a competitive, comprehensive, and cost effective benefits program and contribute toward improving the health and lifestyle of state employees, retirees, and their families. Description: Description: The State Procurement Office (SPO) coordinates, oversees, and establishes policy for the required statewide procurement services. SPO conducts strategic sourcing for statewide contracts; office equipment and supplies, temporary personnel, information technology and telecommunications; Maintenance, Repair and Operating (MRO) equipment and supplies contracts; and construction projects; and provides centralized procurement contracting services for limited delegated agencies and ADOA. SPO provides, manages, and supports ProcureAZ, a statewide procurement technology solution, for vendors, agencies and political subdivisions; oversees agency procurement compliance 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 procurement technical assistance for vendors, customers and procurement officers; and administers a statewide cooperative program for over 450 Arizona governments. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). The Benefit Services Division administers the group benefit programs for state employees and their dependents. These programs currently include a self-funded medical plan; fully insured plans for dental, vision, basic life, supplemental life, dependent life, short-term disability, long-term disability, home, and auto; flexible spending accounts; and the computer purchase program. ADOA is legislatively mandated to offer continuation of health and dental insurance coverage to state retirees and their dependents. This division also manages the statewide wellness program. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 1,940.4 1,032.3 1,032.3 554.8 286.2 286.2 Other Non Appropriated Funds 1,986.0 2,017.4 2,017.4 Program Total 4,481.2 3,335.9 3,335.9 FTE Positions 30.5 30.5 30.5 Other Appropriated Funds ‹ Goal 1 Benefits Services Operations Benefits Vendor Payments Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 3,742.1 5,101.3 5,101.3 Other Non Appropriated Funds 727,189.2 707,880.8 851,520.2 Program Total 730,931.3 712,982.1 856,621.5 FTE Positions 38.0 38.0 38.0 Other Appropriated Funds To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Procurement program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with establishment of contracts 5.64 5.5 5.5 Customer satisfaction with administration of contracts 5.93 5.0 5.0 Customer satisfaction with authorization of procurement requests 6.53 6.0 6.0 6.3 6.0 6.0 Performance Measures Customer satisfaction with technical assistance ‹ Goal 2 This Program Contains the following Subprograms: 4 4 To aggressively pursue innovative solutions and/or opportunities in the Procurement program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of procurement plan award dates met for the Request for Proposal (RFP) process 100 90 85 Percent of procurement plan award dates met for Invitation for Bid (IFB) process 100 90 85 Request for Quotation (RFQ) processing time (days) 5.0 5.0 5.0 Performance Measures Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 7 Subprogram Summary ADA 4.1 Subprogram Summary ADA 4.2 BENEFITS SERVICES OPERATIONS BENEFITS VENDOR PAYMENTS Karen Battilana, Assistant Director Phone: (602) 542-1714 Karen Battilana, Assistant Director Phone: (602) 542-1714 A.R.S. §§ 41-702, 38-651 to 38-654 A.R.S. §§ 41-702, 38-651 to 38-654 Mission: 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. To provide a competitive, comprehensive, and cost effective benefits program and contribute toward improving the health and lifestyle of state employees, retirees, and their families. Description: Description: Benefit Services Operations administers the group benefit programs for state employees and their dependents. These programs currently include a self-funded medical plan; fully insured plans for dental, vision, basic life, supplemental life, dependent life, short-term disability, long-term disability, home, and auto; flexible spending accounts; and the computer purchase program. ADOA is legislatively mandated to offer continuation of health and dental insurance coverage to state retirees and their dependents. This 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). The Benefit Services Division administers the group benefit programs for state employees and their dependents, which currently include a self-funded medical plan; fully insured plans for dental, vision, basic life, supplemental life, dependent life, short-term disability, long-term disability, home, and auto; flexible spending accounts; and the computer purchase program. ADOA is legislatively mandated to offer continuation of health and dental insurance coverage to state retirees and their dependents. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 727,059.9 707,880.8 851,520.2 0.0 0.0 0.0 3,742.1 5,101.3 5,101.3 Program Total 727,059.9 707,880.8 851,520.2 129.3 0.0 0.0 FTE Positions 0.0 0.0 0.0 Program Total 3,871.4 5,101.3 5,101.3 ‹ Goal 1 FTE Positions 38.0 38.0 38.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To attract and retain a high-performance team of employees by providing an accessible, customer service driven benefits program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 6.52 6.5 6.5 25,585 20,000 22,000 7.75 6.5 6.5 Percentage of benefits eligible employees enrolled 91 92 92 Percentage of customers satisfied with health/dental provider 84 84 85 Percentage of AZ providers/facilities available in networks 88 90 90 Performance Measures Customer satisfaction with benefit plans Number of state employees attending a Benefit Options Wellness Event Customer satisfaction with the Wellness services/events provided Page 8 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services by providing a cost effective benefits program. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percentage of medical plan loss ratio 97 98 98 Percentage of administrative costs of medical plan 4.4 5.0 4.5 89 90 90 Percentage of actuarial value of medical benefit provided Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Program Summary ADA 5.0 Subprogram Summary ADA 5.1 HUMAN RESOURCES DIVISION HUMAN RESOURCE OPERATIONS Kathy Peckardt, Assistant Director Phone: (602) 542-5482 Kathy Peckardt, Assistant Director Phone: (602) 542-8378 A.R.S. § 41-702 A.R.S. § 41-702 Mission: Mission: To provide efficient, timely, customer-driven human resources services to meet our agency, employee and public customer needs. To provide efficient, timely, customer-driven human resources services to meet our agency, employee and public customer needs. Description: Description: The Human Resources Division (HRD) manages the ADOA Personnel System which consists of approximately 33,000 state employees from approximately 100 state agencies, boards and commissions. HRD has four primary functions: The Human Resources Program includes classification and compensation, employment, operations, 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; 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 HRIS--an integrated system used to administer payroll, personnel and employee benefits processing for all branches, departments, and agencies in State government. 1. Maintain the infrastructure for personnel administration including the State’s payroll/personnel system (HRIS), the centralized job board (azstatejobs.gov), the hiring system (Hiring Gateway), the State’s centralized employee self-service website (YES), the classification and compensation system, and the Personnel Rules and policies that govern personnel within the ADOA Personnel System. 2. Provide a number of services to state employees including a State Career Center and training through the Arizona Learning Center. 3. Support state agencies by providing human resources services in the areas of employee relations, staffing and recruitment, job classification, employee compensation, employee development, recognition, workforce planning and analysis, and operational support. 4. Through promotion, education and incentives offered by the Travel Reduction Program; encourage non-university state employees in Maricopa County to carpool, vanpool, ride transit, bicycle or walk to work. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds This Program Contains the following Subprograms: 4 4 FY 2012 Request 0.0 0.0 0.0 8,232.9 9,225.4 9,225.4 77.7 36.7 0.0 Program Total 8,310.6 9,262.1 9,225.4 FTE Positions 125.0 125.0 125.0 Other Appropriated Funds Human Resource Operations FY 2011 Estimate Other Non Appropriated Funds Travel Reduction Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 13,247.8 14,689.2 14,689.2 476.0 665.3 628.6 Program Total 13,723.8 15,354.5 15,317.8 FTE Positions 130.0 130.0 130.0 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 Human Resource Operations subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent difference in average salaries between state employees and the labor market 9.5 13.6 12 Average turnaround time for processing 4th level grievances (days) 28.5 20 20 Average turnaround time (days) for processing all classification actions (covered & uncovered positions) 4 15 15 Average time to fill a vacant position using Hiring Gateway (days) 56 60 60 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Human Resource Operations subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of rules developed and promulgated 1 5 6 Number of additional services privatized or processes automated 3 2 2 Performance Measures Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 9 Subprogram Summary ADA 5.2 Program Summary ADA 6.0 TRAVEL REDUCTION INFORMATION SERVICES DIVISION Kayelen Rolfe, Manager Phone: (602) 542-3638 Patrick Quain, ISD Assistant Director/TPO Director Phone: (602) 542-2250 A.R.S. § 49-588 A.R.S. §§ 41-711, 41-712, 41-713, 41-704 Mission: Mission: To reduce state employees’ drive alone commute trips within Maricopa County to improve air quality. To provide business-enhancing information and telecommunication services to the Department of Administration, state agencies, and Arizona residents. Description: Description: Through promotion, education and incentives, the Travel Reduction Program encourages non-university state employees in Maricopa County to carpool, vanpool, ride transit, bicycle or walk to work. Other forms of travel reduction such as telecommuting and virtual office are also pursued. A.R.S. § 49-588, which mandates this program, is a committed transportation control measure in several EPA-approved air quality plans. Failure to implement these legally binding commitments could lead to federal sanctions. Annual surveys are administered by this program to measure conformance. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating.) The Information Services Division Program is comprised of the Telecommunications Program Office (TPO) and the Information Services Division (ISD). The Telecommunications Program Office is responsible for overseeing AZNet, the statewide telecommunications network. AZNet provides state agencies a scalable, centralized, statewide converged voice, video and data solution to streamline state agency communications. The Information Services Division is responsible for providing information technology services to state agencies. These services include transaction processing; application development and maintenance; system and technical support; and relevant security assessments, evaluation, provisioning, and consulting. Services are charged back to the customer through monthly billing processes. The State 9-1-1 Office is a subprogram of ISD, responsible for oversight of the 9-1-1 program throughout the State. Revenue is generated through the Emergency Telecommunications Excise Tax and is used for capital upgrades and remedial costs associated with the service delivery of emergency 9-1-1 calls. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 4,318.4 4,749.7 4,749.7 0.0 0.0 0.0 Program Total 4,318.4 4,749.7 4,749.7 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To deliver effective and efficient service in a customer focused environment to Travel Reduction subprogram customers. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with all Travel Reduction services 6.74 6.5 6.5 Customer satisfaction of capitol rideshare customers (monthly) 7.64 7.0 7.0 Customer satisfaction of travel reduction coordinators (bi-annual) 7.43 7.0 7.0 ‹ Goal 2 ISD Operations 911 Emergency Services Telecommunications Program Office Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 851.7 425.9 0.0 Other Appropriated Funds 19,660.9 20,784.5 20,784.5 Other Non Appropriated Funds 27,774.1 21,513.0 16,806.3 Program Total 48,286.7 42,723.4 37,590.8 FTE Positions 181.4 180.4 180.4 To aggressively pursue innovative solutions and/or opportunities in the Travel Reduction subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of commuter club members (carpoolers, transit riders, walkers, bicyclists) 4,694 4,740 4,790 Percentage increase in transit riders Performance Measures -7.4 1.0 1.0 Agency sites that achieved their travel reduction goals 43 42 42 Percentage of all state employee commute trips that are drive-alone 67 66 65 Percentage of ADOA employee commute trips that are drive-alone 61 60 60 Number of employees spoken to at agency meetings and information tables 1,807 1,500 1,550 Page 10 This Program Contains the following Subprograms: 4 4 4 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Performance Measures Subprogram Summary ADA 6.1 Percentage of desktop software problems responded to within 15 minutes (LAN) ISD OPERATIONS Patrick Quain, Assistant Director Phone: (602) 542-2250 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 99.8 99 99 A.R.S. §§ 41-711, 41-712, 41-713, 41-704 Mission: To provide business-enhancing information services to the Department of Administration, state agencies, and Arizona residents. Description: The Information Services Division (ISD) is responsible for providing information technology services to state agencies. These services include transaction processing; application development and 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). Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 851.7 425.9 0.0 18,200.6 18,944.2 18,944.2 1,083.9 1,325.4 1,325.4 Program Total 20,136.2 20,695.5 20,269.6 FTE Positions 159.4 158.4 158.4 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 Information Services Operations subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with information and data security services 6.79 6.0 6.3 Customer satisfaction with billing and collection services 6.3 6.0 6.0 Customer satisfaction with mainframe processing 7.27 6.0 6.5 80 81 80 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 83 90 90 Customer satisfaction with the Local Area Network (LAN) 8 7.0 7.0 Performance Measures Percentage of calls to the Help Desk resolved during first contact with customer’s problem ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Information Services Operations subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 85 80 Percentage of time systems are available 99.7 99.7 99.7 Percentage of time mainframe batch systems are available 99.7 99.7 99.7 Percentage of mainframe scheduled batch jobs completed on time 99.5 99.5 99.5 Percentage of RFSs completed correctly the first time 98.5 95 95 Percentage accessibility and availability of the LAN 100 99 99 Percentage availability of GroupWise during prime time support 100 99 99 Performance Measures Percentage of automation bills issued by the 3rd Friday of the month Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 11 Subprogram Summary ADA 6.2 Subprogram Summary ADA 6.3 911 EMERGENCY SERVICES TELECOMMUNICATIONS PROGRAM OFFICE Barbara Jaeger, State 9-1-1 Administrator Phone: (602) 542-0911 Patrick Quain, TPO Director Phone: (602) 542-2250 A.R.S § 41-704, 42-5251 A.R.S. §§ 41-712, 41-713 Mission: Mission: To effectively manage the tax revenue received through the Emergency Telecommunications Service Excise Tax for the network, equipment and maintenance to ensure 9-1-1 services are available throughout Arizona for citizens in need of emergency assistance; and to work through the local community 9-1-1 coordinators to implement Enhanced 9-1-1 and Wireless Enhanced 9-1-1 to ensure that advanced technology and equipment is available. 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 9-1-1 program is charged with providing guidance and direction, as well as acting as liaison to ensure that when a citizen dials 9-1-1, the call goes to the correct 9-1-1 center the first time. Funding oversight is done on a statewide basis. Monies in FY 2011 are necessary to meet the operational requirements of more than one hundred 9-1-1 centers statewide and to continue deployment of location-based technology through Wireless Phase II Enhanced 9-1-1. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate 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). Funding and FTE Summary: (Thousands) FY 2012 Request General Funds 0.0 0.0 0.0 General Funds Other Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds 26,690.2 20,187.6 15,480.9 Other Non Appropriated Funds Program Total 26,690.2 20,187.6 15,480.9 FTE Positions 4.0 4.0 4.0 ‹ Goal 1 To maintain continuity of services through equipment upgrades and network enhancements at statewide 9-1-1 centers (Public Safety Answering Points - PSAPs). Lack of sufficient funding will prevent network enhancement capabilities including transitioning to a digital network and text messaging to 9-1-1. Performance Measures State and local funds spent for equipment, network, maintenance and administration (in millions) Number of PSAPs Upgraded ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 31.3 20.0 20.0 54 14 10 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percentage of State PSAPs converted to Wireless Phase II 67 77 85 Percentage of Phase II based on systems available 85 90 93 Performance Measures Page 12 FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 1,460.3 1,840.3 1,840.3 0.0 0.0 0.0 Program Total 1,460.3 1,840.3 1,840.3 FTE Positions 18.0 18.0 18.0 ‹ 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with Statewide Telecommunications Contract services 6.65 5.5 5.5 Customer satisfaction with connectivity to the Wide Area Network (MAGNET) 6.78 6.25 6.25 Performance Measures ‹ Goal 2 To continue to deploy Wireless Phase II throughout Arizona. Lack of sufficient funding may hamper the completion of this goal. FY 2010 Actual To aggressively pursue innovative solutions and/or opportunities in the Telecommunications subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percentage of time primary components of Network are available and accessible n/a 99 n/a Customer satisfaction with support for new or upgraded telecommunications n/a 5.0 n/a Performance Measures Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration ADA 7.0 Funding and FTE Summary: (Thousands) Program Summary CAPITOL POLICE Andrew Staubitz, 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. FY 2010 Actual The Arizona State Capitol Police Department is a full service law enforcement agency recognized by the Arizona Peace Officer Standards & Training Board, which delivers around-the-clock 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 these divisions include the following: 1. Patrol Operations: Make arrests and issue citations for violations of Arizona state laws; respond to emergency and non-emergency calls for service and render aid; investigate crimes, suspicious activities, threats and traffic collisions; 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 citations; 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 building 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. FY 2012 Request General Funds 1,086.8 1,890.9 1,890.9 Other Appropriated Funds 1,423.1 521.6 521.6 Other Non Appropriated Funds 1,036.6 892.2 892.2 Program Total 3,546.5 3,304.7 3,304.7 FTE Positions 71.0 71.0 71.0 ‹ 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. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with crime prevention 6.71 6.6 6.6 Customer satisfaction with law enforcement 7.03 6.8 6.8 Performance Measures Description: FY 2011 Estimate ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Capitol Police program. Performance Measures Average response time to Capitol Police emergency calls (minutes: seconds) Number of Uniform Crime Reporting (UCR) part one crimes occurring within the Capitol Mall complex FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1:40 1:35 1:35 46 99 99 2. Communications: Dispatch calls for emergency and non-emergency 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 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 six radio channels on the dispatch console; answer three main dispatch phone lines, four emergency phone lines from 75 emergency call boxes located throughout the Capitol Mall Complexes, four elevator entrapment phone lines from 36 elevator phone lines, and two secondary 9-1-1 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 area; 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, grants, interagency service agreements and other special projects; maintain police records; oversee internal administrative investigations; conduct training for state employees in workplace violence, CPR and Police Citizens’ Academies. (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). Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 13 Program Summary ADA 8.0 Program Summary ADA 9.0 RISK MANAGEMENT GENERAL SERVICES DIVISION Raymond DiCiccio, Risk Manager Phone: (602) 542-1791 Bill Hernandez, Assistant Director Phone: (602) 364-2872 A.R.S. §§ 41-621 et. seq. A.R.S. §§ 31-253, 35-193, 41-701, 41-791, 41-803, 41-2606(B) Mission: 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. To provide effective and efficient facility related activities including facility planning, design, development, construction, operations and maintenance, as well as accounting services, fleet management, surplus management and other support services to enable government agencies, state employees and the public to achieve their goals. 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) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 63,598.6 91,867.5 90,484.3 834.9 2,068.3 2,326.1 Program Total 64,433.5 93,935.8 92,810.4 FTE Positions 87.0 87.0 87.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with handling of property and liability claims 6.33 6.5 6.5 Customer satisfaction with selfinsurance 6.62 6.5 6.5 Customer satisfaction with loss prevention 6.00 6.5 6.5 Customer satisfaction with Workers' Compensation 6.56 6.5 6.5 ‹ Goal 2 This Program Contains the following Subprograms: Building, Planning, and FOAM Construction Services Other Support Services Surplus Property Motor Pool Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 5,893.0 5,285.2 5,285.2 Other Appropriated Funds 21,053.5 31,299.8 31,299.8 Other Non Appropriated Funds 17,762.7 21,558.1 19,720.3 Program Total 44,709.2 58,143.1 56,305.3 FTE Positions 188.0 142.2 142.2 To aggressively pursue innovative solutions and/or opportunities in the Risk Management program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Statewide incident rate per 100 Full Time Equivalent (FTE) positions (accepted Risk Management claims) 3.93 5.4 5.0 Total dollar losses of property and liability claims (in millions) 13.9 39.9 37.9 Total dollar losses of workers' compensation claims (in millions) 20.2 30.2 30.6 6 15 15 Number of general and liability claims opened 2,989 4,000 4,000 Cost of risk per capita (dollars) 16.76 17.09 17.09 Performance Measures Number of liability settlements and judgments paid greater than $250,000 Page 14 The General Services Division (GSD) is responsible for the ADOA Building System, which includes 3,464 state-owned structures. GSD provides facility operations and maintenance including custodial, maintenance, heating and air conditioning and landscaping services to 4 million square feet in Phoenix, Tucson and satellite offices. 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 ADOA Building System. Further, the division provides accounting services to internal and external agency customers. Also, the Division provides fleet services, surplus property management and mail services to state agencies. 4 4 4 4 4 To maintain the continuity of State government operations to ensure the safe and efficient delivery of government services in the Risk Management program. Performance Measures Description: Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Subprogram Summary ADA 9.1 Subprogram Summary ADA 9.2 BUILDING, PLANNING, AND FOAM CONSTRUCTION SERVICES Nola Barnes, General Manager Phone: (602) 542-1954 Roger Berna, General Manager Phone: (602) 542-6051 A.R.S. § 41-701 A.R.S. §§ 41-791, 31-253 Mission: 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. 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: Description: The Building, Planning, and Facilities Operations and Maintenance (FOAM) subprogram provides facility management services and physical security for state owned buildings in the ADOA Building System including capital planning, major maintenance construction, inspections, land acquisition, space allocations, tenant improvements and statutory and building code compliance. This subprogram prepares the annual Capital Improvement and Building Renewal Plans, recommending state spending on ADOA Building System land acquisition, capital development and major maintenance. Additionally, the subprogram 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 ADOA 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 ADOA 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). 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) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 3,448.2 4,499.1 4,499.1 Other Appropriated Funds 10,960.3 11,802.1 11,802.1 Other Non Appropriated Funds 12,216.8 12,740.2 12,740.2 Program Total 26,625.3 29,041.4 29,041.4 FTE Positions 115.4 78.6 78.6 ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with tenant improvement process 4.9 6.5 6.5 Customer satisfaction with review of office leases 5.4 6.5 6.5 Customer satisfaction with building maintenance 5.5 6.5 6.5 Customer satisfaction with heating and cooling maintenance 5.4 6.5 6.5 Customer satisfaction with custodial services 4.9 6.5 6.5 Customer satisfaction with landscaping/grounds maintenance 5.7 6.5 6.5 ‹ Goal 2 FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 405.6 652.7 652.7 Other Non Appropriated Funds 3,301.0 7,032.0 5,194.2 Program Total 3,706.6 7,684.7 5,846.9 FTE Positions 11.6 7.6 7.6 Other Appropriated Funds ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Construction Services subprogram. Performance Measures To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Building, Planning, and FOAM subprogram. Performance Measures Funding and FTE Summary: (Thousands) Customer satisfaction with general construction projects ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 6.1 6.5 6.5 To aggressively pursue innovative solutions and/or opportunities in the Construction Services subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percentage of unforeseen project budget growth (excluding owner added scope) and resulting use of contingency n/a 5.0 5.0 Schedule overruns not related to owner added scope as a percentage of total project duration N/A 8.0 8.0 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Building, Planning, and FOAM subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 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) 3.5:10.2 3.2:11.0 3.2:11.0 Performance Measures Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 15 Performance Measures Subprogram Summary ADA 9.3 Percentage error rate of claims (State Boards Office) OTHER SUPPORT SERVICES FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 8.0 8.0 8.0 Bill Hernandez, Assistant Director Phone: (602) 364-2872 A.R.S. §§ 41-101.03, 41-701 Mission: To provide effective and efficient support services to enable government agencies, state employees, and the Arizona Department of Administration to achieve their goals Description: The Other Support Services subprogram is responsible for four separate activities including internal ADOA accounting services (accounts receivable, accounts payable, payroll, preparation of financial statements and other financial services) for a number of ADOA funds; the Central Services Bureau which provides accounting services to other agencies on a fee-for-service basis; the State Boards Office which provides office support and accounting services on a contracted basis to other agencies; and the ADOA Interagency Mail Room which provides mail service including interagency route service, U.S. mail processing, and parcel mail service. (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 Actual FY 2011 Estimate FY 2012 Request General Funds 2,444.8 786.1 786.1 Other Appropriated Funds 1,323.2 5,473.5 5,473.5 Other Non Appropriated Funds 2,244.9 1,785.9 1,785.9 Program Total 6,012.9 8,045.5 8,045.5 FTE Positions 19.0 14.0 14.0 ‹ Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Other Support Services subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with fixed assets accounting (internal) 7.7 7.5 7.5 Customer satisfaction with payroll (internal) 7.8 7.0 7.0 Customer satisfaction with financial and management reporting (internal) 7.4 7.5 7.5 Customer satisfaction with the payment of vendors (internal) 6.9 7.0 7.0 Customer satisfaction with the effectiveness and efficiency of the collection and distribution of mail 6.78 6.5 6.5 Percentage of standards met in accordance with Central Services Bureau service agreements 100 95 95 Customer satisfaction with Central Services Bureau 7.4 7.0 7.0 Overall customer satisfaction with the State Boards Office 8.0 7.3 7.3 Performance Measures ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Other Support Services subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percentage of discounts taken (payment of vendors) 95.9 75 75 Percentage of payroll accuracy (internal) 99.9 95 95 Number of days to process invoices (Accounts Payable) 12.7 16 16 Percentage error rate of claims (Accounts Payable) .3 2.0 2.0 Average time for interagency mail to be routed through the ADOA system (days) .4 1.2 1.2 Number of days to process invoices in the State Boards Office 1 4.0 4.0 Performance Measures Page 16 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Subprogram Summary ADA 9.4 Subprogram Summary ADA 9.5 SURPLUS PROPERTY MOTOR POOL Steve Perica, Administrator Phone: (602) 542-0796 David Fruehwirth, Administrator Phone: (602) 542-0601 A.R.S. § 41-2606(B) A.R.S. § 41-803 Mission: 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. To continuously provide safe, clean and environmentally friendly vehicles in an efficient, customer-focused manner. Description: The Surplus Property Program is responsible for determining the fair market value of all excess and surplus property and for determining the method 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 advertising through printed and electronic media; 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). Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 1,668.7 2,856.3 2,856.3 0.0 0.0 0.0 Program Total 1,668.7 2,856.3 2,856.3 FTE Positions 23.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with the effectiveness of on-site customer assistance 7.8 7.8 7.8 Customer satisfaction with the efficiency of in-field operations 7.8 7.8 7.8 Customer satisfaction with Surplus Property 6.5 6.5 6.5 FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 6,695.7 10,515.2 10,515.2 0.0 0.0 0.0 Program Total 6,695.7 10,515.2 10,515.2 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer satisfaction with short-term (day use) vehicle rental 6.86 6.5 6.5 Customer satisfaction with long-term vehicle use 6.5 6.5 6.5 ‹ Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Motor Pool subprogram. Performance Measures To maintain the continuity of operations while ensuring the safe and efficient redistribution/sale of surplus property for the State of Arizona. Performance Measures ‹ Goal 2 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). Performance Measures General Funds ‹ Goal 1 Description: Average percentage of taxi fleet utilization Percentage of downtime of Fleet Management vehicles in total fleet FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 63 85 85 1.3 3 3 To aggressively pursue innovative solutions and/or opportunities in the Surplus Property subprogram. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Customer requests picked up on date committed/agreed upon (1-8 scale). 7.8 7.7 7.7 Tons of paper recycled 557 850 850 85 85 85 Performance Measures Receiving backlog expressed as a percentage of items received within two days Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 17 Performance Measures Agency Summary HGA 0.0 Percent of OAH decisions contrary to original agency position OFFICE OF ADMINISTRATIVE HEARINGS Percent of agency acceptance of contrary Office of Administrative Hearings decision Cliff J. Vanell, Director Phone: (602) 542-9853 Percent of agency rejection of OAH decisions A.R.S. § 41-1092.01 Percent of cases reheard Mission: 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. Description: The Office of Administrative Hearings functions as the main venue for administrative law hearings within Arizona, subject to specific exemptions under statute. Administrative law judges are assigned, on a temporary or permanent basis, to preside over cases which are contested. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate 933.4 FY 2012 Request 908.2 FY 2013 Request 908.2 908.2 14.5 14.5 14.5 14.5 Other Non Appropriated Funds 1,267.7 1,005.4 1,005.4 1,005.4 Program Total 2,215.6 1,928.1 1,928.1 1,928.1 FTE Positions 26.0 26.0 26.0 26.0 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 7.49 7.49 83.18 83.18 83.18 83.18 1.59 1.59 1.59 1.59 .76 .76 2.38 2.38 Percent of evaluations rating the administrative law judge excellent or good in attentiveness 95.7 95.7 95.7 95.7 Percent of evaluations rating the administrative law judge excellent or good in explaining the hearing process 95.23 95.23 95.23 95.23 Percent of evaluations rating the administrative law judge excellent or good in the use of clear and neutral language 95.99 95.99 95.99 95.99 Percent of evaluations rating the administrative law judge excellent or good in impartiality 94.74 94.74 94.74 94.74 Percent of evaluations rating the administrative law judge excellent or good in dealing with the issues of the case 95.28 95.28 95.28 95.28 Percent of evaluations rating the office excellent or good in sufficient space 95.85 95.85 95.85 95.85 Percent of evaluations rating the office excellent or good in providing freedom from distractions 96.44 96.44 96.44 96.44 Percent of evaluations rating the staff excellent or good in responding promptly and completely to questions 95.44 95.44 95.44 95.44 Percent of evaluations rating the staff excellent or good in courteous treatment 96.46 96.46 96.46 96.46 ‹ Goal 3 To serve the parties by providing at will access to information. 1.44 1.44 1.44 1.44 Average number of weekly requests to website Average number of days from hearing scheduling to first scheduled hearing 57.35 57.35 57.35 57.35 Average number of individual domains accessing the website per week Average number of days from the first scheduled hearing to the conclusion of the hearing 10.42 10.42 10.42 10.42 Advertisements of website capability per month Average number of days from the conclusion of the hearing to transmission of the decision to the agency 18.45 18.45 18.45 18.45 Average length of delay (in days) from first hearing date to conclusion of the case due to continuances 53.95 53.95 53.95 53.95 Average number of weekly hits on information page to enter agency portal Average length of a single continuance [measured by first continuances only] (in days) 47.07 47.07 47.07 47.07 Average number of text searches of administrative law judge decisions per week Cases docketed 6038 6038 6038 6038 Number of hearings held 3368 3368 3368 3368 112.2:1 112.2:1 112.2:1 112.2:1 0 0 0 0 58.88 58.88 58.88 58.88 Performance Measures Publication of new informational articles on internet site Average number of hits on articles on website per week FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 24,573.8 24,573.8 24,573.80 24,573.80 857.2 857.2 857.2 857.2 1,006.3 1,006.3 1,006.3 1,006.3 0 0 0 0 1,369.54 1,369.54 1,369.54 1,369.54 349.20 349.20 349.20 349.20 9.62 9.62 9.62 9.62 To increase client satisfaction in the hearing process. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of agency acceptance of findings of fact and conclusions of law (excluding recommended order) without modification 92.71 92.71 92.71 92.71 Percent of agency acceptance of findings of fact and conclusions of law (including recommended order) without modification 84.35 84.35 84.35 84.35 Performance Measures Page 18 7.49 .76 Average number of days from hearing request to hearing scheduling ‹ Goal 2 7.49 2.38 FY 2013 Estimate Average days from request for hearing to first date of hearing FY 2013 Estimate .76 FY 2012 Estimate Hearings conducted by contract administrative law judges FY 2012 Estimate 2.38 FY 2011 Estimate New cases docketed to cases concluded FY 2011 Estimate Percent of cases appealed to Superior Court FY 2010 Actual Performance Measures FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. 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 conservation assistance by promoting best practices, issuing grants, and management of Arizona's native plant species. ($ Thousands) Agency Summary: Program FY 2010 Actual FY 2011 Estimate FY 2012 Request 6,385.2 7,210.5 7,210.5 7,210.5 PRODUCT ¾ NON-FOOD QUALITY ASSURANCE 931.7 856.1 856.1 856.1 DISEASE, ¾ ANIMAL OWNERSHIP AND 2,880.4 2,837.2 2,837.2 2,837.2 EXCLUSION AND ¾ PEST MANAGEMENT 4,660.9 4,738.3 4,738.3 4,738.3 211.8 304.7 304.7 304.7 825.1 818.7 818.7 818.7 ¾ ADMINISTRATIVE SERVICES 1,417.9 1,385.0 1,385.0 1,385.0 AGRICULTURAL ¾ STATE LABORATORY 1,377.4 1,395.9 1,395.9 1,395.9 ¾ AGRICULTURAL CONSULTATION AND 4,218.6 3,696.8 3,696.8 3,696.8 ¾ COMMODITY DEVELOPMENT AND 3,290.6 3,096.2 3,096.2 3,096.2 26,199.6 26,339.4 26,339.4 26,339.4 WELFARE PROTECTION PLANT AND ¾ NATIVE CULTURAL RESOURCES PROTECTION ¾ PESTICIDE COMPLIANCE AND WORKER SAFETY TRAINING PROMOTION Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 8,569.6 8,434.3 8,434.3 8,434.3 Other Appropriated Funds 2,585.9 3,381.4 3,381.4 3,381.4 Other Non Appropriated Funds 15,044.1 14,523.7 14,523.7 14,523.7 Program Total 26,199.6 26,339.4 26,339.4 26,339.4 FTE Positions 353.4 346.9 346.9 346.9 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 Staff reductions and operating budget reductions have forced the State Agricultural Laboratory (SAL) to eliminate and/or reduce critical testing activities and have 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 has had to reduce staffing and can no longer provide the Department with the timely testing and scientific expertise required. 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 2013 Request FOOD SAFETY AND QUALITY ASSURANCE ¾ 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. The Department continues to work with GITA to determine the most effective methods of delivering this information to concerned parties, and to keep in compliance with ongoing security demands and standards for IT. The technology in place must be able to support, at a minimum, 253 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 Issue 5 Dollars (in thousands) are listed as requested by agencies. Page 19 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-to-day 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 Program Summary AHA 1.0 FOOD SAFETY AND QUALITY ASSURANCE Dr. John W. Hunt, DVM, Associate Director Phone: (602) 542-7186 A.R.S. §§ 3-101 et seq Mission: To ensure that the public food supply meets established standards for quality and safety. Description: This program provides inspections for the safety and/or quality of meat, poultry, ratites, milk, eggs, and fresh produce. This Program Contains the following Subprograms: 4 4 Animal Products Food Safety and Quality Inspection Fresh Produce Standardization and Inspection Funding and FTE Summary: (Thousands) Page 20 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 1,129.5 1,172.8 1,172.8 1,172.8 Other Appropriated Funds 1,299.7 1,949.6 1,949.6 1,949.6 Other Non Appropriated Funds 3,956.0 4,088.1 4,088.1 4,088.1 Program Total 6,385.2 7,210.5 7,210.5 7,210.5 FTE Positions 125.7 125.7 125.7 125.7 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Agriculture Subprogram Summary AHA 1.1 Subprogram Summary AHA 1.2 ANIMAL PRODUCTS FOOD SAFETY AND QUALITY INSPECTION FRESH PRODUCE STANDARDIZATION AND INSPECTION Dart Easterday, Administrator Phone: (602) 542-0884 Ed Foster, Assistant Director Phone: (602) 542-0947 A.R.S. §§ 3-101 et seq. A.R.S. §§ 3-101 et seq. Mission: Mission: To protect against the distribution of unsafe, unwholesome, and improperly labeled meat, poultry, ratites, milk, and eggs. 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. Description: This subprogram is designed to help protect the public health and safety from microbiological, chemical, and physical food hazards or substandard quality resulting from the processing and packaging of meat, poultry, ratites, milk, and eggs. Slaughtering facilities and processors receive licensing and permitting services, on-site inspections, and testing of samples for microbiological, drug, and chemical residues. State and federal regulations are administered relating to the sale, packing, and movement of eggs and egg products. Inspection activities include egg products control, shell egg grading and milk tanker inspections. Poultry used in school lunch programs also is inspected for quality and safety. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 1,129.5 1,172.8 1,172.8 1,172.8 Other Appropriated Funds 713.7 919.0 919.0 919.0 Other Non Appropriated Funds 498.3 658.0 658.0 658.0 Program Total 2,341.5 2,749.8 2,749.8 2,749.8 FTE Positions 37.4 37.4 37.4 37.4 General Funds ‹ Goal 1 To maintain an effective regulatory system of animal food product inspections. Performance Measures Number of pounds of fluid milk removed from sale by inspectors due to non-compliance with regulations FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 280,000 300,000 300,000 300,000 Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected dairy facilities 0 0 0 0 Total number of dairy-related inspections 550 600 600 600 Total number of wholesale and retail egg inspections 818 1,600 1,600 1,600 Total number of individual shell eggs inspected under State inspection 235,000 500,000 500,000 500,000 55,918 200,000 200,000 200,000 Number of egg dozens retained by inspectors for non-compliance with State standards 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) 0 0 0 0 Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected processing or slaughter plants 0 0 0 0 Number of state meat and poultry facilities 81 82 82 82 Percent of meat and poultry product tests in compliance with bacteria, drug and chemical residue requirements 99 99 99 99 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 586.0 1,030.6 1,030.6 1,030.6 Other Non Appropriated Funds 3,457.7 3,430.1 3,430.1 3,430.1 Program Total 4,043.7 4,460.7 4,460.7 4,460.7 FTE Positions 88.3 88.3 88.3 88.3 General Funds Other Appropriated Funds ‹ Goal 1 To maintain an effective system of fresh produce inspections and field monitoring activities. Performance Measures Number of federal-state inspections Number of cartons shipped by industry (in millions) Number of documented food-borne bacteria outbreaks linked to eggs or egg products sold within Arizona Arizona Department of Agriculture Description: Number of federal-state and citrus, fruit, and vegetable produce inspections Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 25,868 31,000 31,000 31,000 87 87 87 87 25,868 31,000 31,000 31,000 Page 21 Program Summary AHA 2.0 Program Summary AHA 3.0 NON-FOOD PRODUCT QUALITY ASSURANCE ANIMAL DISEASE, OWNERSHIP AND WELFARE PROTECTION Jack Peterson, Associate Director Phone: (602) 542-3575 Dr. John W. Hunt, DVM, Associate Director Phone: (602) 542-7186 A.R.S. §§ 3-101 et seq. A.R.S. §§ 3-101 et seq. Mission: Mission: To protect the public’s interest by ensuring the quality of feeds, fertilizers, pesticides and seed. To protect agricultural animals from disease or abuse, livestock owners against theft, and the public from harmful livestock interactions. Description: Description: This program serves to assure public confidence in the quality of feed, fertilizer, pesticide and seed products. All of these products range from the envisioned agricultural products to those used in the urban setting for caring for your pets, tending a garden, cleaning a home, or controlling pests in and around the home. 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, and seed dealers and labelers. Secondly, enforcement activities are conducted by inspectors who confirm product registrations and company 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. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 895.3 844.4 844.4 844.4 36.4 11.7 11.7 11.7 Program Total 931.7 856.1 856.1 856.1 FTE Positions 9.5 9.5 9.5 9.5 General Funds 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 27,255 27,000 27,000 27,000 14 14 14 14 Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 1,991.6 1,931.0 1,931.0 1,931.0 Other Appropriated Funds 121.1 138.6 138.6 138.6 Other Non Appropriated Funds 767.7 767.6 767.6 767.6 Program Total 2,880.4 2,837.2 2,837.2 2,837.2 FTE Positions 43.6 43.6 43.6 43.6 General Funds ‹ Goal 1 To maintain an effective system of livestock disease surveillance through timely inspections and investigations. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of custom exempt and home processing inspections 1,407 1,500 1,500 1,500 Number of strays - animal at large investigations 1,336 1,400 1,400 1,400 Number of animal care investigations 1,972 2,000 2,000 2,000 47 50 50 50 5,391 5,000 5,000 5,000 25,320 26,000 26,000 26,000 Performance Measures Number of theft investigations Number of livestock movement inspections (range cattle form 1) Number of self inspection certificates issued ‹ Goal 2 To protect the interests of consumers by removing substandard non-food products from the market place. FY 2010 Actual To maintain an effective system of livestock and commercial fish disease surveillance and response. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of quarantine sites in Arizona for all diseased livestock and fish 2 3 3 3 509 550 550 550 0 0 0 0 82 150 200 200 Number of cases of secondary spread from quarantine sites of diseased livestock and fish 0 1 1 1 Number of feed, fertilizer, pesticide and seed labels inspected in the market place 2,577 3,000 3,000 3,000 Number of cases of equine infectious anemia Free Free Free Free Number of feed, fertilizer, pesticide and seed samples collected 289 350 500 500 Number of samples found deficient through laboratory analysis 63 85 85 85 Performance Measures Total number of regulatory actions taken Total number of inspections conducted Page 22 USDA disease status for Arizona for bovine brucellosis and tuberculosis, and swine pseudo rabies Dollars (in thousands) are listed as requested by agencies. Arizona Department of Agriculture Performance Measures Program Summary AHA 4.0 Number of federal phytosanitary certificates written PEST EXCLUSION AND MANAGEMENT FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2,183 2,300 2,300 2,300 G. John Caravetta, Associate Director Phone: (602) 542-0996 A.R.S. §§ 3-101 et seq. Mission: To ensure the provision of pest-free agricultural products and protect the public from agricultural pests through prevention, control, and eradication, thereby, maximizing domestic and international market access for Arizona produced commodities and maximizing product availability for the public. 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 within the division 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 division’s regulatory function. Division 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 and 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 2,916.4 2,946.5 2,916.4 2,916.4 40.0 100.0 100.0 100.0 Other Non Appropriated Funds 1,674.4 1,721.9 1,721.9 1,721.9 Program Total 4,660.9 4,738.3 4,738.3 4,738.3 FTE Positions 90.7 86.7 86.7 86.7 Other Appropriated Funds ‹ Goal 1 To manage existing pests and prevent the reintroduction of eradicated pests in Arizona. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 13,613 15,000 15,000 15,000 460 500 500 500 9.15 10 10 10 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 To exclude and prevent the establishment of hazardous pests in Arizona. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 14 14 14 14 USDA rating on Federal pest status of the Fruit Fly in Arizona Pest-free Pest-free Pest-free Pest-free USDA rating on Federal pest status of the Gypsy Moth in Arizona Pest-free 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 Pest-free USDA rating on Federal pest status of Khapra beetle in Arizona Pest-free Pest-free Pest-free Pest-free USDA rating on Federal pest status of Japanese beetle in Arizona Pest-free Pest-free Pest-free Pest-free Performance Measures Number of weed management areas established in cooperation with governmental and private entities ‹ Goal 3 To serve our customers in an accurate and efficient manner. Performance Measures FY 2010 Actual Arizona Department of Agriculture FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 23 Program Summary AHA 5.0 Program Summary AHA 6.0 NATIVE PLANT AND CULTURAL RESOURCES PROTECTION PESTICIDE COMPLIANCE AND WORKER SAFETY Jack Peterson, Associate Director Phone: (602) 542-3575 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 protect and conserve Arizona's native plants, historical sites, and other natural resources for present and future generations to enjoy and appreciate. To protect public health, agricultural workers, and the environment by ensuring the proper use of crop protection products. Description: Description: This program seeks to ensure the proper use and application of crop protection products as well as the safety of field workers. Inspectors confirm compliance with the laws and rules by monitoring in the field ensuring proper pesticide use and appropriate precautions are being taken to protect workers. In addition, training and testing is provided to private and commercial pesticide applicators to ensure competency for certification. This program regulates the harvesting, transporting, and sale of native plants; assists in protecting archaeological and paleontological sites, caves and caverns; and investigates and prosecutes unlawful natural resource theft and destruction. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate 0.0 Other Appropriated Funds Other Non Appropriated Funds 0.0 FY 2012 Request FY 2013 Request 0.0 0.0 81.2 199.7 199.7 199.7 General Funds 130.6 105.0 105.0 105.0 Other Appropriated Funds Program Total 211.8 304.7 304.7 304.7 FTE Positions 3.0 3.0 3.0 3.0 ‹ Goal 1 To serve the public and the agricultural community by protecting agricultural products, livestock and native plants by conducting investigations into illegal activities. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of criminal referrals received 58 25 25 25 Number of civil referrals received 24 10 10 10 Number of investigations opened 38 30 30 30 Percent of investigations completed 66 75 75 75 Number of native plant cases with successful compliance 25 20 20 20 Performance Measures Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2012 Request FY 2013 Request 118.5 162.1 118.5 118.5 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 663.0 700.2 700.2 700.2 Program Total 825.1 818.7 818.7 818.7 FTE Positions 10.2 10.2 10.2 10.2 ‹ Goal 1 To ensure safety of pesticide workers and handlers. Performance Measures Number of worker safety issues addressed during inspections Number of worker safety issues identified as being out of compliance ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 690 750 750 750 74 75 75 75 To protect the public from unlawful pesticide exposure. Performance Measures Number of pesticide use inspections Number of inspection issues identified as pesticide misuse Page 24 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 51 75 100 100 7 15 15 15 Arizona Department of Agriculture Program Summary AHA 7.0 Program Summary AHA 8.0 ADMINISTRATIVE SERVICES STATE AGRICULTURAL LABORATORY Donald Butler, Director Phone: (602) 542-0990 Doug Marsh, Assistant Director Phone: (602) 744-4924 A.R.S. §§ 3-101 et seq. A.R.S. §§ 3-101 et seq. Mission: Mission: To provide leadership and ensure timely and efficient support services to all Department of Agriculture programs. 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 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 1,099.8 1,071.2 1,071.2 1,071.2 0.0 0.0 0.0 0.0 318.1 313.8 313.8 313.8 Program Total 1,417.9 1,385.0 1,385.0 1,385.0 FTE Positions 13.2 12.7 12.7 12.7 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide accurate and timely support 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 1,008.4 992.8 992.8 992.8 Other Appropriated Funds 148.6 149.1 149.1 149.1 Other Non Appropriated Funds 220.4 254.0 254.0 254.0 General Funds Program Total 1,377.4 1,395.9 1,395.9 1,395.9 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate FTE Positions 19.5 19.5 19.5 19.5 91 100 100 100 ‹ Goal 1 Percent of vendor invoices paid within 30 days 99.1 100 100 100 Percent of agency staff turnover 21.7 15 15 15 5.1 5.2 5.2 5.2 96.11 96 96 96 Performance Measures Percent of employee travel claims correctly processed within ten days Administration as a percent of total cost Percent of industry stakeholders rating the Department's quality of communications excellent or good ‹ Goal 2 To improve information technology communications and customer service. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99.87 99.99 99.99 99.99 66.6 66.6 66.6 66.6 0 20 20 30 98.9 99 99 99 System uptime as a percentage of total monthly hours as measured by industry standard monitoring software Percent of IT staff certified in their areas of emphasis, i.e. Microsoft MCSE, MCDBA, 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 Arizona Department of Agriculture To minimize the effect of staff reduction and lack of equipment funding on the overall customer satisfaction rating. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of customer satisfaction rating regarding the lab's "timely delivery of service" 89 80 75 70 Percent of overall customer satisfaction rating for laboratory services 97 90 80 70 Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 25 Agricultural Marketing Service as authorized by the Specialty Crops Competitiveness Act of 2004. Program Summary AHA 9.0 AGRICULTURAL CONSULTATION AND TRAINING FY 2010 Actual FY 2011 Estimate Number of grant applications 36 158 40 0 Number of grants awarded 12 75 20 0 Amount of grant funds disbursed (in millions of dollars) 3.55 4.43 3.93 3.73 Amount of grant funds disbursed as Match to NRCS agreements (in millions of dollars) 1.2 1.3 1.3 1.2 Number of acres impacted through grants providing matching funds to NRCS agreements (as contracts are completed) 59,127 65,000 75,000 65,000 Performance Measures 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: FY 2012 Estimate FY 2013 Estimate 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 231.6 231.7 231.6 231.6 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 3,986.9 3,465.2 3,465.2 3,465.2 Program Total 4,218.6 3,696.8 3,696.8 3,696.8 FTE Positions 7.5 6.5 6.5 6.5 Other Appropriated Funds ‹ Goal 1 To foster voluntary compliance with agricultural laws and regulations. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 806 900 950 1,000 Number of compliance issues needing correction or clarification 77 70 75 80 Number of on-site visits or individual consultations 297 250 450 500 Number of pesticide resources, materials, or contacts provided upon request. 229 250 250 250 61 75 75 75 Number of individuals who received pesticide safety training in English 204 200 225 225 Number of individuals who received pesticide safety training in Spanish 210 200 175 175 Number of outreach and education seminars and workshops (including Train-the-Trainer Workshops) 61 62 58 63 Number of outreach and education seminar and workshop participants (including Train-the-Trainer Workshops) 4,806 4,950 4,250 4,550 66 70 71 70 25,629 23,800 23,150 23,150 54 67 70 75 Performance Measures Number of agricultural consultation and training compliance issues addressed Number of agricultural operations that receive training Number of new outreach and educational materials developed (includes new PPT presentations, training resources, curricula, articles and interviews) Number of people reached through outreach and education materials (new and existing) Number of operations receiving assistance Number of follow-up on-site visits Number of Farm Bill contract management acres ‹ Goal 2 Page 26 35 48 53 58 21,050 25,000 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 USDADollars (in thousands) are listed as requested by agencies. Arizona Department of Agriculture Program Summary AHA 10.0 COMMODITY DEVELOPMENT AND PROMOTION Brett Cameron, Assistant Director Phone: (602) 542-0984 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: 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 selfassessed fees paid by growers/producers. 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. *Note: 29 of the FTE positions shown in this program reflect employees of the Arizona Cotton Research and Protection Council. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 3,290.6 3,096.2 3,096.2 3,096.2 Program Total 3,290.6 3,096.2 3,096.2 3,096.2 FTE Positions 30.5 29.5 29.5 29.5 ‹ Goal 1 To provide documentation authenticating that a commodity is generally and freely sold in domestic channels of trade. Performance Measures FY 2010 Actual Number of free sale certificates issued Number of products under free sale Arizona Department of Agriculture FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 75 75 75 75 2,711 2,650 2,650 2,650 Dollars (in thousands) are listed as requested by agencies. Page 27 HCA 0.0 receive the same services available to children in the Medicaid Acute Care Program. In an effort to comply with Maintenance of Effort (MOE) requirements in the face of significant State budget concerns, enrollment in the KidsCare Program was frozen as of January 1, 2010. As of December 1, 2010, 23,980 KidsCare members remain enrolled. Agency Summary AHCCCS Thomas J. Betlach, Director Phone: (602) 417-4711 A.R.S. § 36-2901 et seq. Mission: To provide comprehensive, quality health care for those in need. Description: Arizona Health Care Cost Containment System (AHCCCS), the State's Medicaid Agency, uses federal, state and county funds to provide health care coverage to the State's acute and long term care Medicaid population and low income groups. Since 1982, when it became the first statewide Medicaid managed care system in the nation, AHCCCS has operated in accordance with a federal Research and Demonstration waiver that allows for a total managed care model of service delivery. Unlike programs in other states, that rely solely on fee-for-service reimbursement, AHCCCS makes prospective capitation payments to contracted health plans responsible for the delivery of care. The result is a managed care system that mainstreams recipients, allows them to select their providers, and encourages quality cost-effective care and preventive services. The AHCCCS Administration is responsible for planning, developing, implementing, and administering the health care programs for low income Arizonans. Specifically, the AHCCCS Administration provides direction and oversight of operations related to eligibility, enrollment, quality of care, contracted health plans and providers, and procurement of contracted services. AHCCCS oversees three main programs: ALTCS The Arizona Long Term Care System (ALTCS) provides acute care, behavioral health services, long-term care, and case management to individuals who are elderly, physically disabled, or developmentally disabled and meet the criteria for institutionalization. Whereas ALTCS members account for only 3.8% of the AHCCCS population, they account for approximately 23.7% of the costs. The ALTCS program encourages delivery of care in alternative residential settings. As in the Acute Care Program, elderly physically disabled and developmentally disabled members of all ages receive care through contracted plans called program contractors. KidsCare The Children’s Health Insurance Program (CHIP), referred to as KidsCare, offers affordable insurance coverage for low-income families. Children under age 19 may qualify for the program if their family’s income exceeds the limit allowed for Medicaid eligibility, but is below 200% of the Federal Poverty Level (FPL). With the exception of American Indians, who are exempt in accordance with federal law, parents pay a monthly premium based on income. The KidsCare program results in a federal contribution that equates to a $3.00 federal match for every $1.00 spent by the State. As with the Medicaid Acute Care Program, American Indian and Alaska Native children may elect to receive care through an AHCCCS-contracted health plan or the American Indian Health Program. The majority of children enrolled in KidsCare, however, are enrolled in AHCCCS health plans and ($ Thousands) Agency Summary: FY 2010 Actual Program ¾ ADMINISTRATION ¾ AZ LONG TERM CARE FY 2011 Estimate 118,792.8 SYSTEM (ALTCS) ¾ ACUTE CARE ¾ PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT FY 2012 Request 140,058.6 146,293.1 2,128,169.6 2,226,071.0 2,458,108.4 4,164,226.3 5,197,537.3 5,345,369.3 2,907,518.9 2,795,851.5 3,411,065.8 ¾ HEALTHCARE GROUP ¾ CHILDREN'S HEALTH 48,766.9 53,054.7 47,779.8 98,888.3 49,942.9 43,156.7 ¾ DIRECT SERVICE CLAIMING 28,829.7 28,315.1 24,311.8 INSURANCE (CHIP) (DSC) Agency Total: AHCCCS Acute Care The majority of Acute Care Program recipients are children and pregnant women who qualify for the federal Medicaid Program (Title XIX). Although most are enrolled in AHCCCS contracted health plans, American Indians and Alaska Natives in the Acute Care Program may choose to receive services through either the contracted health plans or the American Indian Health Program. AHCCCS also administers an emergency services only program for individuals who, except for immigration status, would qualify for full AHCCCS benefits. Page 28 Major medical programs include acute care, long term care, and behavioral health services. The AHCCCS Administration determines eligibility for the Arizona Long Term Care System (ALTCS), Children's Health Insurance Program (KidsCare), Qualified Medicare Beneficiaries, and 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), a component of the U.S. Department of Health and Human Services. Funding and FTE Summary: (Thousands) General Funds 9,495,192.5 10,490,831.1 11,476,084.9 FY 2010 Actual FY 2011 Estimate FY 2012 Request 1,205,103.6 1,376,901.2 141,568.5 106,787.2 98,609.4 Other Non Appropriated Funds 8,148,520.4 9,007,142.7 9,217,108.3 Program Total 9,495,192.5 10,490,831.1 11,476,084.9 FTE Positions 3,017.4 2,983.4 2,995.4 Other Appropriated Funds 2,160,367.2 Strategic Issues: AHCCCS must pursue new and improved resource management strategies that respond to current resource constraints while maintaining access to care. To accomplish this goal, AHCCCS plans to: Issue 1 • Continue efforts toward more equitable and manageable provider rate structures through periodic review and rebase of Fee-For-Service (FFS) rates • Maintain an actuarially sound annual average capitation rate (per member per month) that meets budgetary expectations • Continue to evaluate and revise covered services as appropriate • Continue to explore cost-effective purchasing options for selected Medicaid services • Maximize use of non-State funding sources to support newly-mandated federal requirements • Work to extend stimulus funding for Medicaid programs while, at the same time, enabling greater flexibility for states • Implement Medical Management Team structure to enhance analyses and use of utilization data • Develop and update annual Program Integrity Plan that improves Third Party Liability (TPL), Coordination of Benefits (COB), and Fraud and Abuse programs • Maintain AHCCCS administrative costs at or below 1% (excludes DES) • Explore equitable reimbursement strategies for the American Indian Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System Health Program/638 facilities • Develop systematic review of current claims/encounter edits Issue 2 Program Summary HCA 1.0 AHCCCS must pursue continuous quality improvement To accomplish this goal, AHCCCS plans to: • Continue to improve quality in Acute and Long Term programs through promotion of the Performance Improvement Process (PIP) • Pursuant to the State Medicaid Health Information Technology Plan (SMHP), maximize Medicaid incentive payments to eligible providers who adopt and demonstrate meaningful use of electronic health records • In collaboration with tribes and the Indian Health Service (IHS) Area Offices, engage in dialogue with IHS facilities, tribal health programs operated under P.L. 93-638, and urban Indian health programs (I/T/U) to improve AHCCCS knowledge and understanding of their quality assurance management and improvement processes AHCCCS must maintain a core service delivery model that remains effective To accomplish this goal, AHCCCS plans to: Issue 3 • Retain the network of AHCCCS-registered providers available for contracting with AHCCCS Acute Care and ALTCS contractors • Continue to promote and ensure access to care • Maintain an infrastructure that encourages competition among contracted health plans and offers choice to members • Continue to implement efficiencies that streamline administrative processes for AHCCCS and contractors • Preserve the flexibility offered by the AHCCCS Waiver, including mandated managed care, coverage of a childless adult population, and ALTCS program choice limitations • Implement health care reform measures • Continue to promptly address Legislative mandates • Maintain an RFP process that promotes quality and cost-effectiveness, and ensures a fair and informed selection among bidders AHCCCS must maintain core organizational capacity, including Health Information Technology (HIT) and workforce planning, that effectively serves AHCCCS operations To accomplish this goal, AHCCCS plans to: Issue 4 • Promote use of electronic processes among AHCCCS members, providers, and staff • Support transparency by reporting relevant information on the AHCCCS website • Support collaboration with partnering organizations, including the Centers for Medicare and Medicaid (CMS), School-Based Claiming System (SBC), Hawaii Medicaid, Arizona Department of Health Services (ADHS), and Arizona Department of Economic Security (ADES) • Address ongoing workforce concerns, including stress, reassignment, and retirement • Ensure system-wide security and strict compliance with privacy regulations related to transfer of information • Maintain IT network infrastructure, including server-based applications, ensuring business continuity Arizona Health Care Cost Containment System ADMINISTRATION Thomas J. Betlach, 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 fee-forservice 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 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 2010 Actual FY 2011 Estimate FY 2012 Request 48,687.2 53,794.5 0.0 0.0 0.0 70,105.6 86,264.1 90,275.2 Program Total 118,792.8 140,058.6 146,293.1 FTE Positions 2,029.1 2,031.2 2,041.0 Other Appropriated Funds Other Non Appropriated Funds Dollars (in thousands) are listed as requested by agencies. 56,017.9 Page 29 ensure compliance with federal and state legal requirements and changes in policy. Subprogram Summary HCA 1.1 CENTRAL ADMINISTRATION Performance Measures Thomas J. Betlach, Director Phone: (602) 417-4711 Percent of timely submissions and approval of rule packages Explanation: 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, dedicating specific staff to public information, government relations, medical policy oversight, and strategic plan coordination; (2) The Information Services Division develops, acquires, and maintains 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 for informal grievance adjudication; (6) The Office of Inspector General 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) General Funds FY 2011 Estimate 10,257.1 0.0 0.0 0.0 Other Non Appropriated Funds 25,525.8 29,636.0 30,515.2 Program Total 34,955.2 39,893.1 41,809.3 FTE Positions 268.2 270.4 280.2 Percent of employee turnover Cost/benefit ratio (in dollars) of audits and investigations related to reports of fraud and abuse. Percent of timely submissions of "Waiver and Special Terms and Conditions" documents, reports, and State Plan Amendments to CMS Page 30 FY 2011 Estimate FY 2012 Estimate 96 90 90 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 99.8 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. Performance Measures Percent of administrative invoices paid within 30 days Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 94.3 95.0 95.0 95 97 Refers to administrative invoices Percent of total programmatic payments completed electronically 97.5 To administer an effective and efficient informal grievance process. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 0.9 1.0 1.0 11,294.1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 21.9 13.4 13.4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1/7.76 1/7.76 1/7.77 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 ‹ Goal 4 FY 2010 Actual To ensure and maintain the integrity of the AHCCCS program through timely audits and investigations of reports of fraud and abuse. Performance Measures ‹ Goal 3 100 To oversee the development of AHCCCS core competencies with an emphasis on enhancing employee knowledge and teamwork, and improving customer relations. Performance Measures ‹ Goal 2 100 FY 2012 Request 9,429.4 Other Appropriated Funds ‹ Goal 1 Percent of time the PMMIS is available to our users Percent of enrollees filing a grievance FY 2010 Actual NA To develop, maintain, and enhance computerized PMMIS application systems as dictated by cost efficiencies and agency needs. Performance Measures ‹ Goal 8 FY 2012 Estimate To resolve problems raised to the Director's Office by customers. Percent of inquiries acknowledged within three days regarding client service issues ‹ Goal 7 FY 2011 Estimate No rule packages submitted in FY 2010 Performance Measures ‹ Goal 6 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 To develop and maintain accurate AHCCCS statutes to Dollars (in thousands) are listed as requested by agencies. 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 Thomas J. Betlach, 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 2010 Actual 24,394.6 FY 2011 Estimate 27,479.4 28,665.8 0.0 0.0 0.0 25,208.1 32,775.6 35,907.5 Program Total 49,602.7 60,255.0 64,573.3 FTE Positions 1,004.4 1,001.4 1,001.4 FY 2011 Estimate FY 2012 Request 2,092.7 2,276.4 0.0 0.0 0.0 Other Non Appropriated Funds 2,449.7 3,031.8 3,031.8 Program Total 4,542.4 5,308.2 5,308.2 FTE Positions 74.7 75.3 75.3 Other Appropriated Funds ‹ Goal 1 2,276.4 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 2010 Actual FY 2011 Estimate FY 2012 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 Explanation: ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 3.5 4.5 Revised measure as percent Member satisfaction: percent of choice exercised in moving from current health plan 2.0 To improve the completeness and quality of encounter data collected from health plans, program contractors, and behavioral health. Performance Measures The number of encounters per member month Omission error percent Explanation: Arizona Health Care Cost Containment System FY 2010 Actual General Funds FY 2012 Request Other Non Appropriated Funds Other Appropriated Funds Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 4.5 4.5 4.5 14.0 12.9 11.9 Weighted total omission and correctness rate source: FFY in which Data Validation Study completed. Page 31 Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Correctness error percent 17.7 15.8 13.2 Explanation: Subprogram Summary HCA 1.4 Weighted total omission and correctness rate source: FFY in which Data Validation Study completed. OFFICE OF MEDICAL MANAGEMENT Jennifer H. Amen, MD, MPH, Assistant Director Phone: (602) 417-4048 A.R.S. Title 36; Title XIX, SSA Mission: To place a greater emphasis on the health care of our fee-for-service members through oversight of provider registration, prior authorization, and claims administration. Description: The Division of Fee-for-Service Management (DFSM) consists of 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 feefor-service members. 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 2011 Estimate FY 2012 Request 1,087.4 1,182.9 0.0 0.0 0.0 Other Non Appropriated Funds 2,245.1 2,778.5 2,778.5 Program Total 3,332.5 3,961.4 3,961.4 FTE Positions 83.0 83.8 83.8 Other Appropriated Funds ‹ Goal 1 1,182.9 To streamline claims processing Performance Measures Percent of Fee-For-Service claims adjudicated within 30 days Page 32 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 99.6 95.0 95.0 Arizona Health Care Cost Containment System Subprogram Summary HCA 1.5 Subprogram Summary HCA 1.6 ADVISORY COUNCIL ON INDIAN HEALTH CARE (PASS-THROUGH) DIVISION OF MEMBER SERVICES Fred Hubbard, Executive Director Phone: (602) 417-4610 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2902; Title XIX, SSA A.R.S. Title 36; Title XIX, SSA Mission: Mission: To advocate for increasing access to high quality healthcare programs for all American Indians in Arizona. To assist AHCCCS-eligible members in accessing health care. Description: 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 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 2010 Actual General Funds 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) FY 2010 Actual General Funds FY 2011 Estimate 101.1 FY 2012 Request 0.0 0.0 Other Non Appropriated Funds 14,578.3 18,042.2 18,042.2 Program Total 26,160.3 30,640.9 30,640.9 FTE Positions 595.2 600.3 600.3 ‹ Goal 1 To administer eligibility processes in a timely manner for ALTCS, KidsCare, BCC, FTW, SSI-MAO, and three Medicare Cost Sharing programs. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of financial redeterminations processed on time 82 97 97 0.0 Program Total 199.7 0.0 0.0 FTE Positions 3.6 0.0 0.0 ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 7 6 6 To determine eligibility in an accurate manner. Performance Measures To facilitate communications, planning, and discussion regarding operations, financing, policy, and legislation relating to Indian health care among tribes, the state, and federal agencies. Percent of ALTCS eligibility accuracy as measured by quality control sample ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 97 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 ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 99 99 99 To provide accurate eligibility and enrollment information to providers and members in a timely manner. Performance Measures Arizona Health Care Cost Containment System 12,598.7 97 0.0 Advisory Council On Indian Health Care (ACOIHC): Number of meetings annually 0.0 97 0.0 Performance Measures 12,598.7 0.0 83 0.0 ‹ Goal 1 11,582.0 Other Appropriated Funds Percent of applications processed on time 0.0 Other Non Appropriated Funds FY 2012 Request 0.0 98.6 Other Appropriated Funds FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Page 33 Performance Measures Percent accuracy of Communications Center for eligibility and enrollment verifications as measured by internal quality assurance. ‹ Goal 5 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 96 98 98 AZ LONG TERM CARE SYSTEM (ALTCS) To ensure compliance with federal Medicaid Eligibility Quality Control (MEQC) requirements. Performance Measures ALTCS eligibility case error percent Cost avoidance from Predetermination Quality Control Program (in millions) Program Summary HCA 2.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 3 3 3 15.26 15.50 15.75 Kate Aurelius, Deputy Director 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 2011 Estimate FY 2012 Request 122,627.7 132,010.1 0.0 0.0 0.0 Other Non Appropriated Funds 2,005,541.9 2,094,060.9 2,252,736.6 Program Total 2,128,169.6 2,226,071.0 2,458,108.4 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 205,371.8 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 Page 34 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 50,125 52,754 55,117 70.5 71.0 72.0 Arizona Health Care Cost Containment System HCA 3.0 Program Summary Subprogram Summary HCA 3.1 ACUTE CARE 1931(B) ELIGIBILITY FAMILY ASSISTANCE Kate Aurelius, Deputy Director Phone: (602) 417-4458 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 2011 Estimate FY 2012 Request 621,992.1 780,091.8 1,137,866.5 38,295.7 38,295.7 38,295.7 Other Non Appropriated Funds 3,503,938.5 4,379,149.8 4,169,207.1 Program Total 4,164,226.3 5,197,537.3 5,345,369.3 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Arizona Health Care Cost Containment System FY 2012 Request 287,054.3 15,341.2 15,341.2 15,341.2 Other Non Appropriated Funds 1,307,782.0 1,592,552.5 1,493,990.2 Program Total 1,551,535.7 1,894,948.0 1,926,749.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 FY 2010 Actual FY 2011 Estimate 228,412.5 Other Appropriated Funds Disproportionate Share Payments Funding and FTE Summary: (Thousands) FY 2010 Actual 417,418.4 To ensure the management and delivery of quality acute care services to AHCCCS 1931(b) eligibles. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1931 (b) Eligibility Family Assistance monthly enrollment 406,795 424,058 444,845 Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment 62.7 60.0 62.0 Performance Measures Explanation: Dollars (in thousands) are listed as requested by agencies. The current HEDIS national mean for Medicaid managed care plans is 53%, so AHCCCS is performing well above the comparable national average. Page 35 Subprogram Summary HCA 3.2 Subprogram Summary HCA 3.3 SUPPLEMENTAL SECURITY INCOME SOBRA WOMEN Linda Skinner, Assistant Director Phone: (602) 417-4635 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2901 A.R.S. § 36-2901 Mission: Mission: To provide comprehensive quality health care to individuals eligible for Supplemental Security Income (SSI). To provide comprehensive quality health care to eligible pregnant women. Description: Description: 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.) Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 145,907.8 183,367.7 266,643.0 9,799.8 9,799.8 9,799.8 Other Non Appropriated Funds 835,398.9 1,017,307.7 954,347.2 Program Total 991,106.5 1,210,475.2 1,230,790.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 Supplemental Security Income monthly enrollment Page 36 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 111,968 116,997 121,962 Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 31,537.7 39,634.7 2,118.2 2,118.2 2,118.2 Other Non Appropriated Funds 180,570.2 219,889.5 206,280.7 Program Total 214,226.1 261,642.4 266,033.4 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 57,634.5 To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible women. Performance Measures To ensure the management and delivery of quality acute care services to AHCCCS SSI-MAO eligibles. Performance Measures 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. Percent of women receiving cervical screening within a three year period Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 62.8 64 64 Arizona Health Care Cost Containment System Subprogram Summary HCA 3.4 Subprogram Summary HCA 3.5 SOBRA CHILDREN FEDERAL EMERGENCY SERVICES Linda Skinner, Assistant Director Phone: (602) 417-4635 Jennifer H. Amen MD, MPH, Assistant Director Phone: (602) 417-4048 A.R.S. § 36-2901 A.R.S. § 36-2901 Mission: Mission: To provide comprehensive quality health care to eligible children. To provide limited emergency health care to individuals eligible for the Federal Emergency Services Program. 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 164,320.3 206,507.4 11,036.5 11,036.5 11,036.5 940,820.3 1,145,684.7 1,074,778.9 Program Total 1,116,177.1 1,363,228.6 1,386,106.9 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 300,291.5 SOBRA children monthly enrollment Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment 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 2010 Actual General Funds To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible children. Performance Measures Description: Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate FY 2012 Request 29,298.3 30,806.4 0.0 0.0 40,444.7 0.0 92,422.7 88,233.4 77,988.3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Program Total 121,721.0 119,039.8 118,433.0 331,789 346,599 363,581 FTE Positions 0.0 0.0 0.0 62.7 60 62 ‹ Goal 1 To ensure the management and delivery of emergency services to AHCCCS FES eligibles. Performance Measures Federal Emergency Services monthly enrollment Arizona Health Care Cost Containment System Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 57,462 45,462 39,462 Page 37 Subprogram Summary HCA 3.6 Subprogram Summary HCA 3.7 MEDICARE PREMIUMS DISPROPORTIONATE SHARE PAYMENTS Linda Skinner, Assistant Director Phone: (602) 417-4635 Shelli Silver, Assistant Director Phone: (602) 417-4647 A.R.S. § 36-2911 A.R.S. § 36-2903.01(R) Mission: Mission: To provide quality health care to individuals eligible for both Medicare and AHCCCS, either through acute care or Arizona Long Term Care System programs. To allocate federal and state dollars to hospitals that serve a disproportionate share of low-income and Medicaid patients. Description: 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. 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 3,170.8 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 18,722.2 110,045.7 122,063.9 Program Total 18,722.2 113,216.5 125,234.7 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 3,170.8 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 Percent of dollars recouped after distribution Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate NA 0 0 Measure calculated following Contract Year Ending 09-30-2010 AHCCCS determines eligibility for all Medicare cost-sharing programs. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 22,454.5 29,494.4 0.0 0.0 0.0 85,295.6 93,041.5 127,372.7 Program Total 107,750.1 122,535.9 179,581.1 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 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 38 52,208.4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 34,107 37,151 40,074 Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System Subprogram Summary HCA 3.8 Subprogram Summary HCA 3.9 FAMILY PLANNING SERVICES ADOPTION SUBSIDY/FOSTER CARE Linda Skinner, Assistant Director Phone: (602) 417-4635 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2901 A.R.S. § 36-29031.4(b) Mission: Mission: 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. 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: 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 2010 Actual FY 2011 Estimate 61.0 56.1 FY 2012 Request AHCCCS also covers children who have been adopted under a state adoption agreement with the DES Division of Children, Youth, and Families. 55.2 0.0 0.0 0.0 Other Non Appropriated Funds 548.7 504.8 495.2 Program Total 609.7 560.9 550.4 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds 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. ‹ Goal 1 To ensure the management and delivery of quality acute care services to AHCCCS children receiving Adoption Subsidy and Foster Care support. Performance Measures ‹ Goal 1 To ensure the management and delivery of family planning services to women enrolled in the SOBRA Family Planning extension program. Performance Measures Family Planning Services monthly enrollment FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 3,286 3,297 3,307 Arizona Health Care Cost Containment System Children receiving adoption subsidy and foster care support (monthly enrollment figure) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate NA NA NA Page 39 Subprogram Summary HCA 3.10 Program Summary HCA 4.0 PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT Linda Skinner, Assistant Director Phone: (602) 417-4635 GRADUATE MEDICAL EDUCATION Shelli Silver, Assistant Director Phone: (602) 417-4647 A.R.S. § 36-2903.01 A.R.S. Title 36, Title XIX, SSA Mission: To reimburse hospitals for direct and indirect costs of graduate medical education programs. Mission: To expand Medicaid coverage for persons with income at or below 100% of the Federal Poverty Level, per a voter mandate. 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 42,377.9 111,890.0 111,890.0 Program Total 42,377.9 111,890.0 111,890.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To help support Graduate Medical Education (GME) through direct cost reimbursements. Performance Measures Percent of timely payments made to hospitals with GME programs Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate NA 100 100 Measure calculated following Contract Year Ending 09-30-2010 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 2011 Estimate FY 2012 Request 390,831.9 402,029.5 22,465.8 22,340.2 22,340.2 Other Non Appropriated Funds 2,494,221.2 2,371,481.8 2,636,335.4 Program Total 2,907,518.9 2,795,851.5 3,411,065.8 FTE Positions 791.6 771.1 772.9 Other Appropriated Funds ‹ Goal 1 752,390.2 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 40 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 380,938 418,260 450,181 Arizona Health Care Cost Containment System Program Summary HCA 5.0 Program Summary HCA 6.0 HEALTHCARE GROUP CHILDREN'S HEALTH INSURANCE (CHIP) Kevin Nolan, Deputy Director Phone: (602) 417-6763 Linda Skinner, Assistant Director Phone: (602) 417-4635 A.R.S. § 36-2912 A.R.S. § 36-2982 Mission: Mission: 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. To provide comprehensive quality health care to individuals eligible for the Children's Health Insurance Program (KidsCare). Description: Description: 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 2010 Actual General Funds FY 2011 Estimate 0.0 0.0 2,979.1 5,183.7 3,537.6 Other Non Appropriated Funds 45,787.8 47,871.0 44,242.2 Program Total 48,766.9 53,054.7 47,779.8 FTE Positions 30.0 30.0 30.0 Other Appropriated Funds ‹ Goal 1 Healthcare Group monthly enrollment FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10,628 8,231 6,866 Arizona Health Care Cost Containment System FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 20,964.7 8,975.3 8,720.8 Other Appropriated Funds 77,827.9 40,967.6 34,435.9 95.7 0.0 0.0 Program Total 98,888.3 49,942.9 43,156.7 FTE Positions 166.7 151.1 151.5 ‹ Goal 1 To increase enrollment in the Healthcare Group program. Performance Measures Funding and FTE Summary: (Thousands) Other Non Appropriated Funds FY 2012 Request 0.0 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. 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 Percent of children with access to primary care provider Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 30,672 20,075 16,475 88.8 87.0 88.0 Page 41 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 28,829.7 28,315.1 24,311.8 Program Total 28,829.7 28,315.1 24,311.8 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To reduce the financial burden on schools providing mandated Medicaid services to special needs children by providing for matching federal funds through Direct Service Claiming. Performance Measures Number of participating Local Education Authorities (LEAs) Page 42 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 150 150 150 Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System unethical conduct. Agency Summary APA 0.0 Performance Measures BOARD OF APPRAISAL Disciplinary actions Dan Pietropaulo, Executive Director Phone: (602) 542-1593 Recidivism rate for those receiving disciplinary action Average days from receipt of complaint to resolution A.R.S. §§ 32-3601 et seq. Articles 1-5 Average annual backlog of noncurrent cases Mission: To promote quality real estate appraisal in Arizona that protects the health, safety, and welfare of the public. ‹ Goal 4 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. As of July 29th, 2010 the Board is now charged with the registration and regulation of all Appraisal Management Companies. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 615.2 616.6 822.8 786.9 0.0 0.0 0.0 0.0 Program Total 615.2 616.6 822.8 786.9 FTE Positions 4.5 4.5 5.5 5.5 General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 25 25 25 25 8 10 10 10 135 130 130 130 15 10 10 10 To maintain up-to-date lists of all licensed and certified real estate appraisers, all registered Property Tax Agents, registered Appraisal Management Companies, and all approved Qualifying and Continuing education courses and providers. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Processing days from receipt of registration until name appears on list 10 8 10 10 Days from receipt of renewal form until the list is updated 15 10 10 10 Number of new and existing licensees 2,745 2,600 2,600 2,600 Administration as percent of total cost 2 2 2 2 Customer satisfaction rating (scale 18) 7 7.5 7.5 7.5 Performance Measures ‹ Goal 5 To implement the regulatory process as required by SB 1351 to regulate all Appraisal Management Companies. This will require completion of the rulemaking process, design and creation of all forms and internal processes for application, maintenance, and discipline. Performance Measures To adequately register all AMC's as prescribed by SB 1351. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 41 125 150 150 Strategic Issues: To maintain 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. The Board has also undertaken the writing of the rules for SB 1351 and is completing all steps to bring them to finalization with the Secretary of States office. The Board is also undertaking the responsibility for the design, drafting, and implementation of all forms and processes necessary to implement SB 1351. ‹ Goal 1 To ensure that licensure/certification is granted only to candidates who are competent and who meet the Appraisal Qualification Board standards, state standards, and adhere to the current Uniform Standards of Professional Appraisal Practice. Issue 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of complaints received against appraisers 265 275 275 275 Number of complaint resolutions 165 185 185 185 28 30 30 30 Performance Measures Appraisers with more than one complaint filed ‹ Goal 2 To efficiently process initial and renewal applications and license/certify appraisers. Performance Measures Average days from receipt of application to test approval Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 60 60 60 60 Monitor results and compare with previous year Average days from receipt of test scores to licensure/ certification Average days from receipt of nonresident application to licensure/certification ‹ Goal 3 FY 2010 Actual 10 10 10 10 3 3 3 3 To expedite investigation of complaints and provide remedial discipline or take stronger regulatory measures when necessary to protect the public from incompetent and State Board of Appraisal Dollars (in thousands) are listed as requested by agencies. Page 43 2011, the Arts Commission intends to 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 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 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 10 million people, and 2.3 million Arizona youth are served by Arts Commissionsponsored arts education programs in private, charter and public schools. The Arts Commission maximizes resources in four key areas: Partnerships, Leadership Activities, Services and Strategic Funding. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 822.5 665.6 665.6 665.6 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,691.9 2,122.2 2,090.8 2,090.8 Program Total 3,514.4 2,787.8 2,756.4 2,756.4 FTE Positions 17.0 17.0 17.0 17.0 General Funds Other Appropriated Funds 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 or outreach. In fiscal year 2011, the Arts Commission intends to plan strategic outreach programs in Arizona communities such that more Arizonans can participate directly in activities. In addition the Agency plans to develop and implement cost-effective outreach offerings through the use of technology and the Agency’s newly renovated website. To ensure that all Arizonans live and work in vibrant cultural ‹ Goal 1 communities Issue 3 Performance Measures Individuals benefiting from programs sponsored by Agency (in thousands) Explanation: 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 2011, most agency grants will be reduced by approximately 55% and additional grant programs will be placed on indefinite hiatus. Arts organizations currently receiving support – 300+ organizations across the state – will receive 50% 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 continues to struggle mightily against decreased support from local businesses, foundations and charitable donations. The Arts Commission is focused on meeting the new and tremendous needs of the arts field in nonmonetary ways, as reductions in grant funding have given birth to other acute needs for technical support, counsel, accountability training and crisis management guidance, all of which the Agency provides to constituents as part of its mission. Issue 1 Number of applications for community-driven projects received/number funded In fiscal year 2011 the Arts Commission intends to increase its support of the statewide arts industry in the areas of focused technical assistance and convenings across the state. 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. This on-site support will occur in targeted Arizona communities and will be supported with comprehensive marketing efforts to ensure the greatest potential outreach and results. 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 Issue 2 Page 44 FY 2012 Estimate FY 2013 Estimate 10,965.0 9,000.0 9,000.0 10,000.0 360/313 340/295 320/280 340/295 Figures for this measure are compiled in our online grants program (EGOR). Number of grant applications submitted by ethnic-run organizations Explanation: 56 60 60 70 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by ethnic-run organizations funded Explanation: 89 85 85 90 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted by rural applicants Explanation: 98 85 85 90 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by rural applicants funded Explanation: ‹ Goal 2 FY 2011 Estimate Figures for this measure are compiled in our online grants program (EGOR) and reflect the total number of persons benefitting from programs supported by Arts Commission grants; figures provided by grantees as a part of their annual final reports. Explanation: Strategic Issues: FY 2010 Actual 82 85 85 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) Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2012 Estimate FY 2013 Estimate 1,863.8 1,168.1 1,150.0 1,175.0 180/1.6 145/1.1 145/1.1 145/1.1 Figures for this measure are constructed as follows: Cumulative statewide arts budgets as entered into our online grants system (EGOR) by grantees/Total State dollars granted to Arizona arts organizations and schools by the Arts Commission. Number of public policy forums in which the Commission participates in order to integrate the arts Explanation: FY 2011 Estimate 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) Explanation: FY 2010 Actual 35 35 36 38 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. Arizona Commission on the Arts Performance Measures Cumulative contributions to Arizona ArtShare including both nondesignated funds and contributions to arts organization endowments (in thousands) Constituent satisfaction ratings (scale of 1-8) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 7.00 7.00 7.00 7.10 500 500 600 700 260.8 300.0 320.0 350.0 65 70 70 75 85 85 85 90 105/2,746 85/1,734 90/1,900 100/2,000 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) Explanation: 24,000.0 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) Explanation: 23,000.00 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 Explanation: 22,000.0 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 of 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 Explanation: 21,000.0 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) Explanation: FY 2013 Estimate 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 Explanation: FY 2012 Estimate To ensure Arizonans experience lifelong opportunities to participate, create and learn through the arts Performance Measures Explanation: FY 2011 Estimate 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. Explanation: ‹ Goal 3 FY 2010 Actual 2.3 1.8 1.8 1.9 Figures for this measure are compiled in our online grants program (EGOR). Arizona Commission on the Arts Dollars (in thousands) are listed as requested by agencies. Page 45 Issue 3 Consumer Protection To provide comprehensive legal protection to the citizens of Arizona and quality legal services to the state agencies of Arizona. 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. Description: Issue 4 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. One fundamental responsibility of the Attorney General is to act as legal advisor to all state agencies, boards and commissions except those few exempted by law. Additional primary responsibilities include prosecuting and defending proceedings in which the State has an interest and rendering written opinions upon questions of law. 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. Agency Summary AGA 0.0 ATTORNEY GENERAL - DEPARTMENT OF LAW Terry Goddard, Attorney General Phone: (602) 542-4266 A.R.S. § 41-191 Mission: To fulfill these responsibilities, the Department of Law is divided into legal divisions and administrative offices. The legal divisions are the Child and Family Protection Division, Civil Division, Civil Rights Division, Criminal Division, Finance Division, Public Advocacy Division, and Solicitor General's Office. Each division is further organized into sections that specialize in a particular area of practice. Administrative functions are performed or coordinated by the Executive Office, Policy and Program Development Office, and Employee Services Office. ($ Thousands) Agency Summary: FY 2010 Actual Program FY 2011 Estimate FY 2012 Request FY 2013 Request ¾ LEGAL SERVICES ¾ CENTRAL ADMINISTRATION 84,552.6 90,110.2 90,110.2 90,110.2 5,776.5 4,524.7 4,524.7 4,524.7 Agency Total: 90,329.1 94,634.9 94,634.9 94,634.9 Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request Issue 5 Protection of the Elderly from Physical and Financial Abuse 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. FY 2013 Request General Funds 17,774.4 17,548.0 17,548.0 17,548.0 Other Appropriated Funds 32,173.7 37,721.9 37,721.9 37,721.9 Other Non Appropriated Funds 40,381.0 39,365.0 39,365.0 39,365.0 Program Total 90,329.1 94,634.9 94,634.9 94,634.9 FTE Positions 719.5 748.7 748.7 748.7 Strategic Issues: Issue 1 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 and in the other states that share a border with Mexico. Issue 2 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. The "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, which resulted with guilty verdicts and prison sentences for two top executives. Lasting 10 months, it was the longest criminal trial in Arizona history. Page 46 Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law AGA 1.0 Program Summary 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 Funding and FTE Summary: (Thousands) Civil Rights Division Criminal Division FY 2010 Actual 2,520.1 2,520.1 2,520.1 5,117.7 6,653.3 6,653.3 6,653.3 Other Non Appropriated Funds 1,888.8 1,137.5 1,137.5 1,137.5 Program Total 9,265.7 10,310.9 10,310.9 10,310.9 FTE Positions 109.1 104.1 104.1 104.1 ‹ Goal 1 To be responsive to public concerns about consumer fraud. Performance Measures Complaints opened Explanation: FY 2012 Request 13,536.2 15,101.3 15,101.3 15,101.3 Other Appropriated Funds 30,635.4 35,956.2 35,956.2 35,956.2 Other Non Appropriated Funds 40,381.0 39,052.7 39,052.7 39,052.7 Program Total 84,552.6 90,110.2 90,110.2 90,110.2 FTE Positions 673.2 696.6 696.6 696.6 28,188 25,000 25,000 25,000 23,000 23,000 23,000 47,270 48,000 48,000 48,000 To deter fraudulent business practices as a means to protect consumers from fraud. FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 54 65 60 60 20 20 20 20 To provide the highest quality legal advice and representation to the Department of Environmental Quality. Performance Measures Civil advice and litigation files open. Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 634 625 625 625 Reduction due to ADEQ having had a substantial reduction in their staff and monies Explanation: 109 110 110 110 Reduction due to ADEQ having had a substantial reduction in their staff and monies this past fiscal year. Hours spent on matters reviewed but not opened Explanation: 5,643 5,600 5,650 5,650 Reduction due to ADEQ having had a substantial reduction in their staff and monies this past fiscal year. Administrative hearings set Summary and trial judgments Explanation: ‹ Goal 4 FY 2010 Actual The Division has mainstreamed and group investigations by matter as opposed to potential violater. Cases resolved within the year Attorney General - Department of Law FY 2013 Estimate 22,023 FY 2013 Request General Funds FY 2012 Estimate Telephone calls received from the public Judgments FY 2011 Estimate FY 2011 Estimate Complaints closed ‹ Goal 3 FY 2010 Actual FY 2010 Actual Increase in complaints due to economic downturn and increased mortgage foreclosures Explanation: Finance Division FY 2013 Request 2,259.2 Civil cases/investigations opened Civil Division FY 2012 Request Other Appropriated Funds Performance Measures Child and Family Protection Division FY 2011 Estimate General Funds ‹ Goal 2 Public Advocacy Division Funding and FTE Summary: (Thousands) 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). 128 100 100 75 17 15 18 20 Due to the economic climate, more companies violated regulations in an effort to cut their costs. These violations resulted in more enforcement matters being filed in FY2010. To provide the highest quality legal representation and advice to: Departments of Agriculture, Financial Institutions, Dollars (in thousands) are listed as requested by agencies. Page 47 Game and Fish, Insurance and Real Estate. FY 2010 Actual Performance Measures FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Cases opened 321 300 300 300 Enforcement and regulatory matters handled for agency clients 327 275 275 275 Explanation: ‹ Goal 5 Increase due to Department of Real Estate "Continuing Education " cases are bundled together in groups. Youth compliance checks conducted ‹ Goal 6 Complaints received Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2,592 2,000 2,000 2,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 24 20 20 20 100,876 100,000 75,000 Mission: To enforce civil rights laws and eliminate discrimination statewide by increasing public awareness of civil rights through education and enforcement and providing greater access to victims, including offering dispute resolution services to the people of Arizona. Description: Gas prices did not spike as expected and consumers have become accustomed to the high prices. Restitution ordered for Arizona consumers and costs recovered in antitrust cases ($ dollars) Explanation: FY 2010 Actual To protect and promote competition for the benefit of Arizona consumers through enforcement of the Arizona Uniform Antitrust Act. Performance Measures CIVIL RIGHTS DIVISION Melanie Pate, Division Chief Counsel Phone: (602) 542-7716 A.R.S. §§ 41-191 and 41-1401 To enforce the Model Escrow Statute, Directory Statute and Master Settlement Agreement and work to reduce sales of tobacco products to minors. Performance Measures Subprogram Summary AGA 1.2 50,000 It has taken longer than anticipated to obtain court approval of some settlements. The Division's major duty is to enforce state statutes that prohibit discrimination in employment, voting, public accommodations, and housing by investigating and litigating civil rights complaints. In addition, the Division provides conflict resolution services and mediation programs statewide, including many court and agency programs. The Division not only is responsive to complaints it receives but is pro-active in addressing discriminatory activity by providing education and awareness. It also may conduct surveys and inquiries in efforts to eliminate discrimination and publish reports to highlight civil rights issues in the State. The Division has administrative, community service, and civil functions. Its staff is comprised of lawyers, compliance officers, program managers, coordinators, support personnel, volunteers, and interns. The Division has offices in Phoenix and Tucson. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request FY 2013 Request 1,851.4 1,516.6 1,851.4 1,851.4 51.0 70.6 70.6 70.6 967.4 1,173.3 1,173.3 1,173.3 Program Total 2,535.0 3,095.3 3,095.3 3,095.3 FTE Positions 39.2 35.1 35.1 35.1 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase compliance with anti-discrimination laws through timely and effective investigation. FY 2010 Actual Performance Measures Number of cases investigated Number of cases resolved Percentage of cases resolved using voluntary settlement agreements Explanation: ‹ Goal 2 FY 2012 Estimate FY 2013 Estimate 1,521 1,525 1,500 1,500 957 1,025 1,000 1,000 12 15 15 15 To identify major litigation with an emphasis on class and policy cases and to obtain monetary relief and significant remedial relief as appropriate. Number of lawsuits Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 23 25 25 25 This number includes all cases that were pending or newly opened in FY2010. Number of lawsuits resolved Explanation: 9 15 15 15 Fewer investigations in FY2009 resulted in a reduction in lawsuits resolved in FY2010. Percentage of litigation cases resolved using voluntary settlement agreements ‹ Goal 3 FY 2011 Estimate In FY2009, the percentage of voluntary settlement agreements was unusually high. Performance Measures 100 95 95 95 To provide the people of Arizona and its governmental entities effective dispute resolution services. Performance Measures Number of cases referred to mediation Explanation: Page 48 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 456 425 425 425 In FY2009, a reduced number of cases investigated resulted in a substantially lower number of cases that were referred to mediation. Attorney General - Department of Law FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of Civil Rights discrimination cases mediated 113 130 130 130 Percentage of total mediations in which agreement reached (including non-discrimination cases) 78 85 80 80 Maintain satisfaction rate of participants above 90 percent 92 95 95 95 Performance Measures ‹ 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 Approximate number of people assisted through litigation Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,500 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 Explanation: FY 2010 Actual 4,500 4,500 4,500 4,500 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 FY2010. Subprogram Summary AGA 1.3 CRIMINAL DIVISION Donald Conrad, Division Chief Counsel Phone: (602) 542-8473 A.R.S. §§ 41-191 and 21-427 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. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2013 Request General Funds 7,109.0 8,590.8 8,590.8 8,590.8 Other Appropriated Funds 3,400.4 3,661.1 3,661.1 3,661.1 Other Non Appropriated Funds 35,379.7 35,027.4 35,027.4 35,027.4 Program Total 45,889.1 47,279.3 47,279.3 47,279.3 FTE Positions 179.8 222.9 222.9 222.9 ‹ Goal 1 To ensure that death penalty sentences are carried out justly and as timely as possible in order to preserve the rights of the victims and to defend the State of Arizona in all non-capital appellate cases. Performance Measures Death penalty cases open FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 134 144 154 154 90 95 95 95 781 820 861 904 Percentage of death penalty sentences affirmed by the Arizona Supreme Court Number of briefs, habeas answers, petitions for review and responses to petitions for review filed Explanation: ‹ Goal 2 Statistics are for the Criminal Appeals Section only. To aggressively investigate and prosecute drug, money laundering, gang and other related offenses that occur in Arizona, to seek fair civil economic remedies to reduce the profit incentive of drug trafficking, and to disrupt racketeering enterprises. Performance Measures Cases open Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 779 802 826 850 The increase in FY2010 reflects multi-defendant wiretap cases and multi-defendant cases submitted by law enforcement agencies. Number of defendants charged Forfeiture cases opened Explanation: 621 639 658 677 1,939 500 550 600 The increase in FY2010 is due to one large case opened this year Amount forfeited to State ($ millions) Explanation: ‹ Goal 3 8.6 5.5 5.5 5.5 The increase in FY2010 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 Cases open Explanation: Total number of victims Attorney General - Department of Law FY 2012 Request Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,126 1,159 1,192 1,227 The decrease in FY2010 resulted from fewer complex, multidefendant cases. 29,477 6,500 6,500 6,500 Page 49 Performance Measures Restitution ordered by the courts ($ millions) Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 13.0 8.5 8.5 8.5 67 60 60 60 To foster victims' recovery from the traumatic short and longterm 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. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of victims served 7,631 9,000 8,500 7,000 Explanation: The decrease in FY2010 results from the decline in number of large victim cases and subsequent reduction of victims served. Number of trainings and presentations given % of Victims' Rights award recipients satisfied with the Victim's Rights Program ‹ Goal 5 Open cases Law enforcement assists Explanation: 55 50 50 50 100 90 90 90 To provide competent and timely investigations of criminal conduct. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 297 305 314 323 1,943 1,000 1,130 1,160 The increase in FY2010 is due to the Division assisting other law enforcement agencies in their investigations due to agencies' reduction in staff. Subprogram Summary AGA 1.4 CHILD AND FAMILY PROTECTION DIVISION The decrease in FY2010 reflects the restitution ordered in the Aspire case of $46.1 million in FY2009. County Attorney conflict of interest referrals ‹ Goal 4 FY 2010 Actual Nicole Davis, Division Chief Counsel Phone: (602) 542-9948 A.R.S. § 41-191 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. 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 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 DES. 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 2010 Actual FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 717.9 0.0 0.0 0.0 Program Total 717.9 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 0.0 ‹ 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 in-home petitions) Explanation: Page 50 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3,709 3,800 3,900 4,100 In FY2009 and FY2010, DCYF expanded the use of in-home support services. Attorney General - Department of Law Performance Measures Number of preliminary protective hearings within five to seven days of filing initial dependency petition Number of hearings held to establish a permanent plan within 12 months Explanation: Explanation: 3,592 3,200 3,300 3,300 Explanation: Explanation: Hours of counsel and advice Number of children with paternity established Explanation: FY 2013 Estimate 22,398 22,000 22,000 22,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 4,970 4,500 4,500 4,500 1,340 1,400 1,500 1,600 540 500 600 600 2,218 1,900 1,900 1,900 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 82.5 83.0 84.0 85.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2,249 2,250 2,200 2,200 This number has declined as paternity is more often established through the Administrative Voluntary Paternity Program. To provide legal representation in DES litigation and to prosecute and deter fraud. Performance Measures Administrative, Civil and Appellate litigation resolved FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 848 750 750 750 The CLA section implemented enhancements to its tracking system thereby accounting for UIB applications for appeal, both granted and denied. Explanation: Civil Collection litigation resolved 309 250 250 250 Criminal prosecutions completed successfully 168 200 200 200 Explanation: The decrease is directly related to the decline in the number of prosecutions filed between FY2009 and FY2010 and, a reduction in the number of matters referred by the client agency. To generate funds for the State via criminal restitution and civil judgments. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Civil judgments ($) 579,094 600,000 600,000 600,000 Garnishment funds received ($) 389,435 325,000 325,000 325,000 Performance Measures During FY2010, the Section collected a number of substantial judgments entered against bank garnishees. Criminal restitution ordered ($) 452,279 600,000 600,000 600,000 The decrease is directly related to the decline in the number of prosecutions completed in FY2010. Criminal restitution received prior to sentencing ($) ‹ Goal 7 FY 2012 Estimate To increase the number of children in the State's child support caseload whose paternity is established. Performance Measures Explanation: FY 2011 Estimate To increase the percentage of cases in the State's child support caseload which have child support orders. Percentage of court ordered cases ratio required Explanation: FY 2010 Actual In FY2010, there was an increase in termination of parental rights actions. Performance Measures Explanation: Performance Measures In FY2010, there was an increase in permanent guardianships achieved. Number of terminations achieved (child removed from parents) ‹ Goal 6 Economic Security. The reduced number of successful reunifications is consistent with the rise in guardianship and termination filings in FY2010. Number of guardianships achieved (child placed with guardian) ‹ Goal 5 FY 2013 Estimate In fall of 2008, legislation was enacted to require a permanency hearing for children under three, within 6 months of the dependency filing. This accounts for the increase in permanency hearings during FY2010. Number of reunifications achieved (child back with parents) ‹ Goal 4 FY 2012 Estimate 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 ‹ Goal 3 FY 2011 Estimate During FY2010, a new case management system was implemented. The new system has improved tracking capabilities allowing for the capture of data on hearings. Explanation: ‹ Goal 2 FY 2010 Actual 269,683 350,000 350,000 350,000 The decrease is due both to the decline in the number of prosecutions completed in FY2010 and the economic recession. To provide comprehensive legal advice to the Department of Attorney General - Department of Law Dollars (in thousands) are listed as requested by agencies. Page 51 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Average billable hours: per employment lawsuit - AGO 643 650 650 650 Average billable hourly rate: per employment lawsuit - AGO 105 110 115 115 Average billable hourly rate: per workers compensation matter: AGO 107 96 96 96 Performance Measures Subprogram Summary AGA 1.5 CIVIL DIVISION Pam Culwell, Division Chief Counsel Phone: (602) 542-7682 A.R.S. § 41-191 Explanation: Mission: 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 increase in FY2010 was caused by a reduction in billable hours for the year. Average billable hourly rate: per workers compensation matter - OSC Explanation: 149 135 135 135 In FY2010, only 10 hours of outside counsel services was procured. Description: The Civil Division consists of attorneys and staff whose principal assignments focus on specialty areas of civil law. In addition, the Division provides day-to-day legal services to a number of departments, boards, and commissions in the State of Arizona. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 335.4 614.7 614.7 614.7 16,983.9 19,713.0 19,713.0 19,713.0 92.8 101.4 101.4 101.4 Program Total 17,412.0 20,429.1 20,429.1 20,429.1 FTE Positions 226.8 225.6 225.6 225.6 General Funds 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) Explanation: ‹ Goal 2 FY 2012 Estimate FY 2013 Estimate 30.6 45 50 50 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 22 24 26 26 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 Explanation: FY 2011 Estimate FY2010 results reflect the continued drop in the real estate market and the deferral of payments on some transactions. Performance Measures Explanation: FY 2010 Actual 66 50 50 50 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 272 250 270 290 Average billable hours: per tort lawsuit - OSC 97 150 175 190 Explanation: The decrease in FY2010 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 Explanation: 105 110 115 187 195 200 210 T Average billable hourly rate: per tort lawsuit - OSC Explanation: 102 The increase in the average billable rate from FY2009 to FY2010 is due to increases in the hourly rates in the contract bids. Average months in suit: per employment lawsuit - AGO 21 25 25 25 Average months in suit: per employment lawsuit - OSC 22 34 35 35 Explanation: Page 52 It is increasingly difficult to get a meanful average for outside counsel suits, because fewer cases are being assigned to outside counsel. Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law Performance Measures Subprogram Summary AGA 1.6 Adjusting journal entries processed FINANCE DIVISION Explanation: Mark Wilson, Division Chief Counsel Phone: (602) 542-8327 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 544 525 525 525 The increase in FY2010 is due changes made to streamline the processing of revenues and journal entries required to adjust Federal funds to account for the creation of the ARRA Fund. A.R.S. § 41-191 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 2,316.0 1,524.3 1,524.3 1,524.3 Other Appropriated Funds 5,082.5 5,858.2 5,858.2 5,858.2 Other Non Appropriated Funds 1,334.5 1,613.1 1,613.1 1,613.1 Program Total 8,732.9 8,995.6 8,995.6 8,995.6 FTE Positions 118.3 108.9 108.9 108.9 ‹ Goal 1 To collect debts owed to the State sufficient to fund Tax, Bankruptcy and Collection operations, all Collection Enforcement Revolving Fund authorized positions (47), and to revert excess monies to the State General Fund. Performance Measures New cases opened Explanation: ‹ Goal 2 FY 2013 Estimate 5,081 4,000 4,000 4,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 16 12 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 Trainings with high-demand clients Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 17 12 12 12 The increase in FY2010 results from increased requests from client agencies to provide training in open meetings and public records law. To effectively leverage technologies through staff training and full utilization/implementation of software programs including Legal Files, RevQ, Access Databases, and Internal Asset Tracking System. Performance Measures Staff training (number of hours) Explanation: ‹ Goal 5 FY 2012 Estimate To improve client satisfaction through 1) identification of the 12 clients who consume the most Section legal services and 2) client relations meetings with those high-demand clients to improve the efficiency of legal services delivery. Meetings with high-demand clients ‹ Goal 4 FY 2011 Estimate The Bankruptcy Collection Enforcement Section modified its opening and case management procedures for the Chapter 13 bankruptcy cases, which resulted in the increase in the FY2010 Actual - New Cases Opened. Performance Measures ‹ Goal 3 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 494 250 250 250 The increase results from additional training conducted by the Library and other sections. To increase efficiencies by reducing the number of adjusting journal entries processed. Performance Measures FY 2010 Actual Attorney General - Department of Law FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 53 Performance Measures Program Summary AGA 2.0 Explanation: CENTRAL ADMINISTRATION FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate The decrease in turnover rate from FY09 to FY10 is due to the economic downturn in Arizona. 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) Executive Office and Policy and Program Development Office; (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. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 4,238.2 2,446.7 2,446.7 2,446.7 Other Appropriated Funds 1,538.3 1,765.7 1,765.7 1,765.7 0.0 312.3 312.3 312.3 Program Total 5,776.5 4,524.7 4,524.7 4,524.7 FTE Positions 46.3 52.1 52.1 52.1 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 Customer satisfaction rating for client agencies (scale of 1 to 8, with 8 the highest) Days to respond to a request for a legal opinion Explanation: 5.7 6.0 6.0 6.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 7.15 7.20 7.20 7.20 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 82.2 50 50 50 FY2010 Actual was higher than estimate because of a heavy litigation workload that included constitutionality of abortion-related legislation and defending budget-related legislation. To retain professional, experienced staff whose skills serve both state residents and client agencies. Performance Measures Percent of agency staff turnover Page 54 FY 2013 Estimate To timely issue formal legal opinions. Performance Measures ‹ Goal 4 FY 2012 Estimate To provide a superior level of legal services to our client agencies. Performance Measures ‹ Goal 3 FY 2011 Estimate The decrease from FY2009 to FY2010 is attributed to a reduction in the payroll costs in the areas of the office that provided administrative support. Explanation: ‹ Goal 2 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 15.7 17.0 18.0 18.0 Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 185 175 200 200 Number of "chop shops" investigated by Task Force 27 19 30 30 Number of insurance fraud investigations by Task Force 11 9 15 15 Number of training and investigative assistance provided by Task Force 851 817 900 900 Return on investment (for every dollar funded by the Arizona Auto Theft Authority amount recovered by Task Force) 7.45 7.00 10.00 12.00 Performance Measures Agency Summary ATA 0.0 Number of felony arrests by Task Force AUTO THEFT AUTHORITY Brian R. Salata, Executive Director Phone: (602) 364-2888 A.R.S. § 41-3451 Mission: To deter vehicle theft in Arizona through a cooperative effort by supporting law enforcement activities, vertical prosecution, and public education programs. Description: The Authority assists and provides grants to state and local law enforcement agencies for auto theft enforcement. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 5,081.4 5,134.8 5,134.8 5,134.8 0.1 0.0 0.0 Program Total 5,081.5 5,134.8 5,134.8 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds Lower return on investment is expected due to reduced funding and staffing. As funding levels increase, return on investment expected to increase. Explanation: Number of law enforcement grants awarded ‹ Goal 4 Performance Measures Number of prosecutors funded by AATA Explanation: Number of vehicle theft cases filed Explanation: Performance Measures Number of studies conducted ‹ Goal 2 Number of vehicles stolen statewide (2009 calendar year). Arizona vehicle theft rate (# per 100,000 population) Explanation: FY 2013 Estimate 4 4 6 6 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 25,059 35,000 35,000 35,000 380 531 531 531 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 38 32 48 48 FY09 - FY11 funding reductions directly impact Task Force staffing levels. Number of stolen vehicles recovered by AZ. Auto Theft Task Force 2,051 2,000 2,500 Automobile Theft Authority 24.7 20.0 30.0 Number of training sessions provided FY 2012 Estimate FY 2013 Estimate 2.5 3 6 7 3 4 5 6 309 900 1,500 1,800 305 600 900 0 91.5 95.0 1,100 95.0 667,602 1,300,000 1,600,000 2,000,000 8 5 8 12 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of Public Awareness grants to criminal justice agencies 26 0 10 15 Number of PACE (Public Awareness and Community Education) events statewide 230 45 120 140 Number of PACE events sponsored by AATA 30 20 20 20 Number of PACE events sponsored by AATA grant agencies 200 25 100 120 10,000 10,000 10,000 10,000 Number of AATA published Watch Your Car & theft prevention brochures distributed Explanation: MVD/Watch Your Car partnership mailing project not in effect as of FY08. Estimated media exposures (in millions) Number of ACTIVE Watch Your Car (WYC) enrollments ‹ Goal 6 60 50 50 50 70,500 62,000 55,000 50,000 The WYC program currently reduced to maintenance level due to decreased funding and staffing. To develop expertise and promote well-trained vehicle theft/insurance fraud investigators and prosecutors. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of professional training grants awarded to agencies 0 0 10 15 Number of criminal justice personnel receiving auto theft training 0 0 40 50 Explanation: 2,500 30.0 FY 2011 Estimate To provide public education & prevention strategies to reduce victimization of vehicle theft and related criminal activity. Performance Measures ‹ Goal 7 FY09 - FY11 reduced Task Force staffing may reduce or limit stolen vehicle recoveries. Once funding levels are restored in FY12, vehicle recoveries expected to increase. Value of stolen vehicles recovered by Task Force (in millions of dollars) Amount of restitution ordered Performance Measures To deter vehicle theft and associated criminal activity through aggressive, proactive law enforcement strategies. Number of Task Force positions funded by AATA Percent of convictions to cases closed Explanation: 2009 data from AZ. DPS Crime in AZ. Report. FBI Uniform Crime Report to release final 2009 data October '10. Performance Measures Explanation: FY 2012 Estimate FY09 - FY11 funding reductions may lead to an increase in the number of stolen vehicles. Once funding levels are restored in FY12, it's expected numbers will stabilize and continue in downward trend. Explanation: Explanation: FY 2011 Estimate To reduce the incidence of vehicle theft and associated criminal activity by supporting deterrence and prevention programs. Performance Measures ‹ Goal 3 FY 2010 Actual FY 2010 Actual ATA funding decreases have reduced program effectiveness. Number of vehicle theft convictions ‹ Goal 5 0 Due to reduced funding, 3 participating county attorney's offices not funded for FY10 and FY11. 6.0 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. 0 FY09 - FY11 funding reductions directly impact Vertical Prosecution staffing levels. Number of participating counties Issue 1 7 To assure deterrence of vehicle theft and associated criminal activity through effective auto theft (vertical) prosecution. Explanation: Strategic Issues: 14 FY09 - FY11 budget 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 percent of total expenditures Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 5.34 5.50 6.0 6.0 Ratio decrease result of FY09 - FY11 reduced staffing along with agency evaluation and reduction of admin expenses. Page 55 Performance Measures Number of grant agency contractual compliance reviews Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 43 43 55 60 All grant agencies should be reviewed annually for compliance. Customer satisfaction rating (scale of 1-3, 1 highest rating) 1 1 1 1 Number of site visits to grant and statewide law enforcement agencies. 0 20 30 40 Initiate monthly e-newsletter and electronic communications with agency customers/stakeholders. 9 10 12 12 Explanation: Page 56 ATA developing more cost effective strategies for agency and stakeholder communications. Dollars (in thousands) are listed as requested by agencies. Automobile Theft Authority Performance Measures Agency Summary BBA 0.0 Number of inspections conducted BOARD OF BARBER EXAMINERS Percent of total inspections passed Sam B. LaBarbera, Executive Director Phone: (602) 542-4498 Number of complaints received A.R.S. §§ 32-301 et. seq. ‹ Goal 3 Avg. calendar days from receipt of complaint to start of investigation Mission: Number of inspections conducted Description: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 276.4 345.1 345.1 345.1 0.0 0.0 0.0 0.0 Program Total 276.4 345.1 345.1 345.1 FTE Positions 4.0 4.0 4.0 4.0 General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1798 3,200 3,200 3,200 76 75 75 75 334 350 350 350 16 21 21 21 To enforce legislative requirements concerning the regulation of barbers. Performance Measures To preserve the public welfare and health through the development and enforcement of adequate sanitation procedures, rules, and laws governing barbers and barbering establishments. FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,798 3,200 3,200 3,200 Percent of inspections passed 76 75 75 75 Number of licenses revoked or suspended 4 4 4 4 Disciplinary hearings 30 15 15 15 Disciplinary hearings resulting in penalties 21 10 10 10 ‹ Goal 4 To serve licensees in an efficient manner. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Average number of calendar days from receipt of application to issuance or denial .17 3 3 3 Administrative cost as a percent of total cost 6.4 10 10 10 7,125 7,200 7,300 7,400 Performance Measures Number of barber/instructor and shop/school licenses Strategic Issues: Issue 1 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. To ensure that all licenses issued by the Board meet ‹ Goal 1 minimum requirements. Issue 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of applications accepted for new barber/instructor examinations 248 275 300 325 Number of examinations for new barber/instructor failed 124 134 150 162 Percent of examinations for new barber/instructor failed 50 50 50 50 Number of applications for new barber/instructor licensees 276 300 325 350 25 25 25 25 Number of applications for new shop/school licenses 315 325 350 375 Number of applications for new shop/school licenses rejected 6 10 10 10 Performance Measures Number of applications for new barber/instructor licenses rejected ‹ Goal 2 To ensure the proper use of sanitary procedures to prevent the transmission of disease, parasites, or injury to the public. Performance Measures Board of Barber Examiners FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 57 Agency Summary BHA 0.0 BOARD OF BEHAVIORAL HEALTH EXAMINERS Debra Rinaudo, Executive Director Phone: (602) 542-1864 A.R.S. §§ 32-3251 to 32-3322 Mission: To establish and maintain standards of qualifications and performance for licensed behavioral health professionals in the fields of counseling, marriage and family therapy, social work, and substance abuse counseling, and to regulate the practice of licensed behavioral health professionals for the protection of the public. Description: The Board licenses and biennially renews licensure for approximately 8,300 behavioral health professionals requiring these professionals meet minimum standards of education, experience, and competency as measured by examination. The Board also receives and investigates complaints, takes necessary disciplinary action, and responds to inquiries from consumers regarding the licensure status and complaint history of individual behavioral health professionals. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,207.5 1,437.7 1,463.9 1,463.9 0.0 0.0 0.0 0.0 Program Total 1,207.5 1,437.7 1,463.9 1,463.9 FTE Positions 17.0 17.0 17.0 17.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Insufficient Staff Due to the State hiring freeze and the Board's decision to not fill vacant positions, the Board employs only about two-thirds of its 17 FTE positions. The lack of personnel is having a serious impact on the Board’s ability to provide timely services. As a result, the Board has been forced to eliminate all non-essential services until it can re-establish an appropriate staffing level. Excessive workload demands on current staff is also delaying the Board’s efforts to hire and train new employees. To improve agency operations to ensure equitable, ‹ Goal 1 consistent, and timely enforcement of statutes and rules regulating behavioral health professionals. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 98 90 90 90 8,333 8,359 8,385 8,411 Administration as a percentage of total cost 9.5 4.2 3.9 3.9 Applications received 792 779 770 770 Individuals licensed 592 655 655 655 4,003 3,713 4,411 3,896 Average number of days to renew a license from receipt of application to issuance 29 30 30 30 Average number of days to process verifications. 4 10 10 10 Verifications received 237 200 200 200 Numbers of inspections/investigations 295 325 325 325 Average days to resolve a complaint 396 400 400 400 Number of complaints received about licensees 127 140 140 140 Customers satisfaction rating (scale 1- 8) 6.6 5.5 5.5 5.5 Performance Measures Percent of application reviews completed within 180 days Number of new and existing licenses issued Renewals received Page 58 Dollars (in thousands) are listed as requested by agencies. Board of Behavioral Health Examiners DIA Agency Summary 0.0 DIA Program Summary 1.0 ARIZONA BIOMEDICAL RESEARCH COMMISSION DISEASE CONTROL RESEARCH PROGRAM Dawn C. Schroeder, DDS, MA, Executive Director Phone: (602) 542-1028 Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 A.R.S. §§ 36-271 to 36-276 A.R.S. §§ 36-274 Mission: Mission: To advance medical research within the State of Arizona. To advance medical research within the State of Arizona. Description: Description: The Biomedical Research Commission awards contracts for medical research projects studying the causes of disease, epidemiology and diagnosis of disease, the formulation of cures, medically accepted treatment, and prevention of diseases. The Commission oversees 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. 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. ($ Thousands) Agency Summary: Program ¾ DISEASE CONTROL RESEARCH PROGRAM RESEARCH ¾ HEALTH PROGRAM Agency Total: Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate 2,813.7 3,524.9 FY 2012 Request 3,524.9 3,524.9 9,928.2 8,537.4 8,537.4 8,537.4 12,741.9 12,062.3 12,062.3 12,062.3 FY 2010 Actual FY 2011 Estimate 0.0 0.0 FY 2012 Request 0.0 Funding and FTE Summary: (Thousands) FY 2013 Request FY 2013 Request 0.0 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,813.7 3,524.9 3,524.9 3,524.9 Program Total 2,813.7 3,524.9 3,524.9 3,524.9 FTE Positions 2.5 2.5 2.5 2.5 ‹ Goal 1 To monitor the contribution of investigators to medical research by reviewing the scientific literature. Performance Measures 500.0 500.0 11,562.3 11,562.3 Number of abstracts published ‹ Goal 2 12,062.3 12,062.3 12,062.3 5.0 5.0 5.0 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 Arizona Biomedical Research Commission 0.0 0.0 500.0 5.0 FY 2013 Request 0.0 11,562.3 12,741.9 FY 2012 Request Other Appropriated Funds 500.0 FTE Positions FY 2011 Estimate General Funds 12,241.9 Program Total FY 2010 Actual Number of scientific articles published FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 12 10 10 10 8 6 6 6 To advance biotechnology by combining the expertise and resources of the Commission with that of other non-profit and for-profit institutions to remove impediments to interinstitutional biomedical research collaborations. Performance Measures Number of jointly funded projects with the non-profit and for-profit sectors Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1 1 0 0 Page 59 DIA Program Summary 2.0 HEALTH RESEARCH PROGRAM Dawn Schroeder, D.D.S., Executive Director Phone: (602) 542-1028 A.R.S. §§ 36-275 to 36-276 Mission: To advance medical research within the State of Arizona. Description: 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) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 500.0 500.0 500.0 500.0 Other Non Appropriated Funds 9,428.2 8,037.4 8,037.4 8,037.4 Program Total 9,928.2 8,537.4 8,537.4 8,537.4 FTE Positions 2.5 2.5 2.5 2.5 Other Appropriated Funds ‹ Goal 1 To monitor the contribution of investigators to medical research by reviewing the scientific literature. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of scientific articles published 52 45 45 45 Number of abstracts published 16 12 12 12 Performance Measures ‹ Goal 2 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 multi-investigator multidisciplinary projects submitted as a function of the total number of proposals received. ‹ Goal 3 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 150 0 0 59/109 50/100 50/100 50/100 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 proposals (RFPs) mailed. Page 60 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1000 0 0 0 Dollars (in thousands) are listed as requested by agencies. Arizona Biomedical Research Commission Agency Summary PDA 0.0 STATE CAPITAL POST CONVICTION PUBLIC DEFENDER Martin Lieberman, Director Phone: (602) 771-9000 A.R.S.41-4301 Mission: To provide representation to capital defendants in post conviction proceedings, as assigned by the Supreme Court, in accordance with guidelines established by the American Bar Association. Description: The Office was established in 2006 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 accepts appointments to cases from the Supreme Court as resources allow. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 646.5 635.8 715.8 715.8 0.0 0.0 0.0 170.0 Other Non Appropriated Funds 136.8 0.0 170.0 170.0 Program Total 783.3 635.8 885.8 1,055.8 FTE Positions 7.0 7.0 7.0 7.0 General Funds Other Appropriated Funds 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 5, 2010, there were fifteen inmates on death row without counsel; last year at this time, it was eighteen. It is anticipated that the numbers will increase as Maricopa County has had an aggressive capital punishment policy over the past few years and many of those cases are now on appeal. The Arizona Supreme Court estimates that it can decide approximately ten (10) death penalty appeals per year. In practice, however, it has decided about seven appeals each year for the past five years. Because the Court affirms the death sentence in approximately 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 was not renewed in 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. Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2 2 1 1 Estimates for 2011/12/13 recognize loss of FY10 grant. Number of professional staff providing high quality representation to clients Explanation: FY 2010 Actual 5.0 4.5 6. 6. FY11 estimate results from loss of FY10 grant and expectation of supplemental appropriation. Otherwise, we will lose one position. FY2012/13 estimates are based on receipt of increased funding for paraprofessional staff. Otherwise, we will maintain FY11 levels. State Capital Post-Conviction Public Defender Office Dollars (in thousands) are listed as requested by agencies. Page 61 Performance Measures Agency Summary CSA 0.0 Number of disciplinary actions that resulted in withholding of funds STATE BOARD FOR CHARTER SCHOOLS Explanation: DeAnna Rowe, Executive Director Phone: (602) 364-3080 Explanation: Mission: To foster accountability in charter schools, which will improve student achievement through market choice. Description: The Arizona State Board of Charter Schools reviews new, replication, 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 2010 Actual General Funds FY 2011 Estimate 721.0 Other Appropriated Funds 802.6 0.0 Other Non Appropriated Funds Program Total FTE Positions 8.0 FY 2012 Request FY 2013 Request 1,027.7 1,037.2 0.0 0.0 0.0 75.0 75.0 75.0 877.6 1,112.2 1,102.7 8.0 11.0 11.0 Strategic Issues: Performance Measures Number of students enrolled in sponsored charters. Explanation: FY 2012 Estimate FY 2013 Estimate 118,916 120,000 121,000 121,500 378 380 388 396 496 501 509 507 The numbers include all State Board of Education sponsored schools, but not district sponsored schoools. Number of annual on-site monitoring visits 81 126 92 58 Number of contract amendments processed annually. 579 570 582 594 Number of charter school annual audits reviewed 349 370 388 396 Number of corrective action plans mandated. 112 186 158 128 Explanation: Page 62 FY 2013 Estimate 24 25 40 31 4 4 4 6 Revocation proceedings cross fiscal years, but are only reported once. 7 5 5 5 Number of Consent/Settlement Agreements entered. 2 4 4 4 Number of charter contracts revoked. 1 2 2 2 Number of five-year interval reviews completed. 26 82 58 24 Number of five-year interval review schools required to submit performance management plans. 11 41 33 17 Percent of sponsored schools that meet identified academic improvement targets. 0 0 55 65 Percent of sponsored elementary schools performing at or above the state average percent proficient on state assessments in reading. 48 50 55 60 Percent of sponsored elementary schools performing at or above the state average percent proficient on state assessments in math. 39 45 50 55 129 120 120 120 Number of annual complaints regarding sponsored schools Explanation: Complaints are reviewed for contractual compliance and processed accordingly. Customer satisfaction survey (Scale 18) ‹ Goal 2 6.82 6.5 6 6 5.6 5.1 6.1 Respondents are charter holders. Administration as a % of total cost 5.4 To approve quality applications and grant charters to qualified applicants. Performance Measures Number of sponsorship applications received. Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 97 106 73 60 This number includes new, replication, transfer and renewal applications. Number of sponsorship applications approved. 66 62 44 27 Number of new application packages reviewed by staff for administrative completeness. 47 40 37 37 Number of new application packages considered by the Board. 21 11 12 12 Number of new application packages approved by the Board. 14 11 10 10 Number of replication application packages received. 4 9 6 6 Number of replication application packages considered by the Board. 4 9 6 6 Number of replication application packages approved by the Board. 4 9 6 6 53 57 30 19 Number of renewal applications prepared. 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 Explanation: FY 2011 Estimate Total Average Daily Membership Number of sponsored charters with one or more sites in operation Explanation: FY 2010 Actual FY 2012 Estimate Number of charter contracts voluntarily surrendered. Explanation: Fulfilling Statutory Obligations and Meeting Caseload Requirements With the 15 year contracts now expiring, the Board has implemented a renewal process for ensuring the continuation of quality charter schools through the evaluation of past fiscal, contractual and academic performance. Because renewal was not part of the Board's previous workload, resources have not previously been appropriated. In order to continue to promote quality charter schools, the Board must maintain quality authorizing practices as a mechanism for sustained results. This requires additional FTE positions and funding to maintain its work and fulfill its statutory obligations of sponsoring new charter holders, monitoring existing charter school performance and renewing eligible charter holders with the intent of providing alternative learning environments that improve pupil achievement. To increase quality in sponsored charter schools by ‹ Goal 1 evaluating performance, assigning interventions, and monitoring compliance to ensure the continuation of schools that meet contractual obligations. Issue 1 FY 2011 Estimate Pursuant to A.R.S. 15-185.H Number of Notices of Intent to Revoke Charter issued. A.R.S. §§ 15-181 to 15-189 FY 2010 Actual Explanation: Determination of application criteria based upon previous performance. Number of renewal applications submitted. 51 56 29 18 Number of renewal application packages approved by the Board. 48 51 27 10 Number of renewal applications requiring a performance management plan. 23 34 18 0 Any non-compliance matter requiring further action by charter holder and the Board. Dollars (in thousands) are listed as requested by agencies. State Board for Charter Schools 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 some of the agency IT need. 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 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 complaints made against chiropractors and conducts administrative hearings as required. The Board provides information to the public concerning applicants, licensees, and regulatory actions taken. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 433.6 442.4 445.2 448.0 0.0 0.0 0.0 0.0 Program Total 433.6 442.4 445.2 448.0 FTE Positions 5.0 5.0 5.0 5.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Agency revenues cannot meet expenses. Revenues have fallen by $64,000 while 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 in national regulatory planning and coordination, cut costs for supplies and postage, left an investigator position unfilled and now holds all hearings before the Board rather than 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. The enforcement workload for investigations and probationary monitoring has begun to exceed the human resources of the Agency. Complaint investigations average 110 per year. The investigations have found some level of violation in about 80% of all cases and an average of 36% 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 and credentialing remains high in both 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 Issue 3 State Board of Chiropractic Examiners 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 had implemented contracts with chiropractic professionals to assist in the technical components of investigations. However, the combination of falling revenues and mandatory increases in expenses imposed by legislation has depleted all funds for this purpose. Board staff no longer has support from qualified chiropractic professionals for investigations other then limited volunteer resources. Issue 6 The agency is no longer able to contract with the Office of the Attorney General for services, resulting in lack of legal guidance and adequate resources to conduct timely hearings and responses to appeals. At the recommendation of the Office of the Auditor General, the Board had contracted for dedicated A.G. services to provide timely services for the conduct of hearings, adequate resources for Superior Court Appeals, and adequate Board meeting coverage and legal advice. Due to the fall in revenues and mandatory increased expenses, the Board can no longer afford a contract for dedicated legal services. As a result, the Board does not always have legal counsel available while the Board is meeting, placing the State of Arizona at risk of liability. History also tells us that the lack of a contract for legal services delays conduct of hearings by up to 4 years, and the lack of consistency in legal advice and attorney familiarity with the Chiropractic Act creates a liability for both the Board and the State. Issue 7 Issue 8 Much of the Boards technical equipment is end of life. In 2004, the Board began using laptops for Board meetings rather then paper materials. The move was a cost savings for the agency and afforded greater protection for confidential information, particularly patient records. Three of the nine laptops have had to be replaced within the last two years, and the remaining 7 laptops are end of life. Due to falling revenues and increased mandatory expenses, the Board does not have the funds to replace equipment. 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. Performance Measures Number of applications for licensure received Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 104 110 110 110 This measure is used to assess future revenues. Page 63 Performance Measures Average number of days between receipt of complete application and Board action Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 20 25 25 25 This performance measure determines if the Board is meeting the licensing time frames required in law. Number of new licenses issued Explanation: 96 100 100 100 This measure identifies a trend that impacts revenue, staffing and resources planning Number of licenses issued prior to undisclosed conviction being identified Explanation: 0 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 FY 2010 Actual 2,493 2,500 2,550 2,600 100 95 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. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of new complaints filed 85 115 115 115 Percent of complaints resolved within 180 days of receipt with no hearing required 54 80 80 80 Average number of months to resolve a complaint by administrative hearing 0 8.0 0 0 164 160 165 165 22 22 22 22 Performance Measures Total number of investigations conducted Percent of concluded investigations resulting in disciplinary action ‹ Goal 3 To ensure Board and staff competence and knowledge. Performance Measures Percent of survey responses which indicate that staff was knowledgeable and courteous in public communications or that the measure was not applicable. Administration as a percent of total cost ‹ Goal 4 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 100 97 97 97 15 17 17 17 To increase public awareness of agency functions, resources, and public records accessibility. Performance Measures Web site access count Self assessment surveys returned. Percent of complaint investigations that the Board found to be outside of its jurisdiction. Page 64 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 19,140 29,000 39,000 39,000 20 30 30 30 0 1 1 1 Dollars (in thousands) are listed as requested by agencies. State Board of Chiropractic Examiners Performance Measures Agency Summary ECA 0.0 Percent of candidates submitting candidate statements (calendar years) CLEAN ELECTIONS COMMISSION Number of candidate statement pamphlets mailed to AZ households (calendar years in thousands) Todd F. Lang, Executive Director Phone: (602) 364-3477 ‹ Goal 3 A.R.S. §§ 16-901 et seq FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 125 125 120 120 0 3,800.0 0 3,800.0 To comply with the Caps for spending specified in the Clean Elections Act Mission: To fairly, faithfully, and fully implement and administer the Arizona Citizens' Clean Elections Act. FY 2010 Actual Performance Measures Percent of cap spent on administration and enforcement (calendar years) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3.5 5.0 5.0 5.0 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 16,864.9 21,145.7 21,145.7 21,145.7 Program Total 16,864.9 21,145.7 21,145.7 21,145.7 FTE Positions 5.0 5.0 5.0 5.0 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 129 129 135 140 Number of certified participating candidates (calendar years) ‹ Goal 2 To administer debates and develop a procedure for communicating candidate statements to the citizens of Arizona Performance Measures FY 2010 Actual Citizens' Clean Elections Commission FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 65 EPA (CEDC) Fund There is a high probability additional sweeps of the CEDC Fund will result in claims of “detrimental reliance” and possibly, legal action. 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 of Commerce, which is in the process of becoming the Arizona Commerce Authority, develops and implements the state’s economic development plan directed at creating and retaining quality jobs statewide. Accordingly, the Authority implements statewide strategies that promote Arizona’s global competitiveness; facilitates the coordination of the state’s workforce development system; supports the expansion of existing businesses, including small and minority-owned businesses; conducts targeted business attraction to enhance economic diversification; and promotes international trade and investment. ($ Thousands) Agency Summary: FY 2010 Actual Program FY 2012 Request 3,746.3 3,746.3 3,746.3 ¾ BUSINESS DEVELOPMENT DEVELOPMENT ¾ ENERGY AND UTILIZATION 51,824.7 15,252.9 15,252.9 15,252.9 21,373.6 44,402.5 44,402.5 44,402.5 Agency Total: 76,963.3 63,401.7 63,401.7 63,401.7 Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual 3,570.9 FY 2011 Estimate FY 2012 Request 3,566.5 FY 2013 Request 3,566.5 3,566.5 2,677.5 4,357.4 4,357.4 4,357.4 Other Non Appropriated Funds 70,714.9 55,477.8 55,477.8 55,477.8 Program Total 76,963.3 63,401.7 63,401.7 63,401.7 FTE Positions 127.3 137.9 137.9 137.9 Other Appropriated Funds Strategic Issues: Issue 1 Job Training Fund Arizona’s ability to attract a new economic investment to our state is strengthened through the creation of more high-skilled 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. Future legislative sweeps to this fund would result in the State’s inability to reimburse employers for the job training expenses they incurred while creating and retaining jobs. Further, it would be detrimental to the State’s ability to sustain the Program thereby forfeiting new skilled jobs being created in Arizona and negatively impacting the State’s economic recovery. Issue 2 Motion Picture Development & Attraction In FY 2009, the legislature did not include a designated budget appropriation for the office. The staff for the program was absorbed by Commerce’s Innovation and Global Business Development Division. Page 66 In addition, $1.75 million has been encumbered and set aside for two dealclosing awards made prior to FY 2009 that have or will result in roughly 245 jobs. These awards are scheduled to be paid out after five years and only after the companies prove 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. 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. Commerce and Economic Development Commission GADA – Greater Arizona Development Authority The Greater Arizona Development Authority (GADA) was created by the Arizona State Legislature to assist local and tribal governments and special districts with the development of public infrastructure. GADA leverages its approximately $12 million fund to lower the costs of financing and help accelerate project development for public facilities. Since FY 2008, GADA has experiences $8.2 million in legislative sweeps. According to existing law, GADA is mandated to maintain a minimum amount of funding in its fund, as it pledged to bondholders as a security. The funding sweeps and investment loss has resulted in GADA’s inability to pursue additional bonding. Issue 5 Bond Fund – (Private Activity Bonds) 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). Beginning with a $1.1 million legislative sweep in FY 2009 and followed by an $803,900 legislative sweep in FY 2010, there are virtually no funds to operate the PAB program. Historically, the amount collected in application and confirmation fees has been larger than the amount used to operate the program. The current economic downturn has translated to decreased program activity such that it is not anticipated that the PAB program will have the ability to generate revenue as it had in the past. Application Fees for Business Development Programs administrative support. Beginning in January 2010, the Department is authorized to collect application fees from companies seeking qualification under the Renewable Energy Tax Incentive Program. Further, beginning in January 2011, the Department is authorized to collect application fees from companies seeking tax credit refunds under the Research and Development Program pursuant to A.R.S.§41-1507. The statutes for each of these programs do not identify the use for these application fees. The Department requests that these application fees be utilized to support the administration of the programs as intended. Issue 6 Issue 7 The Commerce Film Office works to promote, develop, and attract economic opportunities in regards to the Film, Television, and Interactive Entertainment industries. The office acts as a central point of contact to help facilitate projects in these fields throughout Arizona. Issue 3 In FY 2011, revenues of approximately $3.5 million are projected to be received by the CEDC fund, but more than $3.5 million will be expended. In addition, over $9 million has been swept from the CEDC over the last two fiscal years. Issue 4 FY 2013 Request 3,765.0 ¾ ADMINISTRATION AND RESEARCH FY 2011 Estimate 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 “dealclosing” funds available. This contrasts with Arizona’s competitor states, which have significantly greater resources for business attraction. Research Administration (Move to OSPB) The Department of Commerce is being dissolved and reorganized into the Arizona Commerce Authority. Research, including labor market, economic and demographic programs are outside of the scope of the new authority and must be moved to a different agency. The Office of Strategic Planning and Budgeting has been selected as the new home for Research. Military Installation (move to Dept of Emergency Management) Effective July 30, 2010 Laws 2010, 2nd Regular Session, Chapter 208 shifted the administration of the Military Installation Fund from the Issue 8 Dollars (in thousands) are listed as requested by agencies. Department of Commerce Department of Commerce to the Department of Emergency & Military Affairs. EPA Program Summary 1.0 ADMINISTRATION AND RESEARCH Jerry Ewing, Deputy Director Phone: (602) 771-1162 A.R.S. § 41-1504 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. This Program Contains the following Subprograms: 4 4 Administration Research Administration Funding and FTE Summary: (Thousands) Department of Commerce FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 345.9 236.8 236.8 236.8 Other Appropriated Funds 104.6 235.0 235.0 235.0 Other Non Appropriated Funds 3,314.5 3,274.5 3,274.5 3,274.5 Program Total 3,765.0 3,746.3 3,746.3 3,746.3 FTE Positions 47.5 46.5 46.5 46.5 Dollars (in thousands) are listed as requested by agencies. Page 67 EPA Subprogram Summary 1.1 EPA Subprogram Summary 1.2 ADMINISTRATION RESEARCH ADMINISTRATION Jerry Ewing, Deputy Director Phone: (602) 771-1162 William Schooling, State Demographer Phone: (602) 771-1179 A.R.S. §§ 41-1504 et. seq. A.R.S. §§ 41-1504, 41-1505 Mission: 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. To provide employment, economic, and demographic information, and federally-required data and analyses that enables sound policy and decisionmaking by Arizona state government, and communities, businesses, and residents of the state. 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request Description: Research provides core services in: 1) demographic research and analysis, including constitutionally-required population estimates; 2) employment and unemployment data, and 3) strategic economic research, including occupation and industry projections. Information is made available to the public. Leaders in business and all levels of government use these data to assist in making informed decisions. In addition, Research provides population projections and maintains data partnerships with the Employment and Training Administration, the Bureau of Labor Statistics, and the Census Bureau. 66.4 3.7 3.7 3.7 104.6 88.7 88.7 88.7 Other Non Appropriated Funds 1,635.3 1,492.1 1,492.1 1,492.1 Funding and FTE Summary: (Thousands) Program Total 1,806.3 1,584.5 1,584.5 1,584.5 General Funds FTE Positions 20.0 20.0 20.0 20.0 General Funds Other 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 ‹ Goal 2 Percentage of network up-time Page 68 FY 2011 Estimate FY 2012 Request FY 2013 Request 233.1 279.5 233.1 233.1 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,676.7 1,782.4 1,782.4 1,782.4 Other Appropriated Funds Program Total 1,956.2 2,015.5 2,015.5 2,015.5 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate FTE Positions 22.0 21.0 21.0 21.0 81 80 80 80 ‹ Goal 1 To ensure information and resources that are strategic, timely, useful and relevant to stakeholders. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 86 78 80 80 786 800 900 900 Number of Populations Statistics Unit Page website hits 23,329 26,000 27,000 27,000 Number of Labor Market Information training and presentations statewide. 10 9 8 8 Number of Labor Market Information website visits. 239,481 218,000 200,000 200,000 Performance Measures To provide the Department with reliable information systems. Performance Measures FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99 99 99 99 Percentage of stakeholders who rated Research information they received as very or extremely useful, timely, and relevant Number of reports in on-line economic clearinghouse database Dollars (in thousands) are listed as requested by agencies. Department of Commerce EPA Program Summary 2.0 EPA Subprogram Summary 2.1 BUSINESS DEVELOPMENT BUSINESS ASSISTANCE CENTER Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 Sandra Watson, Senior Director Phone: (602) 771-1215 A.R.S. §§ 41-1504 et. seq. A.R.S. §§ 41-1504 et. seq. Mission: Mission: To enhance Arizona's global competitiveness, creating jobs and a higher standard of living for Arizonans. To promote the development and expansion of small, minority-, and womenowned businesses. Description: 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, minority-, and women-owned businesses; conducts targeted business attraction focused on Arizona's key industries; promotes international trade and investment; and facilitates innovative and technology-based companies to enhance economic diversification and create high-quality jobs. 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-, and women-owned business endeavors. This Program Contains the following Subprograms: 4 4 4 4 4 4 Business Assistance Center Business Development Finance Job Training Apprenticeship Service FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 3,225.0 3,329.7 3,329.7 3,329.7 Other Appropriated Funds 2,572.9 3,935.7 3,935.7 3,935.7 Other Non Appropriated Funds 46,026.8 7,987.5 7,987.5 7,987.5 Program Total 51,824.7 15,252.9 15,252.9 15,252.9 FTE Positions 50.2 51.7 51.7 51.7 FY 2013 Request 2,431.2 2,440.8 2,440.8 2,440.8 1,166.0 2,084.7 2,084.7 2,084.7 Other Non Appropriated Funds 38,630.7 527.0 527.0 527.0 Program Total 42,227.9 5,052.5 5,052.5 5,052.5 FTE Positions 22.7 23.1 23.1 23.1 To serve as the primary source of information to assist and enable small business growth statewide. Number of responses to inquiries (includes phone, walk-in, mail, fax and online program, and emails) ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 69,089 75,000 80,000 80,000 To create opportunities that increase market penetration of Arizona products and services internationally. The Business Development team encourages retention, expansion, and location of businesses across the state. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of substantive export and trade related technical assistance sessions provided to export-ready, growth-potential companies and individuals 278 200 200 200 Number of trade events (trade shows, trade missions, conferences and workshops) 56 80 80 80 150 250 250 250 Percentage of companies rating service as "important" or "very important" to the ability of their business to access foreign markets 90 85 85 85 Customer satisfaction rating for business development program (Percentage rating services as good or excellent). 85 85 85 85 Performance Measures Number of companies participating in trade events ‹ Goal 3 To promote foreign investment in Arizona. Performance Measures Potential foreign investors attracted to Arizona for site visits ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 27 10 14 14 To enhance awareness of Arizona as a premier state for business relocation and expansion activities in targeted industries. Performance Measures Number of companies recruited to rural locations Locate/expansion capital investment (in millions) Department of Commerce FY 2012 Request Other Appropriated Funds Performance Measures FY 2010 Actual FY 2011 Estimate General Funds ‹ Goal 1 Greater Arizona Development Authority Motion Picture Development Funding and FTE Summary: (Thousands) Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 19 5 5 5 168.5 412 412 412 Page 69 Performance Measures Average hourly wage rate per job Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 15.95 19.00 19.00 19.00 EPA Subprogram Summary 2.2 BUSINESS DEVELOPMENT FINANCE Based on companies receiving business development assistance. Jobs created by companies utilizing Commerce Business Development programs Number of new company relocations, expansions ‹ Goal 5 FY 2010 Actual 2551 3000 10,000 10,000 15 15 15 15 To enhance technical and financial resources of stakeholders in rural Arizona to strengthen statewide economic and community vitality. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of REDI-certified (rural) communities currently implementing local/regional economic development efforts 44 44 44 44 Number of active Main Street communities implementing strategic plans 15 15 15 15 Performance Measures Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 A.R.S. § 41-1504 Mission: To provide quality management of financial incentive programs and offer technical expertise in support of the Agency's economic development goals. Description: The Department of Commerce is statutorily responsible for numerous economic development finance and tax programs which are administered by the Finance and Investment Division. These programs include management of the State’s federal private activity bond volume cap, Enterprise and Military Reuse Zones, the Greater Arizona Development Authority, Commerce and Economic Development Commission, Economic Strengths Projects, and five tax credits (small business opportunity, motion picture, healthy forest, commercial solar and military restructuring). The Division processes applications, certifies/approves applicants according to statutory requirements, provides technical assistance, and maintains public and confidential records. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2012 Request FY 2013 Request 606.6 700.4 700.4 700.4 1,406.9 1,851.0 1,851.0 1,851.0 0.0 0.0 0.0 0.0 Program Total 2,013.5 2,551.4 2,551.4 2,551.4 FTE Positions 7.0 7.0 7.0 7.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To administer the Private Activity Bond program fairly and consistently. ‹ Goal 2 To administer the Enterprise Zone program fairly and effectively. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Total number of jobs created by companies participating in the Enterprise Zone program 3,785 3,500 3,600 3,600 Capital investment made by companies participating in Enterprise Zone program (property tax and income tax programs) (in millions) 1,299 700 725 725 Performance Measures Page 70 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Commerce EPA Subprogram Summary 2.3 EPA Subprogram Summary 2.4 JOB TRAINING APPRENTICESHIP SERVICE Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 A.R.S. §§ 41-1541 to 41-1544 A.R.S. § 41-1504 Mission: Mission: To promote economic prosperity by providing qualified businesses with the resources to train and develop Arizona’s workforce. 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 Job Training Program is a jobspecific reimbursable grant program that supports the design and delivery of customized training to meet specific needs of employers, create new jobs and help increase the skill and wage levels of employees in Arizona. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 7,023.7 7,039.9 7,039.9 7,039.9 Program Total 7,023.7 7,039.9 7,039.9 7,039.9 FTE Positions 13.2 12.3 12.3 12.3 ‹ Goal 1 To help create and retain higher paying jobs that support emerging and base industries in every region of the State. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of companies assisted 0 25 40 40 Number of workers under contract to be trained 0 2,500 4,000 4,000 Performance Measures Explanation: 0 250 400 400 Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds 0 25 25 FY 2011 Estimate FY 2012 Request FY 2013 Request 188.5 187.2 188.5 188.5 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 150.5 155.9 155.9 155.9 Program Total 337.7 344.4 344.4 344.4 FTE Positions 5.8 6.8 6.8 6.8 Other Appropriated Funds ‹ Goal 1 To implement an effective apprenticeship training system designed to produce highly skilled workers. Number of active registered programs Percentage of registered programs with rural employers Number of workers in registered apprenticeship programs The Job Training program was placed on hold in January 2009 after budget sweeps depleted the fund. Percent of Job Training Funds distributed to Small Business. 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. Performance Measures Forecasted to go through training to increase their job skills. Number of new jobs created as a result of the grant program. Description: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 111 118 125 125 30 32 35 35 3,316 4,000 4,200 4,200 25 The Job Training program was placed on hold in January 2009 after budget sweeps depleted the fund. Department of Commerce Dollars (in thousands) are listed as requested by agencies. Page 71 EPA Subprogram Summary 2.5 EPA Subprogram Summary 2.6 GREATER ARIZONA DEVELOPMENT AUTHORITY MOTION PICTURE DEVELOPMENT Sandra Watson, Asst Deputy Director Phone: (602) 771-1215 Sandra Watson, Asst Deputy Director Phone: (602) 771-1215 A.R.S. § 41-1554 A.R.S. §§ 41-1504 et. seq. Mission: 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. To enhance Arizona's film and visual arts production industry. Description: Description: The Greater Arizona Development Authority assists local communities and tribal governments in developing and financing public infrastructure projects. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 221.9 264.7 264.7 264.7 Program Total 221.9 264.7 264.7 264.7 FTE Positions 1.5 2.5 2.5 2.5 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. ‹ Goal 1 To enhance Arizona's imported film and visual arts production industry. Performance Measures ‹ Goal 1 To increase development of public infrastructure projects. Performance Measures Amount of financial assistance (in millions) loaned to cities, towns, counties, and special districts. GADA Fund has experienced budget sweeps and is close to an inability to pursue bonding. Amount of savings (in millions) for cities, towns, counties, tribes, and special districts from participation in the GADA program over private financing. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 23.3 0 0 0 1,500 0 0 0 Number of projects attracted or facilitated FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 30 na na na GADA Fund has experienced budget sweeps and is close to an inability to pursue bonding. Page 72 Dollars (in thousands) are listed as requested by agencies. Department of Commerce EPA Program Summary 3.0 ENERGY DEVELOPMENT AND UTILIZATION Jerry Ewing, Deputy Director Phone: (602) 771-1162 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 0.0 186.7 186.7 186.7 Other Non Appropriated Funds 21,373.6 44,215.8 44,215.8 44,215.8 Program Total 21,373.6 44,402.5 44,402.5 44,402.5 FTE Positions 29.6 39.7 39.7 39.7 ‹ 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Estimated present value of energy/dollars saved (in millions) by encouraging the incorporation of building science principles 125 180 180 180 Number of rural communities participating in the Municipal Energy Management Program/Community Energy Program. na na na na British Thermal Units (in billions) displaced with energy efficiency and renewals to energy projects in cities and counties. na 2.5 2.5 2.5 Kilowatt Hours (in millions) produced annually from renewable energy systems installed. na 1.0 1.0 1.0 Performance Measures Department of Commerce Dollars (in thousands) are listed as requested by agencies. Page 73 Agency Summary CNA 0.0 CONSTABLE ETHICS STANDARDS AND TRAINING Vince Roberts, 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 276.0 213.6 213.6 213.6 Program Total 276.0 213.6 213.6 213.6 FTE Positions 0.0 0.0 0.0 0.0 Strategic Issues: The CNA will spend FY11 and FY12 refining the Constable Code of Conduct and will continue to improve upon ways to resolve citizen complaints against constables. The CNA will spend FY11 and FY12 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 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3 15 2 1 To adopt rules governing the operation of the Board Performance Measures The number of rules adopted in fiscal year ‹ Goal 3 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 5 0 0 To investigate and resolve complaints against constables FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate The number of citizen complaints against constables received by the Board. 19 12 12 12 The number of citizen complaints against constables resolved by the Board. 15 10 10 10 Performance Measures ‹ Goal 4 To distribute grants for constable training & equipment Performance Measures The number of grants awarded. ‹ Goal 5 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 37 40 40 40 To ensure compliance with constable training reporting requirements Performance Measures Number of constables reporting approved training. Page 74 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 47 75 80 80 Dollars (in thousands) are listed as requested by agencies. Constable Ethics Standards & 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: 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. The program licenses and regulates residential and commercial contractors. Funding and FTE Summary: (Thousands) General Funds ($ Thousands) Agency Summary: FY 2010 Actual Other Appropriated Funds FY 2010 Actual Program ¾ REGULATORY AFFAIRS ¾ RECOVERY FUND Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request Other Non Appropriated Funds 0.0 0.0 0.0 12,181.0 12,181.0 12,181.0 0.0 0.0 0.0 0.0 12,181.0 12,181.0 Program Total 8,768.7 12,181.0 12,181.0 12,181.0 6,165.3 6,165.3 6,165.3 FTE Positions 144.8 144.8 144.8 144.8 14,714.3 18,346.3 18,346.3 18,346.3 FY 2010 Actual FY 2011 Estimate FY 2012 Request ‹ Goal 1 FY 2013 Request 0.0 0.0 0.0 12,181.0 12,181.0 12,181.0 Other Non Appropriated Funds 5,945.6 6,165.3 6,165.3 6,165.3 Program Total 14,714.3 18,346.3 18,346.3 18,346.3 FTE Positions 154.8 152.8 152.8 152.8 Total number of contractors licensed in state Percent of licensing customers indicating they received good or better customer service ‹ Goal 2 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. 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. To process applications for new and renewal licenses in an efficient, thorough and timely manner. Performance Measures Strategic Issues: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 58,358 56,672 55,035 53,445 83 83 83 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Complaints received - licensed contractors 6,431 6,431 6,431 6,431 Total complaints closed through compliance 4,542 4,542 4,542 4,542 Average number of days from receipt of licensed complaint to conduct jobsite inspections 19 19 19 19 Percent of inspections customers indicating they received good or better customer service 89 89 89 89 Performance Measures ‹ 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of cases resulting in a citation for hearing 3,153 3,153 3,153 3,153 Total number of disciplinary license revocations and suspensions 2,472 2,472 2,472 2,472 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. Performance Measures Number of complaints received unlicensed contractors Average number of days per complaint from receipt to investigation completion Registrar of Contractors 0.0 8,768.7 12,181.0 0.0 Issue 2 FY 2013 Request 8,768.7 8,768.7 Issue 1 FY 2012 Request 5,945.6 Other Appropriated Funds General Funds FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,985 1,985 1,985 1,985 27 27 27 27 Page 75 Performance Measures Percent of investigations customers indicating they received good or better customer service ‹ Goal 5 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99 99 99 99 RECOVERY FUND 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of unique visitors to agency website 532,792 570,201 570,077 569,952 Incoming telephone calls to the agency 220,114 220,114 220,114 220,114 Performance Measures Program Summary RGA 2.0 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 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 5,945.6 6,165.3 6,165.3 6,165.3 Program Total 5,945.6 6,165.3 6,165.3 6,165.3 FTE Positions 10.0 8.0 8.0 8.0 ‹ 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 76 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 398 484 484 484 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 that expire in 2010 or 2012. The seats are staggered in 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, ensuring 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. 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 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 3,020.1 3,012.4 3,040.4 3,040.4 1,491.1 1,542.5 1,542.5 1,542.5 3,958.2 4,421.8 4,421.8 4,421.8 4,433.5 4,531.2 4,500.0 4,500.0 560.8 650.0 650.0 650.0 1,578.2 1,582.1 1,582.1 1,582.1 5,875.7 5,887.4 5,821.9 5,544.0 1,751.2 1,887.7 1,887.7 1,800.0 2,496.3 2,379.8 2,379.8 2,379.8 25,165.1 25,894.9 25,826.2 25,460.6 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 588.7 622.2 623.4 623.4 23,534.4 24,146.7 24,108.0 24,108.0 1,042.0 1,126.0 1,094.8 729.2 Program Total 25,165.1 25,894.9 25,826.2 25,460.6 FTE Positions 320.3 318.3 318.3 315.3 Other Appropriated Funds Other Non Appropriated Funds 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 ($ Thousands) Agency Summary: Program 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. Strategic Issues: 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 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 Corporation Commission Dollars (in thousands) are listed as requested by agencies. Page 77 Program Summary CCA 1.0 Program Summary CCA 2.0 ADMINISTRATION HEARINGS Kimberly Battista, Interim Administration Director Phone: (602) 542-0657 Lyn A. Farmer, Chief Hearing Officer Phone: (602) 542-4250 A.R.S. § 40-105 A.R.S. § 40-243 to 40-255 Mission: 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. 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. Description: Description: The Administration Division is composed of the five elected commissioners and their staff, 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. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. 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 non-municipal 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. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 27.8 0.0 1.2 1.2 2,906.8 3,012.4 3,039.2 3,039.2 85.5 0.0 0.0 0.0 Program Total 3,020.1 3,012.4 3,040.4 3,040.4 FTE Positions 34.0 34.0 34.0 34.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure all matters coming before the Commission are resolved in a timely manner, in accordance with administrative procedures. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of open meetings held 117 130 135 140 Agenda items considered 814 850 875 900 1,700 2,000 2,100 2,200 58 60 62 65 Claims processed Revenue deposited with the Treasurer (in millions) ‹ Goal 2 Purchase orders issued FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 481 500 525 550 FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,542.5 1,542.5 1,542.5 0.0 0.0 0.0 0.0 Program Total 1,491.1 1,542.5 1,542.5 1,542.5 FTE Positions 16.0 16.0 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. Performance Measures Rehearings granted - Hearing Officer's error FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 0 0 0 Procedural Orders issued 632 600 625 625 Proposed Orders issued 183 150 155 155 To provide timely and efficient docket services to regulated utilities and consumers. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Open Meeting items processed 1,350 1,200 1,200 1,200 Filings docketed (in thousands) 10.3 10 10 10 584 600 600 600 Performance Measures Number of Decisions Page 78 FY 2010 Actual 1,491.1 General Funds ‹ Goal 2 To provide business services to all Divisions. Performance Measures Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. Corporation Commission FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent expedited achieved within 5 business days 62 80 100 100 Percent regular achieved within 30 business days 62 80 100 100 Range of days to process expedited requests - corporate filings 3-14 2-10 2-5 2-5 Range of weeks to process regular requests - Corporate Filings 3-8 3-7 3-6 3-6 Total active corporations and Limited Liability Corporations recorded 635,858 665,000 665,000 665,000 Total filings Performance Measures Program Summary CCA 3.0 CORPORATIONS Jeff Grant, Director Phone: (602) 542-3521 A.R.S. Title 10 Mission: 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. FY 2013 Request 0.0 0.0 0.0 0.0 3,958.2 4,421.8 4,421.8 4,421.8 0.0 0.0 0.0 0.0 Program Total 3,958.2 4,421.8 4,421.8 4,421.8 FTE Positions 82.5 79.5 79.5 79.5 General Funds Other Appropriated Funds Other Non Appropriated Funds 26 Average turnaround time (days) for expedited Annual Reports 2 3 3 3 To provide customers with timely processing of their business documents. Performance Measures Corporation Commission FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 170,000 170,000 170,000 77,394 100,000 100,000 100,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Total Number Offered - Corporate Filings 9,899 10,000 10,000 10,000 Total Answered-Corporate Filings Section 6,100 6,200 6,200 6,200 Total Number Offered - Call center 140,419 150,000 150,000 150,000 Total Answered- Call center 120,526 134,000 134,000 134,000 Total Number Offered - Annual Reports 25,232 27,000 27,000 27,000 Total Answered-Annual Reports Section 23,276 25,000 25,000 25,000 Tucson Office Calls Answered 14,422 10,000 10,000 10,000 Division-wide incoming calls for corporate filings and records, annual reports, and Tucson office 180,550 187,000 187,000 187,000 Division-wide calls answered 164,324 171,200 175,000 175,000 Days to process expedited - Records Section 1-3 1-3 1-3 1-3 Days to process regular - Records Section 5-7 5-7 5-7 5-7 Mail and counter work orders 29,107 33,000 33,000 33,000 Number of web site hits (in thousands) 62,100 65,000 65,000 65,000 2,922.3 3,000 3,000 3,000 Corps. Homepage hits (in thousands) Explanation: Changed count from "hundreds" to "thousands" in FY08. Corp. Filings Forms (in thousands) 1,108.1 1,200 1,200 1,200 Annual Report Hits (in thousands) 275.3 275 275 275 15.4 16 16 16 15,568.9 16,000 16,000 16,000 Corp Records images (in thousands) Total number of image downloads (in thousands) ‹ Goal 3 To streamline and improve internal customer-related administrative/ operational functions FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Total mail received - division-wide, including faxes 211,697 215,000 215,000 215,000 Initial Processing Section documents scanned 279,556 290,000 290,000 290,000 Division checks processed 110,761 110,000 110,000 110,000 Performance Measures ‹ Goal 4 To expand training opportunities for division staff members. Performance Measures General in-house class hours Class hours per full-time equivalent (FTE) ‹ Goal 5 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 148 1,525 1,525 1,525 2.43 25 25 25 To continually improve customer service and customer satisfaction. Performance Measures ‹ Goal 1 119,998 To provide customers the most expedient public information services possible. Performance Measures The Division collects annual reports 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 annual reports. 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 information. 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 is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. FY 2012 Request 220,000 26 ‹ Goal 2 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 who do not comply with Arizona law. FY 2011 Estimate 220,000 26 Number of e-filed Annual Reports 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. FY 2010 Actual 220,000 24 Annual reports filed Description: Funding and FTE Summary: (Thousands) 213,557 Average turnaround time (days) for normal Annual Reports Overall satisfaction score from customer surveys on a 8.0 scale Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 7.8 7.8 7.8 7.8 (on scale of 1-8; 8=high) FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 79 Performance Measures Program Summary CCA 4.0 Number of complaints SECURITIES Enforcement action: investigations initiated FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 392 250 250 250 43 45 45 45 300 Matthew Neubert, Director Phone: (602) 542-0605 Enforcement action: subpoenas issued 412 300 300 Commission Order: Cease and Desist 46 35 35 35 A.R.S. §§ 44-1801 to 44-2041 Commission Order: FinesRespondents 75 50 50 50 Commission Order: Restitution Respondents 53 40 40 40 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. FY 2011 Estimate FY 2012 Request 0.1 0.0 0.0 0.0 4,500.0 4,500.0 4,500.0 175.5 31.2 0.0 0.0 Program Total 4,433.5 4,531.2 4,500.0 4,500.0 FTE Positions 55.3 55.3 55.3 55.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 7 Civil Proceedings: Closed 1 3 3 3 Civil Proceedings: Open at Year End 4 2 2 2 51 50 50 50 8 5 5 5 Administrative Proceedings: Number Respondents 80 45 45 45 Administrative Proceedings: Initiated 32 20 20 20 0 5 5 5 Number Criminal Defendants Indicted 11 10 10 10 Criminal Restitution Orders 14 8 8 8 8 8 8 8 Investigations Closed 56 25 25 25 Investigations Open at Year End 81 70 70 70 Number Respondents: Commission Orders 84 65 65 65 Civil Proceeding Initiated : Number Defendants Defendants Pleas and Convictions FY 2013 Estimate Applications/filings 22,829 20,000 20,000 20,000 Registrations/exemptions 24,152 21,000 21,000 21,000 1,214 1,500 1.500 1,500 0 0 0 0 1.5 1.5 1.5 1.5 Exemptions (Rule 126) Pre-Filing Conference Number of months required to review applications Other Exemptions Name Changes 109 100 100 100 2,614 2,000 2,000 2,000 Dealer Examination 12 15 15 15 Dealer Registration 2,146 2,000 2,000 2,000 161,787 150,000 150,000 150,000 390 350 350 350 5,149 4,000 4,000 4,000 Salesman Registration IA Registrations IAR Registrations IA Examinations 39 35 35 35 Public Educational Programs 49 55 55 55 Legislative Initiatives 1 0 0 0 No Action Letters 0 0 0 0 Regulatory Initiatives 0 0 0 0 Training Programs 3 5 5 5 88 50 50 50 Legal Research & Analysis Projects 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 Page 80 2 7 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 ‹ Goal 2 2 7 FY 2013 Request 4,257.9 General Funds 2 6 To Hearing 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 and investigates possible violations. Where the evidence warrants, the Division brings administrative, civil, or criminal enforcement actions. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. FY 2010 Actual 0 Number of indictments - True Bills Total Examinations Under Oath Description: Funding and FTE Summary: (Thousands) Civil Cases - initiated FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Corporation Commission Program Summary CCA 5.0 Program Summary CCA 6.0 RAILROAD SAFETY PIPELINE SAFETY Steve Olea, Interim Director Phone: (602) 262-5601 Steve Olea, Interim Director Phone: (602) 262-5601 A.R.S. §§ 42-201 et. seq. A.R.S. §§ 42-201 et. seq. Mission: Mission: 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. 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 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 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. Inspectors conduct inspections, informing railroads of any defects that are found. Defects must be corrected and verified by a re-inspection. If an inspector finds that defects were not corrected and no effort was made to address the problem, he/she may submit a federal violation against the company. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 560.8 622.2 622.2 622.2 Other Appropriated Funds 0.0 27.8 27.8 27.8 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 General Funds Program Total 560.8 650.0 650.0 650.0 FTE Positions 6.0 6.0 6.0 6.0 ‹ Goal 1 To promote and ensure the safe operation of Arizona railroads. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,112 1,200 1,200 1,200 Freight cars inspected 2,143 3,000 3,000 3,000 154 160 160 160 71 0 0 0 3,283 3,600 3,600 3,600 213 250 250 250 8 15 15 15 Federal violations filed 22 25 25 25 Derailments 19 20 20 20 Number of grade crossing accidents 20 25 25 25 1 2 2 2 Grade crossing complaints 35 30 30 30 Other complaints 11 15 15 15 Operating practices inspections Hazardous materials inspections Grade crossing inspections Industrial spur track inspections Other accidents Operation Lifesaver presentations HazMat Accidents/Incidents ‹ Goal 2 3 3 3 3 17 12 12 12 To ensure rail/highway grade crossings safety. Performance Measures Grade crossings improved New Grade Crossings Installed Signal & Train control inspections Signal system components inspected 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. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 11 12 12 12 0 2 1 1 13 15 15 15 502 575 575 575 FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 Other Appropriated Funds 844.7 900.0 900.0 900.0 Other Non Appropriated Funds 733.5 682.1 682.1 682.1 Program Total 1,578.2 1,582.1 1,582.1 1,582.1 FTE Positions 17.0 17.0 17.0 17.0 General Funds ‹ Goal 1 To protect the public and the environment by providing the highest level of pipeline safety awareness. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Fines collected (in thousands) 49 50 50 50 Total intrastate inspections 87 100 80 80 187 165 165 165 Violations: Intrastate (major operators only) Explanation: Prior years include master meter operators Violations: Master Meter 1,144 1,200 1,189 1,189 Total master meter inspections 1,211 1,400 1,329 1,329 Total number code compliance inspections 1,298 1,500 1,410 1,410 Total Bluestake violations written 135 200 167 167 Random Bluestake inspections 33 60 42 42 Seminars/Public awareness meetings held 30 30 28 28 Investigated incidents 255 400 272 272 Total number of Interstate pipeline safety violations 0 0 0 0 Total interstate inspections 5 25 15 15 ‹ 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 Corporation Commission FY 2010 Actual Performance Measures Miles of railroad track inspected Locomotive units inspected Description: Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 190 100 167 167 2 0 0 2 15/272 17/325 16/268 16/268 15/1,432 20/2,000 17/1,129 17/1,129 1,159 1,400 1,237 1,237 Page 81 ‹ Goal 3 To receive and maintain an interagency agreement with the Federal Dept. of Transportation to ensure safe operations of interstate pipeline. Performance Measures Renewal of interstate agreement for gas and liquid ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2 2 2 2 To maintain and improve the professional skills of the ACC pipeline staff. Performance Measures Development/updating of training courses for staff FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 6 6 6 6 Program Summary CCA 7.0 UTILITIES Steve Olea, Director Phone: (602) 542-4251 A.R.S. § 40-201 et. seq. Mission: To conduct research and analysis and provide recommendations to the elected commissioners on all matters relating to the regulation of public service corporations (public utilities) under the state constitution and statutes to ensure their actions are consistent with the public interest. Description: The Utilities Division carries out its responsibilities through five organizational sections: Finance and Regulatory Analysis, Telecom and Energy, Engineering, Compliance, and Consumer Services. The Utilities Division makes specific recommendations to the Commissioners to assist them in reaching decisions regarding public utility rates, financial condition and quality of service for approximately 670 traditional utilities. The Division implements the Commission rules for deregulation of segments of the telecommunications and electric industries. The Division conducts research, presents evidence in hearings, and contracts with utility rate analysts and expert witnesses in carrying out its responsibilities. The Division also monitors compliance with Commission decisions. The staff conducts public workshops and other public proceedings on various regulatory topics. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 5,828.2 5,562.4 5,496.9 5,496.9 47.5 325.0 325.0 47.1 Program Total 5,875.7 5,887.4 5,821.9 5,544.0 FTE Positions 70.0 70.0 70.0 68.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure that utility service within the Commission's jurisdiction is available to all consumers at authorized rates. Performance Measures Utilities regulated Rate cases completed Tariff applications processed ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 708 720 730 750 35 38 40 43 149 150 160 170 To promote the transition of the telecommunications and electricity generation markets from the current regulated monopoly structure to one of competition while ensuring safe and reliable service. Performance Measures CLEC applications filed FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 9 10 10 10 Reseller applications filed 11 12 15 15 Certifications processed: CLECs 11 12 12 12 Certifications processed: Resellers 20 20 20 20 CLEC interconnection agreements processed 51 60 65 70 ‹ 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 Page 82 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 11,619 12,780 14,250 14,250 To maintain public involvement, accessibility, and regulatory oversight by conducting workshops, forums, and community outreach programs. Dollars (in thousands) are listed as requested by agencies. Corporation Commission Performance Measures Number of public awareness functions Number of water workshops Number of electric workshops FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 22 24 26 28 0 2 2 2 80 10 10 10 Program Summary CCA 8.0 LEGAL Janice Alward, Chief Counsel Phone: (602) 542-6029 A.R.S. § 40-106 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. Description: 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. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,751.2 1,800.0 1,800.0 1,800.0 0.0 87.7 87.7 0.0 Program Total 1,751.2 1,887.7 1,887.7 1,800.0 FTE Positions 19.5 20.5 20.5 19.5 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide efficient, high-quality legal representation. Performance Measures Education and training expenditures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 6,720 6,720 6,720 6,720 Attorney legal education classes completed 6 6 6 6 Job-related education classes for attorneys 37 37 37 37 3 3 3 3 Classes completed: job-related education for support staff Classes completed: other education 0 0 0 0 Expenditures on advanced research tools 31,943 34,000 34,000 34,000 ‹ Goal 2 To provide high-quality representation in administrative matters before the Corporation Commission. Performance Measures Docketed matters handled FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 483 500 500 500 Administrative hearing days handled by the Legal Division 92 100 100 100 Orders to Show Cause prepared by the Legal Division 1 1 1 1 Formal complaints prepared by the Legal Division 1 1 1 1 Discovery/Data Requests/ Responses/ Oppositions prepared 433 450 450 450 Motions, Briefs, & others Pleadings prepared 318 350 350 350 ‹ Goal 3 To provide high-quality representation in Judicial matters before various courts. Performance Measures Commission actions appealed to courts Motions, briefs and other pleadings filed in courts ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3 3 3 3 14 20 20 20 To provide high-quality legal advice to the Commission. Performance Measures Corporation Commission FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Page 83 Performance Measures Open/Special Open Meetings attended by Legal counsel Explanation: FY 2012 Estimate FY 2013 Estimate 65 65 65 65 CCA 9.0 23 Clark Lathrum, IT Division Director Phone: (602) 542-0671 23 23 23 35 35 35 35 135 135 135 A.R.S. § 40-105 (B)(2) Mission: On numerous occassions, more than 1 staff member attend. Commission hearing days attended by counsel Program Summary INFORMATION TECHNOLOGY On numerous occassions, more than 1 staff member attend. Commission Staff Meetings attended by counsel Explanation: FY 2011 Estimate On numerous occassions, more than 1 staff member attend. Line Siting hearing days attended by counsel Explanation: FY 2010 Actual 135 To provide accurate, efficient, and timely technology design, development, implementation, communications and maintenance support services to the agency and its respective divisions. 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. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 2,496.3 2,379.8 2,379.8 2,379.8 0.0 0.0 0.0 0.0 Program Total 2,496.3 2,379.8 2,379.8 2,379.8 FTE Positions 20.0 20.0 20.0 20.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide electronic interaction effectively with the public and other governmental entities. In addition, to implement effective protocols, software, and communication with the public to allow them to retrieve and submit data, forms, and all other documents. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of website hits to databases (in millions) 56 60 65 65 Number of entities available via the internet (in thousands) 636 650 660 670 Number of dockets available via the internet 16 17 17 18 301 400 500 500 22 23 23 23 Performance Measures Number of filings submitted electronically to the ACC (in thousands) Streaming Audio listening time hours (in thousands) ‹ Goal 2 To use information technologies effectively to enhance intraagency communications Performance Measures Number of hits to agency intranet pages (in thousands) Percentage of staff using electronic document management integrated with business processes. ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2,510 2,600 2,700 2,800 60 70 75 75 To improve employees' preparation to use technology and react to their job-specific needs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of staff in attendance at ITrelated training classes 76 100 100 100 Number of staff in attendance at formal IT-related security classes 23 50 50 50 Performance Measures Page 84 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Corporation Commission To serve and protect the people of Arizona by securely incarcerating convicted felons, by providing structured programming designed to support inmate accountability and successful community reintegration, and by providing effective supervision for those offenders conditionally released from prison. As Arizona continues to look for solutions to prison overcrowding and growing corrections costs that do not compromise public safety, attention is being paid to sentencing reform and alternatives to incarceration. One viable approach, referred to as Structured Release, involves programs designed to act as enhancements or alternatives to traditional correctional incarceration and correctional community supervision models. Structured Release programs can be used during any portion of an offender’s court ordered sentence, including incarceration and supervised early release subject to continued monitoring and compliance for the remainder of the sentence. Such programs slow prison population growth and aid in reducing recidivism. As part of this strategic issue, the Department will focus on the further exploration of viable Structured Release programs, such as day reporting centers and residential centers for offenders on supervised release; the enhancement of inmate transition and re-entry programming; and the refinement of inmate risk and needs assessment tools. Description: Issue 3 Agency Summary DCA 0.0 DEPARTMENT OF CORRECTIONS Charles L. Ryan, Director Phone: (602) 542-5225 A.R.S. § 41-1602 Mission: The Department 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, welfare services and health care services including medical, nursing, dental, mental health, and pharmacy are provided to inmates. In addition, work, education, career training, substance abuse treatment, religious services, and recreation are provided to inmates to promote employability, literacy, sobriety, and accountability to crime victims and to increase the likelihood that released inmates will become law-abiding citizens upon release. In the community, the Department supervises offenders released from prison to serve the remainder of their sentence on community supervision. The Department also provides for the return to custody of those offenders who violate conditions of supervision and who represent a serious threat to the safety of the community. ($ Thousands) Agency Summary: FY 2010 Actual Program ¾ PRISON OPERATIONS AND FY 2011 Estimate FY 2012 Request 961,245.0 996,000.2 1,067,527.9 14,783.7 16,807.7 16,548.0 37,208.0 41,550.8 47,859.5 1,013,236.7 1,054,358.7 1,131,935.4 SERVICES ¾ COMMUNITY CORRECTIONS ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 948,692.9 39,061.9 43,654.0 42,154.0 102,904.0 62,011.8 60,851.4 Program Total 1,013,236.7 1,054,358.7 1,131,935.4 FTE Positions 9,450.3 10,205.4 10,786.4 Other Non Appropriated Funds Issue 4 Integration of ADC Technology and Service Delivery The need for viable technology, optimal platform development, 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. Without viable hardware and software solutions, integrated platforms, and automated processes in place, it will become increasingly difficult for the Department to provide appropriate services in an efficient and safe manner. As part of this strategic issue, the Department will focus on the migration of the AIMS mainframe system to new webbased technology; the exploration of optimum blends of hosted and inhouse hardware/software platforms designed to increase efficiency; and the enhancement of disaster recovery capabilities and disaster recovery exercise cycles. FY 2012 Request 871,270.8 Other Appropriated Funds Maximizing efficiency through privatization of services and public/private partnerships The Department has been actively engaged in privatization and efficiency efforts since 1986. With over 500 current contracts, the Department uses private contractors for many functions, including private prisons that house inmates in-state; correctional health services; inmate food services; inmate commissary services; inmate telephone services; and inmate career training provided through Arizona Community Colleges. As part of this strategic issue, the Department will focus on the privatization of all correctional health care services; the legislatively mandated addition of 5,000 private medium/minimum beds; and the exploration of viable opportunities for additional privatization. 1,028,930.0 Strategic Issues: Issue 1 Managing Inmate Population Growth Inmate population has increased from an average daily population of 29,936 in FY 2001 to 39,628 in FY 2010 (32.4 percent increase). In FY 2010, the Department had an average daily bed deficit of 4,638. Although inmate population growth slowed in FY 2010, 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. As part of this strategic issue, the Department will focus on the maximization of inmate programming and complex scheduling; reevaluation of the inmate earned incentive program and the inmate classification system, effective management of an aging inmate population; development of a viable workforce through effective staff recruitment and retention; and appropriate allocation of resources to address unmet state prison physical plant needs. Issue 2 Sentencing Reform and Strategies for Alternatives to Inmate Incarceration Department of Corrections Dollars (in thousands) are listed as requested by agencies. Page 85 Program Summary DCA 1.0 Subprogram Summary DCA 1.1 PRISON OPERATIONS AND SERVICES SECURITY Charles L. Ryan, Director Phone: (602) 542-5225 Robert Patton, Division Director Phone: (602) 542-3894 A.R.S. § 41-1602 A.R.S. § 41-1604 Mission: Mission: 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. To maintain effective custody and control over inmates in an environment that is safe, secure and humane. Description: 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: 4 4 4 4 4 4 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) Security General Funds Inspections and Investigations Other Appropriated Funds Inmate Education, Treatment, and Work Programs Other Non Appropriated Funds Health Care Private Prisons FY 2010 Actual FY 2011 Estimate FY 2012 Request 395,088.9 484,302.7 337.0 360.0 527,375.8 360.0 50,896.3 13.2 -486.8 Program Total 446,322.2 484,675.9 527,249.0 FTE Positions 7,082.9 7,679.9 8,225.9 Prison Management and Support Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 822,087.0 893,993.9 967,922.3 38,543.2 42,861.3 41,361.3 Other Non Appropriated Funds 100,614.8 59,145.0 58,244.3 Program Total 961,245.0 996,000.2 1,067,527.9 FTE Positions 8,881.8 9,618.1 10,195.1 Other Appropriated Funds ‹ Goal 1 To safeguard the public, staff and inmates through the efficient, safe and secure operations of prisons FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of escapes of inmates from any location 1 5 0 Number of major rule violations per 1,000 inmates per annual average daily population 354 350 325 Number of inmate on staff assaults per 1,000 offenders per annual average daily population 8.83 9.50 9.75 Performance Measures Explanation: (All assaults, including those that did not result in physical injury) Number of inmate on inmate assaults per 1,000 inmates per annual average daily population 17.36 Number of major inmate disturbances 4 0 0 Number of inmate homicides 3 1 0 ‹ Goal 2 Number of inmate random positive urinalysis results per 1,000 inmates per annual average daily population FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 29 29 29 To reduce inmate grievances and inmate litigation FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of formal inmate grievances (excluding health grievances) per 1,000 inmates per average daily population 87.67 88.00 88.00 Number of inmates lawsuits (nonhabeas) per 1000 inmates per annual average daily population 1.97 1.95 1.95 Performance Measures Page 86 17.44 To reduce drug use by incarcerated inmates Performance Measures ‹ Goal 3 17.44 Dollars (in thousands) are listed as requested by agencies. Department of Corrections Subprogram Summary DCA 1.2 Subprogram Summary DCA 1.3 INSPECTIONS AND INVESTIGATIONS INMATE EDUCATION, TREATMENT, AND WORK PROGRAMS Charles Flanagan, Deputy Director Phone: (602) 542-5225 Laura Krause, Division Director Phone: (602) 364-3234 A.R.S. § 41-1604 A.R.S. § 41-1604, 1604.02, 41-1623 Mission: Mission: 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. 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: Description: This subprogram conducts administrative investigations in support of the hiring and retention of professional staff through enforced policy compliance; conducts investigations into criminal acts and civil violations committed by inmates, staff, or others, to support successful prosecution and/or effective applications of discipline; develops intelligence, and investigates Security Threat Group activity to support management of inmates and the safe operation of institutions; provides consultation and assistance in fire and life safety code compliance to support staff, inmate, and environmental safety in all agency matters. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 6,937.3 7,587.4 7,587.4 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 6,937.3 7,587.4 7,587.4 FTE Positions 105.0 109.0 109.0 ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of administrative investigations completed within established time frames 84.96 100 100 Average annual peer audit percent score of all state prisons 99.87 Explanation: Average annual core competency test score for correctional series staff 80.78 Average annual core competency test score for non-correctional series staff 71.73 85.00 85.00 18,164.5 1,005.1 1,005.1 Other Non Appropriated Funds 33,219.4 42,946.0 42,739.3 Program Total 50,806.0 62,115.6 61,908.9 FTE Positions 401.7 450.6 450.6 18,164.5 To maximize inmate participation in Department programming opportunities FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of all eligible inmates participating in appropriate work, education and treatment assignments 78.90 79.00 79.00 Number of inmate hours worked through the Work Incentive Pay Plan 25.5M 26.5M 26.5M 1.9M 2.0M 2.1M Number of hours provided to communities by inmates per established IGAs or work contracts TBD To expand work opportunities for inmates through Arizona Correctional Industries (ACI) Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 85.00 Number of ACI inmate hours worked 3.2M 3.7M 4.2M 2.2M 2.6M 2.9M 85.00 Dollar amount deducted from ACI inmates wages being deposited directly in the State General Fund ‹ Goal 3 To provide education programs and services, including functional literacy, special education, GED, and jobs training to all eligible and assessed inmates FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of inmates achieving grade eight proficiency 5,548 5,650 5,700 Number of inmates achieving the General Equivalency Diploma (GED) 1,074 2,880 2,940 NumberWork Based Education certificates earned 3,300 3,300 3,300 Number of inmates receiving special education services 336 365 375 Percent of special education inmates receiving special education services 100 100 100 Performance Measures ‹ Goal 4 To provide assessment and treatment services to eligible inmates Performance Measures Number of eligible inmates completing substance abuse treatment Number of eligible inmates completing sex offender treatment Department of Corrections FY 2012 Request 839.9 Performance Measures (The Arizona Department of Corrections is revising the audit tool.) FY 2011 Estimate 16,746.7 Other Appropriated Funds ‹ Goal 2 TBD FY 2010 Actual General Funds ‹ 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 Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,810 2,400 2,600 182 220 220 Page 87 ‹ Goal 5 To ensure spiritual services are available to inmates FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of inmates involved in spiritual services 14,734 15,799 16,864 Number of volunteer spiritual service hours provided 43,282 Performance Measures 44,565 45,848 Subprogram Summary DCA 1.4 HEALTH CARE Dr. Michael Adu-Tutu, Division Director Phone: (602) 364-2900 A.R.S. § 31-201.01, 41-1604 Mission: To provide cost-effective constitutionally mandated correctional health care. Description: This subprogram provides medical, dental, mental health, nursing, and pharmaceutical services through licensed corrections staff and contracts with community hospitals and specialists. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request 116,668.3 120,737.1 128,030.6 9,582.1 11,499.4 11,499.4 228.2 248.0 248.0 Program Total 126,478.6 132,484.5 139,778.0 FTE Positions 655.6 707.7 709.7 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To provide medically necessary medical care, dental care and mental health care to inmates Performance Measures Percent of inmates requiring ongoing mental health services admitted for psychiatric hospital care Number of formal inmate health grievances per 1000 inmates per annual average daily population Percent of ADC state prison complexes accredited by the National Commission on Correctional Health care (NCCHC) Explanation: ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2.75 2.75 2.75 24.32 18.22 18.26 90 90 90 100 100 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 5.7 TBD TBD 4,006 TBD TBD (New FY 2010 Performance Measure) Percent of accredited ADC state prison complexes maintaining National Commission on Correctional Health Care (NCCHC) accreditation 100 To contain health care costs Performance Measures Average length of stay for in-patient hospital care in days Average cost per inmate for health care Explanation: Page 88 FY 2011 Estimate (Cost Per Inmate Calculations are estimates until the 1-Year Administrative Adjustment period is complete. This occurs one year after the end of the Fiscal Year.) Number of inmates requiring outside health care as a result of assault per 1000 inmates per annual average daily population 34 TBD TBD Number of inmates diagnosed with chronic care conditions per 1,000 inmates per average daily population for the fiscal year 167 TBD TBD Dollars (in thousands) are listed as requested by agencies. Department of Corrections Subprogram Summary DCA 1.5 Subprogram Summary DCA 1.6 PRIVATE PRISONS PRISON MANAGEMENT AND SUPPORT Robert Patton, Division Director Phone: (602) 542-3894 Robert Patton, Division Director Phone: (602) 542-3894 A.R.S. § 41-1604, 1604-02 A.R.S. § 41-1604 Mission: 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. To provide leadership and direction in the administration and operations of all prisons to ensure inmate accountability and staff safety. Description: Description: 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. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 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. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2012 Request Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 138,893.8 150,498.8 765.5 0.0 157,261.8 0.0 14,655.7 15,587.8 15,393.8 147,752.2 112,703.4 129,502.2 Program Total 154,315.0 166,086.6 172,655.6 27,018.7 29,996.8 28,496.8 FTE Positions 605.6 639.9 660.9 1,615.2 350.0 350.0 Program Total 176,386.0 143,050.2 158,349.0 FTE Positions 31.0 31.0 39.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To manage inmate population growth and the allocation of physical and fiscal resources Performance Measures ‹ Goal 1 To systematically and effectively monitor private prison operations Performance Measures Average annual audit percent score of audited private prisons Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 98.42 TBD TBD Average daily inmate population Average daily bed deficit FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 40,458 TBD TBD 4,638 TBD TBD (The Arizona Department of Corrections is revising the audit tool.) Department of Corrections Dollars (in thousands) are listed as requested by agencies. Page 89 Program Summary DCA 2.0 Program Summary DCA 3.0 COMMUNITY CORRECTIONS ADMINISTRATION Robert Patton, Division Director Phone: (602) 542-3894 Charles L. Ryan, Director Phone: (602) 545-5225 A.R.S. § 41-1604 A.R.S. § 41-1602, 41-1604 Mission: 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. 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. 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) General Funds FY 2010 Actual FY 2011 Estimate Description: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds Other Appropriated Funds FY 2012 Request Other Non Appropriated Funds FY 2011 Estimate FY 2012 Request 36,713.2 41,153.2 0.0 0.0 47,461.9 0.0 494.8 397.6 397.6 12,470.5 13,545.8 13,545.8 Program Total 37,208.0 41,550.8 47,859.5 518.7 792.7 792.7 FTE Positions 375.4 395.3 399.3 1,794.5 2,469.2 2,209.5 Program Total 14,783.7 16,807.7 16,548.0 FTE Positions 193.1 192.0 192.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 ‹ Goal 1 Percent of offenders on community supervision returned to prison for technical violations Explanation: ‹ Goal 2 FY 2011 Estimate FY 2012 Estimate 12 11 11 Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1 1 1 To effectively monitor and track all offenders on community supervision Percent of offenders on community supervision returned to prison for absconding FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 3 3 3 (Revised FY 2010 Performance Measure) Explanation: FY 2011 Estimate FY 2012 Estimate 223 240 240 35 35 6.31 5.00 6.50 Annual Correctional Officer II turnover rate percentage 10.67 10.00 10.75 Annual employee turnover rate percentage (excluding Correctional Officer IIs) 13.75 12.00 11.75 Percent of staff completing mandatory training 89.10 90.00 91.00 85 95 105 Number of executives and managers participating in professional development courses ‹ Goal 2 To maintain and/or enhance current and future information technology applications, communications and network needs by providing the optimal support to computer users Performance Measures Customer satisfaction survey rating of 3.5 or above for IT Applications/Data Management Unit on a scale of 1 to 5 ‹ Goal 3 39 (New FY 2010 Performance Measure) Annual Correctional Officer II vacancy rate percentage Percent of network uptime FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 99 99 99 4.36 3.50 3.50 To provide a standard process for receiving, reviewing and responding to public concerns regarding inmate related issues Performance Measures Number of public complaints and Page 90 FY 2010 Actual (To ensure complete adherence to policy, an informal review process implemented under the prior Administration was eliminated in FY 2010, resulting in a higher number of formal filings.) Explanation: (Revised FY 2010 Performance Measure) Performance Measures Number of employee formal grievances Percent of employee grievances upheld and/or modified in favor of the employee To apply meaningful incentives and sanctions to encourage civil behavior Percent of offenders on community supervision returned to prison for a new crime Explanation: FY 2010 Actual (Revised FY 2010 Performance Measure) Performance Measures ‹ Goal 3 Performance Measures To effectively manage offenders' conditions of supervision Performance Measures To recruit, retain, recognize, and develop staff Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 30,567 31,000 32,000 Department of Corrections FY 2010 Actual Performance Measures FY 2011 Estimate FY 2012 Estimate requests for assistance regarding inmates resolved ‹ Goal 4 To effectively provide crime victims with information on inmate incarceration and release, affect change within the inmate population through various restorative justice methods of education and provide service to the community FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of crime victim Notifications of Release sent 5,004 5,000 5,000 Number of service contacts provided to crime victims (all crimes) 7,383 7,500 7,500 Performance Measures Explanation: (New FY 2010 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 Department of Corrections 1.6M 1.7M 1.7M 206.60 215.00 225.00 Dollars (in thousands) are listed as requested by agencies. Page 91 such as salons; salons must often hold six or more professional licenses in addition to city and county permits to operate legally. Agency Summary CBA 0.0 Issue 3 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,666.1 1,739.8 1,739.8 1,739.8 0.0 83.0 83.0 83.0 Program Total 1,666.1 1,822.8 1,822.8 1,822.8 FTE Positions 24.5 24.5 24.5 24.5 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Increased efficiency through system maintenance and upgrades The ALL agency 15% reduction notification last year FY 2010 put our upgrades and system maintenance on hold which is a reflection of our under appropriated difference at year end reporting. When notified that BOC was not one of the agencies applicable for the 15% reduction, a PIJ (project investment justification) was submitted at the end of FY 2010 in order to use left over appropriation amount for system upgrade, but this project was denied. Issue 1 The Board must continue to inform the licensees of the efficiency and accuracy 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. The licensees and public, maintenance and enhancement of the current system will allow user friendly use and increase applications on-line which must be continued. “True Identification” is another Board concern for the public, regarding licensees with pictures on licenses'. Inspectors/Investigators must have the ability to identify the individuals performing services that fall under legislated areas of regulation. This will contribute to the consumer's protection and safety and a decrease of customer injuries and consumer complaints with fraudulent licenses'. Issue 2 Improved enforcement efficiency The agency is at a 45% 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 Page 92 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 110,000 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 allow the Board to fulfill its mandate within constraints of a limited appropriated budget, the Board is seeking to reduce expenditures on items classified as "other operating expenses" and concentrate funding on critical issues. Issue 4 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 licensees to provide services outside of a salon setting in a disaster such as earthquake, tornado, or flood. Issue 5 Employee Development The Board 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 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 reduction of pay (furloughs, performance pay, etc.,) has caused a downgrade of employee moral and challenges 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, AACS 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 classes, 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 (Declaration) Rule promulgation is needed for the ability to be able to require all license renewal applications to be accompanied with the application 2 current photographs. With an updated system those pictures would be scanned and printed on licenses. At this time the BOC requires pictures to be submitted for all first licenses, but requires rule promulgation for renewals. Consistency and efficiency will prevent unforeseen hindrances in legislative and regulatory interpretations. To establish standards for the professional practice of ‹ Goal 1 cosmetology. Performance Measures Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Board of Cosmetology FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Average calendar days from receipt of completed application to issuance of license 21 17 17 17 Total individuals and establishments licensed 107,000 109,000 109,000 109,000 Performance Measures ‹ Goal 2 To ensure swift, fair, and effective enforcement of statutes and rules governing the profession. FY 2010 Actual Performance Measures FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Total inspections conducted 5,975 5,890 5,890 5,890 Total complaints and application denials 2,473 2,400 2,400 2,400 120 120 120 120 Average calendar days to resolve a complaint ‹ Goal 3 To educate the consumers and cosmetology professionals about their rights, resolutions, and responsibilities among the cosmetology community, the public and the Board by delivering courteous, efficient, and cost effective service to the citizens, owners, and employees of state government. Performance Measures Educational class opportunities offered to the public in class or over the internet FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 24 48 48 48 The Board wants to mandate (Rule Law Change) that all reciprocity applications take classes Explanation: Percent of citizen satisfaction surveys reporting Board service as satisfied or higher ‹ Goal 4 FY 2010 Actual 90 95 95 95 To provide services through efficient government. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Constituents aided in transferring to another governmental jurisdiction or educational institution. 2,294 3,000 3,000 3,000 Licensees accepted through reciprocity from another state or country. 2,607 3,000 3,000 3,000 96 95 95 95 Performance Measures Percentage of applicants or license holders reporting very good or excellent. Board of Cosmetology Dollars (in thousands) are listed as requested by agencies. Page 93 JCA Agency Summary 0.0 JCA Program Summary 1.0 CRIMINAL JUSTICE COMMISSION AGENCY MANAGEMENT John A. Blackburn, Jr., Executive Director Phone: (602) 364-1146 John A. Blackburn, Jr., Executive Director Phone: (602) 364-1146 A.R.S. § 41-2401 A.R.S. § 41-2405 Mission: 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. To provide planning, direction, and administration for all Commission mandates, programs, functions, and activities to carry out the mission of the Agency. Description: The Commission administrates several federal criminal justice grants provided to local law enforcement agencies. ($ Thousands) Agency Summary: FY 2010 Actual Program ¾ AGENCY MANAGEMENT ¾ CRIME VICTIMS ANALYSIS ¾ STATISTICAL CENTER JUSTICE ¾ CRIMINAL SYSTEM IMPROVEMENT ¾ CRIME CONTROL Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 1,592.6 1,119.7 1,119.7 1,119.7 4,469.8 5,387.1 5,387.1 5,387.1 638.4 605.7 605.7 605.7 24,764.3 17,896.8 18,442.9 18,442.9 FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 314.4 314.4 314.4 Other Non Appropriated Funds 1,315.1 805.3 805.3 805.3 4,538.9 6,217.3 7,057.9 7,057.9 Program Total 1,592.6 1,119.7 1,119.7 1,119.7 36,004.0 31,226.6 32,613.3 32,613.3 FTE Positions 12.0 12.0 12.0 12.0 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 6,869.3 6,869.3 Other Non Appropriated Funds 30,135.0 24,903.4 25,744.0 25,744.0 Program Total 36,004.0 31,226.6 32,613.3 32,613.3 FTE Positions 31.2 31.2 31.2 31.2 ‹ Goal 1 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. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of agency legislative events 207 200 200 200 Number of criminal justice legislative liaison meetings coordinated 35 30 30 30 Issue 1 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 FY12-13 budget request. 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 Criminal Justice Records Integration Project To acquire and distribute timely, accurate information regarding relevant criminal justice legislation at both state and federal levels and to provide an effective mechanism for both legislative advocacy and related informational resources. Performance Measures ‹ Goal 2 Strategic Issues: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 181 175 175 175 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 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 Page 94 FY 2011 Estimate 277.5 Other Appropriated Funds 6,323.2 Issue 2 FY 2010 Actual General Funds 0.0 Other Appropriated Funds 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) 5,869.0 General Funds Description: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 51 35 35 35 127 125 125 125 To develop, implement and sustain processes that provide a relevant, reliable source of information on crime and the Dollars (in thousands) are listed as requested by agencies. Arizona Criminal Justice Commission criminal justice system in Arizona. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Develop, continuously refine and sustain the implementation of a criminal justice records improvement program for the criminal justice system in AZ 90 100 100 100 Develop, implement and operate data and information producing programs and processes on crime activity and the criminal justice system in AZ 90 Accurately and successfully publish, distribute reports containing reliable info and data on crime activity and the criminal justice system in AZ 90 Performance Measures ‹ Goal 5 100 100 100 100 100 100 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Develop strategies and implement plans that effectively utilize funds and resources available to the Commission 100 100 100 100 Develop and sustain fiscal processes that successfully acquire, allocate, monitor, and report on all programs, functions and activities under the Commission's control 100 100 100 100 Organize, support, and conduct all meetings under the Commission responsibility to produce effective results 100 100 100 100 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent completion of statutory mandates regarding Commission duties, responsibilities and mandates 90 100 100 100 Collect and analyze data, conduct research and evaluation, and publish reports regarding the criminal justice system 95 ‹ Goal 7 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. Description: 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 2010 Actual 100 100 100 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 34 13 13 13 Number of required reports published FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 4,046.0 4,046.0 4,046.0 596.8 1,341.1 1,341.1 1,341.1 Program Total 4,469.8 5,387.1 5,387.1 5,387.1 FTE Positions 5.0 5.0 5.0 5.0 Other Non Appropriated Funds ‹ Goal 1 To increase the number of compensation claims filed and awarded to eligible crime victims. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Obtain increased spending authority for the crime victim compensation program 2.49M 2.49M 2.49M 2.49M Increase in compensation awards reported by Operational units 2.49M 2.49M 2.49M 2.49M Increase in eligible benefits available to crime victims 2.49M 2.49M 2.49M 2.49M ‹ Goal 2 To effectively manage the allocation and administration of Crime Victim Compensation Funds. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Continuity of administration in the 15 counties 15 15 15 15 Percent of counties in which case reviews completed 66 60 60 60 Percent of cases reviewed showing no deficiencies 85 90 90 90 Percent of programs reviewed reflecting compliance with certified assurances and fiscal management practices 60 60 60 60 Performance Measures ‹ 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. Performance Measures Arizona Criminal Justice Commission FY 2011 Estimate 3,873.0 Other Appropriated Funds Performance Measures To provide a continuum of effective organization and administration for Commission responsibilities, activities and programs. Performance Measures A.R.S. §§ 41-2407 et. seq. General Funds 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 Mission: FY 2010 Actual ‹ Goal 6 Program Summary 2.0 Larry Grubbs, Crime Victims Program Manager Phone: (602) 364-1146 To develop and sustain programs, functions and activities related to the criminal justice system that increases productivity in the system, enhances the coordination of the system and the effectiveness of the system. Performance Measures JCA FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Applicants requesting funds 53 55 55 55 Grants awarded in a timely manner to victim services providers 46 44 44 44 Number of site visits completed 34 25 25 25 Program audits reflecting no deficiencies 32 24 24 24 Program single audits reflecting compliance with Administrative Rules 34 25 25 25 Dollars (in thousands) are listed as requested by agencies. Page 95 JCA Program Summary 3.0 JCA Program Summary 4.0 STATISTICAL ANALYSIS CENTER CRIMINAL JUSTICE SYSTEM IMPROVEMENT Phillip Stevenson, Statistical Analysis Center Director Phone: (602) 364-1146 Pat Nelson, CJ Systems Improvement Program Manager Phone: (602) 364-1146 A.R.S. § 41-2405 A.R.S. § 41-2405 Mission: Mission: To improve the criminal justice system in Arizona through the efforts of a quality Statistical Analysis Center. To improve the criminal history records in the State of Arizona as well as manage criminal justice records integration and criminal justice system improvements projects through out the state. Description: The Statistical Analysis Center's purpose is to oversee the research, analysis, studies, reports, and publications regarding crime and criminal justice statistics for the benefit of criminal justice agencies across the State. The Statistical Analysis Center also conducts the biennial School Drug Survey (AYS) which provides critical information to the Governor and Legislature regarding the use of drugs among students in Arizona. Other statistical and research projects are conducted by the Center with the approval of the Executive Director. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 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. 0.0 0.0 0.0 0.0 Other Appropriated Funds 146.0 235.2 235.2 235.2 Other Non Appropriated Funds 492.4 370.5 370.5 370.5 Funding and FTE Summary: (Thousands) Program Total 638.4 605.7 605.7 605.7 General Funds General Funds FTE Positions ‹ Goal 1 6.5 6.5 6.5 6.5 To implement and maintain an effective and relevant criminal justice research program. FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,556.9 1,700.8 2,246.9 2,246.9 Other Non Appropriated Funds 23,207.4 16,196.0 16,196.0 16,196.0 Other Appropriated Funds Program Total 24,764.3 17,896.8 18,442.9 18,442.9 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate FTE Positions 3.0 3.0 3.0 3.0 Number of studies/research projects proposed by internal and external customers 25 25 25 25 ‹ Goal 1 Number of studies/reports completed and published 11 20 10 20 Performance Measures Number of research products mailed via US mail to external customers (paper reduction). 0 25 5 25 Number of grant applications submitted to proper agencies. Number of public and media data requests processed 15 15 20 20 Number of legislative and policymaker data requests processed 45 40 45 50 Performance Measures ‹ Goal 2 To apply for available federal funds in such program areas as DNA and Laboratory Improvements. Meetings conducted annually 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. FY 2013 Estimate 4 4 4 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 6 6 6 6 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 23 12 12 12 1 5 5 5 To introduce legislation to change/improve criminal history reporting as needed. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Bills submitted to Legislature 0 0 1 0 Bills passed by the Legislature for the improvement of criminal history record reporting 0 0 1 0 Performance Measures ‹ Goal 5 To administer, monitor, and evaluate grant projects on a continual basis. Performance Measures Site visits to grantee agencies Page 96 FY 2012 Estimate To improve disposition reporting of each county to the central repository each year. Performance Measures ‹ Goal 4 FY 2011 Estimate To establish and publish technology and data standards for criminal justice agencies of the state annually. Performance Measures ‹ Goal 3 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 8 8 8 8 Arizona Criminal Justice Commission Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 8 8 8 8 320 280 280 280 Assistance provided to grantee agencies 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 5 12 12 12 Grants awarded to agencies for improvement of criminal justice/history records ‹ Goal 7 To apply for available funds from federal Justice Department agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of grant applications submitted to proper agencies 7 4 4 4 Number of grant awards provided to the Commission by the various granting agencies 4 4 4 4 13 12 12 12 Performance Measures Program Summary 5.0 CRIME CONTROL Tony Vidale, Crime Control Program Manager Phone: (602) 364-1146 A.R.S. § 41-2402 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 JCA Number of applicants requesting funding Mission: To enhance and coordinate the funded efforts to deter, investigate, prosecute, adjudicate, and punish drug, violent crime, and criminal street gang offenders. Description: The program administers the federally funded Edward Byrne Memorial Justice Assistance Grant (Byrne JAG Grant Program), a congressionally consolidated local law enforcement program in 2004 previously known as Edward Byrne Memorial State and Local Law Enforcement Assistance Grant Program and the Local Law Enforcement Block Grant Program (LLEBG). This grant program provides enhanced funding to state and local law enforcement and related agencies to carry out the purposes set forth under A.R.S. § 41-2402. The Arizona Criminal Justice Commission is designated as the State Administrative Agency (SAA) for this program. In 1996 the Arizona Criminal Justice Commission was also designated as the State Administrative Agency for the Residential Substance Abuse Treatment Grant Program. This program also administers a number of non-grant projects such as Fill the Gap funds for distribution to counties. Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 15.6 26.8 26.8 26.8 Other Non Appropriated Funds 4,523.3 6,190.5 7,031.1 7,031.1 Program Total 4,538.9 6,217.3 7,057.9 7,057.9 FTE Positions 4.7 4.7 4.7 4.7 General Funds 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. ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1 1 1 1 To distribute appropriated funds and court fines to County indigent defense agencies and contract indigent defense as required by A.R.S. § 41-2409 for the purpose of improving case processing and by January 8th each year report to those stated in the legislation on the expenditure of the monies in the state aid to indigent defense fund for the prior fiscal year and on the progress made in achieving the goal of improved criminal case processing. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1 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 Arizona Criminal Justice Commission FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2 2 2 2 Page 97 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of grant applications received from criminal justice agencies requesting grant funds for criminal justice system activities authorized by the Commission. 35 60 65 65 Number of grant applications evaluated and awarded to criminal justice agencies for criminal justice system activities authorized by the Commission. 13 40 40 40 Number of arrests made by grantfunded task forces 7,811 6,000 6,000 6,000 22,703 25,000 25,000 25,000 Percent of grant agreements executed in a timely manner by Commission staff 100 100 100 100 Percent of requests for training/technical assistance received and filled 100 100 100 100 On-site monitoring visits conducted by Commission staff 0 10 15 15 Federal grantor agency conferences, workshops and planning sessions attended by Commission staff 1 1 1 1 Complaints received by Commissioners regarding actions by the Commission staff in the administration of sub-grants 0 0 0 0 100 100 100 100 Performance Measures Convictions reported by grant-funded prosecution projects Percent of complete, accurate reports submitted on or before due dates Page 98 Dollars (in thousands) are listed as requested by agencies. Arizona Criminal Justice Commission SDA 0.0 Agency Summary ARIZONA STATE SCHOOLS FOR THE DEAF AND THE BLIND Robert E. Hill, Superintendent Phone: (520) 770-3704 A.R.S. § 15-1300 et. Seq Mission: To work together with parents, school districts, advocacy organizations, business and community members to create nurturing environments in which children with a vision or hearing loss 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: The Arizona State Schools for the Deaf and the Blind (ASDB) consists of a variety of programs that provide education and evaluation to children and youth, with a vision or hearing loss, from birth to 22 years of age. Schoolaged 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. 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 some children referred with multiple disabilities. ($ Thousands) Agency Summary: Program ¾ PHOENIX DAY SCHOOL ¾ TUCSON CAMPUS ¾ REGIONAL COOPERATIVES ¾ PRESCHOOL ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 12,862.7 11,693.5 11,960.2 11,960.2 16,144.3 18,477.6 18,744.3 18,744.3 16,921.4 17,405.4 17,405.4 17,405.4 5,421.5 5,353.5 5,620.1 5,620.1 4,888.2 5,168.9 5,168.9 5,168.9 56,238.1 58,098.9 58,898.9 58,898.9 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 21,580.3 22,045.4 22,845.4 22,845.4 Other Appropriated Funds 13,954.8 14,729.5 14,729.5 14,729.5 Other Non Appropriated Funds 20,703.0 21,324.0 21,324.0 21,324.0 Program Total 56,238.1 58,098.9 58,898.9 58,898.9 FTE Positions 968.6 967.4 967.4 967.4 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. Issue 1 Parent folders are used to inform parents of learning occurring in the classroom, activities at the school, and events in the community. Parent groups are also 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. 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 for our students. ASDB participates Arizona State Schools for the Deaf and the Blind 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 our 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 Hard of Hearing, Deaf, or Visually Impaired individuals, 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 Hard of Hearing and Deaf 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 offering bonuses as well as other incentives. ASDB continues to focus on three areas: hiring, staff services, and staff development. To increase the awareness of potential teachers, ASDB has initiated a Dollars (in thousands) are listed as requested by agencies. Page 99 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. 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. 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 were also completed January 2009. The building also includes a new Career and Technical Education center. The final four dormitories that did not have air conditioning have had air-conditioning added. In Phoenix, satellite programs have been established in elementary schools, in partnership with school districts, to serve Hard of Hearing, Deaf, or Visually Impaired preschool students 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. 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 Hard of Hearing, Deaf, or Visually 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 our students access to 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 ASDB 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 our constituents. 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 our Hard of Hearing and Deaf students. Quality Programming for the Visually Impaired training is being conducted at all regional cooperatives and at the site-based programs. A curriculum selection process and accompanying textbook purchases have been completed at the 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 base 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 has Page 100 Dollars (in thousands) are listed as requested by agencies. Arizona State Schools for the Deaf and the Blind Program Summary SDA 1.0 Program Summary SDA 2.0 PHOENIX DAY SCHOOL TUCSON CAMPUS Robert Hill, Superintendent Phone: (520) 770-3704 Robert Hill, Superintendent Phone: (520) 770-3704 A.R.S. § 15-1300 et. Seq A.R.S. § 15-1300 et. Seq Mission: 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. To create a nurturing environment in which children who are visually impaired, 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. Description: 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 315 students aged 5 through 22 who live within the metropolitan Phoenix area for whom daily transportation is feasible. ASDB’s Tucson Campus is the home of the Arizona School for the Deaf (ASD), the Arizona School for the Blind (ASB), 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 220 students aged 5 through 22 attend the Tucson Campus, and of these about 68 live in the campus residence halls. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 4,368.2 3,571.4 3,838.1 3,838.1 Other Appropriated Funds 5,866.3 5,950.0 5,950.0 5,950.0 Other Non Appropriated Funds 2,628.2 2,172.1 2,172.1 2,172.1 Funding and FTE Summary: (Thousands) FY 2010 Actual 12,862.7 11,693.5 11,960.2 11,960.2 FTE Positions 191.6 177.0 177.0 177.0 ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts 100 95 95 95 Percent of IEPs developed with participation of parent 100 Performance Measures ‹ Goal 2 0 0 To exceed all expected performance standards as identified by the AIMS, and AIMS-A for every student served by an ASDB Program. 11,822.3 12,089.0 12,089.0 5,929.5 5,929.5 5,929.5 793.3 725.8 725.8 725.8 Program Total 16,144.3 18,477.6 18,744.3 18,744.3 FTE Positions 302.3 309.6 309.6 309.6 Other Non Appropriated Funds ‹ Goal 1 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts in Tucson 100 95 95 95 Percent of IEPs developed with participation of parent 100 95 95 95 Percent of parents satisfied with their involvement in the program in Tucson 98 95 95 95 98 95 95 95 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of the program in Phoenix 98 95 95 95 Percent of parents satisfied with the quality of educational programs provided to their child. Percent of parents satisfied with their involvement in the program 100 95 95 95 ‹ Goal 2 Performance Measures ‹ Goal 3 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. To exceed all expected performance standards as identified by the AIMS, and AIMS-A for every student served by an ASDB Program. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of transportation services provided at PDSD 98 95 95 95 Percent of parents satisfied with the quality of food services provided at PDSD 95 85 90 90 Percent of parents satisfied with the quality of medical services provided at PDSD 100 Performance Measures Percent of parents satisfied with the quality of the program in Tucson ‹ Goal 3 Arizona State Schools for the Deaf and the Blind 95 95 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 98 95 95 95 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of transportation services provided at ASD/ASB in Tucson. 97 95 95 95 Percent of parents satisfied with the quality of food services provided at ASD/ASB in Tucson. 90 90 90 90 Percent of parents satisfied with the quality of medical services provided at ASD/ASB in Tucson. 99 95 95 95 Performance Measures 95 FY 2013 Request 5,063.6 Performance Measures 95 FY 2012 Request 10,287.4 General Funds Other Appropriated Funds Program Total FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Page 101 Program Summary SDA 3.0 Program Summary SDA 4.0 REGIONAL COOPERATIVES PRESCHOOL Robert Hill, Superintendent Phone: (520) 770-3704 Robert Hill, Superintendent Phone: (520) 770-3704 A.R.S. § 15-1300 et. Seq A.R.S. § 15-1300 et. Seq Mission: Mission: To work together with parents, school districts, advocacy organizations, business and community members to create nurturing environments in which children with a vision or hearing loss feel valued, develop their unique abilities, strive to achieve academic excellence, and develop skills to help them become productive and responsible members of society. To look at the whole child, as a member of a family, as a child first who happens to be visually impaired, blind, hard of hearing or deaf. We are committed to nurturing the child and the family through education, involvement and continued support. We are 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: 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 ASDB staff. The decision is based on the individual comprehensive evaluation and the Individual Education Plan. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 1,072.0 936.2 1,072.0 1,072.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 15,985.2 16,333.4 16,333.4 16,333.4 Program Total 16,921.4 17,405.4 17,405.4 17,405.4 FTE Positions 348.6 355.4 355.4 355.4 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 Number of students served by the regional cooperatives and the Outreach program 15,463 15,508 15,508 15508 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 97 95 95 95 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 98 95 95 95 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1631 1600 1600 1600 Number of districts served by the Cooperatives 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 or vision loss 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 (AHCCCS), and the Arizona Department of Education (ADE). Currently, 590 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 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 248 215 240 240 FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 1,693.0 1,454.2 1,720.8 1,720.8 Other Appropriated Funds 3,024.9 2,850.0 2,850.0 2,850.0 703.6 1,049.3 1,049.3 1,049.3 Program Total 5,421.5 5,353.5 5,620.1 5,620.1 FTE Positions 56.3 51.4 51.4 51.4 Other Non Appropriated Funds ‹ Goal 1 To increase the number of students participating in the Parent Outreach Program Performance Measures To increase the number of school districts served by the Cooperatives Performance Measures Page 102 FY 2013 Estimate To increase the number of students served through the regional cooperatives. Performance Measures ‹ Goal 5 FY 2012 Estimate To provide programming meeting the individual needs of students Performance Measures ‹ Goal 4 FY 2011 Estimate To provide quality programming for students Performance Measures ‹ Goal 3 FY 2010 Actual Description: Number of students served annually through the Parent Outreach Program and the Preschool program. ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 591 500 500 500 To provide quality programming for preschool students FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents rating overall quality as good or excellent 100 95 95 95 Percent of parents indicating the staff regularly communicates with them. 100 95 95 95 Percent of parents who feel their child is progressing satisfactorily toward their child's IEP/IFSP goals. 100 95 95 95 Performance Measures Dollars (in thousands) are listed as requested by agencies. Arizona State Schools for the Deaf and the Blind FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with their level of participation in the IEP/IFSP and MET process. 100 95 95 95 Percent of parents satisfied with the services and specialized equipment provided based on the IEP/ISFP. 96 Performance Measures Program Summary SDA 5.0 ADMINISTRATION 95 95 95 Robert Hill, Superintendent Phone: (520) 770-3704 A.R.S. § 15-1300 et. Seq Mission: To provide leadership and vision for the Arizona State Schools for the Deaf and the Blind programs and to secure, maintain, and protect resources needed to meet the mission of the Agency. Description: The Arizona State Schools for the Deaf and the Blind (ASDB) consists of a variety of programs that provide education and evaluation to children and youth, with a vision or hearing loss, from birth to 22 years of age. Schoolaged 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. 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 some children referred with multiple disabilities. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request FY 2013 Request 4,125.5 4,295.5 4,125.5 4,125.5 0.0 0.0 0.0 0.0 592.7 1,043.4 1,043.4 1,043.4 Program Total 4,888.2 5,168.9 5,168.9 5,168.9 FTE Positions 69.8 74.0 74.0 74.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To prudently and fairly manage personnel resources of the Agency. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of permanent certified positions filled PDS 86 85 85 85 Percent of permanent classified positions filled PDS 89 85 85 85 Percent of permanent certified staff turnover PDS 14 10 10 10 Percent of permanent classified staff turnover PDS 15 25 25 25 Performance Measures ‹ Goal 2 To effectively manage facilities, transportation, food service and loss prevention to ensure that these services are supportive of the educational programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of the medical services provided at ASDB. 99 95 95 95 Percent of parents satisfied with the quality of transportation services provided at ASDB. 97 95 95 95 Percent of parents satisfied with the quality of food services provided at ASDB. 91 90 90 90 Performance Measures ‹ Goal 3 To maintain a positive relationship with parents FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with leadership at ASDB 98 90 90 90 Percent of parents rating overall qualify of services as good or excellent based on annual survey PDS 99 95 95 95 Performance Measures ‹ Goal 4 Arizona State Schools for the Deaf and the Blind FY 2011 Estimate To exceed all expected performance standards as identified by the AIMS, and AIMS-A for every student served by an ASDB Program. Dollars (in thousands) are listed as requested by agencies. Page 103 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with instructional programs and services as measured by a survey PDS 99 95 95 95 Percent of students graduating from PDSD with a high school diploma 100 100 100 100 Percent of students graduating from ASB and ASD with a high school diploma 100 100 100 100 Performance Measures ‹ Goal 5 To prudently and fairly manage personnel resources of the Agency FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of permanently certified positions filled (TC) 95 90 90 90 Percent of permanent classified positions filled (TC) 98 80 80 80 Percent of permanent certified staff turnover (TC) 22 10 10 10 Percent of permanent classified staff turnover (TC) 12 25 25 25 Performance Measures ‹ 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 2011 Estimate FY 2012 Estimate FY 2013 Estimate 98 90 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. Page 104 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99 95 95 95 Dollars (in thousands) are listed as requested by agencies. Arizona State Schools for the Deaf and the Blind DFA 0.0 Agency Summary 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: 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 also benefit from ACDHH information, programs and activities. For example, ACDHH Deaf and Hard of Hearing Specialists provide sensitivity training for state agencies and other organizations and groups that work with the 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. ACDHH is also mandated to license American Sign Language interpreters and certify American Sign Language teachers. ($ Thousands) Agency Summary: Program FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request ¾ COUNCIL ACTIVITIES ¾ TDD TELECOMMUNICATION 1,091.4 1,671.6 1,671.6 1,671.6 1,922.5 2,300.8 2,300.8 2,300.8 Agency Total: 3,013.9 3,972.4 3,972.4 3,972.4 DEVICE FOR THE DEAF Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 3,013.9 3,972.4 3,972.4 3,972.4 0.0 0.0 0.0 0.0 Program Total 3,013.9 3,972.4 3,972.4 3,972.4 FTE Positions 15.0 15.0 15.0 15.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: 1B.) Continue to advocate for the best technological access to telecommunication services for the Deaf and the Hard of Hearing. The newest technology available to consumers in the deaf and hard of hearing communities is video and internet protocol services. State relay administrators have been informed of the impending transfer of the new technology costs to individual states. The current appropriation will not satisfy the impending cost of intrastate video and internet protocol relay services. The Commission will attend state, local and national meetings to participate in discussions regarding the FCC’s determination of the assignment of costs to states for video and internet protocol services. The Commission shall determine the impact on AZ service delivery, monitor the need to request additional funding to maintain functionally equivalent access to telecommunication services, advocate for funding at the legislature and educate the public about these services. Administer the statewide Telecommunications Equipment Distribution Program ACDHH is responsible for the distribution of telecommunication devices to citizens who qualify. The commission shall continue to provide outreach and education to inform the public about the program, receive and screen applications, provide one on one training and customer service for the repair and replacement of defective devices. The Commission shall increase consumer awareness by increasing links to service related sites. Issue 2 Issue 3 Increase Public Awareness There are more than 643,000 Arizonans with varying degrees of hearing loss and more than 70,000 individuals who are profoundly deaf. The Commission serves a large number of citizens who are hard of hearing, deaf, deafblind and individuals who have speech difficulties. Thousands more are either un-served, or underserved due to limited staffing. The Commission serves thousands who are hearing family members, friends, employers and co-workers from the general public. This is possible only through the outreach and education efforts of the staff. The Commission continues to form collaborative partnerships with many agencies to spread the word about services. The Department Economic Security, Rehabilitation Services Administration, Area Agency on Aging, Maricopa Community Colleges, Department of Emergency Management and many civic organizations of and for the deaf and the hard of hearing. The Commission has also improved its website by offering video blogs to educate the general public about issues of hearing loss, deaf culture and the employment of the deaf and the hard of hearing. The Commission will continue to seek opportunities to partner for the development of public service announcements, and the submission of articles in professional magazines, local, state and national newspapers. Issue 4 Determine American Sign Language Teacher Standards In the state AZ there are no standards for individuals who teach American Sign Language. The Commission shall gather information via community forums, formation of work groups made up of AZ stakeholders including but not limited to consumers, professionals and others. The Commission shall consult Maricopa Community Colleges staff, University staff, other states with certification standards and the American Sign Language Teachers Association to assist in determining the best standards for American Sign Language Teachers in Arizona. Maintain Effective Quality Assurance of Arizona Telecommunications Relay Services 1A.) The Commission monitors the delivery of telecommunication relay services through a third party contract. The services provide access to functionally equivalent telephone services for Arizonans who are Deaf, Hard of Hearing, Deaf-Blind or speech disabled. The commission reviews and monitors quality assurance standards set by the Federal Communications Commission and specific negotiated quality, service delivery and customer service standards set by the Commission for services unique to Arizona. The Commission reviews monthly reports provided by the contractor to measure call answering standards, the number of completed calls and customer service satisfaction. The Commission also conducts annual site visits to monitor employee performance. The Commission also receives weekly reports from the AZ Relay Outreach Specialist to monitor local education, outreach and training. The Commission shall continue to negotiate for the highest quality assurance measurements for each contract renewal. Issue 1 Commission for the Deaf and the Hard of Hearing Dollars (in thousands) are listed as requested by agencies. Page 105 Performance Measures Program Summary DFA 1.0 COUNCIL ACTIVITIES Lynn Wakefield, Business Manager Phone: (602) 542-3363 To assist agency administrators and political subdivision directors to improve the quality of services available for the 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. Support staff responds to hundreds of inquiries regarding technology, laws, and availability of services. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 0.0 1,671.6 1,671.6 1,671.6 0.0 0.0 0.0 0.0 Program Total 1,091.4 1,671.6 1,671.6 1,671.6 FTE Positions 12.0 12.0 12.0 12.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Total number of information and referral contacts Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,535,113 600,000 600,000 600,000 50,000 60,000 70,000 80,000 Total number of advertisements 16 20 20 20 Total number of articles 68 50 50 50 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 19,537 25,000 25,000 25,000 Number of newsletters distributed 15,000 18,000 15,000 15,000 Number of partnerships formed 52 158 193 To improve public relations on issues related to hearing loss. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of printed articles related to the Arizona Commission for the Deaf and Hard of Hearing 68 50 50 50 Number of printed articles related to the Arizona Telecommunications Equipment Distribution Program 8 15 15 15 Number of printed articles related to the Arizona Relay Service 12 10 10 10 Number of telecommunication advertisements for Arizona Relay Service 12 10 10 10 Number of telecommunication advertisements for Arizona Telecommunications Equipment Distribution Program 4 10 10 10 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 9 5 5 5 To prepare present and future American Sign Language instructors for national-level standards and certification. Performance Measures Total number of workshop hours FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 1 0 0 To improve interpreter support services. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of general licensed interpreters 286 295 349 403 Average number of calendar days from receipt of complaint about licensed interpreter to resolution 117 120 120 120 6 5 5 5 Performance Measures Number of complaints about certified/licensed interpreters Page 106 44 123 To increase the number of public and private sector partnerships in providing training and program services. Performance Measures ‹ Goal 4 36 88 Media impressions as well as direct contacts. Total number of website visits ‹ Goal 3 27 To increase public awareness of accessibility issues related to the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. Performance Measures ‹ Goal 2 FY 2013 Estimate FY 2013 Request 1,091.4 General Funds FY 2012 Estimate Number of provisional interpreters Performance Measures Mission: FY 2011 Estimate Number of licensed legal interpreters ‹ Goal 5 A.R.S. §§ 36-1941 through 36-1978 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. Commission for the Deaf and the Hard of Hearing Program Summary DFA 2.0 TDD - TELECOMMUNICATION DEVICE FOR THE DEAF Lynn Wakefield, Business Manager Phone: (602) 542-3363 A.R.S. §§ 36-1941 through 36-1978 Mission: To provide telecommunications access for the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. Description: The Agency provides various assistive devices on a loaner basis to Arizona residents who are Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. In addition the Agency, through a contract with an interstate telephone company (currently Hamilton Communications), provides telephone relay services 24 hours a day. This relay service provides a link between Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties and all other telephone users. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,922.5 2,300.8 2,300.8 2,300.8 0.0 0.0 0.0 0.0 Program Total 1,922.5 2,300.8 2,300.8 2,300.8 FTE Positions 3.0 3.0 3.0 3.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To monitor telecommunications relay services to ensure compliance with current contract. Performance Measures Percent of telecommunications relay service calls completed without a complaint Annual call minutes for the telecommunications relay service ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99.5 99.5 99.5 99.5 1,285,155 1,571,685 1,922,098 2,350,638 To administer voucher system of the Telecommunications Equipment Distribution Program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of customer satisfaction with equipment distribution voucher program 96.3 90.0 90.0 90.0 Number of equipment distributed to consumers 359 500 600 700 Performance Measures Explanation: Refurbished equipment distributed to reduce costs. Number of applications distributed to consumers regarding the equipment distribution program Number of demonstrations performed Explanation: 2,340 1,500 1,500 1,500 198 250 250 250 Demonstration sites closed. Commission for the Deaf and the Hard of Hearing Dollars (in thousands) are listed as requested by agencies. Page 107 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 10 10 10 10 Percent of cases adjudicated each calendar year (ratio of complaints resolved to complaints received) 148 90 90 90 Average number of calendar days from receipt of complaint to resolution of complaint 114 150 150 150 8 15 15 15 Performance Measures Agency Summary DXA 0.0 Average calendar days to renew a license (from receipt of application to issuance) BOARD OF DENTAL EXAMINERS Elaine Hugunin, Executive Director Phone: (602) 242-1492 A.R.S. §§ 32-1201, 32-1299 Mission: Percent of investigations resulting in disciplinary or enforcement action 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. Number of licenses revoked or suspended 15 11 11 11 Total number of investigations conducted 454 516 516 516 Description: Total number of complaints received annually 370 452 452 452 Total number of inspections conducted 211 175 175 175 1 5 5 5 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 948.9 1,150.1 1,197.1 1,197.1 0.0 0.0 0.0 0.0 Program Total 948.9 1,150.1 1,197.1 1,197.1 FTE Positions 11.0 11.0 11.0 11.0 General Funds 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 Administration as a percent of total cost FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 2 2 2 4.5 5.0 5.0 5.0 Strategic Issues: Issue 1 Information Technology Development The Agency launched the new database on March 26, 2010 moving the Agency from a DOS platform to a Windows environment. Now that the basic database is in place, the next step is preparation to offer online renewals which will not only be convenient to the Agency’s licensees, but will reduce agency operating expenses. The following steps are required to accomplish online renewals: 1) Legislative changes to the Dental Practice Act; 2) Development of the online renewal component within the new database; and 3) Online payment options. The Agency previously reported a strategic issue was to take control of the Agency’s website and enable the public to access licensing and complaint histories. This in part has been accomplished. The Agency has staff who is able to make content changes to the website including a daily update of the licensee directory which enables the public to access licensing and complaint histories which are one to two days old. With the launch of our new database, the Agency plans to transition to real-time public access. In an effort to keep the licensees informed of changes to the Dental Practice Act, the Agency has published and mailed a newsletter. In FY10, the Agency found that copying and mailing a newsletter was not only cost prohibitive, but leaves a large carbon footprint. The Agency plans to utilize its website to publish newsletters. 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 Page 108 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3 10 10 10 740 816 816 816 8,161 8,319 8,476 8,636 5 4 4 4 3,316 3,024 3,113 3,022 Dollars (in thousands) are listed as requested by agencies. State Board of Dental Examiners Agency Summary DPA 0.0 DRUG AND GANG PREVENTION RESOURCE CENTER , 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 0.0 344.4 344.4 344.4 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 0.0 344.4 344.4 344.4 FTE Positions 6.3 6.3 6.3 6.3 Arizona Drug and Gang Prevention Resource Center Dollars (in thousands) are listed as requested by agencies. Page 109 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of awards made 260 250 250 250 Number of Board service program goal areas funded 6/6 6/6 6/6 6/6 Performance Measures CDA 0.0 Agency Summary support of direct program delivery EARLY CHILDHOOD DEVELOPMENT AND HEALTH BOARD Rhian Evans Allvin, Executive Director Phone: (602) 771-5100 ‹ Goal 2 ARS § 8-1181, ARS Title 8, Chap 13 To increase public awareness of, and support for early childhood investment. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1.6 6.3 6.5 6.6 % of regions participating in a coordinated communications strategy 77 85 85 85 % of Arizonans who see 0-5 education as important as K-12 62 63 64 65 Mission: Performance Measures 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. Dollars (in millions) spent on Communications 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. The Arizona Early Childhood Development and Health Board receives revenues from additional tax levied on tobacco products. Ninety percent of the monies deposited into the Early Childhood Development and Health Fund are devoted to the program costs and ten percent are devoted to administrative costs. ‹ Goal 3 To achieve high level of integration, coordination and collaboration with early childhood partners and stakeholders. Performance Measures Estimated number of grants that have Grant and Sub-Grantee relationship Number of multi-agency grants FTF is the recipient of % of Council seats/positions (required by statute to have broad and diverse community and sector composition) not filled ‹ Goal 4 Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request Dollars (in millions) spent on evaluation and Needs & Assets % of grantees (providing direct client services) reporting on units served # of years a longitudinal study on system outcomes for children 0-5 in AZ has been in place (or operating/running) ‹ Goal 5 FY 2013 Request FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 26 30 30 30 2 2 2 2 15 10 10 10 To monitor and report on services, results, and outcomes Performance Measures 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. FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 5.0 8.8 8.9 8.9 99 99 99 100 2 3 4 5 To provide a cohesive and efficient delivery support structure within FTF Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate General Funds 0.0 0.0 0.0 0.0 Staff Vacancy Rate (%) 29 25 20 15 Other Appropriated Funds 0.0 0.0 0.0 0.0 Staff External Turnover Rate (%) 10 9 8 7 Other Non Appropriated Funds 68,965.6 209,613.0 153,819.5 153,759.7 Staff External Voluntary Turnover Rate (%) 8 7 6 5 Program Total 68,965.6 209,613.0 153,819.5 153,759.7 % of regional councils with dedicated staff 94 100 100 100 FTE Positions 146.8 160.8 160.8 160.8 % of female (vs. male) employees 88 90 80 70 % of minority employees 40 45 43 40 Strategic Issues: ‹ Goal 6 Increasing quality and availability of early care and education services in Arizona. FTF will improve/accomplish this by: a) Improving the quality of early childhood development and health programs. b) Increasing access to quality early childhood development and health programs. c) Increasing access to preventative health care and health screening for children through age five. d) Offering parent and family support and education concerning early child development and literacy. e) Providing professional development and training for early childhood development and health providers. f) Increasing coordination of early childhood development and health programs and public information about the importance of early childhood development and health. To support the building of a comprehensive, high quality ‹ Goal 1 early childhood development and health system To be fiscally accountable to the citizens of Arizona Issue 1 Performance Measures Dollars (in millions) awarded in Page 110 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 110 128 120 120 Performance Measures Number of Major Deficiencies in the Annual Audit Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0.0 0.0 0.0 0.0 Arizona Early Childhood Development and Health Board ($ Thousands) Agency Summary: Agency Summary DEA 0.0 DEPARTMENT OF ECONOMIC SECURITY FY 2010 Actual Program Neal Young, Director Phone: (602) 542-5678 ¾ ADMINISTRATION ¾ DEVELOPMENTAL A.R.S. § 41-1954 FY 2011 Estimate FY 2012 Request 155,096.8 146,843.7 146,843.7 988,752.6 977,137.2 1,052,102.5 1,877,455.8 2,119,642.8 2,397,742.8 DISABILITIES Mission: ¾ BENEFITS AND MEDICAL To promote the safety, well-being and self-sufficiency of children, adults, and families. ¾ CHILD SUPPORT Description: 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; nutrition assistance 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 55,557.4 66,751.6 66,751.6 ¾ AGING AND COMMUNITY 173,466.4 136,759.5 136,759.5 ¾ CHILDREN, YOUTH AND 558,235.0 487,634.2 487,634.2 ¾ EMPLOYMENT AND 2,427,853.6 1,827,437.9 679,349.1 Agency Total: 6,236,417.6 5,762,206.9 4,967,183.4 ENFORCEMENT SERVICES FAMILIES REHABILITATION SERVICES Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 522,490.0 637,103.9 762,439.3 Other Appropriated Funds 410,436.3 470,996.0 470,996.0 Other Non Appropriated Funds 5,303,491.3 4,654,107.0 3,733,748.1 Program Total 6,236,417.6 5,762,206.9 4,967,183.4 FTE Positions 8,835.8 8,968.0 8,968.0 Strategic Issues: Issue 1 Core Mission, Accountability, and Efficiency The Department has a proud history of innovation and efficiency in the delivery of human services and must continue to innovate and find ways to improve efficiency throughout the agency. The Department will need to ensure that core services continue while incorporating inventive and efficient business strategies to successfully provide services to Arizona’s most vulnerable populations. The agency has been working to improve the accountability of its programs in order to ensure that they are being administered as effectively and efficiently as possible to be of a maximum benefit to the people they serve. To that end, the Department has identified a variety of new performance measures and is monitoring them frequently and examining them closely to assess areas of the agency that are performing at a high level as well as areas where the Department can improve the delivery of its services. As the Department manages through a rapidly changing environment and intensifies its focus on its core work, the Department is also working to strengthen its workforce. Given the difficult economic climate in Arizona and the nation, the Department must provide resources and supports to the maximum extent possible to ensure that staff are able to stay focused on the agency’s core mission and continue working hard for the families and individuals DES serves. Issue 2 Economic and Social Stressors Arizona and the nation are experiencing an unprecedented economic downturn. The nation’s mortgage foreclosure crisis and associated losses in the housing and construction industries have hit Arizona disproportionately hard. The unemployment rate remains well above nine percent. The economic decline creates competing stressors on state government and on DES services in particular. The decline has caused state revenue to fall sharply, leaving less money available to provide services, while at the same time also leading to greater demand for Department services. There have been 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 in the past are coming to DES for services. Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 111 In Arizona, more than 14 percent of people live in poverty, and nearly 21 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% of the poverty level (a more accurate indicator of being in or near poverty) is about 34 percent of Arizona’s population. One in three Arizonans is struggling to make ends meet. According to the U.S. Census Bureau’s 2008 American Community Survey, over 750,000 Arizona children (age 18 and under), or 45 percent of all children in Arizona, live in low-income families at or below 200% of the poverty level. In addition to the stress caused by the economic downturn, violence against children continues to be a substantial concern, oftentimes brought on by multiple risk factors including poverty and substance abuse, thus establishing critical needs for protective, remedial, preventive, and intervention services for children and families. The current economic situation may create even more intense stress on already fragile family environments, further compounding these issues. Additionally, as more people have children later in life, a growing segment of the population is raising children while simultaneously caring for aging parents. Supports may be necessary for these caregivers to succeed in meeting this challenge. Issue 3 Federal Funding The Department’s recent annual state budgets have relied heavily on federal funds in order to reduce the state’s General Fund support for the Department. In fiscal year 2010, a significant amount of federal support expired. The Legislature responded to the expiration of this federal funding by including $102 million in General Fund to sustain critical operations in child welfare, developmental disabilities, and Temporary Assistance for Needy Families for fiscal year 2011. Additional federal funding expires in fiscal year 2011. Therefore, to sustain the operation of these important programs for the full 2012 fiscal year and subsequent years, a significant state-investment will be necessary to backfill the remainder of the expiring federal funds. The expiring federal funds are from the American Recovery and Reinvestment Act of 2009 (ARRA, P.L. 111-5), which was signed into law On February 13, 2009. ARRA, which is commonly referred to as the federal stimulus, temporarily augmented the funding provided under a number of the Department’s federal grants. As a result, the Legislature was not only able to address caseload growth with federal funds, but was also able to significantly reduce the Department’s General Fund base. In the absence of the required investment to backfill the expiring federal funds, additional reductions to already significantly reduced Department services will be required. Issue 4 Program Summary DEA 1.0 ADMINISTRATION Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954 Mission: To provide leadership, direction, coordination, and support to enable the Department of Economic Security to achieve its mission and vision. Description: The Administrative support areas provide leadership, direction, coordination, and support to the Department and its six client divisions in delivering human services to the people of Arizona. This Program Contains the following Subprograms: 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 Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 48,254.3 67,790.4 6,309.3 7,963.0 7,963.0 Other Non Appropriated Funds 100,533.2 71,090.3 71,090.3 Program Total 155,096.8 146,843.7 146,843.7 FTE Positions 1,140.2 1,140.2 1,140.2 Other Appropriated Funds 67,790.4 Collaboration with Community and Faith-Based Partners The Department places an emphasis on collaboration with community and faith-based partners to accomplish its goals. DES recognizes that all communities are unique, and believes that those within a community often have a greater understanding of the best ways to meet their community’s needs. This integrated and innovative approach to human services is crucial to developing and incorporating systems to best assist the populations the agency serves and to achieve the best possible outcomes for the vulnerable individuals, children and families of Arizona. The Department is committed to continuing to expand and strengthen these relationships by involving faith-based partners and community constituencies in strategic planning and resource allocation efforts. The Department is enhancing the role of faith-based partners, family voice, community partnerships, tribal relationships, and sister agency collaboration to improve outcomes for Arizona's children and families. Page 112 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 1.1 Subprogram Summary DEA 1.2 CENTRAL ADMINISTRATION FINGER IMAGING Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 PL 108-446 A.R.S. § 46-217; 46-218 Mission: Mission: To provide leadership, direction, coordination, and support to enable the Department of Economic Security to achieve its mission and vision. 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 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 Office of Management Development. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 47,109.9 66,641.0 66,641.0 6,107.4 7,555.5 7,555.5 80,201.8 56,115.5 133,419.1 130,312.0 130,312.0 FTE Positions 1,084.7 1,084.7 1,084.7 ‹ Goal 1 FY 2011 Estimate FY 2012 Estimate Agencywide customer satisfaction rating (scale 1-5) 4.17 4.00 4.00 Total Office of Accounts Receivable and Collections cost per dollar to administer, bill, and collect debts 0.06 0.06 0.06 DES cost per square foot compared to market 18.9 18.9 18.9 Performance Measures Explanation: General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 461.6 461.7 61.9 128.2 128.2 Other Non Appropriated Funds 466.1 326.3 326.3 Program Total 989.6 916.2 916.2 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds To improve the quality and efficiency of services delivered to customers. FY 2010 Actual The Arizona Fingerprint Imaging Program (AFIP) is an automated fingerprint imaging comparison system used to reduce multiple enrollment fraud in Department programs. AFIP is designed to ensure that participants only receive benefits for which they are entitled. Funding and FTE Summary: (Thousands) 56,115.5 Program Total Description: ‹ Goal 1 461.7 To eliminate multiple enrollments. Performance Measures Number of finger images processed FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 370,522 495,000 430,000 % below/(above) comparable market rate Percent of OLCR licenses to foster homes without a complaint Department of Economic Security 98.1 98.0 98.0 Dollars (in thousands) are listed as requested by agencies. Page 113 Subprogram Summary DEA 1.3 DEA 1.4 ATTORNEY GENERAL LEGAL SERVICES Subprogram Summary DISASTER RECOVERY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-191 A.R.S. § 41-3504 Mission: 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. To provide a Disaster Recovery Plan and the most efficient and costeffective recovery services possible for the Department's data center and network. Description: Description: The Attorney General Child and Family Protection Division is responsible for providing legal services to all programs and business operations of the Department of Economic Security (DES). The division provides these services through three sections: the Protective Services Section, which represents Child Protective Services; the Child Support Enforcement Section, which represents the Division of Child Support Enforcement; and the Civil, Criminal Litigation and Advice Section (CLA) which provides legal advice and representation in administrative hearings and state and federal courts to all other programs within the Department, as well as all personnel and operations matters. In addition, CLA prosecutes criminal cases relating to various DES programs, including recipient benefit fraud, employee embezzlement, provider fraud, and criminal nonpayment of child support. The Division of Technology Services must maintain an acceptable recovery point objective and recovery time objective for the equipment and the Department's application systems, which support the agency's mission. Note: This program is no longer funded. 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 626.2 627.6 Other Appropriated Funds 140.0 279.3 279.3 Other Non Appropriated Funds 2,567.7 1,798.8 1,798.8 Program Total 3,333.9 2,705.7 2,705.7 FTE Positions 35.5 35.5 35.5 Page 114 627.6 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 1.5 DEA 1.6 GOVERNOR'S ADVISORY COUNCIL ON AGING Subprogram Summary GOVERNOR'S COUNCIL ON DEVELOPMENTAL DISABILITIES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 46-183 A.R.S. 41-2451 Mission: 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. 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. 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. Description: Note: The goals and performance of this program are reflected in the measures for the Division of Aging and Community Services and its programs. Note: The goals and performance of this program are reflected in the measures for the Division of Developmental Disabilities and its programs. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds 56.6 FY 2011 Estimate 60.1 FY 2012 Request 60.1 0.0 0.0 0.0 Other Non Appropriated Funds 270.0 183.1 183.1 Program Total 326.6 243.2 243.2 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Department of Economic Security 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 586.7 1,159.8 1,159.8 Program Total 586.7 1,159.8 1,159.8 FTE Positions 8.5 8.5 8.5 Dollars (in thousands) are listed as requested by agencies. Page 115 Subprogram Summary DEA 1.7 Program Summary DEA 2.0 ARIZONA EARLY INTERVENTION PROGRAM DEVELOPMENTAL DISABILITIES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 PL 108-446 A.R.S. § 36-554 Mission: Mission: To enhance the capacity of families to support the infants and toddlers with delays or disabilities to thrive in their homes and communities. To support the choices of individuals with developmental disabilities and their families by promoting and providing flexible, quality, consumer-driven services and supports. Description: This program is described and performance measures are indicated in the Division of Developmental Disabilities. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 16,440.9 11,506.8 11,506.8 Program Total 16,440.9 11,506.8 11,506.8 FTE Positions 7.5 7.5 7.5 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 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 4 4 Developmental Disabilities Operations Case Management - Title XIX Case Management - State Only Home and Community Based Services - Title XIX Home and Community Based Services - State Only Institutional Services - Title XIX Institutional Services - State Only Medical Services ATP-Coolidge - Title XIX ATP-Coolidge - State Only State-Funded Long Term Care Medicare Clawback Payments Arizona Early Intervention Program Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request 215,829.1 290,938.6 19,810.8 30,520.5 30,520.5 Other Non Appropriated Funds 753,112.7 655,678.1 619,708.0 Program Total 988,752.6 977,137.2 1,052,102.5 FTE Positions 1,772.3 1,772.3 1,772.3 Other Appropriated Funds Page 116 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. 401,874.0 Department of Economic Security Subprogram Summary DEA 2.1 Subprogram Summary DEA 2.2 DEVELOPMENTAL DISABILITIES OPERATIONS CASE MANAGEMENT - TITLE XIX Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-554 A.R.S. § 36-554 Mission: Mission: To enhance supports and services to consumers and families through the effective and efficient use of state and federal funding. 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: The Division of Developmental Disabilities Operations subprogram provides administrative oversight and operating support for the all of the Division's programs, including programs for both Arizona Long Term Care System (ALTCS) eligible individuals and state only eligible individuals with developmental disabilities. The Division of Developmental Disabilities coordinates services and resources through six district offices and approximately 71 local offices in various communities throughout the state. Description: Case management services coordinate services and supports for Long Term Care and state only eligible individuals and their families. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds Note: Goals and performance for the operating function of the division are reflected in the goals and performance of the division's programs and special line items. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2012 Request 12,664.0 14,741.7 14,741.7 0.0 0.0 0.0 31,921.2 32,776.8 32,776.8 Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate 44,585.2 47,518.5 47,518.5 FTE Positions 294.3 294.3 294.3 11,076.9 0.0 0.0 0.0 Other Non Appropriated Funds 28,705.0 27,017.2 27,017.2 Program Total 37,264.1 38,094.1 38,094.1 FTE Positions 755.5 755.5 755.5 ‹ Goal 1 11,076.9 To provide quality case management services for all eligible consumers. Percent of consumer satisfaction with case management services (Title XIX only) Average number of consumers with developmental disabilities served Department of Economic Security FY 2012 Request 8,559.1 Other Appropriated Funds Performance Measures Program Total FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 98.3 98.0 98.0 22,295 23,632 25,050 Page 117 Subprogram Summary DEA 2.3 Subprogram Summary DEA 2.4 CASE MANAGEMENT - STATE ONLY HOME AND COMMUNITY BASED SERVICES - TITLE XIX Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-554 A.R.S. § 36-552 Mission: 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. 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: Description: Case management services coordinate services and supports for Long-Term Care and state only eligible individuals and their families. 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) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 3,491.5 3,887.3 3,887.3 0.0 0.0 0.0 5,923.5 2,700.4 9,415.0 6,587.7 6,587.7 FTE Positions 79.3 79.3 79.3 Performance Measures Average number of consumers with developmental disabilities served FY 2011 Estimate FY 2012 Estimate 8,313 8,300 8,300 FY 2012 Request 182,150.8 0.0 0.0 0.0 Other Non Appropriated Funds 509,917.2 474,349.5 429,878.1 Program Total 648,338.5 656,500.3 718,752.7 FTE Positions 94.5 94.5 94.5 ‹ Goal 1 Performance Measures ‹ Goal 2 288,874.6 To provide home- and community-based services that support the majority of consumers in their family or own home or in a community-based setting. Percent of child and adult consumers with a developmental disability that live with their family or in their own home or in a community-based setting. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 88.0 88.0 88.0 To increase consumer, family, and caregiver satisfaction with home- and community-based services and supports. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of relatives and caregivers of consumers stating the services received meet the consumer's needs 98.7 98.0 98.0 Percent of relatives and caregivers satisfied with the providers of services received. 99.0 99.0 99.0 Performance Measures ‹ Goal 3 To increase consumers' economic prosperity and selfsufficiency by placing adult consumers in community employment opportunities. Performance Measures Percentage of eligible adult consumers placed in community employment Page 118 FY 2011 Estimate 138,421.3 Other Appropriated Funds To promote quality case management services for all eligible consumers. FY 2010 Actual FY 2010 Actual General Funds 2,700.4 Program Total ‹ Goal 1 Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 19.4 19.0 19.0 Department of Economic Security Subprogram Summary DEA 2.5 Subprogram Summary DEA 2.6 HOME AND COMMUNITY BASED SERVICES - STATE ONLY INSTITUTIONAL SERVICES - TITLE XIX Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-552 A.R.S. § 36-552 Mission: 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. To provide services and supports to eligible individuals with developmental disabilities that will promote home- and community-based placement whenever appropriate. Description: 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 2010 Actual General Funds FY 2011 Estimate 8,172.1 Other Appropriated Funds Other Non Appropriated Funds 25,314.5 FY 2012 Request 0.0 3,990.3 3,990.3 1,074.1 1,074.1 Program Total 33,611.5 30,378.9 30,378.9 FTE Positions 43.0 53.6 53.6 ‹ Goal 1 Performance Measures FY 2011 Estimate FY 2012 Estimate 99.0 99.0 99.0 Percentage of child and adult consumers with a developmental disability who live with their family or in their own home or in a communitybased setting Department of Economic Security FY 2010 Actual FY 2011 Estimate FY 2012 Request 6,116.1 5,365.0 0.0 0.0 0.0 Other Non Appropriated Funds 16,705.3 13,049.2 13,110.9 Program Total 22,821.4 18,414.2 18,475.9 FTE Positions 74.0 74.0 74.0 Other Appropriated Funds ‹ Goal 1 To provide home- and community-based services that support the majority of consumers in their family or own home or in a community-based setting. FY 2010 Actual Funding and FTE Summary: (Thousands) General Funds 25,314.5 25,439.4 This program consists of state and privately operated intermediate care facilities for the mentally retarded (ICF/MR) and nursing facilities. 5,365.0 To reduce or maintain the number of people placed in institutional settings. Performance Measures Number of consumers in ICF/MRs and skilled nursing facilities (*point in time 6/30/2010) Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 196 196 196 Page 119 Subprogram Summary DEA 2.7 Subprogram Summary DEA 2.8 INSTITUTIONAL SERVICES - STATE ONLY MEDICAL SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-552 A.R.S. § 36-2939 Mission: Mission: To provide services and supports to eligible individuals with developmental disabilities that will promote home- and community-based placement whenever appropriate. To provide cost-effective, quality medical services that enable Arizona Long Term Care System (ALTCS) eligible individuals with developmental disabilities to achieve and maintain optimal health and well-being. Description: Description: This program consists of state and privately operated intermediate care facilities for the mentally retarded (ICF/MR) and nursing facilities. The program provides medical care and services for Long Term Care-eligible 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. Note: Funding for this program was moved to the Institutional Services Title XIX program beginning in fiscal year 2011, so goals and performance are reflected in that program. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request 30,777.4 38,562.9 0.0 0.0 0.0 Other Non Appropriated Funds 120,586.0 93,773.9 102,213.5 Program Total 151,363.4 132,336.8 144,988.0 FTE Positions 35.4 35.4 35.4 General Funds 5.1 0.0 0.0 Other Appropriated Funds Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 5.1 0.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 42,774.5 To provide cost effective, quality health care. Performance Measures Number of consumers receiving acute care services through the Division of Developmental Disabilities Page 120 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 22,878 24,250 25,705 Department of Economic Security Subprogram Summary DEA 2.9 Subprogram Summary DEA 2.10 ATP-COOLIDGE - TITLE XIX ATP-COOLIDGE - STATE ONLY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-2939 A.R.S. § 36-2939 Mission: Mission: To provide active treatment, residential care, supervision, and services to eligible individuals to promote home and community placements whenever possible and appropriate. To provide active treatment, residential care, supervision, and services to eligible individuals to promote home and community placements whenever possible and appropriate. Description: 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. 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) FY 2010 Actual General Funds FY 2011 Estimate Note: Funding for this program was shifted to the ATP-Coolidge - Title XIX program beginning in fiscal year 2011, so goals and performance are reflected in that program. FY 2012 Request 3,991.6 4,754.2 0.0 0.0 0.0 Other Non Appropriated Funds 13,915.1 10,937.0 10,937.0 Funding and FTE Summary: (Thousands) Program Total 17,906.7 15,691.2 15,691.2 General Funds FTE Positions 383.7 383.7 383.7 Other Appropriated Funds ‹ Goal 1 4,754.2 To provide quality residential services in the Arizona Training Program at Coolidge. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 119 115 115 Total number of consumers living at Arizona Training Program at Coolidge Department of Economic Security FY 2010 Actual FY 2011 Estimate FY 2012 Request 68.8 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 68.8 0.0 0.0 FTE Positions 10.6 0.0 0.0 Dollars (in thousands) are listed as requested by agencies. Page 121 Subprogram Summary DEA 2.11 Subprogram Summary DEA 2.12 STATE-FUNDED LONG TERM CARE MEDICARE CLAWBACK PAYMENTS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Laws 2007, Chapter 255, Section 28 Laws 2007, Chapter 255, Section 28 Mission: Mission: To effectively meet the needs of Long Term Care-eligible individuals with developmental disabilities. To provide Medicare clawback funds as required by federal law under the Medicare Modernization Act. Description: Description: This funding provides non-Title XIX services to Long Term Care-eligible consumers. The Medicare clawback payment budget provides for a payment each year 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 1,958.1 0.0 0.0 19,810.8 26,530.2 26,530.2 0.0 0.0 0.0 Program Total 21,768.9 26,530.2 26,530.2 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 Funding and FTE Summary: (Thousands) General Funds To provide state funded services to Long Term Care-eligible consumers. Performance Measures Number of Long Term Care-eligible consumers that receive state-funded room and board to live in communitybased homes Page 122 Note: The Department has no control over the payment. FY 2010 Actual FY 2011 Estimate FY 2012 Request 1,604.0 1,766.3 1,766.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Program Total 1,604.0 1,766.3 1,766.3 3,382 3,580 3,790 FTE Positions 0.0 0.0 0.0 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 2.13 Program Summary DEA 3.0 ARIZONA EARLY INTERVENTION PROGRAM BENEFITS AND MEDICAL ELIGIBILITY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 PL 108-446 A.R.S. § 41-1954 Mission: Mission: To enhance the capacity of families to support the infants and toddlers with delays or disabilities to thrive in their homes and communities. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: Description: As defined in Section 631 of Public Law 108-446, the Individuals with Disabilities Education Act (IDEA) Part C, Infant and Toddlers with Disabilities, Congress finds that there is an urgent and substantial need to (1) enhance the development of infants and toddlers with disabilities and to minimize their potential for developmental delay, and to recognize the significant brain development that occurs during a child’s first three years of life; (2) to reduce the educational cost to our society, including our nation's schools, by minimizing the need for special education and related services after infants and toddlers with disabilities reach school age; (3) to maximize the potential for individuals with disabilities to live independently in society; (4) to enhance the capacity of families to meet the special needs of their infants and toddlers with disabilities; and (5) to enhance the capacity of state and local agencies and service providers to identify, evaluate, and meet the needs of all children, particularly minority, low-income, inner-city, and rural children, and infants and toddlers in foster care. It is, therefore, the policy of the United States to provide financial assistance to States to (1) develop and implement a statewide, comprehensive, coordinated, multidisciplinary, interagency system that provides early intervention services for infants and toddlers with disabilities and their families; (2) to facilitate the coordination of payment for early intervention services from federal, state, local, and private sources (including public and private insurance coverage); (3) to enhance state capacity to provide quality early intervention services and expand and improve existing early intervention services being provided to infants and toddlers with disabilities and their families; and (4) to encourage states to expand opportunities for children under three years of age who would be at risk of having substantial developmental delay if they did not receive early intervention services. The Division of Benefits and Medical Eligibility determines eligibility, operates an evaluation and monitoring program, and pays benefits for the Temporary Assistance for Needy Families (TANF) Cash Assistance, Nutrition Assistance (formerly Food Stamps), and Tuberculosis Control programs. The Division also provides financial assistance to Native American tribes operating their own TANF programs and provides child passenger restraint seats. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate Benefits and Medical Eligibility Operations Disability Determination Services Administration TANF Cash Benefits Tribal Pass-Through Funding Tuberculosis Control Payments Food Stamps Benefits Child Passenger Restraint Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 39,891.4 54,504.1 59,504.1 Other Appropriated Funds 85,132.4 68,733.8 68,733.8 Other Non Appropriated Funds 1,752,432.0 1,996,404.9 2,269,504.9 Program Total 1,877,455.8 2,119,642.8 2,397,742.8 FTE Positions 810.9 810.9 810.9 FY 2012 Request General Funds 0.0 3,319.0 3,319.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 3,319.0 3,319.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 This Program Contains the following Subprograms: 4 4 4 4 4 4 4 To provide early intervention services for children birth to age 3 who have developmental delays. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 5,789 5,800 5,800 Total Arizona Early Intervention Program Cases Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 123 Subprogram Summary DEA 3.1 Subprogram Summary DEA 3.2 BENEFITS AND MEDICAL ELIGIBILITY OPERATIONS DISABILITY DETERMINATION SERVICES ADMINISTRATION Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954 A.R.S. § 41-1954; 46-251 Mission: Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. To provide timely and accurate disability determinations for the people we serve. Description: Description: Division of Benefits and Medical Eligibility Operations includes the following areas: 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. 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 Nutrition Assistance (formerly 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. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 25,573.3 21,426.0 FY 2012 Request 26,426.0 9,788.9 15,134.4 15,134.4 Other Non Appropriated Funds 156,950.9 108,705.7 103,705.7 Program Total 192,313.1 145,266.1 145,266.1 FTE Positions 555.9 555.9 555.9 Other Appropriated Funds ‹ Goal 1 To improve customer service and accessibility. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of recipients receiving medical assistance for which DES determines eligibility per month 1,175,932 1,175,900 1,175,900 Percent of clients satisfied with Family Assistance Administration 84.3 84.0 84.0 Performance Measures Page 124 Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 50,322.7 33,543.3 33,543.3 Program Total 50,322.7 33,543.3 33,543.3 FTE Positions 255.0 255.0 255.0 ‹ Goal 1 To improve Disability Determination Services Administration performance. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of correct cases (*June 2010) 95.9* 95.9 95.9 Average Social Security Disability Insurance initial case processing time (days) (*June 2010) 84.4* 84.0 84.0 Average Supplemental Security Income initial case processing time (days) (*June 2010) 86.3* 86.0 86.0 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 3.3 Subprogram Summary DEA 3.4 TANF CASH BENEFITS TRIBAL PASS-THROUGH FUNDING Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; 46-291 A.R.S. § 46-134 Mission: Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. To promote the safety, well-being, and self-sufficiency of children, adults, and families. Description: Description: Cash Assistance (CA) under Temporary Assistance for Needy Families (TANF) provides for financial benefit payments to those individuals who meet the eligibility criteria. The CA program 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. Tribal Pass-Through Funding provides financial assistance to Native American tribes who elect to operate their own Temporary Assistance for Needy Families (TANF) programs by providing cash assistance for eligible households to help them become self-sufficient through increased educational and employment opportunities and supportive services while maintaining tribal values. In addition to monies received from this passthrough, these tribes independently receive TANF block grant monies from the federal government. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 11,970.8 28,385.6 28,385.6 Other Appropriated Funds 75,343.5 53,599.4 53,599.4 0.0 0.0 0.0 Other Non Appropriated Funds Program Total 87,314.3 81,985.0 81,985.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Funding and FTE Summary: (Thousands) General Funds To increase the Family Assistance Administration's efficiency and accountability. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 82,127 57,300 57,300 Average number of TANF Cash Assistance recipients 95.5 95.0 95.0 Percent of TANF Cash Assistance applicants diverted from long-term cash assistance with diversion grants 34.0 34.0 34.0 Department of Economic Security FY 2011 Estimate FY 2012 Request 2,345.0 4,680.3 4,680.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2,345.0 4,680.3 4,680.3 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To provide financial assistance to tribes who operate their own TANF program. Performance Measures Percent of TANF Cash Assistance issued timely FY 2010 Actual Number of individuals receiving benefits Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 63,436 63,400 63,400 Page 125 Subprogram Summary DEA 3.5 Subprogram Summary DEA 3.6 TUBERCULOSIS CONTROL PAYMENTS FOOD STAMPS BENEFITS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-716 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: This program provides financial assistance and support services to persons certified unemployable because of communicable tuberculosis. Food Stamps (FS), now known as Nutrition Assistance, provides low-income households increased food-purchasing 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 nutrition assistance through electronic benefit transfers (EBT). Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 2.3 12.2 12.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 2.3 12.2 12.2 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 Funding and FTE Summary: (Thousands) To increase the Family Assistance Administration's efficiency and accountability. Performance Measures Number of individuals receiving assistance FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 16 16 16 FY 2010 Actual FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 1,545,002.5 1,854,000.0 2,132,100.0 Program Total 1,545,002.5 1,854,000.0 2,132,100.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To increase the Family Assistance Administration's efficiency and accountability. Performance Measures Percent of total nutrition assistance payments issued accurately Average monthly number of nutrition assistance recipients Percent of total nutrition assistance payments issued timely Page 126 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 95.0 95.0 95.0 985,580 1,133,400 1,303,400 94.0 94.0 94.0 Department of Economic Security Subprogram Summary DEA 3.7 Program Summary DEA 4.0 CHILD PASSENGER RESTRAINT CHILD SUPPORT ENFORCEMENT Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 28-907 A.R.S. § 41-1954: Laws 1994, Ch 374 Mission: Mission: To promote the safety, well-being, and self-sufficiency of children, adults, and families. To provide effective and fair child support services. Description: 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 155.9 155.9 155.9 Program Total 155.9 155.9 155.9 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To disburse the Child Passenger Restraint Fund monies on purchasing and distributing child restraint seats. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2,582 2,600 2,600 Car seats purchased and distributed This program provides intake services, locates absent parents, establishes paternity, and establishes the legal obligation to pay child support and provide medical support in local and interstate cases. The program enforces child support obligations and medical support through various administrative and judicial remedies. Child support services are provided to custodial persons who receive Cash Assistance, Arizona Health Care Cost Containment System (AHCCCS) medical assistance services, foster care assistance, as well as to any other custodial or non-custodial person who applies. These services are provided pursuant to Title IV-D of the Social Security Act. Services in ten counties are provided by the Department of Economic Security's Division of Child Support Enforcement (DCSE), in conjunction with the Attorney General's Office. DCSE contracts with a private vendor to provide services in one county and has intergovernmental agreements with County Attorneys to provide services in four counties. The program also provides payment processing services statewide for all cases, Title IV-D and non-Title IV-D. This Program Contains the following Subprograms: 4 4 4 4 Child Support Enforcement Operations Genetic Testing County Participation CSE Attorney General Legal Services Funding and FTE Summary: (Thousands) General Funds Department of Economic Security FY 2010 Actual FY 2011 Estimate FY 2012 Request 6,100.9 5,246.2 9,646.2 Other Appropriated Funds 11,935.9 16,785.2 16,785.2 Other Non Appropriated Funds 37,520.6 44,720.2 40,320.2 Program Total 55,557.4 66,751.6 66,751.6 FTE Positions 828.5 828.5 828.5 Dollars (in thousands) are listed as requested by agencies. Page 127 Subprogram Summary DEA 4.1 DEA 4.2 CHILD SUPPORT ENFORCEMENT OPERATIONS Subprogram Summary GENETIC TESTING Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; Laws 1994, Ch 374 A.R.S. § 41-1954; Laws 1994, Ch 374 Mission: Mission: To provide effective and fair child support services. To provide funding to cover the cost of genetic testing services required to establish potential paternities. 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. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 5,370.2 FY 2012 Request 4,565.9 8,965.9 9,005.1 13,103.9 13,103.9 Other Non Appropriated Funds 26,089.6 30,838.2 26,438.2 Program Total 40,464.9 48,508.0 48,508.0 FTE Positions 680.5 680.5 680.5 Other Appropriated Funds ‹ Goal 1 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. Note: Beginning in fiscal year 2011, funding for this program was shifted to the Division of Child Support Enforcement Operations. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 52.4 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 104.2 0.0 0.0 Program Total 156.6 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds 0.0 To increase IV-D cases and collections, including the number of court ordered cases and compliance with court orders. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 6.16 5.00 5.00 Ratio of court ordered cases (in percent) 82.45 82.12 82.12 Ratio of current IV-D child support collected and distributed to current IV-D support due 50.55 53.99 53.99 211,407 211,400 211,400 360.7 361.0 361.0 Performance Measures IV-D dollars collected for each IV-D dollar expended (cost-effectiveness ratio) Number of IV-D cases Total amount of IV-D support collections (millions) Page 128 Description: Dollars (in thousands) are listed as requested by agencies. Department of Economic Security DEA 4.3 Subprogram Summary Subprogram Summary DEA 4.4 COUNTY PARTICIPATION CSE ATTORNEY GENERAL LEGAL SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. Note: Performance measures for the counties operating their own programs are included in the state-wide measures in Division of Child Support Enforcement Operations. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 Description: The Attorney General Child and Family Protection Division/Child Support Enforcement Section (CSE) represents DES' 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 613.1 1,339.1 1,339.1 General Funds 678.3 680.3 680.3 Other Non Appropriated Funds 6,503.5 7,261.1 7,261.1 Other Appropriated Funds 2,317.7 2,342.2 2,342.2 Other Non Appropriated Funds 4,823.3 6,620.9 6,620.9 Program Total 7,116.6 8,600.2 8,600.2 FTE Positions 0.0 0.0 0.0 Program Total 7,819.3 9,643.4 9,643.4 FTE Positions 148.0 148.0 148.0 Other Appropriated Funds Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 129 Program Summary DEA 5.0 Subprogram Summary DEA 5.1 AGING AND COMMUNITY SERVICES AGING AND COMMUNITY SERVICES OPERATIONS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954 A.R.S. § 41-1954 Mission: 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 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. Description: 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. Division of Aging and Adult Services Operations provides administrative oversight and operating support to the programs in the Division. This program also includes the Adult Protective Services (APS) program. APS 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. Through its community services programs, the Division addresses urgent, short-term basic needs, and strategies for long-term solutions by providing direct services and utilizing comprehensive networks and partnerships. 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 Aging and Community Services Operations Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 5,240.6 5,213.2 170.7 250.5 250.5 6,413.9 4,162.7 4,162.7 Program Total 11,825.2 9,626.4 9,626.4 FTE Positions 240.7 240.7 240.7 Other Appropriated Funds Other Non Appropriated Funds 5,213.2 Adult Services Community and Emergency Services ‹ Goal 1 Coordinated Hunger Coordinated Homeless Performance Measures Domestic Violence Prevention To improve the Adult Protective Services investigation process. Adult Protective Services investigation percentage rate Community-Based Marriage and Communication Skills Program Fund Deposit Refugee Resettlement Program FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 Grandparent Kinship Care Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 25,544.2 23,548.0 23,548.0 Other Appropriated Funds 14,012.0 14,964.7 14,964.7 Other Non Appropriated Funds 133,910.2 98,246.8 98,246.8 Program Total 173,466.4 136,759.5 136,759.5 FTE Positions 252.7 252.7 252.7 Page 130 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 5.2 Subprogram Summary DEA 5.3 ADULT SERVICES COMMUNITY AND EMERGENCY SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; 46-191 A.R.S. § 41-1954; 46-241; PL 97-35; Title VI Mission: 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. To assist Community Action Agencies in addressing the causes of poverty, pursue community revitalization, and assist low-income people to become more self-sufficient. Description: 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. 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. Funding and FTE Summary: (Thousands) General Funds 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) FY 2010 Actual General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 13,662.8 12,924.1 12,924.1 0.0 0.0 0.0 Other Non Appropriated Funds 48,717.7 33,723.5 33,723.5 Program Total 62,380.5 46,647.6 46,647.6 FTE Positions 0.0 0.0 0.0 FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 3,531.0 3,724.0 3,724.0 Other Non Appropriated Funds 48,490.1 39,312.5 39,312.5 Program Total 52,021.1 43,036.5 43,036.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 To ensure the provision of emergency and utility assistance services to low-income households throughout the State of Arizona. Performance Measures Other Appropriated Funds ‹ Goal 1 Description: Number of households receiving financial assistance in paying rent and mortgage to prevent eviction Number of households receiving financial assistance for paying home energy bills FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2,167 2,167 2,167 35,688 37,000 37,000 To provide Arizona's aging population with services to promote independence and autonomy Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of clients served 143,649 143,600 143,600 Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 131 Subprogram Summary DEA 5.4 Subprogram Summary DEA 5.5 COORDINATED HUNGER COORDINATED HOMELESS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; 41-1981; PL 97-35; Title VI A.R.S. § 41-1954; PL 100-77; PL 100-628 Mission: Mission: To implement effective policies, services, programs, and partnerships that address food security in Arizona. To work toward preventing and ending homelessness for homeless individuals and families and those at risk of homelessness throughout the state. Description: The Coordinated Hunger Program provides a focal point for addressing hunger issues in Arizona and promoting food security. The program coordinates with various federal, state, and local organizations that provide food assistance to the hungry and contracts with various hunger organizations to leverage federal and state resources. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 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. 1,187.9 1,254.6 318.9 500.0 500.0 Other Non Appropriated Funds 3,516.4 2,343.9 2,343.9 Funding and FTE Summary: (Thousands) Program Total 5,023.2 4,098.5 4,098.5 General Funds FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 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) Page 132 1,254.6 Description: FY 2010 Actual FY 2011 Estimate FY 2012 Request 815.4 873.1 873.1 Other Appropriated Funds 1,469.1 1,649.5 1,649.5 Other Non Appropriated Funds 3,922.1 2,918.4 2,918.4 Program Total 6,206.6 5,441.0 5,441.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FTE Positions 0.0 0.0 0.0 131.6 132.0 132.0 ‹ Goal 1 To develop and fund needed services for homeless individuals and families through a variety of strategies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Individuals receiving emergency shelter 14,823 14,800 14,800 Individuals receiving transitional housing 1,834 1,800 1,800 Performance Measures Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 5.6 DEA 5.7 Subprogram Summary COMMUNITY-BASED MARRIAGE AND COMMUNICATION SKILLS PROGRAM FUND DEPOSIT Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 DOMESTIC VIOLENCE PREVENTION Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 36-3001 A.R.S. § 41-2031; 41-2032 Mission: 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: The Domestic Violence Program provides contractual funding for shelter and supportive services for victims of domestic violence and their children utilizing a statewide network of private nonprofit shelter facilities including safe houses. Technical assistance is provided to the domestic violence network members in collaboration with a statewide coalition against domestic violence. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 4,637.5 3,283.0 3,283.0 Other Appropriated Funds 8,522.3 8,840.7 8,840.7 820.5 754.3 754.3 Program Total 13,980.3 12,878.0 12,878.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 Performance Measures FY 2011 Estimate FY 2012 Estimate 10,881 10,900 10,900 510 500 500 Number of women and children sheltered in emergency shelters Number of unduplicated women and children sheltered in transitional housing Department of Economic Security 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. 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. Note: This program is no longer funded. Funding and FTE Summary: (Thousands) To assist the community in meeting the needs of victims of domestic violence and their children. FY 2010 Actual Mission: FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Dollars (in thousands) are listed as requested by agencies. Page 133 Subprogram Summary DEA 5.8 DEA 5.9 REFUGEE RESETTLEMENT PROGRAM Subprogram Summary GRANDPARENT KINSHIP CARE Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 PL 96-212 A.R.S. § 41-1954; 8-814; Mission: Mission: To assist refugees in Arizona with attaining social and economic selfsufficiency and well-being. To assist and support grandparents as they transition into their role of raising grandchildren for whom they are responsible. Description: Description: The Arizona Refugee Resettlement Program (RRP) supports and advances successful resettlement of refugees, individuals forced to flee their home countries due to persecution, war, and human rights violations, through the coordination of public and private resources that best enable them to be firmly established on the path to success and well-being. RRP partners with a wide array of organizations, including local Voluntary Agencies (VOLAGs) and Mutual Assistance Associations (MAAs), to coordinate and provide core employment and case management services that promote self-sufficiency and integration, such as housing, school enrollment, cultural orientations, employment orientations, benefits applications, and ongoing adjustment services. The Grandparent Kinship Care Support Service allows payments of the following expenses if the kinship caregiver is the child’s grandparent: (1) clothing and personal allowances not to exceed $75 per child per month; (2) upon submission of written receipts for each purchase, one-time transitional assistance not to exceed $300 per child to help cover the cost of additional beds and furniture and other necessary expenses related to transitioning the child into the grandparents home. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 22,029.5 15,031.5 15,031.5 Program Total 22,029.5 15,031.5 15,031.5 FTE Positions 12.0 12.0 12.0 ‹ Goal 1 To promote refugee social and economic self-sufficiency and well-being. Performance Measures Number of refugees obtaining employment Page 134 Note: This program is no longer funded. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,344 1,277 1,277 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security This Program Contains the following Subprograms: Program Summary DEA 6.0 CHILDREN, YOUTH AND FAMILIES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. 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. 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 CPS Residential Placement Foster Care Placement Education and Training Vouchers Healthy Families Child Abuse Prevention Homeless Youth Intervention Comprehensive Medical and Dental Program Joint Substance Abuse – AZ Families (FIRST) Permanent Guardianship Subsidy Adoption Services Adoption Services - Family Preservation Projects CPS Appeals CYF Attorney General Legal Services Independent Living Maintenance Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 165,816.0 175,877.5 180,877.5 76,013.7 120,995.4 120,995.4 Other Non Appropriated Funds 316,405.3 190,761.3 185,761.3 Program Total 558,235.0 487,634.2 487,634.2 FTE Positions 2,184.0 2,184.3 2,184.3 Other Appropriated Funds 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; 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 Dollars (in thousands) are listed as requested by agencies. Page 135 Subprogram Summary DEA 6.1 DEA 6.2 CHILDREN, YOUTH AND FAMILIES OPERATIONS Subprogram Summary CHILDREN SUPPORT SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; 8-800 A.R.S. § 8-802; 8-701; 8-521 Mission: Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. To 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 Division of Children, Youth and Families Operations program provides administrative oversight and operating support to the programs within the Division. In addition, it also includes Child Protective Services, which investigates reports of child abuse and neglect. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 56,617.7 51,880.8 51,880.8 Other Appropriated Funds 33,566.3 49,287.5 49,287.5 Other Non Appropriated Funds 52,977.5 26,203.3 26,203.3 Program Total 143,161.5 127,371.6 127,371.6 FTE Positions 1,976.3 1,976.3 1,976.3 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. FY 2010 Actual FY 2011 Estimate FY 2012 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 3.5 3.5 3.5 33,838 33,800 33,800 Child protective services response rate (percent) 98.6 98.6 98.6 Percent of child protective service reports that are substantiated 9.0 9.0 9.0 Percent of CPS original dependency cases where the court denied or dismissed the dependency 0.4 0.4 0.4 Performance Measures Number of CPS reports received Explanation: *federal fiscal year 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 Page 136 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security through 20, who were in out-of-home care and in the custody of the Department while age 16, 17, or 18. This program provides job training, skill development, and financial and other assistance to former foster youth, to complement their efforts toward becoming self-sufficient. The Young Adult Transitional Insurance Program (YATI) serves young adults who reached the age of 18 while in out-of-home care and who may be eligible for medical services through the YATI Program, which was implemented in fiscal year 2000. YATI is a Medicaid program operated by AHCCCS. All foster youth who are Medicaid eligible are pre-enrolled into an AHCCCS plan as they turn 18 years of age. This program provides continuous health coverage until the age of 21, regardless of income. Approximately 200 additional youth who reached the age of 18 while in foster care during the last year will benefit from this program. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 26,733.5 38,758.5 38,828.5 4,988.9 24,713.9 24,713.9 Other Non Appropriated Funds 54,852.5 14,898.2 14,828.2 Program Total 86,574.9 78,370.6 78,370.6 FTE Positions 1.0 1.0 1.0 Other Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of families receiving in-home services (*point in time 6/30/10) 5,488* 5,500 5,500 Number of children receiving services through Healthy Families 1,973 1,973 1,973 Department of Economic Security CPS EMERGENCY PLACEMENT Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: Description, goals, and performance measures for this program are contained in the Foster Care Placement program, DEA 6.5, as these programs operate in concert with one another and only aggregate data for out-of-home children services is available. Funding and FTE Summary: (Thousands) 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 Subprogram Summary DEA 6.3 FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 1,520.8 1,520.8 1,600.8 Other Appropriated Funds 1,952.1 3,256.4 3,256.4 Other Non Appropriated Funds 2,667.1 2,307.8 2,227.8 Program Total 6,140.0 7,085.0 7,085.0 FTE Positions 0.0 0.0 0.0 Dollars (in thousands) are listed as requested by agencies. Page 137 Subprogram Summary DEA 6.4 Subprogram Summary DEA 6.5 CPS RESIDENTIAL PLACEMENT FOSTER CARE PLACEMENT Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 8-514 A.R.S. § 8-514 Mission: Mission: To provide permanence, stability, and continuity of care in safe homes that meet the needs of children who enter out-of-home care. Services include, but are not limited to, case management, permanency planning, provision of out-of-home care, and other out-of-home support services to individuals or families. To provide permanence, stability, and continuity of care in safe homes that meet the needs of children who enter out-of-home care. Services include, but are not limited to, case management, permanency planning, provision of out-of-home here, and other out-of-home support services to individuals or families. Description: Description: Description, goals, and performance measures for this program are contained in the Foster Care Placement program, DEA 6.5, as these programs operate in concert with one another and only aggregate data for out-of-home children services is available. 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 4,257.9 4,257.9 4,707.9 Other Appropriated Funds 9,880.9 13,166.6 13,166.6 Other Non Appropriated Funds 21,783.0 15,293.1 14,843.1 Program Total 35,921.8 32,717.6 32,717.6 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 the Foster Care Placement Program, CPS Emergency Placement, and CPS Residential Placement 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 2010 Actual General Funds FY 2012 Request 14,616.4 14,239.5 5,545.5 6,973.1 6,973.1 Other Non Appropriated Funds 24,035.7 18,637.8 17,837.8 Program Total 44,197.6 39,850.4 39,850.4 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 Number of children in out-of-home care (*point in time 6/30/10) Percent change in number of children in out-of-home care (*point in time 6/30/10) ‹ Goal 2 15,039.5 To promote permanent placements for children who enter out-of-home care. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10,258* 10,300 10,300 0.7* 0.0 0.0 To enhance children's health and development by providing stable and nurturing environments. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of children remaining in shelter more than 21 days 270 270 270 Average number of days spent in shelter care for those children in shelter care 21 days or longer 75 75 75 17* 17 17 Performance Measures Number of children under 3 in shelter care as of June 30 (*point in time 6/30/10) Page 138 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 9* 9 9 Number of children under 6 in group homes as of June 30 (*point in time 6/30/10) Subprogram Summary DEA 6.6 EDUCATION AND TRAINING VOUCHERS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. Note: This program is no longer funded. Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request 25.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 246.2 0.0 0.0 Program Total 271.2 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Department of Economic Security FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. 0.0 Page 139 DEA 6.7 Subprogram Summary DEA 6.8 HEALTHY FAMILIES Subprogram Summary CHILD ABUSE PREVENTION Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 8-701 A.R.S. § 8-701 Mission: Mission: To utilize home-based, family-centered services which promote child health and development, prevent child abuse and neglect, and enhance positive parent/child interaction. To strengthen and stabilize families and to increase public awareness of child abuse prevention. Description: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate Note: Beginning in fiscal year 2011, funding for this program was shifted to the Children Support Services program, so performance is reflected in the measures for that program. FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 7,781.7 7,241.7 7,241.7 Program Total 7,781.7 7,241.7 7,241.7 FTE Positions 0.0 0.0 0.0 Page 140 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. Dollars (in thousands) are listed as requested by agencies. Department of Economic Security DEA 6.9 Subprogram Summary Subprogram Summary DEA 6.10 HOMELESS YOUTH INTERVENTION COMPREHENSIVE MEDICAL AND DENTAL PROGRAM Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 8-521 A.R.S. § 8-512 Mission: 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. 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. Description: 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 self-sufficient. Selfsufficiency 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. Note: This program is no longer funded. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request 1,757.0 1,757.0 0.0 0.0 0.0 Other Non Appropriated Funds 32,110.8 24,658.5 24,658.5 Program Total 33,867.8 26,415.5 26,415.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds ‹ Goal 1 1,757.0 To provide medical and dental care for children in foster care. Performance Measures Average number of children enrolled Department of Economic Security FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10,396 10,400 10,400 Page 141 Subprogram Summary DEA 6.11 Subprogram Summary DEA 6.12 JOINT SUBSTANCE ABUSE – AZ FAMILIES (FIRST) PERMANENT GUARDIANSHIP SUBSIDY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 8-812 A.R.S. § 8-814 Mission: 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. To provide permanency for children by strengthening the guardianship placement with a monetary subsidy to persons appointed permanent guardians of a dependent child. Description: Arizona Families F.I.R.S.T. provides an array of structured interventions to reduce or eliminate abuse of and dependence on alcohol and other drugs, and to address other adverse conditions related to substance abuse. Services are available statewide. Interventions are provided through contracted community providers in outpatient and residential settings. Specific modalities include educational, outpatient, intensive outpatient, residential treatment, and aftercare services. In addition to the traditional services, AFF includes an emphasis on face-to-face outreach and engagement at the beginning of treatment; concrete supportive services, transportation, and housing; and an aftercare phase to manage relapse occurrences. Several residential providers also allow children to remain with their parent during treatment. Essential elements based on family and community needs are incorporated into the service delivery, such as culturally responsive services, gender specific treatment, services for children, and motivational interviewing to assist the entire family in its recovery. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate 3,549.8 4,138.9 4,138.9 Other Appropriated Funds 1,292.5 2,000.0 2,000.0 29.7 0.0 0.0 Program Total 4,872.0 6,138.9 6,138.9 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds ‹ Goal 1 Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 7,021.9 7,072.3 7,072.3 Other Appropriated Funds 1,307.3 1,743.0 1,743.0 0.0 0.0 0.0 Program Total 8,329.2 8,815.3 8,815.3 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds To increase permanency for children who have been adjudicated dependent by providing a monetary subsidy to persons appointed as permanent guardians. Performance Measures Average number of children receiving subsidized guardianship payments FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2,320 2,300 2,300 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 Page 142 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. ‹ Goal 1 FY 2012 Request General Funds Description: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 4,135 4,100 4,100 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Performance Measures Subprogram Summary DEA 6.13 Number of children with finalized adoptions ADOPTION SERVICES Percent of adoptions within 24 months Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,956 1,956 1,956 48.9 49.0 49.0 A.R.S. § 8-141 - 8-173 Mission: 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: Adoption promotion and support services are provided with the goal of placing children in safe nurturing relationships that last a lifetime. Kinship care with another member of the child’s extended family, including a person who has a significant relationship with the child and foster parents who are able to meet the child’s needs are given placement preference. New contracts for foster care and adoption home study, recruitment, and supervision emphasize targeted and child specific recruitment. The contracts provide incentives for placement of sibling groups, teens, children whose ethnicity is over-represented in the foster care system, and children with special needs. In collaborative effort with the Department’s contract providers, the Department is addressing issues of disproportionality by specifically targeting the African-American and Hispanic populations. The agencies are also being requested to recruit homes in specific geographical areas. Adoption promotion and support services include: placement of the child on the Central Adoption Registry, assessment of the child’s placement needs, preparation of the child for adoptive placement, recruitment and assessment of adoptive homes, selection of an adoptive placement, supervision and monitoring of the adoptive placement, and application for adoption subsidy services. Adoption promotion and support funds are used to support adoptive families through pre-placement adoptive family and child visits and facilitation of post-placement visitation with siblings. Adoption promotion and support services also include post-adoption individual, group, or family counseling services for adoptive children, adoptive parents, and the adoptive parents’ other children. These counseling services supplement the services that are available through the Title XIX mental health system. Services are provided by contracted providers who are experts in the field of adoption. There are no geographic limitations on adoptive home identification, placement, and support services, although some support services, such as specialized counseling, may be more readily available in some areas. The Adoption Subsidy program subsidizes adoptions of special needs children who would otherwise be difficult to place for adoption because of physical, mental, or emotional disorders; age; sibling relationship; or racial or ethnic background. The physical, mental, or emotional disorders may be a direct result of the abuse or neglect the children suffered before entering the child welfare system. Services include monthly maintenance payments, eligibility for Title XIX services, reimbursement of services rendered by community providers, crisis intervention, case management, and information and referral. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 35,442.2 37,942.2 41,542.2 Other Appropriated Funds 17,349.9 19,802.4 19,802.4 Other Non Appropriated Funds 113,116.4 76,147.0 72,547.0 Program Total 165,908.5 133,891.6 133,891.6 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To promote placements in permanent adoptive homes. Performance Measures FY 2010 Actual Department of Economic Security FY 2011 Estimate FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 143 DEA 6.14 Subprogram Summary Subprogram Summary DEA 6.15 ADOPTION SERVICES - FAMILY PRESERVATION PROJECTS CPS APPEALS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Laws 2007, Chapter 255, section 28 A.R.S. § 41-1954; 8-800 Mission: 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. To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. Description: Description: The 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. General Funds FY 2010 Actual FY 2011 Estimate 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Program Total 130.3 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds Page 144 General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 698.1 700.6 700.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 698.1 700.6 700.6 FTE Positions 10.0 10.0 10.0 ‹ Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services to promote accountability. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 87.0 88.0 88.0 FY 2012 Request 130.3 Other Appropriated Funds Funding and FTE Summary: (Thousands) Percent of Office of Administrative Hearings (OAH) where CPS case findings are affirmed Note: This program is no longer funded. Funding and FTE Summary: (Thousands) The CPS Appeals program provides management of the appeals process for proposed substantiated CPS reports. Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 6.16 Subprogram Summary DEA 6.18 CYF ATTORNEY GENERAL LEGAL SERVICES INDEPENDENT LIVING MAINTENANCE Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-191 A.R.S. § 8-802, 8-521 Mission: 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. To provide young adults with the opportunity to achieve self-sufficiency with independent living skills. Description: 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 2010 Actual FY 2011 Estimate FY 2012 Request 10,856.4 10,889.7 10,889.7 0.0 52.5 52.5 6,054.9 3,273.9 3,273.9 Program Total 16,911.3 14,216.1 14,216.1 FTE Positions 196.7 197.0 197.0 Other Appropriated Funds Other Non Appropriated Funds Department of Economic Security 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 2,719.3 2,719.3 0.0 0.0 0.0 749.8 2,100.0 2,100.0 Program Total 3,469.1 4,819.3 4,819.3 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 2,719.3 To assist young adults to achieve self-sufficiency. Performance Measures Number of Young Adult Independent Living Subsidy participants Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 295 300 300 Page 145 Program Summary DEA 7.0 DEA 7.1 EMPLOYMENT AND REHABILITATION SERVICES Subprogram Summary EMPLOYMENT AND REHABILITATION SERVICES OPERATIONS Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1967; 41-1954; 46-801; 46-136 A.R.S. § 41-1967; 41-1954; 46-801; 46-136 Mission: Mission: To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. To increase self-sufficiency and well-being for individuals and families through programs and services that promote and support employment and independent living. Description: Description: The Division of Employment and Rehabilitation Services administers a comprehensive range of employment programs, services, and supports to Arizonans and their families that includes employment, education, and training services to individuals receiving TANF Cash Assistance and Food Stamps, child care assistance for eligible recipients, assistance to individuals with disabilities in achieving and/or maintaining employment, independent living services and supports to individuals with significant disabilities, Workforce Investment Act (WIA) programs for adults, dislocated workers, and economically disadvantaged youth administered through Local Workforce Investment Areas (LWIAs), Unemployment Insurance benefits to eligible individuals and collection of payroll taxes from employers to fund the payment of those benefits, and employment services to assist job seekers and employers to achieve a quality workforce. Division of Employment and Rehabilitation Services Operations provides administrative oversight and operating support for all Division programs. The costs reflected in this line item include the costs associated with the Rehabilitation Services Administration, Child Care Administration, Employment Service, Unemployment Insurance and the Workforce Investment Act. For the Jobs program, the administrative costs paid from this program do not include the contracted costs, as they are paid from the Jobs program. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 Note: Goals and performance for the operating function of the division are reflected in the goals and performance of the division's programs and special line items. Funding and FTE Summary: (Thousands) Employment and Rehabilitation Services Operations General Funds JOBS Other Appropriated Funds Day Care Subsidy Other Non Appropriated Funds Transitional Child Care Vocational Rehabilitation Services FY 2010 Actual FY 2011 Estimate FY 2012 Request 6,018.0 6,867.4 6,867.4 15,835.4 23,648.5 23,648.5 0.0 0.0 0.0 Program Total 21,853.4 30,515.9 30,515.9 FTE Positions 357.8 390.8 390.8 Independent Living Rehabilitation Services Workforce Investment Act - Discretionary Workforce Investment Act - Local Governments Unemployment Insurance Employment Services Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 21,054.1 19,199.1 19,199.1 197,222.2 211,033.4 211,033.4 Other Non Appropriated Funds 2,209,577.3 1,597,205.4 449,116.6 Program Total 2,427,853.6 1,827,437.9 679,349.1 FTE Positions 1,847.2 1,979.1 1,979.1 Other Appropriated Funds Page 146 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Subprogram Summary DEA 7.2 Subprogram Summary DEA 7.3 JOBS DAY CARE SUBSIDY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; 46-136 A.R.S. § 41-1967; 46-801 Mission: 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. To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care Description: 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. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 11,060.3 8,571.3 8,571.3 Other Appropriated Funds 92,825.1 88,403.6 121,396.6 6,913.4 4,418.4 4,463.4 Other Non Appropriated Funds 161.0 0.0 0.0 Program Total 110,798.8 101,393.3 134,431.3 9,008.8 13,005.6 13,005.6 FTE Positions 0.0 0.0 0.0 969.3 704.9 704.9 Program Total 10,139.1 13,710.5 13,710.5 FTE Positions 97.0 97.0 97.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase the availability, supply, and quality of child care providers to support the needs of children and families. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 89.6 89.0 89.0 Number of children whose families are assisted by Child Care Resource and Referral 41,424 39,974 38,575 Average number of children in Day Care Subsidy program per month 27,758 28,000 28,000 Performance Measures ‹ Goal 1 To increase the number of Jobs Cash Assistance recipients who obtain employment. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 9,535 9,500 9,500 Number of Cash Assistance employment placements Department of Economic Security Percent of customer satisfaction with child care Dollars (in thousands) are listed as requested by agencies. Page 147 Subprogram Summary DEA 7.4 Subprogram Summary DEA 7.5 TRANSITIONAL CHILD CARE VOCATIONAL REHABILITATION SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1967; 46-801 A.R.S. § 23-501; 36-552 Mission: Mission: To support the well-being and economic independence of Arizona's families by providing child care assistance and developing quality child care. 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: The program provides child care assistance for eligible recipients under state appropriation of federal block grant funding sources, certifies small family child care homes that serve eligible families, provides funding to increase the availability and improve the quality of child care services, and provides leadership for statewide coordination and collaboration of various child care and early childhood development programs. Note: The Transitional Child Care Program, in conjunction with the Day Care Subsidy Program, is a component of the overall DES Child Care Program. Neither of these two subprograms are stand-alone in that the Child Care Program is a seamless service delivery system. Although funding is appropriated separately for both Day Care Subsidy and Transitional Child Care, the underlying program mission and goals and most performance measures are identical and not uniquely tracked. For additional performance measure data associated with the Transitional Child Care Program, please refer to information cited in the subprogram information for the Day Care subsidy Program Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request Description: This subprogram assists individuals with disabilities to evaluate and determine appropriate employment goals and to identify the activities and services necessary to achieve these goals, including the provision of employment support services. To assist individuals in achieving and/or maintaining employment, this subprogram provides counseling and an array of individually planned and purchased services, including medical and psychological restoration, training, job development and placement, job coaching, rehabilitation technology aids, etc. The subprogram also provides program development grants to community rehabilitation programs to develop new or different patterns of services that will benefit clients of the Vocational Rehabilitation (VR) program and provides for the purchase of services and goods that benefit groups of individuals eligible for the VR program. Funding and FTE Summary: (Thousands) General Funds 3,294.4 204.7 204.7 Other Non Appropriated Funds 118,951.0 91,800.2 91,800.2 Program Total 122,086.5 95,299.3 95,299.3 FTE Positions 517.3 569.0 569.0 0.0 Other Appropriated Funds 19,653.3 32,993.0 0.0 0.0 45.0 0.0 Program Total 19,653.3 33,038.0 0.0 FTE Positions 0.0 0.0 0.0 ‹ Goal 1 To meet the child care needs for families that are working or are in work activities Performance Measures Average number of children in Transitional Child Care Program per month Page 148 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 5,594 5,600 5,600 FY 2012 Request 41.1 0.0 Other Non Appropriated Funds FY 2011 Estimate 3,094.4 0.0 Other Appropriated Funds FY 2010 Actual ‹ Goal 1 3,294.4 To assist consumers to achieve meaningful and sustained work as effectively and efficiently as possible. Performance Measures Individuals in the Vocational Rehabilitation program successfully rehabilitated Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,069 1,100 1,100 Department of Economic Security Subprogram Summary DEA 7.6 Subprogram Summary DEA 7.7 INDEPENDENT LIVING REHABILITATION SERVICES WORKFORCE INVESTMENT ACT - DISCRETIONARY Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 (SLI) PL 93-112 A.R.S. § 41-1954; 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 leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 720.4 466.0 466.0 Other Appropriated Funds 374.7 1,123.4 1,123.4 Other Non Appropriated Funds 4,345.9 3,059.9 3,059.9 Program Total 5,441.0 4,649.3 4,649.3 FTE Positions 6.5 6.5 6.5 ‹ Goal 1 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. Goals and performance for this program are reflected in the Workforce Investment Act - Local Governments program. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 1,457.9 3,614.0 3,614.0 455.2 6.1 6.1 Program Total 1,913.1 3,620.1 3,620.1 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds To improve the ability of individuals to make decisions leading to self-determination and to live independently. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,452 1,500 1,500 Number of individuals receiving services in order to achieve or maintain their independence Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 149 Subprogram Summary DEA 7.8 Subprogram Summary DEA 7.9 WORKFORCE INVESTMENT ACT - LOCAL GOVERNMENTS UNEMPLOYMENT INSURANCE Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 A.R.S. § 41-1954; PL 105-220 A.R.S. § 23-601 Mission: Mission: To provide leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. To collect taxes from covered employers and to pay benefits to eligible unemployed workers. Description: 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. The program provides Unemployment Insurance benefits to eligible individuals based on their past earnings and collects payroll taxes from subject employers to fund the payment of those benefits. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 2,049,362.9 1,476,015.3 327,926.5 0.0 0.0 0.0 Program Total 2,049,362.9 1,476,015.3 327,926.5 58,025.9 48,040.6 48,040.6 FTE Positions 607.8 626.2 626.2 0.0 0.0 0.0 Program Total 58,025.9 48,040.6 48,040.6 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To increase the degree of timeliness in paying Unemployment Insurance benefits. Performance Measures ‹ Goal 1 To achieve the goals of the Workforce Investment Act by providing employment assistance to adults, youth, and dislocated workers. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of adults who entered employment 2,410 2,400 2,400 Number of youth who entered employment 259 260 260 2,131 2,100 2,100 Performance Measures Number of dislocated workers who entered employment Page 150 First payment timeliness Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 82.1 82.0 82.0 Department of Economic Security Subprogram Summary DEA 7.10 EMPLOYMENT SERVICES Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 (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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 28,579.6 21,155.6 21,155.6 Program Total 28,579.6 21,155.6 21,155.6 FTE Positions 260.8 289.6 289.6 ‹ Goal 1 To provide employment opportunities for individuals seeking employment and recruitment services to employers. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 290,471 290,500 290,500 Number of clients entered employment Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 151 be explored and implemented. Agency Summary EDA 0.0 Issue 3 Academic Standards 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. DEPARTMENT OF EDUCATION Tom Horne, Superintendent of Public Instruction Phone: (602) 542-5460 A.R.S. § Title 15 et seq. 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. Issue 4 Mission: 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. Description: The Arizona Department of Education is administered by the Superintendent of Public Instruction, an elected position pursuant to the Arizona State Constitution. The Superintendent, in conjunction with the State Board of Education, leads the State in developing and implementing educational guidelines and standards. Through various programs within the Department, the Superintendent oversees direct services to 238 locally governed school districts, including 13 vocational districts and 9 accommodation districts. The Superintendent, in conjunction with the State Board for Charter Schools oversees 384 charters. 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 information on the status and needs of the public school system. Issue 5 Communication It is essential that student and school information be available to the public. ($ Thousands) Agency Summary: FY 2010 Actual Program ¾ STATE BOARD OF FY 2011 Estimate 893.2 908.4 908.4 4,016,569.5 3,922,047.2 3,922,047.2 EDUCATION / VOC AND TECH EDUCATION ¾ SCHOOL FINANCE - FY 2012 Request PAYMENT AND FINANCIAL COMPLIANCE ¾ SCHOOL ACCOUNTABILITY 42,732.2 129,065.4 129,065.4 1,177,897.1 1,206,950.2 1,206,950.2 AND IMPROVEMENT ¾ EDUCATION SERVICES ¾ PROFESSIONAL 67,290.0 64,336.9 14,349.1 12,567.0 15,463.4 5,319,731.1 5,335,875.1 5,338,831.5 DEVELOPMENT ¾ ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 64,396.9 FY 2012 Request 3,155,259.4 3,491,223.4 24,322.1 55,776.2 55,836.2 Other Non Appropriated Funds 2,140,149.6 1,788,875.5 1,788,875.5 Program Total 5,319,731.1 5,335,875.1 5,338,831.5 FTE Positions 602.6 637.7 642.7 Other Appropriated Funds 3,494,119.8 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. Issue 1 Issue 2 Customer Service Efforts to improve customer service and department operations continue to Page 152 Dollars (in thousands) are listed as requested by agencies. Department of Education Program Summary EDA 1.0 Program Summary EDA 2.0 STATE BOARD OF EDUCATION / VOC AND TECH EDUCATION SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Arizona State Constitution, A.R.S. § 15-201-231 A.R.S. § 15-185, 15-901-917, 15-941-15-1033, 37-521 Mission: Mission: To aggressively set policies that foster excellence in public education. 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. 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 539.4 539.7 539.7 Other Appropriated Funds 353.8 368.7 368.7 0.0 0.0 0.0 Program Total 893.2 908.4 908.4 FTE Positions 7.0 9.0 9.0 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 Explanation: FY 2012 Estimate *76 78 79 6 5 5 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 2011 Estimate Fiscal Year data represents class cohort from 1 year previous (i.e. FY 2010 = Class of 2009). Percent of Arizona schools receiving an under-performing label ‹ Goal 2 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 295 290 290 To improve communication and involvement with the education community and other stakeholders. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of special meetings held by the State Board of Education to receive input and engage stakeholders and the general public in policy discussions 8 8 8 Percent of parents who rate " A+" the public school that their oldest school-age child attends. 0 Performance Measures Explanation: Description: The School Finance program disburses equalization assistance (Basic State Aid) 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 and instructional 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 basic 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. IN addition, it provides education related data to other governmental agencies and taxpayers as requested and/or required. Funding and FTE Summary: (Thousands) General Funds 0 0 FY 2010 Actual 3,420,832.7 16,269.4 46,475.5 46,475.5 937,137.5 454,739.0 454,739.0 Program Total 4,016,569.5 3,922,047.2 3,922,047.2 FTE Positions 23.5 23.0 23.0 Other Non Appropriated Funds ‹ Goal 1 3,420,832.7 To provide timely and reliable customer service. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of Instructional Improvement Fund (IIP) payments made on a quarterly basis 100 100 100 Percent of Classroom Site Fund payments made on a monthly basis 100 100 100 Performance Measures Department of Education FY 2012 Request 3,063,162.6 Other Appropriated Funds *Due to fiscal constraints the state’s enacted budget excluded the requirement that the Board conduct the parent satisfaction survey for FY 2010. FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Page 153 Performance Measures Number of days to process budget analysis from July 18 Explanation: ‹ Goal 2 FY 2011 Estimate FY 2012 Estimate 103 103 103 To provide technical assistance and customer service for schools on issues related to school finance. Number of communication vehicles delivered to SAIS users and School Finance* FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 129 129 129 Program Summary EDA 3.0 *System related difficulities/legislature session has been closing later, causing September revisions which pushes back distribution of Budg25 letters. Performance Measures Explanation: FY 2010 Actual SCHOOL ACCOUNTABILITY AND IMPROVEMENT Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-241, 15-741-15-747, 15-809, P.L. 107-110 Mission: *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. 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) Page 154 FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 8,144.3 3,808.9 Other Appropriated Funds 5,060.0 7,000.0 7,000.0 Other Non Appropriated Funds 29,527.9 118,256.5 118,256.5 Program Total 42,732.2 129,065.4 129,065.4 FTE Positions 51.6 53.2 53.2 Dollars (in thousands) are listed as requested by agencies. 3,808.9 Department of Education FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of Arizona educators participating in test/item development for the AIMS 3-8 and AIMS HS. 529 550 550 Number of Arizona educators participating in the development of items for Formative Assessment Project 28 **0 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 Explanation: 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. ‹ Goal 3 *Contracted select group of specialists. **No funding for Formative Assessment. To provide technical assistance, training, and professional development for schools to improve their effectiveness. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of school districts/charter holders represented at the pretest workshops 678 675 690 Number of presentations at workshops and conferences on the utilization of test data in guiding instruction 0 10 15 Performance Measures Description: The Assessment Section provides statewide assessments to students, meeting both state and federal statutory requirements. This is done through the administration of Stanford 10 at Grades 2 and 9, AIMS 3-8 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. 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. The State Board of Education adopted the Common Core Standards in Mathematics and English Language Arts June 28, 2010. The State is participating in a consortium of multiple states, Partnership for Assessment of Readiness for College and Careers (PARCC) which applied for a federal Race to the Top Assessment Grant. The PARCC assessment system will be operational 20142015. ‹ Goal 4 To provide timely and reliable customer service. Performance Measures Percent of constituent’s communications responded to within 72 hours FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 98 98 98 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 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 5,568.4 3,230.7 Other Appropriated Funds 1,669.8 7,000.0 7,000.0 Other Non Appropriated Funds 6,190.9 12,642.6 12,642.6 Program Total 13,429.1 22,873.3 22,873.3 FTE Positions 20.6 19.9 19.9 ‹ 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 3-8 assessments administered Explanation: ‹ Goal 2 3,230.7 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,166 1,200 1,200 501,000 515,000 505,000 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. Performance Measures Department of Education FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 155 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS writing 37 38 39 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS math 17 18 19 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS reading 74 74 75 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS writing N/A N/A N/A Percent of students in grade 3 meeting or exceeding state academic standards in AIMS math 64 65 66 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS reading 72 74 75 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS writing 74 76 80 Percent of students in grade 5 meeting or exceeding state academic standards in math 58 59 60 Percent of students in grade 8 meeting or exceeding state academic standards in reading 73 74 75 Percent of students in grade 8 meeting or exceeding state academic standards in writing N/A N/A N/A Percent of students in grade 8 meeting or exceeding state academic standards in math 56 57 58 Percent of students in grade 12 meeting or exceeding state academic standards in reading 29 30 31 Percent of students in grade 12 meeting or exceeding state academic standards in writing 28 29 30 Percent of students in grade 12 meeting or exceeding state academic standards in math 18 19 20 Percent of students tested on normreferenced test (grades 2 & 9) 94 95 95 Percent of students tested on AIMS. 99 99 99 Performance Measures 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. For FY 2012 and FY 2013, profiles will also include a letter grade, (A, B, C, D, F) in addition to the current designations. Beginning with FY 2014, the profiles will include only the letter grades. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 540.0 578.2 578.2 Other Appropriated Funds 230.0 0.0 0.0 0.3 0.0 0.0 Program Total 770.3 578.2 578.2 FTE Positions 4.5 4.5 4.5 Other Non Appropriated Funds ‹ Goal 1 * Starting in 2008 English Language Learners are not excluded from the summaries as in previous years. **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. Explanation: To issue, on time, valid and reliable evaluations of school and student performance as required by State and Federal statutes. ‹ Goal 2 To provide accurate and helpful information to the public. Performance Measures Number of evaluations, analyses, and data requests fulfilled FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 85 85 85 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of No Child Left Behind school evaluations performed 1,931 1,925 1,925 Number of School Report Cards published 1,931 1,925 1,925 Number of No Child Left Behind district evaluations performed 628 628 628 Number of District Report Cards published 628 628 628 1,943 1,935 1,935 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - reading 38 40 42 Percent of students tested who perform at or above the national norm on the norm reference test (grade 2) - math 54 56 58 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - reading 61 62 63 Percent of students tested who perform at or above the national norm on the norm reference test (grade 9) - math 68 69 70 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS reading. 42 43 44 Performance Measures Number of AZ LEARNS evaluations performed Page 156 Dollars (in thousands) are listed as requested by agencies. Department of Education 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. Subprogram Summary EDA 3.3 SCHOOL IMPROVEMENT AND STATE INTERVENTION Funding and FTE Summary: (Thousands) Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-241, 15-741.01, 15-809, P.L. 107-110 FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 2,035.9 0.0 Other Appropriated Funds 3,160.2 0.0 0.0 0.0 Mission: Other Non Appropriated Funds 23,336.7 105,613.9 105,613.9 To provide quality and consistent support and technical assistance to all schools engaged in the process of continuous school improvement. Program Total 28,532.8 105,613.9 105,613.9 FTE Positions 26.5 28.8 28.8 Description: ‹ Goal 1 “SCHOOL IMPROVEMENT" 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 Explanation: ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 35 N/A N/A *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 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of workshops to support schools in developing their school improvement plans *12 15 15 Number of visits to Year 2 "underperforming" schools *56 50 50 Number of AIMS Intervention/Dropout Prevention presentations 25 12 30 Number of "failing" schools assisted by the State Intervention Unit 25 25 **N/A Number of districts and charters attending professional development provided by the Arizona Academic Standards Unit 263 ****125 ****125 Number of counties attending professional development provided by Arizona Academic Standards Unit 15 15 15 Performance Measures Explanation: ‹ Goal 3 **Due to budget cuts Academic and Instructional Support Unit no longer exists. **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 administrators understand how academic achievement is tied to research Department of Education Dollars (in thousands) are listed as requested by agencies. Page 157 EDA 4.0 Program Summary Subprogram Summary EDA 4.1 EDUCATION SERVICES EXCEPTIONAL STUDENT 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, para-educators, 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 2010 Actual FY 2011 Estimate FY 2012 Request 59,688.8 59,688.8 15.5 0.0 0.0 Other Non Appropriated Funds 1,100,890.6 1,147,261.4 1,147,261.4 Program Total 1,177,897.1 1,206,950.2 1,206,950.2 FTE Positions 337.5 362.5 362.5 FY 2012 Request 35,242.1 0.0 0.0 0.0 Other Non Appropriated Funds 284,423.9 320,915.5 320,915.5 Program Total 319,690.4 356,157.6 356,157.6 FTE Positions 105.2 119.0 119.0 ‹ Goal 1 35,242.1 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for the education of students with disabilities. Performance Measures Percent of children with disabilities served by Early Intervention who entered preschool = < 36 months of age* ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 98 99 99 To provide technical assistance, training, and professional development to improve the effectiveness of education to students with disabilities. Performance Measures Page 158 FY 2011 Estimate 35,266.5 Other Appropriated Funds 76,991.0 Other Appropriated Funds FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Department of Education Average rating by special education directors of ESS professional development opportunities (on a 1-5 scale, 5 highest) 4.49 4.70 811 Number of hours of Exceptional Student Services sponsored conference/workshops sessions 2,061 850 2,100 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 2,100 A.R.S. § 15-241, 15-751-756.01-.13, 15-910, 41-1279.03, P.L. 107-110 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of students with disabilities with proficient performance in reading in grade 3 37 38 38 Percent of students with disabilities with proficient performance in reading in grade 5 35 36 36 Percent of students with disabilities with proficient performance in reading in grade 8 27 28 28 Percent of students with disabilities with proficient performance in reading in grade 10 32 34 34 Percent of public education agencies demonstrating compliance with monitoring deficiencies within two years 100 100 100 ‹ Goal 4 ENGLISH ACQUISITION SERVICES 850 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures Average overall rating by special education directors of Exceptional Student Services (on a 1-5 scale, 5 highest) Mission: To assist schools in providing services that support high academic success for English Language Learning (ELL) students. Description: To provide timely and reliable customer service. Performance Measures Subprogram Summary EDA 4.2 Number of enrollees in SELECT classes ‹ Goal 3 4.70 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 4.6 4.75 4.75 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 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 2010 Actual General Funds FY 2012 Request 16,316.3 12,861.2 15.5 0.0 0.0 Other Non Appropriated Funds 30,350.5 51,026.4 51,026.4 Program Total 46,682.3 63,887.6 63,887.6 FTE Positions 33.2 34.7 34.7 Other Appropriated Funds ‹ Goal 1 12,861.2 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of local education agencies (with ELL students receiving state/federal funding) in full compliance with federal, state and ADE policy issues 50 60 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. 60 60 65 Performance Measures ‹ Goal 2 To provide timely and reliable customer service. Performance Measures Number of postings/reports available from English Acquisition Services' website Department of Education FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 105 100 105 Page 159 Performance Measures Number of approved applications posted online of providers of Structured English Immersion Provisional and Full Endorsement training ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 825 825 825 EARLY CHILDHOOD PROGRAMS To provide technical assistance, training, and professional development for schools and educators that will assist English language learners. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of attendees at Structured English Immersion conferences 525 525 525 Number of people attending annual ELL proficiency assessment overviews and workshop trainings Arizona English Language Proficiency Assessment (AZELLA) 750 800 850 Performance Measures Number of persons contacted and provided information on Arizona's English language proficiency standards Number of English Language Learner Coordinators reached through the English Acquisition Services Unit through monthly practitioner meetings Subprogram Summary EDA 4.3 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-715, 15-771, 15-901.02, 15-1251, P.L. 107-110 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. Description: 1,100 1,200 1,300 350 375 375 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) FY 2010 Actual General Funds FY 2012 Request 6,515.6 0.0 0.0 0.0 0.0 8,926.4 14,662.6 14,662.6 Program Total 15,442.0 14,662.6 14,662.6 FTE Positions 10.5 10.4 10.4 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 0.0 To ensure compliance with the Office of Special Education Programs requirements. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of Early Childhood Special Education students demonstrating improved outcomes in taking appropriate action to meet needs. *76.95 *77.45 N/A Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of social and emotional development. *75.88 *76.38 N/A Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of knowledge and skills. *68.47 *68.97 N/A Performance Measures Explanation: ‹ Goal 2 *Estimate based on FY 2009 data sample and solely on students with disabilities. To provide technical assistance, training, and professional development to improve the effectiveness of early childhood programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate *99.6 98 98 Number of Districts and Charters and/or agencies with state funded ECE programs that participated in professional development offered by ADE ~ ECE 343 275 275 Number of professional development opportunities offered by ADE ~ ECE. 117 100 100 Performance Measures Percent of participants indicating training as “meeting or exceeding” expectations Explanation: Page 160 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. **n = 2127 surveys ***Changed the verbiage to reflect the inclusive of ECE programs regardless of the funding stream. Department of Education Subprogram Summary EDA 4.4 EDA 4.5 TITLE I Subprogram Summary CAREER AND TECHNICAL EDUCATION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 P.L. 107-110 A.R.S. § 15-781-15-790, P.L. 109-270 Mission: Mission: 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. To prepare Arizona students for workforce success and continuous learning. Description: Title I, under the Elementary and Secondary Education Act, provides financial assistance to local educational agencies to meet the needs of educationally deprived children at preschool, elementary, and secondary school levels who are in low income areas. The purpose of this Title I funding is to help all children achieve the state's academic standards. This is accomplished through supplemental programs that consist of instructional services, instructional support services, school wide reform efforts, and increased involvement of parents in their children's education. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 348,070.6 365,577.5 365,577.5 Program Total 348,070.6 365,577.5 365,577.5 FTE Positions 29.2 29.2 29.2 ‹ 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 Percent of school districts that participate in Title 1 professional development activities for No Child Left Behind Consolidated Programs FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 81 89 89 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 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. The subprogram oversees and conducts all Federal compliance reviews for CTE programs through Office of Civil Rights, as well as Service Learning programs through a Federal Learn and Serve grant. The co-curricular CTE student organizations, such as FFA and Skills USA, also function under this subprogram to provide students with leadership and community development skills. Technical assistance in implementation and continuous improvement of quality CTE programs including the previously described initiatives is provided to all districts offering approved CTE programs. This subprogram includes the Workforce Development Unit, which is responsible for the administration of comprehensive education, and training programs that address the needs of youths and adults who face barriers to employment. These programs include occupational and workplace skills training, related academic and support services, and provide employment Department of Education Dollars (in thousands) are listed as requested by agencies. Page 161 preparation opportunities that support career goals. The education, employment and training programs also promote partnerships among service providers to increase linkages and provide a comprehensive and meaningful approach to workforce preparation by facilitating coordination of education and training services between education, employment, and training. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate 11,492.6 11,492.6 0.0 0.0 0.0 Other Non Appropriated Funds 29,045.5 39,632.2 39,632.2 Program Total 40,787.8 51,124.8 51,124.8 FTE Positions 58.9 63.5 63.5 Other Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of Career and Technical Education concentrators passing AIMS reading *94.85 **61.4 N/A Percent of Career and Technical Education participants placed in school, job, or military after graduation *76.94 55 N/A ‹ Goal 2 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. Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate *7 7 7 **9 12 8 FY 2011 Estimate FY 2012 Estimate Number of educators participating in Career and Technical Education professional development workshops 2,850 3,300 3,300 Number of attendees at Workforce Investment Act annual Training EXPO 200 200 200 2,462 2,780 3,147 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 Explanation: 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, language and mathematics skills. Content is delivered though life skills so they can better function in their community, family and workplace environments. Funding and FTE Summary: (Thousands) General Funds 89 90 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10 10 12 FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 11,009.8 16,285.5 16,285.5 Program Total 12,708.5 16,285.5 16,285.5 FTE Positions 17.0 21.0 21.0 Explanation: ‹ Goal 2 0.0 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Percentage of Adult Education providers monitored for state and federal quality measures and compliance indicators 91 FY 2010 Actual 1,698.7 Other Appropriated Funds Performance Measures To advocate and promote ideas and initiatives that will advance innovation and enhance resources for career and technical training. Number of Career and Technical Education programs receiving incentives and recognitions for exemplary and promising practices 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. ‹ Goal 1 *Duplicated count in Professional Development sessions within events. **Unduplicated attendees participating in Professional Development events. ***No Training Expo in 2008-2009. No longer ADE program effective 7/1/2008 Performance Measures 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. To provide technical assistance, training, and professional development for career and technical training programs. FY 2010 Actual Page 162 Description: *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 Performance Measures ‹ Goal 4 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 provide timely and reliable customer service. Performance Measures ‹ Goal 3 Mission: To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures ADULT EDUCATION AND GED Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-234, 15-702, P.L. 105-220 FY 2012 Request 11,742.3 Subprogram Summary EDA 4.6 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate *100 100 100 *Incomplete data. Data not available until 11/10 To provide technical assistance and professional development to improve coordination between Adult Education programs and GED testing centers.** Dollars (in thousands) are listed as requested by agencies. Department of Education Funding and FTE Summary: (Thousands) Subprogram Summary EDA 4.7 STANDARDS BASED BEST PRACTICES FY 2010 Actual General Funds Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Mission: 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. 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 13,106.3 9,804.7 9,804.7 Program Total 17,378.3 9,804.7 9,804.7 FTE Positions 7.2 8.4 8.4 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 delivers professional development in the areas of mathematics, science, and social studies in addition to administering 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. Due to major state budget cuts, the Academic and Instructional Support Unit was dissolved in 2010. 0.0 ‹ 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. 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: FY 2012 Request 4,272.0 Other Appropriated Funds A.R.S. § 15-154-15-155, 15-345, 15-712, P.L. 107-110 FY 2011 Estimate Performance Measures Number of website hits on discipline information and resources ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,800 1,800 1,800 To provide technical assistance, training, and professional development for schools to improve the effectiveness of schools. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of officers attending a Beginning or Advanced Law related Education Academy 91 90 90 Number of classroom management and discipline training workshops held 48 55 60 Average satisfaction rating of participants in classroom management and discipline training workshops (on a 1-5 scale, 5 highest) 4.9 4.8 4.9 Number of public and charter schools that received technical assistance on classroom management and discipline 200 300 300 Performance Measures Explanation: **Decrease caused by change in statute and funding. **decreased caused by change in statute and funding ***data no longer collected 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. Two grants assist in this focus the state funded School Safety Program and the federally funded HIV/Sexuality Education 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. Department of Education Dollars (in thousands) are listed as requested by agencies. Page 163 have access to the lunch or breakfast programs. EDA 4.8 Subprogram Summary NUTRITION Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Nat. School Lunch and Child Nutrition Acts, P.L. 108-265 Mission: To assist schools and organizations toward improving the health and the nutrition of students so they may benefit from the educational process and achieve their full potential. Description: The Health and Nutrition subprogram provides cash assistance and donated foods to serve nutritionally adequate meals to children in schools, preschools, day care centers and homes. Over two-thirds of the children served are low income, based on free and reduced-income eligibility status. The free and reduced status is based on the federal poverty guidelines and is an indicator of a child's at-risk status. Training, technical assistance compliance reviews are conducted to ensure nutrition integrity and fiscal accountability as prescribed by the United States Department of Agriculture. The Health and Nutrition subprogram includes various programs and the meals served in these programs are planned to meet the U.S. Dietary Guidelines for Americans. These Guidelines provide advice about food choices that promote health and prevent disease, encouraging an increased intake of fruits, vegetables and grains, while limiting fat, salt and sugar. The programs are described below: The National School Lunch Program is a federally assisted meal program to provide nutritionally balanced, low-cost or free lunches to children each school day. The After School Snack Program is through the National School Lunch Program, which offers cash reimbursement to help schools serve snacks to children after their regular school day ends. The School Breakfast Program provides federally funded cash assistance to operate nonprofit breakfast programs in schools and residential childcare institutions. The Child and Adult Care Food Program provides federal funds to nonresidential child and adult care facilities, emergency shelters, eligible after school programs and family day care providers who serve nutritious meals and snacks. The Summer Food Service Program was created to ensure that children in low-income areas could continue to receive nutritious meals during long school vacations (i.e. school intersessions and summer vacation), when they do not have access to school breakfast or lunch. The Food Distribution Program consists of commodities distributed by the United States Department of Agriculture for use in the National School Lunch Program and the Summer Food Service Program. 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. 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 92.6 92.9 0.0 0.0 0.0 Other Non Appropriated Funds 344,965.5 265,009.7 265,009.7 Program Total 345,058.1 265,102.6 265,102.6 FTE Positions 56.2 56.2 56.2 Other Appropriated Funds ‹ Goal 1 92.9 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of sponsors planning menus which meet the revised nutrition standards during annual School Meals Initiative reviews 58 59 60 Percent of School Nutrition Program sponsors passing the Coordinated Review Effort Performance Standards 71 73 75 Percent of Child and Adult Care Food Program sponsors complying with revised administrative review requirements 95 95 95 Performance Measures ‹ Goal 2 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for health and nutrition programs. Performance Measures Percent of NSLP sponsors who have met public law 108-265 local wellness policy requirements ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 98 98 100 To provide technical assistance, training, and professional development to improve the effectiveness of health and nutrition programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 82 82 83 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 35 36 37 *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 Explanation: *Due to budget constraints, these projects are no longer active. 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 Page 164 Dollars (in thousands) are listed as requested by agencies. Department of Education Subprogram Summary EDA 4.9 Subprogram Summary EDA 4.10 FAMILY LITERACY OUTREACH PROGRAMS Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-191-15-191.01, P. L. 107-110 A.R.S. § 15-1241, P.L. 89-329, P.L. 101-610, P. L. 107-110 Mission: Mission: To break the intergenerational cycle of illiteracy and its impacts on families with young children. To provide assistance aimed at enriching regular educational services for the advancement of student achievement and to recognize educational excellence. Description: The Family Literacy subprogram brings parents and their young children together in an interactive learning setting that holistically addresses their educational needs. Children participate in age appropriate activities tailored to improve their language and literacy skills and to prepare them for success in school. Parents gain academic preparation in basic skills, language acquisition, workforce readiness, and parenting skills. Through intensive, intergenerational activities, families make sustainable changes and learn to value the legacy of literacy. This subprogram uses state funds, to increase the basic academic literary skills of undereducated low income parents and their preschool children. It also uses federal grant monies, to further support family literacy services for low income parents lacking basic education or having limited English proficiency and their children ages birth through seven years. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate 360.2 Other Appropriated Funds 0.0 FY 2012 Request 0.0 0.0 0.0 0.0 961.3 1,683.9 1,683.9 Program Total 1,321.5 1,683.9 1,683.9 FTE Positions 0.5 0.5 0.5 Other Non Appropriated Funds ‹ Goal 1 To provide technical assistance, training, and professional development for schools and organizations to improve the effectiveness of family literacy programs. Performance Measures Percent of parents achieving educational gains Percent of children demonstrating language gains FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 73 74 74 91.1 93 93 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, 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, MilkenTap-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 nonschool 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 2010 Actual FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 20,381.7 43,242.5 43,242.5 Program Total 20,381.7 43,242.5 43,242.5 FTE Positions 11.0 11.0 11.0 ‹ Goal 1 To provide timely and reliable customer service. Performance Measures Number of people applying for scholarship programs ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,096 1,100 1,150 To provide technical assistance, training, and professional development to improve school effectiveness Performance Measures Number of model or promising art program showcased on department's website Number of technical assistance contacts with administrators that receive 21st Century Community Learning Center grants Department of Education FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 27 25 30 883 900 1,000 Page 165 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of administrators that participate in local and national 21st Century Community Learning Center sponsored training 621 500 550 Number of professional development opportunities made available on the state's arts standards 27 Performance Measures ‹ Goal 3 INNOVATIVE EXEMPLARY PROGRAMS 25 30 A.R.S. § 15-770, 15-772, P. L. 107-110, P.L. 96-212 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of monitoring site visits for 21st Century Community Learning Center grants 195 200 210 Percent of grantees in compliance with Arts Education Initiative procedures 100 *N/A *N/A Explanation: Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations Performance Measures Subprogram Summary EDA 4.11 *The funding for the Arts Education Initiative expired during FY 2009. Follow up was conducted during FY 2010. Mission: To assist Local Education Agencies in accessing quality innovative and exemplary educational programs, reflective of Arizona’s diverse school populations through technical assistance, and proper allocation, distribution, and monitoring of funding so that migrant students, American Indian students, homeless youth, gifted students, refugee students, and lowincome students reach their potential levels of academic achievement, workplace skills, and effective participation in society. Description: The Innovative Exemplary Programs subprogram serves children whose cultural, economic, or intellectual situation challenges the educational system. This subprogram includes the Migrant Education Program for supplemental program services to the children, ages three years through 21 years of age, of seasonal or temporary agricultural workers. It also includes state and federal funds for the Indian Education Program to maximize teaching and learning levels while validating the culture and linguistic identity of American Indian students. In addition, this subprogram includes federal funds: (1) to provide equal access to education for homeless children; (2) to offer activities that will lead to the effective integration and education of refugee children; and (3) to give low-income students the opportunity to take more advanced placement courses and to pay their advanced placement test fees. There also are state funds to ensure compliance with state requirements for the appropriate identification and instruction of gifted students. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request 726.8 0.0 0.0 0.0 0.0 9,649.1 19,420.9 19,420.9 Program Total 10,375.9 19,420.9 19,420.9 FTE Positions 8.6 8.6 8.6 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 0.0 To provide technical assistance, training, and professional development for schools to improve the effectiveness of gifted education. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of conferences, workshops, and trainings held on gifted education 89 *20 *20 Percent of training participants surveyed reporting satisfaction with gifted education training and support 98 98 98 Number of school site visits on gifted education 85 *25 *25 Number of conferences, workshops, and trainings held on Indian Education 61 48 50 Percent of training participants surveyed reporting satisfaction with Indian education training and support 88 88 89 Number of school site visits on Indian education 30 35 35 Number of conferences, workshops, and trainings held on homeless education 33 15 15 Percent of training participants surveyed reporting satisfaction with homeless education training and support 97 95 95 Number of school site visits on homeless education 92 65 65 4 2 2 Performance Measures Number of model or promising homeless education programs showcased on department’s website Page 166 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Education FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of conferences, workshops, and trainings held on migrant education 42 15 15 Percent of training participants surveyed reporting satisfaction with migrant education training and support 93 90 90 152 48 48 3 2 2 Performance Measures Number of school site visits and technical assistance by email/telephone on migrant education Number of model or promising migrant education programs showcased on department’s website ‹ Goal 2 PROFESSIONAL DEVELOPMENT A.R.S. § 15-531-15-551, 15-704, 15-919-15-920, P.L. 107-110 Mission: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of grantees in compliance within gifted education 95 95 95 Percent of Native American students meeting or exceeding Arizona Academic Standards in reading 67 67 67 Percent of Native American students meeting or exceeding Arizona Academic Standards in mathematics 63 64 64 Percent of grantees in compliance within homeless education 97 80 80 ‹ Goal 3 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures To advocate and promote ideas and initiatives that will advance innovation and enhance resources for innovative and exemplary programs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of partnerships between Indian education and tribal/community organizations 38 40 45 Number of partnerships between gifted education and various organizations 30 30 30 Performance Measures Program Summary EDA 5.0 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: 4 4 Highly Qualified Professional K-12 Literacy Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request 324.4 429.7 429.7 1,605.9 1,932.0 1,992.0 Other Non Appropriated Funds 65,359.7 61,975.2 61,975.2 Program Total 67,290.0 64,336.9 64,396.9 FTE Positions 57.1 63.9 63.9 Other Appropriated Funds Department of Education FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. Page 167 Subprogram Summary EDA 5.1 Subprogram Summary EDA 5.2 HIGHLY QUALIFIED PROFESSIONAL K-12 LITERACY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-531-15-551, 15-919-15-920, P.L. 107-110 A.R.S. § 15-704, P.L. 107-110 Mission: Mission: To promote careers in public education through recruitment and retention of highly qualified teachers and administrators while embracing internal and external customer service. To provide educators with support that promotes high academic achievement of all students. Description: 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. It offers 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 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 324.4 429.7 429.7 1,605.9 1,932.0 1,992.0 Other Non Appropriated Funds 42,242.3 38,680.4 38,680.4 Program Total 44,172.6 41,042.1 41,102.1 FTE Positions 45.4 52.2 52.2 Other Appropriated Funds ‹ Goal 1 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. Funding and FTE Summary: (Thousands) To provide timely and reliable customer service. FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 23,117.4 23,294.8 23,294.8 Program Total 23,117.4 23,294.8 23,294.8 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FTE Positions 11.7 11.7 11.7 Maximum number of days to process complete certification applications 30 30 30 ‹ Goal 1 Percent of customer satisfied with certification services 96 97 98 Performance Measures ‹ Goal 2 To ensure the quality of Arizona’s educators through evaluation and certification. Performance Measures Percent of applicants successfully passing professional content and knowledge certification examinations ‹ Goal 3 FY 2011 Estimate FY 2012 Estimate 88 88 89 Number of professional development opportunities provided to teachers and principals by the Highly Qualified Professionals Unit FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 65 65 65 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 52 20 20 **95 *N/A *N/A Percent of attendees reporting readiness to implement Arizona ELA Academic Standards as a result of resources, support, and training 90 ***75 ***80 Percent of participants whose content knowledge is improved as a result of the K-12 Literacy training. 92 90 90 Performance Measures Number of regional training sessions sponsored by K-12 Literacy to build statewide capacity Percent of Reading First local education agencies surveyed reporting satisfaction with department training and support To offer professional development opportunities to educators and administrators. Performance Measures Page 168 FY 2010 Actual To provide training and professional development to improve the effectiveness of standards based teaching and learning. Explanation: Dollars (in thousands) are listed as requested by agencies. *In 2009-2010 school year Reading First funding was drastically reduced. Schools still in program, including AZREADS schools, will be restricted in the number of trainings they can receive and effect professional development attendance. ***ADE will be providing first time training on the new ELA Common Core standards to educators. They will have 3 years to fully implement them. Department of Education EDA 6.0 Program Summary Subprogram Summary EDA 6.1 ADMINISTRATION ADMINISTRATIVE SERVICES Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-231-15-272, P.L. 107-110 A.R.S. § 15-251-15-272, P.L. 107-110 Mission: Mission: 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. 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 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 6,097.7 5,923.6 Other Appropriated Funds 1,017.5 0.0 8,820.0 0.0 Other Non Appropriated Funds 7,233.9 6,643.4 6,643.4 Program Total 14,349.1 12,567.0 15,463.4 FTE Positions 125.9 126.1 131.1 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 2010 Actual General Funds FY 2012 Request 6,097.7 5,923.6 0.0 0.0 0.0 4,716.4 4,630.9 4,630.9 Program Total 10,814.1 10,554.5 13,450.9 FTE Positions 113.4 113.6 118.6 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 8,820.0 To provide accurate and helpful information to the public. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate *N/A *N/A *N/A Number of constituent inquiries responded to within two-week time frame 21,350 21,700 22,000 Number of Department of Education website "visitors" 8.82 mil 9.5 mil 10.4 mil Number of Department of Education website "hits" 306 mil 310 mil 314 mil Performance Measures Number of individuals on the department’s distribution list receiving newsletters and reports Explanation: ‹ Goal 2 *Performance Measure no longer applies. Currently working on new technological initiatives in distributing information via media sites. Revised Performance Measure 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 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 30 165 165 4,560 4,560 4,560 Page 169 ‹ Goal 3 To advocate and promote ideas and initiatives that will advance innovation and enhance resources for public education. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 215 200 200 Amount of new discretionary grant funding secured by the department 15.9 mil. 3.8 mil 3.8 mil Total amount of all federal funds secured by the department for public education in Arizona 1,049mil. 1,025mil. 1,025mil. Performance Measures Number of schools participating in department special initiatives ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of employees satisfied with their job 83 84 84 Percent of employees who agree or strongly agree that the agency has a good internal communication system 70 73 73 Percent of internal customers satisfied with Accounting services 90 90 90 Percent of internal customers satisfied with Budget Office services 98 99 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 94.5 94.6 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 Percent of internal customers satisfied with Purchasing services 100 98 Percent of internal customers satisfied with Grants Management services ‹ Goal 5 INFORMATION TECHNOLOGY Vicki Salazar, Associate Superintendent Phone: (602) 542-3139 A.R.S. § 15-251-15-272, P.L. 107-110 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. To improve employee and customer satisfaction. Performance Measures Subprogram Summary EDA 6.2 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) General Funds 0.0 0.0 0.0 0.0 0.0 98 Other Non Appropriated Funds 2,517.5 2,012.5 2,012.5 98 Program Total 3,535.0 2,012.5 2,012.5 FTE Positions 12.5 12.5 12.5 ‹ Goal 1 To improve the quality of the Student Accountability Information System (SAIS) data submission process. FY 2011 Estimate FY 2012 Estimate 16 26 26 Performance Measures Number of comprehensive supervisor training courses offered 4 24 24 Number of Human Resource intranet website training courses offered 17 26 Number of timesheet refresher training courses offered 17 Number of training sessions held by Accounting Unit on various administrative topics 55 Number of Grants Management meetings held for department program areas 11 ‹ Goal 6 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of data marts used as management tools by agency units 2 3 4 26 Percent of errors due to transaction failures 6 8 8 26 26 Percent of errors due to system failures 4 5 5 55 55 ‹ Goal 2 11 11 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of employees who agree or strongly agree that the agency supports their participation in training opportunities to improve job skills 67 *N/A *N/A Percent of employees who agree or strongly agree that they have the proper tools and equipment to do their work 82 85 85 Percent of employees who agree or strongly agree that they receive recognition for their work when they deserve it 72 75 75 Explanation: To provide timely and reliable customer service. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 60 85 85 Percent reduction in average downtime of Internet servers 1 5 1 Percent reduction in average downtime of messaging servers 1 3 1 Performance Measures Percent of calls that are resolved by the Support Center To promote a positive and productive work environment that cultivates teamwork and motivates employees. 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 ‹ Goal 4 Performance Measures *No longer measured after 1st half FY10 due to budget crisis and statewide moratorium on training. Number of department website “hits” (in thousands) annually. ‹ Goal 5 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 85 90 92 To provide accurate and helpful information to the public. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 9,700 9,600 9,800 To improve the agency’s information security stance. Performance Measures Page 170 FY 2012 Request 1,017.5 FY 2010 Actual Number of new employee training courses offered FY 2011 Estimate Other Appropriated Funds To provide technical assistance and training for internal and external customers. Performance Measures FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Department of Education FY 2010 Actual FY 2011 Estimate FY 2012 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 84 90 90 FY 2011 Estimate FY 2012 Estimate Performance Measures Percent of applications securitized ‹ Goal 6 To close critical TISA gaps. Performance Measures FY 2010 Actual 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 Collaborate with other Arizona State agencies to enable ADE to conduct needed testing. ‹ Goal 7 To ensure the quality, integrity, and security of data moving to the agency’s integrated data delivery systems, by establishing and acculturating a broad-based, agency-wide operational framework of Data Governance, incorporating standardized data definitions and formal Data Stewardship. ‹ Goal 8 To establish and acculturate uniformity of data assets across the entire agency. Department of Education Dollars (in thousands) are listed as requested by agencies. Page 171 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 2010 Actual Program ¾ ADMINISTRATION ¾ EMERGENCY MANAGEMENT ¾ MILITARY AFFAIRS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 1,527.2 1,594.7 1,594.7 1,594.7 57,410.1 56,911.8 56,911.8 56,911.8 16,861.3 21,790.6 21,790.6 21,790.6 75,798.6 80,297.1 80,297.1 80,297.1 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 10,430.6 9,100.1 10,430.6 10,430.6 71.2 132.7 132.7 132.7 Other Non Appropriated Funds 66,627.3 69,733.8 69,733.8 69,733.8 Program Total 75,798.6 80,297.1 80,297.1 80,297.1 FTE Positions 482.6 481.6 481.6 481.6 Other Appropriated Funds Strategic Issues: Issue 1 Employee retention and quality of employees The Department is built on quality employees capable of responding during a natural disaster or civil disturbance. In order to provide a work environment that promotes job satisfaction, growth opportunities, and a sense of value and pride, funding for training, salaries and personnel services must be increased. Customer demand for products/services exceeds our capacity to deliver to their needs Expanding legislative responsibility and increased demand for disaster prevention and preparedness from Arizona's political subdivisions have exceeded the Department's capabilities. Domestic Preparedness (terrorism) and the increased threat in our schools for emergency and disaster plans are just two examples. Local government requests exceed current staff capability. Issue 2 Agency wide communications/information management capability The Department currently has five separate information networks that are not linked with one another. In order to provide better communications and information management the Department needs to develop an Agencywide network that includes connectivity to the State's mainframe. Issue 3 Issue 4 Community integration and visibility. The Department's objective is to integrate all of its activities into the Page 172 Dollars (in thousands) are listed as requested by agencies. Department of Emergency and Military Affairs Program Summary MAA 1.0 Program Summary MAA 2.0 ADMINISTRATION EMERGENCY MANAGEMENT Edward L. Flinn, Director of State Activities Phone: (602) 267-2732 Lou Trammell, Director Phone: (602) 231-6245 A.R.S. § 26-102 C-8 A.R.S. § 26-305 Mission: Mission: To provide leadership and support resources to all elements of the Department. To coordinate emergency services and the efforts of governmental agencies to reduce the impact of disasters on persons and property in Arizona. Description: 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. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request This Program Contains the following Subprograms: 4 4 Mitigation and Preparedness Response and Recovery 1,527.2 1,594.7 1,594.7 1,594.7 Other Appropriated Funds 0.0 0.0 0.0 0.0 Funding and FTE Summary: (Thousands) Other Non Appropriated Funds 0.0 0.0 0.0 0.0 General Funds General Funds Program Total 1,527.2 FTE Positions ‹ Goal 1 1,594.7 13.9 13.9 1,594.7 1,594.7 13.9 13.9 To provide quality and timely support services to our customers. Performance Measures Number of weeks to process personnel actions FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1.5 1 1 1 Department of Emergency and Military Affairs FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 2,696.2 2,638.2 2,696.2 2,696.2 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 54,771.9 54,215.6 54,215.6 54,215.6 Program Total 57,410.1 56,911.8 56,911.8 56,911.8 FTE Positions 384.2 383.2 383.2 383.2 Other Appropriated Funds Dollars (in thousands) are listed as requested by agencies. Page 173 Subprogram Summary MAA 2.1 Subprogram Summary MAA 2.2 MITIGATION AND PREPAREDNESS RESPONSE AND RECOVERY Jan Kimmell, Assistant Director Phone: (602) 231-6264 Wendy Smith-Reeve, Assistant Director Phone: (602) 464-6357 A.R.S. § 26-305 A.R.S. § 26-306 Mission: Mission: 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. To coordinate the actions of federal, state and local jurisdictions to respond to and recover from disasters. Description: Description: 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) General Funds FY 2010 Actual FY 2011 Estimate 1,959.3 2,020.2 FY 2012 Request 2,020.2 FY 2013 Request 2,020.2 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 46,419.2 45,897.7 45,897.7 45,897.7 Program Total 48,378.5 47,917.9 47,917.9 47,917.9 FTE Positions 273.9 272.9 272.9 272.9 Other Appropriated Funds ‹ Goal 1 To reduce loss of life and loss of property from all hazards. Performance Measures Number of communities with sustained Disaster Resistant Community Programs ‹ Goal 2 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 117 117 117 117 Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 676.0 678.9 676.0 676.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 8,352.7 8,317.9 8,317.9 8,317.9 Program Total 9,031.6 8,993.9 8,993.9 8,993.9 FTE Positions 110.3 110.3 110.3 110.3 Other Appropriated Funds ‹ Goal 1 To reduce human suffering during disasters and enhance community recovery after disaster strikes. Performance Measures Average number of months of community recovery time from declaration of emergency to termination of emergency Customer satisfaction rating for communities served during disasters (Scales 1 - 8) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 21.1 20 18 15 7.4 7 7 7 To increase local emergency management capability through training assistance programs. Performance Measures Percent of requests for contingency exercise assistance supported Page 174 FY 2010 Actual 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. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 100 100 100 100 Dollars (in thousands) are listed as requested by agencies. Department of Emergency and Military Affairs MAA 3.0 Program Summary Subprogram Summary MAA 3.1 MILITARY AFFAIRS ARMY NATIONAL GUARD BG Matthew J. Brown, Brigadier General, Asst Adj General, Army Phone: (602) 267-2717 BG Matthew J. Brown, Brigadier General, Assistant, Adjutant General, Arm Phone: (602) 267-2717 A.R.S. § 26-113, 26-102 c-8 A.R.S. § 26-111 Mission: 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. 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. Description: 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 Funding and FTE Summary: (Thousands) Project Challenge Funding and FTE Summary: (Thousands) General Funds 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. FY 2010 Actual 4,934.7 FY 2011 Estimate 6,139.7 FY 2012 Request 6,139.7 FY 2013 Request 6,139.7 General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 1,493.1 1,463.8 1,493.1 1,493.1 71.2 132.7 132.7 132.7 8,506.5 8,243.9 8,243.9 8,243.9 71.2 132.7 132.7 132.7 Program Total 10,041.5 9,869.7 9,869.7 9,869.7 Other Non Appropriated Funds 11,855.4 15,518.2 15,518.2 15,518.2 FTE Positions 52.5 52.5 52.5 52.5 Program Total 16,861.3 21,790.6 21,790.6 21,790.6 FTE Positions 84.5 84.5 84.5 84.5 ‹ Goal 1 Other Appropriated Funds To recruit and retain highly qualified personnel. Performance Measures Percent of Army National Guard soldiers re-enlisted Department of Emergency and Military Affairs Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 84 85 85 85 Page 175 Subprogram Summary MAA 3.2 Subprogram Summary MAA 3.3 AIR NATIONAL GUARD PROJECT CHALLENGE Brigadier General Michael Colangelo, Commander, Arizona Air National Gu Phone: (602) 267-2712 Edward L. Flinn, Director, State Activities Phone: (602) 267-2732 A.R.S. § 26-113,26-102-c-8 A.R.S. § 26-111 Mission: Mission: To provide our nation's total force with highly trained expeditionary airmen supporting national security objectives through combat readiness and training. To provide a military-based, in residence educational program for high school dropouts who desire to succeed. Description: 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) FY 2010 Actual General Funds FY 2011 Estimate 1,952.4 Other Appropriated Funds Other Non Appropriated Funds 3,082.1 FY 2012 Request 3,082.1 FY 2013 Request 3,082.1 0.0 0.0 0.0 0.0 2,055.0 6,001.9 6,001.9 6,001.9 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 2010 Actual General Funds 4,007.4 9,084.0 9,084.0 9,084.0 FTE Positions 2.0 2.0 2.0 2.0 ‹ Goal 1 To recruit and retain highly qualified personnel. Performance Measures Percent of Air National Guard soldiers re-enlisted FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 93 90 90 90 FY 2013 Request 1,564.5 1,564.5 1,564.5 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,293.9 1,272.4 1,272.4 1,272.4 Program Total 2,812.4 2,836.9 2,836.9 2,836.9 FTE Positions 30.0 30.0 30.0 30.0 ‹ Goal 1 To integrate the Arizona National Guard in the youth at risk programs. Performance Measures Number of Project Challenge graduates annually Percentage of Project Challenge graduates either employed or in school within One year of graduation. Page 176 FY 2012 Request 1,518.5 Other Appropriated Funds Program Total FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 138 175 150 150 95 95 95 95 Department of Emergency and Military Affairs children. The Department will lead efforts to educate the public about threats posed to children by exposure to environmental contamination and promote ways to lessen exposure to those risks. Agency Summary EVA 0.0 DEPARTMENT OF ENVIRONMENTAL QUALITY Issue 4 Henry Darwin, Deputy Director Phone: (602) 771-2204 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. 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 2010 Actual Program ¾ ADMINISTRATION ¾ AIR ¾ WASTE ¾ WATER Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 4,866.7 13,827.7 13,827.7 13,827.7 41,787.4 56,874.9 56,874.9 56,874.9 42,668.7 44,899.0 44,899.0 44,899.0 387,868.0 189,413.6 189,413.6 189,413.6 477,190.8 305,015.2 305,015.2 305,015.2 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 12,769.5 7,000.0 7,000.0 7,000.0 Other Appropriated Funds 42,893.5 74,053.6 74,053.6 74,053.6 Other Non Appropriated Funds 421,527.8 223,961.6 223,961.6 223,961.6 Program Total 477,190.8 305,015.2 305,015.2 305,015.2 FTE Positions 845.0 717.0 717.0 717.0 Strategic Issues: Issue 1 To protect and enhance public health and the environment The Department will protect public health and the environment through a wide range of programs that reduce risks associated with exposure to environmental contamination, air pollution and water pollution, and through a variety of public education and outreach programs. The Department will enhance public health and the environment by assessing environmental conditions in our state and their potential impact to public health, and developing integrated approaches that balance environmental concerns with the state's rapid growth and economic development needs. The Department will lead efforts to respond to emerging environmental issues and pollutants and develop strategic partnerships to promote consensus on innovative solutions to Arizona's environmental challenges. Issue 2 Public education, involvement and outreach The Department recognizes the inherent value of working with coalitions and partners to achieve a sustainable economy and a high quality environment for Arizona citizens. To that end, the Department is committed to developing and strengthening relationships at all levels with federal, state and local officials as well as members of the business community, trade associations, non-profit organizations, environmental groups and universities to develop collaborative, science-based solutions to the many complex environmental challenges facing our state. The Department is committed to openness, honesty and transparency among its employees and with members of the public and communities affected by the Department's decisions. Issue 3 Children's environmental health The Department will provide focus and leadership on children's environmental health issues. In partnership with the Department of Health Services, medical and research communities as well as non-profit groups, the Department will coordinate efforts to assess and reduce exposure to environmental contamination and pollution that affects the health of Arizona Department of Environmental Quality Dollars (in thousands) are listed as requested by agencies. Page 177 Program Summary EVA 1.0 Program Summary EVA 2.0 ADMINISTRATION AIR Henry Darwin, Deputy Director Phone: (602) 771-2204 Eric Massey, Air Quality Division Director Phone: (602) 771-2288 A.R.S. §§ 49-101 to 49-1106 A.R.S. §§ 49-401 to 49-593 Mission: 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. To protect and enhance public health and welfare and the environment by controlling present and future sources of air pollution. Description: Description: This program establishes overall agency policies and direction and manages administrative and business activities of the agency. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 3,372.1 0.0 0.0 0.0 Other Appropriated Funds 670.3 13,200.0 13,200.0 13,200.0 Other Non Appropriated Funds 824.3 627.7 627.7 627.7 Program Total 4,866.7 13,827.7 13,827.7 13,827.7 FTE Positions 145.5 126.0 126.0 126.0 ‹ 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 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99.8 100.0 N/A N/A FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Customer satisfaction rating for citizens (scale of 1-8) 7.8 7.7 N/A N/A Administration as a percentage of total cost 3.1 3.3 3.3 3.3 Percent of citizens expressing overall satisfaction with ADEQ services 98.0 96.25 96.25 96.25 Percentage of citizens expressing overall satisfaction with Administrative Program Services 94.0 90.0 90.0 90.0 Percentage of invoice payables paid within thirty (30) calendar days. 99.4 94.0 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 92.5 100.0 100.0 Percentage of agency staff turnover 14.1 12.0 12.0 12.0 Percent of notice of administrative hearings issued within 3 working days of receiving all necessary documentation 100.0 90.0 90.0 90.0 Percentage (annual) of agency budget and strategic plan consistent with Governor's issues and strategic plan for the state 100.0 100.0 100.0 100.0 ‹ Goal 3 Air Quality Management and Analysis Vehicle Emissions Control Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 784.0 0.0 0.0 0.0 34,194.3 49,690.0 49,690.0 49,690.0 6,809.1 7,184.9 7,184.9 7,184.9 Program Total 41,787.4 56,874.9 56,874.9 56,874.9 FTE Positions 247.3 223.5 223.5 223.5 Other Appropriated Funds Other Non Appropriated Funds To provide leadership on children's environmental health Performance Measures Continue to implement the action plan to integrate children's environmental health issues into ADEQ programs. Page 178 This Program Contains the following Subprograms: 4 4 General Funds FY 2010 Actual To provide value to all of Arizona Performance Measures 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. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 100.0 100.0 100.0 100.0 Dollars (in thousands) are listed as requested by agencies. Department of Environmental Quality Subprogram Summary EVA 2.1 Subprogram Summary EVA 2.2 AIR QUALITY MANAGEMENT AND ANALYSIS VEHICLE EMISSIONS CONTROL Eric Massey, Air Quality Division Director Phone: (602) 771-2288 Eric Massey, Air Quality Division Director Phone: (602) 771-2288 A.R.S. §§ 49-401 to 49-593 A.R.S. §§ 49-401 to 49-593 Mission: 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. 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. Description: Description: 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. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 784.0 0.0 0.0 0.0 11,868.8 17,803.4 17,803.4 17,803.4 6,808.9 7,184.9 7,184.9 7,184.9 Program Total 19,461.7 24,988.3 24,988.3 24,988.3 FTE Positions 214.3 194.5 194.5 194.5 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 22,325.5 31,886.6 31,886.6 31,886.6 0.2 0.0 0.0 0.0 Program Total 22,325.7 31,886.6 31,886.6 31,886.6 FTE Positions 33.0 29.0 29.0 29.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 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) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 171.6 145.0 145.0 145.0 To provide value to all of Arizona Performance Measures Percentage of customers satisfied with Air Quality Programs ‹ Goal 2 Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 95.3 92.5 92.5 92.5 To improve the quality of Arizona's air, land and water FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Annual number of State Implementation Plans (SIP) (new or revisions) submitted to the Environmental Protection Agency (EPA) per fiscal year 3.0 2.0 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 N/A N/A Achieve 90 percent air quality sample data recovery 98.3 90.0 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. 100.0 100.0 100.0 100.0 2 5 5 5 99.6 99.0 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 Dollars (in thousands) are listed as requested by agencies. Page 179 Program Summary EVA 3.0 Subprogram Summary EVA 3.1 WASTE WASTE CONTROL AND MANAGEMENT Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 A.R.S. §§ 49-701 to 49-973 A.R.S. §§ 49-701 to 49-973 Mission: Mission: To protect and enhance public health and the environment by reducing the risk associated with waste management, regulated substances and contaminated sites. 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: 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: 4 4 4 Waste Control and Management Underground Storage Tank Remediation Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 7,000.0 7,000.0 7,000.0 7,000.0 43.4 22.0 22.0 22.0 Other Non Appropriated Funds 35,625.2 37,877.0 37,877.0 37,877.0 Program Total 42,668.7 44,899.0 44,899.0 44,899.0 FTE Positions 187.7 133.6 133.6 133.6 Other Appropriated Funds 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 2010 Actual FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 40.6 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Program Total 40.6 0.0 0.0 0.0 FTE Positions 0.6 0.0 0.0 0.0 General Funds 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 Percentage of customers satisfied with Waste Programs Division ‹ Goal 3 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 88.6 84.5 N/A N/A To provide value to all of Arizona Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99.7 92.5 92.5 92.5 To enhance relationships with the public, regulated community and agency partners Performance Measures Make final decision on one Treatment Storage and Disposal (TSD) permit application annually. Page 180 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1.0 1.0 1.0 1.0 Department of Environmental Quality Subprogram Summary EVA 3.2 Subprogram Summary EVA 3.3 UNDERGROUND STORAGE TANK REMEDIATION Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 A.R.S. §§ 49-1001 to 49-1093 A.R.S. §§ 49-701 to 49-973 Mission: Mission: To protect public health and the environment by preventing regulated substance releases and reducing the risk associated with contaminated sites. 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. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 2.8 22.0 22.0 22.0 Other Non Appropriated Funds 27,963.9 24,399.0 24,399.0 24,399.0 Program Total 27,966.7 24,421.0 24,421.0 24,421.0 FTE Positions 117.0 79.2 79.2 79.2 Description: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds Other Appropriated Funds ‹ Goal 1 To improve the quality of Arizona's air, land and water Performance Measures Percent of site characterization reports, corrective action plans, workplans, closure requests, and determination or confirmation of a release responded to within 120 calendar days. Other Non Appropriated Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 7,000.0 7,000.0 7,000.0 7,000.0 0.0 0.0 0.0 0.0 7,661.3 13,478.0 13,478.0 13,478.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Program Total 14,661.3 20,478.0 20,478.0 20,478.0 N/A 90.0 90.0 90.0 FTE Positions 70.1 54.4 54.4 54.4 ‹ 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. Department of Environmental Quality Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 2.0 2.0 2.0 Page 181 Program Summary EVA 4.0 Subprogram Summary EVA 4.1 WATER UNDERGROUND WATER REGULATION Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 A.R.S. §§ 49-201 to 49-391 A.R.S. §§ 49-201 to 49-391 Mission: 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. 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: 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. 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. This Program Contains the following Subprograms: 4 4 4 4 Funding and FTE Summary: (Thousands) Underground Water Regulation Surface Water Regulation Drinking Water Regulation Water Infrastructure Finance Authority Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2010 Actual 1,613.4 FY 2010 Actual 0.0 FY 2012 Request 0.0 FY 2013 Request 0.0 7,985.4 11,141.6 11,141.6 11,141.6 378,269.2 178,272.0 178,272.0 178,272.0 387,868.0 189,413.6 189,413.6 189,413.6 FTE Positions 264.5 233.9 233.9 233.9 1,547.9 0.0 0.0 0.0 3,233.9 6,061.0 6,061.0 6,061.0 580.0 1,468.3 1,468.3 1,468.3 Program Total 5,361.8 7,529.3 7,529.3 7,529.3 FTE Positions 82.7 65.6 65.6 65.6 ‹ Goal 1 To provide value to all of Arizona FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99.0 92.5 92.5 92.5 Percent of customers satisfied with Water Quality Division. ‹ Goal 2 To improve the quality of Arizona's air, land and water FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 1.0 1.0 2.0 Annually, attain significant compliance rate of 80 percent for discharge limitations for APP permitted groundwater facilities as determined by monitoring data and physical inspection. 88.7 80.0 80.0 80.0 Percent reduction in Aquifer protection permit processing time. N/A N/A N/A N/A Performance Measures Number of permit actions for existing groundwater protection permits for mining facilities during each fiscal year. Explanation: Page 182 FY 2013 Request Other Appropriated Funds Performance Measures Program Total FY 2012 Request General Funds Other Non Appropriated Funds FY 2011 Estimate FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY2009 Measure Only. Department of Environmental Quality Subprogram Summary EVA 4.2 Subprogram Summary EVA 4.3 SURFACE WATER REGULATION DRINKING WATER REGULATION Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 A.R.S. §§ 49-201 to 49-391 A.R.S. §§ 49-201 to 49-391 Mission: 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. 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. Description: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 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) 0.0 0.0 0.0 1,899.6 1,899.6 1,899.6 Other Non Appropriated Funds 3,780.0 6,744.5 6,744.5 6,744.5 Program Total 5,880.6 8,644.1 8,644.1 8,644.1 FTE Positions 66.4 74.2 74.2 74.2 0.0 Other Appropriated Funds 2,710.2 3,181.0 3,181.0 3,181.0 Other Non Appropriated Funds 5,355.2 6,188.0 6,188.0 6,188.0 ‹ Goal 1 Program Total 8,071.6 9,369.0 9,369.0 9,369.0 Performance Measures FTE Positions 96.5 75.1 75.1 75.1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Annually, attain significant compliance rate of 90 percent for discharge limitations among major surface water dischargers as determined by monitoring data and physical inspection. 94.7 90.0 90.0 90.0 Annually, ADEQ will reissue AZPDES permits within 180 days of receipt of a completed and timely AZPDES application. 77.3 70.0 70.0 70.0 Performance Measures To improve the quality of Arizona's air, land and water FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Annually, percentage of population serviced by community water systems (CWS) providing drinking water with no health-based violations will remain at 95 percent. 96.0 95.0 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 95.0 95.0 95.0 Percentage of facilities from Drinking Water Priority Log assigned to enforcement staff. 100.0 100.0 N/A N/A N/A N/A N/A N/A Percent reduction in drinking water plan review processing time. Explanation: Department of Environmental Quality FY 2013 Request 59.3 0.0 To improve the quality of Arizona's air, land, and water. FY 2012 Request 2,041.3 0.0 ‹ Goal 1 FY 2011 Estimate Other Appropriated Funds General Funds 6.2 General Funds FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY2008 & FY2009 Measure Only. Page 183 Subprogram Summary EVA 4.4 WATER INFRASTRUCTURE FINANCE AUTHORITY Sandy Sutton, Interim Director Phone: (602) 364-1310 A.R.S. §§ 49-1201 to 49-1269 Mission: To maintain and protect water quality and to ensure the affordability of basic community infrastructure. Description: The Water Infrastructure Finance Authority of Arizona (WIFA) is an independent entity authorized to finance the construction, rehabilitation and/or improvement of drinking water, waste water, waste water reclamation, and other water quality facilities/projects. As a "Bond Bank", WIFA is authorized to issue water quality bonds on behalf of communities for basic water infrastructure. Generally, WIFA offers borrowers below market interest on loans for 100% of eligible project costs. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 368,554.0 163,871.2 163,871.2 163,871.2 Program Total 368,554.0 163,871.2 163,871.2 163,871.2 FTE Positions 19.0 19.0 19.0 19.0 ‹ Goal 1 To ensure WIFA's resources are awarded in conformance with Arizona's goals. Performance Measures Number of recipients moving from non-compliance to compliance ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 15.0 7.0 7.0 7.0 To maintain the fiscal integrity of the Funds administered by WIFA and ensure continuous enhancement for future generations. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of total available funds invested 99.7 99.5 99.5 99.5 Interest income (in thousands) 9,325.3 8,232.6 8,232.6 8,232.6 Performance Measures ‹ Goal 3 To facilitate access to and efficiently deliver financial and technical assistance. Performance Measures Number of weeks to process a loan ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 3.2 6.0 6.0 6.0 To coordinate with other funding sources, technical resources, and regulatory authorities Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of co-financings 18.0 7.0 7.0 7.0 Page 184 Dollars (in thousands) are listed as requested by agencies. Department of Environmental Quality Number of state agency Equal Employment Opportunity plans submitted. Agency Summary AFA 0.0 GOVERNOR’S OFFICE OF EQUAL OPPORTUNITY Carolyn Pitre Wright, Director Phone: (602) 542-3716 A.R.S. § 41-101 Mission: To administer and enforce state and federal laws prohibiting discrimination for several thousand state employees to ensure there are no discriminatory practices in State government. 105 105 105 105 Number of state agencies assisted in the preparation of agency-level Equal Employment Opportunity Plans, and in efforts to reach workforce parity 35 70 40 40 Number of calls answered providing information and assistance regarding Equal Opportunity rules and regulations 600 600 500 500 ‹ Goal 2 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 191.3 194.4 194.4 194.4 0.0 0.0 0.0 0.0 35.8 100.3 68.0 68.0 Program Total 227.1 294.7 262.4 262.4 FTE Positions 5.0 5.0 5.0 5.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Reduce the State of Arizona's risk of loss due to exposure to lawsuits relating to discrimination, sexual harassment, and non-compliance with State and Federal equal opportunity and civil rights laws. The Governor's Office of equal Opportunity (GOEO) will analyze agency Equal Opportunity Plans and monitor EEO complaints to determine what assistance agencies need in complying with federal and state equal opportunity laws. All agencies will receive information regarding federal and state equal opportunity laws and have the option for further coaching, education and training. Issue 1 Increase the ability of minorities to participate in state employment and on state Boards and Commissions. The GOEO will contact appropriate community organizations regarding state employment and state Board and Commission appointments. Organizations will receive information about the state employment website and the process for applying for state employment and Board and Commission appointments. The GOEO will also provide information about external outreach and community organizations to state agencies to assist in recruitment efforts. Issue 2 Provide accurate and timely EEO-4 reports to the federal government. The GOEO will work with the Department of Administration and state agencies to provide the Federal Government with an accurate and timely EEO-4 report. Issue 3 Provide coordination of alternative dispute resolution and facilitative discussion services to state agencies. The GOEO will work with appropriate state agencies to coordinate facilitative discussion or alternative dispute resolution sessions for current or 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 Issue 4 Performance Measures FY 2010 Actual Governor's Office for Equal Opportunity FY 2011 Estimate FY 2012 Estimate 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. 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 300 350 300 300 5 10 6 6 340 900 400 400 To achieve and maintain a culturally diverse state government workforce and ensure diverse representation on state Boards and Commissions. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of community organizations contacted by the Governor's Office for Equal Opportunity to help facilitate the dissemination of information regarding employment opportunities 200 250 200 200 Number of community organizations contacted by GOEO to help facilitate the dissemination of information regarding positions on State Boards and Commissions 200 200 200 200 Contact with tribes, tribal members and off-reservation native Americans regarding employment, appointment and procurement opportunities with the state 250 300 250 250 Performance Measures ‹ Goal 4 To enhance the growth and development of minority and women-owned business enterprises. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of minority/women-owned businesses contacted and provided with information regarding state contracting opportunities 40 2,500 40 60 Number of minority/women-owned businesses referred to DOA procurement 40 150 40 60 Performance Measures ‹ Goal 5 To provide alternative dispute resolution services to state agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of persons trained in mediation 1 10 1 2 Number of presentations concerning mediation services 0 5 2 2 Number of mediation sessions conducted as a result of Governors Office of Equal Opportunity 0 15 4 4 Performance Measures FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 185 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. Agency Summary EQA 0.0 STATE BOARD OF EQUALIZATION George Shook, Interim Chairperson Phone: (602) 364-1611 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. Performance Measures Description: The State Board of Equalization (SBOE) is comprised of forty-one members, twenty-one 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, but extends statewide for centrally assessed property. The Board also can provide hearing officer services for outlying counties. Currently, the Board provides services to La Paz, Mohave, Navajo, Pinal and Yavapai counties. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 649.8 661.0 661.0 661.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 649.8 661.0 661.0 661.0 FTE Positions 7.0 7.0 7.0 7.0 Issue 1 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. 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 2010 because of the shortage of Board members and funding. Issue 2 Market conditions The Board recently experienced 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. FY 2013 Estimate 10 12 12 12 85,000 87,000 84,000 Cost per parcel (dollars) 10 12 12 10 1 1 1 1 Proper management of budget request. ‹ Goal 2 To reduce the cost attributed to petitions and hearings. ‹ Goal 3 To enhance the Board's computer system to handle the greatly increased 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). All enhancements will be made with the ultimate objective to reduce the amount of hard copy filing and evidence. Complete the re-submittal of proposed rules to GRC. Substantial increases in hearings FY 2012 Estimate 117,081 Performance Measures Strategic Issues: FY 2011 Estimate Parcels appeals received FY 2013 Request Other Appropriated Funds General Funds Cost per parcel (in dollars) FY 2010 Actual ‹ Goal 4 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 1 0 0 To update and obtain necessary approvals of the State Board of Equalization's Rules. Performance Measures Resubmittal to the GRC. ‹ Goal 5 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 0 0 0 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. 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. Issue 3 Legislation There are serious discussions once again of revising the tax appeal calendar as well as the scope of counties under the Board's jurisdiction. If this were Page 186 Dollars (in thousands) are listed as requested by agencies. State Board of Equalization Issue 3 PPA 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 2010 Actual FY 2011 Estimate FY 2012 Request Performance Measures FY 2013 Request 877.7 865.4 865.4 865.4 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 877.7 865.4 865.4 865.4 FTE Positions 9.0 14.0 14.0 14.0 General Funds Legal Representation for Inmates In the lawsuit of Gagnon V. Scarpelli, 411 U.S. 778 (1973), the United 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. Agency Summary 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 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 Board of Executive Clemency FY 2012 Estimate FY 2013 Estimate 0/0 0/0 100/50 100/50 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. 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. FY 2011 Estimate Percent of research compiled/percent of written study completed. Strategic Issues: Issue 1 FY 2010 Actual Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of parole hearings scheduled 539 800 800 800 Parole hearings held 439 425 425 425 Percent of parole grants Commutations Pardons Number of revocations Percent revoked Video hearings held Telephonic hearings held 13 37 37 37 429 800 800 800 46 70 70 70 2,463 2,600 2,600 2,600 85 90 90 90 612 750 750 750 1,900 1,938 1,900 1,900 Personal hearings held 185 500 500 500 In Absentia hearings held 597 1,500 1,500 1,500 Total board hearings held 3,332 4,450 4,450 4,450 Hearing officer probable cause hearings held 209 100 200 200 Probable Cause Hearings Requested 255 200 200 200 0 90/85 95/90 100/95 Total Agency appropriated FTE's Funded/Unfunded *1 FTE Critical Issue for Security Personnel not included 9 14 14 14 Estimate figures reflect total Agency FTE's funded/nonfunded. *1 FTE Critical Issue for Security Personnel not included. 9 14 14 14 Implement Document Management System to increase performance efficiencies of staff. Although agency has been faced with decrease in headcount, agency must continue same proficient levels of its operations. % Equipment purchases/% of total process initiated. ‹ Goal 3 To ensure that victims, law enforcement agencies, judges, prosecutors, and other concerned individuals and entities are notified of the offenders hearing date with or without an official notification request. (NOTE: Per A.R.S. 13-4401 et. seq., notification is only required when requested.) This Dollars (in thousands) are listed as requested by agencies. Page 187 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,410 2,500 2,500 2,500 11,587 23,000 23,000 23,000 57 100 100 100 489 800 800 800 13,543 26,400 26,400 26,400 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percentage complete of research, development, implementation, and maintenance of a Web-site for informational and notification purpose. Research % complete/Development % complete 11/99 100/99 100/99 100/99 Percentage complete of research, development, implementation, and maintenance of database for compilation of statistical report. Research % complete/Development % complete 0/0 0/0 100/50 100/50 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 188 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 0 0 0 Dollars (in thousands) are listed as requested by agencies. Board of Executive Clemency CLA Agency Summary 0.0 CLA Program Summary 1.0 EXPOSITION AND STATE FAIR BOARD INTERIM EVENTS Don West, Executive Director Phone: (602) 252-6771 Wanell Costello, Special Projects Manager Phone: (602) 252-6771 A.R.S. § 3-1001 A.R.S. §§ 3-1001 to 3-1013, 5-113 Mission: Mission: To provide unlimited opportunity to celebrate Arizona's heritage, youth, industry, traditions, and future by bringing the entire community together. To maximize incremental income during the non-fair period by providing quality facilities and services. Description: Description: The Arizona Exposition and State Fair (AESF) is a 96-acre entertainment facility that showcases a variety of events, including one of the preeminent state fairs in the country. The AESF, which owns the property and buildings it occupies, rents its facilities to a variety of tenants and promoters, such as the Arizona National Livestock Show and the Maricopa County Fair. The AESF provides a location to showcase industry, agriculture, education, and entertainment for the enjoyment of Arizona citizens. The Arizona Exposition and State Fair provides rental opportunities during the non-fair period for events such as antique markets, gun shows, livestock shows, youth activities, sporting events, and community activities. FY 2010 Actual Program INTERIM EVENTS ¾ ¾ STATE FAIR Agency Total: FY 2011 Estimate General Funds FY 2012 Request 3,264.5 3,689.6 3,689.6 3,689.6 5,926.6 7,395.7 7,395.7 7,395.7 9,191.1 11,085.3 11,085.3 11,085.3 FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 0.0 9,191.1 11,085.3 11,085.3 11,085.3 0.0 0.0 0.0 0.0 Program Total 9,191.1 11,085.3 11,085.3 11,085.3 FTE Positions 182.7 184.0 184.0 184.0 General Funds Other Appropriated Funds Other Non Appropriated Funds 0.0 0.0 3,689.6 3,689.6 0.0 0.0 0.0 0.0 Program Total 3,264.5 3,689.6 3,689.6 3,689.6 FTE Positions 71.4 71.4 71.4 71.4 To increase the number of non-fair rental days. Non-fair rental days over previous year New promoters requesting space Repeat promoters annually ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate -40 1 1 1 6 5 5 5 33 25 25 25 To maximize the use of existing parking space. Performance Measures Parking lot rentals New strategic partners renting parking lots Strategic Issues: FY 2013 Request 0.0 ‹ Goal 1 FY 2013 Request FY 2012 Request 3,689.6 Performance Measures Funding and FTE Summary: (Thousands) FY 2011 Estimate 0.0 Other Non Appropriated Funds FY 2013 Request FY 2010 Actual 3,264.5 Other Appropriated Funds ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 81 80 80 80 2 2 2 2 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 Arizona Exposition & State Fair Dollars (in thousands) are listed as requested by agencies. Page 189 CLA Program Summary 2.0 STATE FAIR Wanell Costello, Special Projects Manager Phone: (602) 252-6771 A.R.S. §§ 3-1003 to 3-1013, 11-258 Mission: To produce the preeminent state fair in the country, showcasing industry, business, entertainment, and agriculture. Description: AESF produces the annual Arizona State Fair which brings together a wide range of participants representing industry, business, and agriculture. The Fair showcases a variety of activities including agriculture, 4-H, and educational and community exhibits. The Fair also features entertainment such as motorized events, rodeos, midway rides, attractions, community groups, and national entertainers. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 5,926.6 7,395.7 7,395.7 7,395.7 0.0 0.0 0.0 0.0 Program Total 5,926.6 7,395.7 7,395.7 7,395.7 FTE Positions 111.3 112.6 112.6 112.6 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To develop partnerships with business, industry, community, and volunteer groups. Performance Measures New partners acquired Exhibit space used by partners for business showcase (square feet) ‹ Goal 2 New revenue streams identified New revenue received from alternative sources (in dollars) Increase Wednesday attendance Fair attendance (in thousands) FY 2013 Estimate 8 12 7 7 35,000 50,000 25,000 25,000 FY 2012 Estimate FY 2013 Estimate FY 2010 Actual FY 2011 Estimate 5 7 3 3 142,000 15,000 15,000 15,000 FY 2012 Estimate FY 2013 Estimate FY 2010 Actual FY 2011 Estimate 8,576 10,000 10,000 10,000 961.44 1,000.0 1,000.0 1,000.0 To maximize the satisfaction of fair guests. Performance Measures Number of guest service contacts Improvements implemented Page 190 FY 2012 Estimate To increase midweek fair attendance. Performance Measures ‹ Goal 4 FY 2011 Estimate To maximize all fair revenue sources. Performance Measures ‹ Goal 3 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 358 376 395 415 15 23 15 15 Dollars (in thousands) are listed as requested by agencies. Arizona Exposition & State Fair Agency Summary BDA 0.0 STATE DEPARTMENT OF FINANCIAL INSTITUTIONS Lauren W. Kingry, Superintendent of Financial Institutions Phone: (602) 771-2800 A.R.S. §§ 6-110 et. seq. Mission: To license, examine, and supervise Financial Institutions, in compliance with State law, to ensure safety for the Arizona consumer and soundness for the Arizona business. Description: The Department of Financial Institutions licenses, supervises, and regulates state chartered financial institutions and enterprises to ensure the safety and soundness of state chartered financial entities, and verify compliance with state and federal laws. The Department also investigates complaints that are filed by consumers against licensed entities and directs appropriate remedial action if the violations are substantiated. ($ Thousands) Agency Summary: Program FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request ¾ OFFICE OF SUPERVISION OF REGULATORY ¾ OFFICE AFFAIRS 2,732.4 2,407.5 2,829.9 2,829.9 1,178.3 1,936.1 1,882.4 1,882.4 ¾ RECEIVERSHIPS 1,527.2 957.9 57.9 57.9 5,437.9 5,301.5 4,770.2 4,770.2 Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 2,970.0 2,903.1 2,983.1 2,983.1 0.0 792.7 1,081.4 1,081.4 Other Non Appropriated Funds 2,467.9 1,605.7 705.7 705.7 Program Total 5,437.9 5,301.5 4,770.2 4,770.2 FTE Positions 54.1 56.1 61.1 61.1 General Funds Other Appropriated Funds Strategic Issues: Recent State legislation requiring the licensure of Loan Originators went into effect on July 1, 2010. State legislation mandating the licensure of loan originators in Arizona was enacted on July 7, 2008 (amended July 2009). This new professional license will bring accountability and professionalism to the people who advise consumers on residential mortgage loans. While the Department received funding in FY 2011 for the Licensing and IT costs associated with this new program, no monies were appropriated for ongoing Supervision (i.e., examinations and investigations). Issue 1 According to the statutory examination schedule, licensed loan originators whose population is projected to reach 4,800 by the end of FY11 - must be examined at least every five years. In addition, this new licensing program is expected to generate a significant number of new complaints (including complaints of unlicensed activity) that must be investigated. In order to provide oversight of these individuals – to help prevent a repeat of the bad real estate loans that contributed to the housing crash - the Department must receive an appropriation to fund the ongoing cost of supervision. Ongoing funding shortfall for meeting statutorily required examination schedule for banks, credit unions, and nondepository licensees. The Department is facing a significant funding shortfall for FY11 and beyond, 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). Issue 2 State Department of Financial Institutions Due to budget reductions in FY08, FY09, and FY10, the number of filled field examiner positions is down 67% from the number that existed before budget cuts began. This at a time when distress among banks, credit unions, and non-depository licensees affected by the credit crisis, housing collapse, and prolonged economic downturn has had a significant impact on the Department, as more frequent examinations become even more critical. In fact, since the Department is unable to meet acceptable examination frequency guidelines for its state-chartered Banks and Credit Unions, its accreditation with the Conference of State Bank Supervisors (CSBS) and the National Association of State Credit Union Supervisors (NASCUS) has recently been suspended. These national associations act as our Washington representative, assuring minimum standards of examination and disciplines are in place for state-chartered Banks and Credit Unions. Arizona is the only state on accreditation suspension, deferring our state voice to the Federal regulators. 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's Information Technology system is outdated and must be modernized. The lack of adequate IT funding in prior years has prevented the Department from modernizing its outdated IT system. For FY11, the Department received funding to implement a newly mandated Loan Originator Licensing program. This new funding included monies for IT costs associated with the additional workload that this new program will generate. Despite receiving this critical funding, the Department still faces significant challenges - due to reduced staff size - in its efforts: Issue 3 A) To 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) To 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). c) To provide staff, consumers, and licensees, accurate and timely information through the latest technology and software that streamlines the agency’s business processes. 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 4 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. Dollars (in thousands) are listed as requested by agencies. Page 191 Program Summary BDA 1.0 Program Summary BDA 2.0 OFFICE OF SUPERVISION OFFICE OF REGULATORY AFFAIRS Lauren W. Kingry, Superintendent of Financial Institutions Phone: (602) 771-2800 Lauren W. Kingry, Superintendent of Financial Institutions Phone: (602) 771-2800 A.R.S. §§ 6-101 et. seq. A.R.S. §§ 6-101 et. seq. Mission: Mission: To provide a regulatory program that fosters efficient, safe, sound, and lawful operations of state-regulated financial institutions and enterprises. 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: This area is primarily responsible for administering the general program of examination, supervision, and financial analysis of nearly 7,600 licensees (including 4,500 loan originators) spread among 18 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 1,774.0 1,734.0 1,814.0 1,814.0 0.0 0.0 342.4 342.4 958.4 673.5 673.5 673.5 Program Total 2,732.4 2,407.5 2,829.9 2,829.9 FTE Positions 38.1 31.8 36.8 36.8 ‹ Goal 1 To conduct a professional, efficient and effective examination program, meeting statutory requirements and ensuring licensees operate in a safe and sound manner and comply with all applicable laws. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of licensees scheduled to be examined annually that are examined 6 6 6 6 Percent of licensees scheduled to be examined biannually that are examined 37 30 30 30 Percent of licensees scheduled to be examined every third year that are examined 0 0 0 0 Percent of licensees scheduled to be examined every fifth year that are examined 5 1 1 1 1.5 1.5 1.5 1.5 72 70 70 70 Performance Measures Percent of licensees examined with no examination schedule requirement Percent of examinations receiving a satisfactory composite rating ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Supervisory actions taken based on examination findings 76 50 50 50 Formal/informal supervisory actions taken 189 160 160 160 ‹ Goal 3 To improve relations with licensees through the examination process. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of examination reports mailed within 25 days of completion of all examination procedures 48 50 50 50 Percent of licensees indicating they receive good or better service from the Department 100 98 98 98 Performance Measures The primary function of this area is to license entities to conduct business in this State based on statutory requirements. In addition, the program receives and investigates complaints against licensees and issues administrative orders to those found who have violated statutes or administrative code. Regulatory Affairs is also charged with educating consumers, licensees, and other government agencies on statutory provisions relating to state-regulated financial entities. The program is divided among two units: Licensing and Consumer Affairs. Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 1,178.3 1,143.4 1,143.4 1,143.4 Other Appropriated Funds 0.0 792.7 739.0 739.0 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 1,178.3 1,936.1 1,882.4 1,882.4 FTE Positions 15.5 23.8 23.8 23.8 ‹ Goal 1 To administer a licensing program that ensures licenses/permits are only granted to competent professionals who meet the criteria set by statute for each license type. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Applications processed (home office and branch) 5,110 1,600 1,200 1,200 Total applications processed (including renewals) 7,650 9,200 9,400 9,900 Licenses/renewals issued 5,540 11,300 9,400 9,900 Performance Measures ‹ Goal 2 To implement a new licensing program to license all loan originators by July 1, 2010, as mandated by HB 2143. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of licensed loan originators 1,975 4,800 5,200 5,600 Total number of all licensees 5,071 8,000 8,500 9,000 Performance Measures ‹ Goal 3 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Average days from receipt to approval of license applications (Excluding Banks and Credit Unions) 36 40 40 40 Percent of license applications approved within 45 days of receipt (excluding Banks and Credit Unions) 55 60 60 60 Percent of surveyed applicants who respond they received 'good' or better overall service 97 85 85 85 Performance Measures ‹ Goal 4 To receive and investigate consumer complaints/unlicensed activity and resolve disputes in a prompt and professional manner. Performance Measures Average number of calendar days Page 192 FY 2010 Actual General Funds Explanation: To respond in a timely manner and take appropriate remedial and/or enforcement action to resolve supervisory concerns and protect the public from illegal conduct by licensees. Performance Measures Description: Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 148 200 200 200 State Department of Financial Institutions Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Regular complaints filed Complaints received and forwarded 671 750 750 750 309 300 300 300 1,075 1,100 1,100 1,100 Unlicensed activity identified 44 65 65 65 Percent of complainants indicating they receive good or better overall service from the Department 78 75 75 75 Complaints closed (reg and forwarded) Program Summary BDA 3.0 from receipt to resolution of regular complaint RECEIVERSHIPS Lauren W. Kingry, 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request FY 2013 Request 17.7 25.7 25.7 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,509.5 932.2 32.2 32.2 Program Total 1,527.2 957.9 57.9 57.9 FTE Positions 0.5 0.5 0.5 0.5 Other Appropriated Funds ‹ Goal 1 25.7 To promptly marshal and liquidate the assets of assigned receiverships. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Open receiverships (at any point in fiscal year) 1 1 0 0 Receiverships closed in period 0 1 0 0 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 Explanation: State Department of Financial Institutions FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0 1 N/A N/A Receivership action against Landmarc Capital commenced in June 2009 Page 193 BFA 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. To make fair and consistent determinations on good-cause‹ Goal 1 exception applications. Agency Summary 0.0 BOARD OF FINGERPRINTING Dennis Seavers, Executive Director Phone: (602) 265-0135 A.R.S. § 41-619.52 To fairly, expeditiously, and responsibly determine good cause exceptions for applicants who have been denied a fingerprint clearance card. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request General Funds 0.0 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 622.3 451.9 451.9 451.9 Program Total 622.3 451.9 451.9 451.9 FTE Positions 4.8 4.8 4.8 4.8 Strategic Issues: 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 had made significant strides toward improving its processing time. It had eliminated a backlog that existed in 2006 and 2007. It had reduced the time within which it made expedited-review decisions. It also had adapted to new statutory time frames. However, a February 2010 reduction in force, authorized to avoid a cash-flow shortage that resulted from fund sweeps, has severely impacted the Board's ability to meet statutory time frames and to provide timely decisions. Returning to the original staffing level would be an important step toward improving timeliness and assuring that the Board meets its statutory time frames. Issue 2 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of investigator recommendations for expedited reviews accepted. 95.71 95 95 95 Percent of applications approved. 92.48 94 94 94 Explanation: Description: Issue 1 FY 2010 Actual Performance Measures Mission: Excludes applications that are closed administratively. Percent of approvals by expedited review. 88.59 90 90 90 Percent of approvals by administrative hearing. 11.41 15 10 10 ‹ Goal 2 To provide applicants with timely decisions on their goodcause-exception applications. Performance Measures Number of good-cause-exception applications received. Number of applications disposed. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 1,749 1,900 1,900 1,900 1,900 2,017 2,000 1,900 Ratio of cases opened to cases closed. 1:1.15 1:1 1:1 1:1 Average number of days to dispose. 102.74 112 112 112 Average number of days spent processing application. 44.63 55 55 55 Average number of days spent processing application from receipt to expedited review. 27.45 20 40 40 Percent of applications that undergo an expedited review within 20 days (processing time). 69.31 70 70 70 Average days from expedited review to hearing. 40.53 40 40 40 100 100 100 100 89.19 80 80 80 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of good-cause-exception requests received. 1,973 0 0 0 Ratio of requests for good cause exceptions to applications submitted. 1:.61 0 0 0 Percent of applications complete on initial submission. 34.82 45 45 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 few 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. 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 3 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 Page 194 Dollars (in thousands) are listed as requested by agencies. Board of Fingerprinting Issue 2 MMA 0.0 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. Agency Summary DEPARTMENT OF FIRE, BUILDING AND LIFE SAFETY Gene Palma, Director Phone: (602) 364-1003 A.R.S. § 41-2141 Mission: Issue 3 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 of the State Fire Code. 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 impact the efficiency of the Department’s service delivery. Description: Automation 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 Administration provides support for the overall agency as well as administrative support for functions within the Office of Manufactured Housing and the Office of the State Fire Marshal. The Office of Manufactured Housing (OMH) 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. Additionally, OMH has been designated to act on behalf of the Federal Department of Housing and Urban Development in the implementation and enforcement of regulations regarding manufactured and mobile homes in Arizona. The Office of the State Fire Marshal (OFM) enforces the State Fire Code through the inspections of schools and public buildings. Additionally, OFM implements and administers various legislatively mandated programs such as "Fire Safety Compliant Cigarettes" (A.R.S. § 41-2170) and "Fireworks Sales" (A.R.S. § 36-1601)". ($ Thousands) Agency Summary: FY 2010 Actual Program ¾ ADMINISTRATION ¾ MANUFACTURED HOUSING ¾ STATE FIRE MARSHAL Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 1,520.0 896.1 896.1 896.1 1,889.5 1,234.2 1,234.2 1,234.2 838.4 742.8 742.8 742.8 4,247.9 2,873.1 2,873.1 2,873.1 FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 2,014.4 2,155.2 2,014.4 2,014.4 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,092.7 858.7 858.7 858.7 Program Total 4,247.9 2,873.1 2,873.1 2,873.1 FTE Positions 33.2 32.0 32.0 32.0 Other Appropriated Funds Strategic Issues: Issue 1 Federal partnership 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. Department of Fire, Building and Life Safety Dollars (in thousands) are listed as requested by agencies. Page 195 Program Summary MMA 1.0 Program Summary MMA 2.0 ADMINISTRATION MANUFACTURED HOUSING MaryAnn Knight, Deputy Director Administration Phone: (602) 364-1003 Debra Blake, Deputy Director of OMH Phone: (602) 364-1003 A.R.S. § 41-2171 to 41-2196 A.R.S. § 41-2151 to 41-2157 Mission: Mission: To provide administrative services necessary to support the operations of the Office of Manufactured Housing and the Office of the State Fire Marshal. To protect the public while maintaining and enforcing standards of quality and safety. Description: Description: The purpose of the Office of Administration is to provide the administrative services necessary to facilitate the operation of the Office of Manufactured Housing and the Office of the State Fire Marshal, including procedures to ensure compliance with laws and rules relating to the offices. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request FY 2013 Request 539.0 1,260.2 539.0 539.0 0.0 0.0 0.0 0.0 259.8 357.1 357.1 357.1 Program Total 1,520.0 896.1 896.1 896.1 FTE Positions 12.2 10.0 10.0 10.0 Other Appropriated Funds Other Non Appropriated Funds Funding and FTE Summary: (Thousands) General Funds To be responsive and accurate in response to internal and external requests for administrative services. Performance Measures Relocation forms received Relocation claims paid Customer satisfaction rating (Scale 15) ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 6 40 30 30 6 40 30 30 4.9 4.9 4.9 4.9 Performance Measures Average days from receipt of complete application to granting of license FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2 2 2 2 Licenses issued 211 211 211 211 Renewals issued 860 860 860 860 1,630 1,600 1,600 1,600 60 60 60 60 Total individuals or facilities licensed Tests administered ‹ Goal 3 FY 2013 Request 732.6 732.6 732.6 0.0 0.0 0.0 Other Non Appropriated Funds 1,529.8 501.6 501.6 501.6 Program Total 1,889.5 1,234.2 1,234.2 1,234.2 FTE Positions 13.0 14.0 14.0 14.0 ‹ Goal 1 To ensure safe products for consumers of manufactured/mobile homes and factory-built buildings. Percent of complaints closed vs. complaints filed Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 76 75 75 75 Lower percentages due to change in definition and process To rapidly and accurately investigate alleged illegal conduct within the manufactured housing industry. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 60 60 60 60 530 530 530 530 5 5 5 5 30 30 30 30 Percent of investigations resulting in convictions 2 2 2 2 Percent of investigations resulting in disciplinary enforcement action 2 2 2 2 Performance Measures Total number of licenses revoked or suspended Total investigations conducted Percent of licensees with disciplinary action Average calendar days per investigation from start to final adjudication Trust account audits Background investigations 83 83 83 83 278 278 278 278 Cease and desist orders issued 10 10 10 10 Administrative hearings held 28 28 28 28 166 166 166 166 Citations and complaints issued Page 196 FY 2012 Request 0.0 Performance Measures To expedite licensing of qualified applicants. FY 2011 Estimate 359.7 Other Appropriated Funds ‹ Goal 1 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. Department of Fire, Building and Life Safety Program Summary MMA 3.0 STATE FIRE MARSHAL Robert Barger, 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 enforcement of 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 535.3 742.8 742.8 742.8 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 303.1 0.0 0.0 0.0 Program Total 838.4 742.8 742.8 742.8 FTE Positions 8.0 8.0 8.0 8.0 General Funds Other Appropriated Funds ‹ Goal 1 To increase life safety and property conservation through fire code enforcement. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of enforcement inspections for new construction 827 650 650 650 General commercial and licensed facilities inspections 120 125 125 125 Scheduled - State, County, DOC, school buildings inspections 733 650 650 650 Performance Measures ‹ Goal 2 To reduce hazards to life and property through firefighter training. Performance Measures Number of persons trained in fire and life safety issues Area training sessions held Explanation: Explanation: Explanation: FY 2013 Estimate 9 0 0 0 33 0 0 0 0 0 0 0 0 2,200 600 0 Firefighter training is no longer provided 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 Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 12 12 14 14 275 275 40 40 Increase in workload combined with staffing. Total tank inspections 245 260 OFM will be required to increase inspections Average number of days from receipt of plan submittal to initial plan review Explanation: FY 2012 Estimate Firefighter training is no longer provided Certification test administered Explanation: FY 2011 Estimate Firefighter training is no longer provided Area training sessions' attendance ‹ Goal 3 FY 2010 Actual 35 40 An increase in turnaround time is expected. Department of Fire, Building and Life Safety Dollars (in thousands) are listed as requested by agencies. Page 197 Agency Summary FOA 0.0 Program Summary FOA 1.0 STATE FORESTER STATE FORESTER Scott Hunt, Acting State Forester Phone: (602) 771-1412 Scott Hunt, Acting 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: Program FY 2010 Actual ¾ STATE FORESTER COUNTIES ¾ EASTERN ENVIRONMENT GRANTS 28,481.3 Agency Total: 28,556.3 Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds 75.0 FY 2010 Actual 9,169.0 FY 2011 Estimate 26,590.9 75.0 26,665.9 FY 2011 Estimate 5,971.1 FY 2012 Request 26,590.9 75.0 26,665.9 FY 2012 Request 5,971.1 Funding and FTE Summary: (Thousands) FY 2013 Request 26,590.9 FY 2010 Actual General Funds 26,665.9 FY 2013 Request 5,971.1 0.0 0.0 0.0 0.0 19,387.3 20,694.8 20,694.8 20,694.8 28,556.3 26,665.9 26,665.9 26,665.9 FTE Positions 69.0 72.0 72.0 72.0 Strategic Issues: 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. Issue 1 5,896.1 5,896.1 5,896.1 0.0 0.0 0.0 Other Non Appropriated Funds 19,387.3 20,694.8 20,694.8 20,694.8 Program Total 28,481.3 26,590.9 26,590.9 26,590.9 FTE Positions 69.0 72.0 72.0 72.0 ‹ Goal 1 To provide technical fire, forest health, and forestry management assistance to urban and rural private land owners. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Forestry Division assists private forest landowners in preparing management plans annually 1,398 1,300 1,300 1,300 Total acres of private forest land under management (1,000 acres) 1,851 1,781 1,781 1,781 Acres treated on private forest and range lands each year 5,100 4,500 5,000 4,500 Acres of land treated, including prescribed burning, to reduce hazardous fuels; and to protect and improve Trust land and private properties 7,125 6,100 6,100 6,100 ‹ 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. Performance Measures Percent of fires controlled at 100 acres or less Rural firefighters assisted with training and equipment Percent of fire departments under cooperative agreement to provide fire control support Explanation: Trust land treated to reduce wildland fire danger to improve forest and range land condition Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 97 97 97 97 1,152 1,500 1,500 1,500 85 86 87 89 This is a reduction from past years due to the inclusion of tribal FDS and FD consolidations. Percent of fire bills processed for payment within 30 days of a clean invoice. Page 198 FY 2013 Request 0.0 Performance Measures Program Total FY 2012 Request 9,094.0 Other Appropriated Funds 75.0 FY 2011 Estimate 93 95 95 95 795 1,000 1,000 1,000 Arizona State Forester Performance Measures Percent of rural fire departments assisted with training and equipment FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 91 92 91 91 Program Summary FOA 2.0 EASTERN COUNTIES ENVIRONMENT GRANTS Scott Hunt, Acting 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 2011 Estimate FY 2012 Request FY 2013 Request 75.0 75.0 75.0 75.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 75.0 75.0 75.0 75.0 FTE Positions 0.0 0.0 0.0 0.0 General Funds ‹ Goal 1 To represent and advocate for Greenlee, Graham, Gila, Navajo and Apache Counties in terms of environmental issues Performance Measures Representation Requests Explanation: Explanation: ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 40 40 40 41 Number of forest health/environmental policy groups requesting representation from members of five eastern counties Environmental Impact Statement 5 5 5 5 Number of invitations rendered to assist assessment of Environmental Impact Statements To represent and advocate for Greenlee, Graham, Gila, Navajo, and Apache Counties in planning and regulatory endeavors with federal partners Performance Measures Regional Meetings Explanation: Requests for Comment Explanation: Arizona State Forester FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 29 35 35 35 Number of meetings with District Rangers and Forest Supervisors 8 10 10 10 Requests for review and comment of forest health policy documents Page 199 Performance Measures 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. Mission: ‹ Goal 3 Performance Measures Description: The Board of Funeral Directors and Embalmers examines and licenses individuals that provide funeral goods and services. The Board also receives complaints against licensees, investigates allegations, and administratively adjudicates complaints. The Board oversees approximately 1,800 licensees practicing in the state and serves all Arizona citizens who receive funeral goods and services. FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 0.0 344.1 344.1 344.1 0.0 0.0 0.0 0.0 Program Total 274.7 344.1 344.1 344.1 FTE Positions 4.0 4.0 4.0 4.0 Other Appropriated Funds Other Non Appropriated Funds FY 2013 Estimate 25 25 25 25 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Complaints processed 2 6 6 6 Average days to renew license 1 1 1 1 30 30 30 30 1,600 1,640 1,670 1,700 Average days to investigate complaint Number of licenses FY 2013 Request 274.7 General Funds FY 2012 Estimate 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. FY 2010 Actual FY 2011 Estimate pamphlet determined through information received through complaint investigations. BOARD OF FUNERAL DIRECTORS AND EMBALMERS Funding and FTE Summary: (Thousands) FY 2010 Actual 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 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Applications received 1,600 1,640 1,670 1,700 Licenses issued 1,600 1,640 1,670 1,700 Average days to process license 30 30 30 30 Number of investigations 22 20 20 200 Number of complaints received 20 20 25 25 Average number of days to investigate 30 30 30 30 7 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 Page 200 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 99 99 99 99 Dollars (in thousands) are listed as requested by agencies. State Board of Funeral Directors & Embalmers Issue 2 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: Program ¾ CENTRAL ADMINISTRATIVE FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 3,915.1 3,613.3 3,538.3 3,538.3 7,176.1 10,864.1 9,252.6 9,200.5 21,668.0 17,594.2 19,529.4 19,111.4 AND ¾ NONGAME ENDANGERED WILDLIFE 34,071.3 38,053.6 37,475.0 36,938.6 VEHICLE / ¾ OFF-HIGHWAY WATERCRAFT 23,498.9 30,530.8 29,959.1 29,943.8 Agency Total: 90,329.3 100,655.9 99,754.4 98,732.6 SERVICES GAME MANAGEMENT ¾ ¾ SPORTFISH MANAGEMENT Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request Issue 3 FY 2013 Request 0.0 0.0 0.0 0.0 Other Appropriated Funds 34,204.7 39,756.6 38,478.4 38,803.2 Other Non Appropriated Funds 56,124.6 60,899.3 61,276.0 59,929.4 Program Total 90,329.3 100,655.9 99,754.4 98,732.6 FTE Positions 652.1 652.1 652.1 652.1 General Funds 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 Arizona Game & Fish Department Recruitment and retention of hunters and anglers Recent data from the National Survey of Fishing, Hunting, and Wildlife Associated Recreation has revealed that across the nation, participation in our cherished traditions of hunting and fishing has declined at alarming rates from 1990. Moreover, the American Sportfishing Association in partnership with the Association for Fish and Wildlife Agencies recently completed research into license buying habits of anglers, and revealed that loyal anglers are not buying licenses as frequently as thought. Together, 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. 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 Dollars (in thousands) are listed as requested by agencies. Page 201 efforts will need to be explored in detail. Issue 5 Maintain and improve wildlife habitats Although Arizona has been blessed with some precipitation this year there are still extensive demands on natural resources. The State is not out of its long-term drought yet, and wildfires over the past several years have significantly impacted wildlife habitats. Arizona is also still one of the fastest growing states, and urban sprawl and leap frog development, and associated infrastructure is negatively impacting wildlife and the trend is 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 events involving leagues and collegiate athletics, and even to the world stage of the Olympic Games. Our Ben Avery Shooting Facility (BASF) near Phoenix is the largest shooting facility in the country, and has received a five-star rating from the National Association of Shooting Ranges, meaning that it is the best of the best at providing a quality recreation experience. BASF is the first government-managed facility to receive this designation and has also been noted as a city of Phoenix Point of Pride. BASF also hosted the 2008 U.S. Archery Team Olympic trials. In September 2006, the Department resumed operation of the Ben Avery Clay Target Center, 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. Impaired operation of watercraft and loss of funds The 2007 Arizona Boating Safety Report indicates that 25% of all fatal watercraft accidents are a direct result of alcohol use. Half of the fatalities were directly related to alcohol use. Additionally, in nearly 7% of all reported watercraft accidents alcohol is a contributing factor. Many minor accidents are not reported to the Department. Public awareness is not sufficient regarding impaired operation of watercraft to sufficiently deter violations. Thus, the Department has embarked on a marketing and outreach campaign to raise awareness of the issue of alcohol-related watercraft accidents on Arizona waterways. Messages will be used in a variety of media delivery methods including television, radio, billboards, print, web, and direct mailings in addition to the Boating Safety Education Program. The overall goal is to effect change in public attitude about the inappropriateness of drinking and boating. The Department also established two grant programs to address this issue. The Operating Under the Influence (OUI) Law Enforcement Grant Program is intended to facilitate expansion of boating enforcement and public safety efforts statewide though a funding mechanism specifically aimed at discouraging, preventing, and removing impaired boat operators from Arizona waterways. This grant program will allow agencies to expand their operational OUI enforcement efforts, and has $250,000 available during the 2007-2008 grant cycle. The second program, the Boating Safety Grant Program, is intended to facilitate expansion of boating safety and education efforts statewide through proactive projects aimed at reducing boat accident rates, with an emphasis on identified problem areas. Unfortunately, due to budget sweeps these grant programs will not be offered in FY 2009. Issue 8 Shooting range development According to the National Shooting Sports Foundation, more than 19 million Americans safely participate in target shooting with handguns, shotguns and rifles. If you add special-interest shooters such as muzzleloader enthusiasts and archers, the total number of active shooters jumps even higher. Target shooting varies from a leisure activity to competitive sporting Page 202 Dollars (in thousands) are listed as requested by agencies. Arizona Game & Fish Department Program Summary GFA 1.0 Program Summary GFA 2.0 CENTRAL ADMINISTRATIVE SERVICES GAME MANAGEMENT Gary Hovatter, Chief of Staff Phone: (623) 236-7288 Bob Broscheid, Asst. Director Wildlife Management Division Phone: (623) 236-7301 A.R.S. Title 17, A.R.S. Title 5 A.R.S. Title 17 Mission: Mission: To effectively manage the Department, and ensure accountability for all Department activities. To manage game wildlife populations and their habitats to maintain the natural diversity of Arizona, while providing game wildlife-oriented recreation opportunities for present and future generations. Description: Under the provisions of A.R.S. § 17-211 the Arizona Game and Fish Director is responsible for the supervision and control of all activities, functions, and employees of the Department and shall enforce all provisions of this title including all Commission rules and orders. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 3,643.4 3,258.5 3,183.5 3,183.5 271.7 354.8 354.8 354.8 Program Total 3,915.1 3,613.3 3,538.3 3,538.3 FTE Positions 26.0 26.0 26.0 26.0 General Funds 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 88 95 0 0 Percent of employees that feel that the job they do is important. Explanation: % of employees answering "agree" or "strongly agree" in annual survey. Overall job satisfaction. Explanation: 75 80 0 0 % of employees answering "agree" or "strongly agree" in annual survey. 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 non-government 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 2010 Actual FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 Other Appropriated Funds 3,416.1 4,660.6 3,745.6 3,745.6 Other Non Appropriated Funds 3,760.0 6,203.5 5,507.0 5,454.9 Program Total 7,176.1 10,864.1 9,252.6 9,200.5 FTE Positions 46.5 46.5 46.5 46.5 General Funds ‹ Goal 1 To maintain the natural diversity of game populations in Arizona, while providing sustainable recreational opportunities. Performance Measures Hunter recreation days (millions) Explanation: Number of hunting licenses sold. Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2012 Estimate FY 2013 Estimate 1.33 1.4 0 0 .548 .40 0 0 188,693 187,500 0 0 160 60 0 0 Due to decreases in some funding sources expect fewer improvements in future years. Number of Hunter Education graduates. Explanation: FY 2011 Estimate Data reflect all hunting licenses and combination licenses. Number of habitat improvements by AGFD. Explanation: FY 2010 Actual This includes both big and small game hunting days. Ratio of number of big game permit tags to the number of people applying Arizona Game & Fish Department FY 2011 Estimate 4,140 3,800 0 0 Number of Hunter Education graduates. Page 203 Program Summary GFA 3.0 Program Summary GFA 4.0 SPORTFISH MANAGEMENT NONGAME AND ENDANGERED WILDLIFE Bob Broscheid, Asst. Director Wildlife Management Division Phone: (623) 236-7301 Bob Broscheid, Assistant Director Wildlife Management Division Phone: (623) 236-7301 A.R.S. Title 17 A.R.S Title 17 Mission: Mission: To protect, maintain or enhance the distribution, abundance, availability and diversity of cold and warm water sportfishes and their habitats; and to disseminate information about Arizona's sportfish and recreational opportunities for present and future generations. To enhance nongame and watchable wildlife and fish (nongame wildlife) populations and their habitats to restore the natural diversity of Arizona, to increase public awareness of nongame wildlife, and to provide nongame wildlife and fish-oriented recreation opportunities for present and future generations. Description: Arizona has many species of fish, many of which are not native to Arizona but have become established. Some non-native warmwater sport fish were, and still are brought in from other places to meet Arizona's angling demands; however, most species have self-sustaining populations. Most coldwater sport fish species such as trout are produced within Department hatchery system and distributed to various waters in order to meet public demand. Management of sport fish is accomplished through population inventories, regulation of harvest, and propagation and distribution to maintain diversity and enhance angling opportunities. Additionally, the Department enforces fishing regulations and enhances fish habitat through the placement of artificial structures. In addition to acting as a catalyst for conservation efforts, recruitment and retention of anglers is crucial to continue this valued and family-oriented tradition. Working closely with numerous partners, we strive to enhance Arizona's sport fishing opportunities and make those opportunities accessible to many people. Funding and FTE Summary: (Thousands) Description: Most of the wildlife species in Arizona are nongame. Nongame wildlife includes all reptiles, amphibians, mollusks and crustaceans, some of which can be legally harvested. Additionally, nongame includes those fish, birds and mammals which cannot be legally harvested. Management of nongame includes inventory of nongame populations, recovery efforts to restore populations of extirpated species, and coordination of efforts to develop endangered species recovery plans. Nongame management also includes assessing habitat conditions, distributing information about nongame and watchable wildlife species, and providing input on land management actions that potentially impact wildlife habitats, has an outdoor recreation impact, or has potential for economic impact. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate 0.0 0.0 FY 2012 Request FY 2013 Request 0.0 0.0 FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 Other Appropriated Funds 13,044.9 18,480.4 17,741.3 17,849.5 Other Non Appropriated Funds 21,026.5 19,573.1 19,733.7 19,089.1 General Funds FY 2010 Actual FY 2011 Estimate 6,091.3 1,397.6 1,546.8 1,655.1 Program Total 34,071.3 38,053.6 37,475.0 36,938.6 Other Non Appropriated Funds 15,576.6 16,196.6 17,982.6 17,456.3 FTE Positions 235.2 235.2 235.2 235.2 Program Total 21,668.0 17,594.2 19,529.4 19,111.4 ‹ Goal 1 FTE Positions 107.8 107.8 107.8 107.8 Other Appropriated Funds ‹ Goal 1 Percent of anglers satisfied with angling information products and services. ‹ Goal 2 Angler Recreation Days (millions) Number of urban lake fishing angler days. Number of urban fishing licenses sold FY 2013 Estimate 74 80 0 0 Number of Landowner Incentive Projects (LIP) that were signed. Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 5.6 5.4 0 0 70 75 0 0 805,000 650,000 0 0 32,160 43,500 0 0 8 5 0 0 0 3 0 0 Although no new SHA's were signed, 8 certificates of inclusions were added to pre-existing SHA’s Number of Department-sponsored or Department-involved watchable wildlife events. Explanation: FY 2013 Estimate Number of Landowner Incentive Projects (LIP) that were signed. Number of Safe Harbor Agreements and Conservation Agreements signed. Explanation: FY 2012 Estimate 50 45 0 0 Includes festivals, expos, and workshops 338,989 350,000 0 0 FY 08 includes only fishing related licenses. FY 07 included stamps. Pounds of fish produced in Department hatcheries. Page 204 FY 2012 Estimate FY 2011 Estimate Reports prior to FY2009 included all urban fishing related licenses sold. This number includes only Class U licenses. Total number of fishing licenses sold. Explanation: FY 2011 Estimate FY 2010 Actual Angler Recreation Days (millions) Percent of anglers satisfied with their angling experiences. Explanation: FY 2010 Actual To provide recreational opportunities for sportfishing. Performance Measures Explanation: Performance Measures To increase public awareness of Arizona’s sportfishing resources. Performance Measures To maintain and restore the natural diversity of Arizona’s nongame and watchable wildlife. 229,913 400,000 0 0 Dollars (in thousands) are listed as requested by agencies. Arizona Game & Fish Department Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Program Summary GFA 5.0 Explanation: OFF-HIGHWAY VEHICLE / WATERCRAFT Mike Senn, Assistant Director Field Operations Division Phone: (623) 236-7293 Explanation: ‹ Goal 4 Mission: To protect wildlife resources and public safety by promoting responsible use of watercraft and off-highway vehicles, through information, education, regulation, and enforcement. Description: The Off-Highway segment of this program is responsible for developing an informational and educational program on Off-Highway vehicle recreation and administering off-road vehicle law enforcement pursuant to Title, 17, Chapter 4, Article 3 and Title 28, Chapter 3, Article 20. The Watercraft segment of this Program makes the rules required to carry out all provisions of A.R.S. Title 5, Chapter 3. The Department regulates the registration and operation of watercraft; provides law enforcement, boating-safety education, boating access, and has jurisdiction for a uniform waterwaymarking system; and through partners oversees the use of aids-to navigation, hazard and regulatory markers on the waters of Arizona. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 0.0 0.0 0.0 0.0 11,959.5 12,261.2 12,369.5 Other Non Appropriated Funds 15,489.9 18,571.3 17,697.9 17,574.3 Program Total 23,498.9 30,530.8 29,959.1 29,943.8 FTE Positions 236.6 236.6 236.6 236.6 Other Appropriated Funds ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 13,000 17,500 0 0 Number of Arizona Game and Fish Department watercraft enforcement hours Explanation: 913,802 575,000 0 0 FY 2009 Budget Swept so grant dollars are zero. To provide the public and land management agencies with information on habitat protection, safe OHV use, and available OHV use areas. Performance Measures Number of off-highway user contacts by Arizona Game and Fish Department field officers Explanation: FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate NA 10,000 0 0 These data are no longer collected and therefore are unavailable. Number of OHV enforcement hours. Explanation: FY 2010 Actual NA 12,300 0 0 These data were not available. Decrease may be due to vacant positions and fewer recreation days (economy). Number of observed watercraft violations Explanation: 364 1,000 0 0 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. Explanation: 32 70 0 0 Number of watercraft Operation Under Influence of alcohol (OUI) arrests by Department officers. Number of watercraft accidents in which alcohol was a contributing factor. Explanation: 22 25 0 0 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 140,745 145,000 0 0 0 0 Number of watercraft registered in Arizona Explanation: Number of watercraft registered in Arizona Watercraft registration renewal processing time by mail (in days) Explanation: 4 4 Watercraft registration renewal processing time by mail (in days) Percent of watercraft registration handled through the internet. ‹ Goal 3 0 To provide law enforcement needed to ensure the boating public is provided a safe/enjoyable experience. Performance Measures ‹ Goal 2 0 FY 2013 Request 8,009.0 General Funds 1000 Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Dollars available through boating safety grants. A.R.S. Title 17, 28, and 5 1,083 27.4 40 0 0 To provide boaters with safety-training education and information materials to maximize boater safety and enjoyment on the State’s waterways. Performance Measures FY 2010 Actual Arizona Game & Fish Department FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 205 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 seeks 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 endeavors 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 each employee's skill set and needs to the rewards that the job qualities and organizational opportunities provide. 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 acts on behalf of the state to regulate gaming. Its responsibilities include monitoring 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. The Department 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 2010 Actual Program ¾ ENFORCEMENT ¾ CERTIFICATION Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Estimate FY 2012 Request FY 2013 Request 9,650.8 10,235.5 9,896.5 1,824.7 2,003.6 2,003.6 2,003.6 11,475.5 12,239.1 11,900.1 11,959.2 FY 2010 Actual FY 2011 Estimate FY 2012 Request 9,955.6 FY 2013 Request 0.0 0.0 0.0 0.0 11,475.5 12,239.1 11,900.1 11,959.2 0.0 0.0 0.0 0.0 Program Total 11,475.5 12,239.1 11,900.1 11,959.2 FTE Positions 123.0 123.0 123.0 123.0 General Funds Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Maintain the unique regulatory relationships between the tribal, state, and federal governments The Legislature established the Arizona Department of Gaming in 1995 to act on behalf of the State in providing State regulatory oversight of Indian gaming operations. 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 Tribal-State gaming compacts. The Tribal-State compacts provide a regulatory framework whereby the State and tribes share responsibility for regulating gaming operations. Each compact is unique due to the State's co-regulatory role set forth in the compacts. 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. Improve the Department's ability to employ and retain qualified personnel The Arizona Department of Gaming is a regulatory agency positioned in a rapidly changing technology-based industry. As in the case with other Issue 3 Page 206 Dollars (in thousands) are listed as requested by agencies. Department of Gaming Program Summary GMA 1.0 Program Summary GMA 2.0 ENFORCEMENT CERTIFICATION Dan Bergin, Deputy Director Phone: (602) 604-1801 Dan Bergin, Deputy Director Phone: (602) 604-1801 A.R.S. § 5-601 A.R.S. § 5-601 Mission: Mission: To assure 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. To investigate and evaluate the suitability of applicants for state certification within time frames set by Tribal-State Compacts. Description: 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 9,650.8 10,235.5 9,896.5 9,955.6 0.0 0.0 0.0 0.0 Program Total 9,650.8 10,235.5 9,896.5 9,955.6 FTE Positions 95.0 95.0 95.0 95.0 General Funds Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To assure compliance with compact provisions and internal control requirements FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Total number of compact compliance reviews accomplished 19 15 15 15 Percentage of facilities reviewed for compact compliance reviews 100 100 100 100 Performance Measures ‹ Goal 2 Visit each gaming facility twice a month ‹ Goal 3 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 10 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 Actual 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. Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 17,840 14,000 14,000 14,000 100 100 100 100 To provide treatment and education regarding problem gambling FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Number of individuals receiving treatment services 908 915 925 940 Number of awareness materials distributed 10,661 8,000 9,000 10,000 Performance Measures Department of Gaming Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 0.0 0.0 0.0 0.0 1,824.7 2,003.6 2,003.6 2,003.6 0.0 0.0 0.0 0.0 Program Total 1,824.7 2,003.6 2,003.6 2,003.6 FTE Positions 28.0 28.0 28.0 28.0 General Funds 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 To maintain communication with tribal officials Performance Measures 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 that 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. Total number of days elapsed from receipt of completed application to the issuance of temporary certification Percentage of applicants who had their certification, denied, revoked or suspended ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 10,435 11,000 11,000 11,000 5.24 6 6 6 99 98 98 98 1 2 2 2 To Ensure the Suitability of Businesses that Provide Goods and Services to the Tribal Casinos Performance Measures Total number of new or initial applications received Total number of permanent certifications issued Explanation: FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 104 125 125 125 99 125 125 125 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 224 200 200 200 0 3 2 2 Percent of temporary certifications issued within 20 days 100 95 95 95 Level of satisfaction by applicants regarding process (percent) 98 95 95 95 Total number of denials, revocations, and suspensions Dollars (in thousands) are listed as requested by agencies. Page 207 GSA 0.0 is necessary because, unlike the professional geologic community, members of the public do not routinely use information from the AZGS and may not be aware that the agency exists. Agency Summary GEOLOGICAL SURVEY 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 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 2010 Actual 801.1 FY 2011 Estimate 794.1 FY 2012 Request 1,578.0 FY 2013 Request 1,534.0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate New maps/reports released by AZGS staff 18 12 12 12 Number of geologic and related maps of Arizona 23 9 9 9 Number of reports that describe geologic hazards and resources in Arizona 11 5 5 5 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 4 1 3 3 Number of reports published by other groups 10 10 4 4 Number of talks given or fieldtrips led 53 40 40 40 # of state agencies and bodies for whom AZGS serves as a science support provider 15 15 15 15 Performance Measures ‹ Goal 2 To inform the public about geologic processes, natural hazards, and natural resources in Arizona. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 0.0 0.0 0.0 0.0 2 2 2 1,447.6 9,248.6 9,248.6 9,248.6 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 3 Other Non Appropriated Funds Program Total 2,248.7 10,042.7 10,826.6 10,782.6 2 2 2 20.5 28.3 35.3 35.3 Number of seminars and workshops presented to non-technical audiences 5 FTE Positions Number of interviews and presentations through the news media 22 20 20 20 Other Appropriated Funds Strategic Issues: ‹ Goal 3 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. 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 Issue 3 Page 208 To distribute geologic maps, reports, and data efficiently with high customer satisfaction. Performance Measures Percent increase (decrease) in number of publications sold Explanation: 10 10 3,562 4,000 4,000 4,000 3,562 2,300 2,300 2,300 56 0 0 0 2,690 3,000 3,000 3,000 -38 8 8 8 Less technical things are selling, more interest in general use/recreation Quality of products sold, 1-5 (highest) scale Numbers of products released or Number of digital maps/reports downloaded Explanation: 10 We carry more general interests books on Arizona now. Percent increase (decrease) in sales of non-technical reports Explanation: 38 The market is changing as more things are available to be downloaded. Number of non-technical reports sold Explanation: FY 2013 Estimate More info is available online now. Percent increase (decrease) in sales of technical maps and reports Explanation: FY 2012 Estimate Hard copy maps are less popular because people use internet downloads Technical maps and reports sold Explanation: FY 2011 Estimate 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 Explanation: FY 2010 Actual 4.8 4..8 4.8 4.8 110,000 110,000 125,000 125,000 4mb = 400 updates to databases. 5000 = # of files downloaded Percent of orders filled the same day received 0 96 0 0 Satisfaction with mail order service provided, 1-5 (highest) scale 0 4.9 0 0 Dollars (in thousands) are listed as requested by agencies. Arizona Geological Survey ‹ Goal 4 To effectively assist the Arizona Oil and Gas Conservation Commission. Performance Measures Number of permits issued to drill a well Average days to issue a permit FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 2 19 6 6 2 5 5 5 Compliance and safety inspections made 29 28 28 28 Number of gas-storage wells 14 14 14 14 0 2 2 2 Number of deficiencies found during inspections Arizona Geological Survey Dollars (in thousands) are listed as requested by agencies. Page 209 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 $1 million in total costs. ARS 41-3507 created the Statewide Information Security and Privacy Office (SISPO). The SISPO resides in GITA and is responsible for IT security and privacy strategic planning, facilitation and coordination for the state. Executive Order 200810 reinforces the importance of the statewide information security and privacy program and directs agencies to work with SISPO to implement risk mitigation strategies. In addition, under ARS 41-3541 and 41-3542, GITA is responsible for the advancement of real-time interoperable communications between local, county, state, tribal and federal public safety organizations through the Public Safety Communications Advisory Commission (PSCC). ($ Thousands) Agency Summary: Program ¾ STATEWIDE INFORMATION SECURITY FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 3,698.5 9,067.6 7,947.2 8,152.7 690.8 1,393.9 742.0 742.0 4,389.3 10,461.5 8,689.2 8,894.7 AND PRIVACY OFFICE (SISPO) SAFETY ¾ PUBLIC COMMUNICATIONS 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 standardization and reuse. 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. The overall framework and infrastructure of Arizona's IT Strategic Plan will enable future partnerships and collaboration among state agencies for new and innovative capabilities that 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. 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. GITA received a $2.3 million grant from the U.S. Department of Commerce in 2010 to map the state’s broadband capabilities and for planning the state’s future broadband needs. This map will be updated on a semi-annual basis. Citizens, businesses, local governments, research organizations and other interested parties will have access to this data to help understand broadband options available to them and in determining future broadband needs of the state. Cost savings through enhanced information technology project management Fiscal prudence should be a rule at all times. GITA is improving 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 delivery 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 (PIJ) to GITA to assure a high probability of success. Larger projects are also reviewed by the independent Information Technology Authorization Committee under the auspices of the state CIO. Issue 3 COMMISSION Agency Total: Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 488.1 742.0 742.0 742.0 Other Appropriated Funds 2,875.6 7,072.3 7,072.3 7,072.3 Other Non Appropriated Funds 1,025.6 2,647.2 874.9 1,080.4 Program Total 4,389.3 10,461.5 8,689.2 8,894.7 FTE Positions 23.0 23.0 23.0 23.0 General 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, developing a technologies strategy, and ensuring goals and programs have state government in mind, Arizona will be poised to take advantage of the Issue 1 Page 210 Dollars (in thousands) are listed as requested by agencies. Government Information Technology Agency GTA 1.0 Funding and FTE Summary: (Thousands) Program Summary STATEWIDE INFORMATION SECURITY AND PRIVACY OFFICE (SISPO) Jim Ryan, Chief Information Security Officer, Phone: (602) 364-4771 0.0 0.0 0.0 7,072.3 7,072.3 822.9 1,995.3 874.9 1,080.4 Program Total 3,698.5 9,067.6 7,947.2 8,152.7 FTE Positions 17.0 17.0 17.0 17.0 ‹ Goal 1 Description: ‹ Goal 2 * Each agency’s specialized mission creates a collaborative but federated environment of technology practices across the state. The varied technology infrastructure and practices require adaptable statewide information security strategies that successfully respond to each agency’s unique technology environment. As risks and vulnerabilities evolve, information security and privacy practices are challenged to keep pace with the threat landscape when agencies in many cases must depend on legacy technology that exceeds recommended end-of–life use and security upgrades. The state environment, technology status, and evolving cyber risks, all exceed the SISPO’s available resources to fulfill its mission and collaborate with agencies to secure state confidential information and critical technology infrastructure. Arizona must take the initiative to develop a comprehensive information security and privacy framework that provides critical infrastructure protection yet be easy to use and cost effective. The framework must span all state business practices whether paper-based records or electronic/digital records. Digital information must be securely available to business partners and provide access for public requests. This initiative will determine which solutions best support the state’s technology infrastructure and all information-driven government business. SISPO will collaborate with agencies and key stakeholders to integrate and adopt proven information security and privacy strategies. To be successful, these strategies must provide continuous risk-based coordination statewide and with each agency. They must also assess agencies’ information practices and compliance with state prescribed policies and standards. To implement a Statewide Information Security and Privacy Plan. Performance Measures Percent of completion for detail plans for Information Security and Privacy FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 50 70 80 90 To Implement Effective and Enforceable Information Security and Privacy Policies and Standards. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of validation of compliance with GITA information security and privacy policies and standards. 70 70 80 80 Percent of development and implementation of policies/standards for privacy. 50 60 70 70 Performance Measures ‹ Goal 3 Challenges facing the state: * State government has 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”, and handheld wireless devices while maintaining continued vigilance to thwart evolving technology threats to these new business practices. FY 2013 Request 7,072.3 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. 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. Information security and privacy practices that are lax or fail to safeguard confidential personal identifying information or sensitive information, such as trade secrets, intellectual property, can cause emotional distress, erode confidence in government and subject individuals or businesses to identify theft, financial loss or other harm. FY 2012 Request 0.0 Other Non Appropriated Funds Mission: FY 2011 Estimate 2,875.6 General Funds Other Appropriated Funds A.R.S. § 41-3507, EO 2008-10 Government Information Technology Agency FY 2010 Actual To periodically Assess IT Infrastructure and Security countermeasures for cyber crime, intrusions and insider threats and vulnerabilities. Performance Measures Percent completed assessments. Explanation: ‹ Goal 4 FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 50 60 70 80 Inadequate staffing to achieve goal #3 in the immediate future. To perform formal annual compliance reviews of information security and privacy policies and standards. Performance Measures Percent of agencies completing policy/standard compliance selfassessments. ‹ Goal 5 FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 50 60 70 80 To monitor incident response reports completed by agencies and security alert notifications delivered by SPIC. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of agency or key stakeholder critical incidents reported within policy. 40 50 60 60 Percent of alert notifications issued within SISPO policies defined by SIPC. 75 80 80 80 Performance Measures ‹ Goal 6 To provide Education, Training and Awareness of Information Security and Privacy Programs. Performance Measures Percent of Group 1 & Group 2 agencies participating in IT Security Program. Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate 50 60 60 60 60 60 Limited budget makes accomplishing this a challenge Percent of Group1 & Group 2 agencies participating in Privacy Program. Explanation: FY 2010 Actual 50 50 Limited budget makes accomplishing this a challenge Page 211 Program Summary GTA 2.0 PUBLIC SAFETY COMMUNICATIONS COMMISSION Lisa Dee Meyerson, Statewide Interoperability Coordinator Phone: (602) 364-4780 A.R.S. §§ 41-3541, 41-3542 Mission: 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. 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 488.1 742.0 742.0 742.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 202.7 651.9 0.0 0.0 Program Total 690.8 1,393.9 742.0 742.0 FTE Positions 6.0 6.0 6.0 6.0 General Funds Other Appropriated Funds ‹ Goal 1 To advance public safety interoperable communications statewide. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate FY 2013 Estimate Percent of SCIP assessed and updated as required during the annual review. 100 100 100 100 Percent of SCIP aligned with the National Emergency Communications Plan as required by the US Department of Homeland Security. 100 100 100 100 Percent of Arizona homeland security regions represented on and participating in the SIEC and its Workgroups, collectively. 100 100 100 100 Performance Measures Page 212 Dollars (in thousands) are listed as requested by agencies. Government Information Technology Agency 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) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 6,960.9 8,837.3 6,960.9 6,960.9 0.0 0.0 0.0 0.0 3,835.7 8,535.0 8,265.0 8,119.0 Program Total 12,673.0 15,495.9 15,225.9 15,079.9 FTE Positions 93.0 93.7 93.7 93.7 Other Appropriated Funds Other Non Appropriated Funds Office of the Governor Dollars (in thousands) are listed as requested by agencies. Page 213 OSP 0.0 Agency Summary 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2013 Request 1,937.0 1,936.4 1,936.4 1,936.4 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 0.0 Program Total 1,937.0 1,936.4 1,936.4 1,936.4 FTE Positions 0.0 0.0 0.0 0.0 General Funds Page 214 Dollars (in thousands) are listed as requested by agencies. Governor's Office of Strategic Planning and Budgeting Agency Summary HSA 0.0 DEPARTMENT OF HEALTH SERVICES Will Humble, Director Phone: (602) 542-1140 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 treatment & prevention services, services for the seriously mentally ill, title XIX/XXI adults and children, non-Title XIX/XXI adults and children, contract compliance, consumer rights, and quality management; the Arizona State Hospital, including 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 2010 Actual Program ¾ ADMINISTRATION ¾ LICENSING SERVICES ¾ BEHAVIORAL HEALTH FY 2011 Estimate FY 2012 Request 22,459.4 22,941.4 22,941.4 15,655.7 16,217.1 16,217.1 1,785,903.2 1,791,648.7 2,165,472.2 SERVICES ¾ ARIZONA STATE HOSPITAL ¾ PUBLIC HEALTH SERVICES Agency Total: Funding and FTE Summary: (Thousands) General Funds 65,199.3 68,176.0 68,176.0 467,686.9 463,246.3 509,570.4 2,356,904.5 2,362,229.5 2,782,377.1 FY 2010 Actual FY 2011 Estimate FY 2012 Request 480,024.6 438,939.0 70,860.8 83,002.7 86,615.6 Other Non Appropriated Funds 1,806,019.1 1,840,287.8 2,093,697.2 Program Total 2,356,904.5 2,362,229.5 2,782,377.1 FTE Positions 2,099.1 2,142.8 2,142.8 Other Appropriated Funds 602,064.3 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. 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. Department of Health Services 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. 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. Issue 5 Enhancing data collection, public health surveillance, and Dollars (in thousands) are listed as requested by agencies. Page 215 health information technology. The health of Arizonans depends in large part on the capability of the Public 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. 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. 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 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 9 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. 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. 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, 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, Issue 8 Page 216 Dollars (in thousands) are listed as requested by agencies. Department of Health Services HSA 1.0 Program Summary Subprogram Summary HSA 1.1 ADMINISTRATION DIRECTOR'S OFFICE Will Humble, Director Phone: (602) 542-1140 Janet A. Mullen, PhD, MBA, Deputy Director for Health Services Operations Phone: (602) 542-1027 A.R.S. § 36-132 A.R.S. § 36-132 Mission: Mission: To provide the leadership, direction and resources to ensure the Agency's mandated responsibilities, mission, and goals are met. To provide the leadership, direction and support the Agency requires to operate effectively and efficiently. Description: 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. 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. 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 2010 Actual 12,664.7 9,716.0 Other Appropriated Funds FY 2011 Estimate 12,869.2 10,072.2 FY 2012 Request Funding and FTE Summary: (Thousands) FY 2010 Actual Program Total General Funds 2,078.7 2,278.7 2,278.7 Other Appropriated Funds 2,582.6 2,682.6 2,682.6 3.9 0.0 0.0 Program Total 4,665.2 4,961.3 4,961.3 FTE Positions 57.5 57.5 57.5 10,072.2 78.7 0.0 0.0 22,459.4 22,941.4 22,941.4 FTE Positions 215.0 215.0 215.0 ‹ Goal 1 To ensure a diverse, motivated and well trained staff. Performance Measures Percent of agency staff turnover FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 14.8 14.7 14.7 Percent of DHS workforce who are minorities 32 36 36 Number of EEO complaints 20 8 8 6 6 6 13,763 12,000 12,000 Number of EEO complaints dismissed Number of agency training hours delivered by DHS ‹ Goal 2 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 2010 Actual FY 2011 Estimate FY 2012 Estimate 680 600 600 To ensure the proper release of records requested for Human Subjects Research. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate HSRB/IRB research projects/studies requests for submission packet processed 31 50 50 HSRB/IRB final determinations by Board on projects/studies submitted 31 50 50 Performance Measures ‹ Goal 4 To ensure that services and programs are administered efficiently. Performance Measures Administration as a percent of total cost Department of Health Services FY 2012 Request 12,869.2 Other Non Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1 1 1 Page 217 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of warehouse requests processed per fiscal year 2,172 2,400 2,400 Number of Facilities Request Forms and Work Orders processed 2,161 2,000 2,000 Performance Measures Subprogram Summary HSA 1.2 BUSINESS AND FINANCIAL SERVICES Jim Humble, Assistant Director - Chief Financial Officer Phone: (602) 364-0679 A.R.S. § 36-132 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 2010 Actual FY 2012 Request General Funds 6,498.9 6,498.4 6,498.4 Other Appropriated Funds 6,127.1 6,127.1 6,127.1 73.9 0.0 0.0 Program Total 12,699.9 12,625.5 12,625.5 FTE Positions 81.1 81.1 81.1 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 2010 Actual FY 2011 Estimate FY 2012 Estimate 1 3 3 32 100 100 To implement and continually enhance a business system that satisfies and anticipates customer needs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Average days to process purchase and contract requisitions (PR/CR): $0-1,000 35.33 25 25 Average days to process (PR/CR)$1,001-5,000 20.47 26 26 Average days to process (PR/CR)$5,001-50,000 29.50 34 34 Average days to process (PR/CR)over $50,001 40.21 40 40 Average working days to pay claims 8.74 10 10 Average working days to pay travel claims 3.05 3 3 Average number of days to pay vendors from the date of invoice 9.75 10 10 Percent of invoices paid within 30 days 95.96 94 94 Performance Measures Page 218 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services Subprogram Summary HSA 1.3 HSA 2.0 INFORMATION TECHNOLOGY SERVICES Program Summary LICENSING SERVICES Paula Mattingly, Assistant Director Phone: (602) 542-1073 Mary Wiley, Assistant Director Phone: (602) 364-3064 A.R.S. § 36-132 A.R.S. Title 36 Mission: Mission: To provide information technology leadership and solutions to improve the effectiveness and efficiency of the Arizona Department of Health Services' program operations. 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. Description: Description: Information Technology Services provides applications, programming services, computer operations, statewide communications through the use of local area networks and wide area networks, computer security, and internet access for the Department's operations, reporting, and planning. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 4,087.1 4,092.1 4,092.1 Other Appropriated Funds 1,006.3 1,262.5 1,262.5 0.9 0.0 0.0 Program Total 5,094.3 5,354.6 5,354.6 FTE Positions 76.4 76.4 76.4 Other Non Appropriated Funds ‹ Goal 1 4 4 4 Number of visits to the ADHS Web site (per month) # of new e-Government applications created FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,112,344 1,200,000 1,400,000 7 9 4 Child Care Licensing Health Care Licensing Administration Funding and FTE Summary: (Thousands) To enhance the agency's ability to further the State's eGovernment initiative through the implementation of internet technology. Performance Measures ‹ Goal 2 This Program Contains the following Subprograms: FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 3,864.6 0.0 0.0 Other Appropriated Funds 5,174.4 9,653.1 9,653.1 Other Non Appropriated Funds 6,616.7 6,564.0 6,564.0 Program Total 15,655.7 16,217.1 16,217.1 FTE Positions 234.4 234.4 234.4 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 Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 8 5 5 Dollars (in thousands) are listed as requested by agencies. Page 219 Subprogram Summary HSA 2.1 Subprogram Summary HSA 2.2 CHILD CARE LICENSING HEALTH CARE LICENSING Lourdes Ochoa, Program Manager Phone: (602) 364-2542 Mary Wiley, Assistant Director Phone: (602) 364-3064 A.R.S. § 36-881 to 895; 36-897 to 36-897.12 A.R.S. Title 36, 8-504A-B Mission: 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. 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. Description: 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 1,266.5 0.0 0.0 Other Appropriated Funds 782.6 2,753.1 2,753.1 Other Non Appropriated Funds 567.2 0.0 0.0 Program Total 2,616.3 2,753.1 2,753.1 FTE Positions 47.5 47.5 47.5 ‹ Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of all child care facilities. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of child care license renewals granted within licensing timeframes 99 100 100 Percent of child care complaint investigations initiated within investigative guidelines 99 99 99 Performance Measures Percent of priority two complaint investigations initiated within 10 days Number of licensed providers Number of complaints received 100 100 100 2,779 2,700 2,835 451 450 473 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 2010 Actual General Funds FY 2012 Request 821.3 0.0 0.0 Other Appropriated Funds 2,794.7 3,600.0 3,600.0 Other Non Appropriated Funds 5,713.4 6,220.5 6,220.5 Program Total 9,329.4 9,820.5 9,820.5 FTE Positions 158.1 158.1 158.1 ‹ Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of health care facilities. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of health care licensure renewals granted within licensing timeframes 99 99 99 Percent of health care complaint investigations initiated within investigative guidelines 49 50 60 Percent of priority two complaint investigations initiated within 10 days 74 80 90 Number of licensed providers 4,788 5,027 5,278 Number of complaints received 2,265 2,378 2,497 Performance Measures Page 220 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services Subprogram Summary HSA 2.3 Program Summary HSA 3.0 ADMINISTRATION BEHAVIORAL HEALTH SERVICES Mary Wiley, Assistant Director Phone: (602) 364-3064 Laura Nelson, M.D., Deputy Director- Behavioral Health Services Phone: (602) 364-4566 A.R.S. Title 36 A.R.S. § 36-3402 Mission: Mission: To be recognized for providing valuable resources through enforcement, training, effective communication and collaboration. To ensure a comprehensive, unified behavioral health system for Arizonans. Description: 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 1,776.8 0.0 0.0 Other Appropriated Funds 1,597.1 3,300.0 3,300.0 336.1 343.5 343.5 Program Total 3,710.0 3,643.5 3,643.5 FTE Positions 28.8 28.8 28.8 Other Non Appropriated Funds ‹ Goal 1 This Program Contains the following Subprograms: To improve enforcement processes by decreasing cycle time from initiation of enforcement action to date sent to Administrative Counsel. Performance Measures Number of enforcement actions closed FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 623 600 630 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. 4 4 4 4 4 4 Administration General Mental Health Services Substance Abuse Services Services for Persons with Serious Mental Illness Child and Adolescent Services Prevention Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request 367,787.5 331,800.1 36,089.6 37,017.0 37,863.3 Other Non Appropriated Funds 1,382,026.1 1,422,831.6 1,646,114.1 Program Total 1,785,903.2 1,791,648.7 2,165,472.2 FTE Positions 230.6 230.6 230.6 Other Appropriated Funds Department of Health Services FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. 481,494.8 Page 221 Subprogram Summary HSA 3.1 Subprogram Summary HSA 3.2 ADMINISTRATION GENERAL MENTAL HEALTH SERVICES Melissa Thomas, Bureau Chief Phone: (602) 364-4592 Rodgers Wilson, M.D., Medical Director Phone: (602) 364-4753 A.R.S. § 36-3402 A.R.S. § 36-2907.02 Mission: Mission: To provide effective oversight of RBHA services and contract compliance. 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 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 2010 Actual General Funds FY 2011 Estimate Description: 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. FY 2012 Request 14,879.3 13,122.3 0.0 0.0 0.0 Other Non Appropriated Funds 16,698.4 17,918.7 21,150.0 Funding and FTE Summary: (Thousands) Program Total 31,577.7 31,041.0 36,680.4 General Funds 2,385.1 2,659.9 2,659.9 FTE Positions 197.1 197.1 197.1 Other Appropriated Funds 4,100.0 3,600.0 3,600.0 Other Non Appropriated Funds 2,737.8 3,755.1 3,755.1 Other Appropriated Funds ‹ Goal 1 To ensure that the behavioral health needs of Arizonans are met through standards set in ADHS/RBHA contracts. Performance Measures Percent of Title XIX/XXI clients receiving a routine appointment within 23 days of initial assessment Percent of eligible Title XIX population enrolled in behavioral health treatment programs ‹ Goal 2 Percent of encounters received no later than 210 days after the end of the month which service is rendered Percent of RBHA T-XIX adult clients satisfied with services, as measured through an annual satisfaction survey Page 222 FY 2011 Estimate FY 2012 Request Program Total 9,222.9 10,015.0 10,015.0 FY 2011 Estimate FY 2012 Estimate FTE Positions 2.4 2.4 2.4 88 95 95 ‹ Goal 1 16.3 17 17 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of Title XIX/XXI General Mental Health Adults enrolled 80,464 80,000 80,000 Number of Non-Title XIX/Non-Title XXI (Subvention) General Mental Health Adults enrolled 18,589 20,000 20,000 Total number of General Mental Health Adults enrolled 99,053 100,000 100,000 5,992 6,500 6,500 Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 96 98 98 To strengthen the quality of publicly funded behavioral health services to clients through continued enhancement of a comprehensive quality management program. Performance Measures FY 2010 Actual FY 2010 Actual To ensure the fiscal and financial accountability of the RBHAs. Performance Measures ‹ Goal 3 15,530.4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 85 85 85 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 Percent of RBHA Title XIX adult clients satisfied with services, as measured through an annual satisfaction survey Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 85 90 90 Department of Health Services Subprogram Summary HSA 3.3 Subprogram Summary HSA 3.4 SUBSTANCE ABUSE SERVICES SERVICES FOR PERSONS WITH SERIOUS MENTAL ILLNESS Rodgers Wilson, M.D., Medical Director Phone: (602) 364-4753 Rodgers Wilson, M.D., Medical Director Phone: (602) 364-4753 A.R.S. § 36-2001 A.R.S. § 36-503.02 Mission: Mission: To provide leadership, policy direction, and administration for a statewide system of behavioral health care services for persons who are Title XIX and Title XXI eligible, and for targeted persons who are not eligible for Title XIX or Title XXI funded services. To provide leadership, policy direction and administration for a statewide system of behavioral health care services for persons who are Title XIX and Title XXI eligible, and for targeted persons who are not eligible for Title XIX or Title XXI funded services. Description: Description: The agency contracts with the RBHAs to offer a comprehensive continuum of substance abuse intervention and treatment services to meet the needs of targeted Title XIX and Non-Title XIX individuals and families involved in substance use and abuse. The subprogram contracts with RBHAs for the development and maintenance of a comprehensive system of care for individuals with a serious mental illness. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 74,070.0 66,045.4 103,062.6 1,083.3 2,250.0 2,250.0 Other Non Appropriated Funds 313,661.1 320,822.8 368,004.0 Program Total 388,814.4 389,118.2 473,316.6 FTE Positions 12.6 12.6 12.6 Other Appropriated Funds ‹ Goal 1 Percent of clients with eliminated or reduced use of alcohol or drugs ‹ Goal 2 Percent of clients employed or involved in work related activities FY 2012 Estimate 35 40 40 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 44 50 50 Percent of clients with decreased arrest rate FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 29 35 35 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of Title XIX/XXI clients with substance abuse disorders enrolled 53,120 55,000 55,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients with substance abuse disorders enrolled 9,966 10,000 10,000 Total clients with substance abuse disorders enrolled 63,086 Performance Measures Department of Health Services 119,942.3 31,167.0 32,013.3 Other Non Appropriated Funds 580,760.6 522,198.1 734,551.7 Program Total 780,518.2 673,307.4 983,034.9 FTE Positions 4.5 4.5 4.5 ‹ Goal 1 To provide behavioral health services to Title XIX, Title XXI, and non-Title XIX individuals with a serious mental illness (SMI). FY 2011 Estimate FY 2012 Estimate Number of Title XIX/XXI clients enrolled with a SMI 30,485 31,688 31,688 Number of Non-Title XIX/Non-Title XXI (Subvention) clients enrolled with a SMI 12,206 12,000 12,000 Total clients enrolled with a SMI 42,691 46,316 46,316 Percent of SMI clients on antipsychotics receiving new generation psychotropic medications 69 74 74 Number of dual eligible, seriously mentally ill enrolled clients receiving medication as prescribed 11,406 11,500 11,500 To increase the number of adult clients who are or have moved to either independent or supportive settings who were homeless. Performance Measures Number of adult SMI clients who have moved to independent or supportive settings who were homeless ‹ Goal 3 69,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,070 800 800 To increase the number of adult SMI clients who obtain employment as a result of services. Performance Measures 69,000 216,469.9 FY 2010 Actual ‹ Goal 2 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 2012 Request 30,906.3 Performance Measures To reduce criminal activity among clients who complete substance abuse treatment. Performance Measures ‹ Goal 4 FY 2011 Estimate FY 2011 Estimate 168,851.3 Other Appropriated Funds To increase paid employment among clients who complete substance abuse treatment. Performance Measures ‹ Goal 3 FY 2010 Actual FY 2010 Actual General Funds To reduce/eliminate use of alcohol and other drugs among clients who complete substance abuse treatment. Performance Measures Funding and FTE Summary: (Thousands) Percent of clients employed or involved in work related activities Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 59 60 60 Page 223 Subprogram Summary HSA 3.5 Subprogram Summary HSA 3.6 CHILD AND ADOLESCENT SERVICES PREVENTION Sara Salek, M.D., Medical Director Phone: (602) 364-4626 Lisa Shumaker, Prevention Manager Phone: (602) 364-4594 A.R.S. Title 36, Ch. 29, 34 A.R.S. § 36-3433.B1 Mission: Mission: To provide leadership, policy direction and administration for a statewide system of behavioral health care services for children who are Title XIX and Title XXI eligible and for targeted persons who are not eligible for Title XIX or Title XXI funded services. To provide preventative behavioral health services that will increase the health and productivity of Arizonans. Description: Children and adolescents under age 18 may be referred for assessment of need for a continuum of behavioral health services delivered by RBHAs and their contracted provider networks. Services range from in-patient to outpatient services, and are available in alternative settings, including home and community-based treatment. Residential and out-patient services are provided according to established Individual Education Plans (IEP) for children who are seriously emotionally handicapped. Funding and FTE Summary: (Thousands) General Funds Description: The subprogram is responsible for developing a statewide plan that will identify the priorities for a comprehensive prevention approach for children and adults, which coincides with the Federal Center for Substance Abuse Prevention initiatives required in grant funding, including early intervention, community mobilization, parent-family community education, mentoring, peer leadership and life skills development. Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request FY 2011 Estimate FY 2012 Request 2,243.3 2,500.0 0.0 0.0 0.0 Other Non Appropriated Funds 7,275.8 7,992.4 7,992.4 Other Appropriated Funds 2,500.0 105,358.5 127,530.2 0.0 0.0 0.0 Program Total 9,519.1 10,492.4 10,492.4 Other Non Appropriated Funds 460,892.4 550,144.5 510,660.9 FTE Positions 5.8 5.8 5.8 Program Total 566,250.9 677,674.7 651,932.9 ‹ Goal 1 FTE Positions 8.2 8.2 8.2 Other Appropriated Funds 141,272.0 FY 2010 Actual To provide behavioral health prevention services. Performance Measures ‹ Goal 1 To provide behavioral health services to Title XIX, Title XXI and Subvention eligible children and adolescents statewide. Performance Measures Number of Title XIX/XIX children enrolled Number of Non-Title XIX/Non-Title XXI (Subvention) children enrolled Total children enrolled ‹ Goal 2 FY 2011 Estimate FY 2012 Estimate 56,452 60,968 60,968 4,195 4,000 4,000 60,647 64,968 64,968 FY 2011 Estimate FY 2012 Estimate 2,010,879 1,000,000 1,000,000 To strengthen the quality of publicly funded behavioral health services to children and their families through continued enhancement of comprehensive quality management programs. Performance Measures Percent of RBHA Title XIX families (with children ages 0-17) satisfied with services, as measured through an annual satisfaction survey Page 224 FY 2010 Actual Number of persons receiving prevention services FY 2010 Actual FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 80 85 85 Dollars (in thousands) are listed as requested by agencies. Department of Health Services HSA 4.0 Program Summary Subprogram Summary HSA 4.1 ARIZONA STATE HOSPITAL CLINICAL SUPPORT SERVICES John C. 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. § 36-202 Mission: Mission: To provide specialized psychiatric services to support people in achieving mental health recovery in a safe and respectful environment. To provide specialized psychiatric services to support people in achieving mental health recovery in a safe and respectful environment. Description: 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. 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) This Program Contains the following Subprograms: 4 4 4 4 Clinical Support Services Clinical and Program Services General Funds Arizona Community Protection & Treatment Center Psychiatric Review Board Other Appropriated Funds Funding and FTE Summary: (Thousands) General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Request 55,216.5 55,216.5 9,107.5 12,309.5 12,309.5 757.7 650.0 650.0 Other Non Appropriated Funds 65,199.3 68,176.0 68,176.0 FTE Positions 786.4 786.4 786.4 16,595.1 16,595.1 8,160.0 8,160.0 543.0 550.0 550.0 Program Total 24,171.4 25,305.1 25,305.1 FTE Positions 157.5 157.5 157.5 ‹ Goal 1 To ensure facilities meet modern day treatment, environmental and security standards. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 95 95 95 96.7 95 95 Number of staff attending new forensic hospital planning 23 10 10 Number of safety risk analysis conducted annually 31 12 12 Percent of contractors receiving a satisfactory or above annual rating 92 90 90 100 95 95 Percent of Priority One IT calls responded to within 24 hours Percent of patient care and emergency work orders completed with 24 hours Percent of new security officers successfully completing the academy ‹ Goal 2 To maintain a stable and competent work force. Performance Measures Percent of staff turnover during the first 12 months of employment RN vacancy rate percentage Department of Health Services FY 2012 Request 6,610.1 Performance Measures Program Total FY 2011 Estimate 17,018.3 Other Non Appropriated Funds 55,334.1 Other Appropriated Funds FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1.6 4 4 12.5 9 7 Page 225 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 provide specialized psychiatric services to support people in achieving mental health recovery in a safe and respectful 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 31,001.7 31,001.7 31,001.7 988.8 2,000.0 2,000.0 98.4 100.0 100.0 Program Total 32,088.9 33,101.7 33,101.7 FTE Positions 470.3 470.3 470.3 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 FY 2011 Estimate FY 2012 Estimate Adult forensic patients year-end census 141 150 150 Civil adult patients year-end census Performance Measures 109 120 120 Percent of Restoration to Competency adults discharged within 90 days of admission 49 60 60 Seclusion incidents per 1,000 patient days .8 1 1 Restraint incidents per 1,000 patient days, including brief physical holds 3.87 5 5 75 75 6.25 3 Percent of patients receiving new generation atypical anti-psychotic medication Percent of adult civil clients successfully placed in the community who return for another stay within one year of discharge Percent of target population tested positive for Hepatitis C receiving Pegulated Inteferon treatment 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) FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 7,241.3 7,546.9 7,546.9 Other Appropriated Funds 1,508.6 2,149.5 2,149.5 116.3 0.0 0.0 Program Total 8,866.2 9,696.4 9,696.4 FTE Positions 157.7 157.7 157.7 Other Non Appropriated Funds To provide effective and patient-centered treatment and rehabilitation services. FY 2010 Actual Description: ‹ Goal 1 To deliver residential housing and treatment services that reflect the individualized needs of residents in accordance with the court orders. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of residents in pre-trial program 16 20 23 Number of residents in treatment 15 15 15 Number of residents in less restrictive alternative 55 55 55 75 Percent of residents in treatment status participating in the designed treatment program 81 81 81 6 6 Percent of population classified as special needs and requiring special programming and higher staff to patient ratio. 50 50 50 5 5 SVP program year end census 86 90 93 Performance Measures Explanation: 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 226 100 100 100 13 30 30 Dollars (in thousands) are listed as requested by agencies. Department of Health Services Subprogram Summary HSA 4.4 Program Summary HSA 5.0 PSYCHIATRIC REVIEW BOARD PUBLIC HEALTH SERVICES John Cooper, Chief Executive Office Phone: (602) 220-6000 Don Herrington & Jeanette Shea, Assistant Directors Phone: (602) 542-1023 A.R.S. § 13-3994 A.R.S. § 36-132 Mission: Mission: To ensure public safety by maintaining jurisdiction and properly monitoring persons who are committed to a secure state mental health facility. To promote and protect the health of Arizona's children and adults. Description: 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 2010 Actual General Funds FY 2011 Estimate 72.8 72.8 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 72.8 72.8 72.8 FTE Positions 0.9 0.9 0.9 ‹ 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 142 136 137 This Program Contains the following Subprograms: 4 FY 2012 Request 72.8 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. 4 4 4 4 4 4 4 4 4 4 4 4 4 Administration and Local, Border and Native American Health Offices Public Health Statistics Vital Records Emergency Medical Services Arizona Poison Control State Laboratory Services Epidemiology and Disease Control Public Health Emergency Preparedness and Response Tobacco 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) Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Request General Funds 40,373.7 39,053.2 52,483.8 Other Appropriated Funds 10,773.3 13,950.9 16,717.5 Other Non Appropriated Funds 416,539.9 410,242.2 440,369.1 Program Total 467,686.9 463,246.3 509,570.4 FTE Positions 632.7 676.4 676.4 Dollars (in thousands) are listed as requested by agencies. Page 227 ‹ Goal 3 Subprogram Summary HSA 5.1 ADMINISTRATION AND LOCAL, BORDER AND NATIVE AMERICAN HEALTH OFFICES Will Humble, Director Phone: (602) 542-1140 A.R.S. §§ 36-132, 36-110, 36-189A 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: 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate 1,719.1 1,719.1 48.1 160.0 160.0 Other Non Appropriated Funds 1,359.7 796.6 796.6 Program Total 3,204.6 2,675.7 2,675.7 FTE Positions 50.9 50.9 50.9 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of border community health assessments 2 2 2 Number of sentinel surveillance sites 0 3 3 Number of border health epidemiological studies 1 1 1 Number of border health conferences 2 2 2 Number of border health projects 6 5 5 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 2010 Actual FY 2011 Estimate FY 2012 Estimate 102 95 95 32 35 35 To increase the physical activity of children and adults. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of community events that promote physical activity to children and/or adults 70 70 70 Number of schools reached through activity programs 80 80 80 Performance Measures ‹ Goal 6 To serve as a resource and communication link to enhance and expand collaborative efforts in the areas of research, education, and health promotion for older adults. Performance Measures Number of community/agency presentations Number of health projects for older adults FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 15 10 10 8 8 8 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 Page 228 FY 2012 Estimate To develop community-based systems for data collection, surveillance, and analysis of health status in border communities Performance Measures ‹ Goal 2 FY 2011 Estimate FY 2012 Request 1,796.8 Other Appropriated Funds ‹ Goal 1 FY 2010 Actual Performance Measures ‹ Goal 4 Mission: To enhance and expand collaborative efforts in the areas of research, education and services with Mexican public health and academic institutions FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10 5 5 18 8 8 2,000 2,000 2,000 3 3 3 85 85 85 Dollars (in thousands) are listed as requested by agencies. Department of Health Services Performance Measures Subprogram Summary HSA 5.2 Number of medical records (charts) reviewed PUBLIC HEALTH STATISTICS Number of cases registered Richard S. Porter, Bureau Chief Phone: (602) 542-7330 Number of data requests/inquiries completed Number of children referred for services A.R.S. §§ 36-132, 36-136, 36-301 to 36-347 Mission: ‹ Goal 5 To collect, analyze and report public health statistics and information that guide actions and policies to improve the health of Arizonans. Performance Measures 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 2010 Actual FY 2011 Estimate FY 2012 Request FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 1,856 2,000 2,000 807 1,100 1,100 10 12 12 0 65 65 To conduct quality surveys of behavioral risk factors affecting the health of Arizonans and report findings. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Survey response rate (percent) 76 75 75 Percent of calls completed 60 50 50 5,475 6,000 6,000 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. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 210 222 222 3,265.9 3,265.9 3,265.9 Other Appropriated Funds 163.7 1,100.0 1,101.0 Other Non Appropriated Funds 930.6 931.7 931.7 Number of birth, death, fetal death, marriage, divorce and abortion records processed into populationwide health status information (in thousands) 2,500 2,500 4,360.2 5,297.6 5,298.6 Requests for health status data and information answered 2,500 Program Total FTE Positions 32.0 32.0 32.0 Number of annually updated reports on the health status of Arizona residents prepared and published 12 12 12 General Funds ‹ Goal 1 To collect, manage and provide patient level hospital emergency department and inpatient data to the Department of Health Services and other stakeholders. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of records processed (in millions) 2.7 2.8 2.9 Number of inpatient reports 180 186 214 Number of emergency room reports 131 135 136 42 44 48 Performance Measures Number of requests for public release answered ‹ Goal 2 To collect, manage and maintain rate documentation and financial reports for hospitals, nursing homes, home health agencies, hospices and outpatient treatment centers. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of rate comparison reports (Schedule 13) 80 103 103 Number of charge master reviews 522 720 720 Number of Uniform Accounting Reports received 382 350 350 Number of financial audits received 100 100 100 Number of Medicare cost reports received 320 275 275 Number of referrals/consultations 620 1,500 1,500 Number of complaints reviewed 100 100 100 7 6 6 Performance Measures Number of investigations conducted ‹ Goal 3 To collect and maintain accurate and complete data related to the incidence of cancer in Arizona. Performance Measures Number of case reports received FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 41,884 38,216 38,216 Percentage of cases reported within 1 year of the close of diagnosis year 62 80 80 Number of data requests/inquiries completed 38 40 40 Number of audits 0 9 9 Audit error rate (percent) 0 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 Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 229 Subprogram Summary HSA 5.3 Subprogram Summary HSA 5.4 VITAL RECORDS EMERGENCY MEDICAL SERVICES Pat Adams, Office Chief Phone: (602) 364-1225 Terry Mullins, Bureau Chief Phone: (602) 364-3149 A.R.S. §§ 36-301 to 36-347 A.R.S. §§ 36-2201 to 36-2246 Mission: 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. 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. 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 Actual FY 2011 Estimate FY 2012 Request General Funds 862.6 862.6 0.0 Other Appropriated Funds 850.2 850.3 3,612.9 Other Non Appropriated Funds 1,158.3 1,364.3 554.0 Program Total 2,871.1 3,077.2 4,166.9 FTE Positions 45.0 45.0 45.0 ‹ Goal 1 To decrease waiting time for Vital Records' customers for counter services in the Vital Records' lobby. Performance Measures Customer wait time in Vital Records' lobby (in minutes) ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 12 15 15 To decrease the number of business days to process a customer mail-in request to Vital Records for birth and death records. Performance Measures Number of business days to process an application for birth and death certificates by mail FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 10 12 12 Description: The subprogram provides direction for all statutorily mandated components of Arizona's EMS and trauma system including certification of Emergency Medical Technicians (EMT), certification and auditing of EMT training programs; testing of EMT applicants; certification and auditing of advanced life support base hospitals; inspection and registration of air and ground ambulances operating in Arizona; issuance of Ambulance Certificates of Necessity and determination of rates for certified ambulance services; licensing of air ambulance services; and investigation of complaints against individuals and entities regulated by the Bureau of EMS. EMS operations include the funding for EMS Special Projects, EMS Regional Coordinating Systems, EMS Provider Assistance, and EMS Communications and Dispatch. Through this subprogram, funding is provided to rural EMS providers to assist with the purchase of training and equipment required to administer safe and efficient emergency medical services in the rural areas of Arizona. Community needs are identified through an application process for the purchase of durable equipment, capital equipment and repair, original and continued education and system development. Technical assistance including funding designations, purchases of equipment and assessment of the resulting changes are provided. The subprogram has developed a statewide EMS/trauma system including a trauma registry and trauma center designation and continues to build a system of data linkages between hospitals and the trauma registry. This subprogram provides administrative support for three statutorily mandated bodies, EMS Council, Medical Direction Commission, and State Trauma Advisory Board, and subcommittees of these bodies. Funding and FTE Summary: (Thousands) General Funds FY 2011 Estimate FY 2012 Request 112.5 120.0 121.0 2,828.9 2,749.3 2,749.3 874.6 873.3 873.3 Program Total 3,816.0 3,742.6 3,743.6 FTE Positions 34.9 34.9 34.9 Other Appropriated Funds Other Non Appropriated Funds ‹ Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring, and technical assistance of ambulance services. Performance Measures Number of ambulances registered ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 937 940 940 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 Percent of trauma centers granted designation within the timeframes established in administrative rule Page 230 FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 Department of Health Services Subprogram Summary HSA 5.5 Subprogram Summary HSA 5.6 ARIZONA POISON CONTROL STATE LABORATORY SERVICES Terry Mullins, Bureau Chief Phone: (602) 364-3149 Victor Waddell, Bureau Chief Phone: (602) 364-0609 A.R.S. § 36-1163 A.R.S. §§ 36-451 to 36-479, 36-495, 36-15 Mission: Mission: To provide a 24-hour, seven day-a-week statewide poison and drug information system for doctors, medical institutions, and citizens. To ensure that essential laboratory services are available to support public health activities in Arizona. Description: 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. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request Funding and FTE Summary: (Thousands) FY 2010 Actual FY 2011 Estimate FY 2012 Request 990.0 990.0 990.0 Other Appropriated Funds 0.0 0.0 0.0 General Funds 3,344.3 3,643.6 4,146.1 Other Non Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds 5,870.3 7,195.3 7,195.3 Other Non Appropriated Funds 4,066.0 4,073.3 4,073.3 Program Total 13,280.6 14,912.2 15,414.7 FTE Positions 85.0 128.7 128.7 Program Total 990.0 990.0 990.0 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of follow up calls received (University of Arizona) 47,000 50,000 54,000 Number of follow up calls received (Banner Poison Control center) 163,278 181,984 181,984 60,000 65,000 70,000 108,852 122,000 122,000 Performance Measures Number of calls received (U of Arizona) Number of calls received (Banner Poison Control Center) ‹ Goal 2 Number of people receiving scorpion anti-venom 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 To treat citizens exposed to life threatening poisoning incidents. Performance Measures ‹ Goal 1 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 439 464 489 FY 2011 Estimate FY 2012 Estimate 512 450 450 97 98 98 Number of chemical PT samples 257 250 250 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 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of newborns screened under the Newborn Screening Program 86,351 85,000 85,000 Number of secondary screens 78,338 75,000 75,000 144 140 140 92,432 90,000 90,000 138 130 130 2 2 2 Performance Measures Number of infants with confirmed metabolic disorders Number of hearing screens performed Number of infants identified with confirmed hearing loss Percent of unsatisfactory specimens ‹ Goal 3 To ensure ongoing support for existing and expanded public health services. 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 Department of Health Services FY 2010 Actual Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 118 150 150 14 100 100 170 200 200 60 50 50 Page 231 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 726 1,000 1,000 Number of bacterial cultures performed 3,802 4,000 4,000 Number of significant isolates 1,790 2,000 2,000 Number of serological tests performed 5,374 5,500 5,500 Number of significant findings 513 550 550 Number of respiratory viral cultures 423 700 700 1 400 400 6,860 4,000 4,000 10 1,000 1,000 3,876 1,000 1,000 Number of human specimens tested for West Nile Virus 110 600 600 Number of human specimens testes positive for West Nile Virus 8 50 50 Performance Measures Number of tests negative for rabies: vaccine not required Number of positive influenza cultures Number of Influenza PCR tests performed Number of positive cases of seasonal influenza Number of positive cases of novel H1N1 influenza virus ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 35 50 50 5 10 10 Water samples (DW & SW): Chemical parameters tested 75 150 150 Water samples (DW & SW): Positive chemical results 70 125 125 Number of water tests - microbiology 181 200 200 Percent of samples violating standards (SW) 5.8 10 10 Percent of samples violating standards (DW) 7.4 6.0 6.0 Number of food tests 122 300 300 Percent of samples containing contaminants 7.4 10 10 Number of samples for environmental lead Percent of samples identified with lead ‹ Goal 5 EPIDEMIOLOGY AND DISEASE CONTROL Cara Christ, Bureau Chief Phone: (602) 364-1889 A.R.S. §§ 36-132, 36-136 Mission: To monitor, investigate, prevent, and control diseases in Arizona through programs in infectious disease control, environmental health, HIV/AIDS prevention, and immunizations. Description: 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 FY 2010 Actual General Funds FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of environmental labs licensed 139 137 137 Number of Clinical Laboratory Improvement Act labs surveyed 148 148 148 8 10 10 Number of labs with condition level deficiencies 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. Funding and FTE Summary: (Thousands) FY 2012 Request 1,801.9 53.4 53.4 53.4 Other Non Appropriated Funds 38,315.0 41,393.3 41,393.3 Program Total 40,967.4 43,248.6 43,249.6 FTE Positions 117.2 117.2 117.2 ‹ Goal 1 1,802.9 To collect and maintain accurate and complete data relating to the occurrence of diseases in Arizona. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 46,436 24,200 24,200 Number of animals detected that have diseases transmittable to humans (rabies, plague, hantavirus, etc.) 288 250 250 Number of non-infectious diseases (lead poisoning, pesticide exposure, etc.) 122 130 130 Performance Measures Summary of all communicable disease cases tracked by disease surveillance system ‹ Goal 2 To prevent and control communicable diseases through early detection and response to disease threats. FY 2010 Actual FY 2011 Estimate FY 2012 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 20,520 14,000 14,000 Percent of outbreak investigations initiated within 48 hours of reporting to ADHS 96 90 90 Performance Measures ‹ Goal 3 To control incidence of tuberculosis by monitoring compliance with recommended guidelines for treatment of tuberculosis cases and their contacts. Performance Measures Patients reported with active tuberculosis disease per 100,000 population Page 232 FY 2011 Estimate 2,599.0 Other Appropriated Funds To assist environmental and testing laboratories in meeting all applicable regulatory requirements through licensing surveys, enforcement actions, training and consultation for correction of deficiencies. Performance Measures Subprogram Summary HSA 5.7 Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 3.5 4 4 Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of contacts to active tuberculosis cases who complete prophylaxis 67 64 64 Percentage of TB patients receiving directly observed therapy 95 95 95 Performance Measures ‹ Goal 4 Number of HCV cases reported FY 2010 Actual FY 2011 Estimate 0 0 0 250 250 250 Number of participants at health fairs 950 Number of technical assistance visits ‹ Goal 6 950 950 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 140 150 150 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of positive results received 31,000 31,500 32,000 Percent of results that are accurate 95 98 98 ‹ Goal 7 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of risk assessments 0 1 1 Number of epidemiological studies 1 1 1 Number of ADHS/DEQ consultations 3 5 5 Number of emergency response/requests 3 3 3 1,200 1,200 1,200 3 5 5 Number of inquiries for information Number of health consultations ‹ Goal 8 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of reports in registry 117 130 130 Number of follow-up consultations 457 300 300 26 15 15 Performance Measures Number of investigations ‹ Goal 9 Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of investigations 1 3 3 Number of reports in registry 5 7 7 ‹ Goal 10 Performance Measures Number of ADC facilities inspected Percent of ADC facilities in compliance Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 372 335 335 90 90 90 103 100 100 93 95 95 FY 2012 Estimate Number of joint inspections/trainings 20 10 10 Number of sanitation standardizations 2 5 5 Number of county health department program evaluations 0 3 3 Number of program areas delegated to county health departments 12 12 12 ‹ Goal 13 To provide Arizonans with health consultations and community health education activities relating to potential human exposures to hazardous materials. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of health consultations 3 8 8 Number of environmental education presentations 6 8 8 Number of community consultations 37 25 25 3 25 25 Number of technical assistance consultations 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 2010 Actual FY 2011 Estimate FY 2012 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 2010 Actual FY 2011 Estimate FY 2012 Estimate 16,500 16,500 16,500 Number of HIV-related training workshops 35 35 35 Number of counties funded 14 14 14 ‹ Goal 16 To monitor the magnitude of the trends in the HIV/AIDS epidemic to assist in targeting prevention, care and support services. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of timely completions from initial report through case investigation (within 12 months) 75 75 75 Number of cases identified - AIDS 504 580 580 Number of cases identified - HIV 449 400 400 Performance Measures ‹ Goal 17 To rapidly and accurately respond to medical provider requests for medications provided by the DHS AIDS Drug Assistance Program. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of medications shipped within 48 hours 100 100 100 Percent of medications that are the correct product and dose 100 100 100 1,100 1,150 1,200 Performance Measures 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. FY 2012 Estimate FY 2011 Estimate Number of persons receiving HIVrelated services To investigate reports of pesticide-related illness to determine circumstances of exposure and maintain a registry of reports. FY 2011 Estimate To increase assistance to and responsibilities of County Health Departments by conducting joint sanitarian inspections, standardization, program evaluation, and needs assessments. Performance Measures To maintain a registry of children with reported blood lead levels 10 ug/dL or greater and environmental investigation in cases with levels of 20 ug/dL or greater. FY 2010 Actual FY 2010 Actual ‹ Goal 14 To provide Arizonans with a variety of timely and effective health assessments related to releases of hazardous substances and contaminants into the environment. Performance Measures ‹ Goal 12 Performance Measures To increase compliance of health provider reports and laboratory findings by actively following positive syphilis, chlamydia, and gonorrhea lab results with corroborating morbidity reports. Performance Measures Percent of facilities in compliance Performance Measures To provide STD-related technical assistance to improve communication and collaboration, ensure contract compliance and (within resource limits) assist laboratories, providers, county health departments, correctional institutions and Indian Health Service hospital and service units. Performance Measures Number of facilities inspected FY 2012 Estimate Number of healthcare and service providers serving at-risk populations trained 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 To monitor the magnitude of Hepatitis C viral (HCV) disease in Arizona and provide HCV prevention and education services. Performance Measures ‹ Goal 5 ‹ Goal 11 Number of clients receiving HIV medication through Arizona Drug Assistance Program (average per month) ‹ Goal 18 To assure the immunization levels within the state, licensed child care facilities (CCFs), and schools are maintained at appropriate levels. Dollars (in thousands) are listed as requested by agencies. Page 233 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Immunization rate among 2-year old children 86 86 86 Percent of children in compliance with ADHS prescribed vaccination levels at CCFs 94 94 94 Percent of kindergarten children in compliance with ADHS prescribed vaccination levels 95 94 94 Percent of adolescents (7th grade) in compliance with ADHS prescribed vaccination levels 88 88 89 Performance Measures ‹ Goal 19 Number of pregnant women identified as HBsAg positive Percent of newborns who receive appropriate prophylactic treatment at birth ‹ Goal 20 Percent of CHDs in compliance (per calendar year) Percent of eligible provider sites enrolled Number of provider sites enrolled To prepare for, detect, and respond to public health emergencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 193 195 200 90 92 94 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 FY 2012 Request General Funds 54.6 179.6 Other Appropriated Funds 67.8 100.0 179.6 100.0 Other Non Appropriated Funds 31,687.2 19,078.8 19,078.8 31,809.6 19,358.4 19,358.4 56.9 56.9 56.9 88 88 88 ‹ Goal 1 900 910 920 96 96 96 Percent of resident children under 19 years of age in the registry with an immunization event 96 97 97 Percent of enrolled provider sites submitting data to the registry within 30 days 84 85 85 Percent of resident children < 6 years of age with two or more immunization events in the registry 88 89 90 Percent of resident children aged 6 years to under 18 years of age with at least one immunization event in the registry 96 97 97 Page 234 FY 2011 Estimate FTE Positions Percent of enrolled provider sites submitting data to the registry 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 ‹ Goal 3 Number of trained volunteers to assist in state and local public health emergency operations FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 71,356 70,000 70,000 1,389 1,300 1,200 36 35 35 FY 2011 Estimate FY 2012 Estimate 5,800 6,000 6,000 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 3,500 3,800 4,000 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 Actual To conduct training and education programs on bioterrorism and public health emergency response activities. Performance Measures To educate, gain compliance and enforce the Arizona SmokeFree Act Number of enforcement actions FY 2010 Actual Program Total FY 2012 Estimate Number of complaint inspection/actions Funding and FTE Summary: (Thousands) FY 2012 Estimate FY 2011 Estimate Number of routine inspections 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. FY 2011 Estimate FY 2010 Actual Performance Measures Description: FY 2010 Actual To maintain a state immunization information system to act as a central registry of immunization data on children under 19 years of age. Performance Measures ‹ Goal 23 Mission: To enroll providers in the Vaccines for Children Program. Performance Measures ‹ Goal 22 A.R.S. § 36-787 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 PUBLIC HEALTH EMERGENCY PREPAREDNESS AND RESPONSE Teresa Ehnert, Bureau Chief Phone: (602) 364-3751 To assure pregnant women are screened for HBsAg and the newborns receive appropriate prophylactic treatment. Performance Measures Subprogram Summary HSA 5.8 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 13,000 13,250 13,500 To develop an electronic disease surveillance system (MEDSIS). Performance Measures Number of user from agencies, organizations, and other entities reporting to MEDSIS Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2,300 2,500 2,700 Department of Health Services Subprogram Summary HSA 5.9 Subprogram Summary HSA 5.10 TOBACCO AND CHRONIC DISEASE HEALTH SYSTEMS DEVELOPMENT Wayne Tormala, Bureau Chief Phone: (602) 364-0834 Patricia Tarango, Bureau Chief Phone: (602) 542-1436 A.R.S. § 36-132 A.R.S. §§ 15-1721, 36-2921 Mission: Mission: To decrease morbidity and mortality associated with chronic disease and the use of commercial tobacco. To optimize the health of Arizona residents by developing and strengthening systems and services to expand access to primary care and other services with emphasis on the health needs of underserved people and areas and by promoting and protecting the health and well-being of Arizona's minority and vulnerable populations Description: 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 2010 Actual General Funds FY 2012 Request 33.2 33.2 33.2 0.0 0.0 0.0 19,361.7 19,661.5 19,661.5 Other Appropriated Funds Other Non Appropriated Funds FY 2011 Estimate Description: 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 2010 Actual General Funds 19,394.9 19,694.7 19,694.7 FTE Positions 16.1 16.1 16.1 ‹ Goal 1 To reduce tobacco use among Arizonans. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of cessation clients who receive complete service from the ASHline 9,300 16,000 16,000 Average quit rate for ASHline cessation clients in the last seven months for at least 24 hours 36 22 22 N/A N/A N/A Percent of adults who smoked in the last month 15.9 14 14 Percent of high school youth who smoked in the last month 19.7 14 14 8 8 8 Performance Measures 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 1,544.7 163.8 650.0 650.0 Other Non Appropriated Funds 14,782.2 14,777.3 14,777.3 Program Total 16,203.3 16,972.0 16,972.0 FTE Positions 13.5 13.5 13.5 ‹ Goal 1 Percent of areas redesignated in a timely manner ‹ Goal 2 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of health professionals trained on accepted standards of care for people with diabetes 269 400 400 Percent of adults reporting diabetes 8.6 8.5 8.5 Number of lay health workers trained on diabetes in non-steps communities 138 60 60 Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 To assist in recruitment of primary care providers to underserved areas. Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of J-1 Visa Waivers supported 18 30 30 Number of National Health Service Corp new contracts 75 83 83 Number of Health Professional Shortage Act designations obtained 35 17 17 ‹ Goal 3 To grant loan repayment awards to ensure all available state and federal funds are encumbered by the end of the program year. Performance Measures Number of loan repayments / awards contracted ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 24 24 24 To support the provision of primary health care to uninsured individuals. Performance Measures Number of uninsured clients receiving Department of Health Services 1,544.7 To update primary care area profiles annually, including appropriately redesignating currently underserved areas as required. Performance Measures To reduce the incidence of secondary disease and disability in people with chronic disease through effective behavior FY 2012 Request 1,257.3 Other Appropriated Funds Program Total FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 35,000 0* 0* Page 235 Performance Measures FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of primary care visits provided through funded contracts. Note:*no appropriations beginning in FY 2011. Program is terminated. ‹ Goal 5 Number of women screened through the Well Woman HealthCheck program. Note:*not all data in for reporting period. ‹ Goal 6 75,000 0* 0* A.R.S. § 36-132 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 8015* 9,000 9,000 Number of people screened through the Fit at Fifty HealthCheck Program (New 2010) FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 697 700 700 To improve the health outcomes for racial and ethnic populations in Arizona. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Number of health disparities-related training/presentations 24 25 30 Number of health professionals trained on health disparities-related activities 252 300 350 Number of health profession students trained on health disparities-related activities including CLAS standards 245 Number of community members educated on health disparities-related issues 1,934 1,000 1,500 0 2 4 Performance Measures Number of health equity activities implemented (New 2010) 250 Mission: To promote oral health for the well-being of all Arizona residents. Description: To improve the delivery of colorectal cancer screening for all Arizonans. Performance Measures ‹ Goal 7 ORAL HEALTH Julia Wacloff, Office Chief Phone: (602) 542-1866 To improve the delivery of breast and cervical cancer screening for underserved women. Performance Measures Subprogram Summary HSA 5.11 primary care services visits provided through Primary Care funds. Note:*no appropriations beginning in FY 2011. Program is terminated. 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. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2012 Request 156.2 156.2 0.0 0.0 0.0 916.9 909.2 909.2 Program Total 1,073.1 1,065.4 1,065.4 FTE Positions 8.5 8.5 8.5 Other Appropriated Funds Other Non Appropriated Funds 156.2 275 ‹ Goal 1 To prevent oral diseases in children and adults. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate The percent of high-risk children in second grade who never had tooth decay 19 20 21 The percent of high-risk children who receive preventative dental care annually 37 38 38 6,494 6,800 6,800 Performance Measures The number of children receiving preventative dental sealants through the Arizona Dental Sealant Program Explanation: Estimate based on FY 08 Actual. The percent of the population served by community water systems with optimally fluoridated water 56 58 60 The number of children participating in the Arizona Fluoride Mouthrinse Program 23,099 24,500 25,000 ‹ Goal 2 To increase access to dental care for children and adults. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate The percent of adults who receive dental care annually 66 66 66 The percent of high-risk children who receive dental care annually 43 43 43 29 29 Performance Measures Explanation: Estimate based on FY 08 Actual. The percent of high-risk children through age 5 years who receive dental care annually Explanation: ‹ Goal 3 29 Estimate based on FY 08 Actual. To assist communities in solving their own oral health problems. FY 2010 Actual FY 2011 Estimate FY 2012 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 30 33 35 Number of professionals and paraprofessionals trained in emerging oral health issues 110 250 300 Performance Measures Page 236 FY 2011 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Older adult death rates (ages 65-84) per 100,000 as a result of a serious fall 36.99 35 35 Older adult death rates (ages 85+) per 100,000 as a result of a serious fall 325.72 330 330 Performance Measures Subprogram Summary HSA 5.12 WOMEN'S AND CHILDREN'S HEALTH Sheila Sjolander, Bureau Chief Phone: (602) 364-1419 A.R.S. § 36-132 Mission: To strengthen the family and the community by promoting and improving the health and safety of women and children. Description: 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 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 2,134.8 2,039.4 388.4 692.6 692.6 Other Non Appropriated Funds 13,165.6 14,094.1 14,094.1 Program Total 15,688.8 16,826.1 16,826.1 FTE Positions 46.6 46.6 46.6 Other Appropriated Funds ‹ Goal 1 2,039.4 To reduce mortality and morbidity of the maternal and child population. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2.78 2.5 2.5 Reduction in rate of hospitalizations for nonfatal injuries and poisonings per 100,000 adolescents ages 15 through 19 577.75 550 550 Reduction in rate of hospitalizations due to violence against women per 100,000 women ages 18 and older 25.48 14 14 299 300 300 7,089 7,000 7,000 Performance Measures Reduction in the rate of deaths to under age 15 children caused by motor vehicle crashes Number of child care health consultation service units provided Number of Community Health Nurse visits to High Risk Perinatal Program enrolled at risk infants within the first year of life ‹ Goal 2 To increase access to health care. FY 2010 Actual FY 2011 Estimate FY 2012 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 4,400 4,400 4,400 Number of children (ages 1 through 14) hospitalized for ambulatory care sensitive conditions per 100,000 750.5 750 750 36 30 30 2,358 2,600 2,600 Performance Measures Percent of Health Start women enrolled in the program in the first trimester of pregnancy Number of Health Start participants ‹ Goal 3 To reduce the number of child fatalities. Performance Measures Percent of cases reviewed by local teams ‹ Goal 4 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 To reduce the rate of occurrence of the ten leading causes of injury. Performance Measures Unintentional injury-related deaths of children ages 1-14 (per 100,000) Department of Health Services FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 6.77 6.5 6 Dollars (in thousands) are listed as requested by agencies. Page 237 Percent of services covered Subprogram Summary HSA 5.13 ‹ Goal 6 CHILDREN WITH SPECIAL HEALTH CARE NEEDS Joan Agostinelli, Office Chief Phone: (602) 542-2584 Mission: 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. 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) FY 2010 Actual General Funds FY 2011 Estimate 22,678.7 0.0 0.0 0.0 Other Non Appropriated Funds 109,985.4 108,231.9 138,360.8 Program Total 133,733.6 130,910.6 174,828.2 FTE Positions 50.8 50.8 50.8 ‹ Goal 1 Number of AHCCCS members Number of non-AHCCCS members SSI and Categorical members FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 23,244 24,000 24,775 4,633 - - 22,414 23,500 24,650 36 36 36 Percent of members eligible for AHCCCS 83 100 100 27,877 24,000 24,775 CRS clients served (Title XIX, Title XXI, and non-Title XIX) Number of inpatient admissions Number of potential quality issues FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 2,342 2,400 2,400 274 300 300 FY 2010 Actual FY 2011 Estimate FY 2012 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 94 94 94 0 0 0 Number of children served in the Traumatic Brain Injury Services Coordination program 0 0 0 Explanation: ‹ Goal 7 This is the last year for this measure. Funding discontinued. To provide education to individuals and organizations/agencies regarding children with special health care needs. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Organizations/agencies provided training 100 100 100 Number of people provided training through tele-video 375 350 350 Performance Measures 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 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 100 100 100 To ensure that contractors provide services within allocated funds to CRS State-Only members. Performance Measures Page 238 Number of children served in the OCSHCN Service Coordination program To provide family-centered services to all CSHCN programs to assure increased family participation and improved satisfaction of care. Performance Measures ‹ Goal 5 FY 2012 Estimate To assess and assure quality of inpatient medical care by monitoring and analyzing program services. Performance Measures ‹ Goal 4 FY 2011 Estimate 36,467.4 Percent of members enrolled in SSI ‹ Goal 3 FY 2010 Actual To maximize benefits for CRS members and applicants by enrolling them in other government programs. Performance Measures ‹ Goal 2 0 FY 2012 Request 23,748.2 Other Appropriated Funds 0 To provide a coordinated system of care for children with special health care needs. Performance Measures A.R.S. §§ 36-132 0 FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services Performance Measures Subprogram Summary HSA 5.14 Average number of monthly participants (seniors, women, children) in the Commodity Supplemental Food Program NUTRITION AND PHYSICAL ACTIVITY Karen Sell, Bureau Chief Phone: (602) 364-0687 Annual Commodity Supplemental Food Program food benefits distributed (dollars) A.R.S § 36-132 ‹ Goal 3 Mission: To improve health and well-being through nutrition education and promotion of physical activity along with passionate support for people and programs to reduce hunger, increase breastfeeding, and decrease obesity throughout Arizona. FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 13,789 12,965 12,965 2,905,044 3,600,000 3,600,000 To improve nutrition assistance program management and customer service. Performance Measures Training services provided Number of students trained FY 2010 Actual FY 2011 Estimate FY 2012 Estimate 4,095 5,000 5,000 22 22 22 Description: This subprogram directs the continued promotion, planning, implementation, assurance and evaluation of nutrition and physical activity program and services. The subprogram collaborates with the public and private sectors and coordinates community education activities on risk factors for general and high-risk population groups. It responds to inquiries and referrals from the public and community resources. Nutrition services are made available through contractual agreements. The subprogram oversees several federal nutrition programs and surveillance systems. Funding and FTE Summary: (Thousands) FY 2010 Actual General Funds FY 2011 Estimate FY 2012 Request 18.3 18.3 18.3 338.7 400.0 403.0 Other Non Appropriated Funds 179,936.7 184,056.9 184,865.2 Program Total 180,293.7 184,475.2 185,286.5 FTE Positions 75.3 75.3 75.3 Other Appropriated Funds ‹ Goal 1 To Promote healthier eating habits and lifestyles FY 2010 Actual FY 2011 Estimate FY 2012 Estimate Percent of adult population eating five or more servings of fruits and vegetables daily 24.1 24.6 25.1 Percent of adult low-income population eating five or more servings of fruits and vegetables daily (