FISCAL YEARS 2011 - 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. 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 AGENCIES 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 Athletic Trainers, Board of ............................................................46 Attorney General, Department of Law .......................................47 Automobile Theft Authority ..........................................................57 Barbers Examiners, Board of ........................................................59 Behavioral Health Examiners, Board of......................................60 Capital Post Conviction Public Defender ...................................61 Charter Schools, State Board for ..................................................62 Chiropractic Examiners, State Board of ......................................64 Citizens’ Clean Elections Commission ........................................66 Commerce Authority, Arizona ......................................................67 Commerce, Department of ............................................................68 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, Arizona State Schools for the ..........................99 Deaf and Hard of Hearing, Commission for the.................... 105 Dental Examiners, Board of ....................................................... 108 Early Childhood Development and Health Board ................. 109 Economic Security, Department of........................................... 110 Education, Department of .......................................................... 151 Emergency and Military Affairs, Department of .................... 170 Environmental Quality, Department of .................................. 175 Equal Opportunity, Governor’s Office of ............................... 183 Equalization, State Board of ...................................................... 184 Executive Clemency, Board of ................................................... 185 Exposition and State Fair Board ................................................ 187 Financial Institutions, State Department of............................. 189 Fingerprinting, Board of .............................................................. 192 Fire, Building and Life Safety, Department of ........................ 193 Forester, State................................................................................. 196 Funeral Directors and Embalmers, Board of .......................... 198 Game and Fish Department ...................................................... 199 Gaming, Department of ............................................................... 204 Geological Survey .......................................................................... 206 Governor, Office of the ............................................................... 208 Governor’s Office of Strategic Planning and Budgeting ....... 209 Health Services, Department of ................................................. 210 Highway Safety, Governor’s Office of...................................... 236 Historical Society, Arizona .......................................................... 237 Prescott Historical Society ........................................................... 238 Homeland Security, Department of........................................... 239 Homeopathic Medical Examiners, Board of ........................... 240 Housing, Arizona Department of .............................................. 241 Independent Redistricting Commission ................................... 243 Indian Affairs, Commission of ................................................... 244 Industrial Commission of Arizona............................................. 245 Insurance, Department of............................................................ 250 Judicial System ............................................................................... 258 Juvenile Corrections, Department of ........................................ 288 Land, State Department ............................................................... 295 Law Enforcement Merit Council ............................................... 300 Legislature Auditor General, Office of the ............................................... 301 House of Representatives ........................................................ 302 Joint Legislative Budget Committee ...................................... 303 Legislative Council .................................................................... 304 Senate ........................................................................................... 306 Liquor Licenses and Control, Department of ......................... 307 Lottery Commission ..................................................................... 309 Medical Board, Arizona................................................................ 311 Medical Student Loans, Board of ............................................... 313 Mine Inspector, State .................................................................... 315 Mines and Mineral Resources, Department of ........................ 321 Naturopathic Physicians, Medical Examiners Board of ........ 322 Navigable Stream Adjudication Commission .......................... 324 Nursing, Board of .......................................................................... 326 Nursing Care Institution Administration Examiners ............. 328 Occupational Therapy Examiners, Board of ........................... 329 Dispensing Opticians, Board of ................................................. 330 Optometry, State Board of .......................................................... 331 OSHA Review Board ................................................................... 332 Osteopathic Examiners, Board of .............................................. 333 Parents Commission on Drug Education and Prevention.... 334 Parks Board, State ......................................................................... 335 Personnel Board, State ................................................................. 339 Pest Management, Office of........................................................ 340 Pharmacy, Board of....................................................................... 341 Physical Therapy Examiners, Board of ..................................... 342 Pioneer’s Home, Arizona ............................................................. 344 Podiatry Examiners, Board of ................................................... 345 Postsecondary Education, Commission for ............................ 346 Power Authority ............................................................................ 347 Private Post Secondary Education, State Board for ............... 348 Psychologist Examiners, Board of ............................................. 350 Public Safety, Department of ..................................................... 351 Racing, Department of ................................................................. 363 Radiation Regulatory Agency ...................................................... 373 Rangers’ Pension, Arizona .......................................................... 375 Real Estate, Department of......................................................... 376 Residential Utility Consumer Office ......................................... 377 Respiratory Care Examiners, Board of ..................................... 378 Retirement System, Arizona State ............................................ 379 Revenue, Department of ............................................................. 384 School Facilities Board ................................................................. 393 Secretary of State, Department of State ................................... 394 Tax Appeals, State Board of ....................................................... 401 Technical Registration, Board of .............................................. 402 Tourism, Office of ........................................................................ 403 Transportation, Department of .................................................. 408 Treasurer, State .............................................................................. 417 Universities Regents, Arizona Board of ...................................................... 418 ASU – Tempe ............................................................................ 420 ASU – Polytechnic.................................................................... 426 ASU – West................................................................................ 430 Northern Arizona University ................................................. 434 University of Arizona – Main Campus ................................. 446 University of Arizona – Health Sciences Center ................ 452 Veterans’ Services, Arizona Department of............................. 458 Veterinary Medical Examiners, Board of ................................ 463 Water Resources, Department of .............................................. 464 Weights and Measures, Department of ................................... 469 GLOSSARY Budget Terms................................................................................. 471 Acronyms ........................................................................................ 477 About the Master List AB O U T TH E M AS TE R LI S T 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 a preferred methodology for utilizing the State’s financial resources. During this process, budget reform legislation has been instrumental in implementing 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, along with budgets that allocate resources to support 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 evaluating program performance and in achieving the program budgeting mandate. MASTER LIST Pursuant to A.R.S. § 35-122, The Master List of State Government Programs is required to be published each even-numbered year, although the statute also requires the Governor’s Office of Strategic Planning and Budgeting (OSPB) to collect the information annually. Budget reform requires the identification of all State programs and subprograms with functions authorized by law. 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. One set of financials will be collected for both the budget and the Master List publications. Three agencies, however, still need to have their program structures completely aligned. These agencies are AHCCCS, the Department of Health Services, and the Judiciary. Program Definition Historically, programs have been defined on the basis of function. Some agencies have only one program, while others have many programs and subprograms. 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 decisionmakers 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 daily management plans. On request, detailed information from the internal agency plans can be obtained. In the 2011-2013 Master List, the structure has been consolidated to 581 programs and subprograms. Each year on June 1st OSPB publishes the planning and budgeting forms. 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, description, goals, performance measures, and the funding and full-time-equivalent positions associated with each program and subprogram are compiled into the Master List. Mission. A mission statement is a brief, comprehensive statement of purpose that should justify the public 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 required for all agency programs and subprograms. Strategic Issues. Strategic issues are key issues that merit special attention and are of critical importance to the agency. A strategic issue is a key issue, an unresolved question needing a decision or waiting for some clarifying future event. In addition, it has a major impact on the course and direction of the agency. Strategic issues relate directly to one or more of five basic questions: 1. Where are we now? 2. Where do we want to be? 3. How do we measure our progress? 4. How do we get there? 5. How do we track our progress? Goals. Goals represent the desired end results. 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. Agencies need to ensure that an adequate number of performance measures are collected. However, agencies should choose only the key measures or family of measures for each goal for inclusion in the Master List. Funding Sources and Full-Time Equivalent (FTE) Position Informa-tion. Funding sources include: total agency, program, and subprogram General Funds, Other Appropriated Funds, and Non-Appropriated Funds (including Federal Funds). For the FY 2011 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 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 Non-Appropriated Funds (consisting of state funds that are continuously ii appropriated (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 expendi-tures. 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 2011, FY 2012, and FY 2013. 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 substantive changes in missions, descriptions, goals, or performance measures, the agencies were contacted. Single Program Agencies Single program agency information is interchangeable with program information, and each required element for these agencies is displayed only once. Conclusion Planning and developing performance measures are disciplines that require years to fully mature. The budget reform process is an evolutionary one that will continue to improve as agencies gain more experience. However, the stakes are getting higher as the use of performance measures become more systematic. Individual Agency Master List Entries Return to Table of Contents users are inputting data as intended. Agency Summary ABA 0.0 Issue 3 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. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,434.8 1,887.8 1,887.8 0.0 0.0 0.0 Program Total 1,434.8 1,887.8 1,887.8 FTE Positions 13.0 13.0 13.0 FY 2012 Estimate FY 2013 Estimate Number of successful candidates 371 307 307 Number of exam candidates approved by Board to sit for the Uniform CPA exam 496 610 610  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 2011 Actual Performance Measures Biennial renewal of certificates Explanation: Office Modernization FY 2012 Estimate FY 2013 Estimate 375 409 409 5440 5303 5303 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. Number of firms registered 118 120 120 Number of firms renewed (excluding sole practioners) 734 687 687 Percent of applicants reporting very good or excellent service 87 90 90  Goal 3 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, online exam and re-exam applications, online certification, online renewal registration, online firm registration, online complaint filing, online continuing professional education (CPE) tracking, and online customer satisfaction surveys. In order to support such applications, a new database needs to be developed to replace an aged legacy system that is archaic and not supported. Finally, the Board would like to implement 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. This strategic issue will be ongoing for several years well beyond FY 2013. Issue 2 FY 2011 Actual Performance Measures Number of certificates issued Strategic Issues: Issue 1 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 online, the Board can use email for more communications that do not require proof of receipt and increase efficiency in communications while decreasing costs.  Goal 1 To assist candidates in applying for the Uniform CPA examination so that the candidate can successfully complete the exam. To process complaints and provide enforcement of statutes and rules to protect the public from incompetent, unethical and/or unprofessional conduct by registrants. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of revocations and relinquishments 6 4 4 Number of compliance files established 142 126 126 Number of compliance files that resulted in discipline 29 24 24 Number of compliance files that resulted in administrative letters of concern 37 34 34 Performance Measures 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 State Board of Accountancy Dollars (in thousands) are listed as requested by agencies. Page 1 Return to Table of Contents Performance Measures Agency Summary ANA 0.0 Number of applications received Number of renewals issued ACUPUNCTURE BOARD OF EXAMINERS Auricular Acupuncture Certificates Issued Pete Gonzalez, Executive Director Phone: (602) 364-0145 Total number of licensees A.R.S. § 32-3901 Total number of auricular acupuncture certificate holders FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 64 75 75 512 525 550 12 25 30 511 525 550 53 65 65 Mission: To protect the health, safety, and welfare of the public by regulating and maintaining standards of practice in the field of acupuncture. Description: The Board licenses and regulates acupuncturists and certifies auricular (ear) acupuncturists for detoxification or substance abuse programs. The Board also oversees the licensing and certification of acupuncture training and preceptorship training programs, continuing education programs and visiting professors. The Board evaluates professional competency, investigates complaints, and enforces the standards of practice for the acupuncture profession. The Board regulates the educational, clinical, and clean needle technique programs approved to teach the practice of acupuncture in the State. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 116.4 125.3 125.3 0.0 0.0 0.0 Program Total 116.4 125.3 125.3 FTE Positions 1.0 1.0 1.0 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 Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of complaints received 0 8 8 Unlicensed individuals or institutions identified. 3 2 2 Average time from receipt of complaint until resolution 0 120 120 Number of complaints resolved from prior year 0 0 0  Goal 2 To ensure that investigations are handled in an efficient manner. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of investigations conducted 0 8 8 Licensees with greater than one investigation 0 0 0 100 100 100 0 20 20 Percent of unlicensed practitioners brought into compliance Percent of investigations resulting in disciplinary enforcement  Goal 3 Page 2 To ensure that applications are handled in an efficient manner. Dollars (in thousands) are listed as requested by agencies. Acupuncture Board of Examiners Return to Table of Contents 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. Agency Summary ADA 0.0 DEPARTMENT OF ADMINISTRATION Scott A. Smith, 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 2011 Actual Program  ADMINISTRATION  GENERAL ACCOUNTING  STATE PROCUREMENT  BENEFITS SERVICES FY 2012 Estimate FY 2013 Request 1,230.2 4,872.5 4,627.1 178,128.3 135,533.4 190,743.9 5,004.3 4,475.6 4,475.6 694,605.2 691,062.1 692,774.6 14,937.1 15,936.2 15,369.8 43,405.3 52,220.1 46,770.1 72,011.0 92,647.9 94,092.9 51,240.5 54,835.5 50,882.1 1,060,561.9 1,051,583.3 1,099,736.1 DIVISION DIVISION  ARIZONA STRATEGIC ENTERPRISE TECHNOLOGY OFFICE  RISK MANAGEMENT  GENERAL SERVICES DIVISION Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate 16,401.7 14,858.6 29,833.4 138,578.1 166,106.1 169,444.8 Other Non Appropriated Funds 905,582.1 870,618.6 900,457.9 Program Total 1,060,561.9 1,051,583.3 1,099,736.1 FTE Positions 736.3 763.8 768.8 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 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 2013 Request Other Appropriated Funds 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. Issue 3  HUMAN RESOURCES Agency Total: Issue 2 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 Return to Table of Contents 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. 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, and administrative management services. The value of each service provided by ADOA should meet or exceed the value of a comparable service from any other source. Because this issue is of strategic importance to the mission of ADOA, and of critical importance to state government overall, it is essential for ADOA to maximize the productivity and cost effectiveness of its services while achieving the highest possible level of customer satisfaction. Issue 4 Issue 5 Security and Safety Both Physical Security and Information Technology Infrastructure Security must be constantly 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. Physical Security: The General Services Division (GSD) of ADOA is responsible for the physical security of the buildings on the Capitol Mall, at the State Office Complex in Tucson, and at satellite locations. In 2009, GSD completed installation of a new physical security system for these buildings, which included replacing servers, software and card readers, and adding panic buttons and additional card readers. In addition to upgrading the electronic badging system, GSD continues to install new exterior locks for buildings to replace the old, outdated locksets as time permits, or as the old locks fail. GSD, Risk Management, and the Capitol Police coordinate efforts to evaluate and maintain security, health and safety in the ADOA Building System. ADA 1.0 Program Summary ADMINISTRATION Scott A. Smith, Director Phone: (602) 542-1500 A.R.S. §§ 41-701, 41-1051, 41-2501 Mission: To provide leadership, direction, financial and management information, and support to enable the Arizona Department of Administration to achieve its mission and vision. Description: The 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. This Program Contains the following Subprograms: 4 Administration 4 Governor's Regulatory Review Council (GRRC) 4 Employment and Population Statistics Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 543.4 1,482.7 0.0 177.3 177.3 686.8 3,212.5 2,967.1 Program Total 1,230.2 4,872.5 4,627.1 FTE Positions 11.6 43.0 43.0 Other Appropriated Funds Other Non Appropriated Funds 1,482.7 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. Page 4 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents Subprogram Summary ADA 1.1 Subprogram Summary ADA 1.2 ADMINISTRATION GOVERNOR'S REGULATORY REVIEW COUNCIL (GRRC) Scott A. Smith, Director Bret H. Parke, ADOA General Counsel Phone: (602) 542-1500 Phone: (602) 542-2181 A.R.S. §§ 41-701, 41-1051, 41-2501 A.R.S. § 41-1001 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 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. 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. (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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 166.9 689.7 0.0 177.3 177.3 Other Non Appropriated Funds 686.8 767.1 767.1 Program Total 853.7 1,634.1 1,634.1 FTE Positions 4.6 6.0 6.0 Other Appropriated Funds  Goal 1 689.7 Performance Measures Percentage of ADOA's services with a minimum customer satisfaction rating of 6.0 FY 2012 Estimate FY 2013 Estimate N/A 80 80 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 2011 Actual General Funds To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services. FY 2011 Actual 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. FY 2013 Request 376.5 559.9 559.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 376.5 559.9 559.9 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Agency satisfaction with staff services (Rulemakings and five-year reviews) 8 7.0 7.0 Council satisfaction with staff services 7.61 7.0 7.0 Agency satisfaction with staff services (Seminars) 7.65 7.0 7.0 Performance Measures  Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Governor's Regulatory Review Council subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percentage of courtesy reviews completed by staff before final rulemaking or five-year review filed with Council 100 90 90 Percentage of five-year review reports acted on by Council consistent with staff recommendations 100 95 95 Percentage of rules approved on first hearing 100 95 95 Percentage of rules acted on by Council consistent with staff recommendations 100 95 95 Performance Measures Arizona Department of Administration FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 5 Return to Table of Contents Subprogram Summary ADA 1.3 Program Summary ADA 2.0 EMPLOYMENT AND POPULATION STATISTICS GENERAL ACCOUNTING Paul Shannon, Assistant Director, Budget & Resource Planning Clark Partridge, State Comptroller Phone: (602) 542-1510 Phone: (602) 542-5405 ARS §§ 41-1504, 41-1505 A.R.S. §§ 35-101 et. seq. Mission: Mission: To prepare and provide employment, economic and demographic information, and federally required data and analyses that enable sound policy and decision-making by Arizona state government, communities, businesses, and residents of the state. 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 Office of Employment and Population Statistics (EPS) provides core services in demographic research and analysis, including constitutionally required population estimates; detailed employment and unemployment data (in partnership with the Bureau of Labor Statistics); and 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, EPS provides population projections and maintains data partnerships with the Employment and Training Administration, the Bureau of Labor Statistics, and the Census Bureau. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 233.1 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 2,445.4 2,200.0 Program Total 0.0 2,678.5 2,433.1 FTE Positions 0.0 30.0 30.0  Goal 1 233.1 To ensure information and resources provided are strategic, timely, useful and relevant to stakeholders. Performance Measures Percentage of stakeholders who rated EPS information as very or extremely useful, timely and relevant FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 85 85 Number of demographic website hits 26,503 27,000 27,500 Number of Labor Market Information trainings 9 9 9 Number of Labor Market Information website hits 206,598 207,000 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 2011 Actual General Funds FY 2013 Request 7,960.1 7,369.0 3.9 0.0 0.0 Other Non Appropriated Funds 170,164.3 128,164.4 166,368.9 Program Total 178,128.3 135,533.4 190,743.9 FTE Positions 83.3 86.3 88.3 Other Appropriated Funds 24,375.0 208,000  Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the General Accounting program. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with accounting policies and procedures N/A 5.5 5.5 Percentage of warrants available for distribution by 1:00 PM following the day of processing on Arizona Financial Information System (AFIS) 99.9 99.9 99.9 Percentage of security requests for financial applications processed within three business days 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 N/A 6.0 6.0 Customer satisfaction with administration of payroll process N/A 6.0 6.0 99.5 99.5 99.5 Performance Measures Percentage of warrants distributed to correct agency Page 6 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents Program Summary ADA 3.0 Program Summary ADA 4.0 STATE PROCUREMENT BENEFITS SERVICES DIVISION Jean Clark, State Procurement Administrator Kathy Peckardt, Interim Assistant Director Phone: (602) 542-5511 Phone: (602) 542-8378 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 2,127.6 1,410.6 1,410.6 190.4 288.4 288.4 Other Non Appropriated Funds 2,686.3 2,776.6 2,776.6 Program Total 5,004.3 4,475.6 4,475.6 FTE Positions 30.2 32.8 32.8 Other Appropriated Funds  Goal 1 4 Benefits Services Operations 4 Benefits Vendor Payments Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 3,840.4 5,020.7 5,020.7 Other Non Appropriated Funds 690,764.8 686,041.4 687,753.9 Program Total 694,605.2 691,062.1 692,774.6 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with establishment of contracts N/A 5.5 6.0 Customer satisfaction with administration of contracts N/A 5.0 6.0 Customer satisfaction with authorization of procurement requests N/A 6.0 6.0 Customer satisfaction with technical assistance N/A 6.0 6.0 Performance Measures  Goal 2 This Program Contains the following Subprograms: To aggressively pursue innovative solutions and/or opportunities in the Procurement program. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of procurement plan award dates met for the Request for Proposal (RFP) process 45 85 85 Percent of procurement plan award dates met for Invitation for Bid (IFB) process 60 85 85 Request for Quotation (RFQ) processing time (days) 28 5.0 5.0 Performance Measures Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 7 Return to Table of Contents Subprogram Summary ADA 4.1 Subprogram Summary ADA 4.2 BENEFITS SERVICES OPERATIONS BENEFITS VENDOR PAYMENTS Kathy Peckardt, Interim Assistant Director Kathy Peckardt, Interim Assistant Director Phone: (602) 542-8378 Phone: (602) 542-8378 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 selffunded 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 690,764.8 686,041.4 687,753.9 0.0 0.0 0.0 3,840.4 5,020.7 5,020.7 Program Total 690,764.8 686,041.4 687,753.9 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Program Total 3,840.4 5,020.7 5,020.7 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 2011 Actual FY 2012 Estimate FY 2013 Estimate N/A 6.5 6.5 19,856 22,000 25,000 7.8 7.0 7.0 Percentage of benefits eligible employees enrolled 91 92 92 Percentage of customers satisfied with health/dental provider 84 85 85 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 Explanation: 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Percentage of medical plan loss ratio 85 89 89 Percentage of administrative costs of medical plan 5.2 4.6 4.6 80 85 85 Percentage of actuarial value of medical benefit provided Medical provider satisfaction 92.6%. Dental provider satisfaction 84%. Percentage of AZ providers/facilities available in networks Page 8  Goal 1 91 90 90 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents Program Summary ADA 5.0 Subprogram Summary ADA 5.1 HUMAN RESOURCES DIVISION HUMAN RESOURCE OPERATIONS Kathy Peckardt, Assistant Director Kathy Peckardt, Assistant Director Phone: (602) 542-5482 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 2011 Actual General Funds This Program Contains the following Subprograms: Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 14,463.2 15,278.9 14,683.0 473.9 657.3 686.8 Program Total 14,937.1 15,936.2 15,369.8 FTE Positions 130.0 130.0 130.0 Other Appropriated Funds Other Non Appropriated Funds 0.0 0.0 0.0 14,564.8 13,968.9 80.6 29.5 59.0 Program Total 13,945.6 14,594.3 14,027.9 FTE Positions 125.0 125.0 125.0 Other Non Appropriated Funds FY 2011 Actual  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 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with personnel rules and guidance provided N/A 6.65 N/A Percent difference in average salaries between state employees and the labor market 13.6 15.1 16.6 Customer satisfaction with career counseling services (Point of Service survey) 7.93 7.5 7.5 Average turnaround time for processing 4th level grievances (days) 44.9 20 20 Average turnaround time (days) for processing all classification actions (covered & uncovered positions) 4.84 6 6 Average time to fill a vacant position using Hiring Gateway (days) 60.5 60 60 Customer satisfaction with maintaining the classification system and providing assistance N/A 6.38 N/A Customer satisfaction with deployed services/processes automated (5 point rating scale; 4.06=6.5 on 9 pt. rating scale. 4.16 4.06 4.06 Performance Measures  Goal 2 Arizona Department of Administration FY 2013 Request 13,865.0 Other Appropriated Funds 4 Human Resource Operations 4 Travel Reduction FY 2012 Estimate To aggressively pursue innovative solutions and/or opportunities in the Human Resource Operations subprogram. Dollars (in thousands) are listed as requested by agencies. Page 9 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of rules developed and promulgated 5 3 6 Number of additional services privatized or processes automated 2 3 3 Performance Measures Subprogram Summary ADA 5.2 TRAVEL REDUCTION Abigail Williams, Manager Phone: (602) 542-3638 A.R.S. § 49-588 Mission: To reduce state employees’ drive alone commute trips within Maricopa County to improve air quality. 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.) Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 598.2 714.1 714.1 Other Non Appropriated Funds 393.3 627.8 627.8 Program Total 991.5 1,341.9 1,341.9 FTE Positions 5.0 5.0 5.0  Goal 1 To deliver effective and efficient service in a customer focused environment to Travel Reduction subprogram customers. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate N/A 6.5 N/A Customer satisfaction of capitol rideshare customers (monthly) 7.67 7.0 7.0 Customer satisfaction of travel reduction coordinators (bi-annual) 7.46 7.0 7.0 Performance Measures Customer satisfaction with all Travel Reduction services  Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Travel Reduction subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of commuter club members (carpoolers, transit riders, walkers, bicyclists) 4,184 4,230 4,270 Performance Measures Page 10 FY 2012 Estimate Percentage increase in transit riders -7.5 1.0 1.0 Agency sites that achieved their travel reduction goals N/A 42 43 Percentage of all state employee commute trips that are drive-alone N/A 64.4 63.1 Percentage of ADOA employee commute trips that are drive-alone N/A 60 60 Number of employees spoken to at agency meetings and information tables 2,422 1,550 1,650 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents ADA 6.0 Program Summary Subprogram Summary ADA 6.1 ARIZONA STRATEGIC ENTERPRISE TECHNOLOGY OFFICE Aaron Sandeen, ADOA Deputy Director ASET OPERATIONS Jason Richardson, Interim Chief Operations Officer Phone: (602) 364-4770 Phone: (602) 377-4797 A.R.S. §§ 41-711, 41-712, 41-713, 41-704 A.R.S. §§ 41-711, 41-712, 41-713, 41-704 Mission: Mission: To provide business-enhancing information and telecommunication services to the Department of Administration, state agencies, and Arizona residents. To provide business-enhancing information services to the Department of Administration, state agencies, and Arizona residents. Description: Description: The Arizona Strategic Enterprise Technology (ASET) Office is comprised of the State Data Center and Enterprise Capabilities and Delivery (both formerly ISD), Enterprise Infrastructure and Communications (formerly TPO) and Strategic Transformation and Innovation (formerly GITA). The Enterprise Infrastructure and Communications 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 State Data Center and Enterprise Capabilities and Delivery Office 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 STI, 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. The State Data Center and Enterprise Capabilities and Delivery are 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) General Funds 0.0 0.0 18,672.4 18,672.4 1,465.9 1,230.5 1,230.5 Program Total 19,262.0 19,902.9 19,902.9 FTE Positions 158.4 158.4 158.4 Other Non Appropriated Funds  Goal 1 Strategic Transformation and Innovation Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the State Data Center and Enterprise Capabilities and Delivery subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with information and data security services N/A 6.3 6.3 Customer satisfaction with billing and collection services N/A 6.0 6.0 Customer satisfaction with Finance and Planning (monthly) N/A 6.0 6.0 Customer satisfaction with mainframe processing N/A 6.5 6.5 54 80 80 Percent of time database systems are on-line and available 100 99 99 Percentage of Requests for Service (RFSs) completed within negotiated timeframe 100 85 100 Percentage of enterprise application development work completed within negotiated timeframe 83 90 90 Customer satisfaction with the Local Area Network (LAN) N/A 7.0 7.0 Performance Measures Enterprise Infrastructure and Communications FY 2013 Request 968.1 527.2 527.2 Other Appropriated Funds 21,777.2 23,682.8 23,682.8 Other Non Appropriated Funds 20,660.0 28,010.1 22,560.1 Program Total 43,405.3 52,220.1 46,770.1 FTE Positions 210.4 205.4 208.4 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 ASET Operations subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 80 80 Percentage of time systems are available 99.8 99.7 99.7 Percentage of time mainframe batch systems are available 99.9 99.7 99.7 Percentage of mainframe scheduled batch jobs completed on time 100 99.5 99.5 Percentage of time programs (HRIS, AFIS, Web) are available 99.7 99 99 99 95 95 Performance Measures Percentage of automation bills issued by the 3rd Friday of the month Percentage of RFSs completed correctly the first time Arizona Department of Administration FY 2013 Request 381.4 ASET Operations 911 Emergency Services FY 2012 Estimate 17,414.7 Other Appropriated Funds This Program Contains the following Subprograms: 4 4 4 4 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. Page 11 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percentage accessibility and availability of the LAN 99 99 99 Percentage availability of GroupWise during prime time support 99 99 99 Percentage of desktop software problems responded to within 15 minutes (LAN) 99 99 99 Performance Measures Subprogram Summary ADA 6.2 911 EMERGENCY SERVICES Barbara Jaeger, State 9-1-1 Administrator Phone: (602) 542-0911 A.R.S § 41-704, 42-5251 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. 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 2013 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 2011 Actual FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 17,181.9 18,944.0 16,775.9 Program Total 17,181.9 18,944.0 16,775.9 FTE Positions 4.0 4.0 4.0  Goal 1 State and local funds spent for equipment, network, maintenance and administration (in millions) Number of PSAPs Upgraded  Goal 2 0.0 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 15.1 16.7 17.7 25 0 0 To continue to deploy Wireless Phase II throughout Arizona. Lack of sufficient funding may hamper the completion of this goal. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percentage of State PSAPs converted to Wireless Phase II 74 81 90 Percentage of Phase II based on systems available 91 95 96 Performance Measures Page 12 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents Subprogram Summary ADA 6.3 Subprogram Summary ADA 6.4 ENTERPRISE INFRASTRUCTURE AND COMMUNICATIONS Gary Hensley, Chief Networking Officer STRATEGIC TRANSFORMATION AND INNOVATION Phil Manfredi, Chief Strategy Officer Phone: (602) 542-2250 Phone: (602) 364-4793 A.R.S. §§ 41-712, 41-713 A.R.S. §§ 41-711, 41-712, 41-713, 41-704 Mission: Mission: To assure that the State of Arizona has a cost effective and efficient consolidated, shared telecommunications infrastructure to meet the needs of government agencies, their employees and the public. To transform Arizona into a nationwide leader of advanced IT strategies, methodologies, and business processes. Description: Strategic Transformation Innovation (STI) sets the technology, security, privacy, and communication strategies, policies, and procedures for the state of Arizona. In addition, it is the body responsible for monitoring and overseeing high-risk technology projects across all state agencies. Lastly, it manages several large, state-wide programs and initiatives such as eGovernment, the Health Information Exchange, and Broadband. The Enterprise Infrastructure and Communications 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 Enterprise Infrastructure and Communications and makes payment directly to the primary contractor for its telecommunications needs. The Enterprise Infrastructure and Communications 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 2011 Actual General Funds FY 2012 Estimate 0.0 0.0 0.0 1,817.2 1,817.2 0.0 0.0 0.0 Program Total 1,624.4 1,817.2 FTE Positions 18.0 18.0 Other Non Appropriated Funds  Goal 1 586.7 527.2 527.2 3,193.2 3,193.2 Other Non Appropriated Funds 2,012.2 7,835.6 4,553.7 1,817.2 Program Total 5,337.0 11,556.0 8,274.1 18.0 FTE Positions 30.0 25.0 28.0 FY 2013 Estimate Customer satisfaction with voice telecommunications services N/A N/A 6.7 Customer satisfaction with State's Level 1 Help Desk N/A N/A 6.5 Customer satisfaction with Statewide Telecommunications Contract services N/A 5.5 5.5 Customer satisfaction with connectivity to the Wide Area Network (MAGNET) N/A 6.25 6.25 Customer satisfaction with carrier services N/A N/A 5.5 Customer satisfaction with Telecommunications Expense Management services N/A N/A 6.5  Goal 1 To deliver enterprise business capabilities. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Total number of state entities engaged in statewide Enterprise Architecture initiatives N/A 15 25 Total average number of agencies that are represented at CIO Council Meetings N/A 20 30 Total percentage of agencies that have completed the statewide privacy assessment scan N/A 5 10 Performance Measures  Goal 2 To model fiscal responsibility and quality commitment. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Centers of Excellence identified N/A 2 5 Total percentage of Tier 1 agencies "scanned" to identify statewide assets N/A 10 20 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average number of state entities utilizing new statewide collaboration platform N/A 10 25 Percentage of statewide projects leveraging Project Management resources from other agencies N/A 1 5 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Enterprise Infrastructure and Communications subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percentage of time primary components of Network are available and accessible N/A N/A 99 Customer satisfaction with support for new or upgraded telecommunications N/A N/A 5.5 Arizona Department of Administration FY 2013 Request 2,738.1 FY 2012 Estimate Performance Measures FY 2012 Estimate Other Appropriated Funds FY 2011 Actual  Goal 2 FY 2011 Actual General Funds To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Enterprise Infrastructure and Communications subprogram. Performance Measures The Arizona Statewide Strategic Plan for fiscal year 2012 is built upon the Governor’s four cornerstones and expands on them with the themes of reducing unnecessary expenditures through comprehensive IT reform, increasing transparency, and protecting the security and privacy information of our state’s citizens. The plan outlines three major goals and their supporting objectives. Funding and FTE Summary: (Thousands) FY 2013 Request 1,624.4 Other Appropriated Funds Description:  Goal 3 To mature the IT community. Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 13 Return to Table of Contents Program Summary ADA 8.0 Program Summary ADA 9.0 RISK MANAGEMENT GENERAL SERVICES DIVISION Raymond DiCiccio, Risk Manager Bill Hernandez, Assistant Director Phone: (602) 542-1791 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. Description: 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. 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). 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. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 71,138.3 90,321.8 91,867.8 872.7 2,326.1 2,225.1 Program Total 72,011.0 92,647.9 94,092.9 FTE Positions 88.0 88.0 88.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with handling of property and liability claims N/A 5.5 5.5 Customer satisfaction with selfinsurance N/A 5.5 5.5 Customer satisfaction with loss prevention N/A 5.5 5.5 Customer satisfaction with Workers' Compensation N/A 5.5 5.5  Goal 2 4 4 4 4 4 Building, Planning, and FOAM Construction Services Other Support Services Surplus Property Motor Pool Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 4,802.4 4,069.1 2,037.9 Other Appropriated Funds 27,164.7 31,336.2 33,724.8 Other Non Appropriated Funds 19,273.3 19,430.2 15,119.4 Program Total 51,240.5 54,835.5 50,882.1 FTE Positions 144.8 140.3 140.3 To aggressively pursue innovative solutions and/or opportunities in the Risk Management program. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.7 5.0 5.0 Total dollar losses of property and liability claims (in millions) 32.0 37.9 39.2 Total dollar losses of workers' compensation claims (in millions) 20.4 30.6 31.0 10 15 15 2,859 4,000 4,000 12.5 12.61 12.61 Performance Measures Statewide incident rate per 100 Full Time Equivalent (FTE) positions (accepted Risk Management claims) Number of liability settlements and judgments paid greater than $250,000 Number of general and liability claims opened Cost of risk per capita (dollars) Page 14 This Program Contains the following Subprograms: 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 Return to Table of Contents Performance Measures Subprogram Summary ADA 9.1 Number of preventative maintenance work orders to total maintenance requests (in thousands) BUILDING, PLANNING, AND FOAM FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2.5:7.5 3.0:8:0 3.0:8:0 Nola Barnes, General Manager Phone: (602) 542-1954 A.R.S. § 41-701 Mission: To provide facilities planning, construction, operation and maintenance services to preserve the State's facility assets to enable state agencies to effectively deliver services to the public. Description: 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). Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 4,014.8 625.7 625.7 Other Appropriated Funds 10,335.1 17,402.6 18,863.9 Other Non Appropriated Funds 12,863.6 12,969.2 13,216.1 Program Total 27,213.5 30,997.5 32,705.7 FTE Positions 80.6 85.6 85.6  Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Building, Planning, and FOAM subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with agency relocation process N/A 6.5 6.5 Customer satisfaction with tenant improvement process N/A 6.5 6.5 Customer satisfaction with review of office leases N/A 6.5 6.5 Customer satisfaction with building maintenance N/A 6.5 6.5 Customer satisfaction with heating and cooling maintenance N/A 6.5 6.5 Customer satisfaction with custodial services N/A 6.5 6.5 Customer satisfaction with landscaping/grounds maintenance N/A 6.5 6.5 Performance Measures  Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Building, Planning, and FOAM subprogram. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 88 90 90 100 100 100 Percentage of tenant improvement projects completed on date committed/agreed upon Percentage of HVAC and maintenance emergency work orders responded to within 24 hours Arizona Department of Administration Dollars (in thousands) are listed as requested by agencies. Page 15 Return to Table of Contents Subprogram Summary ADA 9.2 Subprogram Summary ADA 9.3 CONSTRUCTION SERVICES OTHER SUPPORT SERVICES Roger Berna, General Manager Bill Hernandez, Assistant Director Phone: (602) 542-6051 Phone: (602) 364-2872 A.R.S. §§ 41-791, 31-253 A.R.S. §§ 41-101.03, 41-701 Mission: Mission: To provide and assist the State of Arizona with construction administration on large capital improvement ($500,000 or larger), building renewal and Department of Corrections facilities projects. To provide effective and efficient support services to enable government agencies, state employees, and the Arizona Department of Administration to achieve their goals Description: Description: The Construction Services subprogram contracts and oversees design and construction of large Capital Improvement and Building Renewal Projects. This group also assists Building and Planning Services in the preparation of estimates and budgets for Capital Improvement and Building Renewal projects. This subprogram also assists the Department of Corrections and the Department of Juvenile Corrections in planning and budgeting new correctional facilities projects and then contracts and oversees their design and construction. The construction of facilities for the Department of Corrections uses inmate labor. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). The Other Support Services subprogram is responsible for four separate activities including internal ADOA accounting services (accounts receivable, accounts payable, 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 2011 Actual General Funds FY 2012 Estimate Funding and FTE Summary: (Thousands) FY 2013 Request FY 2011 Actual FY 2013 Request 0.0 0.0 0.0 787.6 3,443.4 1,412.2 800.0 852.9 852.9 Other Appropriated Funds 5,223.2 211.6 211.6 Other Non Appropriated Funds 4,823.4 4,966.7 409.0 Other Non Appropriated Funds 1,025.8 994.3 994.3 Program Total 5,623.4 5,819.6 1,261.9 Program Total 7,036.6 4,649.3 2,618.1 FTE Positions 8.1 8.6 8.6 FTE Positions 14.1 4.1 4.1 Other Appropriated Funds  Goal 1 To maintain the continuity of state government operations to ensure the safe and efficient delivery of government services in the Construction Services subprogram. Performance Measures Customer satisfaction with general construction projects  Goal 2 General Funds FY 2012 Estimate FY 2011 Actual FY 2012 Estimate FY 2013 Estimate N/A 6.5 6.5 Percentage of General Construction projects completed on schedule Percentage of unforeseen project budget growth resulting in the use of contingency funding FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 94.6 95 95 5.4 5.0 5.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with fixed assets accounting (internal) N/A 6.5 6.5 Customer satisfaction with financial and management reporting (internal) N/A 6.5 6.5 Customer satisfaction with the payment of vendors (internal) N/A 6.5 6.5 Percentage of standards met in accordance with Central Services Bureau service agreements 100 95 95 Customer satisfaction with Central Services Bureau N/A 7.0 7.0 Overall customer satisfaction with the State Boards Office N/A 7.3 7.3 Performance Measures To aggressively pursue innovative solutions and/or opportunities in the Construction Services subprogram. Performance Measures  Goal 1  Goal 2 To aggressively pursue innovative solutions and/or opportunities in the Other Support Services subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99.99 75 85 10.6 16 16 Percentage error rate of claims (Accounts Payable) .01 2.0 2.0 Number of days to process invoices in the State Boards Office 1.0 4.0 4.0 Percentage error rate of claims (State Boards Office) 1.0 8.0 5.0 Performance Measures Percentage of discounts taken (payment of vendors) Number of days to process invoices (Accounts Payable) Page 16 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Administration Return to Table of Contents Subprogram Summary ADA 9.4 Subprogram Summary ADA 9.5 SURPLUS PROPERTY MOTOR POOL Steve Perica, Administrator David Fruehwirth, Administrator Phone: (602) 542-0796 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 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 2,166.7 2,830.2 2,830.2 0.0 0.0 0.0 Program Total 2,166.7 2,830.2 2,830.2 FTE Positions 23.0 23.0 23.0 Other Appropriated Funds Other Non Appropriated Funds FY 2011 Actual General Funds FY 2011 Actual FY 2012 Estimate FY 2013 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 7.9 7.8 7.8 Customer satisfaction with Surplus Property N/A 6.5 6.5 FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 8,639.8 10,038.9 10,966.2 560.5 500.0 500.0 Program Total 9,200.3 10,538.9 11,466.2 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction with short-term (day use) vehicle rental N/A 6.5 6.5 Customer satisfaction with long-term vehicle use N/A 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 Funding and FTE Summary: (Thousands) Performance Measures General Funds  Goal 1 Description: The functions of the Fleet Management Program include providing dispatching for the taxi fleet; managing the procurement, assignment, and utilization of the entire fleet; managing the outsourcing of maintenance and repairs of the fleet; managing the record keeping for vehicles during their life in the fleet; providing a refueling site and car wash facilities; providing replacement vehicles for those meeting required criteria; and managing the disposition of replaced vehicles. (NOTE: Customer satisfaction measures, unless otherwise noted, are based on an annual survey using a scale of 1-8 with 8 being the best rating). Average percentage of taxi fleet utilization Average downtime of Fleet Management vehicles (percentage) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 68 85 85 2.7 3 3 To aggressively pursue innovative solutions and/or opportunities in the Surplus Property subprogram. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer requests picked up on date committed/agreed upon (1-8 scale). 7.9 7.7 7.8 Tons of paper recycled 664 700 700 86 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 Return to Table of Contents Performance Measures Agency Summary HGA 0.0 Percent of agency acceptance of contrary Office of Administrative Hearings decision OFFICE OF ADMINISTRATIVE HEARINGS Cliff J. Vanell, Director Percent of agency rejection of OAH decisions Phone: (602) 542-9853 Percent of cases reheard A.R.S. § 41-1092.01 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 is the main venue for administrative law hearings in Arizona. Administrative law judges are assigned, on a temporary or permanent basis, to preside over contested cases. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 905.1 811.1 14.5 14.5 14.5 945.1 936.3 936.3 Program Total 1,864.7 1,761.9 1,761.9 FTE Positions 26.0 26.0 26.0 Other Appropriated Funds Other Non Appropriated Funds 811.1 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.  Goal 1 To conduct hearings in a timely fashion. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average number of days from hearing request to hearing scheduling 1.41 1.41 1.41 Average number of days from hearing scheduling to first scheduled hearing 52.16 52.16 52.16 Average number of days from the first scheduled hearing to the conclusion of the hearing 11.31 11.31 11.31 Average number of days from the conclusion of the hearing to transmission of the decision to the agency 17.20 17.20 17.20 Average length of delay (in days) from first hearing date to conclusion of the case due to continuances 49.84 49.84 49.84 Average length of a single continuance [measured by first continuances only] (in days) 47.51 47.51 47.51 Performance Measures Cases docketed 4996 4996 4996 2246 2246 2246 New cases docketed to cases concluded 1:.99 1:.99 1:.99 0 0 0 53.59 53.59 53.59 Hearings conducted by contract administrative law judges Average days from request for hearing to first date of hearing  Goal 2 FY 2013 Estimate 87.37 87.37 87.37 1.24 1.24 1.24 .7 .7 .7 2.74 2.74 2.74 Percent of evaluations rating the administrative law judge excellent or good in attentiveness 96.60 96.60 96.60 Percent of evaluations rating the administrative law judge excellent or good in explaining the hearing process 97.15 97.15 97.15 Percent of evaluations rating the administrative law judge excellent or good in the use of clear and neutral language 96.76 96.76 96.76 Percent of evaluations rating the administrative law judge excellent or good in impartiality 94.95 94.95 94.95 Percent of evaluations rating the administrative law judge excellent or good in dealing with the issues of the case 94.63 94.63 94.63 Percent of evaluations rating the office excellent or good in sufficient space 96.04 96.04 96.04 Percent of evaluations rating the office excellent or good in providing freedom from distractions 96.91 96.91 96.91 Percent of evaluations rating the staff excellent or good in responding promptly and completely to questions 95.63 95.63 95.63 Percent of evaluations rating the staff excellent or good in courteous treatment 96.40 96.40 96.40  Goal 3 To serve the parties by providing at will access to information. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 32,909.80 32,909.80 32,909.80 Average number of individual domains accessing the website per week 850.33 850.33 850.33 Advertisements of website capability per month 1141.3 1141.3 1141.3 0 0 0 3,613.94 3,613.94 3,613.94 344.31 344.31 344.31 3.84 3.84 3.84 Performance Measures Average number of weekly requests to website Publication of new informational articles on internet site Average number of hits on articles on website per week Average number of text searches of administrative law judge decisions per week To increase client satisfaction in the hearing process. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of agency acceptance of findings of fact and conclusions of law (excluding recommended order) without modification 88.72 88.72 88.72 Percent of agency acceptance of findings of fact and conclusions of law (including recommended order) without modification 81.60 81.60 81.60 Percent of OAH decisions contrary to original agency position 7.77 7.77 7.77 Performance Measures Page 18 FY 2012 Estimate Percent of cases appealed to Superior Court Average number of weekly hits on information page to enter agency portal Number of hearings held FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. Office of Administrative Hearings Return to Table of Contents 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 regulates all aspects of agricultural production and processing in the State, educates industry to foster compliance with regulations, promotes the agricultural community, informs consumers, and protects public health and safety. The Department inspects food, and nonfood products, stray and diseased livestock, and areas subject to invasive plant species. Inspections may occur solely at the field or 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 2011 Actual FY 2012 Estimate 6,347.0 7,074.5 7,074.5 PRODUCT  NON-FOOD QUALITY ASSURANCE 821.4 836.9 836.9 2,574.5 2,600.4 2,600.4 5,053.3 4,230.2 4,230.2 140.1 174.2 174.2 816.4 766.7 766.7  ADMINISTRATIVE SERVICES 1,272.4 1,252.4 1,252.4 AGRICULTURAL  STATE LABORATORY 1,393.4 1,347.7 1,347.7  AGRICULTURAL CONSULTATION AND 2,845.2 2,688.2 2,688.2 4,239.6 3,766.0 3,766.0 DISEASE,  ANIMAL OWNERSHIP AND 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. WELFARE PROTECTION  PEST EXCLUSION AND MANAGEMENT PLANT AND  NATIVE CULTURAL RESOURCES PROTECTION PESTICIDE COMPLIANCE  AND WORKER SAFETY 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 TRAINING  COMMODITY DEVELOPMENT AND Funding and FTE Summary: (Thousands) 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 the industry best practices 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, 244 Department employees, 4 outlying Department offices, 20 outlying animal health and welfare field staff, as well as the thousands of citizen-clients found throughout the State. Outdated technology cannot perform this function with the efficiency and security that those being supported require. Regular technology Issue 5 PROMOTION Agency Total: 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 Issue 3 FY 2013 Request SAFETY AND  FOOD QUALITY ASSURANCE 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. 25,503.3 FY 2011 Actual 24,737.2 FY 2012 Estimate 24,737.2 FY 2013 Request General Funds 8,391.7 7,909.4 Other Appropriated Funds 2,450.6 2,851.3 7,909.4 2,851.3 Other Non Appropriated Funds 14,661.0 13,976.5 13,976.5 Program Total 25,503.3 24,737.2 24,737.2 FTE Positions 361.4 345.6 345.6 Strategic Issues: The safety and security of our food supply at every level of the food chain is critical to public health as well as economic stability. The September 11, 2001 attacks revealed the crucial role the Department plays in homeland security as the State Agency that is responsible for Issue 1 Arizona Department of Agriculture Dollars (in thousands) are listed as requested by agencies. Page 19 Return to Table of Contents 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 Animal Products Food Safety and Quality Inspection 4 Fresh Produce Standardization and Inspection Funding and FTE Summary: (Thousands) Page 20 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 1,155.8 1,367.1 1,367.1 Other Appropriated Funds 1,150.4 1,377.0 1,377.0 Other Non Appropriated Funds 4,040.8 4,330.4 4,330.4 Program Total 6,347.0 7,074.5 7,074.5 FTE Positions 125.7 110.7 110.7 Dollars (in thousands) are listed as requested by agencies. Arizona Department of Agriculture Return to Table of Contents Subprogram Summary AHA 1.1 Subprogram Summary AHA 1.2 ANIMAL PRODUCTS FOOD SAFETY AND QUALITY INSPECTION Dart Easterday, Administrator FRESH PRODUCE STANDARDIZATION AND INSPECTION Ed Foster, Assistant Director Phone: (602) 542-0884 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 1,155.8 1,367.1 1,367.1 Other Appropriated Funds 795.6 896.6 896.6 Other Non Appropriated Funds 520.1 556.1 556.1 Program Total 2,471.5 2,819.8 2,819.8 FTE Positions 37.4 37.4 37.4  Goal 1 To maintain an effective regulatory system of animal food product inspections. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 197,060 200,000 200,000 0 0 0 588 600 600 Total number of wholesale and retail egg inspections 1,069 1,600 1,600 Total number of individual shell eggs inspected under State inspection 293,926 400,000 400,000 Number of egg dozens retained by inspectors for non-compliance with State standards 138,593 200,000 200,000 Number of documented food-borne bacteria outbreaks linked to eggs or egg products sold within Arizona 0 0 0 Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected processing or slaughter plants 0 Performance Measures Number of pounds of fluid milk removed from sale by inspectors due to non-compliance with regulations Description: This subprogram inspects the quality of fresh produce in accordance with standards established by the United States Department of Agriculture (USDA) and provides food safety audits under the Arizona Leafy Green Products Shipper Marketing Agreement (AZ LGMA). 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). Inspections encompass several areas, including quality, maturity, processing, labeling, storage, handling, and refrigeration of products. 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. Food Safety Audits consist of an official review conducted by an auditor to verify and document that the best practices are adhered to and includes a physical visit to the farm or facility subject to audit while it is in operation, where practicable. An audit represents a "snapshot in time" based on documentation review, persons interviewed, and operations observed and is intended to reflect past and ongoing activities. The Standardization Inspection Program has moved toward a food safety program versus a produce quality program. The Standardization Program statutes and rules, which include licensing and labeling requirements, will remain in place to ensure industry uniformity. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds Number of documented food-borne bacteria outbreaks linked to Arizona state-inspected dairy facilities Total number of dairy-related inspections 0.0 0.0 0.0 480.4 480.4 Other Non Appropriated Funds 3,520.7 3,774.3 3,774.3 Program Total 3,875.5 4,254.7 4,254.7 FTE Positions 88.3 73.3 73.3 Number of federal-state inspections Number of cartons shipped by industry (in millions) Number of federal-state and citrus, fruit, and vegetable produce inspections Number of state meat and poultry facilities 82 82 82 Percent of meat and poultry product tests in compliance with bacteria, drug and chemical residue requirements 99 99 99 Arizona Department of Agriculture To maintain an effective system of fresh produce inspections and field monitoring activities. Performance Measures 0 FY 2013 Request 354.8 Other Appropriated Funds  Goal 1 0 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 22,674 29,000 29,000 95.1 90 90 22,674 29,000 29,000 Page 21 Return to Table of Contents 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 Dr. John W. Hunt, DVM, Associate Director Phone: (602) 542-3575 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 803.9 813.2 813.2 17.5 23.7 23.7 Program Total 821.4 836.9 836.9 FTE Positions 9.5 9.5 9.5 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Total number of all ESD applications received  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 30,496 30,000 30,000 FY 2012 Estimate FY 2013 Estimate Total number of regulatory actions taken 193 200 200 Total number of inspections conducted 111 175 175 Number of feed, fertilizer, pesticide and seed labels inspected in the market place 2,964 3,000 3,000 Number of feed, fertilizer, pesticide and seed samples collected 185 200 200 Number of samples found deficient through laboratory analysis 37 40 40 Performance Measures Page 22 FY 2012 Estimate FY 2013 Request 1,913.2 1,832.8 1,832.8 Other Appropriated Funds 127.0 179.2 179.2 Other Non Appropriated Funds 534.3 588.4 588.4 Program Total 2,574.5 2,600.4 2,600.4 FTE Positions 43.6 43.6 43.6 To maintain an effective system of livestock disease surveillance through timely inspections and investigations. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of custom exempt and home processing inspections 1,402 1,500 1,500 Number of strays - animal at large investigations 1,258 1,400 1,400 Number of animal care investigations 1,570 1,600 1,600 55 50 50 Number of livestock movement inspections (range cattle form 1) 10,250 10,000 10,000 Number of self inspection certificates issued 22,790 26,000 26,000 Performance Measures Number of theft investigations To protect the interests of consumers by removing substandard non-food products from the market place. FY 2011 Actual FY 2011 Actual General Funds  Goal 1 To provide accurate and timely licensing and registration services to customers as the first step to gaining compliance. Performance Measures Funding and FTE Summary: (Thousands)  Goal 2 To maintain an effective system of livestock and commercial fish disease surveillance and response. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of quarantine sites in Arizona for all diseased livestock and fish 4 3 3 Number of cases of secondary spread from quarantine sites of diseased livestock and fish 0 0 0 Number of cases of equine infectious anemia 0 1 1 Free Free Free Performance Measures 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 Return to Table of Contents Performance Measures Program Summary AHA 4.0 Number of federal phytosanitary certificates written PEST EXCLUSION AND MANAGEMENT FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,028 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 2,906.7 2,413.6 100.0 125.5 125.5 Other Non Appropriated Funds 2,046.6 1,691.1 1,691.1 Program Total 5,053.3 4,230.2 4,230.2 FTE Positions 96.2 96.2 96.2 Other Appropriated Funds  Goal 1 To manage existing pests and prevent the reintroduction of eradicated pests in Arizona. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 9,927 10,000 10,000 440 500 500 9 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 2,413.6 To exclude and prevent the establishment of hazardous pests in Arizona. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 14 14 14 USDA rating on Federal pest status of the Fruit Fly in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of the Gypsy Moth in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of the Red Imported Fire Ant in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of Khapra beetle in Arizona Pest-free Pest-free Pest-free USDA rating on Federal pest status of Japanese beetle in Arizona Pest-free Pest-free Pest-free Performance Measures Number of weed management areas established in cooperation with governmental and private entities  Goal 3 To serve our customers in an accurate and efficient manner. Performance Measures FY 2011 Actual Arizona Department of Agriculture FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 23 Return to Table of Contents Program Summary AHA 5.0 Program Summary AHA 6.0 NATIVE PLANT AND CULTURAL RESOURCES PROTECTION Jack Peterson, Associate Director PESTICIDE COMPLIANCE AND WORKER SAFETY Jack Peterson, Associate Director Phone: (602) 542-3575 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: 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 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request Funding and FTE Summary: (Thousands) 0.0 0.0 0.0 120.2 90.0 90.0 General Funds 19.9 84.2 84.2 Other Appropriated Funds Program Total 140.1 174.2 174.2 FTE Positions 2.0 2.0 2.0  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 55 25 25 Number of civil referrals received 5 10 10 Number of investigations opened 33 30 30 Percent of investigations completed 48 75 75 Number of native plant cases with successful compliance 10 20 20 Performance Measures Number of criminal referrals received Description: FY 2011 Actual FY 2013 Request 120.5 125.0 0.0 113.0 113.0 Other Non Appropriated Funds 695.9 528.7 528.7 Program Total 816.4 766.7 766.7 FTE Positions 11.2 11.2 11.2  Goal 1 Performance Measures Number of worker safety issues addressed during inspections Number of worker safety issues identified as being out of compliance  Goal 2 125.0 To ensure safety of pesticide workers and handlers. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,940 2,950 2,950 373 370 367 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 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 160 160 160 29 28 27 Arizona Department of Agriculture Return to Table of Contents Program Summary AHA 7.0 Program Summary AHA 8.0 ADMINISTRATIVE SERVICES STATE AGRICULTURAL LABORATORY Donald Butler, Director Doug Marsh, Assistant Director Phone: (602) 542-0990 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 1,084.9 1,007.4 1,007.4 0.0 0.0 0.0 187.5 245.0 245.0 Program Total 1,272.4 1,252.4 1,252.4 FTE Positions 12.7 12.9 12.9 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Performance Measures FY 2012 Estimate FY 2013 Estimate 100 100 100 99.4 100 100 8 15 15 5.1 5 5 96.78 97 98 Percent of employee travel claims correctly processed within ten days Percent of vendor invoices paid within 30 days Percent of agency staff turnover Administration as a percent of total cost Percent of industry stakeholders rating the Department's quality of communications excellent or good  Goal 2 Funding and FTE Summary: (Thousands) To provide accurate and timely support services. FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99.85 99.99 99.99 66.6 66.6 66.6 0 20 30 99.3 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 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 979.4 929.7 929.7 Other Appropriated Funds 149.1 153.4 153.4 Other Non Appropriated Funds 264.9 264.6 264.6 Program Total 1,393.4 1,347.7 1,347.7 FTE Positions 19.5 19.5 19.5  Goal 1 To minimize the effect of staff reduction and lack of equipment funding on the overall customer satisfaction rating. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of customer satisfaction rating regarding the lab's "timely delivery of service" 83 75 70 Percent of overall customer satisfaction rating for laboratory services 94 90 85 Performance Measures To improve information technology communications and customer service. Performance Measures 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. Dollars (in thousands) are listed as requested by agencies. Page 25 Return to Table of Contents Agricultural Marketing Service as authorized by the Specialty Crops Competitiveness Act of 2004. Program Summary AHA 9.0 FY 2011 Actual FY 2012 Estimate 130 100 0 59 55 0 Amount of grant funds disbursed (in millions of dollars) 2.18 3.59 3.56 Amount of grant funds disbursed as Match to NRCS agreements (in millions of dollars) 0.4 1.97 0.4 Performance Measures AGRICULTURAL CONSULTATION AND TRAINING Brett Cameron, Assistant Director Number of grant applications Phone: (602) 542-0984 Number of grants awarded A.R.S. §§ 3-101 et seq. Mission: FY 2013 Estimate To guide the agricultural community in a non-enforcement posture on regulatory matters administered by the Arizona Department of Agriculture. Description: The Agricultural Consultation and Training Program is an innovative compliance assistance program that guides the agricultural community in a non-enforcement posture on regulatory matters, and administers the Livestock and Crop Conservation and Specialty Crop Block Grant Programs. Through requested on-site visits (OSV), program staff provides nonregulatory advice to the agricultural community on how to comply with State statutes, regulations, policies, and federal mandates that the Arizona Department of Agriculture is responsible for directly administering or indirectly administering through contractual agreements. No regulatory actions may be taken as a result of the OSV, except in cases of imminent danger. This program was first established in FY 1995. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 231.2 233.8 0.0 0.0 0.0 Other Non Appropriated Funds 2,614.0 2,454.4 2,454.4 Program Total 2,845.2 2,688.2 2,688.2 FTE Positions 6.5 6.0 6.0 Other Appropriated Funds  Goal 1 233.8 To foster voluntary compliance with agricultural laws and regulations. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 848 850 900 Number of compliance issues needing correction or clarification 60 65 65 Number of on-site visits or individual consultations 224 265 350 Number of pesticide resources, materials, or contacts provided upon request. 269 250 250 62 78 90 Number of individuals who received pesticide safety training in English 207 425 425 Number of individuals who received pesticide safety training in Spanish 262 425 435 Number of outreach and education seminars and workshops (including Train-the-Trainer Workshops) 66 56 58 Number of outreach and education seminar and workshop participants (including Train-the-Trainer Workshops) 4,465 3,900 3,780 84 72 77 21,917 21,500 21,500 28 30 35 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 26 35 40 13,202 21,000 21,000 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 Return to Table of Contents 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: 33.5 of the FTE positions shown in this program reflect employees of the Arizona Cotton Research and Protection Council. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 4,239.6 3,766.0 3,766.0 Program Total 4,239.6 3,766.0 3,766.0 FTE Positions 34.5 34.0 34.0  Goal 1 0.0 To provide documentation authenticating that a commodity is generally and freely sold in domestic channels of trade. Performance Measures FY 2011 Actual Number of free sale certificates issued Number of products under free sale Arizona Department of Agriculture FY 2012 Estimate FY 2013 Estimate 58 75 75 3,177 3,000 3,000 Dollars (in thousands) are listed as requested by agencies. Page 27 Return to Table of Contents 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 July 1, 2011 17,642 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. 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. ($ Thousands) Agency Summary: FY 2011 Actual Program  ADMINISTRATION  AZ LONG TERM CARE 110,168.6 FY 2013 Request 139,096.6 147,018.8 2,205,922.3 2,219,720.3 2,227,335.0 4,710,411.5 4,931,739.3 4,716,258.5 2,752,735.0 1,066,125.6 1,771,478.2 SYSTEM (ALTCS)  ACUTE CARE  PROPOSITION 204 SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT  HEALTHCARE GROUP  CHILDREN'S HEALTH 37,778.4 32,834.7 29,909.4 55,234.8 38,287.8 27,618.8 32,958.7 33,027.1 34,218.2 9,905,209.3 8,460,831.4 8,953,836.9 INSURANCE (CHIP)  DIRECT SERVICE CLAIMING (DSC) AHCCCS oversees three main programs: 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. 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 Page 28 FY 2012 Estimate Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 1,301,689.2 1,363,735.0 118,580.2 114,467.0 157,047.3 Other Non Appropriated Funds 8,484,939.9 6,982,629.4 7,339,418.2 Program Total 9,905,209.3 8,460,831.4 8,953,836.9 FTE Positions 2,987.9 2,969.9 3,006.0 Other Appropriated Funds 1,457,371.4 Strategic Issues: AHCCCS must manage the delivery of quality health care services within an environment shaped by budget and regulatory constraints. To accomplish this goal, AHCCCS plans to: Issue 1 • Continue efforts toward sustainable and manageable provider rate structures through periodic review and adjustment of Fee-For-Service (FFS) rates • Maintain an actuarially sound annual average capitation rate (per member per month) that meets budgetary expectations • Continue to explore cost-effective purchasing options for selected Medicaid services • When cost-effective, pursue non-State funding sources • Enhance Medical Management Team structure in order to support the effective analyses and use of utilization data for purposes of identifying and acting upon opportunities for the Agency and/or Contractors to improve quality of care, improve access to care, and reduce costs of care • Pursue integration and alignment efforts for certain frail populations and purposes of innovation including: Health care reform and care coordination System Integration Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System Return to Table of Contents Payment Reform Program Integrity HIT • Maintain 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) • Develop systematic review of current claims/encounter edits Issue 2 AHCCCS must pursue continuous quality improvement Program Summary HCA 1.0 ADMINISTRATION Thomas J. Betlach, Director Phone: (602) 417-4711 A.R.S. Title 36; Title XIX, SSA Mission: To accomplish this goal, AHCCCS plans to: To provide comprehensive, quality health care for those in need. • 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 • Track quality assurance management and improvement processes through GPRA measures and AIHP claims data in IHS acilities, tribal health programs operated under P.L. 93-638, and Indian health programs for health outcomes trends over time The Administration contracts with health plans and program contractors that agree to accept a capitated monthly payment for the cost of providing medical care to enrolled members. Responsibilities of Administration that relate to health plans and program contractors include rate negotiations, financial and operational oversight of health plans and program contractors, and quality of care assessments. The Administration also manages a feefor-service payment system that covers medical bills for IHS enrolled members and emergency services for qualified aliens. 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 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 • Maintain compliance with Medicaid Information Technology Architecture (MITA) principles as they relate to new implementations and enhancements AHCCCS must maintain core organizational capacity 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 timely information on the AHCCCS website • Manage relationships with partnering organizations, including the Centers for Medicare and Medicaid (CMS), Arizona Department of Education (ADE), Arizona Department of Health Services (ADHS), and Arizona Department of Economic Security (ADES), and Hawaii Medicaid • Continue to manage workforce environment, promoting aactivities that support employee engagement and retention, and address potential gaps in the organization's knowledge base due to retirements and other staff departures. • 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 Description: 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 2011 Actual FY 2012 Estimate FY 2013 Request 46,577.1 52,312.6 0.0 114.5 270.0 63,591.5 86,669.5 91,560.3 Program Total 110,168.6 139,096.6 147,018.8 FTE Positions 2,035.7 2,027.7 2,050.6 Other Appropriated Funds Other Non Appropriated Funds Dollars (in thousands) are listed as requested by agencies. 55,188.5 Page 29 Return to Table of Contents ensure compliance with federal and state legal requirements and changes in policy. Subprogram Summary HCA 1.1 Performance Measures CENTRAL ADMINISTRATION Percent of timely submissions and approval of rule packages Thomas J. Betlach, Director Phone: (602) 417-4711 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. Percent of time the PMMIS is available to our users FY 2011 Actual General Funds FY 2012 Estimate 10,989.4 0.0 114.5 270.0 Other Non Appropriated Funds 22,168.3 28,526.8 29,660.8 Program Total 32,210.4 39,630.7 42,179.2 FTE Positions 278.4 270.4 281.3  Goal 1 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 2013 Estimate 98 90 90 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 99.0 99.0 Performance Measures Percent of administrative invoices paid within 30 days Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97.4 97.0 97.0 97.0 97.0 Refers to administrative invoices Percent of total programmatic payments completed electronically 98.3 To administer an effective and efficient informal grievance process. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0.2 1.0 0.5 12,248.4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 14.6 13.4 15.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1/8.80 1/7.77 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 2012 Estimate To ensure and maintain the integrity of the AHCCCS program through timely audits and investigations of reports of fraud and abuse. Performance Measures  Goal 3 FY 2011 Actual 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 2013 Request 10,042.1 Other Appropriated Funds 100 To administer a streamlined claims processing system, including the integration of an electronic format for provider claims submission, inquiry, payment, and remittance. Percent of enrollees filing a grievance Funding and FTE Summary: (Thousands) 100 To develop, maintain, and enhance computerized PMMIS application systems as dictated by cost efficiencies and agency needs. Performance Measures  Goal 8 FY 2013 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 2012 Estimate Seven packages submitted and approved in FY 2011 Performance Measures  Goal 6 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 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 Return to Table of Contents Subprogram Summary HCA 1.2 Subprogram Summary HCA 1.3 PASS-THRU TO OTHER STATE AGENCIES OFFICE OF MANAGED CARE Thomas J. Betlach, Director Kari Price, Assistant Director Phone: (602) 417-4711 Phone: (602) 417-4625 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 Other Appropriated Funds FY 2011 Actual 23,087.5 FY 2012 Estimate 26,649.2 Funding and FTE Summary: (Thousands) General Funds 0.0 0.0 0.0 Other Non Appropriated Funds 23,849.1 34,056.1 37,502.0 Program Total 46,936.6 60,705.3 65,457.2 FTE Positions 995.9 995.9 995.9 FY 2013 Request 2,170.9 0.0 0.0 0.0 Other Non Appropriated Funds 2,303.8 3,163.5 3,163.5 Program Total 4,290.8 5,334.4 5,334.4 FTE Positions 75.3 75.3 75.3  Goal 1 Percent of acute and ALTCS health plan operational and financial reviews completed on time Percent of financial viability issues detected prior to an impact on contract. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 64 100 100 100 100 100 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: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 4.5 4.5 Revised measure as percent Member satisfaction: percent of choice exercised in moving from current health plan  Goal 3 2,170.9 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. Performance Measures  Goal 2 1.5 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 Explanation: Arizona Health Care Cost Containment System FY 2012 Estimate 1,987.0 Other Appropriated Funds FY 2013 Request 27,955.2 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5.1 4.5 4.5 Benefit changes, population freezes, etc. may reduce encounters pmpm Page 31 Return to Table of Contents Performance Measures Omission error percent Explanation: Correctness error percent Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 16.6 11.9 11.9 Weighted total omission and correctness rate source: FFY in which Data Validation Study completed. 23.9 20.0 Subprogram Summary HCA 1.4 16.0 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. Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 1,030.3 1,125.6 0.0 0.0 0.0 Other Non Appropriated Funds 2,097.0 2,879.5 2,879.5 Program Total 3,127.3 4,005.1 4,005.1 FTE Positions 83.8 83.8 83.8 Other Appropriated Funds  Goal 1 1,125.6 To streamline claims processing Performance Measures Percent of Fee-For-Service claims adjudicated within 30 days Page 32 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97.8 97.0 97.0 Arizona Health Care Cost Containment System Return to Table of Contents Subprogram Summary HCA 1.5 Subprogram Summary HCA 1.6 ADVISORY COUNCIL ON INDIAN HEALTH CARE (PASS-THROUGH) Fred Hubbard, Executive Director DIVISION OF MEMBER SERVICES Melanie Norton, Assistant Director Phone: (602) 374-2575 Phone: (602) 417-4511 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: 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. 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. Ongoing strategic planning efforts are designed to address and measure these objectives. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 104.9 104.9 0.0 0.0 0.0 Other Non Appropriated Funds 109.2 104.9 104.9 Program Total 221.6 209.8 209.8 FTE Positions 2.0 2.0 2.0  Goal 1 Funding and FTE Summary: (Thousands) Performance Measures Advisory Council On Indian Health Care (ACOIHC): Number of meetings annually FY 2012 Estimate FY 2013 Estimate 9 6 6 FY 2011 Actual General Funds FY 2013 Request 11,272.6 0.0 0.0 0.0 Other Non Appropriated Funds 13,064.1 17,938.7 18,249.6 Program Total 23,381.9 29,211.3 29,833.1 FTE Positions 600.3 600.3 612.3  Goal 1 11,583.5 To administer eligibility processes in a timely manner for ALTCS, KidsCare, BCC, FTW, SSI-MAO, and three Medicare Cost Sharing programs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of applications processed on time 84 97 97 Percent of financial redeterminations processed on time 43 80 80 Performance Measures Explanation:  Goal 2 Reduction in staff; Increased applications; renewals are lower priority To determine eligibility in an accurate manner. Performance Measures Percent of ALTCS eligibility accuracy as measured by quality control sample  Goal 3 Member File Integrity System: percent of timely reconciliation of AHCCCS data with other governmental data bases  Goal 4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97 97 97 To ensure that member information in the recipient data base is accurate and updated in a timely manner. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 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 FY 2012 Estimate 10,317.8 Other Appropriated Funds To facilitate communications, planning, and discussion regarding operations, financing, policy, and legislation relating to Indian health care among tribes, the state, and federal agencies. FY 2011 Actual 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. FY 2013 Request 112.4 Other Appropriated Funds Description: Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Page 33 Return to Table of Contents Percent accuracy of Communications Center for eligibility and enrollment verifications as measured by internal quality assurance.  Goal 5 95 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 3 3 3 23.14 15.75 15.75 Jami Snyder, Administrator Phone: (602) 417-4614 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 2012 Estimate FY 2013 Request 139,302.3 172,917.0 1,804.5 1,468.8 6,093.9 Other Non Appropriated Funds 2,064,815.5 2,045,334.5 2,048,052.6 Program Total 2,205,922.3 2,219,720.3 2,227,335.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds  Goal 1 173,188.5 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 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 51,224 53,072 54,934 72.4 72.0 73.0 Arizona Health Care Cost Containment System Return to Table of Contents HCA 3.0 Program Summary Subprogram Summary HCA 3.1 ACUTE CARE 1931(B) ELIGIBILITY FAMILY ASSISTANCE Shelli Silver, Assistant Director Melanie Norton, Assistant Director Phone: (602) 417-4647 Phone: (602) 417-4511 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 4 1931(b) Eligibility Family Assistance Supplemental Security Income SOBRA Women Funding and FTE Summary: (Thousands) SOBRA Children General Funds Federal Emergency Services Other Appropriated Funds Medicare Premiums Disproportionate Share Payments Family Planning Services Adoption Subsidy/foster Care General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 729,332.4 981,126.9 954,763.4 49,094.0 48,821.5 75,848.4 Other Non Appropriated Funds 3,931,985.1 3,901,790.9 3,685,646.7 Program Total 4,710,411.5 4,931,739.3 4,716,258.5 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Arizona Health Care Cost Containment System FY 2013 Request 346,649.3 19,666.9 19,557.9 30,384.8 Other Non Appropriated Funds 1,357,486.9 1,399,864.0 1,293,140.9 Program Total 1,647,401.5 1,766,071.2 1,657,275.5 FTE Positions 0.0 0.0 0.0 Children's Rehabilitative Services Funding and FTE Summary: (Thousands) FY 2012 Estimate 270,247.7  Goal 1 Graduate Medical Education FY 2011 Actual 333,749.8 To ensure the management and delivery of quality acute care services to AHCCCS 1931(b) eligibles. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1931 (b) Eligibility Family Assistance monthly enrollment 410,353 440,998 454,483 Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment 63.4 62.0 64.0 Performance Measures Explanation: Dollars (in thousands) are listed as requested by agencies. The current HEDIS national mean for Medicaid managed care plans is 45%, so AHCCCS is performing well above the comparable national average. Page 35 Return to Table of Contents Subprogram Summary HCA 3.2 Subprogram Summary HCA 3.3 SUPPLEMENTAL SECURITY INCOME SOBRA WOMEN Melanie Norton, Assistant Director Melanie Norton, Assistant Director Phone: (602) 417-4511 Phone: (602) 417-4511 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: 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. 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 2011 Actual FY 2012 Estimate FY 2013 Request 172,631.7 221,436.3 213,196.2 12,563.1 12,493.3 19,409.5 867,150.1 894,220.0 826,046.3 Program Total 1,052,344.9 1,128,149.6 1,058,652.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Supplemental Security Income monthly enrollment Page 36 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 116,195 124,593 129,519 Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 37,314.1 47,863.1 2,715.5 2,700.4 4,195.3 Other Non Appropriated Funds 187,433.2 193,284.3 178,548.7 Program Total 227,462.8 243,847.8 228,826.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds  Goal 1 46,082.0 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 Description: Percent of women receiving cervical screening within a three year period Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 60.9 58.0 55.0 Arizona Health Care Cost Containment System Return to Table of Contents Subprogram Summary HCA 3.4 Subprogram Summary HCA 3.5 SOBRA CHILDREN FEDERAL EMERGENCY SERVICES Melanie Norton, Assistant Director Jennifer H. Amen MD, MPH, Assistant Director Phone: (602) 417-4635 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 194,416.6 249,380.0 14,148.5 14,069.9 21,858.8 976,578.2 1,007,064.2 930,287.5 Program Total 1,185,143.3 1,270,514.1 1,192,246.4 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 240,100.1 Funding and FTE Summary: (Thousands) SOBRA children monthly enrollment Percent of well child visits in the first 15 months of life - Early Periodic Screening, Diagnosis and Treatment FY 2011 Actual General Funds To ensure the management and delivery of quality acute care services to AHCCCS SOBRA-eligible children. Performance Measures Description: The Federal Emergency Services Program (FES) is available to individuals who, except for their citizenship/alien status, meet Federal Title XIX eligibility requirements. The program provides emergency services to two general categories: (1) persons not qualifying for full Medicaid services, because they are qualified aliens who entered the country on or after August 22, 1996, but are not yet entitled to full services; and (2) illegal immigrants. This program covers only emergency services, including labor and delivery. As of July 1, 1997, prenatal care is no longer covered. Eligibility for FES for pregnant women, children, or families with children under age 18 years is determined by the Department of Economic Security. Eligibility for individuals who are age 65 or older, blind, or disabled is determined by AHCCCS. The length of eligibility will normally be six months, except for pregnant women who are eligible through their pregnancy, and FES-eligible members in an active AHCCCS household with members eligible for full services. FES eligibility may be determined by either DES or AHCCCS. Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 26,214.6 31,359.3 0.0 0.0 30,927.6 0.0 74,847.9 63,413.0 63,652.5 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Program Total 101,062.5 94,772.3 94,580.1 334,673 344,702 355,165 FTE Positions 0.0 0.0 0.0 63.4 64.0 65.0  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 47,109 48,998 50,963 Page 37 Return to Table of Contents Subprogram Summary HCA 3.6 Subprogram Summary HCA 3.7 MEDICARE PREMIUMS DISPROPORTIONATE SHARE PAYMENTS Melanie Norton, Assistant Director Shelli Silver, Assistant Director Phone: (602) 417-4511 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: 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. 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. Description: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 3,114.7 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 74,739.3 88,369.8 114,188.7 Program Total 74,739.3 91,484.5 117,375.2 FTE Positions 0.0 0.0 0.0  Goal 1 3,186.5 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 AHCCCS determines eligibility for all Medicare cost-sharing programs. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 28,448.6 44,847.9 0.0 0.0 0.0 97,703.3 90,291.4 93,902.8 Program Total 126,151.9 135,139.3 132,990.5 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 39,087.7 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 35,876 38,971 41,712 Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System Return to Table of Contents Subprogram Summary HCA 3.8 Subprogram Summary HCA 3.9 FAMILY PLANNING SERVICES ADOPTION SUBSIDY/FOSTER CARE Melanie Norton, Assistant Director Melanie Norton, Assistant Director Phone: (602) 417-4511 Phone: (602) 417-4511 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: 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. 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 2011 Actual FY 2012 Estimate 59.1 Other Appropriated Funds 65.7 FY 2013 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 531.9 590.9 710.5 Program Total 591.0 656.6 765.7 FTE Positions 0.0 0.0 0.0 Description:  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 3,899 4,437 5,067 Arizona Health Care Cost Containment System Monthly Enrollment Figure Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 Not identifiable Page 39 Return to Table of Contents Subprogram Summary HCA 3.10 Subprogram Summary HCA 3.11 GRADUATE MEDICAL EDUCATION CHILDREN'S REHABILITATIVE SERVICES Shelli Silver, Assistant Director , Phone: (602) 417-4647 Phone: A.R.S. § 36-2903.01 A.R.S. § 36-263 Mission: To reimburse hospitals for direct and indirect costs of graduate medical education programs. Description: In FY 1998, AHCCCS established a separate Graduate Medical Education program to reimburse direct costs to hospitals with graduate medical education (GME) programs. In 2007, the Legislature amended state law to permit limited reimbursement of indirect GME costs, as well as the authority for local, county, and tribal governments to provide monies for additional state-matching funds. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 176,754.1 90,977.3 90,977.3 Program Total 176,754.1 90,977.3 90,977.3 FTE Positions 0.0 0.0 0.0  Goal 1 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 36,410.6 Other Appropriated Funds 0.0 0.0 48,378.3 0.0 Other Non Appropriated Funds 118,760.2 73,716.0 94,191.5 Program Total 118,760.2 110,126.6 142,569.8 FTE Positions 0.0 0.0 0.0 To help support Graduate Medical Education (GME) through direct cost reimbursements. Performance Measures Percent of timely payments made to hospitals with GME programs Page 40 Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 Dollars (in thousands) are listed as requested by agencies. Arizona Health Care Cost Containment System Return to Table of Contents Program Summary HCA 4.0 Program Summary HCA 5.0 PROPOSITION 204 - SENATOR ANDREW NICHOLS COMPREHENSIVE HEALTH INSURANCE COVERAGE ACT Melanie Norton, Assistant Director Kevin Nolan, Deputy Director Phone: (602) 417-4511 A.R.S. § 36-2912 HEALTHCARE GROUP Phone: (602) 417-6763 A.R.S. Title 36, Title XIX, SSA Mission: Mission: To expand Medicaid coverage for persons with income at or below 100% of the Federal Poverty Level, per a voter mandate. 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. Description: 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. 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. 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 Actual FY 2012 Estimate 149,361.9 22,248.3 30,389.5 50,940.1 Other Non Appropriated Funds 2,355,458.5 886,374.2 1,452,203.3 Program Total 2,752,735.0 1,066,125.6 1,771,478.2 FTE Positions 771.1 771.1 784.0  Goal 1 FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,773.7 3,496.3 2,260.9 Other Non Appropriated Funds 36,004.7 29,338.4 27,648.5 Program Total 37,778.4 32,834.7 29,909.4 FTE Positions 30.0 20.0 20.0 Other Appropriated Funds  Goal 1 To increase enrollment in the Healthcare Group program. Performance Measures Healthcare Group monthly enrollment FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 8,300 6,892 5,544 FY 2013 Request 375,028.2 Other Appropriated Funds Funding and FTE Summary: (Thousands) 268,334.8 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 394,275 302,783 261,403 Arizona Health Care Cost Containment System Dollars (in thousands) are listed as requested by agencies. Page 41 Return to Table of Contents Program Summary HCA 6.0 Program Summary HCA 7.0 CHILDREN'S HEALTH INSURANCE (CHIP) DIRECT SERVICE CLAIMING (DSC) Melanie Norton, Assistant Director Marc Leib, MD, Chief Medical Officer Phone: (602) 417-4635 Phone: (602) 417-4466 A.R.S. § 36-2982 34 CFR Part 300 Mission: Mission: To provide comprehensive quality health care to individuals eligible for the Children's Health Insurance Program (KidsCare). To fund specific medically-necessary Title XIX covered services furnished through public school special education programs with special needs children. Description: This Title XXI program (KidsCare) was implemented in November 1998, covering uninsured eligible children up to the age of 19 with a gross household income up to 200% of FPL. KidsCare eligibility was streamlined, with the benefit package remaining the same as the Title XIX services package. It is delivered through contracted AHCCCS health plans. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 11,449.2 8,016.6 5,896.2 Other Appropriated Funds 43,659.7 30,176.4 21,634.0 125.9 94.8 88.6 Program Total 55,234.8 38,287.8 27,618.8 FTE Positions 151.1 151.1 151.4 Other Non Appropriated Funds  Goal 1 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 18,464 12,602 11,213 90.0 90.0 91.0 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 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 32,958.7 33,027.1 34,218.2 Program Total 32,958.7 33,027.1 34,218.2 FTE Positions 0.0 0.0 0.0  Goal 1 0.0 To reduce the financial burden on schools providing mandated Medicaid services to special needs children by providing for matching federal funds through Direct Service Claiming. Performance Measures Number of participating Local Education Authorities (LEAs) Page 42 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 130 123 123 Arizona Health Care Cost Containment System Return to Table of Contents Performance Measures Agency Summary APA 0.0 BOARD OF APPRAISAL Dan Pietropaulo, Executive Director 25 25 25 10 10 10 130 130 130 10 10 10 A.R.S. §§ 32-3601 et seq. Articles 1-5 Average annual backlog of noncurrent cases  Goal 4 To promote quality real estate appraisal in Arizona that protects the health, safety, and welfare of the public. Description: Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 605.7 755.5 755.5 0.0 0.0 0.0 Program Total 605.7 755.5 755.5 FTE Positions 4.5 5.5 5.5 Other Appropriated Funds Other Non Appropriated Funds FY 2013 Estimate Disciplinary actions Average days from receipt of complaint to resolution 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. The Board is also charged with the registration and regulation of all Appraisal Management Companies. FY 2012 Estimate Recidivism rate for those receiving disciplinary action Phone: (602) 542-1593 Mission: FY 2011 Actual 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Processing days from receipt of registration until name appears on list 10 10 10 Days from receipt of renewal form until the list is updated 15 10 10 Number of new and existing licensees 2,437 2,341 2,285 Administration as percent of total cost 2 2 2 7.5 7.5 7.5 Performance Measures Customer satisfaction rating (scale 18)  Goal 5 To continue to implement the regulatory process 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 170 180 180 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 regulating Appraisal Management Companies (AMCs) and is completing all steps to bring them to finalization with the Secretary of State's office.  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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of complaints received against appraisers 170 170 170 Number of complaint resolutions 185 185 185 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 2012 Estimate FY 2013 Estimate 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 2011 Actual 10 10 10 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 unethical conduct. Performance Measures State Board of Appraisal FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 43 Return to Table of Contents participate as practitioners, professionals, patrons, donors and volunteers. Agency Summary HUA 0.0 COMMISSION ON THE ARTS Robert Booker, Executive Director Phone: (602) 771-6524 A.R.S. § 41-982 Mission: To imagine an Arizona where everyone can participate in and experience the arts. Description: The Arizona Commission on the Arts is a 45-year old agency of the State of Arizona whose primary functions include providing leadership, programs, services and grants to support the availability and sustainability of arts and arts education programs. These functions are coincident with the agency’s statutorily required duties which include (ARS §41-982, §41-983): Stimulating the arts in Arizona by encouraging the study and presentation of the arts as well as encouraging public interest and participation; Working with arts organizations in the State to encourage public participation in and appreciation of the arts; and Encouraging public interest in the State’s cultural heritage and expanding the State’s cultural resources. Through the Arts Commission, the State of Arizona and the National Endowment for the Arts make strategic investments of public dollars to support the statewide arts and culture sector, helping Arizona communities to attract and retain skilled workers and creative businesses. This public investment leverages additional contributions from the private sector, increasing the sustainability of Arizona’s arts and culture sector and thereby promoting statewide economic growth. The Arts Commission’s other significant function is to compete for, receive and disburse federal arts funding from the National Endowment for the Arts (ARS §41-983). (60% of the NEA’s grantmaking budget is delivered via direct grants to nonprofit organizations across the nation; 40% is delivered via a competitive grant process to state and regional arts agencies, as Partnership Agreements.) To receive federal arts funding, state arts agencies must meet criteria outlined by the NEA. In addition, in keeping with the arts and culture sector’s “matched investment” infrastructure, state arts agencies are required to match their annual NEA grant on a one-to-one basis with a guaranteed allocation of state funds. Since its inception, the Arizona Commission on the Arts has successfully competed for over $30 million in federal funding, which was delivered through grants, programs and services statewide. Annually, Arts Commission grants and programs serve 8 million people, and 1.4 million Arizona youth are served by Arts Commission-sponsored arts education programs in charter, private and public schools. The Arts Commission maximizes resources in three key areas: Leadership and Partnerships; Programs and Services; and Strategic Funding. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 652.5 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,105.3 2,550.7 2,558.0 Program Total 2,757.8 2,550.7 2,558.0 FTE Positions 17.0 17.0 17.0 Other Appropriated Funds 0.0 Strategic Issues: Issue 1 Page 44 Arizonans can access vibrant, quality arts and cultural activities wherever they live, and have opportunities to Challenge: 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. Arts organizations currently receiving grant support – 300+ nonprofit organizations across the state – will receive 50% to 80% less support than in previous years, when even at its peak level of funding Arizona’s state arts agency support was far 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 non-monetary 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 a part of its mission. Proposed Solution: In fiscal year 2013, the Arts Commission intends to increase its support of the 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. Students have access to quality, robust arts education programs in Arizona schools. In-school arts opportunities are enhanced by meaningful opportunities in out-of-school and community settings. Challenge: Because of increased financial pressures on education at all levels, access to quality arts education opportunities within Arizona’s inschool and out-of-school settings is at significant risk. In addition, though Arizona students are expected to meet the Department of Education’s Academic Standards in the Arts for preK-12 Arizona students, a significant number of Arizona schools are not financially prepared to provide adequate instruction in arts-based learning, and/or instructors are not qualified/prepared to provide satisfactory arts-based learning opportunities to students. Issue 2 Proposed Solution: In fiscal year 2013, the Arts Commission intends to continue its efforts to provide grant funding to quality arts programming which supports lifelong learning in, through and about the arts, and to quality student-centered arts programming which supports the Arizona Department of Education’s Academic Standards in the Arts for preK-12 Arizona students. In addition, the Arts Commission will continue to provide innovative, current and sequential learning opportunities to delivery agents of statewide arts learning programs, as well as practical training to diverse arts education stakeholders. Finally, the agency will continue to advance “The Choice is Art,” a statewide promotional campaign for the arts in Arizona, to build broad public support for programs which engage students in learning in, through and about the arts, in the pursuit of positive personal, educational and community outcomes. Recognizing the arts industry’s role in economic viability and enhanced quality of life, Arizona’s for-profit businesses invest in the arts as partners, supporters and champions. Challenge: 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. Issue 3 Proposed Solution: In fiscal year 2013, the Arts Commission intends increase its efforts to provide networking opportunities and research to the arts industry, such that arts leaders, arts businesses, and representatives from non-arts sectors can take 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 Dollars (in thousands) are listed as requested by agencies. Arizona Commission on the Arts Return to Table of Contents 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.  Goal 1 To ensure Arizonans can access vibrant, quality arts and cultural activities wherever they live, and have opportunities to participate as practitioners, professionals, patrons, donors and volunteers. Performance Measures Individuals benefiting from programs sponsored by Agency (in thousands) Number of applications for community-driven projects received/number funded Explanation: FY 2013 Estimate 8,457.0 8,400.00 8,500.0 340/295 320/280 Constituent satisfaction ratings (scale of 1-8) Explanation: Explanation: 340/295 Explanation: 65 60 70 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by ethnic-run organizations funded Explanation: 82 85 90 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted by rural applicants Explanation: 102 85 90 Figures for this measure are compiled in our online grants program (EGOR). Percentage of applications submitted by rural applicants funded Explanation: 89 85 90 Figures for this measure are compiled in our online grants program (EGOR). To ensure students have access to quality, robust arts education programs in Arizona schools. In-school arts opportunities are enhanced by meaningful opportunities in out-of-school and community settings. Performance Measures Total amount of state investment in arts participation opportunities (in thousands) Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,665.7 1,350.0 1,400.0 7.10 519 550 600 230.0 240.0 250.0 70 70 75 74 80 80 85/1,540 90/1,600 100/1,800 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: 7.00 Figures for this measure are compiled in our online grants program (EGOR). Number of applications submitted for arts education programs/dollar amount funded (in thousands) Explanation: 7.00 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: FY 2013 Estimate Figures for this measure are compiled by Arts Commission staff and reflect the total number of people participating in workshops, convenings, panels, training sessions and planning meetings led by the Arts Commission; the number 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: FY 2012 Estimate Figures for this measure are compiled by Arts Commission staff and reflect the total number of workshops, convenings, panels, training sessions and planning meetings led by the Arts Commission; the number of speaking engagements and panels involving Arts Commission staff; and the number of publications presented to the field as technical assistance. Number of Arizonans impacted by outreach activities (in thousands) Explanation: FY 2011 Actual Figures for this measure are compiled by Arts Commission staff and reflect ratings from the Agency's annual satisfaction survey as well as evaluations from all presentations, convenings, workshops and review panels. Number of outreach activities including site visits, public presentations, convenings and technical assistance Figures for this measure are compiled in our online grants program (EGOR). Number of grant applications submitted by ethnic-run organizations 1.4 1.5 1.5 Figures for this measure are compiled in our online grants program (EGOR). 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) 141/1.1 145/1.1 145/1.1 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. Explanation: Number of public policy forums in which the Commission participates in order to integrate the arts 54 45 45 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. Explanation: Cumulative contributions to Arizona ArtShare including both nondesignated funds and contributions to arts organization endowments (in thousands) Explanation:  Goal 3 FY 2012 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:  Goal 2 FY 2011 Actual Performance Measures 0.0 0.0 0.0 Figures for this measure are no longer collected, as the Arizona Arts Endowment Fund was eliminated in three separate budget-balancing actions in FY2010 and FY2011. The matching program, which collected data to account for private contributions to arts organizations' endowments, was therefore discontinued. To facilitate private investment in the arts, support efforts to build recognition in the arts industry’s role in economic viability and enhanced quality of life, such that Arizona’s forprofit businesses invest in the arts as partners, supporters and champions. Performance Measures Arizona Commission on the Arts FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 45 Return to Table of Contents Agency Summary BAA 0.0 BOARD OF ATHLETIC TRAINERS J. Randy Frost, Executive Director Phone: (602) 589-8353 A.R.S. § 32-4101 to 32-4161 Mission: To protect the health, safety, and welfare of the public by licensing and regulating individuals who provide athletic training services. Description: The Board of Athletic Training is a regulatory board, which issues and annually renews approximately 530 licenses for the athletic training profession and continues to monitor 337 closed licenses. By law, the Board requires that each applicant meet minimum standards of education, experience, and competency. The Board also receives and investigates complaints, takes appropriate disciplinary action and responds to inquiries from consumers as to the license status of individual athletic training professionals. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 95.9 101.2 101.2 0.0 0.0 0.0 Program Total 95.9 101.2 101.2 FTE Positions 1.5 1.5 1.5 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: Issue 1 Revise rules to reflect law changes. The Board is in the proces of revising rules to match existing laws. Due to the Governors rules moratorium the Board has been unable to make the required changes in the past.  Goal 1 To ensure that licenses and renewals are issued in a timely manner. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Athletic Training licenses issued 589 600 600 Number of license renewals received Performance Measures 502 535 545 Average calendar days to renew a license 5 5 5 Average calendar days to issue a license. 5 5 5  Goal 2 To investigate and adjudicate complaints within 120 days. Performance Measures Complaints received FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 15 10 10 Disciplinary actions taken 6 6 6 Complaints resolved within 120 days 6 6 6  Goal 3 To continually improve customer satisfaction by providing consistency in carrying out the Board's policies and procedures for licensing and regulation. Performance Measures Number of athletic training complaints received Percent of licenses issued within 10 days of approval. Complaints resolved within 120 days Customer Satisfaction rating (scale 18) Page 46 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2 1 1 100 100 100 2 1 1 7.5 7.8 7.8 Dollars (in thousands) are listed as requested by agencies. State Board of Athletic Trainers Return to Table of Contents allowing children to be children. Agency Summary AGA 0.0 Issue 6 ATTORNEY GENERAL - DEPARTMENT OF LAW Protection of Civil Rights The Attorney General's Office vigorously enforces civil rights laws to defend its citizens when discrimination occurs based on gender, race, national origin or age, as people are entitled to employment, housing and public accommodations free from discrimination. Tom Horne, Attorney General Phone: (602) 542-7000 A.R.S. § 41-191 Mission: To provide comprehensive legal protection to the citizens of Arizona and quality legal services to the state agencies of Arizona by upholding the Constitution and enforcing the law in a fair and just manner. Description: The Attorney General is a Constitutionally establish, elected position and holds office for a four-year term. The Attorney General is legal advisor to all state agencies, boards and commissions, except those few exempted by law. Other primary responsibilities include prosecuting and defending proceedings in which the State has an interest and rendering written opinions upon questions of law. ($ Thousands) Agency Summary: FY 2011 Actual Program  LEGAL SERVICES CENTRAL  ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2012 Estimate FY 2013 Request 92,361.2 89,674.5 94,719.9 10,038.9 11,072.2 11,464.1 102,400.1 100,746.7 106,184.0 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 17,237.4 16,931.5 21,806.2 Other Appropriated Funds 33,639.8 39,378.6 41,244.8 Other Non Appropriated Funds 51,522.9 44,436.6 43,133.0 Program Total 102,400.1 100,746.7 106,184.0 FTE Positions 687.2 756.2 724.3 Strategic Issues: Issue 1 Border Security The Attorney General's Office works diligently to keep the border safe and eliminate border related crime, such as human and drug smuggling, arms trafficking, money laundering and identity theft. The AGO coordinates its efforts on border security with federal, state and local law enforcement in Arizona and with Mexican law enforcement to combat crimes on both sides of the border. Issue 2 Prosecution of Complex Financial Crimes The Attorney General's Office criminal prosecution team aggressively prosecutes "white collar" crime and has earned a national reputation in this area. Issue 3 Consumer Protection The Attorney General's Office enforces the Arizona Consumer Fraud Act thereby providing effective protection to consumers from being deceived or misled. Issue 4 Protection of the Elderly from Physical and Financial Abuse The Attorney General's Office implemented a task force which is aggressively addressing senior abuse in response to the vital need to protect the elderly from physical and financial abuse. The Healthcare Fraud and Abuse Section, Criminal and Public Advocacy Divisions, Community Outreach and Victims Rights Sections along with dedicated outside stakeholders are working diligently to eradicate senior abuse in Arizona. Issue 5 Protection of Children The Attorney General’s Office plays a critical and central role in the protection of Arizona’s children by representing state agencies and programs designed to help children grow up free from abuse and neglect, Attorney General - Department of Law Dollars (in thousands) are listed as requested by agencies. Page 47 Return to Table of Contents Program Summary AGA 1.0 Subprogram Summary AGA 1.1 LEGAL SERVICES PUBLIC ADVOCACY DIVISION Eric Bistrow, Chief Deputy Tom Chenal, Division Chief Counsel Phone: (602) 542-8080 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: 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). 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) Public Advocacy Division and (6) Solicitor General's Office. 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 Description: Funding and FTE Summary: (Thousands) 1,997.7 1,769.3 3,063.6 5,224.3 6,434.9 6,666.8 Other Non Appropriated Funds 6,101.2 2,952.7 2,850.9 Program Total 13,323.2 11,156.9 12,581.3 FTE Positions 101.3 82.3 82.3  Goal 1 To be responsive to public concerns about consumer fraud. 24,303 25,000 25,000 22,733 23,000 23,000 Telephone calls received from the public 47,101 48,000 48,000  Goal 2 To deter fraudulent business practices as a means to protect consumers from fraud.  Goal 3 11,366.8 FY 2012 Estimate 10,929.8 FY 2013 Request 15,627.0 Other Appropriated Funds 31,138.8 36,351.9 38,075.2 Other Non Appropriated Funds 49,855.6 42,392.8 41,017.7 Program Total 92,361.2 89,674.5 94,719.9 FTE Positions 636.1 633.0 601.1 FY 2012 Estimate FY 2013 Estimate 73 65 65 36 25 25 Due to current economy and the housing/mortgage crisis, our Office obtained more judgments than estimated. To provide the highest quality legal advice and representation to the Department of Environmental Quality. FY 2011 Actual Performance Measures FY 2012 Estimate FY 2013 Estimate Civil advice and litigation files open. 662 630 630 Cases resolved within the year 138 120 120 Explanation: Litigation matters referred by client increased. Hours spent on matters reviewed but not opened Explanation: 4,700 4,700 52 40 40 Legislative changes ended availability of SAF funds in UST matters. Summary and trial judgments Explanation:  Goal 4 4,870 General issues referred by client decreased. Administrative hearings set Explanation: 27 18 20 Litigation matters referred by client increased. To provide the highest quality legal representation and advice to: Departments of Agriculture, Financial Institutions, Game and Fish, Insurance and Real Estate. Performance Measures Cases opened Page 48 FY 2011 Actual Due to current economy and the housing/mortgage crisis, our Office opened more investigations/cases than estimated. Civil Division FY 2011 Actual FY 2013 Estimate Complaints opened Explanation: Finance Division FY 2012 Estimate Complaints closed Judgments Child and Family Protection Division General Funds FY 2011 Actual Performance Measures Explanation: Criminal Division FY 2013 Request Other Appropriated Funds Civil cases/investigations opened Civil Rights Division FY 2012 Estimate General Funds Performance Measures Public Advocacy Division Funding and FTE Summary: (Thousands) FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 307 300 300 Attorney General - Department of Law Return to Table of Contents Performance Measures Enforcement and regulatory matters handled for agency clients  Goal 5 Youth compliance checks conducted Complaints received 295 275 275 Subprogram Summary AGA 1.2 CIVIL RIGHTS DIVISION FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,979 2,000 2,000 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 38 20 20 464,600 75,000 Melanie Pate, Division Chief Counsel Phone: (602) 542-7716 A.R.S. §§ 41-191 and 41-1401 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 increased more than $1 per gallon over the previous years' prices and we received more complaints than anticipated. Restitution ordered for Arizona consumers and costs recovered in antitrust cases ($ dollars) Explanation: FY 2013 Estimate To protect and promote competition for the benefit of Arizona consumers through enforcement of the Arizona Uniform Antitrust Act. Performance Measures Explanation: FY 2012 Estimate To enforce the Model Escrow Statute, Directory Statute and Master Settlement Agreement and work to reduce sales of tobacco products to minors. Performance Measures  Goal 6 FY 2011 Actual 50,000 At the time recoveries were estimated for FY11 ATU did not know that the Vitamins and Remeron cases would conclude and the monies would be disbursed. 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 2011 Actual General Funds FY 2013 Request 1,497.5 1,368.3 1,470.0 Other Appropriated Funds 113.4 126.7 126.7 Other Non Appropriated Funds 902.1 830.5 830.5 Program Total 2,513.0 2,325.5 2,427.2 FTE Positions 35.1 31.6 31.6  Goal 1 To increase compliance with anti-discrimination laws through timely and effective investigation. Performance Measures Number of cases investigated Number of cases resolved Percentage of cases resolved using voluntary settlement agreements  Goal 2 Number of lawsuits Explanation: FY 2012 Estimate FY 2013 Estimate 1462 1,500 1,500 948 950 1,000 14 15 15 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 19 25 25 This number includes all cases that were pending or newly opened in FY2011. Number of lawsuits resolved Explanation: 7 10 10 More pre-litigation conciliation agreements in FY2011 resulted in fewer lawsuits and lawsuits resolved. Percentage of litigation cases resolved using voluntary settlement agreements Explanation:  Goal 3 FY 2011 Actual To identify major litigation with an emphasis on class and policy cases and to obtain monetary relief and significant remedial relief as appropriate. Performance Measures 86 90 90 One litigation case was resolved through a jury verdict in favor of the Division in FY2011. To provide the people of Arizona and its governmental entities effective dispute resolution services. Performance Measures Number of cases referred to mediation Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 513 425 425 In FY2011, a new mediation referral review process resulted in more cases referred to mediation. Number of Civil Rights discrimination cases mediated Attorney General - Department of Law FY 2012 Estimate 110 115 120 Page 49 Return to Table of Contents Performance Measures Percentage of total mediations in which agreement reached (including non-discrimination cases) Maintain satisfaction rate of participants above 90 percent  Goal 4 Performance Measures FY 2013 Estimate 89 80 80 AGA 1.3 95 James Keppel, Division Chief Counsel Subprogram Summary CRIMINAL DIVISION 94 95 Phone: (602) 542-8473 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,500 1500 1500 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 2012 Estimate To increase public awareness through litigation of the State's zero tolerance of discrimination, resulting in a positive impact on the community. Approximate number of people assisted through litigation Explanation: FY 2011 Actual 10,000 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. It is inflated for FY2011 due to work performed on a federal grant during the last quarter that included newspaper ads, radio spots and television appearances. A.R.S. §§ 41-191 and 21-427 Mission: To protect the citizens of Arizona by successfully investigating and aggressively and fairly prosecuting cases involving sophisticated and complex financial crimes, human trafficking and identity theft related crimes, technology crimes, gang-related crimes, drug traffickers, trafficking organizations, money launderers and individuals involved in criminal enterprises within the State of Arizona. To provide high quality of investigative support to the Attorney General's Office and to law enforcement agencies throughout the State. To promote and facilitate safety, justice, healing and restitution for Arizona's crime victims and support statewide criminal and juvenile justice system entities in the administration of victims' rights laws. To effectively represent the State of Arizona in capital and non-capital appeals and federal habeas actions filed by convicted felons. Description: Criminal Appeals Section/Capital Litigation Section - The Section's primary function is defending the State of Arizona against appeals and federal habeas actions generated by convicted felons. In non-capital appeals, the Section represents the State in federal court cases arising out of state court convictions where the defendant is incarcerated by the Arizona Department of Corrections. In capital appeals, the Section defends the State in death penalty proceedings from the time a death sentence is imposed until the sentence is carried out or until the case is otherwise concluded. Those proceedings include the direct appeal, state post-conviction and federal habeas corpus matters. The Section also provides trial and research assistance at the request of county attorneys. Criminal Prosecutions Section (CRP) - The Criminal Prosecutions Section is comprised of the following units: Drug Unit (DRG) - The Drug Unit combats major drug trafficking in Arizona. This includes prosecuting individuals and organizations that traffic in illegal drugs, money launder illicit proceeds and commit violent crimes. The Unit works closely with law enforcement agencies from throughout the State and provides legal counsel and assistance in wiretap and undercover investigations. Additionally, the attorneys in this section provide legal advice and training on a statewide basis on issues involving search and seizure law, wiretap law, prosecuting cases involving children found at drugrelated scenes and courtroom testimony. Attorneys in the Unit will also provide assistance to County Attorneys on complex, major drug cases. Fraud and Public Corruption Unit (FPC) - The Fraud Unit investigates and prosecutes white collar and organized fraudulent criminal activity, including, but not limited to, identity theft related crimes, human smuggling, mortgage fraud, high technology crimes, child exploitation through the use of computers, public corruption, securities fraud, health care fraud, financial exploitation of the elderly, telemarketing fraud, charity fraud, tax fraud, public corruption, insurance fraud, banking fraud, home improvement fraud, real estate fraud, employee embezzlement and other types of financial crimes involving racketeering offenses. The Unit also works closely with the Financial Remedies Section to insure that any ill-gotten monies are subject to forfeiture. Unit attorneys also prosecute cases referred by other prosecutorial offices throughout the State when those offices have a conflict of interest. Medicaid Fraud Control Unit (MFCU) - The Arizona Medicaid Fraud Control Unit investigates and prosecutes health care fraud crimes that impact the State's billion dollar Medicaid program known as AHCCCS. In addition, this Section is charged with investigating allegations of abuse and neglect that take place within health care settings that are at least partially funded by the State's AHCCCS program. The MFCU investigates and prosecutes cases Page 50 Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law Return to Table of Contents involving the falsification of medical records and the filing of false or inflated Medicaid billing claims, thefts and embezzlements from AHCCCS clients and health care institutions, the illegal diversion of prescription drugs by health care providers and the physical, sexual and emotional abuse of residents being cared for in AHCCCS funded facilities. Financial Remedies Section (FRS) - The Financial Remedies Section combats the impact of racketeering on legitimate commerce in Arizona by using civil remedies against criminal enterprises. The Section supports statewide efforts to deprive racketeers, through forfeiture and civil racketeering actions, of the profits that give them the incentive to continue operations and materials that allow them to operate their criminal enterprises, and to provide compensation to the victims of the racketeering. Attorneys in FRS also advise and provide training to law enforcement on a statewide basis on forfeiture, money laundering and racketeering. Office of Victim Services (OVS) - The Office of Victim Services is a serviceoriented Section within the Criminal Division of the Attorney General's Office whose programs are established for directly benefiting both crime victims and the many state and local governmental entities in Arizona who serve them. The OVS provides statutorily mandated services to victims of various crimes being prosecuted by the Attorney General and those crime victims whose cases are being appealed. OVS staff also provides more than twenty types of services (non-mandated) to address the needs of crime victims recovering from the personal and social effects of victimization. Additionally, the OVS supports state, county and municipal law enforcement, custodial, prosecutorial and correctional agencies and courts, having duties established and defined by Arizona's victims' rights laws. These entities benefit from the Victims' Rights Program administered by OVS which provides funding, training and other forms of assistance that further uniformity, efficiency and victims' rights compliance. Finally, the OVS's duties encompass enforcement of victims' rights laws and resolution of victim complaints.  Goal 2 To defend the State of Arizona in all non-capital appellate cases. Performance Measures Number of briefs, habeas answers, petitions for review and responses to petitions for review filed Explanation: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 7,517.9 Other Appropriated Funds 700 750 280 300 300 Number of defendants charged 614 650 650 4 5 5 Number of child abuse victims  Goal 4 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 450 475 Matters reviewed but not opened 285 300 315 Total victim losses ($ millions) Total number of victims Restitution ordered by the courts ($ millions)  Goal 5 County Attorney conflict of interest referrals Explanation: 52,910.4 49,074.8 51,094.0 FTE Positions 221.9 213.6 181.7 140 5 Percentage of capital case convictions upheld by the Arizona Supreme Court on direct appeal and in postconviction proceedings 100 95 95 Percentage of death penalty sentences affirmed by the Arizona Supreme Court Number of defendants Amount forfeited to State ($ millions) Attorney General - Department of Law 95 95 Performance Measures Law enforcement training seminars  Goal 8 8.5 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 44 45 45 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1355 1000 1100 376 400 450 1395 1600 1700 9.3 5.5 5.5 To support statewide prosecution and forfeiture efforts through training, research and property management support. Financial inquiries 88 8.5 Decrease of cases opened in FY11 in comparison to FY10 is due in part to a new operational strategy from only pursuing large and complex multi-defendant/asset cases to working with our law enforcement partners on any case they wish to submit for prosecution. Opened cases resolved within the year 5 10.6 To protect legitimate commerce from loss, prevent unfair competitive advantage based on criminal proceeds, reduce the financial power of criminal enterprises and compensate the victims of financially motivated crimes by dismantling racketeering enterprises through civil racketeering remedies. Program Total 135 350 6,500 Decrease in conflict cases in FY11 is due to a reduction in requests for conflict assistance from the Maricopa County Attorney's Office. Explanation:  Goal 7 350 6,500 To assist prosecutorial offices throughout the state by prosecuting matters that are referred due to conflicts of interest. Performance Measures  Goal 6 342 85,789 Increases in FY10 and FY11 reflect many large scale fraud cases with multiple victims. Forfeiture cases opened 4 1400 1300 3,588.6 130 FY 2013 Estimate 434 36,806.9 Death penalty cases open FY 2012 Estimate 1,202 3,567.3 Death sentences carried out FY 2011 Actual Opened cases resolved within the year 38,080.2 FY 2013 Estimate 35 667 3,449.8 FY 2012 Estimate 35 Opened cases resolved within the year Performance Measures FY 2011 Actual 32 Cases open 41,942.7 Performance Measures 908 FY 2013 Estimate 10,698.5 To ensure that death penalty sentences are carried out justly and as timely as possible in order to preserve the rights of the victims. 899 FY 2012 Estimate Other Non Appropriated Funds  Goal 1 890 FY 2011 Actual Performance Measures FY 2013 Request 7,427.3 FY 2013 Estimate 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. Explanation: Special Investigations Section (SIS) - The Special Investigations Section consists of special agents, supervising agents, analysts, auditors and administrative personnel with specialized areas of experience unavailable from other law enforcement agencies. The Section is divided into six investigative units which function primarily within the following AGO Sections: Consumer Protection and Advocacy, Criminal Prosecutions, Medicaid Fraud, Financial Remedies and Fraud and Public Corruption. SIS personnel provide expertise in the special areas of prosecution upon which the AGO has sole jurisdictional responsibility. Investigative assistance by SIS personnel is provided in the complex areas of abuse of the vulnerable, consumer fraud, drug trafficking, environmental crimes, gangs and violence, medical fraud, money laundering, white collar crimes, public corruption and prosecution of crimes which occur in Arizona but the perpetrator has fled to the Republic of Mexico. FY 2012 Estimate Statistics are for the Criminal Appeals Section only. Average number of briefs, habeas answers, petitions for review and responses to petitions for review filed per attorney for non-capital cases  Goal 3 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 44 30 30 1574 1100 1200 To improve the treatment of crime victims in Arizona by exhibiting leadership, promoting public policy reforms where needed and increasing the quality of victim services and Dollars (in thousands) are listed as requested by agencies. Page 51 Return to Table of Contents victims' rights compliance through the administration of the Victims' Rights Program (VRP). Performance Measures Number of victim service network events participated in FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 101 110 75 Subprogram Summary AGA 1.4 CHILD AND FAMILY PROTECTION DIVISION Nicole Davis, Division Chief Counsel Total awards disbursed ($ millions) 2.7 2.7 2.7 Phone: (602) 542-9948 Percent of VRP recipients in compliance with mandates 100 100 100 A.R.S. § 41-191 63 50 50 1300 1000 1000 Number of victims' rights violation complaints investigated 270 250 250 % of Victims' Rights award recipients satisfied with the Victim's Rights Program 100 100 100 Number of trainings and presentations given Number of attendees at trainings and presentations Number of agencies audited  Goal 9 12 Description: 12 To foster victims' recovery from the traumatic short and long-term effects of victimization, to prepare victims to cope with the impact of criminal justice system involvement, and to provide for the efficient and effective delivery of quality services to victims during all stages of criminal prosecutions and Victims' Rights programs. FY 2011 Actual Performance Measures Number of victims served Number of mandated services provided Number of non-mandated services provided Open restitution cases Compliance checks of restitution orders conducted  Goal 10 11 Mission: To provide the Department of Economic Security (DES) with high quality and timely legal advice and representation to promote the safety, economic sufficiency and well being of children, adults and families. FY 2012 Estimate FY 2013 Estimate 7,125 7200 7200 26,995 20,000 20,000 109,166 120,000 120,000 206 200 200 1,034 1,000 1,000 To provide competent and timely investigations of criminal conduct. Performance Measures Open cases Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 209 250 300 Decrease in FY11 was due to continued reallocation of resources caused in part by two consecutive years of unusual number of vacancies from retirements, resignations and the difficulty in attracting applicants with specialized areas of expertise. Law enforcement assists Matters reviewed but not opened by Duty Agent 1874 1500 1500 2,198 2,000 2,000 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 established by federal and state law 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 the DES Division of Child Support Enforcement (DCSE). This includes establishing paternity and obtaining, modifying and enforcing child support orders. The section also represents DCSE in appeals, complex litigation actions and provides legal advice and support. CSE provides representation in 11 of the 15 Arizona counties. • The Civil and Criminal Litigation & 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, CLA represents all other programs (approximately 100) within DES. Some of the programs include Developmental Disabilities, Procurement, Unemployment Insurance, Collections, Welfare programs (Supplemental Nutrition Assistance and Child Care Assistance) and Licensing (foster homes and child welfare agencies). CLA also represents DES in all personnel and operations matters, prosecutes criminal cases relating to various DES program violations, including recipient benefit fraud, employee embezzlement, provider fraud and criminal nonpayment of child support and all related appeals. The budget for this Division is shown as a lump sum appropriation within DES's budget, and is allocated across three Special Line Items. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 865.8 494.4 494.4 Program Total 865.8 494.4 494.4 FTE Positions 0.0 0.0 0.0  Goal 1 0.0 To assist DES in protecting children from abuse and neglect by providing legal services and representation compliant with the timeframes established by federal and state law. Performance Measures Number of dependencies filed by DES (including supplemental and in-home petitions) Explanation: Page 52 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4,073 4,000 4,100 In FY2011, the economic climate continued to worsen causing additional stressors on families. DES's Division of Children, Youth and Families (DCYF) saw the severity of abuse and neglect increase and therefore took more children into care under dependency petitions to ensure their health and safety. The result is the increase reflected. Attorney General - Department of Law Return to Table of Contents Performance Measures Number of preliminary protective hearings within five to seven days of filing initial dependency petition Explanation:  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3,735 3,600 3,700 The increase in preliminary protective hearings is based on two facts. First, the familiarity of the new case management systems tracking capabilities in FY2011 further improved the capture of data on hearings from date of removal of the child through case closure. In addition, the increase of dependency petitions resulted in an increase in the number of preliminary protective hearings. 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 federal and state timeframes for new cases. FY 2012 Estimate FY 2013 Estimate Number of hearings held to establish a permanent plan within 12 months 4,818 4,700 4,800 Number of reunifications achieved (child back with parents) 1,722 1,500 1,600 Performance Measures Number of guardianships achieved (child placed with guardian) Explanation: Explanation: 575,000 600,000 320,834 350,000 375,000 To provide comprehensive legal advice to the Department of Economic Security. Performance Measures Hours of counsel and advice FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 20,653 22,000 22,000 378 400 450 2,078 1,900 2,000 To increase the percentage of cases in the State's child support caseload which have child support orders. Percentage of court ordered cases ratio required FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 83.0 84.0 85.0 To increase the number of children in the State's child support caseload whose paternity is established. Performance Measures Number of children with paternity established FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,117 2,200 2,200 To provide legal representation in DES litigation and to prosecute and deter fraud. Performance Measures Administrative, Civil and Appellate litigation resolved Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,031 1,000 1,000 In FY2011, the CLA section experienced a significant increase in litigation matters resolved. This is due primarily to the continuing economic downturn. Civil Collection litigation resolved 239 250 250 Criminal prosecutions completed successfully 169 175 200 The decline in the number of prosecutions completed successfully from estimate is related to the increased time and complexity associated with charging matters involving the unlawful receipt of unemployment insurance benefits, as well as the attrition and resultant vacancy in employment of prosecutors versed in the respective areas of law. Explanation: To generate funds for the State via criminal restitution and civil judgments. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Civil judgments ($) 577,633 600,000 600,000 Garnishment funds received ($) 253,001 275,000 300,000 Performance Measures Explanation: 521,307 In FY2011, there was an increase in termination of parental rights cases due in part to the use of a straight to severance procedure for cases in which reunification is not possible. Performance Measures  Goal 6 FY 2013 Estimate Termination of parental rights and adoption is DCYF's preferred permanent plan for children. Thus there has been a decrease in the number of children placed in the less permanent arrangement of guardianship. The decrease may also be attributable to the successful adoption of children by relatives and foster parents. Number of terminations achieved (child removed from parents)  Goal 5 FY 2012 Estimate The decrease from estimate in FY2011 is directly related to the fact that the number of actual criminal prosecutions remained constant from FY2010 to FY2011 even though the actual criminal restitution dollars ordered increased by 15%. Criminal restitution received prior to sentencing ($)  Goal 7 FY 2011 Actual FY2011 figures are due to an increased ability to capture reunification data as a result of the continued improvements to the case management system, which requires that when a case is dismissed, an outcome be specified. Explanation:  Goal 4 Criminal restitution ordered ($) Explanation: FY 2011 Actual  Goal 3 Performance Measures The reduction in FY2011 garnishment funds received is attributable to the continuing economic down turn and the attendant unemployment of persons whose wages would otherwise be subject to garnishment. Attorney General - Department of Law Dollars (in thousands) are listed as requested by agencies. Page 53 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average billable hourly rate: per workers compensation matter: AGO 103 96 96 Average billable hourly rate: per workers compensation matter - OSC 0 135 135 Performance Measures Subprogram Summary AGA 1.5 CIVIL DIVISION Pam Culwell, Division Chief Counsel Explanation: Phone: (602) 542-7682 In FY2011, OSC had no cases. A.R.S. § 41-191 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. 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 346.6 356.2 380.5 17,041.8 18,898.8 20,231.4 43.8 35.0 35.0 Program Total 17,432.2 19,290.0 20,646.9 FTE Positions 225.6 226.6 226.6 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 2013 Estimate 60 60 60 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 21 20 20 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 2012 Estimate FY2011 results reflect continued depressed real estate market conditions and the deferral of payments on some transactions, with a slight movement upward due to unusual sale transactions. Performance Measures Explanation: FY 2011 Actual 30 30 30 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 319 300 250 Average billable hours: per tort lawsuit - OSC 273 250 250 Average billable hourly rate: per tort lawsuit - AGO 104 108 110 Average billable hourly rate: per tort lawsuit - OSC 173 200 210 Average months in suit: per employment lawsuit - AGO 9 25 25 Average months in suit: per employment lawsuit - OSC 0 35 35 Explanation: It is increasingly difficult to get a meaningful average for outside counsel suits, because fewer cases are being assigned to outside counsel. Average billable hours: per employment lawsuit - AGO Average billable hourly rate: per employment lawsuit - AGO Page 54 195 500 650 88 105 115 Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law Return to Table of Contents Performance Measures Subprogram Summary AGA 1.6 Number of manual encumbrances keyed by Accounting staff into the AFIS accounting system FINANCE DIVISION FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1360 850 850 Vicki Salazar, Director Phone: (602) 542-8327 A.R.S. § 41-191 Mission: To provide legal advice and litigation services to the Executive and Judicial branches of State Government, 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 7.1 8.7 14.4 5,309.5 7,324.2 7,461.7 0.0 0.0 0.0 Program Total 5,316.6 7,332.9 7,476.1 FTE Positions 52.2 78.9 78.9 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To collect debts owed to the State sufficient to fund Tax, Bankruptcy and Collection operations, all Collection Enforcement Revolving Fund authorized positions (47), and to revert excess monies to the State General Fund. Performance Measures New cases opened Meetings with high-demand clients Trainings with high-demand clients Staff training (number of hours)  Goal 5 3,500 3,500 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 14 15 15 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 13 12 12 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 Explanation: 3,841 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  Goal 4 FY 2013 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. Performance Measures  Goal 3 FY 2012 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. Explanation:  Goal 2 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 700 250 250 FY11 Training Hours exceeded our goal of 250 hours due to the implementation of the Employee Time Entry (ETE) system office-wide which required all AGO staff to complete a 30 minute training session and all supervisors to complete a subsequent 30 minute training session. To increase capacity of staff by reducing the number of manual encumbrances keyed by Accounting staff into the AFIS accounting system. Attorney General - Department of Law Dollars (in thousands) are listed as requested by agencies. Page 55 Return to Table of Contents Program Summary AGA 2.0 CENTRAL ADMINISTRATION Eric Bistrow & Margaret Dugan, Chief Deputy & Chief of Staff 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 5,870.6 6,001.7 6,179.2 Other Appropriated Funds 2,501.0 3,026.7 3,169.6 Other Non Appropriated Funds 1,667.3 2,043.8 2,115.3 Program Total 10,038.9 11,072.2 11,464.1 FTE Positions 51.1 123.2 123.2  Goal 1 To optimize the use of State funds in fulfilling the mission of the Attorney General's Office. Performance Measures Administrative costs as a % of total costs  Goal 2 Customer satisfaction rating for client agencies (scale of 1 to 8, with 8 the highest) Days to respond to a request for a legal opinion 4.2 4.2 4.2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 7.44 7.50 7.50 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 43 50 50 To retain professional, experienced staff whose skills serve both state residents and client agencies. Performance Measures Percent of agency staff turnover Page 56 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 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 17.6 17.5 17.0 Dollars (in thousands) are listed as requested by agencies. Attorney General - Department of Law Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 19.0 20.0 20.0 147 200 200 28 30 30 8 15 15 Number of training and investigative assistance provided by Task Force 504 900 900 Return on investment (for every dollar funded by the Arizona Auto Theft Authority amount recovered by Task Force) 6.13 6.67 6.67 Performance Measures Agency Summary ATA 0.0 Value of stolen vehicles recovered by Task Force (in millions of dollars) AUTO THEFT AUTHORITY Brian R. Salata, Executive Director Number of felony arrests by Task Force Phone: (602) 364-2888 Number of "chop shops" investigated by Task Force A.R.S. § 41-3451 Number of insurance fraud investigations by Task Force Mission: To deter vehicle theft in Arizona through a cooperative effort by supporting law enforcement activities, vertical prosecution, and public education programs. Explanation: Description: The Arizona Automobile Theft Authority (AATA) acts as a catalyst to spur the most effective and efficient law enforcement strategies and tactics to combat auto theft. Auto theft in Arizona is significantly a crime of facilitation and is an integral part of the illegal alien and narcotics trafficking trade that permeates our state. Funding and FTE Summary: (Thousands) Lower return on investment is expected due to reduced funding and staffing as well as a change in Task Force focus. Number of law enforcement grants awarded  Goal 4 General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 4,270.4 4,273.6 4,273.6 2.3 0.0 0.0 Program Total 4,272.7 4,273.6 4,273.6 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds Number of prosecutors funded by AATA Explanation: Explanation: Explanation: Percent of convictions to cases closed Amount of restitution ordered Performance Measures Number of studies conducted  Goal 2 Number of vehicles stolen statewide (2010 calendar year). Arizona vehicle theft rate (# per 100,000 population) 5 6 6 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 20,251 19,000 18,000 317 297 281 Number of Task Force positions funded by AATA FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 32 28 28 Number of stolen vehicles recovered by AZ. Auto Theft Task Force 1,455 1,500 1,500 The Arizona Vehicle Theft Task Force has shifted focus to investigating and dismantling organized auto theft rings. Automobile Theft Authority 3.5 4.5 5 5 6 7 348 600 800 300 400 500 95.0 95.0 95.0 500,000 1,000,000 2,000,000 6 8 12 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Public Awareness grants to criminal justice agencies 0 0 0 Number of PACE (Public Awareness and Community Education) events statewide 47 50 50 Number of PACE events sponsored by AATA 22 20 20 Number of PACE events sponsored by AATA grant agencies 25 30 30 Estimated media exposures (in millions) 50 50 50 61,450 60,000 55,000 Performance Measures Number of ACTIVE Watch Your Car (WYC) enrollments Explanation:  Goal 6 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. Number of professional training grants awarded to agencies Explanation:  Goal 7 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 20 20 30 Major statewide auto theft training seminar hosted in Arizona every two years. Number of criminal justice personnel receiving auto theft training 20 40 50 To maximize Agency effectiveness, efficiency and customer satisfaction. Performance Measures Ratio of administrative costs as a percent of total expenditures Funding reduction since FY09 have directly impacted Task Force staffing levels. FY 2013 Estimate To provide public education & prevention strategies to reduce victimization of vehicle theft and related criminal activity. Performance Measures To deter vehicle theft and associated criminal activity through aggressive, proactive law enforcement strategies. Performance Measures Explanation: FY 2013 Estimate AATA expects a continued downward trend due to new, innovative strategies and programs. *2010 stolen vehicle data from AZ. DPS 2010 "Crime in Arizona Report." FBI to release final Uniform Crime Report (UCR) data October '11. Explanation: Explanation: FY 2012 Estimate To reduce the incidence of vehicle theft and associated criminal activity by supporting deterrence and prevention programs. Performance Measures  Goal 3 FY 2011 Actual Number of training sessions provided  Goal 5 FY 2012 Estimate ATA funding decreases have reduced program effectiveness. Number of vehicle theft convictions The Arizona Automobile Theft Authority will maintain statewide vehicle theft enforcement, prosecution and prevention programs in FY 2012 and 2013. 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.  Goal 1 To analyze the problem and trends of vehicle theft and associated criminal activity. FY 2011 Actual Funding reductions since FY09 have impacted the Vertical Prosecution Program and the number of participating counties. Number of vehicle theft cases filed Issue 1 6 Since FY09, funding reductions have directly impacted Vertical Prosecution staffing levels. Number of participating counties Strategic Issues: 6 To assure deterrence of vehicle theft and associated criminal activity through effective auto theft (vertical) prosecution. Performance Measures FY 2011 Actual 6 Explanation: Dollars (in thousands) are listed as requested by agencies. FY 2012 Estimate FY 2013 Estimate 5.26 6.0 6.0 Ratio decrease result of reduced staffing along with agency evaluation and reduction of admin expenses. Number of grant agency contractual compliance reviews Explanation: FY 2011 Actual 23 25 25 All grant agencies are reviewed annually for compliance. Page 57 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 1 1 Number of site visits to grant agencies and statewide law enforcement & criminal justice partners. 35 40 50 Initiate monthly e-newsletter and electronic communications with agency customers/stakeholders. 30 40 50 Performance Measures Customer satisfaction rating (scale of 1-3, 1 highest rating) Explanation: Page 58 AATA staff continue to implement more cost effective strategies for agency and stakeholder communications. Dollars (in thousands) are listed as requested by agencies. Automobile Theft Authority Return to Table of Contents Performance Measures Agency Summary BBA 0.0 Avg. calendar days from receipt of complaint to start of investigation BOARD OF BARBER EXAMINERS  Goal 3 Sam B. LaBarbera, Executive Director Phone: (602) 542-4498 A.R.S. §§ 32-301 et. seq. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 21 21 21 To enforce legislative requirements concerning the regulation of barbers. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Mission: Number of inspections conducted 2306 3,200 3,200 Percent of inspections passed 78 75 75 To preserve the public welfare and health through the development and enforcement of adequate sanitation procedures, rules, and laws governing barbers and barbering establishments. Number of licenses revoked or suspended 1 4 4 Description: The Board administers barbering examinations, grants and renews licenses, inspects barbering establishments, investigates consumer complaints regarding unlawful activities, and takes measures to resolve complaints, including holding hearings, levying fines, and suspending or revoking licenses. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 250.5 320.7 320.7 0.0 0.0 0.0 Program Total 250.5 320.7 320.7 FTE Positions 3.5 4.0 4.0 Other Appropriated Funds Other Non Appropriated Funds Disciplinary hearings 28 30 30 Disciplinary hearings resulting in penalties 20 10 10  Goal 4 To serve licensees in an efficient manner. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average number of calendar days from receipt of application to acceptance or denial .15 3 3 Administrative cost as a percent of total cost 10 10 10 7356 7575 7800 Performance Measures Number of all 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.  Goal 1 To ensure that all licenses issued by the Board meet minimum requirements. Issue 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate New examination applications accepted 308 372 453 Number of full examinations passed 226 Performance Measures 152 186 Percent of examinations passed 50 50 50 Number of all exam applicants (includes retakes) 499 608 741 Number of written examinations given 376 421 471 Number of practical examinations given 385 481 601 Number of barber/instructor issued 314 358 408 Number of applications for new shop/school licenses 180 200 220  Goal 2 To ensure the proper use of sanitary procedures to prevent the transmission of disease, parasites, or injury to the public. Performance Measures Number of inspections conducted Percent of total inspections passed Number of complaints received Board of Barber Examiners FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2306 3,200 3,200 78 75 75 350 350 350 Dollars (in thousands) are listed as requested by agencies. Page 59 Return to Table of Contents 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,203.1 1,458.7 1,776.9 0.0 0.0 0.0 Program Total 1,203.1 1,458.7 1,776.9 FTE Positions 17.0 17.0 17.0 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 has a serious impact on the Board’s ability to provide timely services. As a result, the Board has been forced to eliminate all nonessential 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.  Goal 1 To improve agency operations to ensure equitable, consistent, and timely enforcement of statutes and rules regulating behavioral health professionals. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 96.6 90 90 8,435 8,450 8,450 Administration as a percentage of total cost 4.7 4.2 4.2 Applications received 898 770 770 Individuals licensed 569 655 655 3,404 4,059 3,585 Average number of days to renew a license from receipt of application to issuance 20 30 30 Average number of days to process verifications 5 10 10 Verifications received 228 200 200 Numbers of inspections/investigations 240 300 300 Average days to resolve a complaint 305 350 350 Number of complaints received about licensees 161 160 160 Customer satisfaction rating (scale 18) 6.5 5.5 5.5 Performance Measures Percent of application reviews completed within 180 days Number of new and existing licenses issued Renewals received Page 60 Dollars (in thousands) are listed as requested by agencies. Board of Behavioral Health Examiners Return to Table of Contents Agency Summary PDA 0.0 STATE CAPITAL POST CONVICTION PUBLIC DEFENDER , 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 633.8 688.9 688.9 93.0 161.0 161.0 0.0 0.0 0.0 Program Total 726.8 849.9 849.9 FTE Positions 6.0 6.0 6.0 Other Appropriated Funds Other Non Appropriated Funds Strategic Issues: To add sufficient staff to be able to provide services to as many clients as possible Funding levels were increased in FY 2011 and the Office was granted authority to access its new fund. The increase in funding is sufficient to provide the necessary resources to adequately represent clients by providing funding for additional staffing.  Goal 1 To provide high quality legal representation to clients assigned to the Agency Issue 1 Performance Measures Complete factual and legal investigation of case. Explanation: FY 2012 Estimate FY 2013 Estimate 2 2 3 FY 2013 recognizes increased staff funding. Number of professional staff providing high quality representation to clients. Explanation: FY 2011 Actual 5.5 6.0 6.5 Estimates result from additional funding in future years for staffing. State Capital Post-Conviction Public Defender Office Dollars (in thousands) are listed as requested by agencies. Page 61 Return to Table of Contents Grant Charter Status to Qualifying Applicants - A.R.S. § 15-182 In addition to the renewal work and the monitoring of the schools currently in operation, the Board continues to approve high quality applications for new charter schools each year and supports the continued expansion of existing quality charters through a replication application process. The Board processes an average of 50 expansion applications each year. Agency Summary CSA 0.0 STATE BOARD FOR CHARTER SCHOOLS DeAnna Rowe, Executive Director Phone: (602) 364-3080 A.R.S. §§ 15-181 to 15-189 Mission: To improve public education in Arizona by sponsoring charter schools that provide quality educational choices. Description: The Arizona State Board of Charter Schools reviews new, replication, and renewal applications and grants charters to qualified applicants and oversees the academic, fiscal and organizational compliance of the charter schools it sponsors. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 715.3 750.6 985.2 0.0 0.0 0.0 48.0 36.0 36.0 Program Total 763.3 786.6 1,021.2 FTE Positions 8.0 8.0 11.0 Other Appropriated Funds Other Non Appropriated Funds The Board understands the financial position of the State and has managed its operations to date with the utmost care and diligence. The 500+ charter schools monitored by the Board make up 25% of all public schools and serve approximately 13% of all Arizona students enrolled in public schools. The Board must receive additional resources if it is to fulfill its mission of improving public education in Arizona by sponsoring charter schools that provide quality educational choices.  Goal 1 To increase quality in sponsored charter schools by evaluating performance, assigning interventions, and monitoring compliance to ensure the continuation of schools that meet contractual obligations. Performance Measures Number of students enrolled in sponsored charters. Explanation: Explanation: Fulfilling Statutory Obligations and Meeting Caseload Requirements 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 charters, monitoring existing charter school performance, and renewing the contracts of high quality charter holders. Renewal of Charter Contracts - A.R.S. § 15-183.I Over the course of the next three years, the Board will process 111 renewal applications. The Board evaluates the academic performance of each school operated by the charter holder to determine application requirements. Based on prior academic performance, on average, one-half of the eligible charter holders will require a school site visit as part of the renewal process. Once the renewal application package is submitted by the charter holder, the Board reviews the fiscal, academic and contractual compliance of the charter holder. When the Board approves the renewal application, the current monitoring practices remain. If a renewal application is not approved, the Board must initiate administrative proceedings and closure processes. General Supervision Over Charter Schools - A.R.S. § 15-182 In as much as charter schools are established to provide a learning environment that will improve pupil achievement (A.R.S. § 15-181) and the Board is required to exercise general supervision over the charter schools it sponsors, the Board has developed a systematic monitoring process to make informed decisions about charter expansion, renewal, and disciplinary action as necessary. Explanation: Page 62 123,600 126,072 127332 405 400 391 517 531 526 The numbers include all State Board of Education sponsored schools, but not district sponsored schools. Number of annual on-site monitoring visits 104 142 71 Number of contract amendments processed annually. 500 450 450 Number of charter school annual audits reviewed 366 365 393 Number of corrective action plans mandated based on fiscal or contractual noncompliance. 80 80 80 Explanation: Any non-compliance matter requiring further action by charter holder and the Board. Number of disciplinary actions that resulted in withholding of funds Explanation: 19 22 22 4 4 Pursuant to A.R.S. 15-185.H Number of Notices of Intent to Revoke Charter issued. Explanation: 5 Revocation proceedings cross fiscal years, but are only reported once. Number of charter contracts voluntarily surrendered. 6 5 5 Number of Consent/Settlement Agreements entered. 3 4 4 Number of charter contracts revoked. 1 2 2 Number of five-year interval reviews completed. 69 64 40 Number of five-year interval review schools required to submit performance management plans. 11 98 25 123 120 120 Number of annual complaints regarding sponsored schools Explanation: Complaints are reviewed for contractual compliance and processed accordingly. Customer satisfaction survey (Scale 18) Explanation: Specifically, the Board has established academic performance levels which, if not met, result in corrective action plans requiring the charter holder to demonstrate it has identified the methods and secured the resources for immediate improvement. The evaluation and monitoring of the corrective action plans (Performance Management Plans) is critical to 1) ensuring that charter schools that remain open are improving and 2) creating an argument to support closing low performing charter schools. Failure to meet academic improvement targets will result in the initiation of revocation proceedings against the charter holder. Over the course of the next three years, the Board anticipates evaluating and monitoring 150 Performance Management Plans. FY 2013 Estimate The numbers include the 13 remaining State Board of Education sponsored schools since the Charter School Board provides oversight of these charters. Number of sponsored charter school sites in operation Issue 1 FY 2012 Estimate Total Average Daily Membership Number of sponsored charters with one or more sites in operation Strategic Issues: FY 2011 Actual 6 6 2 2 Respondents are charter holders. Administration as a % of total cost  Goal 2 6.6 2 To approve quality applications and grant charters to qualified applicants. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of new application packages reviewed by staff for administrative completeness. 35 42 37 Number of new application packages considered by the Board. 10 15 15 Number of new application packages approved by the Board. 9 12 12 Performance Measures Dollars (in thousands) are listed as requested by agencies. State Board for Charter Schools Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of replication application packages received. 16 10 8 Number of replication application packages approved by the Board. 16 10 8 Number of renewal applications prepared. 23 45 27 Performance Measures Explanation: Determination of application criteria based upon previous performance. Number of renewal applications submitted. 39 45 28 Number of renewal application packages approved by the Board. 35 40 20 Number of renewal applications requiring a performance management plan. 13 15 10 State Board for Charter Schools Dollars (in thousands) are listed as requested by agencies. Page 63 Return to Table of Contents 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) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 390.0 449.3 452.1 0.0 0.0 0.0 Program Total 390.0 449.3 452.1 FTE Positions 5.0 5.0 5.0 Other Appropriated Funds Other Non Appropriated Funds Agency revenues cannot meet expenses. Revenues have fallen by 56,000 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 Agency has eliminated the dedicated attorney general service contract, professional chiropractic investigator contracts, expert witnesses for hearings, out-ofstate travel for participation in national regulatory planning and coordination, cut costs for supplies and postage, left an investigator and support staff 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 120 per year. The investigations have found some level of violation in majority of cases and an average of 16% 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. The posiiton that provides enforcement support has been left vacant. 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. The result of current circumstances is that investigation generally take a year to conclude. 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 Issue 3 Page 64 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 Strategic Issues: Issue 1 levels have risen from 70 to 100 requests from one credentialing company at a time, with extensive records requests requiring that hard copy files be pulled, copied and sent via mail or fax. The time to verify each license has increased from five to ten minutes each. Additional fees have been instituted to fund facilitation of public records response time. The database and web site have been improved to allow on-line access to credentialing information and disciplinary actions. Ongoing trends in information 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. 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 on an ongoing basis 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.  Goal 1 To issue and renew licenses promptly to those applicants determined to be eligible based on their accurate and complete application and demonstration of the required standards of education, knowledge, and competency while ensuring that the health, safety, and welfare of the public is protected. Performance Measures Number of applications for licensure received Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 71 75 75 State Board of Chiropractic Examiners Return to Table of Contents FY 2011 Actual Performance Measures Explanation: FY 2013 Estimate This measure is used to assess future revenues. Average number of days between receipt of complete application and Board action Explanation: 20 25 25 This performance measure determines if the Board is meeting the licensing time frames required in law. Number of new licenses issued Explanation: 59 60 60 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 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 2012 Estimate 2,473 2,500 2,500 100 95 95 To investigate promptly complaints filed against licensees throughout the state and to proactively identify risks to the consumer public. To timely and knowledgeably determine if a matter should be dismissed or proceed to hearing, to conduct formal interviews and hearings in a timely manner, and to impose appropriate sanctions on those found to have violated the public trust. Performance Measures Number of new complaints filed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 128 120 120 Percent of complaints resolved within 180 days of receipt with no hearing required 41 80 80 Average number of months to resolve a complaint by administrative hearing 3 3 3 190 165 165 16 22 22 Total number of investigations conducted Percent of concluded investigations resulting in disciplinary action  Goal 3 To ensure Board and staff competence and knowledge. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of survey responses which indicate that staff was knowledgeable and courteous in public communications or that the measure was not applicable. 97 97 97 Administration as a percent of total cost 15 17 17 Performance Measures  Goal 4 To increase public awareness of agency functions, resources, and public records accessibility. Performance Measures Web site access count FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 10,879 20,000 30,000 22 30 30 0 1 1 Self assessment surveys returned. Percent of complaint investigations that the Board found to be outside of its jurisdiction. State Board of Chiropractic Examiners Dollars (in thousands) are listed as requested by agencies. Page 65 Return to Table of Contents 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 2012 Estimate FY 2013 Estimate 175 175 175 3,800.0 3,800.0 3,800.0 To comply with the Caps for spending specified in the Clean Elections Act Mission: Performance Measures To fairly, faithfully, and fully implement and administer the Arizona Citizens' Clean Elections Act. FY 2011 Actual Percent of cap spent on administration and enforcement (calendar years) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 9.0 9.0 9.0 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 31,891.6 16,264.8 16,264.8 Program Total 31,891.6 16,264.8 16,264.8 FTE Positions 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.  Goal 1 To provide public funding to qualified candidates. Performance Measures Number of certified participating candidates (calendar years)  Goal 2 FY 2012 Estimate FY 2013 Estimate 125 85 125 To administer debates and develop a procedure for communicating candidate statements to the citizens of Arizona Performance Measures Page 66 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Citizens' Clean Elections Commission Return to Table of Contents Don Cardon, CEO the Greater Phoenix Economic Council, Tucson Regional Economic Opportunity, and the Arizona Chamber of Commerce. The Arizona Commerce Authority will contribute resources to such partners, with a focus on coordination of strategies, marketing, and attraction efforts with local governments and recommendations on policy pursuits. Phone: (602) 845-1215  Goal 1 Agency Summary CAA 0.0 ARIZONA COMMERCE AUTHORITY 41-1501 Mission: To provide private sector leadership in growing and diversifying the economy of Arizona, create high quality employment through expansion, attraction and retention of business, and market Arizona for the purpose of expansion, attraction and retention of businesses. Description: The Arizona Commerce Authority (Authority) was established through Executive Order 2010-12, and is charged with the following responsibilities: job creation and expansion of capital investment through business attraction, expansion and retention, including business incubation and entrepreneurship; create, monitor and execute a comprehensive economic and workforce strategy; manage and administer economic development and workforce programs; provide statewide marketing leadership; utilize all means necessary, prudent and practical to integrate private sector-based innovation, flexibility, focus and responsiveness; and advance public policy to meet its objectives. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2011 Actual FY 2012 Estimate 3,473.1 31,500.0 FY 2013 Request 31,500.0 3,403.9 0.0 0.0 Other Non Appropriated Funds 76,114.6 54,254.1 41,948.0 Program Total 82,991.6 85,754.1 73,448.0 FTE Positions 105.6 56.0 49.7 To create opportunities that increase market penetration of Arizona products and services. The Arizona Commerce Authority team encourages retention, expansion, and location of businesses across the state. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate N/A 225 225 Number of substantive export and trade related technical assistance sessions provided to export-related, growth-potential companies and individuals 0 200 200 Number of trade events (trade shows, trade missions, conferences and workshops) 0 80 80 Performance Measures Number of companies participating in trade events  Goal 2 To help create and retain higher paying jobs that support emerging and base industries in every region of the state. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of workers under contract to be trained 0 10,000 11,000 Number of companies assisted 0 80 80 Number of new jobs created as a result of grant program 0 1100 1250 Percent of Job Training funds distributed to small businesses 0 9.0 9.5 Performance Measures  Goal 3 To implement an effective apprenticeship training system designed to produce highly skilled workers that support emerging and base industries in every region of the state. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of active registered programs 0 125 N/A Strategic Issues: Percentage of registered programs with rural employers 0 35 N/A Creation of jobs and bringing investment to the State of Arizona In an effort to create jobs and bring investment to the State of Arizona, the Arizona Commerce Authority will pursue several strategic strategies. Some of those strategies are the following: Number of workers in registered apprenticeship programs 0 4200 N/A Issue 1 1. Establish offices in Los Angeles and the San Jose/Bay area to identify, pursue, and secure business relocation and enhance opportunities for Arizona businesses. These offices will aggressively market the Arizona opportunity to California businesses looking to relocate. 2. Collaborate with Arizona State University and Sichuan American University to establish a geographical presence in China. Expected to open sometime next year, this Arizona Commerce Authority office will help further the growth of Arizona exports and attract foreign investment in the state. 3. Monetary allocation to support direct business creation and expansion in Arizona's rural communities. The Arizona Commerce Authority will establish offices in Flagstaff and Tucson to support statewide efforts and coordinate the expansion of Arizona agricultural exports to foreign markets. 4. Creation of a national and international representation of how Arizona is the most pro-business friendly environment. A private and public marketing and brand campaign, this program will center on the Arizona business opportunities, and highlight the state's natural resources and quality of life assets. Issue 2  Goal 4 To promote foreign investment in Arizona FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Potential foreign investors attracted to Arizona for site visits 0 14 14 Foreign delegations served (attracted or assisted) 0 13 13 Performance Measures  Goal 5 To enhance awareness of Arizona as a premier state for business relocation and expansion activities in targeted industries that generates new company locates or expansion through out the state. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Jobs created by companies utilizing Arizona Commerce Authority business development programs 0 10,000 10,000 Average hourly wage rate per job 0 19.00 19.00 Number of new company relocations/expansions 0 15 15 Locate/expansion capital investments (in millions) 0 412 412 Number of companies recruited to rural locations 0 5 5 Performance Measures Collaboration with partners In an effort to facilitate and levarge the strength of Arizona's economic development entities into a unified approach, the Arizona Commerce Authority will become a member and financial supporter of economic development partners and business groups. Some of these groups include Commerce Authority Dollars (in thousands) are listed as requested by agencies. Page 67 Return to Table of Contents Agency Summary EPA 0.0 EPA Program Summary 1.0 DEPARTMENT OF COMMERCE ADMINISTRATION AND RESEARCH Sandra Watson, Deputy Director Wayne Holder, Chief Financial Officer Phone: (602) 771-1215 Phone: (602) 771-1112 A.R.S. § 41-1501 A.R.S. § 41-1504 Mission: Mission: To provide state leadership to create and retain quality jobs and strengthen Arizona's economic base. 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: 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 Department 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. FY 2011 Actual Program AND  ADMINISTRATION RESEARCH BUSINESS DEVELOPMENT 4,422.8 FY 2012 Estimate 0.0 FY 2013 Request 0.0  ENERGY DEVELOPMENT  AND UTILIZATION 15,843.6 0.0 0.0 62,725.2 0.0 0.0 Agency Total: 82,991.6 0.0 0.0 Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate This Program Contains the following Subprograms: 4 Administration 4 Research Administration Funding and FTE Summary: (Thousands) ($ Thousands) Agency Summary: 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. FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 236.8 0.0 0.0 Other Appropriated Funds 377.0 0.0 0.0 Other Non Appropriated Funds 3,809.0 0.0 0.0 Program Total 4,422.8 0.0 0.0 FTE Positions 41.5 0.0 0.0 FY 2013 Request General Funds 3,473.1 0.0 Other Appropriated Funds 3,403.9 0.0 0.0 0.0 Other Non Appropriated Funds 76,114.6 0.0 0.0 Program Total 82,991.6 0.0 0.0 FTE Positions 105.6 0.0 0.0 Strategic Issues: Issue 1 Page 68 As of 06/30/2011 The Arizona Department of Commerce terminated and The Arizona Commerce Authority established 07/01/2011 thru HB2001. Dollars (in thousands) are listed as requested by agencies. Department of Commerce Return to Table of Contents Subprogram Summary EPA 1.1 EPA Subprogram Summary 1.2 ADMINISTRATION RESEARCH ADMINISTRATION Jerry Ewing, Deputy Director William Schooling, State Demographer Phone: (602) 771-1162 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) General Funds FY 2011 Actual FY 2012 Estimate 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. 29.1 0.0 0.0 377.0 0.0 0.0 Other Non Appropriated Funds 1,384.7 0.0 0.0 Funding and FTE Summary: (Thousands) Program Total 1,790.8 0.0 0.0 General Funds FTE Positions 18.0 0.0 0.0 Other Appropriated 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 82 na na Percentage of network up-time Department of Commerce FY 2012 Estimate FY 2013 Estimate 99 na na FY 2013 Request 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 2,256.9 0.0 0.0 Program Total 2,464.6 0.0 0.0 FTE Positions 22.0 0.0 0.0 0.0 To ensure information and resources that are strategic, timely, useful and relevant to stakeholders. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 na na 800 na na Number of Populations Statistics Unit Page website hits 26503 na na Number of Labor Market Information training and presentations statewide. 9 na na Number of Labor Market Information website visits. 206598 na na Performance Measures FY 2011 Actual FY 2012 Estimate 207.7  Goal 1 To provide the Department with reliable information systems. Performance Measures FY 2011 Actual 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. Page 69 Return to Table of Contents Program Summary EPA 2.0 EPA Subprogram Summary 2.1 BUSINESS DEVELOPMENT BUSINESS ASSISTANCE CENTER Sandra Watson, Assistant Deputy Director Sandra Watson, Senior Director Phone: (602) 771-1215 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. FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 2,362.7 0.0 0.0 Other Appropriated Funds 1,414.3 0.0 0.0 Other Non Appropriated Funds 5,659.9 0.0 0.0 Business Development Finance Program Total 9,436.9 0.0 0.0 Job Training FTE Positions 17.3 0.0 0.0 This Program Contains the following Subprograms: 4 4 4 4 4 Funding and FTE Summary: (Thousands) Business Assistance Center Apprenticeship Service  Goal 1 Motion Picture Development Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 3,236.3 0.0 0.0 Other Appropriated Funds 3,026.9 0.0 0.0 Other Non Appropriated Funds 9,580.4 0.0 0.0 Program Total 15,843.6 0.0 0.0 FTE Positions 35.1 0.0 0.0 To serve as the primary source of information to assist and enable small business growth statewide. Performance Measures Number of responses to inquiries (includes phone, walk-in, mail, fax and online program, and emails)  Goal 2 FY 2012 Estimate FY 2013 Estimate 83,400 na na 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 2011 Actual 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 126 na na Number of trade events (trade shows, trade missions, conferences and workshops) 49 na na 213 na na Percentage of companies rating service as "important" or "very important" to the ability of their business to access foreign markets na na na Customer satisfaction rating for business development program (Percentage rating services as good or excellent). na na na 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 26 na na 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) Page 70 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3 na na 1,303 na na Department of Commerce Return to Table of Contents Performance Measures Average hourly wage rate per job Explanation: FY 2012 Estimate FY 2013 Estimate 19.00 na na 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 2011 Actual 10634 na na 30 na na Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 A.R.S. § 41-1504 To enhance technical and financial resources of stakeholders in rural Arizona to strengthen statewide economic and community vitality. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of REDI-certified (rural) communities currently implementing local/regional economic development efforts na na na Number of active Main Street communities implementing strategic plans na na na Performance Measures 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 2011 Actual General Funds FY 2013 Request 689.6 0.0 0.0 1,612.6 0.0 0.0 0.0 0.0 0.0 Program Total 2,302.2 0.0 0.0 FTE Positions 4.6 0.0 0.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Total number of jobs created by companies participating in the Enterprise Zone program 3890 na na Capital investment made by companies participating in Enterprise Zone program (property tax and income tax programs) (in millions) 1348 na na Performance Measures Department of Commerce FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 71 Return to Table of Contents Subprogram Summary EPA 2.3 EPA Subprogram Summary 2.4 JOB TRAINING APPRENTICESHIP SERVICE Sandra Watson, Assistant Deputy Director Sandra Watson, Assistant Deputy Director Phone: (602) 771-1215 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 2011 Actual FY 2012 Estimate FY 2013 Request Description: The Arizona Department of Commerce apprenticeship program assists employers in developing registered apprenticeships that address their labor needs to help them compete in the global economy. Apprenticeship programs provide structured training that combines on-the-job training with related theoretical and practical classroom instruction to prepare exceptional workers for Arizona’s industry. General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 3,695.7 0.0 0.0 Program Total 3,695.7 0.0 0.0 Other Appropriated Funds FTE Positions 9.2 0.0 0.0  Goal 1 Number of companies assisted Number of workers under contract to be trained FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 55 na na 11,954 na na 1522 na na Percent of Job Training Funds distributed to Small Business. 8.4 na FY 2013 Request 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 224.8 0.0 0.0 Program Total 408.8 0.0 0.0 FTE Positions 4.0 0.0 0.0  Goal 1 0.0 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 reactivated in October 2010, after being placed on hold for 22 months (January 2009 thru October 2010) due to budget sweeps. FY 2012 Estimate 184.0 Performance Measures Forecasted to go through training to increase their job skills. Number of new jobs created as a result of the grant program. FY 2011 Actual General Funds To help create and retain higher paying jobs that support emerging and base industries in every region of the State. Performance Measures Explanation: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 105 na na 28 na na 3,059 na na na The Job Training program was reactivated in October 2010, after being placed on hold for 22 months (January 20009 thru October 2010) due to budget sweeps. Page 72 Dollars (in thousands) are listed as requested by agencies. Department of Commerce Return to Table of Contents Subprogram Summary EPA 2.6 EPA Program Summary 3.0 MOTION PICTURE DEVELOPMENT ENERGY DEVELOPMENT AND UTILIZATION Sandra Watson, Asst Deputy Director Leisa Brug, Director Phone: (602) 771-1215 Phone: (602) 771-1244 A.R.S. §§ 41-1504 et. seq. A.R.S. §§ 41-1504 et. seq. Mission: Mission: To enhance Arizona's film and visual arts production industry. To provide leadership on policy and programs that drive Arizona's sustainable energy development, economic prosperity, and security. Description: The Arizona Department of Commerce Film Office works to promote and develop the visual arts industry, and all of its components, throughout the State. It acts as a central point of contact to ensure that all of Arizona benefits from a strong visual arts industry. The Film Office’s primary activities are to build the industry through collaborative partnerships with local film offices and industry groups, provide professional and timely assistance to film, television, and multimedia customers, work with government entities to streamline the production process, and promote the state as a great place to do business through unique branding, comprehensive web presence, and direct customer relationship building.  Goal 1 To enhance Arizona's imported film and visual arts production industry. Performance Measures Number of projects attracted or facilitated FY 2011 Actual FY 2012 Estimate FY 2013 Estimate na na na 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 2011 Actual FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 62,725.2 0.0 0.0 Program Total 62,725.2 0.0 0.0 FTE Positions 29.0 0.0 0.0  Goal 1 0.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Estimated present value of energy/dollars saved (in millions) by encouraging the incorporation of building science principles 124 na na Number of rural communities participating in the Municipal Energy Management Program/Community Energy Program. na na na British Thermal Units (in billions) displaced with energy efficiency and renewals to energy projects in cities and counties. na na na Kilowatt Hours (in millions) produced annually from renewable energy systems installed. na na na Performance Measures Department of Commerce FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 73 Return to Table of Contents Agency Summary CNA 0.0 CONSTABLE ETHICS STANDARDS AND TRAINING Jesse Bolinger, Chairman Phone: (602) 252-6563 A.R.S. 22-136 Mission: To regulate and support the performance of elected and appointed constables in Arizona. Description: The Constable Ethics Standards and Training Board is a citizen Board whose membership consists of a county manager, constables, a justice of the peace, a sheriff, a representative of the multi-housing industry, and a representative of the general public. As an entity, it works to regulate and support the performance of elected and appointed constables in Arizona through the active enforcement of a professional code of conduct and the issuance of grants for constable training & equipment. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 188.6 245.3 245.3 Program Total 188.6 245.3 245.3 FTE Positions 0.0 0.0 0.0 Strategic Issues: The CNA will spend FY12 and FY13 refining the Constable Code of Conduct and will continue to improve upon ways to resolve citizen complaints against constables. The CNA will spend FY12 and FY13 refining the Constable Code of Conduct and will continue to improve upon ways to resolve citizen complaints against constables.  Goal 1 To revise the Arizona Constable Code of Conduct Issue 1  Goal 2 To adopt rules governing the operation of the Board Performance Measures The number of rules adopted in fiscal year  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 1 0 To investigate and resolve complaints against constables FY 2011 Actual FY 2012 Estimate FY 2013 Estimate The number of citizen complaints against constables received by the Board 15 12 12 The number of citizen complaints against constables resolved by the Board 14 13 12 Performance Measures  Goal 4 To distribute grants for constable training & equipment Performance Measures The number of grants awarded  Goal 5 FY 2012 Estimate FY 2013 Estimate 17 25 25 To ensure compliance with constable training reporting requirements Performance Measures Number of constables reporting approved training Page 74 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 53 75 75 Dollars (in thousands) are listed as requested by agencies. Constable Ethics Standards & Training Board Return to Table of Contents Agency Summary RGA 0.0 Program Summary RGA 1.0 REGISTRAR OF CONTRACTORS REGULATORY AFFAIRS William Mundell, Director Tyler Palmer, Audit & Planning Manager Phone: (602) 542-1525 Phone: (602) 771-6710 A.R.S. § 32-1101 A.R.S. § 32-1101 Mission: Mission: To promote quality construction by Arizona contractors through a licensing and regulatory system designed to protect the health, safety, and welfare of the public. To protect the health, safety, and welfare of the public by ensuring regulations and workmanship standards governing residential and commercial construction are being enforced, while maintaining a high level of service to all stakeholders. Description: The Registrar of Contractors licenses, investigates, and seeks to resolve complaints against licensed and unlicensed contractors. The agency also administers the Residential Contractors' Recovery Fund, which reimburses residential property owners for poor workmanship or non-performance by a licensed residential contractor. FY 2011 Actual Program  REGULATORY AFFAIRS  RECOVERY FUND Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds ($ Thousands) Agency Summary: Description: The program licenses and regulates residential and commercial contractors. Other Appropriated Funds FY 2013 Request Other Non Appropriated Funds 0.0 0.0 0.0 7,904.2 12,002.7 12,002.7 0.0 0.0 0.0 12,002.7 12,002.7 Program Total 7,904.2 12,002.7 12,002.7 6,160.4 4,952.2 10,952.2 FTE Positions 144.8 144.8 144.8 14,064.6 16,954.9 22,954.9 FY 2011 Actual FY 2012 Estimate  Goal 1 FY 2013 Request To process applications for new and renewal licenses in an efficient, thorough and timely manner. Performance Measures 0.0 0.0 0.0 7,904.2 12,002.7 12,002.7 Total number of contractors licensed in state Other Non Appropriated Funds 6,160.4 4,952.2 10,952.2 Average number of days from receipt of complete application to issuance Program Total 14,064.6 16,954.9 22,954.9 FTE Positions 152.8 152.8 152.8 Applications received  Goal 2 Strategic Issues: 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3,706 3,706 3,706 56,050 56,050 56,050 36 36 36 To protect the health, safety, and welfare of the public by investigating acts of licensed contractors; and when warranted issuing corrective work orders and citations in a timely, fair and consistent manner. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Complaints received - licensed contractors 5,427 5,427 5,427 Total complaints closed through compliance 3,762 3,762 3,762 Performance Measures  Goal 3 To determine whether, after a timely review of a complaint, to issue a citation or impose discipline upon a contractor’s license; and whether to assess penalties against an unlicensed contractor, while ensuring due process to all parties. Performance Measures Total number of disciplinary license revocations and suspensions Average number of days to process a claim for hearing  Goal 4 Number of complaints received unlicensed contractors Average number of days per complaint from receipt to investigation completion  Goal 5 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,997 1,997 1,997 78 78 78 To protect the health, safety, and welfare of the public by investigating unlicensed contracting and advertising violations; and when warranted taking action in the form of cease and desist orders, civil citations or criminal prosecution in a timely, fair and consistent manner. Performance Measures Registrar of Contractors FY 2013 Request 7,904.2 Other Appropriated Funds Issue 1 FY 2012 Estimate FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,725 1,725 1,725 27 27 27 To improve internal operational efficiency; enable accurate and timely generation of reports, electronic sharing of data, and exchange of information with other state agencies and Dollars (in thousands) are listed as requested by agencies. Page 75 Return to Table of Contents the public. Performance Measures Percent of calls to the call center answered within two minutes FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 86 86 86 Program Summary RGA 2.0 RECOVERY FUND Wilma Dengavi, Assistant Director - Administration Phone: (602) 542-1525 A.R.S. § 32-1131 Mission: To provide a measure of reimbursement to consumers who have been injured by an act, representation, transaction or conduct of a licensed residential contractor. Description: The Residential Contractors' Recovery Fund was established to assist persons who have hired licensed residential contractors in the recovery of monetary damages as a direct result of a violation by the contractor. The fund pays a maximum of $30,000 per homeowner. The maximum payout per residential contractor’s license is $200,000. Funding and FTE Summary: (Thousands) FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 6,160.4 4,952.2 10,952.2 Program Total 6,160.4 4,952.2 10,952.2 FTE Positions 8.0 8.0 8.0  Goal 1 0.0 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 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 527 527 527 Registrar of Contractors Return to Table of Contents 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 2012 or 2014. 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.  ADMINISTRATION  HEARINGS  CORPORATIONS  SECURITIES  RAILROAD SAFETY  PIPELINE SAFETY  UTILITIES  LEGAL INFORMATION  TECHNOLOGY Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 3,031.3 2,925.1 3,275.1 1,525.2 1,547.5 1,997.7 4,018.5 4,120.7 4,120.7 4,330.7 4,363.0 4,363.0 613.7 586.4 586.4 1,744.9 1,530.3 1,530.3 5,746.3 5,729.2 6,495.3 1,766.9 1,797.4 2,197.6 2,186.7 2,212.8 2,433.0 24,964.2 24,812.4 26,999.1 FY 2011 Actual FY 2012 Estimate FY 2013 Request 619.9 511.4 511.4 23,142.0 23,360.7 25,586.1 1,202.3 940.3 901.6 Program Total 24,964.2 24,812.4 26,999.1 FTE Positions 312.3 312.3 313.3 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 2005 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 Return to Table of Contents Program Summary CCA 1.0 Program Summary CCA 2.0 ADMINISTRATION HEARINGS Kimberly Battista, Interim Administration Director Lyn A. Farmer, Chief Hearing Officer Phone: (602) 542-0657 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) General Funds FY 2011 Actual FY 2012 Estimate 7.0 0.0 0.0 3,010.3 2,925.1 3,275.1 14.0 0.0 0.0 Program Total 3,031.3 2,925.1 3,275.1 FTE Positions 29.0 29.0 29.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 General Funds Number of open meetings held Agenda items considered Claims processed Revenue deposited with the Treasurer (in millions) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 63 65 65 547 550 550 1,510 1500 1500 60 62 65 Performance Measures Purchase orders issued FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 199 250 250 FY 2013 Request 0.0 0.0 1,547.5 1,997.7 0.0 0.0 0.0 Program Total 1,525.2 1,547.5 1,997.7 FTE Positions 16.0 16.0 16.0 Other Non Appropriated Funds  Goal 1 To conduct fair and impartial hearings, and to propose timely, factually, and legally sound Orders for the Commissioners' consideration. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 Procedural Orders issued 531 600 600 Proposed Orders issued 155 155 155 Performance Measures Rehearings granted - Hearing Officer's error To provide timely and efficient docket services to regulated utilities and consumers. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Open Meeting items processed 1,220 1,200 1,200 Filings docketed (in thousands) 9 9 9 700 700 700 Performance Measures Number of Decisions Page 78 FY 2012 Estimate 0.0  Goal 2 To provide business services to all Divisions. FY 2011 Actual 1,525.2 Other Appropriated Funds To ensure all matters coming before the Commission are resolved in a timely manner, in accordance with administrative procedures. Performance Measures  Goal 2 Funding and FTE Summary: (Thousands) FY 2013 Request Dollars (in thousands) are listed as requested by agencies. Corporation Commission Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Range of days to process expedited requests - corporate filings 2-8 2-5 2-5 Patricia L. Barfield, Interim Director Range of weeks to process regular requests - Corporate Filings 5-7 4-6 3-6 Phone: (602) 542-3521 Total active corporations and Limited Liability Corporations recorded 678,983 685,000 685,000 Total filings Performance Measures Program Summary CCA 3.0 CORPORATIONS A.R.S. Title 10 Mission: To approve corporate names and grant corporate or limited liability company status to entities organizing under the laws of the State of Arizona; to approve applications from foreign corporations and limited liability companies to transact business in this State; to collect annual reports from all corporations of record; and to maintain corporate and limited liability company records for the benefit of public record and service of process. Description: The Corporations Division is comprised of five sections (Annual Reports, Corporate Filings, Records, Call Center, Initial Processing). The Division also has a few staff members in the Tucson office of the Corporation Commission to provide some services to the residents of Southern Arizona. The Corporations Division approves for filing all articles of incorporation, amendments to articles, mergers, consolidations, withdrawals, and dissolutions for Arizona corporations; approves corporate and limited liability company (LLC) names; approves all articles of organization, amendments, changes and terminations for LLCs; grants authority to foreign corporations and LLCs transacting business in this State; propounds interrogatories when necessary; and may administratively dissolve or revoke corporations and LLCs that do comply with specific provisions of Arizona law. The Division collects from every corporation an annual report reflecting the current statutory agent, corporate address, amount of stock issued (forprofits), lists of officers and directors, Certificate of Disclosure, Statement of Bankruptcy. The Division updates the corporation's public record with information provided by the annual report and also when amendments or changes are submitted by the corporation. The Division must maintain all information on corporations and LLCs in a data format conducive to public access; respond to public questions concerning Arizona corporations and LLCs; and respond to the needs of the business sector by disseminating information. The Division has limited investigatory powers and no regulatory authority. Arizona corporations and LLCs, however, may be administratively dissolved if certain statutory requirements are not met. Likewise, the authority of foreign (non-Arizona) corporations or LLCs to transact business in Arizona may be administratively 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 entity are accepted by the Records Section on behalf of the entity. 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 Actual General Funds FY 2012 Estimate 0.0 0.0 0.0 4,120.7 4,120.7 0.0 0.0 0.0 Program Total 4,018.5 4,120.7 4,120.7 FTE Positions 79.5 79.5 79.5 Other Non Appropriated Funds  Goal 1 365,000 365,000 26 26 26 Average turnaround time (days) for expedited Annual Reports 2 2 2 137,614 170,000 170,000 96,922 120,000 120,000 Annual reports filed Number of e-filed Annual Reports  Goal 2 To provide customers the most expedient public information services possible. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Division-wide incoming calls for corporate filings and records, annual reports, and calls to Tucson office 149,163 165,000 165,000 Division-wide calls answered Performance Measures 123,184 140,000 140,000 Days to process expedited requests Records Section 1-3 1-3 1-3 Days to process regular requests Records Section 5-7 5-7 5-7 Mail and counter work orders 31,235 33,000 33,000 Number of web site hits (in thousands) 98,349 65,000 65,000 3,805 3,000 3,000 Corps. Homepage hits (in thousands) Explanation: Changed count from "hundreds" to "thousands" in FY08. Corp. Filings Forms (in thousands) 2,115 1,200 1,200 Annual Report Hits (in thousands) 93 275 275 Corp Records images (in thousands) 65 16 16 15,076 16,000 16,000 Total number of image downloads (in thousands)  Goal 3 To streamline and improve internal customer-related administrative/ operational functions FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Total mail received - division-wide, including faxes 139,232 150,000 150,000 Initial Processing Section documents scanned 231,703 290,000 290,000 Division checks processed 105,660 110,000 110,000 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 109 150 150 1.79 2.5 2.5 To continually improve customer service and customer satisfaction. Performance Measures Overall satisfaction score from customer surveys on a 8.0 scale Explanation: FY 2013 Request 4,018.5 Other Appropriated Funds 351,966 Average turnaround time (days) for normal Annual Reports FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 7.7 7.8 7.8 (on scale of 1-8; 8=high) To provide customers with timely processing of their business documents. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of expedited requests achieved within 5 business days 100 100 100 Percent of regular requests achieved within 30 business days 100 100 100 Performance Measures Corporation Commission Dollars (in thousands) are listed as requested by agencies. Page 79 Return to Table of Contents Performance Measures Program Summary CCA 4.0 Number of complaints FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 306 250 250 Enforcement action: number of investigations initiated 38 45 45 Enforcement action: number of subpoenas issued 332 300 300 Phone: (602) 542-0605 A.R.S. §§ 44-1801 to 44-2041 Commission Order: Number of Cease and Desist Orders 49 35 35 Commission Order: Fines- Number of Respondents 105 50 50 77 40 40 2 SECURITIES Matthew Neubert, Director Mission: Commission Order: Restitution Number of Respondents 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. Number of civil cases initiated 1 2 Number of indictments - True Bills 6 7 7 Number of civil proceedings closed 0 3 3 Number of civil proceedings open at year end 5 2 2 Description: Total examinations under oath 43 50 50 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. Number of cases to hearing 7 5 5 102 45 45 Number of administrative proceedings initiated 35 20 20 Civil Proceeding Initiated : Number of Defendants 42 5 5 Number Criminal Defendants Indicted 10 10 10 Number of Criminal Restitution Orders Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 0.0 0.0 0.0 4,363.0 4,363.0 21.9 0.0 0.0 Program Total 4,330.7 4,363.0 4,363.0 FTE Positions 55.3 55.3 55.3 Other Non Appropriated Funds  Goal 1 FY 2011 Actual FY 2012 Estimate 8 8 8 Number of Investigations Closed 50 50 50 Number of Investigations Open at Year End 69 70 70 134 65 65 Number of Respondents: Commission Orders FY 2013 Estimate Number of applications/filings 24,423 20,000 20,000 Number of registrations/exemptions 25,782 21,000 21,000 1,259 1.500 1,500 1.5 1.5 1.5 Number of exemptions (Rule 126) Number of months required to review applications Number of other exemptions Number of name changes Number of dealer examinations 100 100 100 2,082 2,000 2,000 5 15 15 2,104 2,000 2,000 172,478 175,000 175,000 395 350 350 Number of IAR registrations 5,533 4,000 4,000 Number of IA examinations 28 35 35 Number of Public Educational Programs 45 55 55 Number of dealer registrations Number of salesman registrations Number of IA registrations Number of Legislative initiatives 0 0 0 Number of training programs 5 5 5 54 50 50 Number of 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 8 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 10 Number of Defendant Pleas and Convictions FY 2013 Request 4,308.8 Other Appropriated Funds Administrative Proceedings: Number Respondents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Corporation Commission Return to Table of Contents Program Summary CCA 5.0 Program Summary CCA 6.0 RAILROAD SAFETY PIPELINE SAFETY Steve Olea, Interim Director Steve Olea, Interim Director Phone: (602) 542-7270 Phone: (602) 542-7270 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 610.8 511.4 511.4 Other Appropriated Funds 2.9 75.0 75.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 613.7 586.4 586.4 FTE Positions 6.0 6.0 6.0  Goal 1 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Miles of railroad track inspected 1,150 1,200 1,200 Freight cars inspected 2,183 2,500 2,500 160 160 160 0 0 0 3,219 3,300 3,300 187 250 250 6 10 10 Federal violations filed 16 25 25 Derailments 23 20 20 Number of grade crossing accidents 19 25 25 3 2 2 Grade crossing complaints 28 30 Other complaints 11 5 13 Locomotive units inspected Operating practices inspections Hazardous materials inspections Grade crossing inspections Industrial spur track inspections Other accidents Operation Lifesaver presentations HazMat Accidents/Incidents  Goal 2 Funding and FTE Summary: (Thousands) Performance Measures New Grade Crossings Installed Signal & Train control inspections Signal system components inspected FY 2013 Request 0.0 0.0 0.0 869.8 900.0 900.0 Other Non Appropriated Funds 875.1 630.3 630.3 Program Total 1,744.9 1,530.3 1,530.3 FTE Positions 16.0 16.0 16.0  Goal 1 To protect the public and the environment by providing the highest level of pipeline safety awareness. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Fines collected (in thousands) 34 50 50 Total intrastate inspections 99 80 80 142 165 165 Violations: Intrastate (major operators only) Violations: Master Meter 1,231 1,189 1,189 Total master meter inspections 1,238 1,329 1,329 Total number of code compliance inspections 1,346 1,410 1,410 100 Total Bluestake violations written Random Bluestake inspections Seminars/Public awareness meetings held Investigated incidents 96 100 135 60 60 24 28 28 226 272 272 2 0 0 30 Total number of Interstate pipeline safety violations 15 15 Total interstate inspections 9 15 15 3 3 12 12  Goal 2 To ensure the pipeline operators in Arizona operate gas pipeline systems as safely as possible. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 7 10 10 1 1 1 14 15 15 486 550 550 Performance Measures Total intrastate violations corrected (major operators only) Major pipeline operators training classes held Master Meter training classes held/persons attending Bluestake training classes held/persons attending Total master meter violations corrected  Goal 3 Corporation Commission FY 2012 Estimate Other Appropriated Funds To ensure rail/highway grade crossings safety. Grade crossings improved FY 2011 Actual General Funds To promote and ensure the safe operation of Arizona railroads. Performance Measures Description: The Pipeline Safety Office maintains staff in Phoenix, Tucson, Prescott, and Flagstaff. The Office has the responsibility for the inspection of all intrastate pipeline operators within the State of Arizona. The Office also has the responsibility to enforce the Arizona Underground Facilities Law and to provide training to facility owners and excavators. The Office conducts training classes for operators of master meter gas systems and maintains a natural gas equipment loan-out program to assist them in complying with Pipeline Safety regulations. The Division is working towards improving efficiency through modernization of electronic processing and enhancing the Division's information technology and infrastructure. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 153 100 100 0 2 2 16/223 16/268 16/268 40/2,200 36/2,000 36/2,000 1,411 1,237 1,237 To receive and maintain an interagency agreement with the Dollars (in thousands) are listed as requested by agencies. Page 81 Return to Table of Contents Federal Dept. of Transportation to ensure safe operations of interstate pipeline. Performance Measures Renewal of interstate agreement for gas and liquid  Goal 4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2 2 2 UTILITIES Steve Olea, Director Phone: (602) 542-4251 To maintain and improve the professional skills of the ACC pipeline staff. Performance Measures Development/updating of training courses for staff Program Summary CCA 7.0 FY 2011 Actual 6 FY 2012 Estimate 6 FY 2013 Estimate 6 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) General Funds FY 2012 Estimate FY 2013 Request 2.1 0.0 0.0 5,452.9 5,419.2 6,224.0 291.3 310.0 271.3 Program Total 5,746.3 5,729.2 6,495.3 FTE Positions 71.0 71.0 71.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 631 625 600 52 50 50 165 160 170 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 Reseller applications filed Certifications processed: CLECs FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12 10 10 4 10 10 14 12 12 Certifications processed: Resellers 9 15 15 CLEC interconnection agreements processed 43 50 50  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 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 10,331 10,500 10,500 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 Return to Table of Contents Performance Measures Number of public awareness functions Number of water workshops Number of electric workshops FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 45 45 45 6 5 5 12 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 2011 Actual General Funds FY 2013 Request 0.0 0.0 0.0 1,766.9 1,797.4 2,197.6 0.0 0.0 0.0 Program Total 1,766.9 1,797.4 2,197.6 FTE Positions 19.5 19.5 19.5 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To provide efficient, high-quality legal representation. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,544 6,720 6,720 Attorney legal education classes completed 14 6 6 Job-related education classes for attorneys 90 37 37 Classes completed: job-related education for support staff 24 3 3 Performance Measures Education and training expenditures ($) Classes completed: other education 39 0 0 Expenditures on advanced research tools 32,354 34,000 34,000  Goal 2 To provide high-quality representation in administrative matters before the Corporation Commission. Performance Measures Docketed matters handled FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 494 500 500 Administrative hearing days handled by the Legal Division 23 100 100 Orders to Show Cause prepared by the Legal Division 2 1 1 Formal complaints prepared by the Legal Division 1 1 1 Discovery/Data Requests/ Responses/ Oppositions prepared 247 450 450 Motions, Briefs, & other pleadings prepared 239 350 350  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 7 3 3 19 20 20 To provide high-quality legal advice to the Commission. Performance Measures Corporation Commission FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Page 83 Return to Table of Contents Open/Special Open Meetings attended by Legal counsel Explanation: 65 0 23 13 35 35 On numerous occasions, more than 1 staff member attend. Commission hearing days attended by counsel 162 135 Program Summary CCA 9.0 23 On numerous occasions, more than 1 staff member attend. Commission Staff Meetings attended by counsel Explanation: 65 On numerous occasions, more than 1 staff member attend. Line Siting hearing days attended by counsel Explanation: 65 135 INFORMATION TECHNOLOGY Clark Lathrum, IT Division Director Phone: (602) 542-0671 A.R.S. § 40-105 (B)(2) Mission: 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 2011 Actual General Funds FY 2013 Request 0.0 0.0 0.0 2,186.7 2,212.8 2,433.0 0.0 0.0 0.0 Program Total 2,186.7 2,212.8 2,433.0 FTE Positions 20.0 20.0 21.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of website hits to databases (in millions) 85.4 90 100 Number of entities available via the internet (in thousands) 682 700 725 Number of dockets available via the internet 16.9 17 18 333.6 350 400 3.1 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 3,045.6 3,200 3,500 60 65 70 To improve employees' preparation to use technology and react to their job-specific needs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of staff in attendance at ITrelated training classes 64 70 70 Number of staff in attendance at formal IT-related security classes 15 20 20 Performance Measures Page 84 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Corporation Commission Return to Table of Contents staff recruitment and retention; and appropriate allocation of resources to address unmet state prison physical plant needs. Agency Summary DCA 0.0 Issue 2 DEPARTMENT OF CORRECTIONS Charles L. Ryan, Director Phone: (602) 542-5225 A.R.S. § 41-1602 Mission: 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. Description: 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 2011 Actual Program FY 2012 Estimate FY 2013 Request 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 600 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. Issue 3 Issue 4  PRISON OPERATIONS AND 925,095.2 1,010,706.8 1,054,508.0 SERVICES  COMMUNITY CORRECTIONS  ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds 13,893.8 16,127.4 16,692.4 42,473.5 37,453.5 63,290.5 981,462.4 1,064,287.7 1,134,490.9 FY 2011 Actual FY 2012 Estimate FY 2013 Request 899,401.6 948,188.6 1,026,088.3 Other Appropriated Funds 31,659.1 50,649.1 50,094.6 Other Non Appropriated Funds 50,401.8 65,450.0 58,308.0 Program Total 981,462.4 1,064,287.7 1,134,490.9 FTE Positions 10,222.7 10,214.5 10,836.5 Enhancing Security and Oversight of Prison Operations When Director Charles L. Ryan assumed Department leadership in January 2009, he began a systemic review of the operational and administrative practices at both state-operated and contracted private prisons, focusing on the strict and uniform compliance with Department policy, especially safety and security practices. Since then, the Department has worked diligently to develop systems to strengthen state-operated and contracted private prison oversight, including enhancements to the significant incident reporting (SIR) process; collection and analysis of assault data and mortality data; improved private prison contract monitoring; improved Department Office of the Inspector General (IG) investigative processes, and a new inspection program and annual audit instrument designed to identify areas of noncompliance and violations of policy, correct them, and use data and information to make systemic operational changes to reduce violations and ensure safety. As part of this strategic issue, the Department will continue to work to improve its oversight procedures; provide ongoing staff training; increase security and staff presence among inmates; ensure safe housing assignments; and develop sound intervention strategies for high risk inmates. Integration of ADC Technology and Service Delivery The need for viable technology, process automation, system integration, and easy to use, secure information systems that are efficient, effective, and standardized 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 web-based technology; the exploration of optimum blends of hosted and in-house hardware/software platforms designed to increase efficiency; and the enhancement of disaster recovery capabilities and disaster recovery exercise cycles. Strategic Issues: Issue 1 Managing Inmate Population Growth Inmate population has increased from an average daily population of 29,936 in FY 2001 to 40,226 in FY 2011 (34.4 percent increase). After continuous inmate population growth from FY 2001 to FY 2010, with a monthly average growth rate of 117 inmates, inmate population growth dramatically declined in FY 2010 and FY 2011. ADC grew by only 65 inmates in FY 2010, and then actually declined by 296 inmates in FY 2011. FY 2010 and FY 2011 had the two lowest growth rates on record going back to 1973. Although inmate population growth slowed in FY 2010 and FY 2011, 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 accurate bed plan forecasting; efficient control of population movement and management of permanent state beds and contracted private beds; maximization of inmate programming and complex scheduling; effective management of an aging inmate population; development of a viable workforce through targeted Department of Corrections Dollars (in thousands) are listed as requested by agencies. Page 85 Return to Table of Contents Program Summary DCA 1.0 Subprogram Summary DCA 1.1 PRISON OPERATIONS AND SERVICES SECURITY Charles L. Ryan, Director Robert Patton, Division Director Phone: (602) 542-5225 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 2011 Actual FY 2012 Estimate FY 2013 Request 478,336.1 505,299.6 0.0 5,917.4 528,178.9 167.4 590.0 2,230.0 128.4 Program Total 478,926.1 513,447.0 528,474.7 FTE Positions 7,696.0 7,696.0 8,290.0 Prison Management and Support Funding and FTE Summary: (Thousands) General Funds  Goal 1 FY 2011 Actual FY 2012 Estimate FY 2013 Request 846,644.1 899,501.5 951,564.2 Other Appropriated Funds 30,924.1 49,664.5 48,545.0 Other Non Appropriated Funds 47,527.0 61,540.8 54,398.8 Program Total 925,095.2 1,010,706.8 1,054,508.0 FTE Positions 9,689.7 9,686.5 10,304.5 To safeguard the public, staff and inmates through the efficient, safe and secure operations of prisons FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of escapes of inmates from any location 4 0 0 Number of major rule violations per 1,000 inmates per annual average daily population 453.89 419.35 383.18 Number of inmate on staff assaults per 1,000 offenders per annual average daily population; includes all assaults, including those that did not result in physical injury. [95% of all assaults on staff are committed by higher custody inmates housed exclusively in state prisons. Since FY2009, despite an ongoing state prison staff shortage of 565 correctional officer II positions, ADC has reduced the 2-year rate of increase from 33.5% to 8.6%. The rate of increase is projected to be at or below 3% within 3 years.] 9.50 10.10 10.22 Number of inmate on inmate assaults per 1,000 inmates per annual average daily population 20.31 20.75 21.35 Number of major inmate disturbances 3 0 0 Number of inmate homicides [Homicide numbers are subject to change, as final determinations are contingent upon official medical examiner reports, which may be issued in a subsequent fiscal year.] 4 0 0 Performance Measures  Goal 2 To reduce drug use by incarcerated inmates Performance Measures Number of inmate random positive urinalysis results per 1,000 inmates per annual average daily population Page 86 Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 31.72 29.32 26.77 Department of Corrections Return to Table of Contents  Goal 3 To reduce inmate grievances and inmate litigation FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of formal inmate grievances (excluding health grievances) per 1,000 inmates per average daily population 82.91 76.61 70.01 Number of inmates lawsuits (nonhabeas) per 1000 inmates per annual average daily population 2.68 Performance Measures Subprogram Summary DCA 1.2 INSPECTIONS AND INVESTIGATIONS Charles L. Ryan, Director Phone: (602) 542-5225 3.56 3.28 A.R.S. § 41-1604 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. 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. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 5,161.2 6,388.6 6,388.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 5,161.2 6,388.6 6,388.6 FTE Positions 107.0 107.0 107.0  Goal 1 To conduct investigations, audits and core competency testing to ensure State prisons and Department staff are compliant with Department policies and procedures Performance Measures Percent of administrative investigations completed within established time frames Average annual Arizona State Operated Prison compliance audit percent score (Annual audit Instrument was substantially revised in FY2011.) Explanation: Department of Corrections FY 2012 Estimate FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 93.85 94.00 95.00 (FY2011 percent score average is based on inspections at ASPCEyman, ASPC-Lewis, ASPC-Tucson, and ASPC-Yuma) Average annual core competency test score for correctional series staff 86.58 88.00 90.00 Average annual core competency test score for non-correctional series staff 83.00 85.00 87.00 Dollars (in thousands) are listed as requested by agencies. Page 87 Return to Table of Contents  Goal 5 Subprogram Summary DCA 1.3 To ensure spiritual services are available to inmates FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of inmates involved in spiritual services 12,843 14,750 15,250 Number of volunteer spiritual service hours provided 42,096 43,000 44,000 Performance Measures INMATE EDUCATION, TREATMENT, AND WORK PROGRAMS Laura Krause, Division Director Phone: (602) 364-3234 A.R.S. § 41-1604, 1604.02, 41-1623 Mission: 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: 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 17,763.9 17,743.2 413.9 1,000.9 1,000.9 Other Non Appropriated Funds 35,221.1 39,637.0 38,769.0 Program Total 53,398.9 58,381.1 57,513.1 FTE Positions 464.5 461.3 461.3 Other Appropriated Funds  Goal 1 17,743.2 To maximize inmate participation in Department programming opportunities FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of all eligible inmates participating in appropriate work, education and treatment assignments 69.30 75.00 75.00 Number of inmate hours worked through the Work Incentive Pay Plan 26.1M 27.9M 29.9M 2.5M 2.6M 2.6M Performance Measures Number of hours provided to communities by inmates per established IGAs or work contracts  Goal 2 To expand work opportunities for inmates through Arizona Correctional Industries (ACI) Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of ACI inmate hours worked 3.5M 4.1M 4.5M Dollar amount deducted from ACI inmates wages being deposited directly in the State General Fund 3.0M 3.2M 3.6M  Goal 3 To provide education programs and services, including functional literacy, special education, GED, and jobs training to all eligible and assessed inmates FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of inmates achieving grade eight proficiency 5,400 5,400 5,500 Number of inmates achieving the General Equivalency Diploma (GED) 1,948 2,250 2,500 Number of Career and Technical Education certificates earned 3,683 3,050 3,250 Number of inmates receiving special education services 372 380 380 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 Page 88 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,302 2,400 2,500 179 150 150 Dollars (in thousands) are listed as requested by agencies. Department of Corrections Return to Table of Contents Subprogram Summary DCA 1.4 Subprogram Summary DCA 1.5 HEALTH CARE PRIVATE PRISONS Dr. Michael Adu-Tutu, Division Director Robert Patton, Division Director Phone: (602) 364-2900 Phone: (602) 542-3894 A.R.S. § 31-201.01, 41-1604 A.R.S. § 41-1604, 1604-02 Mission: Mission: To provide cost-effective constitutionally mandated correctional health care. 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. 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 102,138.8 122,092.6 123,408.4 7,499.4 11,499.4 11,499.4 84.1 63.4 47.9 Program Total 109,722.3 133,655.4 134,955.7 FTE Positions 776.2 776.2 778.2 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To provide medically necessary medical care, dental care and mental health care to inmates FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2.78 2.78 2.78 Number of formal inmate health grievances per 1000 inmates per annual average daily population 23.74 23.25 22.80 Percent of ADC state prison complexes accredited by the National Commission on Correctional Health care (NCCHC) 90.00 Performance Measures Percent of inmates requiring ongoing mental health services admitted for psychiatric hospital care 90.00 100.00 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 and Arizona county jails 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) FY 2011 Actual To contain health care costs Performance Measures Number of inmates hospitalized Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,177 2,200 2,400 99,785.2 101,146.8 110,565.1 Other Appropriated Funds 23,010.7 28,496.8 28,496.8 0.0 0.0 0.0 Program Total 122,795.9 129,643.6 139,061.9 FTE Positions 24.0 24.0 33.0 Other Non Appropriated Funds  Goal 1 To systematically and effectively monitor private prison operations Average length of stay for in-patient hospital care in days 5.49 5.50 5.50 Average cost per inmate for health care (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.) 3,258.00 TBD TBD Department of Corrections Average annual Contracted Private Prison compliance audit percent score (Annual audit Instrument was substantially revised in FY2011.) Explanation: (New measure added in FY2011) FY 2013 Request General Funds Performance Measures  Goal 2 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 93.40 94.00 95.00 (FY2011 percent score average is based on inspection at ASP-Marana only, the balance of inspections will be conducted by the end of CY 2011.) Page 89 Return to Table of Contents Subprogram Summary DCA 1.6 Program Summary DCA 2.0 PRISON MANAGEMENT AND SUPPORT COMMUNITY CORRECTIONS Robert Patton, Division Director Robert Patton, Division Director Phone: (602) 542-3894 Phone: (602) 542-3894 A.R.S. § 41-1604 A.R.S. § 41-1604 Mission: Mission: To provide leadership and direction in the administration and operations of all prisons to ensure inmate accountability and staff safety. To maintain effective community supervision of offenders, facilitate their successful transition from prison to the community and return offenders to prison when necessary to protect the public. Description: This 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 FY 2011 Actual FY 2012 Estimate FY 2013 Request 143,458.9 146,830.7 0.0 2,750.0 7,380.5 11,631.8 19,610.4 15,453.5 Program Total 155,090.7 169,191.1 188,114.0 FTE Positions 622.0 622.0 635.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 165,280.0 Funding and FTE Summary: (Thousands) To manage inmate population growth and the allocation of physical and fiscal resources Performance Measures Average daily inmate population Average daily bed deficit 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. General Funds Other Appropriated Funds FY 2012 Estimate FY 2013 Request 10,368.3 12,544.7 12,544.7 735.0 984.6 1,549.6 2,790.5 2,598.1 2,598.1 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 40,226 40,154 40,154 Program Total 13,893.8 16,127.4 16,692.4 2,621 3,751 3,751 FTE Positions 164.0 160.0 160.0 Other Non Appropriated Funds  Goal 1 To effectively manage offenders' conditions of supervision Performance Measures Percent of offenders on community supervision returned to prison for technical violations  Goal 2 Percent of offenders on community supervision returned to prison for a new crime  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12.00 11.00 11.00 To apply meaningful incentives and sanctions to encourage civil behavior Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1.00 1.00 1.00 To effectively monitor and track all offenders on community supervision Performance Measures Percent of offenders on community supervision returned to prison for absconding Page 90 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4.00 4.00 3.00 Department of Corrections Return to Table of Contents  Goal 4 Program Summary DCA 3.0 ADMINISTRATION Charles L. Ryan, Director 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of crime victim Notifications of Release sent 5,468 5,400 5,400 Number of service contacts provided to crime victims (all crimes) 8,545 9,050 9,550 Performance Measures Phone: (602) 545-5225 A.R.S. § 41-1602, 41-1604 Mission: 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. 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 1.6M 1.7M 1.7M 201.19 205.00 205.00 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 42,389.2 36,142.4 0.0 0.0 0.0 84.3 1,311.1 1,311.1 Program Total 42,473.5 37,453.5 63,290.5 FTE Positions 369.0 368.0 372.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 61,979.4 To recruit, retain, recognize, and develop staff FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 211 200 190 40.00 35.00 35.00 Annual Correctional Officer II vacancy rate percentage 3.80 2.50 3.50 Annual Correctional Officer II turnover rate percentage 9.90 10.00 10.00 Annual employee turnover rate percentage (excluding Correctional Officer IIs) 10.70 10.00 10.00 Percent of staff completing mandatory training 93.48 94.00 96.00 80 88 90 Performance Measures Number of employee formal grievances Percent of employee grievances upheld and/or modified in favor of the employee 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 Percent of network uptime FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97.30 98.00 98.00 Customer satisfaction survey rating of 3.5 or above for IT Applications/Data Management Unit on a scale of 1 to 5 4.86 4.90 4.90 Percent of IT help desk calls resolved in a timely manner 96.00 97.00 98.00 Explanation:  Goal 3 (New FY 2011 Performance Measure) To provide a standard process for receiving, reviewing and responding to public concerns regarding inmate related issues Performance Measures Number of service contacts provided to inmate families and friends. Department of Corrections FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 24,971 25,500 26,000 Dollars (in thousands) are listed as requested by agencies. Page 91 Return to Table of Contents Issue 3 Agency Summary CBA 0.0 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, and Laws 2011 Chapter 199 mandates infection protection and law classes for all reciprocity applicants. Furthermore, the Board offers electronic services to customers to increase efficiency and reduce the demands on full-time staff. The Board is recognized by national industry entities as being progressive, insightful, and a leader in cosmetology regulation. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,678.2 1,742.1 1,742.1 23.4 157.1 157.1 Program Total 1,701.6 1,899.2 1,899.2 FTE Positions 24.5 24.5 24.5 Other Appropriated Funds Other Non Appropriated Funds Increased efficiency through system maintenance and upgrades 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. Maintenance and enhancement of the current system will allow user friendly use and increase applications on-line which must be continued. Issue 1 “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'. Allowing us to purchase or set in place an electronic picture device for inspectors and investigators, will enable us to have a picture ID of the licensee with information at the job site. Issue 2 Issue 4 Improved enforcement efficiency The agency is at a 35% reduction in staff positions leading to a longer processing time for investigations, preventing the agency from meeting its health and safety performance objectives. Furthermore, the regulatory requirements in Arizona are comprehensive and complex for businesses such as salons; salons must often hold six or more professional licenses in addition to city and county permits to operate legally. 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 and the reduction of pay for increased retirement and performance, has caused a downgrade of employee morale 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, due to the increase of licenses every year, requires staffing positions to be filled. Issue 6 Strategic Issues: 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 113,000 applicants, a number which grows yearly. Cost increases; attorney services, and computer system maintenance; postage; supplies; facility maintenance; utilities; printing; travel; and other operating expenses affect 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. 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 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. Issue 9 Budget Contingency Plan To establish a fund or insurance plan for fund availability for legal issues at a state level. To acquire Lobbyist services for consistency and efficiency, which may Page 92 Dollars (in thousands) are listed as requested by agencies. Board of Cosmetology Return to Table of Contents prevent unforeseen hinderances in legislative and regulatory interpretations.  Goal 1 To establish standards for the professional practice of cosmetology. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average calendar days from receipt of completed application to issuance of license 17 17 17 Total individuals and establishments licensed 113,188 118,000 123,000 Performance Measures  Goal 2 To ensure swift, fair, and effective enforcement of statutes and rules governing the profession. FY 2011 Actual Performance Measures FY 2012 Estimate FY 2013 Estimate Total inspections conducted 6,148 6,300 6,300 Total complaints and application denials 2,354 2,400 2,400 120 120 120 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 Explanation: FY 2012 Estimate FY 2013 Estimate 24 48 48 The Board wants to mandate (Rule Law Change) that all reciprocity applications take classes Percent of citizen satisfaction surveys reporting Board service as satisfied or higher  Goal 4 FY 2011 Actual 97 95 95 To provide services through efficient government. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Constituents aided in transferring to another governmental jurisdiction or educational institution. 2,436 3,000 3,000 Licensees accepted through reciprocity from another state or country. 2,717 3,000 3,000 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 Return to Table of Contents JCA Agency Summary 0.0 JCA Program Summary 1.0 CRIMINAL JUSTICE COMMISSION AGENCY MANAGEMENT John A. Blackburn, Jr., Executive Director John A. Blackburn, Jr., Executive Director Phone: (602) 364-1146 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 2011 Actual Program FY 2012 Estimate FY 2013 Request  AGENCY MANAGEMENT  CRIME VICTIMS ANALYSIS  STATISTICAL CENTER 1,015.2 1,301.2 1,026.2 3,581.8 5,537.5 5,537.5 640.5 755.9 755.9 JUSTICE  CRIMINAL SYSTEM IMPROVEMENT 3,451.9 5,587.2 13,072.9  CRIME CONTROL 16,023.6 14,651.5 10,211.8 Agency Total: 24,713.0 27,833.3 30,604.3 Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2011 Actual FY 2012 Estimate Funding and FTE Summary: (Thousands) 0.0 0.0 8,000.0 5,625.5 6,325.8 19,226.2 22,207.8 16,278.5 FY 2011 Actual General Funds 24,713.0 27,833.3 30,604.3 FTE Positions 27.7 27.7 27.7 0.0 0.0 0.0 295.9 295.9 Other Non Appropriated Funds 753.6 1,005.3 730.3 Program Total 1,015.2 1,301.2 1,026.2 FTE Positions 12.0 12.0 12.0 To acquire and distribute timely, accurate information regarding relevant criminal justice legislation at both state and federal levels and to provide an effective mechanism for both legislative advocacy and related informational resources. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of agency legislative events 188 200 200 Number of criminal justice legislative liaison meetings coordinated 27 30 30 Strategic Issues:  Goal 2 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. Performance Measures Issue 1 Issue 2 Criminal Justice Records Integration Project The Arizona ICJIS Strategic Plan adopted by the Commission indicated a cost of $28 million to complete. The funding would not provide the total answer to all integration efforts but would improve the integration process and eventually allow for complete full integration among all agencies. All funding would not be needed in a single year as the agencies would not be able to accomplish all the goals in a single year. As such, ACJC is pursuing a strategic funding plan that would call for $8 million per year for two years and would continue to seek funds for the third year. This strategic issue ties with the critical funding issue submitted in the FY12-13 budget request. To develop, establish, and maintain reliable accurate fiscal systems for all Commission activities including grant programs and fund distribution functions. Generate and execute contracts, working agreements and other routine fund distribution and expenditure functions  Goal 3 Performance Measures Organize, support and conduct meetings under the Commission responsibility to produce effective results  Goal 4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 170 175 175 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. 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 Page 94 FY 2013 Request 261.6 Performance Measures Program Total FY 2012 Estimate Other Appropriated Funds  Goal 1 FY 2013 Request 5,486.8 Description: 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 45 35 35 118 125 125 To develop, implement and sustain processes that provide a Dollars (in thousands) are listed as requested by agencies. Arizona Criminal Justice Commission Return to Table of Contents relevant, reliable source of information on crime and the criminal justice system in Arizona. FY 2011 Actual 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 85 100 100 Develop, implement and operate data and information producing programs and processes on crime activity and the criminal justice system in AZ 85 Accurately and successfully publish, distribute reports containing reliable info and data on crime activity and the criminal justice system in AZ 95 Performance Measures  Goal 5 Phone: (602) 364-1146 100 100 100 Mission: 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. 100 FY 2012 Estimate FY 2013 Estimate Develop strategies and implement plans that effectively utilize funds and resources available to the Commission 100 100 100 Develop and sustain fiscal processes that successfully acquire, allocate, monitor, and report on all programs, functions and activities under the Commission's control 100 100 100 Organize, support, and conduct all meetings under the Commission responsibility to produce effective results 100 100 100 FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Estimate Percent completion of statutory mandates regarding Commission duties, responsibilities and mandates 100 100 100 Collect and analyze data, conduct research and evaluation, and publish reports regarding the criminal justice system 100 100 100 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 42 13 13 Number of required reports published 0.0 0.0 4,085.4 4,085.4 208.4 1,452.1 1,452.1 Program Total 3,581.8 5,537.5 5,537.5 FTE Positions 4.0 4.0 4.0 Other Non Appropriated Funds  Goal 1 To increase the number of compensation claims filed and awarded to eligible crime victims. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Obtain increased spending authority for the crime victim compensation program 2.49M 2.49M 2.49M Increase in compensation awards reported by Operational units 2.49M 2.49M 2.49M Increase in eligible benefits available to crime victims 2.49M 2.49M 2.49M  Goal 2 To effectively manage the allocation and administration of Crime Victim Compensation Funds. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Continuity of administration in the 15 counties 15 15 15 Percent of counties in which case reviews completed 60 60 60 Percent of cases reviewed showing no deficiencies 85 90 90 Percent of programs reviewed reflecting compliance with certified assurances and fiscal management practices 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 2013 Request 0.0 Performance Measures To provide a continuum of effective organization and administration for Commission responsibilities, activities and programs. FY 2012 Estimate 3,373.4 Other Appropriated Funds FY 2011 Actual Performance Measures 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) 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  Goal 7 CRIME VICTIMS A.R.S. §§ 41-2407 et. seq. FY 2011 Actual  Goal 6 Program Summary 2.0 Larry Grubbs, Crime Victims Program Manager 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Applicants requesting funds 56 55 55 Grants awarded in a timely manner to victim services providers 44 44 44 Number of site visits completed 19 22 22 Program audits reflecting no deficiencies 15 20 20 Program single audits reflecting compliance with Administrative Rules 23 25 25 Dollars (in thousands) are listed as requested by agencies. Page 95 Return to Table of Contents JCA Program Summary 3.0 JCA Program Summary 4.0 STATISTICAL ANALYSIS CENTER CRIMINAL JUSTICE SYSTEM IMPROVEMENT Phillip Stevenson, Statistical Analysis Center Director Pat Nelson, CJ Systems Improvement Program Manager Phone: (602) 364-1146 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 2011 Actual General Funds FY 2012 Estimate 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 Other Appropriated Funds 128.5 234.7 234.7 Other Non Appropriated Funds 512.0 521.2 521.2 Funding and FTE Summary: (Thousands) Program Total 640.5 755.9 755.9 General Funds FTE Positions  Goal 1 5.0 5.0 5.0 FY 2013 Request 0.0 0.0 8.4 8.4 Other Non Appropriated Funds 3,433.1 5,578.8 5,064.5 Program Total 3,451.9 5,587.2 13,072.9 FTE Positions 3.7 3.7 3.7 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of studies/research projects proposed by internal and external customers 30 25 25  Goal 1 Number of studies/reports completed and published 52 20 40 Performance Measures Number of research products mailed via US mail to external customers (paper reduction). 2 5 5 Number of public and media data requests processed 46 30 45 Number of legislative and policymaker data requests processed 31 40 40  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5 4 4 To establish and publish technology and data standards for criminal justice agencies of the state annually. Performance Measures Meetings conducted annually FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 2 2 To improve disposition reporting of each county to the central repository each year. Performance Measures Meetings coordinated to discuss record improvement challenges by records coordinator annually. Percentage of increase in disposition reporting utilizing the Records Quality Index (RQI) tool for record improvement projects funded through the program annually.  Goal 4 8,000.0 To apply for available federal funds in such program areas as DNA and Laboratory Improvements. Number of grant applications submitted to proper agencies.  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 26 12 12 2 2 2 To introduce legislation to change/improve criminal history reporting as needed. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Bills submitted to Legislature 0 1 1 Bills passed by the Legislature for the improvement of criminal history record reporting 0 1 0  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 18.8 Other Appropriated Funds To implement and maintain an effective and relevant criminal justice research program. Performance Measures FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 4 5 Arizona Criminal Justice Commission Return to Table of Contents Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 28 10 8 296 280 280 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 CRIME CONTROL Phone: (602) 364-1146 A.R.S. § 41-2402 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5 12 12 Grants awarded to agencies for improvement of criminal justice/history records FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of grant applications submitted to proper agencies 5 4 4 Number of grant awards provided to the Commission by the various granting agencies 4 4 4 21 12 12 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: To apply for available funds from federal Justice Department agencies. Performance Measures Program Summary 5.0 Tony Vidale, Crime Control Program Manager To develop a strategic plan and allocation plans for utilization of available funds on an annual basis to assist in the completion of the Arizona Records Improvement Plan. Performance Measures  Goal 7 JCA 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 Actual General Funds FY 2013 Request 0.0 0.0 0.0 1,704.5 1,001.1 1,701.4 Other Non Appropriated Funds 14,319.1 13,650.4 8,510.4 Program Total 16,023.6 14,651.5 10,211.8 FTE Positions 3.0 3.0 3.0 Other Appropriated Funds  Goal 1 To distribute appropriated funds and court fines to County Attorneys as required by A.R.S. § 41-2409 for the purpose of improving case processing and by January 8th each year report to those stated in the legislation on the expenditure of the monies in the state aid to county attorneys fund for the prior fiscal year and on the progress made in achieving the goal of improved criminal case processing. Performance Measures Completion of annual report by due date.  Goal 2 Completion of annual report by due date.  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 1 1 To effectively manage the acquisition, allocation and administration of local, state and federal grant funds to provide a high potential for significant productivity and impact on drug, violent and street gang crime in Arizona. Performance Measures Grants identified, applications submitted and approved by funding authorities Arizona Criminal Justice Commission FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2 2 2 Page 97 Return to Table of Contents FY 2011 Actual 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. 37 35 35 Number of grant applications evaluated and awarded to criminal justice agencies for criminal justice system activities authorized by the Commission. 35 35 35 Number of arrests made by grantfunded task forces 6858 6500 6500 25242 25,000 25,000 Percent of grant agreements executed in a timely manner by Commission staff 100 100 100 Percent of requests for training/technical assistance received and filled 100 100 100 On-site monitoring visits conducted by Commission staff 6 10 10 Federal grantor agency conferences, workshops and planning sessions attended by Commission staff 1 1 1 Complaints received by Commissioners regarding actions by the Commission staff in the administration of sub-grants 0 0 0 100 100 100 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 Return to Table of Contents 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 provide education and evaluation to children and youth, with a vision or hearing loss, from birth to 22 years of age. School-aged children are served in one of the schools located in Tucson or Phoenix or in their home school district. The 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  PHOENIX DAY SCHOOL  TUCSON CAMPUS  REGIONAL COOPERATIVES  PRESCHOOL  ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 10,615.6 11,453.9 12,922.1 17,099.6 15,206.1 17,262.3 17,622.2 17,795.9 17,795.9 4,942.9 6,405.1 7,389.3 4,381.3 4,866.7 4,866.7 54,661.6 55,727.7 60,236.3 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 21,511.2 20,686.3 25,194.9 Other Appropriated Funds 12,349.9 12,725.5 12,725.5 Other Non Appropriated Funds 20,800.5 22,315.9 22,315.9 Program Total 54,661.6 55,727.7 60,236.3 FTE Positions 967.4 893.7 893.7 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 conducted 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 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 and hearing loss. 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 provide 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 in local organizational meetings with other professionals in the education Arizona State Schools for the Deaf and the Blind 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. An updated E-mail system has increased the ability of staff to communicate across the state and results in faster services to students. The current infrastructure is under review 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 Return to Table of Contents 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 Return to Table of Contents Program Summary SDA 1.0 Program Summary SDA 2.0 PHOENIX DAY SCHOOL TUCSON CAMPUS Robert Hill, Superintendent Robert Hill, Superintendent Phone: (520) 770-3704 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 350 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 215 students aged 5 through 22 attend the Tucson Campus, and of these about 65 live in the campus residence halls. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 2,839.1 3,904.7 5,372.9 Other Appropriated Funds 5,688.4 5,708.4 5,708.4 Other Non Appropriated Funds 2,088.1 1,840.8 1,840.8 Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds 10,615.6 11,453.9 12,922.1 FTE Positions 177.0 197.3 197.3  Goal 1 9,539.1 4,032.8 4,462.7 4,462.7 787.9 1,204.3 1,204.3 Program Total 17,099.6 15,206.1 17,262.3 FTE Positions 309.6 291.0 291.0 Performance Measures Percent of Individual Educational Plans (IEP) with participation of representatives from school districts Percent of IEPs developed with participation of parent  Goal 2 Other Non Appropriated Funds To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 95 95  Goal 1 0 0 To exceed all expected performance standards as identified by the AIMS, and AIMS-A for every student served by an ASDB Program. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of Individual Educational Plans (IEP) with participation of representatives from school districts in Tucson 100 95 95 Percent of IEPs developed with participation of parent 100 95 95 Percent of parents satisfied with their involvement in the program in Tucson 100 95 95 99 95 95 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of the program in Phoenix 96 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 97 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of transportation services provided at PDSD 95 95 95 Percent of parents satisfied with the quality of food services provided at PDSD 91 90 90 Percent of parents satisfied with the quality of medical services provided at PDSD 100 Performance Measures To exceed all expected performance standards as identified by the AIMS, and AIMS-A for every student served by an ASDB Program. Performance Measures Percent of parents satisfied with the quality of the program in Tucson  Goal 3 Arizona State Schools for the Deaf and the Blind 95 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99 95 95 To effectively manage transportation, food service and medical services to ensure that these programs are supportive of the educational programs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of transportation services provided at ASD/ASB in Tucson. 96 95 95 Percent of parents satisfied with the quality of food services provided at ASD/ASB in Tucson. 96 90 90 Percent of parents satisfied with the quality of medical services provided at ASD/ASB in Tucson. 100 95 95 Performance Measures 95 11,595.3 To increase efficiency and effectiveness in the instructional program for students served by ASDB Programs. Performance Measures 97 FY 2013 Request 12,278.9 Other Appropriated Funds Program Total FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 101 Return to Table of Contents Program Summary SDA 3.0 Program Summary SDA 4.0 REGIONAL COOPERATIVES PRESCHOOL Robert Hill, Superintendent Robert Hill, Superintendent Phone: (520) 770-3704 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 848.7 797.5 0.0 0.0 0.0 Other Non Appropriated Funds 16,773.5 16,998.4 16,998.4 Program Total 17,622.2 17,795.9 17,795.9 FTE Positions 355.4 285.1 285.1 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 15508 15,508 15508 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97 95 95 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 96 95 95 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1300 1600 1600 Number of districts served by the Cooperatives Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 225 240 240 FY 2013 Request 1,406.1 2,858.0 3,842.2 Other Appropriated Funds 2,628.7 2,554.4 2,554.4 908.1 992.7 992.7 Program Total 4,942.9 6,405.1 7,389.3 FTE Positions 51.4 50.3 50.3  Goal 1 To increase the number of students participating in the Parent Outreach Program Performance Measures FY 2011 Actual FY 2012 Estimate General Funds Other Non Appropriated Funds 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 Actual To provide quality programming for students Performance Measures  Goal 3 797.5 Description: There are two components to the Preschool program offered by ASDB Parent Outreach and Preschool. The Parent Outreach Program serves children birth to three with hearing 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. Number of students served annually through the Parent Outreach Program and the Preschool program.  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 500 500 500 To provide quality programming for preschool students FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents rating overall quality as good or excellent 100 95 95 Percent of parents indicating the staff regularly communicates with them. 100 95 95 Percent of parents who feel their child is progressing satisfactorily toward their child's IEP/IFSP goals. 100 95 95 Performance Measures Dollars (in thousands) are listed as requested by agencies. Arizona State Schools for the Deaf and the Blind Return to Table of Contents Performance Measures Percent of parents satisfied with their level of participation in the IEP/IFSP and MET process. Percent of parents satisfied with the services and specialized equipment provided based on the IEP/ISFP. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 95 95 SDA 5.0 95 Robert Hill, Superintendent Program Summary ADMINISTRATION 100 95 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 2011 Actual General Funds FY 2013 Request 4,138.4 3,587.0 0.0 0.0 0.0 242.9 1,279.7 1,279.7 Program Total 4,381.3 4,866.7 4,866.7 FTE Positions 74.0 70.0 70.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 3,587.0 To prudently and fairly manage personnel resources of the Agency. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of permanent certified positions filled PDS 85 85 85 Percent of permanent classified positions filled PDS 85 85 85 Percent of permanent certified staff turnover PDS 10 10 10 Percent of permanent classified staff turnover PDS 25 25 25 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with the quality of the medical services provided at ASDB. 99 95 95 Percent of parents satisfied with the quality of transportation services provided at ASDB. 96 95 95 Percent of parents satisfied with the quality of food services provided at ASDB. 93 90 90 Performance Measures  Goal 3 To maintain a positive relationship with parents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with leadership at ASDB 99 90 90 Percent of parents rating overall qualify of services as good or excellent based on annual survey PDS 98 95 95 Performance Measures  Goal 4 Arizona State Schools for the Deaf and the Blind FY 2012 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 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents satisfied with instructional programs and services as measured by a survey PDS 96 95 95 Percent of students graduating from PDSD with a high school diploma 100 100 100 Percent of students graduating from ASB and ASD with a high school diploma 100 100 100 Performance Measures  Goal 5 To prudently and fairly manage personnel resources of the Agency FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of permanently certified positions filled (TC) 90 90 90 Percent of permanent classified positions filled (TC) 80 80 80 Percent of permanent certified staff turnover (TC) 10 10 10 Percent of permanent classified staff turnover (TC) 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 2012 Estimate FY 2013 Estimate 97 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 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 97 95 95 Dollars (in thousands) are listed as requested by agencies. Arizona State Schools for the Deaf and the Blind Return to Table of Contents Description: (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. The Arizona Commission for the Deaf and the Hard of Hearing (ACDHH) acts as an information bureau for the Deaf, Hard of Hearing, Deaf Blind, and individuals with speech difficulties, as well as for state agencies and institutions providing services to those consumers. Local government and other public and 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, Deaf Blind, and individuals who have speech difficulties. 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, and 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. 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. 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  COUNCIL ACTIVITIES  TDD TELECOMMUNICATION FY 2011 Actual FY 2012 Estimate FY 2013 Request 1,231.6 1,734.4 1,734.4 2,011.6 2,011.3 2,363.0 3,243.2 3,745.7 4,097.4 DEVICE FOR THE DEAF Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 3,243.2 3,745.7 4,097.4 0.0 0.0 0.0 Program Total 3,243.2 3,745.7 4,097.4 FTE Positions 15.0 15.0 15.0 Other Appropriated Funds Other Non Appropriated Funds Maintain Effective Quality Assurance of Arizona Telecommunications Relay Services (1A) Monitor the delivery of telecommunications 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. Commission for the Deaf and the Hard of Hearing 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 also 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 and local, state and national newspapers. Issue 4 Strategic Issues: Issue 1 Issue 2 Determine American Sign Language Teacher Standards In the State of Arizona, there are no standards for individuals who teach American Sign Language. The Commission shall gather information via community forums, and the formation of work groups made up of Arizona 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. Dollars (in thousands) are listed as requested by agencies. Page 105 Return to Table of Contents Performance Measures Program Summary DFA 1.0 Average number of calendar days from receipt of complaint about licensed interpreter to resolution COUNCIL ACTIVITIES Lynn Wakefield, Business Manager Number of complaints about certified/licensed interpreters Phone: (602) 542-3363 A.R.S. §§ 36-1941 through 36-1978 General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,231.6 1,734.4 1,734.4 0.0 0.0 0.0 Program Total 1,231.6 1,734.4 1,734.4 FTE Positions 12.0 12.0 12.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Total number of information and referral contacts Explanation: Total number of advertisements Total number of articles Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 268,919 200,000 200,000 54,435 60,000 60,000 2,286,855 1,500,000 1,500,000 5 44 52 90 120 To improve public relations on issues related to hearing loss. Number of printed articles related to the Arizona Commission for the Deaf and Hard of Hearing Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,417,396 1,000,000 1,000,000 In FY11 Agency revised data collection methods to reflect publication circulation, matching industry standards. Number of printed articles related to the Arizona Telecommunications Equipment Distribution Program 0 15 15 Number of printed articles related to the Arizona Relay Service 521,817 400,000 400,000 Explanation: In FY11 Agency revised data collection methods to reflect publication circulation, matching industry standards. Number of telecommunication advertisements for Arizona Relay Service 0 5 10 Number of telecommunication advertisements for Arizona Telecommunications Equipment Distribution Program 0 5 10 1,939,210 1,500,000 1,500,000 In FY11 Agency revised data collection methods to reflect publication circulation, matching industry standards. 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 32,846 25,000 25,000 Number of newsletters distributed 37,947 40,000 50,000 Explanation: Agency began weekly E-Newsletter Distribution To increase the number of public and private sector partnerships in providing training and program services. Performance Measures Number of partnerships formed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 To improve interpreter support services. Performance Measures Number of general licensed interpreters Page 106 5 In FY11 Agency revised data collection methods to reflect publication circulation, matching industry standards. Explanation:  Goal 4 5 Contacts and Trainings Total number of website visits  Goal 3 120 To increase public awareness of accessibility issues related to the Deaf, Hard of Hearing, DeafBlind and persons with speech difficulties. Performance Measures  Goal 2 120 73 Performance Measures FY 2011 Actual 89 35  Goal 5 Funding and FTE Summary: (Thousands) FY 2013 Estimate Number of provisional interpreters Mission: The agency director and staff make numerous presentations to public organizations, agencies and private businesses on the needs of the Deaf, Hard of Hearing, Deaf Blind and persons with speech difficulties. These individuals coordinate consumer workshops, seminars, and interpreters for the Deaf, Hard of Hearing, Deaf Blind and persons with speech difficulties. Support staff responds to hundreds of inquiries regarding technology, laws, and availability of services. FY 2012 Estimate Number of licensed legal interpreters 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: FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 293 320 350 Dollars (in thousands) are listed as requested by agencies. Commission for the Deaf and the Hard of Hearing Return to Table of Contents 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, Deaf Blind and persons with speech difficulties. In addition, the Agency contracts with an interstate telephone company to provide telephone relay services 24 hours a day, 7 days a week. This relay service provides a link between Deaf, Hard of Hearing, Deaf Blind and persons with speech difficulties and all other telephone users. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 2,011.6 2,011.3 2,363.0 0.0 0.0 0.0 Program Total 2,011.6 2,011.3 2,363.0 FTE Positions 3.0 3.0 3.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To monitor telecommunications relay services to ensure compliance with current contract. Performance Measures Percent of telecommunications relay service calls completed without a complaint Annual call minutes for the telecommunications relay service  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99.9 99.5 99.5 907,938 1,200,000 1,260,000 To administer voucher system of the Telecommunications Equipment Distribution Program. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of customer satisfaction with equipment distribution voucher program 97 90 90 Number of equipment distributed to consumers 900 1,100 1,100 Performance Measures Explanation: Resumed Voucher Program Number of applications distributed to consumers regarding the equipment distribution program 994 1,500 1,500 Number of demonstrations performed 126 200 200 Commission for the Deaf and the Hard of Hearing Dollars (in thousands) are listed as requested by agencies. Page 107 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of cases adjudicated each calendar year (ratio of complaints resolved to complaints received) 101 90 90 Average number of calendar days from receipt of complaint to resolution of complaint 104 150 150 Percent of investigations resulting in disciplinary or enforcement action 13 15 15 Mission: Number of licenses revoked or suspended 11 11 11 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. Total number of investigations conducted 326 447 447 Total number of complaints received annually 276 368 368 Total number of inspections conducted 184 208 208 1 5 5 Performance Measures Agency Summary DXA 0.0 BOARD OF DENTAL EXAMINERS Elaine Hugunin, Executive Director Phone: (602) 242-1492 A.R.S. §§ 32-1201, 32-1299 Description: The State Board of Dental Examiners examines, licenses, and certifies professionals to practice in the field of dentistry. The Board also accepts complaints against licensees and certificate holders, investigates allegations, and administratively adjudicates complaints. The Board serves approximately 8,000 professionals licensed or certified to practice in the state, as well as all Arizona citizens who receive their professional services. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 1,004.1 1,183.8 1,183.8 0.0 0.0 0.0 Program Total 1,004.1 1,183.8 1,183.8 FTE Positions 11.0 11.0 11.0 Other Appropriated Funds Other Non Appropriated Funds Percent of total licensees with disciplinary action  Goal 2 To ensure compliance with statutory mandates Performance Measures Publication of periodic newsletter that provides information to licensees regarding statutes and rules Administration as a percent of total cost FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 2 2 4.7 5.0 5.0 Strategic Issues: Issue 1 Information Technology Development The Agency is preparing to offer online renewals which will not only be convenient to the Agency’s licensees, but will reduce Agency operating expenses. The Legislature has enacted the required changes to the Dental Practice Act. The Agency is currently working on the next two steps: 1) Development of the online renewal component within the database; and 2) 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. The Agency has staff able to make content changes to the website. As an adjunct to our database, the Agency has transitioned to a real-time licensee directory which enables the public to access licensing and complaint histories. The Agency plans a redesign of the website to conform to all state standards and operationalize online renewals. In an effort to keep the licensees informed of changes to the Dental Practice Act, the Agency has published and mailed a newsletter. In FY11, 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.  Goal 1 To ensure the health, safety, and welfare of the public through regulation of the dental profession. Performance Measures Average number of days from receipt of completed application to issuance or denial of certification or license Total number of applications received Total number of individuals or facilities licensed Customer satisfaction rating (scale 15) Total number of licenses/renewals issued Average calendar days to renew a license (from receipt of application to issuance) Page 108 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3 10 10 662 741 741 8364 8566 8668 5 4 4 3004 3117 2970 10 10 10 Dollars (in thousands) are listed as requested by agencies. State Board of Dental Examiners Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of awards made 278 275 260 Number of Board service program goal areas funded 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 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. 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. First Things First establishes Regional Partnership Councils throughout the state. The Regional Partnership Councils are to include eleven members who reside or work in the region. Funding will be based on the number of children ages birth to five years living in the area, as well as the number of young children whose incomes do not exceed 100% of the federal poverty level. Programs funded through the AZECDH Board may be conducted either by grantees in the region or directly by the Regional Partnership Council. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 113,840.2 240,435.1 150,849.1 Other Non Appropriated Funds Program Total 113,840.2 240,435.1 150,849.1 FTE Positions 141.0 160.0 160.0 Dollars (in millions) awarded in FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 137 140 145 Arizona Early Childhood Development and Health Board % of regions participating in a coordinated communications strategy % of Arizonans who see Early Education as important and % who see K-12 important.  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4.8 6.5 6.6 87 85 85 80/86 81/86 82/86 To achieve high level of integration, coordination and collaboration with early childhood partners and stakeholders. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 30 30 30 Number of multi-agency grants FTF is the recipient of 2 2 2 % of Council seats/positions (required by statute to have broad and diverse community and sector composition) not filled 9 10 10 Performance Measures Estimated number of grants that have Grant and Sub-Grantee relationship  Goal 4 To monitor and report on services, results, and outcomes Performance Measures Dollars (in millions) spent on evaluation and Needs & Assets % of grantees (providing direct client services and have reporting requirements) 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) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 7.9 6.4 6.4 95 99 100 3 4 5 To provide a cohesive and efficient delivery support structure within FTF Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 15 Staff Vacancy Rate (%) 10 20 Staff External Turnover Rate (%) 26 8 7 Staff External Voluntary Turnover Rate (%) 20 25 25 100 100 100 % of regional councils with dedicated staff 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.  Goal 1 To support the building of a comprehensive, high quality early childhood development and health system Issue 1 Dollars (in millions) spent on Communications  Goal 5 Strategic Issues: Performance Measures To increase public awareness of, and support for early childhood investment. % of female (vs. male) employees 85 80 70 % of minority employees 48 43 40  Goal 6 To be fiscally accountable to the citizens of Arizona Performance Measures Number of Major Deficiencies in the Annual Audit Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0.0 0.0 0.0 Page 109 Return to Table of Contents ($ Thousands) Agency Summary: Agency Summary DEA 0.0 FY 2011 Actual Program DEPARTMENT OF ECONOMIC SECURITY Clarence H. Carter, Director  ADMINISTRATION  DEVELOPMENTAL Phone: (602) 542-5678 A.R.S. § 41-1954 FY 2012 Estimate 138,645.3 FY 2013 Request 164,387.8 164,580.0 874,367.8 1,024,434.3 1,064,210.9 1,886,305.0 1,916,263.3 1,916,263.3 DISABILITIES  BENEFITS AND MEDICAL Mission: ELIGIBILITY To promote the safety, well-being and self-sufficiency of children, adults, and families.  CHILD SUPPORT Description:  AGING AND COMMUNITY 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 Collaborate with communities to increase capacity Increase efficiency and effectiveness through innovation and accountability 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. 56,696.6 54,645.1 54,645.1 139,208.8 140,325.4 140,325.4 483,571.5 468,612.0 509,012.0 2,030,371.9 1,107,664.1 610,991.9 5,609,166.9 4,876,332.0 4,460,028.6 ENFORCEMENT SERVICES  CHILDREN, YOUTH AND FAMILIES  EMPLOYMENT AND REHABILITATION SERVICES Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 538,226.9 603,065.0 Other Appropriated Funds 432,079.4 481,385.7 694,242.6 434,607.6 Other Non Appropriated Funds 4,638,860.6 3,791,881.3 3,331,178.4 Program Total 5,609,166.9 4,876,332.0 4,460,028.6 FTE Positions 9,269.1 9,284.2 9,366.2 Strategic Issues: Issue 1 Core Mission, Accountability, and Efficiency The Department has a 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 is focused on ensuring that core services continue while also incorporating inventive and efficient strategies to successfully provide services to Arizona’s most vulnerable populations. In recent years, 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. With an eye toward further future improvement, beginning in fiscal year 2012 the Department has established a new Office of Accountability, headed by a Chief Accountability Officer and tasked with helping transform the Department into an agency that coordinates the delivery of benefits across divisions by helping to develop an enterprise approach to performance management and accountability. This approach will lead to a customer-focused model that seeks to meet the specific needs of individuals, rather than requiring individuals to navigate a system focused on individual programs. As the Department manages through a rapidly changing environment, including such factors as declining state revenue, the changing nature of the workforce, and changes in technology, 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 can 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 unparalleled economic downturn. The nation’s mortgage foreclosure crisis and associated losses in the housing and construction industries have hit Arizona disproportionately hard and the state’s unemployment rate remains above nine percent. The economic decline creates competing stressors on state government and on DES services in particular. While the decline has caused state revenue to fall sharply leaving less money available to provide services, at the same Page 110 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents time it has also led to greater demand for Department services. For example, in recent years there were dramatic rises in unemployment insurance caseloads and in applications for the Supplemental Nutrition Assistance Program. Families are seeking assistance to meet basic needs such as housing, food, and health care, and people who have never experienced financial difficulties in the past have come to DES for services. According to the U.S. Census Bureau’s 2009 American Community Survey, 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. In 2011, the federal poverty level for a family of four is $22,350. 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 years 2010 and 2011, a significant amount of federal support expired. These 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. The Legislature has responded to the expiration of this federal funding by including additional General Fund support to sustain critical operations in child welfare, developmental disabilities, and Temporary Assistance for Needy Families (TANF) for fiscal year 2012. 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 2011 Actual FY 2012 Estimate FY 2013 Request 59,230.3 68,679.6 5,753.7 9,294.3 9,294.3 73,661.3 86,413.9 86,511.4 Program Total 138,645.3 164,387.8 164,580.0 FTE Positions 1,153.7 1,499.7 1,500.7 Other Appropriated Funds Other Non Appropriated Funds 68,774.3 In addition to the expiring ARRA funds, the Department also faces the loss of the population supplemental for the TANF Block Grant in fiscal year 2012. When TANF was created, supplemental funding in addition to the base block grant was made available to seventeen states with rapid population growth. This funding provision expired on June 30, 2011. Arizona’s population supplemental in state fiscal year 2011 was about $21.8 million. If the population supplemental is not renewed in the federal budget, and it does not appear likely that it will be at this time, the Department estimates a structural shortfall in TANF-funded programs of approximately $40 million in fiscal year 2013 and beyond. There would also likely be cash flow issues in fiscal year 2012. Issue 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. Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 111 Return to Table of Contents Subprogram Summary DEA 1.1 Subprogram Summary DEA 1.2 CENTRAL ADMINISTRATION FINGER IMAGING Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 Cash Assistance and Nutrition Assistance (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 2011 Actual FY 2012 Estimate FY 2013 Request 58,082.6 56,094.0 56,188.7 5,509.6 6,512.8 6,512.8 61,115.2 62,317.2 124,707.4 124,924.0 125,113.3 FTE Positions 1,084.7 1,104.2 1,105.2  Goal 1 FY 2012 Estimate FY 2013 Estimate Agencywide customer satisfaction rating (scale 1-5) 4.00 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 percentage below Phoenix Market Rate per square foot 15.3 15.3 15.3 Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Request 461.7 461.7 89.4 127.8 127.8 Other Non Appropriated Funds 272.8 336.8 339.7 Program Total 823.9 926.3 929.2 FTE Positions 19.5 0.0 0.0 Other Appropriated Funds  Goal 1 461.7 To eliminate multiple enrollments. Performance Measures Number of finger images processed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 561,875 560,000 560,000 % below/(above) comparable market rate Percent of OLCR licenses to foster homes without a complaint Page 112 General Funds To improve the quality and efficiency of services delivered to customers. FY 2011 Actual Explanation: Funding and FTE Summary: (Thousands) 62,411.8 Program Total Description: 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. 97.8 98.0 98.0 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 1.3 DEA 1.4 ATTORNEY GENERAL LEGAL SERVICES Subprogram Summary DISASTER RECOVERY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. In the past, the Division of Technology Services was required to maintain an acceptable recovery point objective and recovery time objective for the equipment and the Department's application systems. 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 627.6 12,063.8 Other Appropriated Funds 154.7 2,653.7 2,653.7 Other Non Appropriated Funds 1,617.7 12,435.6 12,435.6 Program Total 2,400.0 27,153.1 27,153.1 FTE Positions 35.5 380.5 380.5 Department of Economic Security 12,063.8 Dollars (in thousands) are listed as requested by agencies. Page 113 Return to Table of Contents 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 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. Note: The goals and performance of this program are reflected in the measures for the Division of Aging and Community Services and its programs. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 58.4 60.1 60.1 0.0 0.0 0.0 Other Non Appropriated Funds 128.2 133.3 133.3 Program Total 186.6 193.4 193.4 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Page 114 Description: The Governor's Council on Developmental Disabilities (GCDD) is Arizona’s state planning council for people with developmental disabilities. It was established in 1974 and organized to meet the responsibilities and duties prescribed in the Developmental Disabilities Assistance and Bill of Rights Act (Public Law 98-527 as amended by Public Law 104-183, Public Law 106402 and state statute (A.R.S. §§ 41-2451 to 41-2454). 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 696.2 769.9 769.9 Program Total 696.2 769.9 769.9 FTE Positions 4.0 4.0 4.0 Dollars (in thousands) are listed as requested by agencies. 0.0 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 1.7 Program Summary DEA 2.0 ARIZONA EARLY INTERVENTION PROGRAM DEVELOPMENTAL DISABILITIES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 9,831.2 10,421.1 10,421.1 Program Total 9,831.2 10,421.1 10,421.1 FTE Positions 8.0 9.0 9.0 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 2012 Estimate FY 2013 Request 242,252.7 335,524.6 22,416.9 30,518.4 30,518.4 Other Non Appropriated Funds 609,698.2 658,391.3 681,797.3 Program Total 874,367.8 1,024,434.3 1,064,210.9 FTE Positions 1,813.6 1,827.7 1,908.7 Other Appropriated Funds Department of Economic Security FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 351,895.2 Page 115 Return to Table of Contents Subprogram Summary DEA 2.1 Subprogram Summary DEA 2.2 DEVELOPMENTAL DISABILITIES OPERATIONS CASE MANAGEMENT - TITLE XIX Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 five district offices and approximately 67 local offices in various communities throughout the state. Description: Case management services coordinate services and supports for Long Term Care eligible individuals and their families. Funding and FTE Summary: (Thousands) FY 2011 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 2011 Actual FY 2012 Estimate FY 2013 Request 11,318.1 13,941.1 13,941.1 0.0 0.0 0.0 Other Non Appropriated Funds 36,261.2 27,013.4 27,013.4 Program Total 47,579.3 40,954.5 40,954.5 FTE Positions 294.3 294.3 294.3 Other Appropriated Funds FY 2013 Request 11,076.9 10,943.6 0.0 0.0 0.0 Other Non Appropriated Funds 34,950.6 26,913.6 28,423.1 Program Total 46,027.5 37,857.2 40,112.5 FTE Positions 755.5 755.5 836.5 Other Appropriated Funds  Goal 1 11,689.4 To provide quality case management services for all eligible consumers. Performance Measures Percent of consumer satisfaction with case management services (Title XIX only) Average number of consumers with developmental disabilities served Page 116 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 98.7 98.0 98.0 23,194 24,260 25,417 Department of Economic Security Return to Table of Contents 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 Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 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 FY 2011 Actual FY 2013 Request 3,887.3 3,846.0 3,846.0 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate 294.0 3,773.3 4,181.3 7,619.3 7,619.3 FTE Positions 120.6 134.7 134.7 Performance Measures FY 2012 Estimate FY 2013 Estimate 7,790 7,800 7,800 Average number of consumers with developmental disabilities served FY 2013 Request 227,063.6 0.0 0.0 0.0 Other Non Appropriated Funds 416,861.7 462,998.2 484,126.4 Program Total 565,399.5 690,061.8 721,629.4 FTE Positions 94.5 94.5 94.5  Goal 1 Performance Measures  Goal 2 237,503.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 88.6 88.0 88.0 To provide consumer, family, and caregiver satisfaction with home- and community-based services and supports. FY 2011 Actual FY 2012 Estimate FY 2013 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. 98.7 98.0 98.0 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 Department of Economic Security FY 2012 Estimate 148,537.8 Other Appropriated Funds To promote quality case management services for all eligible consumers. FY 2011 Actual FY 2011 Actual General Funds 3,773.3 Program Total  Goal 1 Funding and FTE Summary: (Thousands) Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 18.2 18.0 18.0 Page 117 Return to Table of Contents Subprogram Summary DEA 2.5 Subprogram Summary DEA 2.6 HOME AND COMMUNITY BASED SERVICES - STATE ONLY Michael Wisehart, Chief Financial Officer INSTITUTIONAL SERVICES - TITLE XIX Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: This program consists of state and privately operated intermediate care facilities for the mentally retarded (ICF/MR) and nursing facilities. 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 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 16,611.9 28,625.0 28,625.0 500.0 3,990.3 3,990.3 3,497.9 563.3 563.3 Program Total 20,609.8 33,178.6 33,178.6 FTE Positions 53.6 53.6 53.6  Goal 1 Performance Measures 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 Page 118 FY 2012 Estimate FY 2013 Estimate 99.0 99.0 99.0 Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 5,365.0 5,351.6 0.0 0.0 0.0 Other Non Appropriated Funds 16,698.5 13,955.7 13,955.7 Program Total 22,063.5 19,307.3 19,307.3 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 2011 Actual Description: 5,351.6 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 185 185 185 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 2.7 Subprogram Summary DEA 2.8 INSTITUTIONAL SERVICES - STATE ONLY MEDICAL SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 consisted 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 ALTCS-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, care, and supports. 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 2011 Actual General Funds FY 2013 Request 38,562.9 38,552.8 0.0 0.0 0.0 78,625.2 100,380.0 104,157.3 Program Total 117,188.1 138,932.8 144,576.5 FTE Positions 35.4 35.4 35.4 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 40,419.2 To provide cost effective, quality health care. Performance Measures Number of consumers receiving acute care services through the Division of Developmental Disabilities Department of Economic Security FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 23,692 24,840 26,030 Page 119 Return to Table of Contents Subprogram Summary DEA 2.9 Subprogram Summary DEA 2.10 ATP-COOLIDGE - TITLE XIX ATP-COOLIDGE - STATE ONLY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 4,754.2 4,704.0 0.0 0.0 0.0 Other Non Appropriated Funds 14,443.0 10,897.5 10,897.5 Program Total 19,197.2 15,601.5 15,601.5 FTE Positions 383.7 383.7 383.7 Other Appropriated Funds  Goal 1 4,704.0 To provide quality residential services in the Arizona Training Program at Coolidge. Performance Measures Total number of consumers living at Arizona Training Program at Coolidge Page 120 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 114 111 111 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 2.11 Subprogram Summary DEA 2.12 STATE-FUNDED LONG TERM CARE MEDICARE CLAWBACK PAYMENTS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 21,916.9 26,528.1 26,528.1 4.7 6.3 6.3 Program Total 21,921.6 26,534.4 26,534.4 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Note: The Department has no control over the payment. Funding and FTE Summary: (Thousands) General Funds To provide state funded services to Long Term Care-eligible consumers. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Request 1,731.3 2,496.9 2,496.9 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Program Total 1,731.3 2,496.9 2,496.9 3,685 3,860 4,040 FTE Positions 0.0 0.0 0.0 Number of Long Term Care-eligible consumers that receive state-funded room and board to live in communitybased homes Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 121 Return to Table of Contents Subprogram Summary DEA 2.13 Program Summary DEA 3.0 ARIZONA EARLY INTERVENTION PROGRAM BENEFITS AND MEDICAL ELIGIBILITY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: The Arizona Early Intervention Program (AzEIP) is Arizona’s statewide, interagency system of supports and services for infants and toddlers with developmental delays or disabilities and their families. AzEIP is established by Part C of the Individuals with Disabilities Education Act (IDEA), which provides eligible children and their families access to services to enhance the capacity of families and caregivers to support the child’s development. 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) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 407.3 0.0 3,319.0 0.0 0.0 0.0 Other Non Appropriated Funds 8,061.4 11,890.0 8,881.0 Program Total 8,468.7 11,890.0 12,200.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds  Goal 1 To provide early intervention services for children birth to age 3 who have developmental delays. Performance Measures Total Arizona Early Intervention Program Cases Page 122 This Program Contains the following Subprograms: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5,572 5,600 5,600 4 4 4 4 4 4 4 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 35,583.8 28,233.9 Other Appropriated Funds 71,717.5 60,133.8 60,133.8 Other Non Appropriated Funds 1,779,003.7 1,827,895.6 1,825,219.1 Program Total 1,886,305.0 1,916,263.3 1,916,263.3 FTE Positions 1,048.8 1,048.8 1,048.8 Dollars (in thousands) are listed as requested by agencies. 30,910.4 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 3.1 Subprogram Summary DEA 3.2 BENEFITS AND MEDICAL ELIGIBILITY OPERATIONS DISABILITY DETERMINATION SERVICES ADMINISTRATION Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual FY 2012 Estimate 27,531.6 Other Appropriated Funds 23,553.6 FY 2013 Request 26,230.1 9,618.1 15,134.4 15,134.4 Other Non Appropriated Funds 115,708.1 115,708.1 113,031.6 Program Total 152,857.8 154,396.1 154,396.1 FTE Positions 756.8 756.8 756.8  Goal 1 To improve customer service and accessibility. Performance Measures Number of recipients receiving medical assistance for which DES determines eligibility per month FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,205,683 1,205,700 1,205,700 83.8 84.0 84.0 Percent of clients satisfied with Family Assistance Administration Department of Economic Security Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 34,671.5 34,671.5 34,671.5 Program Total 34,671.5 34,671.5 34,671.5 FTE Positions 292.0 292.0 292.0  Goal 1 0.0 To improve Disability Determination Services Administration performance. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of correct cases (*June 2010) 94.5 94.5 94.5 Average Social Security Disability Insurance initial case processing time (days) 100.9 100.0 100.0 Average Supplemental Security Income initial case processing time (days) 104.6 104.0 104.0 Dollars (in thousands) are listed as requested by agencies. Page 123 Return to Table of Contents Subprogram Summary DEA 3.3 Subprogram Summary DEA 3.4 TANF CASH BENEFITS TRIBAL PASS-THROUGH FUNDING Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 is intended to eliminate the applicant’s need for ongoing enrollment in the CA program. 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 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 3,416.4 0.0 0.0 62,099.4 44,999.4 44,999.4 0.0 0.0 0.0 Program Total 65,515.8 44,999.4 44,999.4 FTE Positions 0.0 0.0 0.0  Goal 1 General Funds To increase the Family Assistance Administration's efficiency and accountability. Performance Measures Average number of TANF Cash Assistance recipients Percent of TANF Cash Assistance issued timely Number of TANF Cash Assistance applicants diverted from long-term cash assistance with diversion grants Page 124 Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 44,828 35,100 35,100 91.2 95.0 95.0 22,216 22,200 22,200 FY 2011 Actual FY 2012 Estimate FY 2013 Request 4,629.7 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 4,629.7 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 Number of individuals receiving benefits Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 31,172 31,200 31,200 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 3.5 Subprogram Summary DEA 3.6 TUBERCULOSIS CONTROL PAYMENTS FOOD STAMPS BENEFITS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 6.1 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 General Funds 0.0 0.0 Program Total 6.1 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds 1,628,508.1 1,677,400.0 1,677,400.0 Program Total 1,628,508.1 1,677,400.0 1,677,400.0 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 11 11 11 Number of individuals receiving assistance  Goal 1 FY 2011 Actual FY 2013 Request 0.0 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 Department of Economic Security FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 94.6 95.0 95.0 1,049,272 1,084,500 1,084,500 85.9 94.0 94.0 Page 125 Return to Table of Contents Subprogram Summary DEA 3.7 Program Summary DEA 4.0 CHILD PASSENGER RESTRAINT CHILD SUPPORT ENFORCEMENT Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: 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. 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 116.0 116.0 116.0 Program Total 116.0 116.0 116.0 FTE Positions 0.0 0.0 0.0  Goal 1 0.0 To disburse the Child Passenger Restraint Fund monies on purchasing and distributing child restraint seats. Performance Measures Car seats purchased and distributed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,163 2,200 2,200 Description: 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 Page 126 FY 2011 Actual FY 2012 Estimate FY 2013 Request 6,991.2 6,733.8 Other Appropriated Funds 10,327.0 14,212.0 7,512.0 Other Non Appropriated Funds 39,378.4 33,699.3 33,699.3 Program Total 56,696.6 54,645.1 54,645.1 FTE Positions 828.5 680.5 680.5 Dollars (in thousands) are listed as requested by agencies. 13,433.8 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 4.1 DEA 4.2 CHILD SUPPORT ENFORCEMENT OPERATIONS Subprogram Summary GENETIC TESTING Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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) FY 2011 Actual FY 2012 Estimate Genetic testing is part in the process of establishing paternities and is performed by vendors secured under the state procurement process. Beginning in fiscal year 2011, funding for this program was shifted to the Division of Child Support Enforcement Operations. FY 2013 Request General Funds 6,310.9 6,733.8 Other Appropriated Funds 7,407.1 12,872.9 6,172.9 Other Non Appropriated Funds 27,868.6 26,438.2 26,438.2 Program Total 41,586.6 46,044.9 46,044.9 FTE Positions 680.5 680.5 680.5  Goal 1 Description: 13,433.8 To increase IV-D cases and collections, including the number of court ordered cases and compliance with court orders. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 6.23 5.00 5.00 Ratio of court ordered cases (in percent) 85.38 85.0 85.0 Ratio of current IV-D child support collected and distributed to current IV-D support due 51.11 53.99 53.99 199,811 199,800 199,800 359.3 360.0 360.0 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) Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 127 Return to Table of Contents Subprogram Summary DEA 4.3 Subprogram Summary DEA 4.4 COUNTY PARTICIPATION CSE ATTORNEY GENERAL LEGAL SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 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 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 577.7 1,339.1 1,339.1 General Funds 680.3 0.0 0.0 7,261.1 Other Appropriated Funds 2,342.2 0.0 0.0 Other Non Appropriated Funds 5,329.0 0.0 0.0 Program Total 8,351.5 0.0 0.0 FTE Positions 148.0 0.0 0.0 6,180.8 7,261.1 Program Total 6,758.5 8,600.2 8,600.2 FTE Positions 0.0 0.0 0.0 Page 128 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. Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Program Summary DEA 5.0 Subprogram Summary DEA 5.1 AGING AND COMMUNITY SERVICES AGING AND COMMUNITY SERVICES OPERATIONS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 Aging and Community Services Operations Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 4,155.0 5,191.7 204.7 250.5 250.5 Other Non Appropriated Funds 5,256.9 4,284.0 4,284.0 Program Total 9,616.6 9,726.2 9,726.2 FTE Positions 241.2 241.2 241.2 Other Appropriated Funds 5,191.7 Adult Services  Goal 1 Community and Emergency Services Coordinated Hunger To improve the Adult Protective Services investigation process. Coordinated Homeless Performance Measures Domestic Violence Prevention Adult Protective Services investigation percentage rate Community-Based Marriage and Communication Skills Program Fund Deposit Refugee Resettlement Program FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 4 4 Grandparent Kinship Care Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 16,197.0 17,526.5 Other Appropriated Funds 13,823.8 14,964.7 14,964.7 Other Non Appropriated Funds 109,188.0 107,834.2 107,834.2 Program Total 139,208.8 140,325.4 140,325.4 FTE Positions 253.2 253.2 253.2 Department of Economic Security 17,526.5 Dollars (in thousands) are listed as requested by agencies. Page 129 Return to Table of Contents Subprogram Summary DEA 5.2 Subprogram Summary DEA 5.3 ADULT SERVICES COMMUNITY AND EMERGENCY SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 FY 2011 Actual FY 2012 Estimate 6,820.4 Other Appropriated Funds 6,924.1 0.0 0.0 0.0 41,975.0 41,975.0 Program Total 48,583.1 48,899.1 48,899.1 FTE Positions 0.0 0.0 0.0  Goal 1 General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 3,297.4 3,724.0 3,724.0 Other Non Appropriated Funds 40,978.9 40,709.6 40,709.6 Program Total 44,276.3 44,433.6 44,433.6 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,868 1,800 1,800 49,627 49,600 49,600 To provide Arizona's aging population with services to promote independence and autonomy Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of clients served 366,240 366,200 366,200 Page 130 FY 2011 Actual Number of households receiving financial assistance for paying home energy bills 6,924.1 41,762.7 Funding and FTE Summary: (Thousands) Number of households receiving financial assistance in paying rent and mortgage to prevent eviction FY 2013 Request Other Non Appropriated Funds Description: This program funds Community Action Agencies both for services that assist with short-term basic needs and to develop responses to poverty. Areas addressed by agencies include issues associated with energy assistance and homelessness prevention. Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 5.4 Subprogram Summary DEA 5.5 COORDINATED HUNGER COORDINATED HOMELESS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual FY 2012 Estimate FY 2013 Request 1,205.4 1,254.6 377.6 500.0 500.0 Other Non Appropriated Funds 2,411.9 2,411.9 2,411.9 Funding and FTE Summary: (Thousands) Program Total 3,994.9 4,166.5 4,166.5 General Funds Other Appropriated Funds FTE Positions  Goal 1 0.0 0.0 1,254.6 Description: The Coordinated Homeless Program is responsible for staffing the Interagency and Community Council on Homelessness, co-chaired by the DES Director and Department of Housing Director and for the development and implementation of the State Plan to End Homelessness. Additional areas of responsibility include administration of 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. 0.0 To more effectively distribute food resources among counties in Arizona. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 136.7 137.0 137.0 Total pounds of food distributed by Department contracted food banks from all food sources (millions of pounds) Department of Economic Security FY 2011 Actual FY 2012 Estimate FY 2013 Request 868.3 873.1 873.1 Other Appropriated Funds 1,612.9 1,649.5 1,649.5 Other Non Appropriated Funds 3,119.9 2,969.9 2,969.9 Program Total 5,601.1 5,492.5 5,492.5 FTE Positions 0.0 0.0 0.0  Goal 1 To develop and fund needed services for homeless individuals and families through a variety of strategies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Individuals receiving emergency shelter 15,841 15,800 15,800 Individuals receiving transitional housing 2,149 2,100 2,100 Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 131 Return to Table of Contents Subprogram Summary DEA 5.6 DEA 5.7 Subprogram Summary COMMUNITY-BASED MARRIAGE AND COMMUNICATION SKILLS PROGRAM FUND DEPOSIT Michael Wisehart, Chief Financial Officer DOMESTIC VIOLENCE PREVENTION Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 2011 Actual FY 2012 Estimate 3,147.9 3,283.0 3,283.0 Other Appropriated Funds 8,331.2 8,840.7 8,840.7 Other Non Appropriated Funds 2,078.0 1,279.9 1,279.9 Program Total 13,557.1 13,403.6 13,403.6 FTE Positions 0.0 0.0 0.0 Description: Contractors provided marriage and communication skills workshops that promote healthy marriages and strong two-parent families. This program is no longer funded. To assist the community in meeting the needs of victims of domestic violence and their children. Performance Measures Number of women and children sheltered in emergency shelters Number of unduplicated women and children sheltered in transitional housing Page 132 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. FY 2013 Request General Funds  Goal 1 Mission: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 9,804 9,800 9,800 580 600 600 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 5.8 Subprogram Summary DEA 5.9 REFUGEE RESETTLEMENT PROGRAM GRANDPARENT KINSHIP CARE Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 allowed payments of certain expenses if the kinship caregiver is the child’s grandparent. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 13,579.7 14,203.9 14,203.9 Program Total 13,579.7 14,203.9 14,203.9 FTE Positions 12.0 12.0 12.0  Goal 1 This program is no longer funded. 0.0 To promote refugee social and economic self-sufficiency and well-being. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,426 1,400 1,400 Number of refugees obtaining employment Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 133 Return to Table of Contents 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 the following services to children and families: child abuse prevention, family support and preservation, substance abuse treatment, Children Support 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 five regions. Either directly or through contracts with community providers, each region provides investigation of Child Protective Services (CPS) reports, case management, in-home services, out-of-home services, contracted support services, permanency planning, and foster and adoptive home recruitment, study and supervision. The Statewide Child Abuse Hotline is centralized for the receiving and screening of incoming communications regarding alleged child abuse and neglect. Incoming communications are centrally screened to determine if the communication meets the definition and criteria of a CPS report. Report information is triaged to determine risk of harm to the child, and to establish a response timeframe. Reports are investigated by Child Protective Services specialists or referred to other jurisdictions (such as tribal jurisdictions) for action. 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 Children, Youth and Families Operations Children Support Services CPS Emergency Placement 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 CPS Emergency and Residential Placement Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 153,621.8 136,855.4 202,191.2 Other Appropriated Funds 128,856.6 144,540.4 104,462.3 Other Non Appropriated Funds 201,093.1 187,216.2 202,358.5 Program Total 483,571.5 468,612.0 509,012.0 FTE Positions 2,184.3 1,987.3 1,987.3 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. Page 134 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 6.1 Subprogram Summary DEA 6.2 CHILDREN, YOUTH AND FAMILIES OPERATIONS CHILDREN SUPPORT SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 42,845.8 46,949.0 46,949.0 Other Appropriated Funds 49,147.5 52,885.7 52,885.7 Other Non Appropriated Funds 32,623.9 28,671.4 28,671.4 Program Total 124,617.2 128,506.1 128,506.1 FTE Positions 1,976.3 1,986.3 1,986.3  Goal 1 To provide quality leadership and training opportunities to enhance the delivery of quality services and promote accountability. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of newly hired Child Protective Services (CPS) Specialists completing training within seven months of hire 100.0 100.0 100.0 Percent of CPS complaints reviewed by the Office of the Citizens Aide where allegations are reported as valid by the Ombudsman 3.4 3.4 3.4 Performance Measures Number of CPS reports received 34,896 34,900 34,900 Child protective services response rate (percent) 100.0 100.0 100.0 Percent of child protective service reports that are substantiated 13.0 13.0 13.0 0.1 0.1 0.1 Percent of CPS original dependency cases where the court denied or dismissed the dependency  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 91.0 91.0 91.0 Percent of Office of Administrative Hearings (OAH) where CPS case findings are affirmed 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. To provide quality leadership and training opportunities to enhance the delivery of quality services to promote accountability. Performance Measures Description: The Children Support 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. 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. In the Young Adult 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 in out-of-home care 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. State statute allows youth to continue to receive Division services and supports to age 21 through voluntary foster care services and/or the Transitional Independent Living Program. Young adults served under the Transitional Independent Living Program are former foster youth, ages 18 through 20, who were in out-of-home care and in the custody of the Department while age 16, 17, or 18. This program provides job training, skill development, and financial and other assistance to former foster youth, to complement their efforts toward becoming self-sufficient. Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 135 Return to Table of Contents 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. The Comprehensive Medical and Dental Program (CMDP) 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. CMDP operates as an acute health care plan under the Arizona Health Care Cost Containment System (AHCCCS) for children who are determined Medicaid eligible. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 26,880.8 22,154.4 43,154.4 Other Appropriated Funds 28,673.9 46,713.2 25,713.2 Other Non Appropriated Funds 16,050.4 38,220.0 38,220.0 Program Total 71,605.1 107,087.6 107,087.6 FTE Positions 1.0 1.0 1.0  Goal 1 FY 2011 Actual Number of families receiving in-home services (*point in time 6/30/11) 5,623* Number of children receiving services through Healthy Families 1,570  Goal 2 Number of CPS clients referred for substance abuse treatment services 1,570 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. 5,600 In fiscal year 2012, this program was combined with CPS Residential Placement, DEA 6.4, to create the CPS Emergency and Residential Placement program, DEA 6.18. 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) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 1,520.8 0.0 0.0 Other Appropriated Funds 3,179.9 0.0 0.0 Other Non Appropriated Funds 2,275.5 0.0 0.0 Program Total 6,976.2 0.0 0.0 FTE Positions 0.0 0.0 0.0 1,570 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4,953 5,000 5,000 To provide medical and dental care for children in foster care. Performance Measures Average number of children enrolled Page 136 5,600 FY 2013 Estimate To promote recovery from alcohol and drug abuse for Arizona Families F.I.R.S.T. program participants. Performance Measures  Goal 3 FY 2012 Estimate CPS EMERGENCY PLACEMENT Michael Wisehart, Chief Financial Officer Description: 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 10,754 10,800 10,800 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 6.4 Subprogram Summary DEA 6.5 CPS RESIDENTIAL PLACEMENT FOSTER CARE PLACEMENT Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: In fiscal year 2012, this program was combined with CPS Emergency Placement, DEA 6.3, to create the CPS Emergency and Residential Placement program, DEA 6.18. 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) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 4,207.9 0.0 0.0 Other Appropriated Funds 13,067.3 0.0 0.0 Other Non Appropriated Funds 18,324.5 0.0 0.0 Program Total 35,599.7 0.0 0.0 FTE Positions 0.0 0.0 0.0 Placement types include: emergency shelters, kinship homes, foster homes, adoptive homes, group homes, residential treatment centers, and independent living subsidy arrangements. Goals and performance measures for 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 2011 Actual General Funds FY 2013 Request 14,189.9 14,239.5 4,983.8 6,973.1 6,973.1 Other Non Appropriated Funds 14,335.6 14,248.2 14,248.2 Program Total 33,509.3 35,460.8 35,460.8 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds  Goal 1 Number of children in out-of-home care (*point in time 5/31/2011) Percent change in number of children in out-of-home care (*point in time 5/31/2011)  Goal 2 14,239.5 To promote permanent placements for children who enter out-of-home care. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 10,998* 11,000 11,000 2.5* 0.0 0.0 To enhance children's health and development by providing stable and nurturing environments. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of children remaining in shelter more than 21 days 63 63 63 Average number of days spent in shelter care for those children in shelter care 21 days or longer 433 433 433 24 24 24 Performance Measures Number of children under 3 in shelter care as of June 30 Department of Economic Security FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 137 Return to Table of Contents Performance Measures Number of children under 6 in group homes as of June 30 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 14 14 14 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. Note: Funding for this program was shifted to the Children Support Services program in fiscal year 2011. Page 138 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents DEA 6.7 Subprogram Summary Subprogram Summary DEA 6.8 HEALTHY FAMILIES CHILD ABUSE PREVENTION Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: 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. The Healthy Families Arizona program is a community-based, multidisciplinary program serving pregnant women and families of newborns. The program is no longer separately funded, but it does receive funding from the Healthy Families distribution from the Arizona Lottery. Performance measures for the program are included in the Children Support Services program. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate 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 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 6,604.3 6,319.9 6,319.9 Program Total 6,604.3 6,319.9 6,319.9 FTE Positions 0.0 0.0 0.0 Department of Economic Security Description: 0.0 Dollars (in thousands) are listed as requested by agencies. Page 139 Return to Table of Contents Subprogram Summary DEA 6.9 DEA 6.10 HOMELESS YOUTH INTERVENTION Subprogram Summary COMPREHENSIVE MEDICAL AND DENTAL PROGRAM Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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. CMDP was consolidated in the Children Support Services program beginning in fiscal year 2012. Description, goals and performance indicators can be seen in that program. This program is no longer funded. Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 1,517.8 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 26,459.8 0.0 0.0 Program Total 27,977.6 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Page 140 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 0.0 Department of Economic Security Return to Table of Contents Subprogram Summary DEA 6.11 Subprogram Summary DEA 6.12 JOINT SUBSTANCE ABUSE – AZ FAMILIES (FIRST) PERMANENT GUARDIANSHIP SUBSIDY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: This program was consolidated in the Children Support Services program in fiscal year 2012. Description, goals and performance measures can be seen in that program. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request Description: The Permanent 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. General Funds 4,016.3 0.0 0.0 Other Appropriated Funds 3,714.3 0.0 0.0 0.0 0.0 0.0 General Funds 6,970.9 7,072.3 10,148.7 Program Total 7,730.6 0.0 0.0 Other Appropriated Funds 4,249.8 1,743.0 1,743.0 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 11,220.7 8,815.3 11,891.7 FTE Positions 0.0 0.0 0.0 Other Non Appropriated Funds Funding and FTE Summary: (Thousands)  Goal 1 FY 2011 Actual FY 2013 Request 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 Department of Economic Security FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,431 2,500 2,600 Page 141 Return to Table of Contents Subprogram Summary DEA 6.13 DEA 6.14 ADOPTION SERVICES Subprogram Summary ADOPTION SERVICES - FAMILY PRESERVATION PROJECTS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Phone: (602) 542-3786 A.R.S. § 8-141 - 8-173 Laws 2007, Chapter 255, section 28 Mission: 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. To promote adoption as a permanent option for children in foster care and to promote placement stability for these children through transitional and after-care services. Description: The Adoption Promotion Services - Family Preservation Program provided funding to promote adoption as an option for children. The Adoptions Services program primarily provides adoption subsidy maintenance payments to adoptive parents who adopt a special needs child. A special needs child is defined in A.R.S. § 8-141 as a child with, or at risk of, a physical, mental or developmental disability, an emotional disturbance; or with other characteristics that make adoption more difficult, such as children age six or older, sibling groups, or racial/ethnic factors. 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. Description: This program is no longer separately funded. Adoptive home recruitment takes place in the Adoption Services program. In addition to monthly subsidy payments, the Adoption Services program provides special services, non-recurring adoption costs, and adoptive home recruitment. Special services include payments for services not covered by the subsidy, such as specialized therapy, accommodations for a disability or other specialized services needed to maintain the adoptive placement. These services must be approved prior to the service being rendered and the adoptive parent must first try to receive coverage through their private insurance or through the Arizona Health Care Cost Containment System (AHCCCS). Non-recurring costs are legal costs associated with the adoption process. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 37,511.7 37,942.2 Other Appropriated Funds 21,787.6 19,802.4 4,724.3 Other Non Appropriated Funds 79,929.0 72,222.5 87,364.8 Program Total 139,228.3 129,967.1 167,290.7 FTE Positions 0.0 0.0 0.0  Goal 1 75,201.6 To promote placements in permanent adoptive homes. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of children with finalized adoptions 1,972 1,972 1,972 Percent of adoptions within 24 months (*as of 4/30/2011) 45.8* 46.0 46.0 Performance Measures Page 142 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Subprogram Summary DEA 6.15 Subprogram Summary DEA 6.16 CPS APPEALS CYF ATTORNEY GENERAL LEGAL SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Phone: (602) 542-3786 A.R.S. § 41-1954; A.R.S. § 41-191 8-800 Mission: Mission: To promote services for children to enable them to be safe, and live with strong families so they can be successful in life. To provide the Department of Economic Security with high-quality and timely legal advice and representation to promote the safety, economic selfsufficiency, and well-being of children, adults, and families. Description: The CPS Appeals program provides management of the appeals process for proposed substantiated CPS reports. Funding for this program was moved to the Operating Budget beginning in fiscal year 2012. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 700.6 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 700.6 0.0 0.0 FTE Positions 10.0 0.0 0.0 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 2012 Estimate FY 2013 Request 10,889.7 0.0 52.5 0.0 0.0 4,490.1 0.0 0.0 Program Total 15,432.3 0.0 0.0 FTE Positions 197.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds Department of Economic Security FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 0.0 Page 143 Return to Table of Contents Subprogram Summary DEA 6.17 Subprogram Summary DEA 6.18 INDEPENDENT LIVING MAINTENANCE CPS EMERGENCY AND RESIDENTIAL PLACEMENT Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Phone: (602) 542-3876 A.R.S. § 8-802, 8-521 A.R.S. § 8-514 Mission: Mission: To provide young adults with the opportunity to achieve self-sufficiency with independent living skills. 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: 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 2,369.6 2,719.3 2,719.3 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 2,369.6 2,719.3 2,719.3 Program Total FTE Positions  Goal 1 0.0 0.0 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) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 5,778.7 9,778.7 Other Appropriated Funds 0.0 16,423.0 12,423.0 Other Non Appropriated Funds 0.0 27,534.2 27,534.2 Program Total 0.0 49,735.9 49,735.9 FTE Positions 0.0 0.0 0.0 To assist young adults to achieve self-sufficiency. Performance Measures Number of Young Adult Independent Living Subsidy participants Page 144 0.0 Description: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 301 300 300 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents Program Summary DEA 7.0 DEA 7.1 EMPLOYMENT AND REHABILITATION SERVICES Subprogram Summary EMPLOYMENT AND REHABILITATION SERVICES OPERATIONS Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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 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 FY 2011 Actual FY 2012 Estimate FY 2013 Request 8,644.8 5,750.8 5,750.8 18,879.1 20,337.2 20,337.2 0.0 0.0 0.0 Day Care Subsidy Other Non Appropriated Funds Transitional Child Care Program Total 27,523.9 26,088.0 26,088.0 Vocational Rehabilitation Services FTE Positions 390.8 390.8 390.8 Independent Living Rehabilitation Services Workforce Investment Act - Discretionary Workforce Investment Act - Local Governments Unemployment Insurance Employment Services Workforce Investment Act Services Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 24,350.1 9,511.2 9,511.2 179,183.9 207,722.1 207,722.1 Other Non Appropriated Funds 1,826,837.9 890,430.8 393,758.6 Program Total 2,030,371.9 1,107,664.1 610,991.9 FTE Positions 1,987.0 1,987.0 1,987.0 Other Appropriated Funds Department of Economic Security Dollars (in thousands) are listed as requested by agencies. Page 145 Return to Table of Contents Subprogram Summary DEA 7.2 Subprogram Summary DEA 7.3 JOBS DAY CARE SUBSIDY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: 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. 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 2011 Actual FY 2012 Estimate FY 2013 Request Description: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 11,771.3 0.0 0.0 Other Appropriated Funds 82,999.9 121,396.6 121,396.6 4,033.8 4,163.4 4,163.4 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 98,805.0 125,560.0 125,560.0 11,229.3 13,005.6 13,005.6 FTE Positions 0.0 0.0 0.0 970.7 1,283.3 1,283.3 Program Total 12,200.0 14,288.9 14,288.9 FTE Positions 119.0 119.0 119.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 88.7 89.0 89.0 Number of children whose families are assisted by Child Care Resource and Referral 42,693 40,711 40,711 Average number of children in Day Care Subsidy program per month 29,554 29,600 29,600 Performance Measures  Goal 1 To increase the number of Jobs Cash Assistance recipients who obtain employment. Performance Measures Number of Cash Assistance employment placements FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4,647 4,600 4,600 Percent of customer satisfaction with child care Explanation: Page 146 Dollars (in thousands) are listed as requested by agencies. *Includes Transitional Child Care population Department of Economic Security Return to Table of Contents Subprogram Summary DEA 7.4 Subprogram Summary DEA 7.5 TRANSITIONAL CHILD CARE VOCATIONAL REHABILITATION SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: For fiscal year 2012, this special line item was combined with the Day Care Subsidy special line item. Funding is no longer appropriated separately. Description, goals, and performance measures are included in the Day Care subsidy Program. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 20,918.7 0.0 0.0 0.0 0.0 0.0 Program Total 20,918.7 0.0 0.0 FTE Positions 0.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds 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. Description: This subprogram assists individuals with disabilities to evaluate and determine appropriate employment goals and to identify the activities and services necessary to achieve those 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. 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) General Funds FY 2012 Estimate FY 2013 Request 3,794.4 3,760.4 3,760.4 145.4 1,328.1 1,328.1 Other Non Appropriated Funds 75,571.5 84,442.2 84,442.2 Program Total 79,511.3 89,530.7 89,530.7 FTE Positions 515.3 521.8 521.8 Other Appropriated Funds  Goal 1 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  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,157 1,200 1,200 To improve the ability of individuals to make decisions leading to self-determination and to live independently. Performance Measures Number of individuals receiving services in order to achieve or maintain their independence Department of Economic Security FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,725 1,700 1,700 Page 147 Return to Table of Contents Subprogram Summary DEA 7.6 Subprogram Summary DEA 7.7 INDEPENDENT LIVING REHABILITATION SERVICES WORKFORCE INVESTMENT ACT - DISCRETIONARY Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: For fiscal year 2012, this program was combined with the Vocational Rehabilitation Services program. Goals and performance measures are included with that program. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request Description: For fiscal year 2012, his program was combined with Workforce Investment Act - Local, DEA 7.8, to form the Workforce Investment Act program, DEA 7.11. Please see that program for additional information. Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 4,496.9 0.0 0.0 831.9 0.0 0.0 General Funds 139.6 0.0 0.0 Program Total 5,328.8 0.0 0.0 Other Appropriated Funds 997.7 0.0 0.0 FTE Positions 0.3 0.0 0.0 Other Non Appropriated Funds 2,465.1 0.0 0.0 Program Total 3,602.4 0.0 0.0 FTE Positions 6.5 0.0 0.0 Page 148 Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents DEA 7.8 Subprogram Summary Subprogram Summary DEA 7.9 WORKFORCE INVESTMENT ACT - LOCAL GOVERNMENTS Michael Wisehart, Chief Financial Officer UNEMPLOYMENT INSURANCE Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 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: For fiscal year 2012, his program was combined with Workforce Investment Act - Discretionary, DEA 7.7, to form the Workforce Investment Act program, DEA 7.11. Please see that program for additional information. The program provides Unemployment Insurance benefits to eligible individuals based on their past earnings and collects payroll taxes from subject employers to fund the payment of those benefits. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 General Funds 0.0 0.0 39,516.9 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,722,128.7 775,278.7 278,606.5 Program Total 39,516.9 0.0 0.0 Program Total 1,722,128.7 775,278.7 278,606.5 FTE Positions 0.0 0.0 0.0 FTE Positions 694.5 694.5 694.5 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Department of Economic Security 0.0 To increase the degree of timeliness in paying Unemployment Insurance benefits. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate First payment timeliness 92.4 92.0 92.0 Dollars (in thousands) are listed as requested by agencies. Page 149 Return to Table of Contents Subprogram Summary DEA 7.10 Subprogram Summary DEA 7.11 EMPLOYMENT SERVICES WORKFORCE INVESTMENT ACT SERVICES Michael Wisehart, Chief Financial Officer Michael Wisehart, Chief Financial Officer Phone: (602) 542-3786 Phone: (602) 542-3786 (SLI) PL 93-112 A.R.S. § 41-1954; PL 105-220 Mission: Mission: To assist job seekers and employers to achieve a quality workforce through an improved service delivery system. To provide leadership and support to programs that prepare eligible individuals for long-term employment and self-sufficiency. Description: 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. 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. In addition, fifteen percent of the federal WIA allocation is available for discretionary purposes such as administration, statewide initiatives, and competitive grants for employment and training programs. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 20,836.2 22,322.2 22,322.2 Program Total 20,836.2 22,322.2 22,322.2 FTE Positions 260.6 260.6 260.6  Goal 1 0.0 Funding and FTE Summary: (Thousands) To provide employment opportunities for individuals seeking employment and recruitment services to employers. Performance Measures Number of clients entered employment FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 298,155 298,200 298,200 FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 51,654.6 51,654.6 Other Non Appropriated Funds 0.0 2,941.0 2,941.0 Program Total 0.0 54,595.6 54,595.6 FTE Positions 0.0 0.3 0.3  Goal 1 To achieve the goals of the Workforce Investment Act by providing employment assistance to adults, youth, and dislocated workers. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of adults who entered employment 1,608 1,600 1,600 Number of youth who entered employment 288 290 290 2,192 2,200 2,200 Performance Measures Number of dislocated workers who entered employment Page 150 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. Department of Economic Security Return to Table of Contents focused on an array of improvement opportunities as unique as Arizona's students, to help each student develop to his/her potential and become value-added contributors to their communities. These include a concerted focus in Adult Education; Career and Technical Education; Education and Career Action Plans (starting in 6th grade to ensure students meet 8th grade benchmarks and are ready for high school); and strengthening alliances with partners in the education and business communities to develop a concept of 21st Century Schools. Agency Summary EDA 0.0 DEPARTMENT OF EDUCATION John Huppenthal, Superintendent of Public Instruction Phone: (602) 542-2843 A.R.S. § Title 15 et seq. Mission: Issue 3 To serve Arizona's education community, ensuring every student has access to an excellent education. We exist to serve our customers. Our mission, "To serve Arizona's education community, ensuring every student has access to an excellent education", is our filter for every action, goal, idea. We recognize that collaboration and communication with all partners and stakeholders is imperative in order to effect meaningful, lasting changes in education. Accordingly, our emphasis will be in strengthening relationships with parents, education, business and community partners. In all relationships, our focus will be on providing value-added services, evaluating satisfaction from the customers' perspective. Our desire is to be regarded as competent, compassionate, professional allies; value-added contributors in the collective effort to provide every student access to an excellent education. 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 387 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. ($ Thousands) Agency Summary: FY 2011 Actual Program  STATE BOARD OF FY 2012 Estimate 908.4 FY 2013 Request 894.4 894.4 EDUCATION / VOC AND TECH EDUCATION 3,900,542.8 3,829,966.5 3,829,966.5 PAYMENT AND FINANCIAL COMPLIANCE  SCHOOL ACCOUNTABILITY 40,284.5 50,117.8 50,117.8 1,295,847.3 1,201,681.7 1,206,270.3 AND IMPROVEMENT 67,029.9 82,833.8 11,454.6 17,924.0 23,074.0 5,316,067.5 5,183,418.2 5,193,156.8 Improve Process Efficiency and Effectiveness ADE recognizes the importance of a systematic approach to design, deliver and evaluate services and products that add value from a customer perspective. To that end, we have made an organizational commitment to improve the efficiency and effectiveness of processes and procedures. Our approach will include cross-functional and Unit/program-specific improvements that are linked to customer requirements. As a result of our focus, significant improvements are expected in our student accountability systems, grants management system, and cross-functional communication and collaboration. Issue 5  SCHOOL FINANCE -  EDUCATION SERVICES  PROFESSIONAL Issue 4 Strengthen Customer Relations Build a Great Place to Work We recognize that quality and high performance are achieved from full participation and partnership between staff and management. To that end, our commitment to build a great place to work is based on creating and sustaining a supportive work culture that sets standards and accountability for cooperation, communication, customer-driven service and continuous improvement. 82,833.8 DEVELOPMENT  ADMINISTRATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 3,488,598.3 3,436,528.7 36,070.6 56,959.3 62,109.3 Other Non Appropriated Funds 1,791,398.6 1,689,930.2 1,689,930.2 Program Total 5,316,067.5 5,183,418.2 5,193,156.8 FTE Positions 616.7 676.9 684.9 Other Appropriated Funds 3,441,117.3 Strategic Issues: Issue 1 Increase Student Achievement To develop and sustain great schools, excellent teachers and successful students in Arizona, we've defined ambitious goals, focused on achieving breakthrough-levels of academic gain. They include innovative, redesigned classrooms; transformative schools; applied best practices; implementation of common core standards; measuring teacher and student satisfaction; and accountability for performance gains. Issue 2 Build a 21st Century Workforce Our commitment to equipping Arizona's students for success is demonstrated through a deliberate plan to ensure college and career readiness for every student. We've defined a comprehensive strategy, Department of Education Dollars (in thousands) are listed as requested by agencies. Page 151 Return to Table of Contents Program Summary EDA 1.0 Program Summary EDA 2.0 STATE BOARD OF EDUCATION / VOC AND TECH EDUCATION Vince Yanez, SCHOOL FINANCE - PAYMENT AND FINANCIAL COMPLIANCE Pat Childress, Director of Strategic Planning Phone: (602) 542-5057 Phone: (602) 542-3069 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 539.7 525.6 525.6 Other Appropriated Funds 368.7 368.8 368.8 0.0 0.0 0.0 Program Total 908.4 894.4 894.4 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 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 74 76 78 Percent of Arizona high school students who enter 9th grade and graduate within four years Explanation: Fiscal Year data represents class cohort from 1 year previous (i.e. FY 2011 = Class of 2010). Percent of Arizona schools receiving an under-performing label Explanation:  Goal 2 NA* 5 5 * Data not yet available To ensure student safety by investigating and taking appropriate action on complaints made against professional educators. Performance Measures Number of investigative cases closed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 291 290 290 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 FY 2011 Actual FY 2013 Request 3,417,179.8 3,367,697.0 32,497.1 46,475.5 46,475.5 450,865.9 415,794.0 415,794.0 Program Total 3,900,542.8 3,829,966.5 3,829,966.5 FTE Positions 24.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 3,367,697.0 To provide timely and reliable customer service. FY 2011 Actual FY 2012 Estimate FY 2013 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 Page 152 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Education Return to Table of Contents Performance Measures Number of days to process budget analysis from July 18 Explanation: FY 2012 Estimate FY 2013 Estimate 103 90 85 2.75 3.0 3.25 Program Summary EDA 3.0 *System related difficulties/legislature session has been closing later, causing September revisions which pushes back distribution of Budg25 letters. External customer overall satisfaction rating* Explanation: FY 2011 Actual SCHOOL ACCOUNTABILITY AND IMPROVEMENT Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 A.R.S. § 15-241, 15-741-15-747, 15-809, P.L. 107-110 *New measure, FY 2011 establishes baseline Mission: To promote attainment of high academic achievement for all students through assessing, evaluating, and implementing initiatives and reforms that use scientifically based research and effective practices for assisting schools engaged in the school improvement process. Description: The School Accountability and Improvement program focuses on improving student achievement through assessing the achievement level of students at different grade levels and then evaluating that information to determine how well each respective school is performing. This information is the basis for interventions and school improvement measures provided through technical assistance, professional development, funding resources, and administrative oversight. This program includes Arizona Leaders in Education for the Advancement and Development of Student and School Success (AZ LEADS). AZ LEADS is a statewide initiative for school improvement and student success. It is one of the components of an accountability system, called Arizona Leading Education in Arizona through the Reporting and Notification System (AZ LEARNS), for measuring school performance based on student achievement. This Program Contains the following Subprograms: 4 Student Assessment 4 Research and Evaluation 4 School Improvement and State Intervention Funding and FTE Summary: (Thousands) Department of Education FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 3,771.2 3,230.6 Other Appropriated Funds 4,021.8 5,911.5 5,911.5 Other Non Appropriated Funds 32,491.5 40,975.7 40,975.7 Program Total 40,284.5 50,117.8 50,117.8 FTE Positions 57.1 54.0 54.0 Dollars (in thousands) are listed as requested by agencies. 3,230.6 Page 153 Return to Table of Contents Subprogram Summary EDA 3.1 Subprogram Summary EDA 3.2 STUDENT ASSESSMENT RESEARCH AND EVALUATION Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 A.R.S. § 15-741 - 15-742, P. L. 107-110 A.R.S. § 15-743, 15-746, P.L. 107-110 Mission: 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. 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 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. 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 3,230.7 3,230.6 Other Appropriated Funds 4,024.5 4,650.1 4,650.1 Other Non Appropriated Funds 10,518.1 6,623.6 6,623.6 Program Total 17,773.3 14,504.3 14,504.3 FTE Positions 21.1 17.5 17.5  Goal 1 Performance Measures Percent of AIMS test questions without error on student assessment.* Explanation: Page 154 99.9 99.9 99.9 *New measure, FY 2011 establishes baseline Percent of administered AIMS tests that result in a valid score.* Explanation: FY 2013 Estimate 99.9 99.9 *New measure, FY 2011 establishes baseline 99.9 Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 540.5 0.0 0.0 Other Appropriated Funds 0.0 761.4 761.4 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 540.5 761.4 761.4 FTE Positions 6.6 6.2 6.2 To issue, on time, valid and reliable evaluations of school and student performance as required by State and Federal statutes. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS reading. 49 50 51 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS writing 15 16 17 Percent of schools with at least 75 percent of students meeting or exceeding standards in AIMS math 19 20 21 Percent of students in grade 3 meeting or exceeding state academic standards in AIMS reading 76 77 78 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 68 70 72 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS reading 79 81 83 Percent of students in grade 5 meeting or exceeding state academic standards in AIMS writing 55 57 59 Performance Measures To develop relevant and accurate instruments to assess all Arizona students. FY 2012 Estimate 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.  Goal 1 3,230.6 FY 2011 Actual 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. Dollars (in thousands) are listed as requested by agencies. Department of Education Return to Table of Contents Performance Measures Percent of students in grade 5 meeting or exceeding state academic standards in math FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 63 65 67 EDA 3.3 Subprogram Summary SCHOOL IMPROVEMENT AND STATE INTERVENTION Percent of students in grade 8 meeting or exceeding state academic standards in reading 71 73 75 Pat Childress, Director of Strategic Planning Percent of students in grade 8 meeting or exceeding state academic standards in writing 36 38 40 A.R.S. § 15-241, 15-741.01, 15-809, P.L. 107-110 Percent of students in grade 8 meeting or exceeding state academic standards in math 54 56 58 Percent of students in grade 10 meeting or exceeding state academic standards in reading* 78 Explanation: Phone: (602) 542-3069 Mission: 80 82 Description: “SCHOOL IMPROVEMENT" *New measure, FY 2011 establishes baseline Percent of students in grade 10 meeting or exceeding state academic standards in writing* Explanation: 68 70 72 Explanation: 60 62 64 *New measure, FY 2011 establishes baseline Percent of students in grade 12 meeting or exceeding state academic standards in reading 28 30 32 Percent of students in grade 12 meeting or exceeding state academic standards in writing 17 19 21 Percent of students in grade 12 meeting or exceeding state academic standards in math 16 18 20 Percent of students in grade 2 performing at or above the 50th percentile on norm-referenced reading test 41 42 43 Percent of students in grade 2 performing at or above the 50th percentile on norm-referenced math test 57 58 59 Percent of students in grade 9 performing at or above the 50th percentile on norm-referenced reading test 58 59 60 Percent of students in grade 9 performing at or above the 50th percentile on norm-referenced math test 71 72 73 External customer overall satisfaction rating* FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.00 3.20 3.40 *New measure, FY 2011 establishes baseline Percent of all State and Federal reports released by September 1, 2011* Explanation: 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. To provide accurate and helpful information to the public. Performance Measures Explanation: 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). *New measure, FY 2011 establishes baseline Percent of students in grade 10 meeting or exceeding state academic standards in math*  Goal 2 To provide quality and consistent support and technical assistance to all schools engaged in the process of continuous school improvement. 100 100 *New measure, FY 2011 establishes baseline 100 Assigning an ADE School Improvement Coach to assist the school in creating capacity for sustained improvement by: Providing technical assistance and support in implementing the Arizona School Improvement Plan and the recommendations of the Solutions Team; Assisting in the coordination of all education resources, specifically those available through the Arizona Department of Education; Documenting school progress and improvement plan implementation in relation to increasing academic achievement for all students; Assisting each Title 1 school and district identified for improvement in applying for a Title I School and District Improvement Grant; Ensuring that each Title I school and district identified for improvement complies with the requirements of NCLB and the School and District Improvement Grant. “SCHOOL INTERVENTION” This subprogram collaborates with school administrators for training and support that creates school environments in which all students achieve at high levels. This subprograms also analyze schools designated as “Failing to Meet Academic Standards” to determine how best to improve the schools to a performing level and to sustain the improvements after the withdrawal of state support. Further, this subprogram supports schools designated as “Failing” by providing the following: Technical assistance; Financial support; Highly qualified Turnaround Personnel; and Assignment of a School Intervention Specialist from ADE. The School Intervention Specialist provides support that will allow the school to be better equipped to implement effective system changes that will lead to increased student achievement at the school level. The Arizona Standards and Rubrics for School Improvement to provide schools with recommendations for their improvement. Further, there is an Academic and Instructional Support unit, which has established a series of academies that help teachers and Department of Education Dollars (in thousands) are listed as requested by agencies. Page 155 Return to Table of Contents administrators understand how academic achievement is tied to research based best practices and which methods and techniques incorporate best practices. The topics for these best practices academies include discussions of data from the field, AIMS test scores, and trends in Solution Team data. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 -2.7 500.0 500.0 Other Non Appropriated Funds 21,973.4 34,352.1 34,352.1 Program Total 21,970.7 34,852.1 34,852.1 FTE Positions 29.4 30.3 30.3 Other Appropriated Funds EDUCATION SERVICES Phone: (602) 542-3069 A.R.S. § Title 15 et seq., P. L. 107-110 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 provide technical assistance and training for districts and schools to improve effectiveness. Performance Measures External customer overall satisfaction rating* FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.49 3.65 3.80 Explanation: *New measure, FY 2011 establishes baseline 58 Percent of students in SI schools 55 meeting/exceeding AIMS minimum standards* Explanation: Program Summary Pat Childress, Director of Strategic Planning General Funds  Goal 1 EDA 4.0 *New measure, FY 2011 establishes baseline 60 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. This Program Contains the following Subprograms: 4 4 4 4 4 4 4 4 4 4 4 Exceptional Student Services English Acquisition Services Early Childhood Programs Title I Career and Technical Education Adult Education and GED Standards Based Best Practices Nutrition Family Literacy Outreach Programs Innovative Exemplary Programs Funding and FTE Summary: (Thousands) Page 156 FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 61,183.5 57,484.3 Other Appropriated Funds -2,859.3 0.0 0.0 Other Non Appropriated Funds 1,237,523.1 1,144,197.4 1,144,197.4 Program Total 1,295,847.3 1,201,681.7 1,206,270.3 FTE Positions 347.1 376.0 378.0 Dollars (in thousands) are listed as requested by agencies. 62,072.9 Department of Education Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of students with disabilities with proficient performance in reading in grade 3 42 44 46 Percent of students with disabilities with proficient performance in reading in grade 5 41 43 45 Percent of students with disabilities with proficient performance in reading in grade 8 28 29 30 Percent of students with disabilities with proficient performance in reading in grade 10 38 40 42 Percent of public education agencies demonstrating compliance with monitoring deficiencies within two years 100 100 100 Performance Measures Subprogram Summary EDA 4.1 EXCEPTIONAL STUDENT SERVICES Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 A.R.S.§15-236, 15-761-15-774, 15-881, 15-1181-15-1205, IDEA Mission: To promote the development and the implementation of quality education for students with disabilities. Description: 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).  Goal 3 To provide timely and reliable customer service that includes technical assistance, training, and professional development Performance Measures External customer overall satisfaction rating* Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.61 3.70 3.80 *New measure, FY 2011 establishes baseline The intent of “Child Find” is that all children from birth through age 21 years with delays or disabilities are identified, located, and evaluated to receive the supports and services they need. Public schools and the Arizona Early Intervention Program are responsible for "finding" eligible children and providing services needed for them to reach their developmental milestones or meet their educational needs. When children are "found", they are referred to a specialist to screen their development. The screening helps identify any areas of concern that need to be evaluated further. In order to receive early intervention or special education services, a child must be evaluated to confirm they have a delay or disability that falls under state definitions. The comprehensive system of personnel development in this subprogram includes Special Education Learning Experiences for Competency in Teaching (SELECT). Select courses provide training to persons seeking to expand their skills in working with children with disabilities and are recommended for regular and special education teachers, related service personnel, paraeducators, and other interested individuals. Participants take SELECT courses to receive academic credit that can be applied towards teacher certification if the class matches the certification requirement or for professional growth (for those working towards teacher re-certification). Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 35,268.6 33,242.1 0.0 0.0 0.0 Other Non Appropriated Funds 263,707.2 267,172.4 267,172.4 Program Total 298,975.8 300,414.5 300,414.5 FTE Positions 102.2 112.7 112.7 Other Appropriated Funds  Goal 1 33,242.1 To ensure that all students with disabilities have access to an excellent education FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of children evaluated within 60 days of receiving parental request for initial evaluation* 96 97 98 Percent of students with disabilities graduating high school with a regular diploma* 64.9 66 68 Performance Measures Explanation:  Goal 2 *New measure, FY 2011 establishes baseline To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Department of Education Dollars (in thousands) are listed as requested by agencies. Page 157 Return to Table of Contents  Goal 3 Subprogram Summary EDA 4.2 To increase academic gains of students reclassified as FEP Performance Measures ENGLISH ACQUISITION SERVICES Percent of students reclassified as FEP* Pat Childress, Director of Strategic Planning Explanation: Phone: (602) 542-3069 A.R.S. § 15-241, 15-751-756.01-.13, 15-910, 41-1279.03, P.L. 107-110 Mission: To assist schools in providing services that support high academic success for English Language Learning (ELL) students. Description: The English Acquisition Services was established by Arizona Revised Statutes. This subprogram is authorized under the federal No Child Left Behind Act of 2001 (NCLB) and the federal Civil Rights Act to provide technical assistance to local educational agencies for their English Language Learner (ELL) students. In addition, pursuant to state laws A.R.S. § 15-751 through A.R.S. § 15-756.01, each school with enrolled ELL students must provide programs that allow these students to develop their skills in the English language 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 30 32 34 *New measure, FY 2011 establishes baseline Percent of students achieving targeted gains in AIMS reading scores within two years of reclassification as FEP* 79** 81 83 Percent of students achieving targeted gains in AIMS math scores within two years of reclassification as FEP* 62** 64 66 Percent of students achieving targeted gains in AIMS writing scores within two years of reclassification as FEP* 68** 70 72 Explanation: *New measure **2011 is estimate, data available fall 2011 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 13,026.6 12,749.5 Other Appropriated Funds -2,859.3 0.0 0.0 Other Non Appropriated Funds 21,875.8 34,073.8 34,073.8 Program Total 32,043.1 46,823.3 46,823.3 FTE Positions 30.7 35.9 35.9  Goal 1 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. Performance Measures Percent of local education agencies (with ELL students receiving state/federal funding) in full compliance with federal, state and ADE policy issues Explanation:  Goal 2 FY 2013 Estimate 48* 50 40 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.45 3.65 3.85 *New measure, FY 2011 establishes baseline External customer satisfaction rating on professional development and technical assistance* Page 158 FY 2012 Estimate To provide timely and reliable customer service. External customer overall satisfaction rating* Explanation: FY 2011 Actual *Numbers represent number of LEAs monitored, not percent Performance Measures Explanation: 12,749.5 4.61 4.6 4.6 *based on 5 point scale Dollars (in thousands) are listed as requested by agencies. Department of Education Return to Table of Contents Subprogram Summary EDA 4.3 Subprogram Summary EDA 4.4 EARLY CHILDHOOD PROGRAMS TITLE I Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 A.R.S. § 15-715, 15-771, 15-901.02, 15-1251, P.L. 107-110 P.L. 107-110 Mission: Mission: To provide leadership and support to schools, organizations, educators, families, and communities in implementing programs that assist all children from birth through age 8 years to become successful lifelong learners. To support the implementation of the Federal Title I Grant for Arizona's System of School Support in order to impact teaching and learning in Kindergarten through 12th grade classrooms so that educationally disadvantaged students achieve high academic success. Description: The Early Childhood subprogram includes multiple collaborative partnerships, Preschool Special Education for 3 year to 5 year old children with disabilities, and the federal Early Childhood Block Grant for public school districts and charter schools who serve children in kindergarten programs, as well as in grades one, two and three. This subprogram supports school readiness and early learning success by encouraging the implementation of high quality program guidelines and educational standards. Local community programs offer resources, on-site support, funding, and opportunities for professional development to promote developmentally appropriate learning environments. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 506,948.7 387,959.3 387,959.3 Other Non Appropriated Funds 12,587.3 12,381.6 12,381.6 Program Total 506,948.7 387,959.3 387,959.3 Program Total 12,587.3 12,381.6 12,381.6 FTE Positions 39.4 40.6 40.6 FTE Positions 9.6 13.7 13.7  Goal 1  Goal 1 To ensure compliance with the Office of Special Education Programs requirements. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of Early Childhood Special Education students demonstrating improved outcomes in taking appropriate action to meet needs. N/A** 77.95 78.45 Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of social and emotional development. N/A** Percent of Early Childhood Special Education students demonstrating improved outcomes in the area of knowledge and skills. N/A** Performance Measures Explanation:  Goal 2 69.97 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.83 4.00 4.23 *New measure, FY 2011 establishes baseline Customer satisfaction rating for Professional Development* To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of districts out of compliance in (Cycle 1) Federal indicator* 60 55 50 Percent of districts out of compliance in (Cycle 2) Federal indicator* 80 78 74 Percent of districts out of compliance in (Cycle 3) Federal indicator* 25 20 15 Percent of districts out of compliance in (Cycle 5) Federal indicator* 20 18 15 Percent of districts out of compliance in (Cycle 6) Federal indicator* 65 60 55 Performance Measures Explanation: To provide technical assistance, training, and professional development to improve the effectiveness of early childhood programs. External customer overall satisfaction rating* Explanation: 69.47 77.38 *Estimate based on FY 2009 data sample and solely on students with disabilities.**Data not available until fall 2011 Performance Measures Explanation: 76.88 93.02 95 0.0  Goal 2 *New measures, FY 2011 establishes baseline To provide technical assistance, training, and professional development to improve Title 1 school efforts. Performance Measures External customer overall satisfaction rating* Customer satisfaction rating on Technical Assistance* Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.45 3.50 3.55 85 90 93 *New measure, FY 2011 establishes baseline Percent of Title 1 schools that meet adequate yearly progress (AYP) 49 51 52 96 *New measure, FY 2011 establishes baseline Department of Education Dollars (in thousands) are listed as requested by agencies. Page 159 Return to Table of Contents 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. Subprogram Summary EDA 4.5 CAREER AND TECHNICAL EDUCATION Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 A.R.S. § 15-781-15-790, P.L. 109-270 Funding and FTE Summary: (Thousands) Mission: FY 2011 Actual General Funds 11,492.7 0.0 0.0 0.0 Other Non Appropriated Funds 29,141.7 28,291.4 28,291.4 Program Total 40,645.6 39,784.1 39,784.1 FTE Positions 56.3 58.6 58.6 Other Appropriated Funds Description: 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. FY 2013 Request 11,503.9 To prepare Arizona students for workforce success and continuous learning. 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. FY 2012 Estimate  Goal 1 11,492.7 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 98.82 98.9 98.9 NA 80 81 Percent of Career and Technical Education concentrators passing AIMS reading N/A*** N/A*** N/A*** Percent of Career and Technical Education concentrators passing AIMS math N/A*** N/A*** N/A*** Performance Measures Percent of career and technical education students graduating high school* Percent of career and technical education program concentrators passing Arizona CTE Assessment aligned with industry-recognized standards* Explanation: * Explanation:  Goal 2 *As of 8/11/2010 and subject to change. **Administrative adjustment per recommendation of the Office of Vocational and Adult Education; Arizona levels are adjusted to align with No Child Left Behind N/A*** data not available until Fall 2011 To provide timely and reliable customer service. Performance Measures External customer overall satisfaction rating* Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.78 3.98 4.18 *New measure, FY 2011 establishes baseline The subprogram oversees and conducts all Federal compliance reviews for CTE programs through Office of Civil Rights, as well as Service Learning programs through a Federal Learn and Serve grant. The co-curricular CTE student organizations, such as FFA and Skills USA, also function under this subprogram to provide students with leadership and community development skills. Technical assistance in implementation and continuous improvement of quality CTE programs including the previously described initiatives is provided to all districts offering approved CTE programs. This subprogram includes the Workforce Development Unit, which is responsible for the administration of comprehensive education, and training programs that address the needs of youths and adults who face barriers to employment. These programs include occupational and workplace skills training, related academic and support services, and provide employment Page 160 Dollars (in thousands) are listed as requested by agencies. Department of Education Return to Table of Contents Subprogram Summary EDA 4.6 Subprogram Summary EDA 4.7 ADULT EDUCATION AND GED STANDARDS BASED BEST PRACTICES Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 A.R.S. § 15-234, 15-702, P.L. 105-220 A.R.S. § 15-154-15-155, 15-345, 15-712, P.L. 107-110 Mission: Mission: To be the catalyst for increasing the quality of Adult Education in Arizona by raising expectations and providing leadership, support, and resources that enable service providers and students to excel. To enhance academic achievement for Arizona youth by providing resources for safe and healthy learning environments and positive character traits training. To provide assistance to schools in the use of research-based strategies and support services for the advancement of student achievement. Description: The Adult Education subprogram ensures that adult learners who are at least 16 years of age have access to quality educational opportunities that will support them in their employment, job training, and higher education aspirations. This subprogram also assists adult learners in acquiring the knowledge and skills necessary for effective participation in society. The adult learners are not enrolled nor required to be enrolled in secondary school when they participate in instruction in one or more of the following areas: 1) English Language Acquisition, 2) Adult Basic Education, 3) Adult Secondary Education, including GED Preparation, 4) Civics, and 5) Basic computer literacy skills. Adult Education is a learner-centered, interactive process which values and supports the individual in defining and achieving personal goals through improvement in basic reading, writing, language and mathematics skills. Content is delivered though life skills so they can better function in their community, family and workplace environments. The General Education Development (GED) Testing subprogram ensures equitable access to the GED examination for adult learners in pursuit of an Arizona High School Equivalency Diploma. The GED exam has been developed and validated by the General Educational Development Testing Service, a subdivision of the American Council of Education, and is administered by the Arizona Adult Education Services/GED Testing Office. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 12,180.4 13,975.1 13,975.1 Program Total 12,180.4 13,975.1 18,563.7 FTE Positions 18.0 21.0 23.0  Goal 1 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of learners age 16 and over increasing academic skills by two years* 55 61 62 Percent of learners age 16 and over achieving their goal of earning a High School Equivalency diploma 62 78 N/A** Percent of learners age 16 and over achieving their goal of transitioning to post-secondary education* 60 80 N/A** Explanation:  Goal 2 To provide technical assistance and professional development to improve coordination between Adult Education programs and GED testing centers.** Percent of professional development sessions receiving rating of 4.5 or above* Explanation: 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. 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. *New measure FY 2011 **establishing new baseline FY 2013 Performance Measures 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. 4,588.6 To increase academic achievement of learners age 16 and over Performance Measures 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 95 95 N/A** 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. *New measure FY 2011 **establishing new baseline FY 2013 Department of Education Dollars (in thousands) are listed as requested by agencies. Page 161 Return to Table of Contents Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 1,291.5 0.0 0.0 NUTRITION 0.0 0.0 0.0 Pat Childress, Director of Strategic Planning 9,299.1 14,007.1 14,007.1 Phone: (602) 542-3069 Nat. School Lunch and Child Nutrition Acts, P.L. 108-265 Program Total 10,590.6 14,007.1 14,007.1 FTE Positions 7.2 8.2 8.2  Goal 1 Percent of standards implementation Professional Development sessions receiving 4.5 or above rating* Explanation:  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99 99 99 *New measure, FY 2011 establishes new baseline Percent of standards implementation Technical Assistance sessions receiving 4.5 or above rating* FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99 99 99 *New measure, FY 2011 establishes new baseline 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: To provide technical assistance, training, and professional development for schools to improve the effectiveness of schools. Performance Measures Explanation: Mission: To provide training and professional development to improve the effectiveness of standards based teaching and learning. Performance Measures Subprogram Summary EDA 4.8 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. These programs include: the National School Lunch Program, the After School Snack Program, the School Breakfast Program, the Child and Adult Care Food Program, the Summer Food Service Program, the Food Distribution Program, the Special Milk Program, and the Fresh Fruit and Vegetable Program Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 92.9 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 349,827.2 353,506.3 353,506.3 Program Total 349,920.1 353,506.3 353,506.3 FTE Positions 63.8 64.3 64.3 Other Appropriated Funds  Goal 1 0.0 To ensure compliance with State and Federal statutes and regulations along with other contractual obligations. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of National School Lunch Sponsors in nutritional compliance* 41 42 43 Percent of National School Lunch Sponsors that pass Performance Standards 1 and 2* 71 72 73 Percent of Child and Adult Food Care Program Sponsor reviews with no serious deficiencies* 91 91 92 Performance Measures Explanation:  Goal 2 *New measure, FY 2011 establishes new baseline To provide technical assistance, training, and professional development to improve the effectiveness of health and nutrition programs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.76 3.96 4.16 Participant comprehension rating post-Nutrition Professional Development Session* 80 81 82 Participant comprehension rating post-Health Professional Development Session* 80 81 82 Performance Measures External customer overall satisfaction rating* Explanation: Page 162 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. *New measure, FY 2011 establishes new baseline Department of Education Return to Table of Contents Subprogram Summary EDA 4.9 Subprogram Summary EDA 4.10 FAMILY LITERACY OUTREACH PROGRAMS Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 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 2011 Actual FY 2012 Estimate 0.0 Other Appropriated Funds 0.0 FY 2013 Request 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,143.2 527.6 527.6 Program Total 1,143.2 527.6 527.6 FTE Positions 0.0 0.0 0.0  Goal 1 To provide technical assistance, training, and professional development for schools and organizations to improve the effectiveness of family literacy programs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of parents achieving educational gains* N/A N/A N/A Percent of children demonstrating language gains* N/A N/A N/A Performance Measures Explanation: *Funding for this subprogram has been cut 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 non-school hours (before or after school) or periods when school is not in session (including holidays, weekends or summer recess). A second example is the federal Learn and Serve America Grant, which is for projects that use a service-learning approach to education. This service-learning approach recognizes that working with local community organizations is a way to obtain academic achievement and develop civic skills. The grant monies are to allow schools to work in partnership with local organizations to create, develop, and offer service-learning opportunities for school-age youth from age five years to 17 years. A third example is federal funds to provide a variety of tools and resources for schools, teachers, and administrators interested in learning how to create quality, comprehensive, and sequential arts learning for their students. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 21,612.1 22,911.4 22,911.4 Program Total 21,612.1 22,911.4 22,911.4 FTE Positions 11.3 11.3 11.3  Goal 1 21st Century Community Learning Centers external customer overall satisfaction rating* Explanation:  Goal 2 0.0 To provide timely and reliable customer service. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.62 4.0 4.0 *New measure, FY 2011 establishes new baseline To provide technical assistance, training, and professional development to improve school effectiveness Performance Measures Percent of regular attending students (30 days or more) passing AIMS Reading tests* Department of Education FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 49.82 52.82 54.82 Page 163 Return to Table of Contents Performance Measures Percent of regular attending students (30 days or more) passing AIMS Math tests* FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 54.22 56.22 58.22 EDA 4.11 Subprogram Summary INNOVATIVE EXEMPLARY PROGRAMS Percent of regular attending students (30 days or more) improving Reading grades* 48.45 50.45 52.45 Pat Childress, Director of Strategic Planning Percent of regular attending students (30 days or more) improving Math grades* 45.86 47.86 49.86 A.R.S. § 15-770, 15-772, P. L. 107-110, P.L. 96-212 Percent of regular attending students who increase achievement from basic to proficient in Reading AIMS scores* 46.32 48.32 50.32 Percent of regular attending students who increase achievement from basic to proficient in Math AIMS scores* 45.36 47.36 49.36 Percent of Arts Education Professional Development sessions receiving satisfaction rating 4.5 or above 90 95 95 Percent of districts and charter schools with curriculum aligned to revised Arts Standards* 56 65 85 Explanation: Phone: (602) 542-3069 Mission: *New measures, FY 2011 establishes new baseline 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. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 9,200.4 9,391.4 9,391.4 Program Total 9,200.4 9,391.4 9,391.4 FTE Positions 8.6 9.7 9.7  Goal 1 0.0 To provide technical assistance, training, and professional development to improve school effectiveness. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of Native American students graduating high school in 4-5 years* 70 72 74 Percent of Native American students dropping out of high school* 6.5 6.1 5.9 Percent of Native American students meeting or exceeding Arizona Academic Standards in reading 59 64 69 Percent of Native American students meeting or exceeding Arizona Academic Standards in mathematics 39 44 49 Percent of migrant students graduating high school compared with non-migrant students* 81 82 83 7,503 6,978 6,559 External customer overall satisfaction rating on Migrant Education* 3.35 3.50 3.65 External customer overall satisfaction rating on Education for Homeless Children and Youth 4.71 4.75 4.79 Performance Measures Number of students identified and recruited for migrant program* Explanation: Page 164 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. *New measures, FY 2011 establishes new baseline Department of Education Return to Table of Contents Program Summary EDA 5.0 Subprogram Summary EDA 5.1 PROFESSIONAL DEVELOPMENT HIGHLY QUALIFIED PROFESSIONAL Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 A.R.S. § 15-531-15-551, 15-704, 15-919-15-920, P.L. 107-110 A.R.S. § 15-531-15-551, 15-919-15-920, P.L. 107-110 Mission: Mission: To promote careers in public education and to ensure that all Arizona educators are highly qualified and highly effective while embracing excellent internal and external customer service. To promote careers in public education through recruitment and retention of highly qualified teachers and administrators while embracing internal and external customer service. Description: 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. 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) This Program Contains the following Subprograms: 4 4 K-12 Literacy Highly Qualified Professional Funding and FTE Summary: (Thousands) General Funds Other Appropriated Funds FY 2011 Actual General Funds 0.5 FY 2012 Estimate 0.0 0.0 0.0 0.0 1,915.0 1,915.0 Other Non Appropriated Funds 51,591.4 72,772.5 72,772.5 0.0 Program Total 53,523.3 74,687.5 74,687.5 FTE Positions 40.8 50.4 50.4 FY 2013 Request 1,931.9 2,715.0 2,715.0 Other Non Appropriated Funds 65,097.5 80,118.8 80,118.8 Program Total 67,029.9 82,833.8 82,833.8 FTE Positions 54.7 72.3 72.3  Goal 1 To provide timely and reliable customer service. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Maximum number of days to process complete certification applications 28.52 25.67 23.10 Percent of files returned to applicants as incomplete* 12.62 11.37 10.23 External customer overall satisfaction rating* 3.37 3.50 3.75 Certification Counter Satisfaction Survey rating* 4.85 4.867 4.880 Performance Measures Explanation:  Goal 2 *New measures, FY 2011 establishes new baseline To ensure the quality of Arizona’s educators through evaluation and certification. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of principals indicating teacher was "well-prepared" by the teacher preparation program* 43.4 50 55 Number of principals indicating beginning teacher preparedness "exceeds expectations" in incorporating English Language Development (ELD) standards* 19.6 25 30 Performance Measures Explanation:  Goal 3 *New measures, FY 2011 establishes new baseline To offer professional development opportunities to educators and administrators. Performance Measures Percent of PDLA teams meeting Annual Team Learning outcomes (transfer of learning)* Percent of ESAs providing evidence of growth in targeted instructional practice* Department of Education FY 2013 Request 1,931.9 Other Appropriated Funds FY 2011 Actual FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 60 73 80 Page 165 Return to Table of Contents Performance Measures External customer overall satisfaction rating on AZLEADS development workshops* Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.30 3.80 4.00 *New measures, FY 2011 establishes new baseline Subprogram Summary EDA 5.2 K-12 LITERACY Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 A.R.S. § 15-704, P.L. 107-110 Mission: To provide educators with support that promotes high academic achievement of all students. Description: The K-12 Literacy subprogram oversees programs aimed at giving teachers the professional skills necessary to ensure Arizona Academic Standards are implemented. This subprogram oversees funding for partnerships to improve teacher content and pedagogical content knowledge in literacy and after school learning opportunities. Partners are expected to develop and deliver rigorous literacy professional development that is aligned with state academic achievement standards, Arizona Professional Teaching Standards, and state/national professional development standards. The subprogram also uses funding for ensuring all children in Arizona learn to read well by establishing scientifically based reading programs for students enrolled in kindergarten through grade three. These funds support increased professional development to ensure that all teachers have the skills they need to teach these programs effectively. The monies also support the use of screening and diagnostic tools and classroom-based instructional reading assessments to measure how well students are reading. The vision is that every Arizona child will learn to read proficiently by third grade and remain a proficient reader. Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2013 Request General Funds 0.5 0.0 0.0 Other Appropriated Funds 0.0 800.0 800.0 Other Non Appropriated Funds 13,506.1 7,346.3 7,346.3 Program Total 13,506.6 8,146.3 8,146.3 FTE Positions 13.9 21.9 21.9  Goal 1 To provide training and professional development to improve the effectiveness of standards based teaching and learning. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent increase in number of ELA targeted professional presentations conducted* 12 30 20 Percent of ELA Standards professional presentation receiving 4.5 rating or above* 70 75 80 Percent of AZRTI professional presentations receiving 4.5 rating or above* 70 75 80 Percent increase in number of online IDEAL courses (to include a variety of literacy topics)* 5 50 30 External customer overall satisfaction rating * 3.30 3.65 3.95 Performance Measures Explanation: Page 166 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. *New measures, FY 2011 establishes new baseline Department of Education Return to Table of Contents EDA 6.0 Program Summary Subprogram Summary EDA 6.1 ADMINISTRATION ADMINISTRATIVE SERVICES Pat Childress, Director of Strategic Planning Pat Childress, Director of Strategic Planning Phone: (602) 542-3069 Phone: (602) 542-3069 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 Administrative Services 4 Information Technology Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 5,923.6 7,591.2 110.4 1,488.5 6,638.5 5,420.6 8,844.3 8,844.3 Program Total 11,454.6 17,924.0 23,074.0 FTE Positions 126.8 165.6 171.6 Other Appropriated Funds Other Non Appropriated Funds 7,591.2 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 2011 Actual General Funds FY 2013 Request 5,923.6 7,591.2 0.0 0.0 0.0 4,313.7 5,376.0 5,376.0 Program Total 10,237.3 12,967.2 12,967.2 FTE Positions 112.3 151.1 151.1 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Number of individuals participating on the Superintendent's advisory committees Number of Department of Education website "unique visitors" Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 167 167 167 825,852 1.65 mil 1.85 mil Number represents tracking Jan thru July 2011 when Administration changed, FY 12 will include entire fiscal year Number of constituent emails responded to within fiscal year Explanation: 4287 4500 4750 78 80 80 *new measure Number of formal constituent complaints resulting in action request form created and resolved by district Explanation:  Goal 2 7,591.2 To provide accurate and helpful information to the public. Performance Measures *new measure To improve employee and customer satisfaction. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Overall external customer satisfaction rating* 2.99 3.15 3.30 Overall employee satisfaction rating* 3.50 3.65 3.80 Performance Measures Department of Education FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 167 Return to Table of Contents Performance Measures Percent of employees rating ADE as "Outstanding"* Explanation:  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 18 25 35 INFORMATION TECHNOLOGY *New measures, FY 2011 establishes new baseline Pat Childress, Director of Strategic Planning To provide technical assistance and training to internal customers. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Human Resources internal customer rating on position and personnel actions* 3.57 3.72 3.87 Human Resources internal customer rating on hiring process* 3.30 3.45 3.60 Human Resources internal customer rating on payroll* 4.29 4.34 4.39 Building Operations internal customer rating on mail delivery* 4.10 4.15 4.20 Building Operations internal customer rating on print shop orders* 4.00 4.05 4.10 Building Operations internal customer rating on facilities maintenance* 3.50 3.65 3.80 Budget and Finance internal customer rating on procurement services* 3.25 3.40 3.55 Budget and Finance internal customer rating on purchasing* 3.43 3.58 3.73 Budget and Finance internal customer rating on travel processing* 3.69 3.84 3.99 IT internal customer rating on system accessibility* 3.31 3.46 3.61 IT internal customer rating on network availability* 3.61 3.76 3.91 IT internal customer rating on help desk* 3.48 3.63 3.78 IT internal customer rating on systems development and enhancement* 2.72 2.92 3.12 Office of Communication and Innovation internal customer rating on website development and maintenance* 3.33 3.48 3.63 Government Relations internal customer rating on promoting ADE legislative agenda* 4.11 4.16 4.21 Government Relations internal customer rating on communication and updates regarding new/changes to legislation and policies* 3.28 3.43 3.58 Research and Evaluation internal customer rating on data collection and analysis* 3.45 3.60 3.75 Research and Evaluation internal customer rating on data reporting* 3.21 3.36 Strategic Planning internal customer rating on training, guidance and/or facilitation in development of Division, Section, Unit Plans* 4.00 4.10 Performance Measures Explanation:  Goal 4 Explanation: Mission: Description: The Information Technology (IT) division manages the agency’s overall Information Management Initiatives. As the agency’s data steward, IT sets and implements guidelines for safe, effective, and efficient information usage including collection, use, security, storage, integration, and reporting. To that end, IT maintains internal and external networks for the exchange of information. IT provides technical assistance to enable all of Arizona’s educational stakeholders to effectively utilize ADE’s offered services and information. IT guides and supports schools and districts in their use of technology to improve both administration and instruction. IT collaborates with strategic partners to provide the information needed to support reporting to and decision-making by education stakeholders (educators, the Arizona legislature, State government, Federal government, business groups, researchers, parents, students, etc.). Funding and FTE Summary: (Thousands) FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 110.4 1,488.5 6,638.5 Other Non Appropriated Funds 1,106.9 3,468.3 3,468.3 Program Total 1,217.3 4,956.8 10,106.8 FTE Positions 14.5 14.5 20.5 Other Appropriated Funds  Goal 1 To improve the quality of the Student Accountability Information System (SAIS) data submission process. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of data marts used as management tools by agency units 0 1 N/A 3.51 Percent of errors due to transaction failures 8.7 6 4 4.20 Percent of errors due to system failures .82 .5 .25 Performance Measures  Goal 2 To provide timely and reliable customer service. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of calls that are resolved by the Support Center 85 85 85 Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Overall external customer rating on SAIS availability* 1.98 2.18 2.38 53.9 59 64 Overall external customer rating on technical and software application support* 2.80 3.00 3.20 Overall external customer rating on information and data management* 2.38 2.58 2.78 *Not measured after 1st half of FY10 due to budget crisis, no FY11 estimate available Percent of employees who agree or strongly agree that they have the proper tools and equipment to do their work 72.8 78 83 Percent of employees who agree or strongly agree that they receive recognition for their work when they deserve it 73.8 79 84 Explanation:  Goal 3 *New measures, FY 2011 establishes baseline 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Data Governance Board and Data Management Team established 0 1 1 Number of Data Stewards put in place and operational 25 25 25 Performance Measures Page 168 FY 2011 Actual General Funds To promote a positive and productive work environment that cultivates teamwork and motivates employees. Percent of employees who agree or strongly agree that the agency supports their participation in training opportunities to improve job skills Phone: (602) 542-3139 A.R.S. § 15-251-15-272, P.L. 107-110 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. *New measures, FY 2011 establishes baseline Performance Measures Subprogram Summary EDA 6.2 Dollars (in thousands) are listed as requested by agencies. Department of Education Return to Table of Contents Performance Measures Percent of data definitions standardized across the data domain Explanation:  Goal 4 FY 2012 Estimate FY 2013 Estimate 20 50 90 *Implementation began FY 2010. **Data elements build from inception of data warehouse. To establish and acculturate uniformity of data assets across the entire agency. Performance Measures Percent of data processes standardized, repeatable, and auditable Explanation: FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5 30 70 *Goal 7 & 8 newly established FY 2011-12. Implementation meetings began FY 2010. Data elements build from inception of data warehouse. Department of Education Dollars (in thousands) are listed as requested by agencies. Page 169 Return to Table of Contents Phone: (602) 267-2717 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. A.R.S. §§ 26-101, 26-111 Issue 5 Agency Summary MAA 0.0 DEPARTMENT OF EMERGENCY AND MILITARY AFFAIRS Major General Hugo E. Salazar, Adjutant General 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 provides overall financial, contracting, personnel, and property management actions. Emergency Management prepares and coordinates emergency response plans for the State. Military Affairs contains the Army National Guard and Air National Guard, 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 2011 Actual Program FY 2012 Estimate FY 2013 Request  ADMINISTRATION  EMERGENCY MANAGEMENT 1,627.9 1,711.3 1,711.3 19,201.3 14,962.9 14,874.7  MILITARY AFFAIRS 65,568.2 40,413.7 32,710.7 Agency Total: 86,397.4 57,087.9 49,296.7 Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 9,079.7 8,815.3 7.4 132.7 132.7 Other Non Appropriated Funds 77,310.3 48,139.9 40,348.7 Program Total 86,397.4 57,087.9 49,296.7 FTE Positions 465.9 462.9 461.9 Other Appropriated Funds 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. 8,815.3 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 communities of the state. A new armory construction program needs to be Page 170 Dollars (in thousands) are listed as requested by agencies. Department of Emergency and Military Affairs Return to Table of Contents Program Summary MAA 1.0 Program Summary MAA 2.0 ADMINISTRATION EMERGENCY MANAGEMENT Edward L. Flinn, Director of State Activities Lou Trammell, Director Phone: (602) 267-2732 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 2011 Actual FY 2012 Estimate This Program Contains the following Subprograms: 4 Mitigation and Preparedness 4 Response and Recovery FY 2013 Request 1,627.9 1,711.3 1,711.3 Other Appropriated Funds 0.0 0.0 0.0 Funding and FTE Summary: (Thousands) Other Non Appropriated Funds 0.0 0.0 0.0 General Funds General Funds Program Total 1,627.9 FTE Positions  Goal 1 1,711.3 9.4 14.9 14.9 To provide quality and timely support services to our customers. Performance Measures Number of weeks to process personnel actions FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 1 1 Department of Emergency and Military Affairs FY 2012 Estimate FY 2013 Request 3,209.6 4,608.6 7.4 132.7 132.7 Other Non Appropriated Funds 15,984.3 10,221.6 10,133.4 Program Total 19,201.3 14,962.9 14,874.7 FTE Positions 54.5 54.5 54.5 Other Appropriated Funds 1,711.3 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 4,608.6 Page 171 Return to Table of Contents Subprogram Summary MAA 2.1 Subprogram Summary MAA 2.2 MITIGATION AND PREPAREDNESS RESPONSE AND RECOVERY John Dirickson, Assistant Director Wendy Smith-Reeve, Assistant Director Phone: (602) 231-6264 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: 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 2011 Actual FY 2012 Estimate 1,495.4 Other Appropriated Funds 1,538.2 FY 2013 Request 7.4 132.7 132.7 7,373.1 8,174.8 Program Total 10,944.2 9,044.0 9,845.7 FTE Positions 52.5 52.5 52.5  Goal 1 Number of communities with sustained Disaster Resistant Community Programs  Goal 2 FY 2012 Estimate FY 2013 Estimate 115 117 117 General Funds FY 2012 Estimate FY 2013 Request 1,714.2 3,070.4 0.0 0.0 0.0 Other Non Appropriated Funds 6,542.9 2,848.5 1,958.6 Program Total 8,257.1 5,918.9 5,029.0 FTE Positions 2.0 2.0 2.0 Other Appropriated Funds 3,070.4 To reduce human suffering during disasters and enhance community recovery after disaster strikes. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average number of months of community recovery time from declaration of emergency to termination of emergency 19.3 20 20 Customer satisfaction rating for communities served during disasters (Scales 1 - 8) 7.68 7 7 To increase local emergency management capability through training assistance programs. Performance Measures Percent of requests for contingency exercise assistance supported Page 172 FY 2011 Actual FY 2011 Actual Performance Measures To reduce loss of life and loss of property from all hazards. Performance Measures Funding and FTE Summary: (Thousands)  Goal 1 1,538.2 9,441.4 Other Non Appropriated Funds Description: This subprogram coordinates the response of state agencies to emergency incidents; administers the Governor's Emergency Fund; and manages postresponse recovery efforts to include the acquisition and disbursement of special state appropriations and federal disaster funds, and allocation of resources. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 Dollars (in thousands) are listed as requested by agencies. Department of Emergency and Military Affairs Return to Table of Contents MAA 3.0 Program Summary Subprogram Summary MAA 3.1 MILITARY AFFAIRS ARMY NATIONAL GUARD BG Alberto Gonzalez, Brigadier General, Asst Adj General, Army BG Matthew J. Brown, Brigadier General, Assistant, Adjutant General, Arm Phone: (602) 267-2717 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: 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. 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 Army National Guard 4 Air National Guard 4 Project Challenge Funding and FTE Summary: (Thousands) General Funds Description: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request FY 2012 Estimate FY 2013 Request 2,001.2 1,819.0 0.0 0.0 0.0 Other Non Appropriated Funds 52,121.9 31,184.1 23,790.4 Other Appropriated Funds 1,819.0 4,242.2 2,495.4 0.0 0.0 0.0 Program Total 54,123.1 33,003.1 25,609.4 Other Non Appropriated Funds 61,326.0 37,918.3 30,215.3 FTE Positions 267.0 267.0 266.0 Program Total 65,568.2 40,413.7 32,710.7 FTE Positions 402.0 393.5 392.5 Other Appropriated Funds 2,495.4 General Funds FY 2011 Actual  Goal 1 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 85 85 Page 173 Return to Table of Contents Subprogram Summary MAA 3.2 Subprogram Summary MAA 3.3 AIR NATIONAL GUARD PROJECT CHALLENGE Brigadier General Michael Colangelo, Commander, Arizona Air National Gu Edward L. Flinn, Director, State Activities Phone: (602) 267-2712 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: 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. 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 2011 Actual General Funds FY 2012 Estimate 678.3 Other Appropriated Funds Other Non Appropriated Funds 676.4 FY 2013 Request 676.4 0.0 0.0 0.0 8,164.2 5,079.0 5,071.7 Description: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds 8,842.5 5,755.4 5,748.1 FTE Positions 106.5 106.5 106.5  Goal 1 To recruit and retain highly qualified personnel. Performance Measures Percent of Air National Guard soldiers re-enlisted FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 90 90 90 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 1,039.9 1,655.2 1,353.2 Program Total 2,602.6 1,655.2 1,353.2 FTE Positions 28.5 20.0 20.0  Goal 1 0.0 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 174 FY 2013 Request 1,562.7 Other Appropriated Funds Program Total FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 120 150 150 95 95 95 Department of Emergency and Military Affairs Return to Table of Contents 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 R. Darwin, Director Phone: (602) 771-2204 A.R.S. §§ 49-101 et seq. Mission: To protect and enhance public health and the environment in Arizona. Description: 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. 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 2011 Actual Program  ADMINISTRATION  AIR  WASTE  WATER Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 12,607.6 13,583.9 13,583.9 35,823.3 42,015.7 42,015.7 46,735.4 53,527.6 53,527.6 288,395.3 242,483.1 242,483.1 383,561.6 351,610.3 351,610.3 FY 2011 Actual FY 2012 Estimate FY 2013 Request 7,000.0 7,000.0 7,000.0 54,097.4 64,926.7 64,926.7 Other Non Appropriated Funds 322,464.2 279,683.6 279,683.6 Program Total 383,561.6 351,610.3 351,610.3 FTE Positions 715.0 714.0 714.0 Other Appropriated Funds 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 175 Return to Table of Contents Program Summary EVA 1.0 EVA 2.0 Program Summary ADMINISTRATION AIR Henry R. Darwin, Director Eric Massey, Air Quality Division Director Phone: (602) 771-2204 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: The Air Quality Division is responsible for controlling sources of air pollution and assuring compliance with federal and state environmental laws. The control strategies designed to improve air quality are a key component of the State Implementation Plan. Major activities relied upon for protecting air quality include planning and program development, monitoring and research, industrial emissions permitting, compliance and enforcement, and vehicle emissions inspections. This program establishes overall agency policies and direction and manages administrative and business activities of the agency. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 11,705.5 12,961.3 12,961.3 902.2 622.6 622.6 Program Total 12,607.6 13,583.9 13,583.9 FTE Positions 125.0 125.0 125.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Performance Measures Percentage of statutorily set permit timelines met through License Time Frame rule.  Goal 2 FY 2012 Estimate FY 2013 Estimate 99.0 100.0 100.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Customer satisfaction rating for citizens (scale of 1-8) 7.6 N/A N/A Administration as a percentage of total cost 3.1 3.3 3.3 Percent of citizens expressing overall satisfaction with ADEQ services 94.4 96.25 96.25 Percentage of citizens expressing overall satisfaction with Administrative Program Services 96.4 90.0 90.0 Percentage of invoice payables paid within thirty (30) calendar days. 99.3 N/A N/A Percentage of agency staff turnover 12.5 12.0 12.0 Percent of notice of administrative hearings issued within 3 working days of receiving all necessary documentation 98.4 90.0 90.0 100.0 100.0 100.0 Percentage (annual) of agency budget and strategic plan consistent with Governor's issues and strategic plan for the state Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 31,737.9 37,873.5 37,873.5 4,085.5 4,142.2 4,142.2 Program Total 35,823.3 42,015.7 42,015.7 FTE Positions 140.6 140.5 140.5 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 176 4 Air Quality Management and Analysis 4 Vehicle Emissions Control To provide value to all of Arizona Performance Measures  Goal 3 This Program Contains the following Subprograms: To enhance relationships with the public, regulated community and agency partners FY 2011 Actual Description: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100.0 100.0 100.0 Dollars (in thousands) are listed as requested by agencies. Department of Environmental Quality Return to Table of Contents Subprogram Summary EVA 2.1 Subprogram Summary EVA 2.2 AIR QUALITY MANAGEMENT AND ANALYSIS VEHICLE EMISSIONS CONTROL Eric Massey, Air Quality Division Director Eric Massey, Air Quality Division Director Phone: (602) 771-2288 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 8,632.2 13,555.2 13,555.2 Other Non Appropriated Funds 4,085.5 4,142.2 4,142.2 Program Total 12,717.6 17,697.4 17,697.4 FTE Positions 111.6 111.5 111.5  Goal 1 General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 23,105.7 24,318.3 24,318.3 0.0 0.0 0.0 Program Total 23,105.7 24,318.3 24,318.3 FTE Positions 29.0 29.0 29.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 125.8 145.0 145.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 95.9 92.5 92.5 To improve the quality of Arizona's air, land and water FY 2011 Actual 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 1.0 2.0 2.0 Number of days per year exceeding National Ambient Air Quality Standards (NAAQS) for Ozone (O3), Carbon Monoxide (CO), or Particulates (PM10). 0.0 9.0 9.0 Achieve 90 percent air quality sample data recovery 94.4 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 Number of non-attainment areas exceeding national ambient air quality standards. 0 5 5 100.0 99.0 99.0 Performance Measures 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 177 Return to Table of Contents EVA 3.0 Program Summary Subprogram Summary EVA 3.1 WASTE WASTE CONTROL AND MANAGEMENT Amanda Stone, Waste Programs Division Director Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 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 Waste Control and Management 4 Underground Storage Tank 4 Remediation Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 7,000.0 7,000.0 Other Appropriated Funds 2,102.7 3,775.2 7,000.0 3,775.2 Other Non Appropriated Funds 37,632.7 42,752.4 42,752.4 Program Total 46,735.4 53,527.6 53,527.6 FTE Positions 212.8 211.5 211.5 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 2011 Actual General Funds FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 2,102.7 3,753.2 3,753.2 Other Non Appropriated Funds 2,860.6 2,864.9 2,864.9 Program Total 4,963.3 6,618.1 6,618.1 FTE Positions 81.2 84.1 84.1  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 89.8 84.5 84.5 To provide value to all of Arizona Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100.0 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 178 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1.0 1.0 1.0 Department of Environmental Quality Return to Table of Contents Subprogram Summary EVA 3.2 Subprogram Summary EVA 3.3 UNDERGROUND STORAGE TANK REMEDIATION Amanda Stone, Waste Programs Division Director Amanda Stone, Waste Programs Division Director Phone: (602) 771-4567 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 22.0 22.0 Other Non Appropriated Funds 24,948.1 24,627.6 24,627.6 Program Total 24,948.1 24,649.6 24,649.6 FTE Positions 77.0 75.2 75.2 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 2011 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 2012 Estimate FY 2013 Request 7,000.0 7,000.0 0.0 0.0 7,000.0 0.0 9,824.0 15,259.9 15,259.9 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Program Total 16,824.0 22,259.9 22,259.9 97.9 90.0 90.0 FTE Positions 54.7 52.2 52.2  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.0 2.0 2.0 Page 179 Return to Table of Contents EVA 4.0 Program Summary Subprogram Summary EVA 4.1 WATER UNDERGROUND WATER REGULATION Mike Fulton, Water Quality Division Director Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 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 4 Funding and FTE Summary: (Thousands) Underground Water Regulation Surface Water Regulation General Funds Drinking Water Regulation Water Infrastructure Finance Authority Greater Arizona Development Authority Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 8,551.4 10,316.7 10,316.7 Other Non Appropriated Funds 279,843.9 232,166.4 232,166.4 Program Total 288,395.3 242,483.1 242,483.1 FTE Positions 236.6 237.0 237.0 Other Appropriated Funds FY 2011 Actual FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 4,089.4 6,076.8 6,076.8 Other Non Appropriated Funds 1,130.1 1,000.0 1,000.0 Program Total 5,219.4 7,076.8 7,076.8 FTE Positions 63.9 69.3 69.3  Goal 1 To provide value to all of Arizona Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 98.6 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 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. 90.3 80.0 80.0 Percent reduction in Aquifer protection permit processing time. 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 180 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY2009 Measure Only. Department of Environmental Quality Return to Table of Contents Subprogram Summary EVA 4.2 Subprogram Summary EVA 4.3 SURFACE WATER REGULATION DRINKING WATER REGULATION Mike Fulton, Water Quality Division Director Mike Fulton, Water Quality Division Director Phone: (602) 771-2303 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 2,793.1 3,432.4 3,432.4 Other Non Appropriated Funds 5,580.1 8,577.5 8,577.5 Program Total 8,373.2 12,009.9 12,009.9 FTE Positions 79.8 99.7 99.7  Goal 1 FY 2011 Actual 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. 94.0 90.0 90.0 Annually, ADEQ will reissue AZPDES permits within 180 days of receipt of a completed and timely AZPDES application. 33.0 70.0 70.0 Funding and FTE Summary: (Thousands) FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 1,668.9 807.5 807.5 Other Non Appropriated Funds 4,755.1 5,480.1 5,480.1 Program Total 6,424.0 6,287.6 6,287.6 FTE Positions 73.9 49.0 49.0 To improve the quality of Arizona's air, land and water FY 2011 Actual 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 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 Percentage of facilities from Drinking Water Priority Log assigned to enforcement staff. 100.0 100.0 100.0 N/A N/A N/A Performance Measures Percent reduction in drinking water plan review processing time. Explanation: Department of Environmental Quality FY 2011 Actual General Funds  Goal 1 To improve the quality of Arizona's air, land, and water. Performance Measures 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. Dollars (in thousands) are listed as requested by agencies. FY2008 & FY2009 Measure Only. Page 181 Return to Table of Contents Subprogram Summary EVA 4.4 Subprogram Summary EVA 4.5 WATER INFRASTRUCTURE FINANCE AUTHORITY GREATER ARIZONA DEVELOPMENT AUTHORITY Sandy Sutton, Interim Director Sandra Watson, Asst Deputy Director Phone: (602) 364-1310 Phone: (602) 771-1215 A.R.S. §§ 49-1201 to 49-1269 A.R.S. § 41-1554 Mission: Mission: To maintain and protect water quality and to ensure the affordability of basic community infrastructure. To provide technical assistance and low-cost financing solutions to assist Arizona communities and tribal governments with development of public infrastructure projects that enhance communities and economic development. Description: The 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 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 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 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 211.5 46.0 46.0 General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Program Total 211.5 46.0 46.0 Other Non Appropriated Funds 268,167.1 217,062.8 217,062.8 FTE Positions 0.0 0.0 0.0 Program Total 268,167.1 217,062.8 217,062.8 FTE Positions 19.0 19.0 19.0  Goal 1 To increase development of public infrastructure projects. Performance Measures  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 3.0 4.0 4.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of total available funds invested 99.7 99.5 99.5 Interest income (in thousands) 6311.4 5680.2 5680.2  Goal 3 Number of weeks to process a loan FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1.6 3.0 3.0 0 0 0 Amount of savings (in millions) for cities, towns, counties, tribes, and special districts from participation in the GADA program over private financing. 0 0 0 GADA Fund has experienced budget sweeps and is close to an inability to pursue bonding. To coordinate with other funding sources, technical resources, and regulatory authorities Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of co-financings 5.0 4.0 4.0 Page 182 FY 2013 Estimate To facilitate access to and efficiently deliver financial and technical assistance. Performance Measures  Goal 4 FY 2012 Estimate GADA Fund has experienced budget sweeps and is close to an inability to pursue bonding. To maintain the fiscal integrity of the Funds administered by WIFA and ensure continuous enhancement for future generations. Performance Measures Amount of financial assistance (in millions) loaned to cities, towns, counties, and special districts. FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. Department of Environmental Quality Return to Table of Contents 82 105 105 Number of state agencies assisted in the preparation of agency-level Equal Employment Opportunity Plans, and in efforts to reach workforce parity 117 70 70 Number of calls answered providing information and assistance regarding Equal Opportunity rules and regulations 180 200 200 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.  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) General Funds Other Appropriated Funds FY 2011 Actual FY 2012 Estimate 193.6 187.9 FY 2013 Request 0.0 0.0 0.0 68.0 68.0 Program Total 261.6 255.9 255.9 FTE Positions 5.0 5.0 5.0 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. 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.  Goal 1 To ensure state agencies comply with Equal Employment Opportunity rules, regulations, policies, and procedures; and to assist other non-state government entities with related Information and Referral Services Issue 4 Governor's Office for Equal Opportunity FY 2012 Estimate FY 2013 Estimate 7 6 6 Total training hours provided to state employees 337 350 350 Number of EEOC charge notices received and monitored for organizational trends and follow-up. 104 100 100 Number of diversity training classes provided To achieve and maintain a culturally diverse state government workforce and ensure diverse representation on state Boards and Commissions. FY 2011 Actual 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 183 200 200 Number of community organizations contacted by GOEO to help facilitate the dissemination of information regarding positions on State Boards and Commissions 107 100 100 Contact with tribes, tribal members and off-reservation native Americans regarding employment, appointment and procurement opportunities with the state 183 200 200 Performance Measures Issue 1 FY 2011 Actual FY 2012 Estimate  Goal 3 Strategic Issues: Performance Measures FY 2011 Actual Performance Measures 187.9 68.0 Other Non Appropriated Funds 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.  Goal 4 To enhance the growth and development of minority and women-owned business enterprises. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of minority/women-owned businesses contacted and provided with information regarding state contracting opportunities 92 40 60 Number of minority/women-owned businesses referred to DOA procurement 88 40 60 Performance Measures  Goal 5 To provide alternative dispute resolution services to state agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of persons trained in mediation 1 1 2 Number of presentations concerning mediation services 1 2 2 Number of mediation sessions conducted as a result of Governors Office of Equal Opportunity 0 4 4 Performance Measures FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 183 Return to Table of Contents Agency Summary EQA 0.0 STATE BOARD OF EQUALIZATION Harold Scott, Chairperson Phone: (602) 364-1601 A.R.S. §§ 42-16152 et al. Mission: To provide an independent appeal process for taxpayers, the county assessors, and the Department of Revenue in disputes relating to the valuation and classification of property for ad valorem tax purposes. Description: The State Board of Equalization (SBOE) is comprised of thirty-three members, thirteen appointed by the Governor, including the Chairman, and ten members from both Maricopa and Pima counties. The Board's jurisdiction is primarily over locally assessed real and personal property in Maricopa and Pima counties. Under A.R.S. §§ 42-14001 et al, the Board’s authority extends to centrally assessed property statewide. The State Board of Equalization also can provide hearing officer services for outlying counties. Currently, the SBOE provides services to La Paz, Mohave, Navajo, Pinal and Yavapai counties. The Board, formerly Division I of the State Board of Tax Appeals, was created on August 1, 1995 through a consolidation of the appeals process. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 565.3 625.8 625.8 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 565.3 625.8 625.8 FTE Positions 7.0 7.0 7.0  Goal 1 To restore sufficient funding in order for the State Board of 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. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Cost per parcel (in dollars) 0 0 0 Parcels appeals received 0 0 0 Cost per parcel (dollars) 0 0 0 Default performance measure 0 0 0  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).  Goal 4 To update and obtain necessary approvals of the State Board of Equalization's Rules  Goal 5 To obtain legislation that will reduce the number of unnecessary appeals by, among other things, encouraging resolution of disputes at the assessor level, to insure taxpayers will receive competent representation by tax agents and to insure prompt, thorough and fair treatment of taxpayers by the Board by obtaining adequate resources. Page 184 Dollars (in thousands) are listed as requested by agencies. State Board of Equalization Return to Table of Contents Issue 3 PPA Agency Summary 0.0 BOARD OF EXECUTIVE CLEMENCY Duane Belcher, Chairman/Executive Director Phone: (602) 542-5656 A.R.S. §§ 31-401 et. seq. Mission: To ensure public safety by considering and granting parole, work furlough, home arrest, and absolute discharge to inmates certified eligible by the Department of Corrections and who appear not to pose a threat to society, and by recommending to the Governor only those executive clemency actions which are in the best interest and safety of the citizens of Arizona. Description: Each month the Board conducts parole hearings for inmates who have committed offenses prior to January 1994. Hearings include consideration for home arrest, work furlough, parole release, absolute discharge, rescission, modification, revocation (of both parole and community supervision), and absolute discharge from parole supervision. The Board also conducts clemency hearings which include commutation, pardon, and reprieve. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 854.1 790.5 1,005.6 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 854.1 790.5 1,005.6 FTE Positions 11.0 14.0 17.0 Performance Measures Measure: Percent of research compiled/percent of written study completed.  Goal 2 The FY2 003 cuts to the Board's budget has had devastating effects to the total hearing process. The reduction of three case analysts has totally suspended the use of Structured Decision Making (SDM) as a risk assessment tool in assisting the Board in their decision making process. SDM not only provided an indicator of risk, but also provided the Board with guidelines when a release would be appropriate. The second critical area in which these staff positions were important to the hearing process was their expertise in producing a document to the Board that was extensively researched and often times highlighted areas that were of serious concern. These important documents were not only used in the release decision process, but also in Executive Clemency actions where recommendations are made to the Governor in pardons, commutations, and in reprieve actions where a death-row inmate is scheduled to be executed. Victim and Official Notifications of Board Hearings and Results The Arizona Board of Executive Clemency is mandated to notify both victims and officials of any Board hearings that are scheduled and the results of those hearings. The work load in this critical area continues to grow, just as the number of felony commitments to our prison system grows. Although parole was abolished, effective January 1, 1994, all clemency applications have escalated drastically, necessitating the same victim issues be addressed. Due to the severe budget cuts experienced by the Board in our FY 2003 budget, the Board was forced to lay-off a number of employees, two of which performed the previously indicated duties. The only people who receive notification are those already in the system and those who request notification through the post conviction notification form. Unfavorable publicity and possible litigation could be the result of inadequate funding to staff this unit. The following statutes control the notification process for Victims and Officials: A.R.S. § 31-402 [C] [2] (Commutation); A.R.S. § 31-411[H] (Commutation, Absolute Discharge, and Parole); A.R.S. § 13-4414 [B] &[C] [Post Conviction Release]; A.R.S. § 1604.11 [E] (Work Furlough); and A.R.S. § 41-1604.13 (Home Arrest). Board of Executive Clemency FY 2012 Estimate FY 2013 Estimate 0/0 100/50 100/50 The Board will also conduct a survey of those Executive Clemency Boards throughout the U.S. of the use of SDM or a comparable method. Agency's Hearings Issues Issue 2 FY 2011 Actual The Board will research the benefits of Structured Decision Making (SDM) methodology, a risk assessment tool, beginning FY 2010 to start of its implementation date. Strategic Issues: Issue 1 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.  Goal 1 To ensure quality Board decisions by monitoring the use of Structured Decision Making (SDM) guidelines. 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. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of parole hearings scheduled 442 800 800 Parole hearings held 313 425 425 Percent of parole grants Commutations Pardons Number of revocations Percent revoked 26 37 37 291 800 800 64 70 70 2,570 2,600 2,600 74 90 90 730 750 750 1,724 1,900 1,900 79 500 500 In Absentia hearings held 292 1,500 1,500 Total board hearings held 2,885 4,450 4,450 107 200 200 Video hearings held Telephonic hearings held Personal hearings held Hearing officer probable cause hearings held Probable Cause Hearings Requested Measure: % Equipment purchased/% of total process initiated. 161 200 200 100/50 100/90 100/95 11 17 17 The Board will implement a 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 Agency appropriated FTE -Includes FTE Funding Issues 1 FTE Security System 2 FTE reinstate Board to full-time  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. Dollars (in thousands) are listed as requested by agencies. Page 185 Return to Table of Contents seq., notification is only required when requested.) This position was granted funding in FY07 by legislation, however, due to budget cuts this funding was eliminated in FY 07 and FY 08. Performance Measures Number of victims notified Officials Notified Courtesy Notifications Inmates Notified Total Notifications Sent  Goal 4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,327 2,500 2,500 10,940 23,000 23,000 100 74 100 381 800 800 12,722 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. Performance Measures Measure: Percent of research completed/ Percent of development completed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100/99 100/99 100/99 50/0 100/80 100/100 The Board will perform research, development, implementation, and maintenance of a website for informational and notification purposes. Measure: Percent of research completed/Percent of development completed The Board will perform research, development, implementation, and maintenance of database for compilation of PC-based statistical reporting.  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 Measure: The actual number of incidences recorded FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 To record zero incidents of a security breach into our agency boardroom. Page 186 Dollars (in thousands) are listed as requested by agencies. Board of Executive Clemency Return to Table of Contents CLA Agency Summary 0.0 CLA Program Summary 1.0 EXPOSITION AND STATE FAIR BOARD INTERIM EVENTS Don West, Executive Director Wanell Costello, Special Projects Manager Phone: (602) 252-6771 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 2011 Actual Program FY 2012 Estimate General Funds  INTERIM EVENTS  STATE FAIR 3,311.5 3,781.7 3,904.7 6,134.0 7,314.5 7,396.5 Agency Total: 9,445.5 11,096.2 11,301.2 FY 2011 Actual General Funds FY 2012 Estimate 0.0 0.0 3,904.7 0.0 0.0 0.0 Program Total 3,311.5 3,781.7 3,904.7 FTE Positions 70.8 70.8 70.8  Goal 1 FY 2013 Request 0.0 0.0 0.0 9,445.5 11,096.2 11,301.2 0.0 0.0 0.0 Program Total 9,445.5 11,096.2 11,301.2 FTE Positions 184.0 184.0 184.0 Other Appropriated Funds Other Non Appropriated Funds 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 5 5 9 5 5 38 35 35 To maximize the use of existing parking space. Performance Measures Parking lot rentals New strategic partners renting parking lots Strategic Issues: FY 2013 Request 3,781.7 Performance Measures Funding and FTE Summary: (Thousands) FY 2012 Estimate 0.0 Other Non Appropriated Funds FY 2013 Request FY 2011 Actual 3,311.5 Other Appropriated Funds ($ Thousands) Agency Summary: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 78 80 80 0 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 187 Return to Table of Contents 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) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 6,134.0 7,314.5 7,396.5 0.0 0.0 0.0 Program Total 6,134.0 7,314.5 7,396.5 FTE Positions 113.2 113.2 113.2 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) 33 16 7 75,600 45,000 45,000 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 6 3 3 465,352 15,000 15,000 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 11,993 10,000 10,000 1,041.0 1,000.0 1,000.0 To maximize the satisfaction of fair guests. Performance Measures Number of guest service contacts Improvements implemented Page 188 FY 2013 Estimate To increase midweek fair attendance. Performance Measures  Goal 4 FY 2012 Estimate To maximize all fair revenue sources. Performance Measures  Goal 3 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 337 354 372 22 18 15 Dollars (in thousands) are listed as requested by agencies. Arizona Exposition & State Fair Return to Table of Contents monies generated from banks, credit unions, and licensees' fees and assessments should be used to underwrite the Department's operations. Agency Summary BDA 0.0 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 2011 Actual FY 2012 Estimate 2,223.3 2,367.5 3,029.4 1,435.6 1,639.9 1,756.1  RECEIVERSHIPS 1,300.4 947.5 28.5 Agency Total: 4,959.3 4,954.9 4,814.0 General Funds FY 2011 Actual FY 2012 Estimate The Department's Information Technology system is outdated and must be modernized. The lack of adequate IT funding in past years has prevented the Department from modernizing its outdated IT system. In 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 to: FY 2013 Request 2,794.9 2,726.6 3,179.3 412.2 733.3 1,058.7 Other Non Appropriated Funds 1,752.2 1,495.0 576.0 Program Total 4,959.3 4,954.9 4,814.0 FTE Positions 56.1 56.1 59.1 Other Appropriated Funds A) Implement an IT program that supports the Department’s and the Government Information Technology Agency’s (GITA) objectives and meets statewide and Federal IT requirements. B) Implement a newly mandated Loan Originator Licensing Program, including: - The implementation of a National Web-based licensing system for mortgage bankers, mortgage brokers, and loan originators Strategic Issues: 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 FY12 and beyond, based on the resources required to perform the number of examinations and other regulatory activities required by Arizona statute. Issue 1 Due to budget reductions in FY08, FY09, and FY10, the number of filled examiner positions is down 50% 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 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 State Department of Financial Institutions According to the statutory examination schedule, licensed loan originators whose population exceeded 4,800 at 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. Issue 3 FY 2013 Request  OFFICE OF SUPERVISION OFFICE OF REGULATORY  AFFAIRS Funding and FTE Summary: (Thousands) State legislation requiring the licensure of Loan Originators went into effect on July 1, 2010; however, no monies have been appropriated for ongoing Supervision. State legislation mandating the licensure of Loan Originators in Arizona went into effect on July 1, 2010. This new professional license brings accountability and professionalism to the people who advise consumers on residential mortgage loans. While the Department has received funding for the Licensing and IT costs associated with this new program, no monies have been appropriated for ongoing Supervision (i.e., examinations and investigations). Issue 2 STATE DEPARTMENT OF FINANCIAL INSTITUTIONS Lauren W. Kingry, Superintendent of Financial Institutions - 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) 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 189 Return to Table of Contents Program Summary BDA 1.0 Program Summary BDA 2.0 OFFICE OF SUPERVISION OFFICE OF REGULATORY AFFAIRS Lauren W. Kingry, Superintendent of Financial Institutions Lauren W. Kingry, Superintendent of Financial Institutions Phone: (602) 771-2800 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 over 7,900 licensees (including approximately 5,000 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 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 1,756.6 1,720.3 2,111.8 0.0 73.4 343.8 466.7 573.8 573.8 Description: The primary function of this area is to license entities to conduct business in this State based on statutory requirements. In addition, the program receives and investigates complaints against licensees and issues administrative orders to those found who have violated statutes or administrative code. Regulatory Affairs is also charged with educating consumers, licensees, and other government agencies on statutory provisions relating to state-regulated financial entities. The program is divided among two units: Licensing and Consumer Affairs. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds 2,223.3 2,367.5 3,029.4 FTE Positions 31.8 33.8 36.8  Goal 1 980.0 1,041.2 412.2 659.9 714.9 0.0 0.0 0.0 Program Total 1,435.6 1,639.9 1,756.1 FTE Positions 23.8 21.8 21.8 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of licensees scheduled to be examined annually that are examined 100 100 100 Percent of licensees scheduled to be examined biannually that are examined 51 40 40 Percent of licensees scheduled to be examined every third year that are examined 0 5 Percent of licensees scheduled to be examined every fifth year that are examined 8 Performance Measures Percent of licensees examined with no examination schedule requirement Percent of examinations receiving a satisfactory composite rating  Goal 2 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Applications processed (home office and branch) 3,081 2,350 2,400 5 Total applications processed (including renewals) 9,394 10,550 11,650 10,469 10,550 11,650 5 5  Goal 2 1.6 1.6 1.6 88 80 80 Licenses/renewals issued FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Supervisory actions taken based on examination findings 36 35 35 Formal/informal supervisory actions taken 140 100 100 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of examination reports mailed within 25 days of completion of all examination procedures 85 85 85 Percent of licensees indicating they receive good or better service from the Department 100 98 98 To implement a new licensing program to license all loan originators by July 1, 2010, as mandated by HB 2143. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of licensed loan originators 4,821 5,800 6,800 Total number of all licensees 7,682 8,700 9,800 Performance Measures  Goal 3 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Average days from receipt to approval of license applications (Excluding Banks and Credit Unions) 31 35 35 Percent of license applications approved within 45 days of receipt (excluding Banks and Credit Unions) 61 60 60 Percent of surveyed applicants who respond they received 'good' or better overall service 93 95 95 Performance Measures To improve relations with licensees through the examination process. Performance Measures  Goal 1 Performance Measures To respond in a timely manner and take appropriate remedial and/or enforcement action to resolve supervisory concerns and protect the public from illegal conduct by licensees. Performance Measures  Goal 3 Other Non Appropriated Funds 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.  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 190 FY 2013 Request 1,023.4 Other Appropriated Funds Program Total FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 318 45 45 State Department of Financial Institutions Return to Table of Contents Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Regular complaints filed Complaints received and forwarded Complaints closed (reg and forwarded) Unlicensed activity identified Percent of complainants indicating they receive good or better overall service from the Department Program Summary BDA 3.0 from receipt to resolution of regular complaint 654 650 675 302 300 300 1,475 1,100 1,125 131 60 60 70 75 75 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 2011 Actual General Funds FY 2013 Request 14.9 26.3 0.0 0.0 0.0 Other Non Appropriated Funds 1,285.5 921.2 2.2 Program Total 1,300.4 947.5 28.5 FTE Positions 0.5 0.5 0.5 Other Appropriated Funds  Goal 1 26.3 To promptly marshal and liquidate the assets of assigned receiverships. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Open receiverships (at any point in fiscal year) 1 1 0 Receiverships closed in period 0 1 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 2012 Explanation: State Department of Financial Institutions FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 1 N/A Receivership action against Landmarc Capital commenced in June 2009 Page 191 Return to Table of Contents Performance Measures BFA Agency Summary 0.0 Percent of applications approved. Explanation: Dennis Seavers, Executive Director FY 2013 Estimate 94.49 94 94 Excludes applications that are closed administratively. Phone: (602) 265-0135 Percent of approvals by expedited review. A.R.S. § 41-619.52 Percent of approvals by administrative hearing. Mission:  Goal 2 To fairly, expeditiously, and responsibly determine good cause exceptions for applicants who have been denied a fingerprint clearance card. Performance Measures Description: The Arizona Board of Fingerprinting determines good cause exceptions from eligible people who require a fingerprint clearance card and whose fingerprint clearance card has been denied or suspended by the Department of Public Safety. FY 2011 Actual FY 2012 Estimate reviews accepted. BOARD OF FINGERPRINTING Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 93.49 90 90 6.51 10 10 To provide applicants with timely decisions on their goodcause-exception applications. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of good-cause-exception applications received. 2,308 2,300 2,300 Number of applications disposed. 2,318 2,300 2,300 1:1 1:1 1:1 Average number of days to dispose. 61.76 65 65 Average number of days spent processing application. 30.84 35 35 Average number of days spent processing application from receipt to expedited review. 15.2 17 17 Percent of applications that undergo an expedited review within 20 days (processing time). 95.38 95 95 Ratio of cases opened to cases closed. General Funds 0.0 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 439.3 483.0 483.0 Average days from expedited review to hearing. 48.25 50 50 Program Total 439.3 483.0 483.0 100 100 4.8 4.8 4.8 Percent of applications heard within 60 days of expedited review. 79.73 FTE Positions Percent of applications decided within 80 days of hearing. 58.23 70 70 Strategic Issues: Issue 1  Goal 3 Timeliness of decisions Applicants who are awaiting the outcome of a good cause exception determination often are unable to work in regulated professions that require a fingerprint clearance card. In addition, certain students are unable to continue their studies while awaiting a decision from the Board. The Board is aware, especially during economic downturns, of the impact this wait can have on an applicant's livelihood and financial health. To develop fair and comprehensible rules, policies, and procedures for determining good cause exceptions. Performance Measures Percent of applications complete on initial submission. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 59.49 60 60 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. 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 2 The Board consistently reviews its application of the statutory criteria in A.R.S. § 41-619.55(E) to particular cases to ensure that the Board is consistent and correct in its decisions. The Board has developed performance measures to ensure that its decisions are consistent. The Board has reviewed and revised its hearing process to make sure that applicants receive due process. Finally, the Board reviews reports of new arrests for previously approved applicants to determine whether the Board should revise its guidelines for applying the statutory criteria.  Goal 1 To make fair and consistent determinations on good-causeexception applications. Performance Measures Percent of investigator recommendations for expedited Page 192 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 96.36 95 95 Dollars (in thousands) are listed as requested by agencies. Board of Fingerprinting Return to Table of Contents Issue 3 Agency Summary MMA 0.0 Automation The Department increasingly relies on technology to provide mandated services. Reductions in staffing and funding have delayed the implementation of new technology and the support and maintenance of existing technology. Increasingly outdated technology will negatively impact the efficiency of the Department’s service delivery. DEPARTMENT OF FIRE, BUILDING AND LIFE SAFETY Gene Palma, Director Phone: (602) 364-1003 A.R.S. § 41-2141 Mission: To provide consumer protection and 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. Description: The Department of Fire, Building and Life Safety enforces safety standards for public buildings, manufactured homes, mobile homes, and factory-built buildings. The Department is comprised of the Office of Manufactured Housing and the State Fire Marshal. The Office of Manufactured Housing licenses and regulates the production and ownership of manufactured housing; administers funds paid by manufacturers, mobile home park owners and residents; and administers funds reserved for claims filed against the payers or for involuntary relocation. Additionally, it acts 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 State Fire Marshal enforces the State Fire Code through the inspections of schools and public buildings and enforces the Fire Safety Complaint Cigarettes and Fireworks Sales laws. ($ Thousands) Agency Summary: FY 2011 Actual Program  ADMINISTRATION  MANUFACTURED HOUSING Funding and FTE Summary: (Thousands) 918.8 918.8 1,286.4 921.5 921.5 572.1 608.9 608.9 3,211.7 2,449.2 2,449.2 FY 2011 Actual General Funds FY 2013 Request 1,353.2  STATE FIRE MARSHAL Agency Total: FY 2012 Estimate FY 2012 Estimate FY 2013 Request 1,989.5 1,693.3 0.0 0.0 0.0 Other Non Appropriated Funds 1,222.2 755.9 755.9 Program Total 3,211.7 2,449.2 2,449.2 FTE Positions 30.0 29.1 29.1 Other Appropriated Funds 1,693.3 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. Issue 2 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. Department of Fire, Building and Life Safety Dollars (in thousands) are listed as requested by agencies. Page 193 Return to Table of Contents Program Summary MMA 1.0 Program Summary MMA 2.0 ADMINISTRATION MANUFACTURED HOUSING MaryAnn Knight, Deputy Director Administration Debra Blake, Deputy Director of OMH Phone: (602) 364-1003 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 747.6 482.1 0.0 0.0 0.0 605.6 436.7 436.7 Program Total 1,353.2 918.8 918.8 FTE Positions 10.0 9.1 9.1 Other Appropriated Funds Other Non Appropriated Funds 482.1 Funding and FTE Summary: (Thousands) General Funds To be responsive and accurate in response to internal and external requests for administrative services. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Relocation forms received 23 30 30 Relocation claims paid 37 30 30 0 0 0 Performance Measures Customer satisfaction rating (Scale 15)  Goal 2 632.1 0.0 0.0 588.0 289.4 289.4 Program Total 1,286.4 921.5 921.5 FTE Positions 12.0 12.0 12.0 FY 2012 Estimate FY 2013 Estimate 2 2 2 Licenses issued 172 172 172 Renewals issued 875 877 877 1,328 1,050 1,050 31 31 31 Average days from receipt of complete application to granting of license Total individuals or facilities licensed Tests administered  Goal 3 632.1 To ensure safe products for consumers of manufactured/mobile homes and factory-built buildings. Percent of complaints closed vs. complaints filed Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 86 80 80 Lower percentages due to change in definition and process To rapidly and accurately investigate alleged illegal conduct within the manufactured housing industry. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Total number of licenses revoked or suspended 100 60 60 Total investigations conducted Performance Measures 574 530 530 Percent of licensees with disciplinary action 30 20 20 Average calendar days per investigation from start to final adjudication 45 45 45 Percent of investigations resulting in convictions 0 0 0 Percent of investigations resulting in disciplinary enforcement action 22 20 20 Trust account audits Background investigations 77 75 75 235 235 235 Cease and desist orders issued 14 10 10 Administrative hearings held 22 28 28 289 250 250 Citations and complaints issued Page 194 Other Non Appropriated Funds Performance Measures FY 2011 Actual Performance Measures FY 2013 Request 0.0  Goal 1 To expedite licensing of qualified applicants. FY 2012 Estimate 698.4 Other Appropriated Funds  Goal 1 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. Department of Fire, Building and Life Safety Return to Table of Contents 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 543.5 579.1 0.0 0.0 0.0 28.6 29.8 29.8 Program Total 572.1 608.9 608.9 FTE Positions 8.0 8.0 8.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To increase life safety and property conservation through fire code enforcement. Performance Measures Number of enforcement inspections for new construction Scheduled - State, County, DOC, school buildings inspections  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1174 1200 1200 692 750 750 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 14 14 14 Increase in workload combined with staffing. Total tank inspections Explanation: 104 200 200 OFM will be required to increase inspections Average number of days from receipt of plan submittal to initial plan review Explanation:  Goal 3 579.1 38 40 40 An increase in turnaround time is expected. To reduce hazards to life and property through firefighter training. Performance Measures Number of persons trained in fire and life safety issues FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 Department of Fire, Building and Life Safety Dollars (in thousands) are listed as requested by agencies. Page 195 Return to Table of Contents Agency Summary FOA 0.0 Program Summary FOA 1.0 STATE FORESTER STATE FORESTER Scott Hunt, State Forester Scott Hunt, State Forester Phone: (602) 771-1412 Phone: (602) 771-1412 A.R.S. §§ 37-621 to 37-644 A.R.S. §§ 37-621 to 37-644 Mission: Mission: To manage and reduce wildfire risk to Arizona’s people, communities, and wildland areas and provide forest resource stewardship through strategic implementation of forest health policies and cooperative forestry assistance programs. 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: The Forestry Division provides for the prevention and suppression of wildfires on state and private lands, located outside incorporated municipalities, through the use of cooperative agreements with local fire departments, other state and federal agencies and persons organized to prevent and suppress wildfires. The division also maintains in-house overhead and firefighting capabilities through the qualifications of its own employees. Through the division's programs, 22,400,000 acres of state and private land are protected. ($ Thousands) Agency Summary: Program FY 2011 Actual STATE FORESTER 20,870.4 29,939.6 31,584.6 75.0 75.0 75.0  COUNTIES  EASTERN ENVIRONMENT GRANTS Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request Funding and FTE Summary: (Thousands) 20,945.4 FY 2011 Actual 30,014.6 General Funds FY 2012 Estimate 31,659.6 FY 2013 Request 6,052.0 7,697.0 0.0 0.0 0.0 Other Non Appropriated Funds 15,123.4 23,962.6 23,962.6 Program Total 20,945.4 30,014.6 31,659.6 FTE Positions 112.0 126.0 130.0 5,977.0 0.0 0.0 Other Non Appropriated Funds 15,123.4 23,962.6 23,962.6 Program Total 20,870.4 29,939.6 31,584.6 FTE Positions 112.0 126.0 130.0 7,622.0 To provide technical fire, forest health, and forestry management assistance to urban and rural private land owners. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1361 1,300 1,300 Total acres of private forest land under management (1,000 acres) 1,781 1,781 1,781 Acres treated on private forest and range lands each year 4,573 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 4,573 6,100 6,100 Forestry Division assists private forest landowners in preparing management plans annually  Goal 2 To improve forestry landscapes and prevent and suppress wildfires on Trust and private lands, including urban interface safely, effectively and efficiently by assisting 85% of rural fire departments, and containing 93% of forest fires to less than 100 acres. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 98 97 97 1,455 1,500 1,500 Percent of fire departments under cooperative agreement to provide fire control support 90 87 89 Percent of fire bills processed for payment within 30 days of a clean invoice. 96 95 95 Trust land treated to reduce wildland fire danger to improve forest and range land condition 897 1,000 1,000 Percent of rural fire departments assisted with training and equipment 98 91 91 Performance Measures Percent of fires controlled at 100 acres or less Rural firefighters assisted with training and equipment Page 196 FY 2013 Request 0.0 Performance Measures 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. FY 2012 Estimate 5,747.0  Goal 1 Strategic Issues: Issue 1 FY 2011 Actual Other Appropriated Funds 5,822.0 Other Appropriated Funds 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, 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. Dollars (in thousands) are listed as requested by agencies. Arizona State Forester Return to Table of Contents Program Summary FOA 2.0 EASTERN COUNTIES ENVIRONMENT GRANTS Scott Hunt, 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) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 75.0 75.0 75.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 75.0 75.0 75.0 FTE Positions 0.0 0.0 0.0  Goal 1 To represent and advocate for Greenlee, Graham, Gila, Navajo and Apache Counties in terms of environmental issues Performance Measures Representation Requests Explanation: Explanation: FY 2013 Estimate 35 40 41 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: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 35 35 35 Number of meetings with District Rangers and Forest Supervisors Requests for Comment Explanation: FY 2012 Estimate Number of forest health/environmental policy groups requesting representation from members of five eastern counties Environmental Impact Statement  Goal 2 FY 2011 Actual 10 10 10 Requests for review and comment of forest health policy documents Arizona State Forester Dollars (in thousands) are listed as requested by agencies. Page 197 Return to Table of Contents Performance Measures Agency Summary FDA 0.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12 20 20 pamphlet determined through information received through complaint investigations. BOARD OF FUNERAL DIRECTORS AND EMBALMERS Rodolfo R. Thomas, Executive Director Number of complaints received as a measure to determine the effectiveness of boards education efforts for both licensee and consumer. Phone: (602) 542-3095 A.R.S. §§ 32-1301 et. seq. Mission:  Goal 3 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. To actively and impartially investigate allegations and complaints and provide enforcement to protect the public from incompetent services and unprofessional, unethical, and illegal conduct. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Description: Complaints processed 6 7 7 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 1,700 licensees practicing in the state and serves all Arizona citizens who receive funeral goods and services. Average days to renew license 1 1 1 Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 0.0 0.0 0.0 339.6 339.6 0.0 0.0 0.0 Program Total 284.7 339.6 339.6 FTE Positions 4.0 4.0 4.0 Other Non Appropriated Funds Number of licenses 30 30 30 1669 1,670 1,700 FY 2013 Request 284.7 Other Appropriated Funds Average days to investigate complaint 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Applications received 1670 1690 1,700 Licenses issued 1669 1,670 1,700 Average days to process license 30 30 30 Number of investigations 20 20 200 Number of complaints received 35 25 25 Average number of days to investigate 30 30 30 5 5 5 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 198 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 99 99 99 Dollars (in thousands) are listed as requested by agencies. State Board of Funeral Directors & Embalmers Return to Table of Contents 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 CENTRAL  ADMINISTRATIVE FY 2011 Actual FY 2012 Estimate FY 2013 Request 5,263.6 5,023.5 4,948.5  GAME MANAGEMENT  SPORTFISH MANAGEMENT 33,312.4 31,213.2 31,541.8 23,424.0 25,325.9 25,388.9 AND  NONGAME ENDANGERED WILDLIFE 24,998.0 28,660.8 29,033.4 VEHICLE  /OFF-HIGHWAY WATERCRAFT 7,418.1 10,048.0 9,308.9 94,416.1 100,271.4 100,221.5 SERVICES Agency Total: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate Issue 3 FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 34,985.5 39,020.9 40,582.0 Other Non Appropriated Funds 59,430.6 61,250.5 59,639.5 Program Total 94,416.1 100,271.4 100,221.5 FTE Positions 637.7 637.7 637.7 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 benefits, 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. A reduction in management, educational programs, or enforcement may 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 Dollars (in thousands) are listed as requested by agencies. Page 199 Return to Table of Contents wildlife management efforts will need to be explored in detail. Issue 5 Maintain and improve wildlife habitats With limited precipitation in Arizona, there are extensive demands on natural resources. The State is not out of its long-term drought yet, and severe wildfires this year have significantly impacted wildlife habitats. Arizona is also still one of the fastest growing states, and urban sprawl, leap frog development, and associated infrastructure is negatively impacting wildlife. This 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. Shooting Ranges, meaning that it is the best of the best at providing a quality recreation experience. BASF was 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. 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, 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. 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 the funding for wildlife programs could also decrease. Thus, the Department must be continually prepared to meet the needs of a changing society. Issue 6 Issue 7 Impaired operation of watercraft and loss of funds The 2007 Arizona Boating Safety Report indicates that 25% of all fatal watercraft accidents are a direct result of alcohol use. Half of the fatalities were directly related to alcohol use. Additionally, in nearly 7% of all reported watercraft accidents alcohol is a contributing factor. Many minor accidents are not reported to the Department. Public awareness is not sufficient regarding impaired operation of watercraft to sufficiently deter violations. Thus, the Department has embarked on a marketing and outreach campaign to raise awareness of the issue of alcohol-related watercraft accidents on Arizona waterways. Messages will be used in a variety of media delivery methods including television, radio, billboards, print, web, and direct mailings in addition to the Boating Safety Education Program. The overall goal is to effect change in public attitude about the inappropriateness of drinking and boating. The Department also established two grant programs to address this issue. The Operating Under the Influence (OUI) Law Enforcement Grant Program is intended to facilitate expansion of boating enforcement and public safety efforts statewide though a funding mechanism specifically aimed at discouraging, preventing, and removing impaired boat operators from Arizona waterways. This grant program will allow other agencies to expand their operational OUI enforcement efforts. 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. Issue 8 Shooting range development According to the National Shooting Sports Foundation, more than 19 million Americans safely participate in target shooting with handguns, shotguns and rifles. If you add special-interest shooters such as muzzleloader enthusiasts and archers, the total number of active shooters jumps even higher. Target shooting varies from a leisure activity to competitive sporting events involving leagues and collegiate athletics, and even to the world stage of the Olympic Games. Our Ben Avery Shooting Facility (BASF) near Phoenix has received a five-star rating from the National Association of Page 200 Dollars (in thousands) are listed as requested by agencies. Arizona Game & Fish Department Return to Table of Contents Program Summary GFA 1.0 Program Summary GFA 2.0 CENTRAL ADMINISTRATIVE SERVICES GAME MANAGEMENT Gary Hovatter, Deputy Director Larry Riley, Acting Asst. Director Wildlife Management Division Phone: (623) 236-7288 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 5,020.7 4,196.6 4,121.6 243.0 826.9 826.9 Program Total 5,263.6 5,023.5 4,948.5 FTE Positions 27.2 27.2 27.2 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 88 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 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 nongovernment partners to ensure access to hunting areas, and the Department is moving to increase opportunity or create new opportunism for all hunters where possible. This includes efforts to recruit new and retain existing hunters. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 12,503.0 11,889.1 12,445.5 Other Non Appropriated Funds 20,809.3 19,324.1 19,096.3 Program Total 33,312.4 31,213.2 31,541.8 FTE Positions 242.0 242.0 242.0  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: Number of Hunter Education graduates. Dollars (in thousands) are listed as requested by agencies. FY 2012 Estimate FY 2013 Estimate 1.6 0 0 .56 0 0 187,811 0 0 Data reflect all hunting licenses and combination licenses. Number of habitat improvements by AGFD. Explanation: FY 2011 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 2012 Estimate 117 0 0 3,716 0 0 Number of Hunter Education graduates. Page 201 Return to Table of Contents Program Summary GFA 3.0 Program Summary GFA 4.0 SPORTFISH MANAGEMENT NONGAME AND ENDANGERED WILDLIFE Larry Riley, Acting Asst Director Wildlife Management Division Larry Riley, Acting Asst Director Wildlife Management Division Phone: (623) 236-7301 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) Other Appropriated Funds FY 2012 Estimate FY 2013 Request 18,839.6 20,540.0 20,335.0 24,998.0 28,660.8 29,033.4 160.9 160.9 160.9 25,325.9 25,388.9 167.1 167.1  Goal 1 To increase public awareness of Arizona’s sportfishing resources. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 74 0 0 To maintain and restore the natural diversity of Arizona’s nongame and watchable wildlife. Performance Measures Number of Landowner Incentive Projects (LIP) that were signed. Explanation: Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 5.3 0 0 71 0 0 683,300 0 0 30,998 0 0 FY 2012 Estimate FY 2013 Estimate 4 0 0 0 0 0 9 new properties were added to two existing SHA's in FY11 Number of Department-sponsored or Department-involved watchable wildlife events. Explanation: FY 2011 Actual This program lost federal funding in 2009. There are several landowner relation programs that achieve similar results. Number of Safe Harbor Agreements and Conservation Agreements signed. To provide recreational opportunities for sportfishing. 55 0 0 Includes festivals, expos, and workshops Angler Recreation Days (millions) Percent of anglers satisfied with their angling experiences. Number of urban lake fishing angler days. Number of urban fishing licenses sold Reports prior to FY2009 included all urban fishing related licenses sold. This number includes only Class U licenses. Total number of fishing licenses sold. 328,308 0 0 0 0 Includes all fishing licenses. Pounds of fish produced in Department hatcheries. Page 202 Other Non Appropriated Funds FTE Positions 167.1 Explanation: 0.0 8,698.4 Program Total 23,424.0 Performance Measures 0.0 8,120.8 10,704.8 FTE Positions Angler Recreation Days (millions) 0.0 6,158.4 Other Appropriated Funds 10,037.7 Program Total Performance Measures FY 2013 Request 8,197.7 14,684.1 Percent of anglers satisfied with angling information products and services. FY 2012 Estimate 0.0 15,288.2 Explanation: FY 2011 Actual 0.0 15,226.3 Explanation: Funding and FTE Summary: (Thousands) 0.0 Other Non Appropriated Funds  Goal 2 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. General Funds FY 2011 Actual General Funds  Goal 1 Description: 453,000 Dollars (in thousands) are listed as requested by agencies. Arizona Game & Fish Department Return to Table of Contents Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Program Summary GFA 5.0 Explanation: OFF-HIGHWAY VEHICLE / WATERCRAFT Leonard Ordway, Assistant Director Field Operations Division  Goal 4 A.R.S. Title 17, 28, and 5 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: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 0.0 0.0 0.0 3,105.6 4,776.7 4,611.7 Other Non Appropriated Funds 4,312.4 5,271.3 4,697.2 Program Total 7,418.1 10,048.0 9,308.9 FTE Positions 40.5 40.5 40.5 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12,554 0 0 Number of Arizona Game and Fish Department watercraft enforcement hours Explanation: 0 Performance Measures Number of off-highway user contacts by Arizona Game and Fish Department field officers FY 2011 Actual FY 2012 Estimate FY 2013 Estimate NA 0 0 The Arizona Game and Fish Department does not currently record contacts in its Spillman© database system. However, we are currently building a database that will capture contacts and anticipate reporting this data for State FY12. Number of off-highway vehicle violations observed Number of full time employees who are assigned to OHV duties. 638 0 0 10 0 0 Decrease may be due to vacant positions and fewer recreation days (economy). Number of observed watercraft violations Explanation: 2,461 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: 51 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: 17 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 136,925 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: 5 0 0 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 2 500,000 FY 2013 Request Other Appropriated Funds  Goal 1 0 To provide the public and land management agencies with information on habitat protection, safe OHV use, and available OHV use areas. Explanation: 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. 0 Number of students completing Arizona Game and Fish Department sponsored watercraft safety classes Dollars available through boating safety grants. Phone: (623) 236-7293 1,166 28.2 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 2011 Actual Arizona Game & Fish Department FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Page 203 Return to Table of Contents Phone: (602) 771-4263 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. A.R.S. § 5-601 Issue 4 Agency Summary GMA 0.0 DEPARTMENT OF GAMING Mark Brnovich, Director Mission: To protect the public, enforce Arizona's gambling laws, ensure compliance with the gaming compacts, and regulate the gaming industry. Description: The Department of Gaming is responsible for enforcing Arizona's gambling laws. This includes enforcement of Arizona's laws prohibiting illegal gambling (A.R.S. Section 5-602.J) and regulating and monitoring tribal compliance with the Tribal-State gaming compacts including their responsibilities concerning 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 2011 Actual Program  ENFORCEMENT  CERTIFICATION Agency Total: Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 9,964.7 9,875.9 1,592.7 1,998.3 1,998.3 11,557.4 11,874.2 12,585.4 FY 2011 Actual FY 2012 Estimate 10,587.1 FY 2013 Request 0.0 0.0 0.0 11,557.4 11,874.2 12,585.4 0.0 0.0 0.0 Program Total 11,557.4 11,874.2 12,585.4 FTE Positions 123.0 123.0 123.0 Other Appropriated Funds Other Non Appropriated Funds 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. 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 enforcing Arizona's gambling laws and 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 Enforce Arizona's illegal gambling laws The Department of Gaming is authorized to enforce Arizona's laws concerning illegal gambling. To that end, the Department coordinates with State and local law enforcement agencies throughout the state to investigate and prosecute violations of Arizona's gambling laws. 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 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 Issue 3 Page 204 Dollars (in thousands) are listed as requested by agencies. Department of Gaming Return to Table of Contents Program Summary GMA 1.0 Program Summary GMA 2.0 ENFORCEMENT CERTIFICATION Dan Bergin, Deputy Director Dan Bergin, Deputy Director Phone: (602) 771-4263 Phone: (602) 771-4263 A.R.S. § 5-601 A.R.S. § 5-601 Mission: Mission: To enforce Arizona's gambling laws, assure compliance with the provisions of the tribal-state gaming compacts, 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: 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. The Department of Gaming enforces the State's gambling laws including ensuring Tribal compliance with the compact provisions, including those governing the nature, extent and conduct of gaming activities. This is accomplished through coordination with State and local law enforcement agencies and 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 2011 Actual General Funds Other Appropriated Funds Other Non Appropriated Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 9,964.7 9,875.9 10,587.1 0.0 0.0 0.0 Program Total 9,964.7 9,875.9 10,587.1 FTE Positions 95.0 95.0 95.0 Description: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds To enforce Arizona's gambling laws and assure compliance with compact provisions and internal control requirements Performance Measures Total number of compact compliance reviews accomplished Percentage of facilities reviewed for compact compliance reviews  Goal 2 Average visits per casino each month Explanation: FY 2013 Estimate 15 15 15 0.0 0.0 0.0 1,998.3 1,998.3 0.0 0.0 0.0 Program Total 1,592.7 1,998.3 1,998.3 FTE Positions 28.0 28.0 28.0 100 100 100 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 10 10 10 Total number of machines inspected and certified Percent of all gaming devices certified FY 2012 Estimate FY 2013 Estimate 13,908 14,000 14,000 100 100 100 Total number of days elapsed from receipt of completed application to the issuance of temporary certification Percentage of applicants granted certification or renewal Percentage of applicants who had their certification, denied, revoked or suspended FY 2012 Estimate FY 2013 Estimate Number of individuals receiving treatment services 823 850 875 Number of awareness materials distributed 7,768 Performance Measures Department of Gaming 8,000 8,000  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 8,569 10,000 10,000 4 6 6 99 98 98 1 2 2 To Ensure the Suitability of Businesses that Provide Goods and Services to the Tribal Casinos FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Total number of new or initial applications received 109 115 115 Total number of permanent certifications issued 102 110 110 Performance Measures To provide treatment and education regarding problem gambling FY 2011 Actual To Ensure the Suitability of Individuals Employed by the Tribal Casinos Total number of individual applications received To monitor and enforce technical standards for gaming devices FY 2011 Actual  Goal 1 Performance Measures Goal is to visit each gaming facility at least twice per month. Performance Measures  Goal 4 FY 2012 Estimate To maintain communication with tribal officials Performance Measures  Goal 3 FY 2011 Actual FY 2013 Request 1,592.7 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 FY 2012 Estimate Explanation: 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 196 200 200 2 2 2 Percent of temporary certifications issued within 20 days 94 95 95 Level of satisfaction by applicants regarding process (percent) 99 99 99 Total number of denials, revocations, and suspensions Dollars (in thousands) are listed as requested by agencies. Page 205 Return to Table of Contents GSA 0.0 information 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 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 Other Appropriated Funds FY 2011 Actual 789.0 FY 2012 Estimate 865.1 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.  Goal 1 To serve as the primary source of information about Arizona geology. Issue 4 M. Lee Allison, Ph.D., Director and State Geologist FY 2011 Actual FY 2012 Estimate FY 2013 Estimate New maps/reports released by AZGS staff 23 18 18 Number of geologic and related maps of Arizona 20 15 15 Number of reports that describe geologic hazards and resources in Arizona 5 6 6 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 1 2 2 Number of reports published by other groups 4 10 8 Number of talks given or fieldtrips led 53 45 50 Number of state agencies and bodies for whom AZGS serves as a science support provider 15 15 15 Performance Measures  Goal 2 FY 2013 Request 1,997.9 To inform the public about geologic processes, natural hazards, and natural resources in Arizona. Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0.0 0.0 0.0 2 2 5,100.8 6,560.2 6,560.2 Number of reports released to inform citizens not trained in geology (Downto-Earth Series) 1 Other Non Appropriated Funds Program Total 5,889.8 7,425.3 8,558.1 5 5 24.5 24.4 34.4 Number of seminars and workshops presented to non-technical audiences 5 FTE Positions Number of interviews and presentations through the news media 44 60 60 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. To distribute geologic maps, reports, and data efficiently with high customer satisfaction. Performance Measures Percent increase (decrease) in number of publications sold Explanation: Explanation: 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 Issue 3 Page 206 Numbers of products released or Number of digital maps/reports downloaded 4,000 4,000 1068 2,300 2,300 -64 10 10 3005 3,000 3,000 15 8 8 4.8 4.8 4.8 110,000 125,000 125,000 4mb = 400 updates to databases. 5000 = # of files downloaded Percent of orders filled the same day received Satisfaction with mail order service provided, 1-5 (highest) scale Dollars (in thousands) are listed as requested by agencies. 4048 Less technical things are selling, more interest in general use/recreation Quality of products sold, 1-5 (highest) scale Explanation: 10 We carry more general interests books on Arizona now. Percent increase (decrease) in sales of non-technical reports Explanation: 10 The market is changing as more things are available to be downloaded. Number of non-technical reports sold Explanation: 13 More information is available online now. Percent increase (decrease) in sales of technical maps and reports Explanation: FY 2013 Estimate Hard copy maps are less popular because people use internet downloads Technical maps and reports sold Explanation: FY 2012 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 Issue 2 FY 2011 Actual 95 0 0 4.9 0 0 Arizona Geological Survey Return to Table of Contents  Goal 4 To effectively assist the Arizona Oil and Gas Conservation Commission. Performance Measures Average days to issue a permit FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4 5 5 Number of Permits issued to drill a well 77 26 26 Compliance and safety inspections made 31 28 28 Number of gas-storage wells 14 14 14 0 2 2 Number of deficiencies found during inspections Arizona Geological Survey Dollars (in thousands) are listed as requested by agencies. Page 207 Return to Table of Contents Agency Summary GVA 0.0 OFFICE OF THE GOVERNOR , Phone: 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 Office of the 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 2011 Actual FY 2012 Estimate FY 2013 Request 5,657.6 6,601.9 0.0 186.7 186.7 Other Non Appropriated Funds 294,676.8 219,410.6 219,410.6 Program Total 300,334.4 226,199.2 226,199.2 FTE Positions 131.8 141.0 141.0 Other Appropriated Funds Page 208 6,601.9 Dollars (in thousands) are listed as requested by agencies. Office of the Governor Return to Table of Contents Agency Summary OSP 0.0 GOVERNOR'S OFFICE OF STRATEGIC PLANNING AND BUDGETING , Phone: 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, 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 1,816.9 1,874.2 1,874.2 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 1,816.9 1,874.2 1,874.2 FTE Positions 22.0 22.0 22.0  Goal 1 To advocate for the adoption of a balanced, fiscally prudent state budget which reflects the priorities and programs of the Governor. Performance Measures Number of consecutive years without statewide mid-year reductions  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 0 0 0 To monitor the execution of the state budget to ensure that expenditures are in accordance with the adopted budget, actual revenues, and intent of the Governor and Legislature. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of state agencies loading budgets into the Arizona Financial Information System (AFIS). 0 0 0 Percent of non-technical supplemental appropriations compared to original appropriations. 0 0 0 Performance Measures  Goal 3 To improve the efficiency and effectiveness of the state strategic planning and budgeting processes. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of participants rating budget and planning training as excellent or good. 0 0 0 Percent of agencies submitting budget information electronically. 0 0 0 Percent of agencies submitting Master List of State Government Programs information electronically. 0 0 0 Performance Measures Governor's Office of Strategic Planning and Budgeting Dollars (in thousands) are listed as requested by agencies. Page 209 Return to Table of Contents 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 2011 Actual Program  ADMINISTRATION  LICENSING SERVICES  BEHAVIORAL HEALTH FY 2012 Estimate FY 2013 Request 22,115.7 139,985.5 139,985.5 14,456.8 0.0 0.0 1,804,220.1 1,685,052.2 1,720,037.9 SERVICES  ARIZONA STATE HOSPITAL  PUBLIC HEALTH SERVICES Agency Total: Funding and FTE Summary: (Thousands) General Funds 63,862.5 2,281.4 415,058.5 311,154.1 311,154.1 2,319,713.6 2,138,473.2 2,173,458.9 FY 2011 Actual FY 2012 Estimate 2,281.4 FY 2013 Request 428,305.8 494,294.8 73,160.9 88,753.3 88,753.3 Other Non Appropriated Funds 1,818,246.9 1,555,425.1 1,573,469.3 Program Total 2,319,713.6 2,138,473.2 2,173,458.9 FTE Positions 2,140.5 2,140.5 2,140.5 Other Appropriated Funds 511,236.3 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. 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. The Department is committed to identifying and establishing mechanisms to Page 210 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 Issue 3 Promoting optimal health and wellness. The Department of Health Services is committed to prevention and health promotion as the path to optimal health and wellness for all Arizonans. The profile of diseases contributing most heavily to death, illness, and disability among Americans has changed dramatically during the last century. Today, chronic diseases—such as cardiovascular disease (primarily heart disease and stroke), cancer, and diabetes—are among the most prevalent, costly, and preventable of all health problems (CDC, 2004). The Department is working with health care providers, employees, and organizations to place greater emphasis on the importance of prevention and health promotion activities. By providing leadership and state-of-theart health information to professionals and consumers alike, the Department can promote healthier lifestyles and reduce the incidence of chronic and degenerative diseases. Enhancing data collection, public health surveillance, and health information technology. The health of Arizonans depends in large part on the capability of the Public 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. Issue 4 Strategic Issues: Issue 1 promote and institutionalize a unified vision of recovery and resiliency for the entire behavioral health system, across all populations served. This vision will be embedded within the Department's organizational culture and will guide decision making, provide focus for staff, guide the prioritization of initiatives, and promote strategies that are aligned with the vision including. Key strategies includes self and family directed services, choice, empowering individuals and families, respecting diversity, expanding opportunities for integration and community involvement, instilling hope and encouragement, building on strengths, and celebrating successes. By establishing a unified vision, the Department can better facilitate collaboration and partnerships within the behavioral health system and the community and, most importantly, with both the individuals and families that are served. Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents Issue 5 Pursuing proactive regulation, with an emphasis on timely licensing, investigation, enforcement and technical assistance by a well-trained and adequately staffed workforce. 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. 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 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, 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 7 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 Issue 8 Department of Health Services Dollars (in thousands) are listed as requested by agencies. Page 211 Return to Table of Contents HSA 1.0 Program Summary Subprogram Summary HSA 1.1 ADMINISTRATION DIRECTOR'S OFFICE Will Humble, Director Janet A. Mullen, PhD, MBA, Deputy Director for Health Services Operations Phone: (602) 542-1140 Phone: (602) 542-1025 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 Director's Office 4 Business and Financial Services 4 Information Technology Services Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 12,608.1 76,422.4 76,422.4 9,514.5 42,007.4 42,007.4 -6.9 21,555.7 21,555.7 Program Total 22,115.7 139,985.5 139,985.5 FTE Positions 213.6 1,661.5 1,661.5 Other Appropriated Funds Other Non Appropriated Funds Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 2,088.8 2,020.8 2,020.8 901.3 843.4 843.4 0.0 0.0 0.0 Program Total 2,990.1 2,864.2 2,864.2 FTE Positions 56.1 56.1 56.1 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To ensure a diverse, motivated and well trained staff. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 15.8 15.9 16 35 35 35 Number of EEO complaints 17 12 10 Number of EEO complaints dismissed 13 10 8 15,673 16,000 16,000 Performance Measures Percent of agency staff turnover Percent of DHS workforce who are minorities Number of agency training hours delivered by DHS  Goal 2 To provide legal services to the Department 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 689 575 575 To ensure the proper release of records requested for Human Subjects Research. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate HSRB/IRB research projects/studies requests for submission packet processed 24 30 30 HSRB/IRB final determinations by Board on projects/studies submitted 24 30 30 Performance Measures  Goal 4 To ensure that services and programs are administered efficiently. Performance Measures Administration as a percent of total cost Page 212 FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1 1 1 Department of Health Services Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of warehouse requests processed per fiscal year 1,512 1,500 1,500 Number of Facilities Request Forms and Work Orders processed 2,891 2,500 2,500 Performance Measures Subprogram Summary HSA 1.2 BUSINESS AND FINANCIAL SERVICES Jim Humble, Assistant Director - Chief Financial Officer Phone: (602) 542-1030 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 2011 Actual FY 2013 Request General Funds 5,543.5 69,587.9 69,587.9 Other Appropriated Funds 8,251.5 40,825.5 40,825.5 -6.9 21,555.7 21,555.7 Program Total 13,788.1 131,969.1 131,969.1 FTE Positions 81.1 1,529.0 1,529.0 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 15 3 3 150 75 75 To implement and continually enhance a business system that satisfies and anticipates customer needs. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Average days to process purchase and contract requisitions (PR/CR): $0-1,000 20 20 20 Average days to process (PR/CR)$1,001-5,000 20 20 20 Average days to process (PR/CR)$5,001-50,000 32 30 30 Average days to process (PR/CR)over $50,001 40 40 40 Performance Measures Department of Health Services FY 2012 Estimate Average working days to pay claims 7.88 9 9 Average working days to pay travel claims 3.45 3 3 Average number of days to pay vendors from the date of invoice 7.88 9 9 Percent of invoices paid within 30 days 96.62 95 95 Dollars (in thousands) are listed as requested by agencies. Page 213 Return to Table of Contents Subprogram Summary HSA 1.3 HSA 2.0 INFORMATION TECHNOLOGY SERVICES Program Summary LICENSING SERVICES Paula Mattingly, Assistant Director Mary Wiley, Assistant Director Phone: (602) 364-1560 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 health and safety through certification, inspection, licensure, complaint investigation, training, quality improvement, technical assistance and enforcement activities. The Division also licenses audiologists, speech-language pathologists, speech-language pathology assistants, hearing aid dispensers, and midwives. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 4,975.8 4,813.7 4,813.7 361.7 338.5 338.5 0.0 0.0 0.0 Program Total 5,337.5 5,152.2 5,152.2 FTE Positions 76.4 76.4 76.4 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 General Funds Performance Measures # of new e-Government applications created FY 2011 Actual FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 8,806.3 0.0 0.0 Other Non Appropriated Funds 5,650.5 0.0 0.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Program Total 14,456.8 0.0 0.0 2,325,711 1,800,000 1,800,000 FTE Positions 239.1 0.0 0.0 10 3 3 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 Page 214 Funding and FTE Summary: (Thousands) To enhance the agency's ability to further the State's eGovernment initiative through the implementation of internet technology. Number of visits to the ADHS Web site (per year)  Goal 2 This Program Contains the following Subprograms: 4 Child Care Licensing 4 Health Care Licensing 4 Administration FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12 5 5 Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents Subprogram Summary HSA 2.1 Subprogram Summary HSA 2.2 CHILD CARE LICENSING HEALTH CARE LICENSING Lourdes Ochoa, Program Manager Mary Wiley, Assistant Director Phone: (602) 364-2542 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 licensees; and providing consumer education. Description: The subprogram ensures that statute is enforced with respect to the licensure and certification of Arizona’s assisted living facilities, adult day health care centers, long-term nursing care institutions, intermediate care facilities for persons with an intellectual disability, medical facilities (including hospitals, hospices, recovery care centers, outpatient treatment centers and outpatient surgery centers, abortion clinics 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, opioid treatment agencies, group homes for the developmentally disabled. 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. In addition to regulating facilities, the subprogram also licenses professional audiologists, speech-language pathologists, speech-language pathology assistants, hearing aid dispensers, and midwives, and conducts quality improvement and staff and provider education. 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 2,022.2 0.0 0.0 0.7 0.0 0.0 Program Total 2,022.9 0.0 0.0 FTE Positions 52.2 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of all child care facilities. Performance Measures Percent of child care license renewals granted within licensing timeframes Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 0* 0* Per S.B. 1315 Child Care licenses are perpetual. No renewals in FY 2012 and FY 2013 Percent of child care complaint investigations initiated within investigative guidelines 100 99 99 Percent of priority two complaint investigations initiated within 10 days 100 100 100 2,634 2,600 2,650 723 730 737 Number of licensed providers Number of complaints received Department of Health Services Description: Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 Other Appropriated Funds 4,299.2 0.0 0.0 Other Non Appropriated Funds 5,252.6 0.0 0.0 Program Total 9,551.8 0.0 0.0 FTE Positions 158.1 0.0 0.0  Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring and technical assistance of health care facilities. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of health care licensure renewals granted within licensing timeframes 99.98 99 99 Percent of health care complaint investigations initiated within investigative guidelines 50.64 53 58 Percent of priority two complaint investigations initiated within 10 days 44.12 60 75 Number of licensed providers 4,871 4,920 5,067 Number of complaints received 2,379 2,403 2,426 Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 215 Return to Table of Contents Subprogram Summary HSA 2.3 Program Summary HSA 3.0 ADMINISTRATION BEHAVIORAL HEALTH SERVICES Mary Wiley, Assistant Director Laura Nelson, M.D., Deputy Director Phone: (602) 364-3064 Phone: (602) 364-4566 A.R.S. Title 36 A.R.S. § 36-3402 Mission: Mission: To be recognized for providing valuable resources through technical assistance, training, effective communication and collaboration. To ensure a comprehensive, unified behavioral health system for Arizonans. Description: Behavioral Health Services coordinates, plans, administers, regulates, and monitors all facets of the public behavioral health prevention and treatment systems, and contracts with four 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. 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 0.0 0.0 0.0 2,484.9 0.0 0.0 397.2 0.0 0.0 Program Total 2,882.1 0.0 0.0 FTE Positions 28.8 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 This Program Contains the following Subprograms: To improve the effectiveness of the enforcement process by ensuring any enforcement action is appropriate and timely with a focus on training and customer service. Performance Measures Number of enforcement actions closed FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 608 575 547 Description: 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 2012 Estimate FY 2013 Request 324,319.7 411,423.4 36,643.5 37,017.0 37,017.0 Other Non Appropriated Funds 1,443,256.9 1,236,611.8 1,254,656.0 Program Total 1,804,220.1 1,685,052.2 1,720,037.9 FTE Positions 270.1 81.3 81.3 Other Appropriated Funds Page 216 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 428,364.9 Department of Health Services Return to Table of Contents Subprogram Summary HSA 3.1 Subprogram Summary HSA 3.2 ADMINISTRATION GENERAL MENTAL HEALTH SERVICES Melissa Thomas, Bureau Chief Laura Nelson, M.D., Deputy Director Phone: (602) 364-4651 Phone: (602) 364-4566 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 prioritized 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 2011 Actual General Funds FY 2012 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 prioritized Title XIX and Non-Title XIX adults. FY 2013 Request 14,539.8 2,131.4 0.0 0.0 0.0 Other Non Appropriated Funds 41,961.7 1,510.7 1,510.7 Funding and FTE Summary: (Thousands) Program Total 56,501.5 3,642.1 3,642.1 General Funds FTE Positions 234.9 46.1 46.1 Other Appropriated Funds  Goal 1 2,131.4 To ensure that the behavioral health needs of Arizonans are met through standards set in ADHS/RBHA contracts. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of Title XIX/XXI clients receiving a routine appointment within 23 days of initial assessment 92 95 95 Percent of eligible Title XIX population enrolled in behavioral health treatment programs 15 15 15 Performance Measures  Goal 2 Performance Measures Percent of encounters received no later than 210 days after the end of the month which service is rendered  Goal 3 FY 2012 Estimate FY 2013 Estimate 99 99 99 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 T-XIX adult clients satisfied with services, as measured through an annual satisfaction survey Department of Health Services FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 85 85 FY 2013 Request 50,759.6 65,028.2 4,723.6 0.0 0.0 Other Non Appropriated Funds 2,080.8 1,608.7 1,635.7 Program Total 57,564.0 66,636.9 69,355.4 FTE Positions 3.0 3.0 3.0 67,719.7 To provide general mental health services to Title XIX and Title XXI eligible adults and prioritized adults who are not eligible for Title XIX or Title XXI funded services. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Title XIX/XXI General Mental Health Adults enrolled 71,380 72,000 72,000 Number of Non-Title XIX/Non-Title XXI General Mental Health Adults enrolled 11,845 10,000 10,000 Total number of General Mental Health Adults enrolled 83,232 83,000 83,000 5,305 6,000 6,000 Performance Measures FY 2011 Actual FY 2012 Estimate Other Appropriated Funds  Goal 1 To ensure the fiscal and financial accountability of the RBHAs. FY 2011 Actual 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 87 90 90 Page 217 Return to Table of Contents Subprogram Summary HSA 3.3 Subprogram Summary HSA 3.4 SUBSTANCE ABUSE SERVICES SERVICES FOR PERSONS WITH SERIOUS MENTAL ILLNESS Laura Nelson, M.D., Deputy Director Laura Nelson, M.D., Deputy Director Phone: (602) 364-4566 Phone: (602) 364-4566 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 prioritized 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 prioritized persons who are not eligible for Title XIX or Title XXI funded services. Description: Description: The subprogram contracts with the RBHAs to offer a comprehensive continuum of substance abuse intervention and treatment services to meet the needs of prioritized Title XIX and Non-Title XIX individuals and families involved in substance use and abuse. The subprogram contracts with the RBHAs to offer a comprehensive continuum of mental health intervention and treatment services to meet the needs of prioritized Title XIX and non-Title-XIX individuals with a serious mental illness. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2012 Estimate 25,916.6 29,226.6 30,436.4 2,250.0 2,250.0 2,250.0 Other Non Appropriated Funds 324,722.0 255,246.2 259,222.8 Program Total 352,888.6 286,722.8 FTE Positions 13.0 13.0 Other Appropriated Funds  Goal 1 Percent of clients with eliminated or reduced use of alcohol or drugs Percent of clients employed or involved in work related activities  Goal 3 Percent of clients with decreased arrest rate  Goal 4 197,270.9 0.0 0.0 Other Non Appropriated Funds 619,414.0 521,002.8 529,182.6 291,909.2 Program Total 788,300.0 718,273.7 734,619.0 13.0 FTE Positions 5.0 5.0 5.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 38 40 40 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 44 40 40 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 31 30 30 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Title XIX/XXI clients with substance abuse disorders enrolled 58,242 55,000 55,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients with substance abuse disorders enrolled 10,592 10,000 10,000 Total clients with substance abuse disorders enrolled 68,834 69,000 69,000 Page 218  Goal 1 205,436.4 To provide behavioral health services to Title XIX, Title XXI, and non-Title XIX individuals with a serious mental illness (SMI). FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of Title XIX/XXI clients enrolled with a SMI 29,953 30,000 30,000 Number of Non-Title XIX/Non-Title XXI (Subvention) clients enrolled with a SMI 11,537 12,000 12,000 Total clients enrolled with a SMI Performance Measures 41,490 42,000 42,000 Percent of SMI clients on antipsychotics receiving new generation psychotropic medications 57 50 50 Number of dual eligible, seriously mentally ill enrolled clients receiving medication as prescribed 7,443 8,000 8,000  Goal 2 To provide substance abuse services to Title XIX and Title XXI eligible adults and prioritized adults who are not eligible for Title XIX or Title XXI funded services. Performance Measures FY 2013 Request 4,921.1 To reduce criminal activity among clients who complete substance abuse treatment. Performance Measures FY 2012 Estimate 163,964.9 Other Appropriated Funds To increase paid employment among clients who complete substance abuse treatment. Performance Measures FY 2011 Actual General Funds To reduce/eliminate use of alcohol and other drugs among clients who complete substance abuse treatment. Performance Measures  Goal 2 Funding and FTE Summary: (Thousands) FY 2013 Request To increase the number of adult clients who are or have moved to either independent or supportive settings who were homeless. Performance Measures Number of adult SMI clients who have moved to independent or supportive settings who were homeless  Goal 3 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,090 1,000 1,000 To increase the number of adult SMI clients who obtain employment as a result of services. Performance Measures Percent of clients employed or involved in work related activities Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 63 60 60 Department of Health Services Return to Table of Contents Subprogram Summary HSA 3.5 Subprogram Summary HSA 3.6 CHILD AND ADOLESCENT SERVICES PREVENTION Sara Salek, M.D., Medical Director Lisa Shumaker, Prevention Manager Phone: (602) 364-4626 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 prioritized 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: The subprogram contracts with the RBHAs to offer a comprehensive continuum of intervention and treatment services to meet the needs of prioritized Title XIX and non-Title-XIX individuals under the age of 18. Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate 69,138.8 Other Appropriated Funds Other Non Appropriated Funds 117,766.3 FY 2013 Request 24,748.8 34,767.0 34,767.0 449,432.8 455,290.0 Program Total 541,092.6 601,966.1 612,698.0 FTE Positions 8.2 8.2 8.2  Goal 1 To provide behavioral health services to Title XIX, Title XXI and non-Title-XIX children and adolescents. 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 Funding and FTE Summary: (Thousands) 122,641.0 447,205.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 58,158 60,000 60,000 2,522 2,500 2,500 60,680 62,500 62,500 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. FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 0.0 0.0 Other Appropriated Funds 0.0 0.0 0.0 Other Non Appropriated Funds 7,873.4 7,810.6 7,814.2 Program Total 7,873.4 7,810.6 7,814.2 FTE Positions 6.0 6.0 6.0  Goal 1 0.0 To provide behavioral health prevention services. Performance Measures Number of persons receiving prevention services FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,000,000 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 Department of Health Services FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 85 85 Dollars (in thousands) are listed as requested by agencies. Page 219 Return to Table of Contents Program Summary HSA 4.0 Subprogram Summary HSA 4.1 ARIZONA STATE HOSPITAL CLINICAL SUPPORT SERVICES Cory Nelson, Chief Executive Officer Cory Nelson, Chief Executive Officer Phone: (602) 220-6000 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 Other Appropriated Funds Psychiatric Review Board Other Non Appropriated Funds Funding and FTE Summary: (Thousands) General Funds FY 2011 Actual FY 2012 Estimate FY 2013 Request 54,453.9 0.0 0.0 Other Appropriated Funds 8,257.4 1,130.7 1,130.7 Other Non Appropriated Funds 1,151.2 1,150.7 1,150.7 FY 2011 Actual 63,862.5 2,281.4 2,281.4 FTE Positions 748.9 0.0 0.0 0.0 3,909.2 0.0 0.0 922.6 922.1 922.1 Program Total 23,090.2 922.1 922.1 FTE Positions 157.7 0.0 0.0  Goal 1 0.0 To ensure facilities meet modern day treatment, environmental and security standards. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 94 95 95 97.2 95 95 Number of staff attending new forensic hospital planning 25 5 0 Number of safety risk analysis conducted annually 17 12 12 Percent of contractors receiving a satisfactory or above annual rating 90 90 90 100 95 95 Percent of IT calls resolved within 7 days. 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of staff turnover during the first 12 months of employment 5.28 7 7 RN vacancy rate percentage 15.8 10 8 Performance Measures Page 220 FY 2013 Request 18,258.4 Performance Measures Program Total FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents Subprogram Summary HSA 4.2 Subprogram Summary HSA 4.3 CLINICAL AND PROGRAM SERVICES ARIZONA COMMUNITY PROTECTION & TREATMENT CENTER Cory Nelson, Chief Executive Officer Cory Nelson, Chief Executive Officer Phone: (602) 220-6000 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 28,707.9 0.0 0.0 2,612.3 1,130.7 1,130.7 226.2 226.2 226.2 Program Total 31,546.4 1,356.9 1,356.9 FTE Positions 424.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Adult forensic patients year-end census 122 125 125 Civil adult patients year-end census 112 115 115 Percent of Restoration to Competency adults discharged within 90 days of admission 33 50 50 Seclusion incidents per 1,000 patient days 0.42 1 1 Restraint incidents per 1,000 patient days, including brief physical holds 4.1 5 5 Percent of patients receiving new generation atypical anti-psychotic medication 87 85 Percent of staff trained in recovery orientation module 100 Percent of direct care staff trained in advanced recovery training module 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 Peculated Interferon treatment Department of Health Services FY 2011 Actual FY 2012 Estimate FY 2013 Request General Funds 7,413.3 0.0 0.0 Other Appropriated Funds 1,735.9 0.0 0.0 2.4 2.4 2.4 Other Non Appropriated Funds To provide effective and patient-centered treatment and rehabilitation services. Performance Measures Description: The Arizona State Hospital is the responsible entity for operating a program for the treatment, care and control of sexually violent persons. The sexually violent persons subprogram is licensed separately as a Secured Residential Level I facility. This subprogram is staffed and funded separately from the psychiatric hospital. Program Total 9,151.6 2.4 2.4 FTE Positions 166.2 0.0 0.0  Goal 1 To deliver residential housing and treatment services that reflect the individualized needs of residents in accordance with the court orders. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of residents in pre-trial program 17 17 17 Number of residents in treatment 16 16 16 Number of residents in less restrictive alternative 51 51 51 85 Percent of residents in treatment status participating in the designed treatment program 80 80 80 100 100 47 47 47 24 25 25 Percent of population classified as special needs and requiring special programming and higher staff to patient ratio. 6.38 6 6 SVP program year end census 84 84 84 0.3 1 1 Performance Measures Dollars (in thousands) are listed as requested by agencies. Page 221 Return to Table of Contents Subprogram Summary HSA 4.4 Program Summary HSA 5.0 PSYCHIATRIC REVIEW BOARD PUBLIC HEALTH SERVICES Cory Nelson, Chief Executive Office Don Herrington, Assistant Director Phone: (602) 220-6000 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: 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. 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) General Funds FY 2011 Actual FY 2012 Estimate 74.3 0.0 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Program Total 74.3 0.0 0.0 FTE Positions 1.0 0.0 0.0  Goal 1 To monitor and maintain jurisdiction over persons who are committed to a secure state mental health facility pursuant to A.R.S. 13-3994. Performance Measures Number of persons monitored FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 85 85 85 This Program Contains the following Subprograms: 4 Administration and Local, Border and Native American Health FY 2013 Request Other Appropriated Funds Description: 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 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 Biomedical Research Commission Medical Marijuana Funding and FTE Summary: (Thousands) General Funds FY 2012 Estimate FY 2013 Request 36,924.1 6,449.0 9,939.2 8,598.2 8,598.2 Other Non Appropriated Funds 368,195.2 296,106.9 296,106.9 Program Total 415,058.5 311,154.1 311,154.1 FTE Positions 668.8 397.7 397.7 Other Appropriated Funds Page 222 FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. 6,449.0 Department of Health Services Return to Table of Contents  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 2011 Actual General Funds FY 2012 Estimate 0.0 225.7 0.0 0.0 Other Non Appropriated Funds 1,909.7 3,573.0 3,573.0 Program Total 4,664.7 3,573.0 3,573.0 FTE Positions 53.6 0.0 0.0 FY 2013 Estimate Number of border health epidemiological studies 1 1 1 Number of border health conferences 2 2 2 Number of border health projects 5 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 2012 Estimate FY 2013 Estimate 113 103 103 18 29 29 To increase the physical activity of children and adults. Performance Measures Number of community events that promote physical activity to children and/or adults Explanation: FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 59 0* 0* The funding for community physical activity promotion & training ends in April 2011 Number of schools provided assistance in policies promoting physical activity  Goal 6 FY 2011 Actual 79 80 80 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. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of community/agency presentations 10 10 10 Number of health projects for older adults 10 12 14 Performance Measures 0.0 To develop community-based systems for data collection, surveillance, and analysis of health status in border communities FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of border community health assessments 2 2 2 Number of sentinel surveillance sites 3 3 3 Performance Measures  Goal 2 FY 2012 Estimate FY 2013 Request 2,529.3 Other Appropriated Funds  Goal 1 FY 2011 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 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 Department of Health Services FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 12 5 5 16 8 8 2,000 2,000 2,000 2 3 3 85 85 85 Dollars (in thousands) are listed as requested by agencies. Page 223 Return to Table of Contents Performance Measures Subprogram Summary HSA 5.2 Number of medical records (charts) reviewed PUBLIC HEALTH STATISTICS Number of cases registered FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,050 1,000 1,000 520 760 760 10 10 10 Phone: (602) 542-7330 Number of data requests/inquiries completed A.R.S. §§ 36-132, 36-136, 36-301 to 36-347 Number of children referred for services 67 65 65 Richard S. Porter, Bureau Chief 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 2011 Actual FY 2012 Estimate FY 2013 Request To conduct quality surveys of behavioral risk factors affecting the health of Arizonans and report findings. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Survey response rate (percent) 75 75 75 Percent of calls completed 50 50 50 6,000 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 304 306 310 849.2 125.0 125.0 69.0 1,000.0 1,000.0 Other Non Appropriated Funds 1,167.1 1,165.6 1,165.6 Number of birth, death, fetal death, marriage, divorce and abortion records processed into populationwide health status information (in thousands) 2,500 2,500 2,085.3 2,290.6 2,290.6 Requests for health status data and information answered 2,500 Program Total FTE Positions 32.0 0.0 0.0 Number of annually updated reports on the health status of Arizona residents prepared and published 12 12 12 General Funds Other Appropriated Funds  Goal 1 To collect, manage and provide patient level hospital emergency department and inpatient data to the Department of Health Services and other stakeholders. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of records processed (in millions) 2.7 2.8 2.8 Number of inpatient reports 186 220 221 Number of emergency room reports 136 138 138 50 50 52 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of rate comparison reports (Schedule 13) 106 108 108 Number of charge master reviews 885 950 950 Number of Uniform Accounting Reports received 359 365 365 Number of financial audits received 106 108 108 Number of Medicare cost reports received 359 365 365 Number of referrals/consultations Performance Measures 1,225 1,500 1,500 Number of complaints reviewed 20 25 25 Number of investigations conducted 10 15 15  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 38,995 40,945 42,992 Percentage of cases reported within 1 year of the close of diagnosis year 65 70 70 Number of data requests/inquiries completed 23 40 40 Number of audits Audit error rate (percent)  Goal 4 9 9 5 5 To collect and maintain accurate and complete statistical data relating to the occurrence of birth defects among infants born in Arizona to Arizona residents. Performance Measures Page 224 0 N/A FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents Subprogram Summary HSA 5.3 Subprogram Summary HSA 5.4 VITAL RECORDS EMERGENCY MEDICAL SERVICES Pat Adams, Office Chief Terry Mullins, Bureau Chief Phone: (602) 364-1225 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 1,066.4 0.0 Other Appropriated Funds 575.7 0.0 0.0 Other Non Appropriated Funds 894.0 353.9 353.9 Program Total 2,536.1 353.9 353.9 FTE Positions 45.0 0.0 0.0  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 0.0 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 11 11 11 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 9 9 9 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 2012 Estimate FY 2013 Request 0.0 0.0 0.0 2,602.2 0.0 0.0 1.4 1.4 1.4 Program Total 2,603.6 1.4 1.4 FTE Positions 35.0 0.0 0.0 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 To ensure the health and safety of Arizonans through licensing, monitoring, and technical assistance of ambulance services. Performance Measures Number of ambulances registered  Goal 2 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 950 960 970 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 Department of Health Services FY 2011 Actual Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 Page 225 Return to Table of Contents Subprogram Summary HSA 5.5 Subprogram Summary HSA 5.6 ARIZONA POISON CONTROL STATE LABORATORY SERVICES Terry Mullins, Bureau Chief Victor Waddell, Bureau Chief Phone: (602) 364-3149 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Request 756.3 990.0 990.0 Other Appropriated Funds 0.0 0.0 0.0 General Funds 3,539.1 0.0 0.0 Other Non Appropriated Funds 0.0 0.0 0.0 Other Appropriated Funds 5,600.4 6,248.2 6,248.2 Other Non Appropriated Funds 2,058.1 2,016.9 2,016.9 Program Total 756.3 990.0 990.0 FTE Positions 0.0 0.0 0.0 Program Total 11,197.6 8,265.1 8,265.1 FTE Positions 128.7 58.3 58.3  Goal 1 To provide 24-hour, seven day-a-week statewide poison and drug information to doctors, medical institutions and citizens. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of follow up calls received (University of Arizona) 50,000 53,000 55,000 Number of follow up calls received (Banner Poison Control center) 156,417 159,546 162,366 Number of calls made (U of Arizona) 53,000 56,000 59,000 Number of calls made (Banner Poison Control Center) 104,278 106,364 108,491 Performance Measures  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 2011 Actual FY 2012 Estimate FY 2013 Estimate 293 500 500 FY 2012 Estimate FY 2013 Estimate 425 350 350 99 99 99 Number of chemical PT samples 1,260 1,280 1,280 Percent of chemical PT samples correct 98 100 100 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of newborns screened under the Newborn Screening Program 84,139 82,000 79,950 Number of secondary screens 74,453 72,500 70,600 111 125 125 84,962 82,800 80,700 115 125 125 1 1 1 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 Page 226 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 181 150 150 Number of encephalitis positive mosquito pools 72 70 70 Number of animals identified positive for rabies 49 50 50 Number of people exposed to rabid animals 27 40 40 Number of tests negative for rabies: vaccine not required 570 550 550 Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of bacterial cultures performed 4,145 4,000 4,000 Number of significant isolates 1,822 1,800 1,800 Number of serological tests performed 5,152 5,000 5,000 605 600 600 1,899 1,500 1,500 Performance Measures Number of significant findings Number of respiratory viral cultures Number of positive influenza cultures Subprogram Summary HSA 5.7 EPIDEMIOLOGY AND DISEASE CONTROL Cara Christ, Bureau Chief Phone: (602) 364-1889 A.R.S. §§ 36-132, 36-136 401 400 400 Number of Influenza PCR tests performed 2,611 2,500 2,500 Mission: Number of positive cases of seasonal influenza 1,576 1,200 1,200 Number of positive cases of novel H1N1 influenza virus 428 400 400 To monitor, investigate, prevent, and control diseases in Arizona through programs in infectious disease control, environmental health, HIV/AIDS prevention, and immunizations. Number of human specimens tested for West Nile Virus 203 200 200 Number of human specimens testes positive for West Nile Virus 56 50 50  Goal 4 To protect the public's health from environmental hazards by providing both routine and emergency surveillance and analytical services (food, surface water (SW), drinking water (DW), lead, etc). Performance Measures Number of samples for environmental lead FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 71 50 50 Percent of samples identified with lead 21 15 15 Water samples (DW & SW): Chemical parameters tested 129 140 140 Water samples (DW & SW): Positive chemical results 129 140 140 Number of water tests - microbiology 161 150 150 Percent of samples violating standards (SW) 0 5 5 Percent of samples violating standards (DW) 7 7 7 135 135 135 14 10 10 Number of food tests Percent of samples containing contaminants  Goal 5 Description: Funding and FTE Summary: (Thousands) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of environmental labs licensed 138 138 138 Number of Clinical Laboratory Improvement Act labs surveyed 150 148 148 9 9 9 Number of labs with condition level deficiencies FY 2011 Actual General Funds FY 2013 Request 1,590.7 43.7 0.0 0.0 Other Non Appropriated Funds 37,445.0 37,445.0 37,445.0 Program Total 39,827.3 39,035.7 39,035.7 FTE Positions 117.2 85.1 85.1  Goal 1 1,590.7 To collect and maintain accurate and complete data relating to the occurrence of diseases in Arizona. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 54,756 45,200 45,200 Number of animals detected that have diseases transmittable to humans (rabies, plague, hantavirus, etc.) 145 200 250 Number of non-infectious diseases (lead poisoning, pesticide exposure, etc.) 98 96 94 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 2011 Actual FY 2012 Estimate FY 2013 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 23,130 20,000 20,000 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 Department of Health Services FY 2012 Estimate 2,338.6 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 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. Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4.4 4 4 Page 227 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of contacts to active tuberculosis cases who complete prophylaxis 85 64 75 Percentage of TB patients receiving directly observed therapy 91 95 95 Performance Measures  Goal 4 Performance Measures Number of healthcare and service providers serving at-risk populations trained Number of participants at health fairs FY 2012 Estimate Number of technical assistance visits 0 0 0 400 450 500 25,000 30,000 35,000 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of positive results received 31,000 31,500 31,500 Percent of results that are accurate 90 92 93  Goal 7 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of risk assessments 0 1 1 Number of epidemiological studies 0 1 1 Number of ADHS/DEQ consultations 4 5 5 Number of emergency response/requests 3 3 3 1,200 1,200 1,200 4 5 5 Number of inquiries for information Number of health consultations  Goal 8 Number of reports in registry Number of follow-up consultations Number of investigations  Goal 9 FY 2011 Actual FY 2012 Estimate 97 95 93 280 270 270 5 5 5 Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of investigations 1 1 1 Number of reports in registry 2 2 2  Goal 10 Performance Measures Number of ADC facilities inspected Percent of ADC facilities in compliance Page 228 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 392 405 405 90 90 90 132 140 140 95 95 95 FY 2013 Estimate Number of joint inspections/trainings 10 10 10 Number of sanitation standardizations 1 2 2 Number of county health department program evaluations 0 2 2 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of health consultations 4 5 5 Number of environmental education presentations 4 5 5 Number of community consultations 35 25 25 Number of technical assistance consultations 12 10 10 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 2011 Actual FY 2012 Estimate FY 2013 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 2011 Actual FY 2012 Estimate FY 2013 Estimate 17,000 16,500 16,500 Number of HIV-related training workshops 45 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Percent of timely completions from initial report through case investigation (within 12 months) 100 100 100 Number of cases identified - AIDS 225 230 235 Number of cases identified - HIV 404 410 415 Performance Measures  Goal 17 To rapidly and accurately respond to medical provider requests for medications provided by the DHS AIDS Drug Assistance Program. FY 2011 Actual FY 2012 Estimate FY 2013 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 1,500 1,900 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 2013 Estimate FY 2012 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 2012 Estimate To increase assistance to and responsibilities of County Health Departments by conducting joint sanitarian inspections, standardization, program evaluation, and needs assessments. Performance Measures FY 2013 Estimate FY 2011 Actual FY 2011 Actual  Goal 14 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. Performance Measures  Goal 12 Performance Measures To provide Arizonans with a variety of timely and effective health assessments related to releases of hazardous substances and contaminants into the environment. Performance Measures Percent of facilities in compliance 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 Number of facilities inspected FY 2013 Estimate To provide STD-related technical assistance to improve communication and collaboration, ensure contract compliance and (within resource limits) assist laboratories, providers, county health departments, correctional institutions and Indian Health Service hospital and service units. Performance Measures  Goal 6 FY 2011 Actual 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. Number of HCV cases reported  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. Department of Health Services Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Immunization rate among 2-year old children 85 86 86 Percent of children in compliance with ADHS prescribed vaccination levels at CCFs 96 96 96 Percent of kindergarten children in compliance with ADHS prescribed vaccination levels 96 96 96 Percent of adolescents (7th grade) in compliance with ADHS prescribed vaccination levels 94 Performance Measures  Goal 19 Performance Measures Percent of newborns who receive appropriate prophylactic treatment at birth  Goal 20 Percent of CHDs in compliance (per calendar year) 94 94 Mission: To prepare for, detect, and respond to public health emergencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 193 193 193 85 90 92 FY 2011 Actual 100 FY 2012 Estimate 100 FY 2013 Estimate Percent of eligible provider sites enrolled Number of provider sites enrolled FY 2012 Estimate FY 2013 Estimate 89 90 90 909 910 915 Funding and FTE Summary: (Thousands) 0.0 0.0 0.0 0.0 Other Non Appropriated Funds 27,333.5 24,703.2 24,703.2 Program Total 27,401.8 24,703.2 24,703.2 FTE Positions 56.9 56.9 56.9 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 FY 2012 Estimate FY 2013 Estimate Percent of enrolled provider sites submitting data to the registry 97 97 97 Percent of resident children under 19 years of age in the registry with an immunization event 96 97 97 Performance Measures Percent of enrolled provider sites submitting data to the registry within 30 days 83 84 84 Number of persons who have received training Percent of resident children < 6 years of age with two or more immunization events in the registry 89 89 89 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 Performance Measures Number of routine inspections Number of complaint inspection/actions Number of enforcement actions  Goal 24  Goal 2  Goal 3 FY 2012 Estimate FY 2013 Estimate 63,882 60,000 60,000 1,450 1,400 1,300 18 15 10  Goal 4 FY 2012 Estimate FY 2013 Estimate 6,100 6,300 6,400 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 4,000 4,200 4,300 To ensure trained volunteers statewide are trained to assist in dispensing clinics and other operations during a public health emergency. Number of trained volunteers to assist in state and local public health emergency operations FY 2011 Actual FY 2011 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 FY 2013 Request 0.0 FY 2011 Actual  Goal 23 FY 2012 Estimate 68.3  Goal 1 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 FY 2011 Actual Other Appropriated Funds 100 FY 2011 Actual Description: The Bureau of Emergency Preparedness and Response was created to prepare for, detect, and respond to public health emergencies. The Bureau is responsible for emergency preparedness, which includes planning, education, and exercises, and emergency response, which includes electronic disease surveillance, risk communication, public information, and logistics. The Bureau's activities focus on developing an operable statewide public health system that includes the counties, tribes, hospitals, long term care facilities, ambulatory services, health care providers, and health plans. General Funds To enroll providers in the Vaccines for Children Program. Performance Measures  Goal 22 Phone: (602) 364-3751 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 To assure pregnant women are screened for HBsAg and the newborns receive appropriate prophylactic treatment. Number of pregnant women identified as HBsAg positive Subprogram Summary HSA 5.8 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 13,250 13,500 13,700 To develop an electronic disease surveillance system (MEDSIS). Performance Measures Number of user from agencies, organizations, and other entities reporting to MEDSIS FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2,500 2,750 3,000 To monitor compliance to regulations with the Federal Tobacco Control Act Performance Measures Number of inspections (undercover buys / advertising & labeling) Department of Health Services FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,000 1,500 1,500 Dollars (in thousands) are listed as requested by agencies. Page 229 Return to Table of Contents Subprogram Summary HSA 5.9 Subprogram Summary HSA 5.10 TOBACCO AND CHRONIC DISEASE HEALTH SYSTEMS DEVELOPMENT Wayne Tormala, Bureau Chief Patricia Tarango, Bureau Chief Phone: (602) 364-0834 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 2011 Actual General Funds FY 2012 Estimate 0.0 Other Appropriated Funds Other Non Appropriated Funds FY 2013 Request 0.0 0.0 0.0 0.0 21,285.7 21,285.7 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) 0.0 18,407.3 Description: FY 2011 Actual General Funds 18,407.3 21,285.7 21,285.7 FTE Positions 16.0 16.0 16.0  Goal 1 To reduce tobacco use among Arizonans. 1,544.7 107.5 0.0 0.0 Other Non Appropriated Funds 4,612.2 4,557.7 4,557.7 Program Total 5,976.6 6,102.4 6,102.4 FTE Positions 13.5 13.5 13.5 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of cessation clients who receive complete service from the ASHline 17,364 19,000 19,500 Average quit rate for ASHline cessation clients in the last seven months for at least 24 hours 37 37 39 Performance Measures 13.5 13.5 12 Percent of areas redesignated in a timely manner 20 17 17 5 4 4 Performance Measures Percent of adults who smoked in the last month Percent of high school youth who smoked in the last month Percent of middle school youth who smoked in the last month  Goal 2  Goal 1  Goal 2 Performance Measures Number of health professionals trained on accepted standards of care for people with diabetes Percent of adults reporting diabetes Number of lay health workers trained on diabetes in non-steps communities FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 261 300 320 11.4 10 8.5 334 400 400 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 100 100 100 To assist in recruitment of primary care providers to underserved areas. Number of J-1 Visa Waivers supported FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 25 30 30 Number of National Health Service Corp new contracts 103 85 85 Number of Health Professional Shortage Act designations obtained 17 54 24  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 new loan repayment contracts awarded  Goal 4 FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 18 20 20 To improve the delivery of breast and cervical cancer screening for underserved women. Performance Measures Number of women screened through Page 230 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 2013 Request 1,256.9 Other Appropriated Funds Program Total FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 7,356 8,500 8,500 Department of Health Services Return to Table of Contents Performance Measures FY 2011 Actual FY 2012 Estimate FY 2013 Estimate  Goal 5 Performance Measures  Goal 6 ORAL HEALTH To improve the delivery of colorectal cancer screening for all Arizonans. Number of people screened through the Fit at Fifty HealthCheck Program (New 2010) FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 1,450 1,450 1,450 Phone: (602) 542-1866 Mission: To promote oral health for the well-being of all Arizona residents. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of health disparities-related training/presentations 20 25 30 Number of health professionals trained on health disparities-related activities 539 500 600 Number of health profession students trained on health disparities-related activities including CLAS standards 33 100 100 Number of community members educated on health disparities-related issues 1,142 1,200 2,000 4 4 6 Number of health equity activities implemented (New 2010) Julia Wacloff, Office Chief A.R.S. § 36-132 To improve the health outcomes for racial and ethnic populations in Arizona. Performance Measures Subprogram Summary HSA 5.11 the Well Woman HealthCheck program. Description: The Office of Oral Health provides assistance to communities in assessing dental needs and resources; provides assistance in the development of community dental clinics and other dental care delivery models; provides technical assistance and consultation for developing oral health care standards, policies and systems; conducts oral health assessments of communities; monitors oral health workforce issues; provides training on oral health issues; promotes the use of dental sealants and optimally fluoridated water; provides preventive services to eligible, high risk persons including dental sealant placement and fluoride mouth rinses. Funding and FTE Summary: (Thousands) FY 2011 Actual General Funds FY 2013 Request 136.1 0.0 0.0 0.0 0.0 940.5 940.5 940.5 Program Total 1,076.6 940.5 940.5 FTE Positions 8.5 8.5 8.5 Other Appropriated Funds Other Non Appropriated Funds  Goal 1 0.0 To prevent oral diseases in children and adults. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate The percent of high-risk children in second grade who never had tooth decay 23 25 26 The percent of high-risk children who receive preventative dental care annually 38 40 40 6,945 7,000 7,000 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 56 56 The number of children participating in the Arizona Fluoride Mouthrinse Program 24,875 24,900 24,900  Goal 2 To increase access to dental care for children and adults. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate The percent of adults who receive dental care annually 70 70 70 The percent of high-risk children who receive dental care annually 43 45 45 30 30 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 2011 Actual FY 2012 Estimate FY 2013 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 39 40 40 Number of professionals and paraprofessionals trained in emerging oral health issues 175 200 200 Performance Measures Department of Health Services FY 2012 Estimate Dollars (in thousands) are listed as requested by agencies. Page 231 Return to Table of Contents FY 2011 Actual FY 2012 Estimate FY 2013 Estimate Older adult death rates (ages 65-84) per 100,000 as a result of a serious fall 37.8 38 38 Older adult death rates (ages 85+) per 100,000 as a result of a serious fall 368.5 375 375 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 2011 Actual General Funds FY 2012 Estimate FY 2013 Request 1,665.0 2,093.4 464.6 450.0 450.0 Other Non Appropriated Funds 12,798.2 13,412.8 13,412.8 Program Total 14,927.8 15,956.2 15,956.2 FTE Positions 46.6 43.6 43.6 Other Appropriated Funds  Goal 1 2,093.4 To reduce mortality and morbidity of the maternal and child population. FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 2.1 2 2 Reduction in rate of hospitalizations for nonfatal injuries and poisonings per 100,000 adolescents ages 15 through 19 558.9 550 525 Reduction in rate of hospitalizations due to violence against women per 100,000 women ages 18 and older 26.3 25 25 Number of child care health consultation service units provided 300 300 300 7,490 7,500 7,500 Performance Measures Reduction in the rate of deaths to under age 15 children caused by motor vehicle crashes 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 2011 Actual FY 2012 Estimate FY 2013 Estimate Number of low-income women (150 percent of the Federal Poverty Level) who receive reproductive health/family planning services funded by the Office of Women's and Children's Health 5,060 5,060 5,060 Number of children (ages 1 through 14) hospitalized for ambulatory care sensitive conditions per 100,000 732.4 732.4 732.4 43 43 43 2,018 2,000 2,000 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 2012 Estimate FY 2013 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) Page 232 FY 2011 Actual FY 2011 Actual FY 2012 Estimate FY 2013 Estimate 6.7 6.5 6.3 Dollars (in thousands) are listed as requested by agencies. Department of Health Services Return to Table of Contents Subprogram Summary HSA 5.13 Subprogram Summary HSA 5.14 CHILDREN WITH SPECIAL HEALTH CARE NEEDS NUTRITION AND PHYSICAL ACTIVITY Marta Urbina, Office Chief Karen Sell, Bureau Chief Phone: (602) 542-2528 Phone: (602) 364-0687 A.R.S. §§ 36-132 A.R.S § 36-132 Mission: 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. 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. Description: The Office for Children with Special Health Care Needs (OCSHCN) 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. OCSHCN 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 2011 Actual General Funds FY 2012 Estimate 22,787.2 Other Appropriated Funds 105.2 FY 2013 Request 0.0 0.0 0.0 73,518.5 1,001.5 1,001.5 Program Total 96,305.7 1,106.7 1,106.7 FTE Positions 40.0 36.5 36.5 Funding and FTE Summary: (Thousands) To provide families of children and youth with special health care needs (CYSHCN) and other individuals information and referral on access to care, treatment and community-based services, understanding their rights and responsibilities regarding their health insurance coverage, the importance of partnering and communicating effectively with their medical home provider. Performance Measures Number of people provided information and referrals for CYSHCN: Number of letters sent to SSI applicants and families of children born with birth defects on the potential resources for which they may be eligible Number of informational/ educational materials distributed  Goal 2 FY 2012 Estimate FY 2013 Estimate 320 400 475 1,300 1,400 1,475 0.0 0.0 400.0 400.0 Other Non Appropriated Funds 176,932.3 174,932.0 174,932.0 Program Total 177,114.4 175,332.0 175,332.0 FTE Positions 75.3 75.3 75.3 Percent of Arizona families partnering in decision making and satisfied with services per the SLAITS survey Number of events, presentations and trainings 700 FY 2012 Estimate FY 2013 Estimate Percent of adult population eating five or more servings of fruits and vegetables daily 25.2 25.7 26.2 Percent of adult low-income population eating five or more servings of fruits and vegetables daily (