201 11 M Marico opa Co ounty Annual Report of Accomplishments | 2 Andrew Kunasek, Chairman, District 3; Max Wilson, District 4; Mary Rose Wilcox, District 5; Don Stapley, District 2; Fulton Brock, District 1 District 1 Fulton Brock 301 W. Jefferson, 10th Floor Phoenix, AZ 85003 (602) 506‐1776 fbrock@mail.maricopa.gov District 3 Andrew Kunasek, Chairman 301 W. Jefferson, 10th Floor Phoenix, AZ 85003 (602) 506‐7562 akunasek@mail.maricopa.gov District 2 Don Stapley 301 W. Jefferson, 10th Floor Phoenix, AZ 85003 (602) 506‐7431 dstapley@mail.maricopa.gov District 4 Max Wilson 301 W. Jefferson, 10th Floor Phoenix, AZ 85003 (602) 506‐7642 mwwilson@mail.maricopa.gov District 5 Mary Rose Wilcox 301 W. Jefferson, 10th Floor Phoenix, AZ 85003 (602) 506‐7092 mrwilcox@mail.maricopa.gov County Administration County Manager David R. Smith Deputy County Manager Sandra L. Wilson 301 W. Jefferson Street Phoenix, AZ 85003‐2143 Phone: (602) 506‐3011 Managing for Results Christopher Bradley, Director Dr. Janet Woolum, MFR Facilitator Kirk Jaeger, MFR Facilitator www.maricopa.gov Annual Report of Accomplishments | 3 CONTENTS Introduction 4 Mission 5 Vision 5 Values 5 Strategic Priorities 6 safe communities 7 access to justice 10 public health 13 individual empowerment 16 sustainable environment 19 effective economy 25 quality transportation 28 citizen satisfaction 30 fiscal strength 33 quality workforce 36 National Association of Counties (NACo) Achievement Awards, Maricopa County Award Winners — 2011 39 Managing for Results 40 Annual Report of Accomplishments | 4 Introduction If the Maricopa County Strategic Plan presents a roadmap, then this 2011 annual report represents the first few miles of our journey to a better performing, more efficient and results‐oriented government, one both capable and determined to raise the quality of life for Arizona residents. And judging by accomplishments both large and small, signaling major achievements and smaller incremental progress, 2011 has been a very good year for Maricopa County. The evidence of our progress is as apparent as it is significant: The imposing new Criminal Court Tower in downtown Phoenix, completed on‐time, under budget, with a spectacular safety record and with technology and design features to enhance the efficiency, access and safety of all who seek justice. The continued fiscal stability of the County government, a model for other state and local jurisdictions. The display of solar panels atop county office buildings, emblematic of the County’s commitment to reducing energy costs and its carbon footprint. In the impressive renovation of the historic Santa Fe Freight Depot, now an office for the County Assessor. The creation of Maricopa “OpenBooks,” a user‐friendly transparency website for ordinary citizens to track the use of taxpayer monies. The County Recorder’s remote kiosks, making it so easy for suburban residents to record documents without driving to downtown Phoenix. Two Maricopa County employees won prestigious Gabe Zimmerman Awards for outstanding public service given by The Center for the Future of Arizona. Other employees were honored by the National Association of Counties and in the Arizona Quality Awards. But our progress is not measured simply in major milestones and gleaming new structures. County government’s 12,800 employees work to provide services in public health, employment training, recreation, education, probation, law enforcement and justice for nearly 4 million residents. We can do that better only if we get the little things right too. 2011 saw the establishment of the intranet Idea Factory, to spur communication, collaboration and innovation across the county. And a youth leadership experience that is aimed at teaching civics and introducing young people to County government. Important, if less publicized, advances have been made in probation and justice prevention services, aimed at reducing recidivism among juvenile and adult offenders. 13 additional miles were added to the Maricopa County Trail System and a Vulture Mountain Regional Park plan moved closer to fruition, with a solid partnership between the County and the federal Bureau of Land Management. The Board of Supervisors initiated an economic development fund to offer incentives to companies to locate high‐paying jobs to the region. The strategic plan for the five years, 2011‐2015, outlined ambitious goals to serve our citizens better and to earn greater public trust. If 2011 is a gauge, then we will succeed in meeting our goals. Annual Report of Accomplishments | 5 Mission The Mission of Maricopa County is to provide regional leadership and fiscally responsible, necessary public services so that residents can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Values Public Interest First Open and Honest Accountable Measure Results Relentless Improvement Communicate and Collaborate All People Realize Their Full Potential Annual Report of Accomplishments | 6 Safe Communities Quality Workforce Fiscal Strength Access to Justice Strategic Priorities Citizen Satisfaction Public Health Individual Empowerment Quality Transportation Sustainable Environment Effective Economy The Countywide Strategic plan is a comprehensive planning document that organizes County government’s long‐term vision into 10 strategic priority areas and 29 strategic goals. In June 2010, the Maricopa County Board of Supervisors adopted the strategic plan to guide important policy and investment decisions over the following five years. The Strategic Priorities outlined in this document were established to help maintain a focus on the most critical issues facing us as a local government over the next five years. They provide focus for policy and funding decisions and, where appropriate, provide guidance in the reallocation of existing resources. Services provided by Maricopa County are targeted to achieve strategic priorities in one of 10 strategic areas. Each priority has several goals and specific measures to evaluate performance. These goals and measures are long‐term in nature, targeting the year 2015 to achieve the Board of Supervisors’ vision for our community. The accomplishments listed in the following pages are reflective of the actions departments are taking to contribute to the overall success of achieving the goals in the plan. Annual Report of Accomplishments | 7 Government can provide no more basic or more critical service than ensuring public safety. Indeed, the Declaration of Independence, our earliest document as a nation, recognizes “life, liberty and the pursuit of happiness” as basic inalienable rights. Maricopa County through its courts, prosecutors, jails and probation services all play a critical role as part of a justice system that must work for all. Over the next five years, the county will complete several major capital projects and technology enhancements that will improve key elements of the justice system well into the future. These are investments that will enable our law enforcement officers, judges, detention officers and probation officers to administer justice swiftly and effectively at reduced risk for the public. We must make these improvements. We have no other choice if we are to reach our ambitious goals in public safety. safe communities ENSURE SAFE COMMUNITIES Strategic Goal: By 2015, the violent crime rate per 100,000 inhabitants in Maricopa County will be 440 or lower, a 3.3% reduction from the 2008 rate. c In 2010, the violent crime rate in Maricopa County decreased to 370.8 per 100,000 inhabitants from 393.7 per 100,000 inhabitants in 2009. This is an 18.5% reduction from the 2008 rate. The rate reported in 2010 is well below the goal target of 440 violent crimes per 100,000 inhabitants. It appears as though we are on a positive track to exceed the goal within the targeted time frame. Violent Crime Rate in Maricopa County (per 100,000 inhabitants) 600 509.9 500 490.8 455.2 440.0 393.7 400 370.8 300 200 100 0 2006 2007 2008 2009 2010 2015 GOAL Source: FBI Crime in the United States Strategic Goal: By 2014, the property crime rate per 100,000 inhabitants in Maricopa County will be 4,170 or less, a 2.0% reduction from the 2008 rate. Property Crime Rate in Maricopa County c In 2010, the property crime rate in Maricopa County decreased to 3,534 per 100,000 inhabitants from 3,602 per 100,000 inhabitants in 2009. This is a 17% reduction from the 2008 rate. c The rate reported in 2010 is well below the goal target of 4,170 property crimes per 100,000. It appears as though we are on a positive track to exceed the goal within the targeted time frame. (crimes per 100,000 inhabitants) 6,000 5,000 4,878 4,653 4,256 4,000 4,170 3,602 3,534 2009 2010 3,000 2,000 1,000 0 2006 2007 Source: FBI Crime in the United States 2008 2014 GOAL Annual Report of Accomplishments | 8 c Too often violent and property crime victims are victimized a second time when probationers shirk their obligation to pay restitution. This new program assists in holding criminals accountable and assures that the rights of victims are addressed. The Crime Victim Restitution Project created by the Maricopa County Attorney’s Office (MCAO) and the Clerk of the Superior Court uses MCAO investigators to locate victims due restitution, but whom the Court has been unable to find. Investigators use their professional resources and expertise to locate victims who may have moved or changed names. Often this work is done on a volunteer basis during non‐duty hours. More than $1 million in restitution has been returned to more than 3,000 victims to date. c The Maricopa County Attorney’s Office (MCAO) Information Technology Division created and implemented a drill‐down dashboard application this year to provide up‐to‐the‐minute status reports on the office’s criminal case reporting – available via attorney’s computer desktops. This toolset, created within the MCAO IT infrastructure, resulted in a responsive interface for prosecutors. The dashboard provides attorney‐specific information on pending cases, cases assigned for trial and sentencing and other workload indicators. This achievement allowed MCAO chiefs to throw away their pencils and old fashioned “tick sheets” and helped them manage their bureau caseloads “instantly.” The dashboard contributes to the MCAO’s ability to help manage workloads in order to address the daily changes in violent and property crimes. c Adult Probation Department’s performance results for FY2011 demonstrate that tremendous progress has been made on the crime‐reduction goal. Revocations to prison and new felony convictions have dropped significantly, while successful completions of probation have increased. o 1,340 more people successfully completed probation last fiscal year than in FY2008. o 1,601 fewer people were revoked to prison this fiscal year than in FY2008. o 885 fewer probationers had a new felony sentencing in FY2011 compared to the number with a new felony sentencing in FY2008. Strategic Goal: By 2015, the rate of juvenile recidivism will be at or less than 15%. The juvenile recidivism rate for FY2011 was 15.4% based on adjudication within 365 days after the first referral in FY2010. With the assistance of the National Center for State Courts, the Juvenile c Probation Department developed and began implementation of a strategic plan focused on evidence‐based practices (EBP). The overarching goal of EBP within Juvenile Probation is to enhance community safety by reducing recidivism and providing services targeted to juvenile offender needs. The Juvenile Probation Department collaborated with the Administrative c Office of the Courts and Court Technology Services to secure a dynamic needs assessment tool. The Arizona Youth Assessment System (AZYAS) is a modified version of the Ohio Youth Assessment System (OYAS), which was developed by juvenile justice expert Dr. Edward Latessa and his University of Cincinnati research team. The use of the AZYAS will further enhance the Department’s ability to provide the appropriate supervision and services to youth on probation and is ultimately expected to help reduce recidivism. c The creation of the Human Services Department’s Community Justice Support Services Division in FY2011 was designed to help reduce recidivism to the criminal justice system by providing intensive cross‐systems case management for both probationer/participant and family. c A case plan committee in the Juvenile Probation Department has been working this year on a universal case plan designed to assess and utilize best practice outcomes. It is planned to be implemented in FY2012. The case plan will be based on the criminogenic needs identified by the AZYAS and will provide a “map” for the probationer to enhance the likelihood of success on probation, and consequently, reduce overall recidivism. c The Maricopa County Education Service Agency (MCESA) established the Youth Transition Advisory Council (MYTAC) with multiple relevant stakeholders. MYTAC has a membership of approximately 60 members representing 36 agencies; state and local leaders, representatives of relevant agencies, service providers, nonprofit organizations and other key stakeholders. MYTAC provides the essential foundation for the Juvenile Transition and Transformation initiative of MCESA, which addresses all aspects of juvenile transition services. The vision of MYTAC is “successfully integrating youth through the strength of our community.” MYTAC’s mission An nnual Report of o Accomplish hments | 9 is to develop a sustainable program p design that connects seervices for releaased students in a manner that demonstrates d m measurable C structure e includes six sub bcommittees rellated to the resiliency‐research‐‐based four dom mains of Educatio on and gains. The Council Career, Hom me and Family, Hobbies H and Reccreation and Com mmunity and Service. In addition n there is a Med dia/Communicattions Committee and Research Co ommittee. Each subcommittee has adopted a strategic and tacttical plan (STP) which w supports the t overall MYTAC STP. o diversiion, so they c Juvenile Citation Court is a new program thhat helps reducee juvenile recidivvism by offering some juvenile offenders can pay a fin ne or appear beffore a hearing officer o instead off going through Superior S Court. Juveniles J who are accused of status offenses or traffic offenses, if eligible, beneefit from the social services optio ons offered. Thiss change saves a tremendous am mount of nancial resources by not using prosecutors, judgges or defense atttorneys. Citatio on Court is a join nt project between the time and fin MCAO, Juve enile Court, Juve enile Probation,, the Public Advo ocate’s Office, and a Arizona State University. O Other Safe Com mmunities Prio ority Activities: M Office e received a National Association n of c Justice System Planning and Information (JJSPI) of the Marricopa County Manager’s Counties aw ward for the proggram called PASSAGES—PAthwaays to Success, Security, S and Gainful Employment Solutions. The PASSAGES program p provide es employment, educational, and vocational training to male an nd female adultss with criminal histories. PASSAGES increased the em mployment rate and decreased the t recidivism raate for ex‐offend ders, resulting in n their successful community reintegration an nd reduced costs for the criminaal justice system m. Results for FY2 2011 demonstrated that for ex‐o offenders enrolled and d engaged in the e program, nearrly 70% received employment an nd over 87% of remained r crime‐‐free for six mon nths. M Office e partners with the t U.S. Attorney’s Office c Justice System Planning and Information (JJSPI) of the Marricopa County Manager’s nating Committeee (LECC) Re‐entry Initiative. Thee LECC is a coalittion of for the Distrrict of Arizona on the Law Enforcement Coordin governmenttal and commun nity‐based organ nizations reducin ng barriers to thee successful com mmunity reintegration of ex‐offeenders in order to low wer crime and in ncrease public saafety. JSPI facilitaates the Education and Employm ment sub‐committee of the LECC C, whose goal is to foster ex‐offenderrs’ equal access to education and employment opportunities o so o they can increaase they employyment rate, a crime‐freee lifestyles. become selff‐sufficient and adopt 2 and by the end of the summ mer, Maricopa County C Attorneyy’s Office c The Safe Kidds Summer Safetty campaign kickked off in June 2011 (MCAO) volunteers had visiited 16 swimmin ng pools across the t county. Morre than 2,000 kid ds visited the MC CAO tents at thee pools and answered saafety questions, played safety games and particcipated in safetyy trivia for the op pportunity to win MCAO prizes. Hundreds of Child ID and a DNA Kits also were distributted to parents. Safety S quizzes included question ns on interactingg with strangers, memorizingg parents’ home and cell phone numbers and ussing the Internett safely. The Safee Kids Summer campaign c helps fulfill f the MCAO’s pledge to protect and a strengthen communities, c teaching children and their parents how to be saffe and free from m crime. Annual Report of Accomplishments | 10 On a beam high atop the new Criminal Court Tower in downtown Phoenix a hand‐written inscription is painted: “Injustice anywhere is a threat to justice everywhere.” These ideals have inspired the Maricopa County Superior Court for more than a century, longer than Arizona has been a state. Ours is one of the most respected and honored judicial systems in America, for its performance, its commitment to innovation, convenience and access. That relentless drive to improve has served us well during the recent economic recession, in which the judiciary has continued to serve despite budget and staff reductions and a rise in civil litigation and tax filings. Every day, Superior Court judges and officers make difficult decisions PROVIDE ALL CITIZENS WITH about guilt, innocence, punishment, broken marriages and ACCESS TO AN EFFECTIVE, families, the care of the mentally ill and juveniles in state INTEGRATED JUSTICE custody. The court is asked to resolve disputes and address SYSTEM business malfeasance. We try to do so with competence, wisdom and compassion, employing the highest ethical standards. We intend to keep it that way over the next decade, improving efficiency and access while maintaining our independence and professionalism. It is a high responsibility, one that our officers do not shrink from, but embrace. access to justice Strategic Goal: By 2012, 96% of family cases filed in Superior Court will be resolved within 12 months, and 99% within 24 months. c Total number of family cases filed in Superior Court: Fiscal Year 2009: 31,299 Fiscal Year 2010: 30,177 Fiscal Year 2011: 31,279 Percent of Family Cases Filed in Superior Court Resolved within 12 Months 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 95.0% 95.0% 96.0% 96.9% 97.0% Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2007 2008 2009 2010 2011 96.0% FY2012 GOAL Source: Maricopa County Superior Court; MFRIS c The 97.0% of family cases filed in Superior Court resolved within 12 months in FY2011 is slightly ahead of the 2012 goal of 96.0%. If the case filings stay on the same track for FY2012, the goal will be achieved within the targeted time frame. This is a positive indicator that citizens continue to have access to effective and timely justice. Annual Report of Accomplishments | 11 Strategic Goal: By 2012, 95% of civil cases filed in Superior Court will be resolved within 18 months, and 99% within 24 months. Percent of Civil Cases Resolved within 18 Months 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 95.0% 96.2% 95.0% 96.5% 94.8% 95.0% c Total number of civil cases filed that were resolved: Fiscal Year 2009: 60,050 Fiscal Year 2010: 72,465 Fiscal Year 2011: 73,851 c In FY2011, the percent of civil cases Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 FY2012 GOAL resolved within 18 months was slightly below the goal of 95.0%, but the goal is within reach in the coming fiscal year. Source: Maricopa County Superior Court; MFRIS c Clerk of the Superior Court: Mandatory eFiling. On May 1, 2011, the Clerk’s Office completed the phase‐in of mandatory eFiling for all attorneys filing Civil subsequent documents with the Superior Court. The mandate was put in place through Administrative Order of the Supreme Court to drive efficiency and customer service. All attorneys are now able to eFile through the Supreme Court’s eFiling portal, AZTurboCourt, and all filings are delivered electronically to the Clerk’s Office through system integration. eFiled documents do not require imaging of the paper filing thereby avoiding the costly process for imaging paper filings, which includes sorting and preparing the documents for scanning, scanning each document, reviewing each document for quality, and ultimately destroying the paper filing. Additionally, attorneys may now avoid the cost of physical delivery of the paper filings and realize increased access to filing services (24 hours a day). c The Sheriff's Office contribution to this priority, "Access to Justice," is met primarily with Court paper service. FY2011 was a challenge with all the foreclosures and changes of address of so many people. Nonetheless, the percent of successful attempts to serve remained at an average of 66%. Ann nual Report off Accomplishm ments | 12 SStrategic Goal: By 2013, 85% % of criminal felony cases filed d in Superior Court C will be ressolved within 180 1 days, and 90% 9 w within 365 dayss. c Total number of felony casees filed that werre resolved: Fiscal Year 2009: 2 39,,671 Fiscal Year 2010: 2 33,,573 Fiscal Year 2011: 2 33,,805 Percent of Crim minal Felony Casess Resolved w within 180 Days 100.00% 90.00% 88.90% 81.20 % 81.27% 2.09% 82 81.30% 85.00% 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Fiscal Year Fiscal Yeear Fiscal Year Fisc al Year Fiscal Year 2009 2 010 2007 2008 8 2011 2013 GOAL Source: Maricopa a County Superior Court; MFRIS M t percent of crriminal felony caases revolved wiithin 180 days deeclined from thee percent in FY20 010, but the goaal of 85% c In FY2011, the remains witthin reach for 20 013. SStrategic Goal: By 2014, 85% % of probate ca ases will meet case‐monitorin c ng compliance standards, and d the remaining c cases will be ass close to case‐‐monitoring sta andards as posssible. Perccent of Probate Cases Revieweed within 30 Days of Reequired Due Daate 105.0% 100.0% 100.0% % 100.0% c Total number of probatee cases reviewedd: Fiscal Yeear 2009: 33,211 Fiscal Yeear 2010: 39,392 Fiscal Yeear 2011: 35,963 95.0% 90.0% 85.0% 85.0% 80.0% 75.0% F Fiscal Year 2010 Fiscal Year 2011 2 20 014 GOAL Source: Maricopa County C Superior Court; MFRIS t 100% of prob bate cases weree reviewed within 30 days of req quired due date. The goal has beeen exceeded in n both the c In FY2011, the baseline yeaar of FY2010 and d the most recen nt fiscal year. Annual Report of Accomplishments | 13 No greater challenge faces Arizonans than their physical health. The health care challenge comes in many forms: Its accessibility to underserved populations, its cost and its performance. Yet, Maricopa County’s historic role has been even more fundamental – the protection of county residents from chronic disease and the prevention of illness caused by the environment. There is also a crucial public education mission. As we have come to appreciate more and more, much of our individual health is determined by lifestyle – the food we eat, the amount of rest, relaxation and exercise we get, the precautions we take in our daily lives, from annual physical checkups and monitoring, immunizations against disease to frequently washing our hands. Arizona, often considered a PROMOTE AND PROTECT THE haven for retirees, has always been a comparatively young PUBLIC HEALTH OF THE state. But with the aging of the large Baby Boomer generation, COMMUNITY it too faces an increase in its aging population over the next decade. Maricopa County, as a steward of the public health and a responsible employer, must promote healthy lifestyles and a culture of good health habits to young and old. We are determined to be both an advocate and a model of good health and a leader in the promotion of healthy, sustainable population. public health Strategic Goal: By 2015, at least 80% of two‐year‐old children in Maricopa County will be up‐to‐date with all vaccines recommended by the Advisory Committee on Immunization Practices (ACIP). c The Department of Public Health (DPH) reports that in addition to their routine immunization work, they have been o working with Child Care centers and schools on how to talk with parents about vaccines; o instituting billing of Arizona Health Care Cost Containment System (AHCCCS) plans to provide funds necessary to vaccinate more children; o investigating reimbursement for vaccines to increase the availability of immunizations for the insured children; o working with The Arizona Partnership for Immunization (TAPI) to provide education to health care workers on how to talk with vaccine hesitant parents, and to share with them vaccine preventable disease trends to point out the importance of immunizing on time; o partnering with other community vaccine providers to assure that immunizations are available throughout Maricopa County for uninsured children; o providing educational info to WIC clients; and o adding immunization information to virtually all education they provide. c All families served by the Head Start Zero‐Five Program in the Human Services Department receive support to ensure that their children are completely up‐to‐date on their vaccinations, and, for those children who are too far behind when they come to the Program, get completely updated so that their children achieve “all possible for age” vaccinations. c Employee Benefits’ Passport to Wellness Program is a voluntary program designed to encourage County employees and their family members to take advantage of available preventive health care services, including immunizations, based on age and gender for those enrolled in a County‐sponsored medical plan. Ann nual Report off Accomplishm ments | 14 S Strategic Goal: By 2015, the rate of hospita al admissions due d to respirato ory disease willl decrease by 20%. 2 F From the Public Health H Departm ment: I a typical year in Maricopa Cou In unty, thousandss of persons will be hospitalized due to respirato ory complication ns of influenza. If we can vastly decreasse circulating influenza, we will reduce r hospital admissions a due to respiratory complications of flu. Vaccine preventable diseases are contro olled by creatingg “herd immunitty” to the disease. When it is not feasib ble to vaccinate the t entire population, partial heerd immunity can n be w spread the infection the mo ost. In the case of o influenza, if we w can obtained by taargeting those who vaccinate enough school‐aged d children, we sh hould be able to decrease the flu u – and thus hospitalization ns from its comp plications – by more m than 90%. Our experiencce from the recent influenza pan ndemic showed us that we can do d this, but only if the vaccine is avaiilable free of chaarge and withou ut a complicated billing system that has caused schools s to not participatee. We have enlissted researcherss at ASU to creatte sophisticated software to model the effects of vacccinating particulaar populations at a particular timees. This will allo ow us to know th he percent of school child dren we must vaaccinate to reach h the desired efffect in the comm munity at large, the t cost of d doing so, and thee savings that will be accrued. We W anticipate much higher poteential savings, evven to subsections of the econom my, such as in nsurers, than the cost of the vacccination prograam. We intend to usee this data to persuade funders that it is in theirr own interest to W o pay for such a p program in advance, allowing uss to create a simple system for school‐based vacccination. This should a annually save hundreds of lives, thousands of ho ospitalizations (aas called for in th his strategic goal), h hundreds of thou usands of cases of disease, and tens t of millions of dollars that would w otherwise be p by taxpayerrs. paid SStrategic Goal: By 2015, redu uce childhood obesity o to 15.5 5%, as measureed by data from m the Pediatricc Nutrition S Surveillance Sysstem (PedNSS)) b per year. Without c From the Deepartment of Puublic Health: Obbesity is thoughtt to already cost our communityy more than $1 billion adequate fu unding for directt services to stem m the tide of obeesity in our com mmunity, we have shifted our effforts toward creating policy and systemss changes in schools, health caree facilities, workkplaces and elsew where. We hop pe to persuade decision makers to t create nutrition an nd physical activiity policies that will w allow individ duals to lead heaalthier lives. Exaamples include school nutrition, recess, and physical edu ucation policies, hospital and wo orkplace breastffeeding‐friendly policies, and heealth impact asseessments and otther built environmen nt policies. To do o this we have crreated our first ever e Public Health Policy Office,, and are working with literally hundreds h of community partner agencie es to develop thee scientific basiss and implementtation plans neceessary to assist decision d makerss in mpacts of their institutional policies. understanding the health im Childhood obesityy rate, Maricop pa County, childrren ages 2‐5 c The goaal of reducing childhood obesity to at or below 15.5% haas been met, but trackingg will continue to o see if the rate holds. The T challenge in n the coming years will w be to keep ch hildhood obesityy below the t target while dealing with thee greater problem of overweight children n. 20 .0% 18 .0% 16 .0% 14 .0% 12 .0% 10 .0% 8 .0% 6 .0% 4 .0% 2 .0% 0 .0% 14 .9% 14.8% 15.5% % 20 009 2010 GOALL Sou urce: U.S. Centers for Disease D Control, Pedia tric Nutrition Surveillan nce System (PedNSS) Ann nual Report off Accomplishm ments | 15 man Services De epartment’s Head Start Program m receive health hy, nutritious meeals. The program c Children enrolled in the Hum schedules and encourages regular r physical activity and edu ucates families about the importtance of physicaal activity. The prrogram has d nurse and regisstered dietician on staff. The staaff nutritionist provides training specific to addressing childhood d obesity. a registered 8 family‐oriente ed special eventts were held at Maricopa M County Parks and Reccreation via Speccial Use Permits where the c In FY2011, 80 focus was on health and fitn ness, e.g., juvenile diabetes walk, sponsored run ns, mountain bikke races, hikes, and a kayaking. Th he d Recreation De epartment condu ucted 744 progrrams addressing healthy lifestylees during FY2011 1. Maricopa County Parks and O Other Public Heealth Priority Activities: A D has turned to t policy and sysstems change work w to c From the Deepartment of Puublic Health (DPHH): Due to fundiing challenges, DPH further man ny goals (see desscription under the t childhood ob besity strategy, above). The firsst major success has already beeen realized by the adop ption of the Maricopa County Co ommunity Collegge District (MCCC CD) of a totally smoke‐free s campus policy. MCC CCD is the largest community college district d in the naation to go smokke‐free. This is on nly the first of many m such initiatives DPH is purssuing with its partners. d of the Department D of Business B Strateggies and Health Care C Programs is working with primary p c Ryan White Part A (RWPA) division care provideers to identify methods m to retain n clients in care.. The 2009 reten ntion rates at RW WPA’s main provvider for primaryy care services wass 80.1% (1,407 total t clients seen n/1,127 retained d in care). After implementation i n of strategies to o increase retenttion in care, the retentio on rated increase ed to 88% (1,602 2 total clients seeen/1,347 retain ned in care). Annual Report of Accomplishments | 16 County government is uniquely positioned to link Valley residents to a host of social service agencies, educational institutions, other governmental jurisdictions and private employers that can enhance their quality of life, their employment opportunities and their physical and social well being. Just as we believe that county government must relentlessly improve as a provider of public services, individuals must be given the opportunity and the resources to reach their own goals and be the best person they can be. individual empowerment Many residents find themselves, at different stages of their PROMOTE OPPORTUNITIES lives, in economic and social distress. It is both prudent and FOR AND EDUCATE compassionate for governments to lend assistance. It might RESIDENTS SO THEY CAN be low‐income children who need early education services to IMPROVE THEIR OWN prepare them to be successful in school, the senior citizens CIRCUMSTANCES AND who need help in order to continue living at home, or QUALITY OF LIFE unemployed adults seeking additional training, career counseling and employer connections. Maricopa County, mainly through its Human Services Department, has the capacity to provide those links and empower those residents to achieve greater self sufficiency, a higher quality of life, reduce a burden on the public, and make a contribution to society as a whole and the county in particular. Strategic Goal: By 2014, 80% of Maricopa County citizens who received services through Human Service Department will acknowledge that these services helped improve their capacity to be self‐sufficient. c In FY2010, the department’s Customer Satisfaction Survey indicated that 93% of residents receiving services from the Maricopa County Human Services Department agreed that they were able to move toward self‐sufficiency, and 96% agreed that the services helped their families live better. The 2010 survey represents the baseline information related to the self‐sufficiency measure. c The Head Start program emphasizes connecting families to community resources and supports that will help them to become more self‐reliant before leaving the program. Close to 100% of families served by the program have a documented Family Partnership Agreement. c The Community Development Division utilized funding to improve housing stability through supportive services for vulnerable populations, expanded the supply of affordable rental homes, and provided access to affordable homeownership opportunities. c In FY2010, the Workforce Development Division of the Human Service Department placed 1,283 job seekers into certificate training programs, enabling them to better compete for employment opportunities. Ann nual Report off Accomplishm ments | 17 SStrategic Goal: By 2015, imprrove the careerr, college, and life readiness of o Maricopa Co ounty youth ass evidenced by having 8 of Maricop 85% pa County resid dents with edu ucational attain nment of at lea ast a high‐scho ool diploma or equivalency. c Accordingg the U.S. Censuus Bureau American Ed ducational Attain nment of Population > Age 25 (% of population p attaining high school diplo oma or equivalencyy) Community Survey, 84.3% % of people 25 years y and M County had a least grad duated over in Maricopa from high h school. This is a slight decline from the 84.7% rep ported in 2009. 100.0% 90.0% Education nal attainment of o the population n over age 25 haas remained steaady. Maricopa County C government influences th his percentage through t the work of the Maricopaa County Educattion A (MCES) and a the numerou us and Service Agency varied programs across County C departmeents to ung people with their education. assist you 84.0% % 83.5% 83.7% 7% 84.7 84.3% 85.0% 2006 6 2007 2008 200 09 2010 2015 GOAL 80.0% 70.0% 60.0% 50.0% Source: U.S. Censuss Bureau American Com munity Survey d represen nting 52,000 you uth in the Rewarrding c Maricopa County Educationn Service Agenccy (MCESA) engaaged six school districts W support from m a $51.5 million n Teacher Incenttive Fund Grant,, REIL will Excellence in Instruction and Leadership (REIL) program. With support theese districts in im mplementing systemic change aimed at transforming how schools recrruit, retain, supp port, and compeensate effective teachers t and principals. The ultimate goal is buildingg the capacity off educators to im mprove student learning. Riggorous, fair, and d transparent educator evaluatio ons, targeted professional learning, tools for measuring student s success, establishment of o multiple carreer pathways, and a sustainable, differential, perrformance‐based compensation are critical ellements of REIL’’s performance‐b based managem ment system. o the Maricopa County Manageer’s Office overseees the Maricop pa County Youth c Justice System Planning and Information of Development and Delinque ency Prevention Program, which consists of two separate contraacts with ChildHelp and the YMC CA. The goals of thiss program are to o help at‐risk and d adjudicated yo outh continue th heir education, in ncrease community involvemen nt, and create oppo ortunities to builld life and leadership skills. Services and activitiees provided inclu ude case managgement, homewo ork assistance, life l skills trainingg, and organized d recreation. Results for FY2011 1 demonstrate th hat 87% of youth who were enrolled and completed the t programs re emained crime feee for at least sixx months follow wing enrollment. 7 of at‐risk yo outh enrolled in Workforce Deve elopment’s youtth services program obtained a General Equivallency c In FY2010, 70% Diploma (GEED); 83% achieved an employab ble skill. c Maricopa County Liibrary District M Youth Programs, Fiscal Year 2011 • 74,055 5 youths attended d 2,205 Maricopa Countty Library District programs. p • 10,079 9 pre‐readers, 17,028 kids, and 5,27 77 teens participated in the Library District‐rrun 2011 Summer S Reading Program P at Districct and affiliatte libraries. The Office e of the Public Advocate A operattes Project Resto ore, which pro ovides assistancce to teens who have been involved in the juven nile deelinquency system by helping theem destroy their juvenile record ds. Deestruction of a ju uvenile record alllows a youth to mature into a contributing c adult without hind dering his/her prrogress with thee stigma of a juveenile deelinquency historry. The destructiion of a youth’s delinquent reco ord assists him m find employm ment and educatiional opportunitties. Additionallyy, the Office asssists former clients with gainingg acceptance into o military servicee. During thee enlistment pro ocess some recru uits find their juvenile records present p an ob bstacle or hinderr their career patth. Members of the Office are able to pro ovide clarificatio on and documen ntation to recruiters to remove barriers b to enlistment or advaancement in thee military. Ann nual Report off Accomplishm ments | 18 d of Assisstant County Maanager Dr. Rodriggo Silva, a collab borative of Coun nty departmentss—Parks c During FY20011, under the direction and Recreattion, Animal Carre and Control, the Library District, Human Serrvices, and otherrs—worked togeether to create the t Maricopa Co ounty Leadershiip Experience (M MCLE). MCLE is geared toward the t teen and young adult population to get them involved and create an nment functionss, environmental stewardship, and community understaanding of govern responsiibility. Through this t program, yo outh are able to improve their caareer and life readiness skills. Deepartments acro oss County goverrnment actively participated in the t MCLE prograam, offering a varietyy of hands‐on, ed ducational oppo ortunities to youth ages 14 – 18 years old; provid ding direction n for teens to exxplore through educational e expeeriences and volu unteer services how governm ment, communityy, and environm ment are all a parrt of Maricopa County. C As part of o the MCLE program, the collab borative launcheed the “Maricopaa County Citizen ns Serving Citizens”” website (www.maricopa.gov/yyouth). The inteent of the site is to provide youth h between 16 and 21 2 years‐of‐age with w a fresh and hip site that allo ows them to eassily access inform mation on services and programs provided p through hout the Countyy, internships and volunteer opp portunities and the chance to engagge with governm ment officials via blogs and sociaal networks. MC CLE Class of 2011 “Through h the Maricopa County C Teen Lea adership Experien nce, I have learn ned to deal with tasks involving myself m by myself lf. While workin ng through the program, p I have gained independ dence, confidencce, and knowled dge of the govern nmental systemss, the communiity’s diversity, an nd of the natura al occurrences an nd disasters the environment e exp periences regula arly. I have gaineed many skills that have h made me in nto a better person, and I look fo orward into appllying these newlly gained characcteristics to my work w in the com ming school yea ar. I am glad that I have partiicipated in a pro ogram such as th his, and now I ha ave an idea of wh hat I do want to do after collegee—as well as whatt I don’t want to do. I am able to o better understa and myself and others o now that I have completeed the program. I think people willl see the changee in me; that I ha ave become a mo ore dependable,, mature, and ind dependent teenager. I am readyy to move on with myy generation into the years thatt will follow to heelp make the wo orld a brighter an nd more innovattive place that itt has ever been before. “ Hann nah Standley, MCLE M Participant,, July 2011 Annual Report of Accomplishments | 19 There is a lot to like about living in Arizona and Maricopa County in particular. That is why ours has been among the fastest growing metropolitan areas in the nation for decades. We value the open spaces, the access to the desert parks and recreational areas, the lack of congestion. It is part of who we are. The challenge, of course, is to maintain that high quality of life while the population, particularly the urban population, grows. Not all places have achieved this. Through its commitment to sustainable development, energy conservation, water conservation, clean energy, recycling and public transit, Maricopa County hopes to become a model steward of its future, saving money, our natural resources and enhancing our future while growing economically more secure. sustainable environment REDUCE THE ENVIRONMENTAL IMPACT OF COUNTY GOVERNMENT AND PROVIDE LEADERSHIP TO PROMOTE REGIONAL ENVIRONMENTAL SUSTAINABILITY, INCLUDING THE PRESERVATION OF OPEN, NATURAL PARK AND RECREATION LANDS Strategic Goal: By 2013, actual energy use will be no more than 26 kilowatt hours per square foot in County buildings, a reduction of 7.5% from 2009 levels. c Facilities Management is implementing numerous projects to ensure this Strategic Priority is achieved. Including but not limited to: a large Energy Service Company (ESCO) audit, numerous renewable energy projects, and a sub‐metering initiative as part of the Green Government Program. c Energy use in County buildings continues to decline, down for the third consecutive year, from 28.1 kWh per square foot in FY2009 to 26.9 in FY2011. If the trend continues, it is likely that the County will achieve its goal for reducing annual energy use in County buildings within the targeted time frame. 35 Energy Use (kWh) per sq. ft. in County Buildings 31.7 30 29.6 27.6 28.1 27.9 26.9 26.0 Fiscal Year 2008 Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 FY13 GOAL 25 20 15 10 5 0 Fiscal Year 2006 Fiscal Year 2007 Source: Maricopa County Facilities Management Department Annual Report of Accomplishments | 20 Strategic Goal: By 2015, the average fuel efficiency rating for County non‐idling sedans will be at least 26 miles per gallon or greater, an improvement of 12% from the 2010 rating. c As indicated by FY2011 data, the Equipment Services Department is improving the miles per gallon (mpg) rating of the County fleet. The mpg in non‐idling sedans when went from 24.0 miles per gallon in FY2009, to 25.2 mpg in FY2010. The trend that miles per gallon are increasing is a positive sign that the goal of 26.0 mpg in the County fleet is within reach. Average Miles Per Gallon for County Fleet of Non‐Idling Sedans 27 26.0 26 25.2 24.6 25 24.0 23.5 24 22.9 23 22 21 20 Fiscal Year 2007 Fiscal Year 2008 Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 2015 GOAL Source: Maricopa County Equipment Services Department c Three Ford Fusion Hybrids replaced less efficient vehicles in the Maricopa County Library District fleet. The District Fleet now has 5 hybrid vehicles, 63% of the fleet. Strategic Goal: By 2015, 85% or more of citizens will indicate satisfaction with the amount of and access to open space and parks and recreation land in Maricopa County. Citizen Satisfaction with Amount of and Access to Regional Parks c According to results from the 2011 Annual Citizen Satisfaction survey, two out of three respondents indicated satisfaction with the amount of and access to regional parks. This is a slight decline from the ratings reported in FY2010, and below the targeted goal of 85%. (% respondents indicating satisfaction) 100.0% 80.0% 85.0% 85.0% 74.0% 69.0% 69.0% 68.0% 60.0% 40.0% 20.0% 0.0% FY2010 Access to Parks FY2011 2015 GOAL Amount of Parks Source: Maricopa County Annual Citizen Satisfaction Survey From Parks and Recreation Department: c The Maricopa Trail is now 47% complete with an additional 13.3 miles constructed in FY2011. Three new trailheads for trail access have also been completed this year. A number of park trails were renovated, rerouted, and/or created throughout the year. c Maricopa County parks shared the great outdoors with approximately 1.3 million visitors this year and 4.5% of them attended a park interpretive program; of that percentage, 14,720 were repeat visitors to the programs. c Approximately 4,556 park programs throughout the system specializing in the Sonoran Desert Environment were conducted; in addition, 1,009 programs were given focused on youth and families. c In partnership with the Three Rivers Historical Society, Estrella Mountain Regional Park will benefit from the construction of the Centennial Trail that will feature a historical and educational hiking trail that highlights not only geological and ecological history of the region, but also the diversity of cultures that called this place home for more than a thousand years. Ann nual Report off Accomplishm ments | 21 M Region nal Park was ablee to construct a pump track for area c With a volunteer workforcee and leftover mud, McDowell Mountain cyclists in th he sweltering summer heat. A pump track lookss a lot like a BMX X track, but the idea is to use only your momenttum to get through thee berms, rollers and a tabletops ‐ the t less you can pedal, the moree you're showingg your skills. This track added a new exciting featture for mountaain bikers which has receivved state‐wide acclaim a and is th he first in the staate of Arizona. In addition, a the pump track also received an Achievement A Aw ward from the Naational Association of Counties. “W Waiting for slow po okes @ the pump track” t D is updating the parkk Master Plan fo or the area know wn as North of Laake Pleasant Reggional Park. c The Parks and Recreation Department This is beingg done in cooperration and in partnership with th he U.S. Bureau of o Reclamation and a the U.S. Burreau of Land Management. c Vulture Mountain Regional Park, in cooperaation with Mariccopa County Parks and Recreattion and U.S. Burreau of Land Maanagement, continues th he process of co ompleting the Paark Master Plan and a the Cooperaative Managemeent Agreement. In addition, the departmentt continues proje ect developmen nt with The Nature Conservancy and Arizona Department of Transportation to acquire a additional laands in the Vultu ure Mountain Reecreation Area. Vu ulture Mountain. Photo P Courtesy of Maricopa M County Parks P and Recreattion Department c In a partnerrship with Arizonna Game and Fissh (AG&F) Deparrtment, Parks annd Recreation sttaff is instructingg young families in the sport of archery at five regional parks. The archery equipment is provided by AG&F with ceertified park stafff providing the fun programmin ng. merica, Parks and d Recreation c In cooperation with Eagle Scouts and the Boy Scouts of Am constructed d three monume ent signs for wayy‐finding in two parks, p one habittat for four torto oises at McDowell, and one habittat for chuckwallas at San Tan. h been compleeted. Water to th he c The Nature Pond for White Tank Mountain Regional Park has pond is supplemented by water w received frrom the adjacentt windmill. The area a has been enhanced with w desert landsscaping. Ann nual Report off Accomplishm ments | 22 SStrategic Goal: By 2015, all new n buildings built b by Marico opa County willl achieve Leadeership in Energ gy and Environm mental D Design (LEED) certification. c c Facilities Management Deppartment as well as the Library District and Parkks and Recreatioon have built LEED certified builldings: o Downto own Justice Centter – Certified o Estrella Mountain Regio onal Park Naturee Center‐‐ Certified o Santa Fe e Freight Depot— —Gold Certified o White Tank T Library and Nature Center— — Platinum m Certified This leadersship will continue with LEED‐Silvver being the minimum ceertification achie eved in all new buildings. b The So outh Court Toweer, when compleeted in Februaryy 2012, should eaarn Silver, possibly Gold, LEED certificaation. ment Department will explore opportunities o to LEED‐certify its planners, plan reviewers r and in nspectors, c The Planninng and Developm and will preepare to conductt citizen outreach efforts as timee draws near forr the adoption of the Green Building Standards Code. C T Library and d Nature Centerr at White Tank Mountain Regio onal Park openeed as the first LEED Platinum librrary in c The White Tank Arizona, and d only one of fou ur in the United States. Environm mental highlightts include: low‐flow plumbing fixxtures, on‐site water w treatment, and a native desert landscaping. The 228 rooftop p photovoltaic panels produce 25% 2 of the facilitty’s annual energgy needs and a net zeero pollution rating. For its desiggn, the Library and Nature Centeer has won five (5) ( awards in thee public sector: Arizona Parks and Recreation Assocciation – Outstan nding Facility (Po opulation 100,00 00 and Over); Naational Associatiion of Counties – Achievemen nt Award; Valleyy Forward – Cresscordia for Environmental Techn nologies; and tw wo awards of merit for environmental education/ccommunication and site develop pment and landsscape. Ann nual Report off Accomplishm ments | 23 SStrategic Goal: By 2015, Marricopa County government g w reduce its ca will arbon footprint by 10% from 2007 levels. t goal, the c To track proogress towards this Board of Su upervisors’ Green Government Program deeveloped a green nhouse gas inventory off County operations for the baseline yeaar (2007) and a subsequent s yearr (2009). This document repo orts on the btained for that methodologgy and results ob inventory, highlights h some notable n trends, and identifies keey areas for poteential action steps. A copy of thee report is availaable for download at www.maricopa.gov/GreenGovvernment/pdf/G GHG%20Inventory.pdf). t amount of caarbon dioxide (C CO2) emitted fro om 18,566 metriic tons in FY2009 9 to 17,697 c Equipment Services Departtment reduced the metric tons in FY2011. Thiss is well below th he FY2016 goal of o 17,834 metricc tons. Fuel usagge decreased in FY2009 from 1,9 921,225 gallons to 1,,840,380 gallonss in FY2011. Thee contributing facctors were the reduction r in fuel consumption and continued usse of alternative fuel, f including B‐20 B biodiesel, prropane, and com mpressed naturaal gas (CNG). ment Department will begin to conduct c a cost‐b benefit analysis for f staggered work schedules, teleworking, c The Planninng and Developm and field deeployment options. Efforts to align field‐deployeed staff work zon nes in proximity to their homes to limit fuel usage are underway. Management M su upports staff who o choose to utilize mass transit and carpooling options. o t maximize cusstomer convenieence, and minimize the c When reseaarching kiosk locations, it is impoortant to the Recorder's Office to distance thaat the customer must travel; thu us offering a more convenient seervice, and minimizing our carbo on footprint duee to vehicle emissions and traffic congestion. When Maaricopa County was w reclassified by b the EPA, it waas determined that over 50% off air pollution waas caused by auttomobiles and trucks. In determ mining where and d how to offer reecording servicees, it was importtant to the Recorder's Office O to follow the example sett by the Board of o Supervisors' Green G Governme ent Program, an nd to reduce nott only employee commutes, but th hat of the resideents of Maricopaa County. q followingg the placementt of the first reco ording kiosk in Surprise, the Reccorder's Office processed p 227 su uccessful c In the first quarter kiosk transaactions, and filled d 88 copy requeests. Due to the kiosk's k west valley location, custtomers were savved an approxim mate combined 5,100 5 miles and 560 5 hours. As more kiosks are sttrategically placeed within Marico opa County, thee environmental and financial benefits will significantly s incrrease. c The Air Qu uality Department Trip Reductio on Program (TRP P) continued to promote the usee of elecctronic employeee survey forms (available ( via thee internet and in ntranet). The usee of the employeee e‐survey for TRP participantts increased 8% over o the FY2010 0 results with some 241,000 com mmuters surveying ele ectronically. e the c The Airr Quality Departtment strongly encourages use of alternativve forms of emp ployee transportation. In FY2011, 40.24% % of employees used alternativee forms of transportation n to and from wo ork, amongst thee highest percentages of o any County deepartment. Ann nual Report off Accomplishm ments | 24 SStrategic Goal: By 2015, the number of dayys when air qua ality conditionss are unhealthyy for sensitive groups will be r reduced to 10 or o fewer, a red duction of 9% frrom 2008. c The Air Quaality Departmennt is collaborating with the Arizona Department of Environmenttal Quality and thhe Maricopa Asssociation of Governmen nts to submit a new five percent (5%) plan in earrly 2012 to bringg Maricopa Coun nty into attainment with EPA fed deral health standards. p involving 3,710 stakeh holders, to respo ond quickly to inccidents of c The Air Quaality Departmennt initiated a “Rapid Response” program, human‐caussed air pollution n 24/7 to prevent exceedences of o the particulatee matter standard. w appropriaate, which has reesulted in an elim mination of 60,397 traveled c Since FY20007, Public Workss has encouraged teleworking, where miles, thereeby avoiding 1,33 33 pounds of po ollution, and saving 2,808 gallons of gasoline. c Public Workks GIS developedd the street‐sweeeping program that involves traacking county‐hiired vendors via GPS, which greaatly reduced thee inspections neccessary by Maricopa County De epartment of Traansportation (M MCDOT) personn nel and has elimiinated hours of roaad‐time per wee ek for MCDOT inspectors. Other Sustainab ble Environmentt Priority Activities D has the fo ollowing Green Government G pro ograms ongoing or launched: c Maricopa County Library District o By July 2012, 2 reduce paaper consumptio on by 10% in all District D owned/m managed buildin ngs based on 2010 baseline. (Launch hed) o By July 2012, 2 100% of withdrawn/disca w rded materials are a to be recycleed. (Ongoing) o By July 2013, 2 reduce fueel consumption by 10% based on o 2007‐08 baseline. (Launched)) o By July 2013, 2 install bikee racks at all Disstrict owned/managed facilities. (Launched) o By July 2013, 2 install preeferred parking spaces s for low‐emitting, hybrid, or plug‐in electrric vehicles. (Lau unched) o By July 2014, 2 reduce en nergy consumption by 5% in all District D owned/m managed buildin ngs based on 200 05 baseline. (Launch hed) m District partne ered with Arizon na Public Servicee (APS) and the Arizona A Diamond dbacks for the addition of the APS Solar c The Stadium Pavilion at Chase C Field. The pavilion will be able to generate 75 kilowatts of o electricity, eno ough to put pow wer into the grid for six to eight homess. More importaantly, it has the potential p to educate customers about renewable energy and effficiency. It also provided shade for th he fans and redu uced the amountt of heat that the pavement abssorbed and then radiated at nigh ht, thereby redu ucing the “urban heatt island” effect. D of Environmental E S Services contribu uted to this strategic priority thrrough: c In FY2011, Department o Non‐permitted related compliance – reesponds to reporrts of activities in violation of the Maricopa Cou unty Environmental Health Code C that cannot be permitted under u the code, such as illegal dumping. d o Stormw water Program – promotes comp pliance with the Clean Water Actt through educaation and techniccal assistan nce along with reesponse and investigative servicces to complainaant. o Vector Control C Program m – provides hum man disease carrrying vector survveillance, investiigative, treatment and educational services to reduce vector‐b borne disease exxposure. c Maricopa County Department of Emergency Management (MCDEM) deveeloped the Community Wildfire Protection Plann for the M Countty. MCDEM receeived the Valley Forward Award for the project. County and the 24 cities and towns within Maricopa Annual Report of Accomplishments | 25 Maricopa County cannot be healthy if the region’s economy is weak. Maricopa County government can’t meet its commitments to justice, public safety, public health and transportation if its revenues are not stable and solid year after year. Clearly, stable public budgets depend on brisk sales tax revenues and rising home values, which in turn, hinge on a healthy, robust and stable economy. Economists now tell us that Arizona’s economy has been overly dependent on housing construction, financial services and population growth. Maricopa County cannot solve the state’s economic problems by itself. Instead, it can use its leverage and talent to achieve targeted goals in concert with its private and non‐ profit economic development partners. These goals include increasing the proportion of export‐manufacturing jobs and raising per‐capita income levels here. effective economy CONTRIBUTE TO AN EFFECTIVE REGIONAL ECONOMY Strategic Goal: By 2015, the share of employment in base or export industries, as measured by the percentage of jobs in high‐tech manufacturing in the Greater Phoenix metro area, will increase to 3.2% of total employment in Maricopa County. Percent of Greater Phoenix Employment in High‐Tech Manufacturing 7.0% 6.0% 5.0% 4.0% 5.1% 5.0% 5.2% 4.6% 4.3% 4.4% 3.9% 3.4% 3.3% 3.1% 3.0% 2.9% 2.8% 3.0% 2.9% 2.0% 1.0% 3.2% 3.0% 0.0% Source: Elliott D. Pollack and Co. from Arizona Department of Economic Security c In October 2010, the Board of Supervisors adopted a resolution establishing a new process to make targeted investments of County funds to incentive business locations and expansions that create high‐wage, export‐oriented jobs. c In FY2011, the Maricopa County Board of Supervisors approved a $20 million economic development grant for Tempe‐based First Solar Inc. to support the creation of up to 4,800 jobs in the County with salaries averaging 125% of the median wage. (Note: this is a base industry—at least 80% revenues from exports.) The money will be paid in $1 million increments for every 240 jobs created through the company's new factory in Mesa. The agreement essentially sets up a ratio of financial incentives, capped at $20 million. The money will be paid only if the company reaches certain job‐creation thresholds. County officials expect the subsidy to be recouped over 10 years through additional tax revenue generated by economic activity. Ann nual Report off Accomplishm ments | 26 t Board of Sup pervisors entered into several ecconomic develop pment agreements with Maricopa County organ nizations, c In FY2011, the such as the Greater Econom mic Development Council, the Greater Phoenix Chamber C of Com mmerce, the Greeater Phoenix Co onvention ng others, that arre designed to assist a in the creation or retention n of jobs or and Visitorss Bureau, and the East Valley Parrtnership, amon will otherwiise improve or enhance e the economic welfare of o the inhabitantts of Maricopa County. C All agreeements have ressults‐based performancce goals and repo orting requirements. ECONO OMIC DEVELOPMEENT CONTRACTS – FISCAL YEAR 201 11 Greater Pho oenix Economic Council Perform mance Goals Q1 Q2 Q3 Q4 FY2011 Goal Actual Goal Acctual Goal Actual Go oal Actual Goal Actuaal Numb ber of Jobs 619 3,994 618 8 850 619 1,645 619 698 2475 7,187 Numb ber of High‐ Waage Jobs 242 2,770 242 1 120 242 1,245 24 42 236 968 4,371 Gre eater Phoenix Chaamber of Commerrce (Bid Source) Perform mance Goals Enroll ne ew members into Bid P Source Program Q1 Q2 Q3 Q4 FY2011 Goal Actual Goal Acctual Goal Actual Go oal Actual Goal Actuaal 43 27 44 14 44 20 4 44 n/a 175 n/aa G Greater Phoenix Convention and Vissitors Bureau Perform mance Goals Conventtion Sales— Resort Room R Nights Conventtion Sales— # of Delegates Q1 Q2 Q3 Q4 FY2011 Goal Actual Goal Acctual Goal Actual Go oal Actual Goal Actuaal 50,000 46,674 50,000 58 8,021 50,000 54,823 50,,000 55,955 200,000 215,473 20,000 8,000 60,000 91 1,650 25,000 19,634 95,,000 66,350 200,000 185,634 n/a = no ot yet available a Chase Field. A sellout crowd of 47,994 attend ded the game, and a c In July, Majoor League Basebball held its 20111 All‐Star Game at attendance from all game‐rrelated events to otaled over 240,000. The eventss generated neaarly $70 million in local economic impact m District provid ded funds for building or renovating seven Cactu us League baseb ball spring trainin ng facilities. There are now c The Stadium 10 spring traaining facilities which, w in FY2011 1, had a $362 million economic impact with more than 1.6 million fans attendin ng the spring trainiing games. The Cactus C League iss regarded as on ne of the most im mportant tourism m events in Arizo ona. Annual Report of Accomplishments | 27 Strategic Goal: By FY2015, the County’s burden on taxpayers, as measured by total County tax revenues as a percentage of personal income, will be less than 0.8%, a reduction of 2.4% from the FY2010 level. c Based on the Arizona Truth‐in‐Taxation statute, the property taxes levied by Maricopa County for the County Primary, Flood Control District and the Library District decreased $31.7 million for FY2012. Total Tax Revenues as Percentage of Personal Income 1.00% 0.90% 0.87% 0.82% 0.81% 0.81% 0.80% 0.80% 0.60% 0.40% 0.20% 0.00% Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2007 2008 2009 2010 2011 FY2015 GOAL Total revenue from County primary taxes and Jail Excise, plus State‐shared Transaction Privilege (sales) taxes, Vehicle License Taxes, and Highway User Revenues. Source: Maricopa County Office of Management and Budget. Strategic Goal: By 2015, Maricopa County per capita personal income will be 97.5% or more of per capita personal income for the United States as a whole. Per Capita Income as Percent of U.S. (U.S. = 100%) 97.7% 96.7% 96.2% 95.6% 96.1% 97.5% 95.5% 95.0% 91.2% 90.0% 89.1% 2015 GOAL: 97.5% 100.0% 2009 2015 GOAL 85.0% 80.0% 75.0% 2001 2002 2003 2004 2005 Maricopa County 2006 2007 2008 Arizona Source: U.S. Bureau of Economic Analysis c Parks and Recreation Department entered into 22 Commercial Management Concessions Agreements with local small business owners, (i.e., horseback riding, guided fishing, scuba diving, food vendors), which allowed them to conduct commercial operations within the parks which promote outdoor recreation, but provide additional avenues to enhance the business owner’s per capita personal income. Annual Report of Accomplishments | 28 Any measure of quality of life in Arizona will place transportation, roads and highways, high on the priority list. This has been true from Maricopa County’s earliest days. What is now known as Maricopa County Department of Transportation (MCDOT) was first established in 1871, in Territorial Days, when the county was just being formed. Yet, the mission has not changed: To design, build and maintain county roadways in unincorporated areas. Ours is a sprawling land area, encompassing 9,224 square miles, larger than seven states. County roads are critical to link the farming communities to our urban centers, our urban centers to rural Arizona and to serve the several population centers that are not incorporated municipalities, including the Sun Cities, Sun Lakes, New River, and Rio Verde. quality transportation CONTRIBUTE TO A SAFE AND EFFECTIVE TRANSPORTATION SYSTEM But the county mission does not end with construction and maintenance of 2,500 miles of roadways. Maricopa County plays a key role in the intelligent transportation effort, using technology to monitor road conditions, alert motorists and dispatch emergency response personnel, enhancing public safety and convenience. Strategic Goal: By 2015, Maricopa County will reduce the number of intersection fatalities in unincorporated County areas from 13 to 10, an improvement of 23% over 2007. Total number of intersection fatalities: 2010: 3 2009: 5 2008: 7 c Maricopa County Department of Transportation (MCDOT) has completed a process improvement for the Traffic Calming program to more efficiently respond to requests for traffic calming measures in neighborhoods. Traffic Calming includes the implementation of measures to reduce speed and number of cut‐through vehicles within residential neighborhoods, with an outcome of improved safety and livability. c Public Works GIS developed at least two applications used by MCDOT field personnel to locate and document failing or unsafe infrastructure. Lately, it has been working with MCDOT Traffic Division to spatially relate incidents of livestock accidents or sightings; poorly maintained cattle guards (which contribute to the livestock problem); and culverts and drainage channels that require maintenance for roadway safety. None of these relates directly to intersection accidents, but they do affect overall roadway safety. Ann nual Report off Accomplishm ments | 29 SStrategic Goal: By 2013, 85% % of Maricopa County C paved roadway r system mileage willl have a pavem ment condition rating o “very good or of o better,” an im mprovement of 3.3% over 20 010. c Pavemennt condition refleects the quality off the roads in Maricopa County. This T is the laggin ng indicator of the paving and mainte enance of oads. In FY2011,, 84% of County ro roadway conditions were e rated as very good d or better. Thiss is an increase from a rating of 82.3% in FY2010. The Maricopa County C Department of Transporrtation (MCDOT)) is increasing itss ratings nearing “excellent” “ over the past four yearrs. (See graphic below) b Maricopa Cou unty Paved Road dway Condition ns Rating (% % rated as very goo od or better) 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 8 80.6% 80.5% 82.0% 81.7% % 82.3% 84.0% 85.0% F FY06 FY07 FY08 FY09 FY10 FY11 2013 GOAL Source: Maricop pa County Departmentt of Transportation e of Public Works GIS divission, the increassed amount of high‐resolution, aerial a photograp phy assists MCDO OT in c Due to the efforts identifying deteriorating d roaadways and prio oritizing repair work w in order to improve pavement condition. The T photographyy captured expanded th he high‐resolutio on aerial coverage of unincorpo orated Maricopa by over 400 squ uare miles. In th hose areas, theree are 259 linear miles of MCDOT‐main ntained roads. Annual Report of Accomplishments | 30 In recent years, citizen satisfaction in Maricopa County government has declined, mirroring the general national decline in public trust in all levels of governments. Truth be told, public confidence in many American institutions, public and private, has fallen for decades, and has never rebounded to the levels of yesteryear. We in Maricopa County are determined to restore, rebound and earn that historic trust. It is an important strategic priority. If citizens do not have confidence in government to address their real problems – in public safety, education, justice, economic development, health and transportation – then they won’t empower that government with the tools to enact and execute solutions to those problems. The cycle of declining public trust and confidence will continue its spiral downward. citizen satisfaction INCREASE CITIZEN SATISFACTION AND TRUST IN COUNTY GOVERNMENT WITH EFFICIENT, EFFECTIVE, AND ACCOUNTABLE PUBLIC SERVICES We believe that generally, Maricopa County has a good story to tell. But we have an obligation to instill and earn public trust by our actions, to listen to our citizens more attentively, to address their concerns more effectively, and to be accountable when we don’t. We must educate our citizens about what county government does and how it performs. And figure out how do better. We need to be more open to the public about who we are and what we do. Strategic Goal: By 2013, 80% or more of County residents will indicate satisfaction with County government performance, as measured by positive responses on the annual Citizen Satisfaction Survey. Citizen Satisfaction with County Government c According to the 2011 Annual Citizen Satisfaction Survey, 70% of respondents were satisfied or very satisfied with County Government. This is up from 64% in 2010, but not back to the higher ratings seen in 2007 and 2008. The uptick in citizen satisfaction rating is a positive sign that the perception of County government is rebounding from the challenges of the past few years. If the annual satisfaction rating continues to improve, there is a good possibility that the goal will be achieved in the targeted time frame. (% rating satisfied or very satisfied on annual survey) 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 80.0% 79.0% 80.0% 77.0% 64.0% 2007 2008 2009 2010 70.0% 2011 2013 GOAL Source: Maricopa County Annual Citizen Satisfaction Survey c The Planning and Development Department hired an Ombudsman who responds to customer inquiries and facilitates collaborative efforts among managers and staff in an effort to expeditiously resolve issues or delays. c The Elections Division of the County Recorder's Office has created a redistricting website through their GIS Division which allows the general public to have input on future district boundaries as they go through the redistricting process. The site also provides web‐wrapping tools that allow the general public to view district boundaries. The GIS Division also is working in conjunction with the Assessor's Office to minimize duplication of efforts by sharing new district boundary expansions in a digital mapping format as they are received by local governments. With better utilization of technology with regard to streets and boundaries, no longer is there a need to create the streets and boundaries in a digital‐mapping format nor tabular format for coding voters, instead we now only use the digital mapping format to store this information, which also eliminates the maintenance of data in two formats. Ann nual Report off Accomplishm ments | 31 m the Maricopa County Animal Care and Contro ol (MCACC) Dep partment’s 2011 1 Customer Satissfaction Survey showed s c Results from 86% citizen satisfaction ove erall for licensingg, adoptions, info ormation, and spay/neuter. MC CACC’s Uno por Uno U internal Cusstomer nt, shows 96.5% % citizen satisfacttion for the proggram. MCACC op pened two regio onal Satisfaction Survey, conduccted at each even west Phoenix and d Northeast Scotttsdale in Januarry 2011, improviing citizen particcipation in servicces offered. adoption ceenters in Northw MCACC is planning two new w full‐service sheelters in outlyingg areas of the County. S STAR CALL CEN NTER FY2011 c The Air Quaality Departmennt developed reccommendations for process improvements in both the Compliance C and Permitting Divissions which resulted in recommendatio r ns of more than n 100 process im mprovements that are currrently being imp plemented. Improvements will increase efficiency an nd customer sattisfaction. • Total number of callss answered: 80 05,563 • wered within 30 Perceent of calls answ seconds: 56.29% c Maricopa Coounty’s goal is thhat 80% or moree County residennts indicate satisfaction on the annual Citizen C Satisfactio on Survey. Enviironmental Servvices’ scores on this t survey for fiiscal years 2008,, 2009 & 2010 (the laast year for whicch data is availab ble) all show satiisfaction exceeding the 80% goaal. FY2010’s resu ults indicated cittizens were 83% satisfieed or very satisfie ed with environmental issues. SStrategic Goal: By 2015, 80% % or more of Co ounty residentss will indicate trust t in County government, as a measured by b p positive respon nses on the ann nual Citizen Sattisfaction Surveey. c The County has set as its gooal to reverse thee downhill slid de of public trusst, as measured through thee annual Citizen Satisfaction Survey. Unttil 2009, the Cou unty had a relatively high rate: 75%‐78 8% percent of survey respondents indicatiing overall trust with Countyy Government. The T rating had dropped to 62% and 63% in n 2010 and 2011 1, respectivelyy. To reverse the t current decliine, the County has put a nu umber of measu ures (see below) in place to be more responsive e, accountable and transpaarent, and to deliver higher quality services. Citizen Ratingg: Overall Trust with w County Go overnment (% indic ating a great deal or some level of trrust) 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 77.0% 2007 8.0% 78 2 008 80.0% % 75.0% 2009 62.0% 6 63.0% 2010 2011 2015 GO OAL Sourcce: Maricopa County An nnual Citizen Satisfactio on Survey C OpenBoo oks is the Countyy’s pledge to pro ovide its taxpayeers with an accou untable and tran nsparent government. c Maricopa County Maricopa Co ounty OpenBookks provides the public p with inforrmation about Maricopa M Countyy in a user‐friend dly website. OpeenBooks Phase I is pu ublished at the web w link listed below. It is anticipated that Phase II will be availaable in early 201 12. htttp://www.m maricopa.govv/openbookks/ Ann nual Report off Accomplishm ments | 32 c The Recordeer's Office surveeyed 301 kiosk customers and reeceived a 100% positive feedbacck, as well as positive suggestions s for continued c impro ovements to thiss project. P and Recreation introduced a new Point‐of‐Sale and on‐lin ne camping reseervation c In FY2011, Parks system (ww ww.maricopacountyparks.org). The T system allow ws customers to book and pay fo or their reservationss up to six months prior to theirr arrival, improving customer sattisfaction and acccess to our campground ds. The system also a integrates all a financial transsactions and upd dates to pricing, etc, improving efficiencies e withiin the departmeent. c The Treasurrer’s Office addrress‐update enhancement projeect provided changes to the userr interface functionalityy for address up pdate requests reeceived from the general publicc and the Assessor’s Office system updates. The data entry e for the web bsite was standaardized and auto omatically verifieed against the U.S. Posstal Service to en nsure accuracy using u a new web b service for dataa exchange. Thiss change eliminated the t need for the e Treasurer’s perrsonnel to individually verify eacch request and manually m process thousands of addre ess change requeests. This ensurees that customerrs can see their address a change requ uest real‐time up pon their confirm mation request. W Web Servvice replacementt project c The STAR Ceenter Interactivee Voice Responsse (IVR)/Phone Works replaced thee current Star Ce enter Phone Wo orks application to allow the Offficial Payment (O OP) Center (paym ment service) and Altivon (inquiry servvice) to more eaasily communicate with the Treaasurer’s Office database. d With the new web serrvice, a unificatio on of the programmin ng model for how w components and a services com mmunicate was introduced, which was seamlesss to the customeer, but greatly enhaanced their expe erience when op pting to make ph hone inquiries ab bout their parceel data and/or ch hoosing to makee parcel payments over o the phone. c The Departtment of Finance has received the Certificate off Achievement foor Excellence in Financial Reeporting since FYY 2007 for Mariccopa County’s Co omprehensive An nnual Financial Report (CAFFR). o Managementt and Budget (OM MB) received the Distinguished Budget Presenta ation c The Office of Award with special perform mance measures recognition from m the Governmeent Finance Officers Association for the FY2010 budget. OMB has won this awaard for 18 conseccutive years. M Countyy and c According too the most recent customer satisfaction survey conducted by Maricopa the Arizona Diamondbacks, 71% of the resp pondents indicatted that they weere “satisfied” or S Districtt completed threee “very satisfied” with their experience at thee ballpark. The Stadium capital projeects during FY20 011: the roof coaating project, up pgraded the emeergency sound system, and d renovated the party suites. Thee Stadium Distriict is committed d to Chase Field remaining a state‐of‐the‐artt facility through h capital improvements and majjor maintenancee projects, thereeby increasing cu ustomer satisfaction with the facilityy. Annual Report of Accomplishments | 33 Maricopa County government continues to enjoy sound fiscal health despite a deep and prolonged recession. This is not by accident, but the result of cautious revenue projections, disciplined, structurally balanced budgeting with spending below anticipated revenues, close and continuous monitoring of revenues and expenditures and a pay‐as‐you‐go approach to capital outlay, saving tens of millions each year in financing costs. Maricopa County Supervisors have set this practice as a continuing priority in the future. Without a firm fiscal footing, County government could not administer and deliver key public services to our citizens. fiscal strength EXERCISE SOUND FINANCIAL MANAGEMENT AND BUILD THE COUNTY’S FISCAL STRENGTH But governments at all levels will face formidable financial challenges in the future, particularly with depressed property values and the prospect of reduced federal funding because of the national deficit and debt crisis. The challenge is clear: The County must pursue relentless improvement in its service delivery. The County must be a national leader among large urban counties in providing and performing public services and functions at lower cost. Additionally, the County should progress in its quest for “Fiscal Freedom,” assuming the local costs of state‐mandated functions while reducing its mandated fixed contributions to the State of Arizona. Strategic Goal: By 2015, Maricopa County will be the low‐cost leader among large urban benchmark counties as demonstrated by having the lowest cost on 100% of a basket of commonly provided services and functions. c The priority implementation team, led by the Office of Management and Budget, has been working on defining the basket of goods that will be measured as well as the methodology used to ensure consistency in measurement. An initial list of suggested services for the basket of commonly provided services and functions was developed and partner departments were identified based on that list. Work continues on defining the basket of commonly provided services and functions based on the feedback from the partners. Proposed alternatives to explore would be to utilize existing efficiency measures from departmental plans. Similarity of cost basis and calculation methodology of the benchmark counties has been cited as a concern by those areas with services in the suggested basket. Depending on the outcome of the basket of measures, benchmarks could be obtained from standardized sources, such as ICMA Center for Performance Management. c The Elections Division of the County Recorder's Office has implemented several cost‐saving strategies through innovative ideas. We have reduced the cost of production and postage for outgoing early ballots by validating mailings through the "National Change of Address (NCOA)" database before production so that we can eliminate known bad addresses or changes of addresses. This measure has helped us realize an annual savings of up to $320,000. Additionally, the Elections Department has modified the ballot order production formula to reduce the cost of printing ballots by readjusting the quantities of preprinted ballots versus on‐demand ballot printing. This change reduced the number of overages originally produced, and will help us save over $339,000 annually in County‐ wide, even‐numbered, election years. c The County Recorder entered into an agreement with Kiosk Information Systems for design, development and manufacturing of our first three Kiosk units at a cost of $13,718 per unit. Funding comes from the Recorder Surcharge fees paid as part of the cost for recording a document. "So they're (the Kiosks) actually paid for by the people that record documents," Maricopa County Recorder, Helen Purcell said. "It's kind of a service back to them." The Recorder's Office will see a substantial decrease in cost on future Kiosk orders. When compared to the operating costs of a fully staffed satellite location, the value and convenience of the recording Kiosk is considerable. Ann nual Report off Accomplishm ments | 34 SStrategic Goal: By FY2015, mandated m fixed d contributions to the State off Arizona will be b less than 20% % of total General F Fund operating g revenues, a reeduction of 11..9% from the FY2010 F level. t actual mandated state contrributions reflecteed as a percent of the General Fund F Operating revenue decreassed c In FY2011, the significantlyy to 18.6%; howe ever, that amount is not sustainable since it wass the result of a one‐time offsett of $55.6 million n to the Arizona Lon ng Term Care Sysstem (ALTCS) contribution from American Recovvery and Reinvestment Act (ARR RA) funding. Had d that not been a facto or, the percentage would have increased to 23.1% of actual Gen neral Fund Operrating revenue. In I FY2012, the mandated m state contributions reflected as a percent of o the General Fu und Operating reevenue will increease to 23.9% due to two factorrs; the decline in General Fund Operating revenuee and the increasse in the contribution amount. The revenuee outlook for FY2012 is bleak with a flat state‐sh hared sales tax estimate e and declines in both prroperty tax and state‐ s shared vehicle license tax. Even if the contribution amountt had remained flat, due to the decline in revenue, the percent would he amount of contribution increased from both the baseline yeaar of FY2010 and d year‐over‐yearr, as the State off Arizona increase. Th continues to o struggle in balaancing its budgeet. As a result, itt has shifted more cost to countties. It is anticipaated that these shifts will continue to grow in the futu ure based on leggislation passed last year that will require the Co ounty to bear th he cost of inmatees sentenced to t less than a year. Percen nt of General Fu und Mandated Fixed "Contribu utions" to th he State of Arizzona 100.0% 80.0% 60.0% 40.0% 21.3 3% 20.0% 19.0% 17..7% 18.7% 21 1.2% 22.7% 18 8.6% 20.0% 0.0% 005 FY2006 FY2007 FY2008 FY2 2009 FY2010 FYY2011 FY2015 FY20 GOAL Source: Maricopa a County Office of Man nagement and Budget O Other Fiscal Strrength Priority Activities ment of Finance e Monthly Execu utive Variance Reeport demonstraates the sound financial f leadersship of the Board d of c The Departm Supervisors and their comm mitment to ensuring the fiscal an nd financial stren ngth of Maricop pa County. The Monthly M Executivve Variance Reports are published on th he web at http:///www.maricopaa.gov/Finance/vaariance.aspx. m District collectted $514,284 in facility surchargge revenue to heelp finance future facility capital projects. c During FY20011, the Stadium c Clerk of thee Superior Courtt: Court‐to‐Courtt (C2C). In collabboration with thhe Supreme Court of Arizona and the Cou urt of Appeals, th he Clerk’s Officee implemented the electronic traansmission of th he Record on Appeal A to both the Supreme Cou urt and the Courrt of Appeals, Divvision One. For all a case types, including Death Penalty and Eleection Challenges, the Record on n Appeal is indexxed and sent thrrough a program m developed by the t Administratiive Office of thee Courts (AOC) caalled C2C. The program works with the Clerk’s exxisting Electronicc Document Management Systeem (EDMS) to in ndex the records and transmit them through the integration deeveloped betweeen the Clerk’s EDMS E and the AOC. A This projectt replaces the prrevious practice of preparing thee record in paaper, which involved a costly and d time consumin ng process for pulling the case file apart, copyiing all records, creating c the indeex, and assembliing copies to sen nd to the Court of o Appeals. The Clerk’s Office has repositioned d two full‐time positions p to otheer areas of the office o o efficiencies gaained, and the Ap ppellate Court iss now able to vieew the record as a result of electronically, creating a user‐friendly and efficient e system for review of th he record on app peal. Ann nual Report off Accomplishm ments | 35 c From the Risisk Management Department: In furth herance of this Strategic S Priorityy, the Risk Manaagement Claims Division in FY20 011 commenced d its formal Subseq quent Remedial Measures M Prograam, the purposee and intent of which w is to identify the root causse(s) of events which have preccipitated a Noticce of Claim and//or lawsuit again nst Maricopa Cou unty and its emp ployees, agents and volunteers,, and to formulate a subsequentt remedial measures plan to mittigate future claiims and/or lawsuitts arising out of the t same or sub bstantially similar root cause(s). An A integral part of this program m is the formaliized roundtable process and sevverity coding app plied to each No otice of Claim and lawsuit, which h work togethe er to identify thee more significan nt liability expossures to the County and the Riskk Trust, thus min nimizing the ultimatte expense of these claims and lawsuits, and theereby building upon the County’’s fiscal strength h and sound financiaal management of limited fiscal resources. o In addiition, Risk Manaagement’s Enviro onmental Division continues to o provide Countyy departments and elected officials in‐ house environmental services s includin ng: environmental assessments, liability assessm ments, remedial investigations, asbestos a and leaad testing, mold assessments, ab batement oversight and indoor air quality assesssments. This strrategy allows thee County to save money m addressingg current enviro onmental issues and identifies an nd mitigates pottentially costly fu uture issues beffore they become liabilities. o During the past year, the Loss Control Division, formeerly known as Safety Division, haas expanded its focus f to include assisting ng liability expossures through th he Subsequent Remedial R Measu ures Program, losss trending, departments in identiffying and reducin nt investigationss, training, progrram audits and risk r assessmentss. In collaboratin ng with the depaartments in redu ucing both acciden the frequency and seve erity of their liab bility, auto, and workers’ compeensation claims, the Loss Contro ol Division workss to lower the cosst of claims and help build the County’s C fiscal strength. o Risk Management M con ntinues to track and a manage its Cost C of Risk and maintain strateegic goals in supp port of effectiveely and efficien ntly managing co osts. For FY2011 1, the budgeted Cost of Risk wass 1.26%, which iss the cost of the risk managemeent program that inccludes paid claim ms, insurance prremiums, safety,, environmental and loss contro ol programs and operational and d adminiistrative expense es as a percentaage of the total County’s C expend ditures. c From the Trreasurer’s Officee: o The typ pes of investmen nts made by thee Maricopa Coun nty Treasurer’s Office O are contro olled by law and d were in three areas: a federal agencies, Mariccopa County sch hool districts, an nd short term loaans. During the 2011 2 legislative session, the office succeeeded in passing le egislation that permits p the office to fund certain n short‐term loaans to schools. The purpose is to o allow a school district more liq quidity wheneveer revenues are reduced, r such ass the state delayying transferringg State Aid Creditt funds. Each district has a line‐‐of‐credit with the County servicce bank, and thee interest is high her than the loan ns made by the County C f lower loan‐initiation costs and lower loan rates was Treasurer. The total saavings to the taxpayers in these school districts from ne million dollarrs. over on o While the t loan rates arre lower than what the districts would pay tradiitional lending in nstitutions, theyy are slightly high her than other interest‐bearing holdings in the County’s Investm ment Portfolio. Interest earninggs from the portffolio are distribu uted to the schoolss, county, and sp pecial districts and used to redu uce the property tax rates. The additional a earnin ngs will reduce the t tax rates fo or all property owners o includingg those outside the t affected scho ool districts. Annual Report of Accomplishments | 36 Maricopa County is one of the largest employers in the Valley. We want to be seen as one of the best. We recognize the crucial role our employees play in achieving our success as an organization. We value our employees and we try to show that by our actions. By trying to stay competitive in salaries and benefits. By offering training opportunities that promote their effectiveness and safety, enhance their qualifications and long‐term career prospects of our employees. By empowering them to innovate and excel. By communicating effectively with them and listening to them. By showing them appreciation for their efforts. By equipping them with the tools, skills, technology, workspace and time to do their jobs safely and well. The career opportunity at Maricopa County ought to be a journey that our employees see as working for them and their families and one that other talented people will want to join and be a part of. quality workforce MAINTAIN A QUALITY, DIVERSE, AND INNOVATIVE WORKFORCE AND EQUIP COUNTY EMPLOYEES WITH TOOLS AND TECHNOLOGY THEY NEED TO DO THEIR JOBS SAFELY AND WELL Strategic Goal: By 2015, the voluntary turnover rate of full‐time employees will be maintained at or below 10%. c Maricopa County is well under its 2015 goal of 10% in retaining employees (lower is good). The Annual Rate of Turnover (Voluntary) turnover rate for FY2011 was 5.9% This was of Maricopa County Employees accomplished in part by reinvigorating and promoting employee training to include 16.0% 14.3% improved supervisory training and the addition 14.0% 11.6% of many other classes. Over 5,400 employees 12.0% 10.0% 9.6% 10.0% participated in various classes, both instructor 8.0% led and online. In addition, eight employee focus 5.9% 5.8% 5.1% 6.0% groups were held to gauge the need for career 4.0% planning. As a result of the interest shown by 2.0% participants in the focus groups, Employment 0.0% Services Division of the Human Resources Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year Fiscal Year 2015 Department is drafting a Career Planning 2006 2007 2008 2009 2010 2011 GOAL Program to be launched in FY2012. The Peak Performer employee recognition program was Source: Maricopa County Office of Management and Budget funded at $973,362 for FY2011 and continues to have a proven track record. Educational Assistance (tuition reimbursement) is budgeted at $1,850,000 and assists employees in furthering their educational goals. c During these difficult financial times, the County continues to offer a competitive total compensation package. While there has not been money for salary adjustments, the County has been able to do other things to assist in recruiting and retaining qualified employees so that the citizens of Maricopa County can continue to receive exceptional service. Because the County, its departments, and its employees continue to be proactive in their approach to deal with the current economic challenges and live within a balanced budget, the County has been able to keep employee benefit costs relatively flat and layoffs to a minimum. The County also continues to fund the following programs to reward employees for their dedicated service: Tuition Reimbursement, Peak Performer, Rewarding Ideas, and general wellness programs. Another successful program the County was able to implement in 2011 was its Vacation Buy Back Program. c Maricopa County’s goal is that the voluntary turnover rate be maintained at or below 10%. Environmental Services has exceeded this goal since at least FY2007 (the earliest year for which data is available). Environmental Services Department’s FY2011 voluntary turnover rate was 4.15%. Annual Report of Accomplishments | 37 Strategic Goal: By 2015, the percent of employees indicating they are satisfied with their jobs at Maricopa County will be 85% or greater. c In FY2011, the 82% percent of employees indicated they were satisfied with their jobs at Maricopa County. While the County is slightly below its goal of 85%, 82% is a positive indicator that the County remains a great place to work. While the current economic challenges are having a toll on employee morale, the County continues to use its limited resources to value and assist its employees. Some of the reasons the County remains a great place to work are: its total compensation package, safe work environments, job security due of fiscal management, capital improvement projects to provide employees the tools and work space to do their job, training opportunities, and coworkers, supervisors, and management dedicated to serving the citizens of Maricopa County. Maricopa County Employee Satisfaction (% of respondents indicating satisfaction with job) 100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 82.0% 85.0% 84.0% 83.0% 82.0% 85.0% FY2007 FY2008 FY2009 FY2010 FY2011 2015 GOAL Source: Maricopa County Annual Employee Satisfcation Survey c The Planning and Development Department changed its approach to addressing employee dissatisfaction by targeting four major County‐wide areas of concern: performance management; communication; hiring/promoting based on qualifications; and how performance problems are dealt with. Employees were asked to volunteer to participate on committees that addressed these specific topics and each group suggested ideas that can actually be implemented. c Wellness Works, a program of the Department of Business Strategies and Health Care Programs to improve the health and welfare of County employees, held a Wellness Summit in March 2010 to engage department leadership and representatives in strategic planning for the County’s Wellness program. The strategic priorities that emerged from the summit were (1) to reduce the occurrence of metabolic syndrome in County employees, (2) to promote the use of preventative care, and (3) to promote the increase in regular physical activity among County employees. The wellness program already is showing success in the priority areas. For example, more than 400 employees participated in the Summer Walking Program. Of the participants who responded to a mid‐program survey, 35% indicated that prior to participation in the walking program, they had not engaged in at least 30 minutes of physical activity at least three times a week in the previous year. Increasing physical activity will be a significant factor in improving the health of these employees. “10 minutes out of every hour I’m up and moving away from the desk. I now plan this and I find that it’s easy to do in my position. Go to the files. Go to the copier. Go to my meetings and remember to take breaks and walk. I’m so much stronger now than 5 weeks ago.” Summer Walking Program participant c The Air Quality Department strengthened its employee Performance Management Program to clarify employee expectations and include clear quantity and quality performance goals and measures. Employee performance goals and measures were also aligned with the department business plan. The Air Quality Department established a Communication Advisory Team consisting of non‐ supervisory employees to assist management in developing strategies to improve communication within the department. Other Quality Workforce Priority Activities c The Countywide Improvement Team focused on Innovation and Collaboration moved several initiatives forward in FY2011. The team successfully completed the pilot of the Idea Factory, a Web‐based social networking site to collaborate and advance ideas. A tool where employees have a voice, where they can connect with colleagues that they do not interact with on a regular basis or historically at all, and they are recognized for their great ideas and contributions. The Idea Factory incorporates the County’s Annual Report of Accomplishments | 38 Strategic Goals and Priorities into the idea categories and is designed to be engaging and interactive. The Innovation Collaboration Team conducted three Designing for Innovation Forums. The fast paced, interactive forums brought middle managers and supervisors together to discuss three efforts of the Innovation Collaboration Team: I. The newly launched Idea Factory II. Pay Day Idea Generation meetings III. Innovative, Creative Rewards and Recognition methods The forums were well attended and received. Participants were invited to participate as subject matter experts on the Idea Factory, and on teams to assist in moving various innovation and collaboration efforts forward. These individual remain engaged and are participating on cross‐functional teams. c The Benefits Division of the Department of Business Strategies and Health Care Programs implemented My Secure Advantage, a new financial benefit offering employees the opportunity to improve their financial health by working with a Money Coach who can assist and advise them on financial matters. The Benefits Division also implemented MDLiveCare, a new Internet and phone‐based service giving employees and their dependents access to medical care 24 hours a day, 365 days a year. c In an effort to improve the health and welfare of employees thereby increasing the level of employee satisfaction, Flood Control District (FCD) implemented "Wellness Wednesdays", which offered health‐related classes, assessments and screenings. These wellness days focused on one of the five elements of wellness to include physical, emotional, social, occupational and intellectual wellness. FCD also created a one‐mile fitness trail, which is enjoyed by other employees located in the Durango complex. c Environmental Services continues to maintain a quality, diverse and innovative knowledge workforce while promoting safety. The new Quality and Compliance division includes a training program. This workgroup trains new employees to ensure passage of required license exams. They also provide continuing education that enables professional staff to keep their licenses at a much lower cost than if each of these 130+ Registered Sanitarians had to go outside for education. c Safety is an important part of the Environmental Services culture. There is a safety committee that meets regularly and all employees authorized to drive on County business must take the defensive driving class every few years and are encouraged to take the collision avoidance as well. Additionally, the Environmental Services team won the FY2011 Maricopa County Safety Bowl competition. Annual Report of Accomplishments | 39 National Association of Counties (NACo) Achievement Awards Maricopa County Award Winners — 2011 "Inside the Box" ‐ Kids' Newspaper, Library District Backlog FARE, Justice Courts CheeREADERS, Library District Community Services Unit, Juvenile Court Continuity of Care, Superior Court Eco‐Employee Program, Green Government, Planning and Development Employing Ex‐Offenders to Reduce Recidivism, County Manager Fixed Assets Tracking System, Recorder Head Start Zero‐Five Program, Para Las Familias, Human Services Improving Community Safety through the Apprehension of Drug‐related Offenders, Adult Probation Interactive Land Surveying Map Application, Transportation Interactive Recording Kiosk, Recorder Juvenile Court Guide Program, Juvenile Court Kids & Infants Seated Safely (KISS), Public Health Managing for Results Information System, Enterprise Technology and Business Strategies & Health Care Programs McDowell Mountain Regional Park Pump Track, Parks and Recreation Nothing but Net ‐ Using the Web as a Mapping Review and Edit Tool, Flood Control District Probation Reentry Initiative: Transitioning Offenders from Prison to the Community, Adult Probation Recorder's Capture of Document's Titles, Recorder Remote Interpreter Program, Superior Court Restitution Court: A Victim Centered Approach to Restitution Collection, Adult Probation Safety, Nutrition, Activity and Care for Kids, Public Health Victim Restitution Project, County Attorney Office Video Orders Of Protection‐Safety For Victims Of Domestic Violence, Justice Courts White Tank Library & Nature Center, Library District and Parks and Recreation Annual Report of Accomplishments | 40 Managing for Results Managing for Results is a comprehensive and integrated management system that focuses on achieving results for the customer. Managing for Results means that an entire organization, its management system, the people who work there and the organizational culture (beliefs, behavior, and language) are focused on achieving results for the customer. Managing for Results makes it possible to make good business decisions based on performance information and makes it possible for a department to demonstrate accountability for results. Managing for Results is the “way we do business” in Maricopa County, by focusing on the customer in everything we do and being able and willing to tell taxpayers what they are getting for their money in terms of results. All employees, from County executives to department leadership to front‐line workers play a role in ensuring that the County remains committed to achieving results. Planning for Results Evaluating and Improving for Results Analyzing and Reporting Results Managing for Results Budgeting for Results Delivering Results Annual Report of Accomplishments | 41 The following departments contributed to this report: Adult Probation Juvenile Probation Air Quality Library District Animal Care and Control Management and Budget Business Strategies and Health Care Programs Parks and Recreation Call Center Planning and Development Clerk of the Superior Court Public Defender County Attorney Public Advocate County Manager Public Health Education Service Agency Public Works Elections Recorder Emergency Management Research and Reporting Enterprise Technology Risk Management Environmental Services Sheriff Equipment Services Waste Resources and Recycling Finance Stadium District Flood Control District Superior Court Human Resources Transportation Human Services Treasurer This report was prepared by the Managing for Results Team in the Department of Business Strategies and Health Care Programs. A special thanks to Richard de Uriarte, Office of Communications, for his assistance with the introductory materials, and to the departments of Parks and Recreation, Human Services, Finance, Transportation, Public Works, and Adult Probation; the Recorder’s Office; and the Stadium District for providing photos. For morre information aboutt Managging for Reesults and Maricop pa County’’s Strategicc Plan, go to t www.maricopa..gov/mfr