Strategic Plan 2006-2009 Agency Mission To protect human life and property by enforcing state laws, deterring criminal activity, assuring highway and public safety, and providing vital scientific, technical, and operational support to other criminal justice agencies. Agency Description The Arizona Department of Public Safety enforces state law with primary responsibility in the areas of traffic safety, criminal interdiction, narcotics, organized crime, auto theft, and specific regulatory functions. Services include homeland security, criminal intelligence, scientific analysis, aviation support, emergency first care, criminal information systems, training, and statewide communications. Operational and technical assistance is provided to local and state agencies and other components of the criminal justice community. The department also promotes and enhances the quality of public safety through cooperative enforcement and community awareness programs. Agency Vision Our vision is to be a national model in providing ethical, effective, efficient, and customer-oriented state-level law enforcement services. 2 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Agency Values Courteous Vigilance is the Arizona Department of Public Safety’s motto and guiding principle, reflecting our pride in the Department. We provide quality, reliable, and respectful service to the citizens of Arizona while being vigilant in the enforcement of the state laws. Our core values support the tradition of Courteous Vigilance: Human Life We value, respect, and protect human life and the rights of all persons. Integrity We are honest and truthful, recognizing integrity as the cornerstone for all that is done by DPS employees. Courage We demonstrate moral and physical courage in the performance of our duties. Accountability We accept responsibility for our actions. Customer Service We consistently deliver exceptional assistance. Communication We share factual information in a timely manner through various mediums both internally and externally. Leadership We set examples which influence excellence in personal behavior and job performance. Teamwork We respect and cooperate with fellow employees, other agencies, and the community to identify and achieve common goals. Citizenship We are involved in activities which improve the quality of life in our communities. Agency Goals 1. To promote public safety in Arizona. 2. To deliver exemplary service. 3. To embody the highest standards of integrity and professionalism. 2006 - 2009 DPS Strategic Plan 3 Strategic Plan 2006-2009 4 Agency Strengths Agency Weaknesses - Good agency reputation - Dedicated professional people - Progressive attitudes - Strong work ethic - Scientific excellence - Cohesive management staff - Trained employees - Law enforcement partnerships - Emergency preparedness expertise - Responsive system of directives - Teamwork and organizational synergy - Lack of competitive salaries - Understaffed patrol and investigative services - Insufficient support and technical personnel - Inability to acquire needed technology and equipment - Methods to solicit customer feedback and measure customer needs - Aging facilities and infrastructure - Competition for highest quality recruits Agency Threats Agency Opportunities - Unfunded or under funded mandates - Obsolete communication systems - Aging technologies - Urban freeway growth - Domestic terrorism - Retention of skilled employees - Changing society work ethic - State budget limitations - Legislative support impacted by unfamiliarity with agency services - Priority on public safety issues - Service gaps on federal level - Other agencies’ demand for services - Increased opportunities for public info. - Public concern with crime - Technological advances - Public anxiety over homeland security - Public awareness of agency services - Executive, legislative and public support for increased staffing 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Planning Assumptions - - - The State’s highway system will continue to expand through the construction of new freeways, the widening of existing roadways, and the transfer of roadways to state control. Smuggling of drugs and immigration issues will continue to significantly impact Arizona’s enforcement priorities. The crime rate in Arizona will remain high with vehicle theft and property crime rates among the highest in the nation. Homeland security will remain a law enforcement priority. Recruitment and retention of skilled, qualified employees will be impacted by changing demographics. Arizona’s continuing population growth will increase demands for understaffed DPS patrol and criminal enforcement services. The state budget priorities will limit opportunities for new programs and restrict acquisition of needed crime fighting technology and interoperable communication systems. Increases in full-time positions and equipment acquisitions will lag demand. A great portion of the agency’s efforts will be associated with problem-solving. With the state’s population growth, and new trends in traffic safety and criminal interdiction, traditional investigation, arrest, incarceration, and support functions will become more complex and increase in number. 2006 - 2009 DPS Strategic Plan 5 Strategic Plan 2006-2009 Agency Strategic Issues 06-09 Issue 1: Bring employee compensation to market parity in order to recruit and retain high quality personnel. Description: With significant competition from other employers, the ability to attract and retain top quality employees is a major challenge. The agency’s workforce in both law enforcement and support positions necessitates highly skilled employees meeting the most stringent standards. Salaries and benefits have to remain competitive with industry, government, and other law enforcement agencies to attract candidates and ensure the workforce reflects the citizens we serve. Competition for recruits among law enforcement agencies is particularly fierce. Qualified applicants must be continually sought to meet the Department’s increasing public safety responsibilities on more than 6,000 miles of highways as well as mounting effective criminal investigations, domestic security, organized crime, and anti-smuggling operations. In addition, qualified applicants will be critical to address the projected loss of approximately 10% of current officers under a public safety retirement incentive program. In recent years, there has been a gap between a DPS officer’s pay and that of other state law enforcement agencies impacting the ability to remain competitive. Increasing officer pay should continue to be addressed to attract and retain candidates of the highest quality. Changing demographics and employee compensation issues also impact retention of skilled employees in support services ranging from information technology, forensic science, engineering, and communications, to facilities design, craftsmen, mechanics, dispatchers, analysts, and administrative personnel. 6 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Issue 2: Increase staffing to keep pace with growing service demands and emerging public safety issues. Description: With Arizona’s rapidly growing population, many DPS functions which serve the state are seriously understaffed. More patrol officers are needed to meet the Department’s increasing traffic safety and enforcement responsibilities on an expanding system of urban freeways and rural highways. Challenges arising from border security, immigration issues, smuggling, organized crime, auto theft, criminal activity, domestic security, and gangs are demanding time and resources from uniformed officers as well as investigators. More detectives are needed to fill gaps in violent crime, narcotics, white collar investigations, and support of local agencies created when the FBI redirected its resources to counterterrorism. A proportionate increase in support positions is necessary to keep department operations functioning effectively. Critical agency functions serving the public such as fingerprinting, criminal history records, the Sex Offender Compliance Program and crime laboratory already have workloads exceeding staff capacity. The DPS Crime Laboratory’s forensic services alone impact every law enforcement and prosecutorial agency in the state. Calls for expert assistance at crime scenes and dismantling hazardous methamphetamine labs are growing. Changes to the rules of criminal procedure have shortened the period for laboratory processing with penalties for noncompliance ranging from dismissed charges to release of criminals if scientific reports are not completed on time. In addition, the public and the courts are demanding state-of-the-art analysis as they recognize the vast potential for forensic science to identify criminals and exonerate the wrongfully accused. These and other legislatively mandated services have a high liability associated with work products intended to protect the public, and adequate staffing is critical to meet public demands for service. 2006 - 2009 DPS Strategic Plan 7 Strategic Plan 2006-2009 Issue 3: Replace obsolete information and communication systems by taking advantage of current technology. Description: The agency currently relies on increasingly outdated information systems for both internal functions and external links with criminal justice agencies. In addition, changing technology and interoperability requirements are rendering DPS communications systems obsolete. Many of the DPS information systems consist of mainframe-based technology. These must be upgraded to be consistent with new technology using database management, browsers, and Internet, Intranet, and Extranet solutions for performing processes. The need for improvements, which support a comprehensive records management system, is critical to meeting mandates, legal requirements, and public information expectations. Application of newer technologies will increase efficiency internally as well as allow the agency to better serve the state’s criminal justice efforts. The Department also operates the Arizona Criminal Justice Information System which links crime information centers in Arizona to other states and the national system operated by the FBI. In recent years, the FBI implemented technological upgrades to enhance the exchange of criminal information and improve criminal record processing. DPS has been replacing outdated technology used on the state network to enable Arizona agencies to take advantage of the federal enhancements which extend modern crime fighting tools to officers in the field. Changing requirements, federal regulations, and issues of coverage and interoperability are also making the DPS communication systems obsolete. The September 11th attacks dramatically reinforced the critical need for a statewide interoperable public safety radio system which allows multiple law enforcement agencies and other emergency first responders to communicate directly with each other. Also crucial is the need for a statewide digital microwave system to provide coverage to all areas of the state. Moreover, DPS needs to expand its Mobile Data Computer System outside the Phoenix/Tucson corridor. Expansion will allow more officers to link to the state and national crime information systems and access information on wanted persons, stolen vehicles, and MVD license checks from their patrol cars. 8 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Issue 4: Modernize equipment and facilities. Description: The Department’s mission is heavily dependent on vehicles, capital equipment, and facilities. Vehicles used for patrol and enforcement operations must be regularly replaced and upgraded as an occupant safety issue. In addition, a vehicle replacement program allows the department to take advantage of improvements in fuel economy, service capability, and reliability. Mandated services to the criminal justice system such as scientific analysis and air rescue operations require highly specialized equipment with improved capability. Computer applications, which affect the department’s ability to deliver public services, are particularly susceptible to changing technology. The department’s state-wide operations require facilities ranging from public service locations, to remote housing, area offices, service yards, fuel storage, evidence facilities, and scientific laboratories. New facilities are needed to meet statutory mandates and upgrading existing facilities is necessary to meet changing standards. The department has aggressively pursued improvements to help reduce utility costs, comply with environmental requirements, meet federal workplace standards and address security needs. 2006 - 2009 DPS Strategic Plan 9 Strategic Plan 2006-2009 Goal 1: To promote public safety With Arizona's rapidly growing population, the Department faces increased demand for traffic safety services on an expanding system of urban freeways and rural highways. Challenges arising from border security, smuggling, organized crime, auto theft, criminal activity, domestic security and gangs require the attention of uniformed officers and investigators. Support of the criminal justice community with state level services such as scientific analysis, evidence, aviation, licensing, records and training are all components of public safety. Objective 1.1: Ensure the safe and expeditious use of the highways. STRATEGIES a. Reduce the rates of vehicle collisions and fatalities. b. Focus enforcement efforts toward aggressive and impaired drivers. c. Minimize traffic delays on highways as a result of unexpected closures. d. Reduce the rate of commercial vehicle collisions per 100,000 miles traveled. e. Support traffic safety efforts with professional vehicular crime investigations. DPS Program or SubProgram HPD-Patrol HPD-Patrol HPD-Patrol HPD-Commercial Vehicle CID Objective 1.2: Protect the public through crime deterrence, investigative techniques, criminal information STRATEGIES a. Protect citizens and infrastructure from acts of terrorism under the homeland defense initiative. b. Ensure statutory requirements for concealed weapons, security guard, and private investigator licensing. c. Ensure statutory requirements for certification of school bus drivers, school buses & tow trucks. d. Improve quality of life for residents by enforcing sex offender registration requirements. e. Expand law enforcement access to fingerprint and criminal history records. f. Enhance the capability of criminal information systems and the sharing of information. g. Reduce operational communication response time for 911 calls. h. Improve quality of life for citizens by supporting identity theft initiatives. Objective 1.3: Provide law enforcement assistance to local agencies and the criminal justice system. STRATEGIES a. Support local efforts through intelligence initiatives involving drugs, organized crime, gangs and auto theft. b. Support local jurisdictions with criminal and administrative investigations. c. Maintain professional teams for response to situations requiring special weapons and tactics. d. Provide statewide criminal information system training to criminal justice agencies. e. Provide a statewide judicial training program on commercial vehicle issues. f. Provide training assistance to local law enforcement and criminal justice agencies. and regulatory functions. DPS Program or SubProgram CID CJSD-Criminal Info and Licensing HPD-Commercial Vehicles CID, CJSD-Criminal Info and Licensing CJSD-Criminal Info and Licensing CJSD-Information Systems CJSD-Communications CID DPS Program or SubProgram CID CID CID CJSD HP-Commercial Vehicles ASD Objective 1.4: Provide scientific analysis and technical support services to local law enforcement and criminal justice agencies. STRATEGIES DPS Program or SubProgram a. Reduce backlog of scientific analysis cases. CJSD-Crime Lab b. Enhance scientific analysis capability and service delivery through a new facility in southern Arizona. CJSD-Crime Lab c. Ensure ACJIS Network mainframe computer availability. CJSD-Information Systems Objective 1.5: Provide statewide air support for critical incidents, law enforcement operations, and transportation. STRATEGIES DPS Program or SubProgram a. Ensure timely delivery of statewide air rescue services. HPD-Aviation b. Ensure timely delivery of fixed-wing air support services. HPD-Aviation c. Utilize aircraft to assist officers with highway safety, patrol and traffic enforcement efforts. 10 HPD-Aviation 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Goal 2: To deliver exemplary service The Department places a premium on quality, reliable service to the citizens, the criminal justice system, and internal functions carrying out the agency's mission. Exemplary service promotes efficiency in the use of resources, effective management , and innovative logistical support. Objective 2.1: Improve customer service. STRATEGIES a. Implement an automated, integrated records mgt system to facilitate agency wide information sharing. b. Develop a standardized measurement program to determine customer satisfaction with division services. c. Determine support staffing needs in proportion to department growth. d. Implement a scheduled replacement program for obsolete equipment, computers and technology. e. Reduce licensing delays through electronic transmittal of fingerprints. f. Provide information technology users with timely response, service and support . g. Provide timely response to public records, criminal history, and license requests. DPS Program and SubProgram CJSD-Information Services ASD ASD CJSD, ASD CJSD-Criminal Info and Licensing CJSD-Information Services ASD, CJSD-Criminal Info and Licensing Objective 2.2: Administer loss prevention and risk reduction services. STRATEGIES a. Improve risk reduction and loss prevention efforts. b. Meet OSHA guidelines and monitor compliance with OSHA standards. DPS Program and SubProgram ASD ASD Objective 2.3: Provide community service and public information. STRATEGIES a. Maintain community outreach and education (CORE) programs. DPS Program and SubProgram HPD-Patrol, HPD-Aviation, CJSD b. CID, HPD, ASD, CJSD Foster partnerships with the community and stakeholders. Goal 3: To embody the highest standards of integrity and professionalism Human resources are the agency's most important asset. The recruitment, selection ,training, development and retention of personnel are important elements in establishing and maintaining the agency's high standards. The public we serve expects exemplary employees, proficient in their tasks, dedicated to the organization's core values. Objective 3.1: Attract, train and retain high quality employees. STRATEGIES a. Use successful completion of probation as the standard for training cadet officers. b. Reflect state population diversity by targeting underrepresented protected classes. c. Maintain employment attrition rate at less than 5%. d. Compensate employees at 100% of market. e. Implement training and management concepts to reduce liability and promote core values. f. Provide specialized commercial vehicle enforcement training to new officers on a statewide basis. DPS Program and SubProgram ASD ASD ASD ASD ASD, HPD, CIB, CJSD HPD-Commercial Vehicles Objective 3.2: Improve employee effectiveness and resource utilization. STRATEGIES a. Maintain a comprehensive division-wide skills development program. b. Implement an information technology plan. c. Maintain proficiency in response to civil and natural emergencies. d. Improve infrastructure supporting microwave, interoperable radio, and mobile data terminal systems. e. Improve operational communications service delivery through dispatch center upgrades. f. Continue programs involving health and wellness. g. Continue efforts to reduce average costs for delivery of support services. h. Continue emphasis on grant funds and asset forfeitures. i. Implement provisions of the Racial Profiling Settlement Agreement. DPS Program and SubProgram ASD,CID,HPD,CJSD CID HPD-Patrol CJSD-Communications CJSD-Communications ASD ASD, CJSD ASD ASD j. ASD Implement a building and facilities program to address improvements, expansion, and work space needs. 2006 - 2009 DPS Strategic Plan 11 Strategic Plan 2006-2009 Agency Budget Program and Subprograms Department of Public Safety PSA 0.0 Agency Support PSA 1.0 Highway Patrol PSA 2.0 Investigations PSA 3.0 CJ Support PSA 4.0 GOHS PSA 5.0 AzPOST PSA 6.0 Fingerprint Brd PSA 7.0 PSCC PSA 8.0 ScientificAnalysis PSA 4.1 Patrol PSA 2.1 Communications PSA 4.2 Comm Vehicles PSA 2.2 Info Systems PSA 4.3 Aviation PSA 2.3 12 Criminal Info and Licensing PSA 4.4 2006 - 2009 DPS Strategic Plan Strategic Plan 2006-2009 Strategic Plan as part of the Arizona Master List of State Government Programs 2006-2009 The Department of Public Safety Operational Plan contains all performance measurements for carrying out the agency’s strategic concepts. All Operational Plan data is formatted and submitted to the Office of Strategic Planning and Budgeting for inclusion in the Master List of State Government Programs using the Arizona Integrated Planning System. Data for the operational plan is maintained by policy in the Department of Public Safety Research and Planning Section. 2006 - 2009 DPS Strategic Plan 13 PROGRAM SUMMARY PSA AGENCY SUPPORT 1. 0 Contact Pennie Gillette-Stroud, Division Chief Phone: (602) 223-2537 A.R.S. § 41-1713, 41-1749 Mission: To provide critical assistance to the Arizona Department of Public Safety through logistical and administrative services. Description: Agency Support focuses on maintaining and supporting current department operations by providing crime victim services, basic and continuing training, management services promoting efficiency of government, proactive media relations, contemporary research and planning, legal services, investigation of employee misconduct, internal and external management audits, coordination of financial and human resource services, cost-effective and innovative facilities management, and logistical support. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Provide training assistance to local law enforcement and criminal justice agencies Objective 2008 Obj: Provide training assistance to local law enforcement and criminal justice agencies 2009 Obj: Provide training assistance to local law enforcement and criminal justice agencies Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OC DPS training programs open to local law enforcement and criminal justice agencies ‹ Goal 2 FY 2006 Actual 16 FY 2007 Estimate FY 2008 Estimate 16 18 FY 2009 Estimate 18 To deliver exemplary service 1 2007 Obj: Improve customer service by collecting baseline data for a standardized measurement program to determine satisfaction with division services. 2008 Obj: Improve customer service by implementing a measurement program based on the percent of customers satisfied with division services. 2009 Obj: Improve customer service by measuring the percent of customers satisfied with division services using a standardized program. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 IP Objective Percent customers satisfied with division services 96 Estimate TBD Actual TBD Estimate Estimate TBD 85 Estimate 85 2 2007 Obj: Improve customer service by determining support staffing needs in proportion to departmental growth. 2008 Obj: Improve customer service by determining support staffing needs in proportion to departmental growth. 2009 Obj: Improve customer service by determining support staffing needs in proportion to departmental growth. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OP Develop or update one formula per bureau as the basis for determining staffing needs in proportion to departmental growth. 4 5 5 5 6 5 2 OP Additional agency support positions needed due to increases in sworn officers, public service requests, assigned duties, and legislative mandates. 9 TBD 4 7 8 8 3 OC Additional support positions funded 2 TBD 1 2 2 2 Monday, August 21, 2006 11:59 AM Page 1 Objective 3 2007 Obj: Improve customer service by implementing a scheduled replacement program for obsolete equipment and technology. 2008 Obj: Improve customer service by following a scheduled replacement program for obsolete equipment and technology. 2009 Obj: Improve customer service by following a scheduled replacement program for obsolete equipment and technology. Performance Measures: FY 2005 Actual ML Budget Type 1 IP Objective FY 2006 Estimate Develop and maintain one equipment and technology replacement program per bureau FY 2006 Actual N/A FY 2007 Estimate 6 FY 2008 Estimate 6 FY 2009 Estimate 6 4 2007 Obj: Improve customer service by providing timely response to public records requests. 2008 Obj: Improve customer service by providing timely response to public records requests. 2009 Obj: Improve customer service by providing timely response to public records requests. Performance Measures: FY 2005 Actual ML Budget Type 1 EF Objective FY 2006 Estimate Number of business days to process public record requests upon receipt of documents. FY 2006 Actual 15 FY 2007 Estimate 15 FY 2008 Estimate 10 FY 2009 Estimate 10 5 2007 Obj: Improve loss prevention and risk reduction services by processing claims within Risk Management timeframes . 2008 Obj: Administer loss prevention and risk reduction services within Risk Management timeframes 2009 Obj: Administer loss prevention and risk reduction services within Risk Management timeframes. Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OC Percent of all injury, vehicle, glass, property and general liability issues processed within the time frame required by risk management. Objective FY 2006 Actual 90 FY 2007 Estimate 95 FY 2008 Estimate 100 FY 2009 Estimate 100 6 2007 Obj: Meet OSHA guidelines and monitor compliance with OSHA standards. 2008 Obj: Meet OSHA guidelines and monitor compliance with OSHA standards. 2009 Obj: Meet OSHA guidelines and monitor compliance with OSHA standards. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Meet 100 percent of the elements Risk Management has identified as requirements of an OSHA compliant loss prevention program. Monday, August 21, 2006 11:59 AM FY 2006 Estimate FY 2006 Actual 96 FY 2007 Estimate 100 FY 2008 Estimate 100 Page 2 FY 2009 Estimate 100 7 2007 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. 2008 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. Objective 2009 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OP Percent of participation in professional, business, or criminal justice associations by program managers. TBD 100 100 100 2 IP Number of contacts with community and outside agencies requesting assistance from fleet services N/A 50 60 60 3 IP Number of community events used as recruiting opportunities 8 8 8 8 4 IP Number of minority recruiting committee meetings held 3 4 4 4 5 OP Asset forfeiture dollars awarded to community projects N/A 270,000 270,000 270,000 ‹ Goal Objective 3 To embody the highest standards of integrity and professionalism 1 2007 Obj: By June 30, 2007, maintain at least an 75% success rate for DPS newly hired officers completing probation. 2008 Obj: By June 30, 2008, maintain at least an 75% success rate for DPS newly hired officers completing probation. 2009 Obj: By June 30, 2009, maintain at least an 75% success rate for DPS newly hired officers completing probation. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Percent of DPS newly hired officers successfully completing probation. 64 FY 2006 Estimate 80 FY 2006 Actual 77 FY 2007 Estimate 75 FY 2008 Estimate 75 FY 2009 Estimate 75 2 2007 Obj: By June 30, 2007, reflect state population diversity by increasing the number of DPS employees in protected classes and using recruiting to target underrepresented protected classes. 2008 Obj: By June 30, 2008, reflect state population diversity by increasing the number of DPS employees in protected classes and using recruiting to target underrepresented protected classes. 2009 Obj: By June 30, 2009, reflect state population diversity by increasing the number of DPS employees in protected classes and using recruiting to target underrepresented protected classes. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OC Percent of DPS employees in protected classes 17.6 20 18.3 20 20 20 2 IP Employees in protected classes 340 400 380 400 400 400 3 IP Number of African-American employees 43 50 51 60 60 60 4 IP Number of Hispanic employees 261 258 288 300 300 300 5 IP Number of Asian/Pacific Is. Employees 16 30 22 30 30 30 Number of Native American employees 20 60 19 30 30 30 17.5 6.8 11 6.8 6.8 6.8 53 25 102 100 100 100 54.7 50 52 50 50 50 6 IP 7 OC Percent of protected class employees terminating employment 8 OP Number of recruitment events 9 OP Percent of recruitment events directed towards protected classes Monday, August 21, 2006 11:59 AM Page 3 Objective 3 2007 Obj: By June 30, 2007, maintain the employment attrition rate at 5.0% or lower. 2008 Obj: By June 30, 2008, maintain the employment attrition rate at 5.0% or lower. 2009 Obj: By June 30, 2009, maintain the employment attrition rate at 5.0% or lower. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of employees terminating employment (excludes non- Department of Public Safety task force members and retirements) Objective 3.5 FY 2006 Estimate 5.00 FY 2006 Actual 5.39 FY 2007 Estimate 5.00 FY 2008 Estimate 5.00 FY 2009 Estimate 5.00 4 2007 Obj: By June 30, 2007, compensate employees at 100 percent of market. 2008 Obj: By June 30, 2008, compensate employees at 100 percent of market. 2009 Obj: By June 30, 2009, compensate employees at 100 percent of market. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OC Average DPS civilian salary as percent of market 88.1 87 88.1 84 80 80 2 OC Average DPS sworn officer salary as percent of market 92.5 89 92.8 96 96 96 3 IP Percent of DPS civilian job classifications in which market value has been defined and determined. n/a TBD 30 30 35 40 4 IP Percent of DPS sworn officer classifications in which market value has been defined and determined. n/a TBD 100 100 100 100 Objective 5 2007 Obj: Implement training and management concepts to reduce liability and promote core values. 2008 Obj: Implement training and management concepts to reduce liability and promote core values. 2009 Obj: Implement training and management concepts to reduce liability and promote core values. Performance Measures: FY 2005 Actual ML Budget Type 1 IP FY 2006 Estimate Complete one self inspection of a high liability training program containing core value and ethical components per year FY 2006 Actual 1 FY 2007 Estimate 1 FY 2008 Estimate 1 FY 2009 Estimate 1 6 2007 Obj: By June 30, 2007, provide a minimum of one 8-hour skill, professional development, or law enforcement in-service training opportunity to 100% of division employees. 2008 Obj: By June 30, 2008, provide a minimum of one 8-hour skill, professional development, or law enforcement in-service training opportunity to 100% of division employees. 2009 Obj: By June 30, 2009, provide a minimum of one 8-hour skill, professional development, or law enforcement in-service training opportunity to 100% of division employees. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Percent of Agency Support Division employees attending 8 hours of skill/professional development training yearly Monday, August 21, 2006 11:59 AM 77.1 Estimate 100 Actual 80 Estimate 90 Estimate 90 Page 4 Estimate 90 Objective 7 2007 Obj: By June 30, 2007, continue a program of events involving health/wellness topics. 2008 Obj: By June 30, 2008, continue a program of events involving health/wellness topics. 2009 Obj: By June 30, 2009, continue a program of events involving health/wellness topics. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Number of health/wellness events held statewide 159 FY 2006 Estimate 60 FY 2006 Actual 60 FY 2007 Estimate 60 FY 2008 Estimate 60 FY 2009 Estimate 60 Health/Wellness events include: Physical Fitness Instructor Updates, Annual Physical Fitness Assessments, and Individual Wellness Prescriptions. 2 OC Percent of sworn employees participating in annual fitness assessment 91 100 95 95 95 95 8 2007 Obj: Improve employee effectiveness and resource utilization by continued efforts to reduce costs for delivery of support services. 2008 Obj: Improve employee effectiveness and resource utilization by continued efforts to reduce costs for delivery of support services. 2009 Obj: Improve employee effectiveness and resource utilization by continued efforts to reduce costs for delivery of support services. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 EF 14.51 TBD 15.1 TBD TBD TBD 2 OP Costs avoided through efficiency measures implemented for custodial, landscape services, and inmate labor. 106,596 125,000 145,398 145,000 145,000 145,000 3 OC Costs avoided through efficiency measures implemented by logistics and fleet. 156,776 150,000 85,230 90,000 90,000 90,000 4 OP Work-hours saved through efficiency measures. 5893 3,250 7,431 5,000 5,000 5,000 0 50 46 50 50 50 Agency indirect cost rate to deliver services (percent) 5 OP Number of forms converted to document imaging 6 EF Number of human resource processes audited for efficiency improvement N/A 4 4 4 7 EF Percent of sworn selection files processed by Human Resources within 10 weeks N/A 70 75 75 8 EF Percent of civilian selection files processed by Human Resources within 8 weeks N/A 70 75 75 9 OP Percent of testing processes updated annually by Human Resources N/A 20 20 75 Objective 9 2007 Obj: Improve effectiveness and resource utilization by continued emphasis on grant funds and asset forfeitures. 2008 Obj: Improve effectiveness and resource utilization by continued emphasis on grant funds and asset forfeitures. 2009 Obj: Improve effectiveness and resource utilization by continued emphasis on grant funds and asset forfeitures. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Dollar value of federal grant awards received (in millions) 2 OC Dollar value of asset forfeitures on an annual basis (in millions) 3 IP Monday, August 21, 2006 Dollar value of Building Renewal funds received (in thousands) 11:59 AM 28.6 102.5 FY 2006 Estimate 20.2 150 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 22.5 22.6 22.7 22.8 4.3 4.4 4.5 4.6 123 125 125 125 Page 5 Objective 10 2007 Obj: By June 30, 2007, continue implementation of the Racial Profiling Settlement Agreement 2008 Obj: By June 30, 2008, continue implementation of the Racial Profiling Settlement Agreement 2009 Obj: By June 30, 2009, continue implementation of the Racial Profiling Settlement Agreement Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OP Install mobile camera units in patrol cars. DNA 50 0 10 50 50 2 OP Percent of Highway Patrol and K-9 officers attending NHTSA professional traffic stop training course. DNA 100 100 100 100 100 3 OP Percent of data analysis plan completed and implemented. DNA 100 100 100 100 100 Task involves RFP for data analysis services, contractor to formulate plan, and analysis of at least 12 months data. 4 IP Percent of electronic data retained DNA 100 100 100 100 100 11 2007 Obj: Improve employee effectiveness and resource utilization by implementing a building and facilities program to address improvements, expansion, and work space needs. 2008 Obj: Improve employee effectiveness and resource utilization by implementing a building and facilities program to address improvements, expansion, and work space needs. 2009 Obj: Improve employee effectiveness and resource utilization by implementing a building and facilities program to address improvements, expansion, and work space needs. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 IP Percent of DPS building renewal formula funded 13 10 10 10 2 IP Percent of DPS Capital Improvement Plan projects funded 0 0 52 38 FY08 Southern Regional Crime Lab/FY09 Tucson Hqds Monday, August 21, 2006 11:59 AM Page 6 SUBPROGRAM SUMMARY PSA PATROL 2. 1 Contact Jack Lane, Division Chief Phone: (602) 223-2348 Mission: To ensure the safe and expeditious use of the highway transportation system for the public and to provide assistance to local and county law enforcement agencies. Description: Officers patrol nearly 6,000 miles of state and federal highways and enforce Arizona traffic, criminal, state, and federal laws, and commercial vehicle regulations. The Patrol additionally investigates traffic collisions, controls motor vehicle traffic, conducts criminal interdiction programs, makes criminal arrests, supports other law enforcement agencies, promotes traffic awareness and safety through public awareness programs, and provides specialized training to other criminal justice agencies. ‹ Goal Objective 1 To promote public safety in Arizona 1 2007 Obj: Ensure the safe and expeditious use of the highways by reducing collision and fatality rates. 2008 Obj: Ensure the safe and expeditious use of the highways by reducing collision and fatality rates. 2009 Obj: Ensure the safe and expeditious use of the highways by reducing collision and fatality rates. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OP Number of collision reduction details targeting collision causing violations. FY 2006 Estimate Identify the top five collision causing driver behaviors as the basis for training relating to enforcement efforts. 446 156 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate N/A 5 5 5 226 204 204 204 Based on three details per each of the 17 districts per quarter. Collision reduction details target specific collision-causing violations (DUI, aggressive drivers, speed etc.) and involve a minimum of 36 total man hours. These details are in addition to normal staffing requirements and can be conducted in a single day or over the course of several days. 3 OP Number of special enforcement projects in conjunction with CARE efforts aimed at collision causing violations and seat belt use. 6 6 102 102 102 102 Prior to FY06, projects were on a division basis. Performance based on six special enforcement projects per district per year in conjunction with CARE or other national efforts. 4 IP Fatal highway collisions on Department of Public Safety patrolled roads 387 367 385 411 429 450 5 OC Percent of total Department of Public Safety investigated highway collisions related to alcohol 4.60 5.00 4.39 4.40 4.34 4.31 Objective 2 2007 Obj: Ensure the safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. 2008 Obj: Ensure the safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. 2009 Obj: Ensure the safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Number of multi-agency task force operations directed toward apprehension of impaired and aggressive drivers. 2 OC Percent of officers participating in HGN certification training as needed. 3 QL 93 FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 100 100 12 12 12 100 98 100 100 100 9.1 10 10 10 Based on three per each of the four geographical bureaus per year. Percent of sworn officers maintaining DRE certification in each district. Wednesday, August 16, 2006 12:04 PM 97 Page 1 3 2007 Obj: Ensure the safe and expeditious movement of traffic by minimizing traffic delays as a result of unexpected closures. 2008 Obj: Ensure the safe and expeditious movement of traffic by minimizing traffic delays as a result of unexpected closures. Objective 2009 Obj: Ensure the safe and expeditious movement of traffic by minimizing traffic delays as a result of unexpected closures. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OP Percent of reports prepared on instances where half the traffic lanes in a specified direction were closed for more than three hours. FY 2006 Estimate Percent of mandatory debriefings where half of traffic lanes in a specific direction are closed more than three hours. FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate N/A 100 100 100 N/A 100 100 100 34 34 34 Reports will address best practices and procedures for minimizing extended road closure. 3 OP Number of officers receiving additional training in collision investigation and accident scene management. 74 26 41 Two additional officers per district, 17 districts. ‹ Goal 2 To deliver exemplary service 1 2007 Obj: Deliver exemplary service through community outreach and education programs. Objective 2008 Obj: Deliver exemplary service through community outreach and education programs. 2009 Obj: Deliver exemplary service through community outreach and education programs. Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OP Number of citizens' academy per year FY 2006 Actual 16 FY 2007 Estimate FY 2008 Estimate 11 11 FY 2009 Estimate 11 Each of the 9 geographic districts outside the Phoenix metropolitan area will host an academy and each of the two Phoenix Metro Bureaus will host an academy. 2 OP Number of pro-active events that affect awareness of the driving age public. 48 48 48 48 Each of the 4 geographical bureaus will participate in three events quarterly for a total of 48 for the Division. ‹ Goal 3 To embody the highest standards of integrity and professionalism 1 2007 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. 2008 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. 2009 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 IP Number of hours roll call training 9.5 8 8 8 Roll call training at the rate of 2hrs per quarter. Objective 2 2007 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2008 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2009 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of Divison personnel attending at least 8hrs of in-service training. FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 90 FY 2008 Estimate 90 FY 2009 Estimate 90 In service training includes Advanced Officer Training (AOT) for sworn or Advanced Civilian Training (ACT) for civilians or participation in AzGU programs. Wednesday, August 16, 2006 12:04 PM Page 2 3 2007 Obj: Improve employee effectiveness and resource utilization by maintaining proficiency in response to civil and natural emergencies. 2008 Obj: Improve employee effectiveness and resource utilization by maintaining proficiency in response to civil and natural emergencies. 2009 Obj: Improve employee effectiveness and resource utilization by maintaining proficiency in response to civil and natural emergencies. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Civil Emergency Task Force training exercises 2 IP 15 Number of inspections conducted to ensure availability of civil emergency equipment and report deficiencies. Estimate 12 Actual Estimate Estimate 16 15 15 15 N/A 15 15 15 A minimum of one inspection in each of the 15 geographical districts. Wednesday, August 16, 2006 12:04 PM Estimate Page 3 SUBPROGRAM SUMMARY PSA COMMERCIAL VEHICLE ENFORCEMENT 2. 2 Contact Jack Lane, Division Chief Phone: (602) 223-2348 A.R.S. § 41-1711 et. seq. Mission: To provide technical and essential services to the law enforcement community in the areas of commercial vehicle, tow truck, and pupil transportation safety and enforcement, and provide assistance and guidance on the safe handling of toxic waste in relation to transportation issues. Description: The Commercial Vehicle Enforcement Bureau is the primary commercial motor vehicle, tow truck, and school bus safety enforcement arm of the Department of Public Safety. The bureau's responsibility includes the training of personnel and assistance to local agencies that have specific problems with commercial motor vehicle law enforcement. Additionally, the bureau responds to hazardous material incidents throughout the State involving accidental discharges of hazardous materials and trains personnel involved in this effort. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Ensure safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles Objective traveled. 2008 Obj: Ensure safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles traveled. 2009 Obj: Ensure safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles traveled. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OP Commercial vehicle enforcement details in high collision areas 36 40 39 40 40 40 2 OP Compliance reviews on targeted motor carriers 86 80 94 80 80 80 2 2007 Obj: Protect the public through regulatory functions ensuring ststutory requirements for certification of school bus drivers and school buses. 2008 Obj: Protect the public through regulatory functions ensuring ststutory requirements for certification of school bus drivers and school buses. 2009 Obj: Protect the public through regulatory functions ensuring ststutory requirements for certification of school bus drivers and school buses. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OP School bus driver applications processed 4,805 1,800 2,156 1,800 1800 1,800 2 OP School bus driver records audited 14,735 10,000 5,932 10,000 10,000 10,000 3 OP School bus inspections 7,916 8,500 8,554 8,500 8,500 8,500 4 OC Percent of school busses taken out of service based on inspections. 37 32 27 22 Monday, August 21, 2006 5:22 AM Page 1 3 2007 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. 2008 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. Objective 2009 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OP Percent of tow truck inspections completed Number of tow truck inspections requested 3,102 FY 2006 Estimate 2,000 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 3,759 3,000 3,000 3,000 100 100 100 100 3 OP Number of tow truck applications processed 452 200 553 300 300 300 4 EF Percent of tow truck applications processed within 30 days 100 100 100 100 100 100 5 EF Percent of tow truck renewals completed within a month of renewal date. 100 100 100 100 100 100 4 2007 Obj: Provide law enforcement assistance to local agencies and the criminal justice system through a statewide judicial training program on commercial vehicle issues. 2008 Obj: Provide law enforcement assistance to local agencies and the criminal justice system through a statewide judicial training program on commercial vehicle issues. 2009 Obj: Provide law enforcement assistance to local agencies and the criminal justice system through a statewide judicial training program on commercial vehicle issues. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 OP Information and training presentations for judicial officials ‹ Goal 2 11 6 7 10 10 10 To embody the highest standards of integrity and professionalism 1 2007 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. 2008 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. 2009 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OP Percent of new Highway Patrol officers trained in commercial vehicle enforcement 100 100 100 100 100 100 2 OP Percent of other agency personnel receiving requested commercial vehicle enforcement training 100 100 100 100 100 100 3 OP Number of classes designed to train Commercial Vehicle Enforcement Bureau and other agencies' personnel in hazardous materials standards 5 2 3 2 2 2 Objective 2 2007 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2008 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2009 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of personnel completing at least 8hrs of inservice training. FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 90 FY 2008 Estimate 90 FY 2009 Estimate 90 In service training includes Advanced Officer Training (AOT) for sworn or Advanced Civilian Training (ACT) for civilians or participation in AzGU programs. Monday, August 21, 2006 5:22 AM Page 2 SUBPROGRAM SUMMARY PSA AVIATION 2. 3 Contact Jack Lane, Division Chief Phone: (602) 223-2348 A.R.S. § 28-240, 41-1834 Mission: To provide an immediate, 24-hour per day, statewide air support response capability for critical occurrences and emergency situations, to provide aerial and logistical support for law enforcement, highway safety, and traffic enforcement operations, and to provide transport services in support of governmental operations and critical administrative functions. Description: The Aviation subprogram is comprised of four air rescue helicopter units, a fixed-wing air support unit, an aircraft maintenance unit, and administrative staff. The air rescue units are strategically based around the State to provide the most efficient and effective service. The air support and aircraft maintenance units are based in Phoenix at Sky Harbor Airport. Services provided include: first responder emergency medical services, technical rescue operations, medical and disaster evacuation, search operations, aerial and logistical support for law enforcement, highway safety and traffic enforcement operations, and transport services in support of governmental operations and critical administrative functions. To accomplish its mission, the subprogram operates and maintains a fleet of five rotary-wing and four fixed-wing aircraft. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Provide statewide air support for critical incidents, emergency situations, highway safety, and law enforcement operations by ensuring timely delivery of air rescue services. 2008 Obj: Provide statewide air support for critical incidents, emergency situations, highway safety, and law enforcement operations by ensuring timely delivery of air rescue services. 2009 Obj: Provide statewide air support for critical incidents, emergency situations, highway safety, and law enforcement operations by ensuring timely delivery of air rescue services. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 Objective Actual ML Budget Type 1 EF 2 EF Percent of air rescue pilots meeting proficiency standards in the bureau ground and flight training program. 3 EF Percent air rescue paramedics trained to state standards 100 4 EF Percent crew members receiving technical rescue training 100 Estimate Percent of time helicopter fleet meets availability standard under scheduled maintenance program. Actual 94.8 Estimate 100 Estimate 100 FY 2009 Estimate 100 Availability standard is 3 helicopters available statewide Mon-Thurs and 4 helicopters available statewide Fri-Sun N/A 100 100 100 100 100 100 100 100 100 100 100 100 100 2 2007 Obj: Provide statewide air support for critical incidents, highway safety, law enforcement operations, and transportation by ensuring timely delivery of fixed-wing services. 2008 Obj: Provide statewide air support for critical incidents, highway safety, law enforcement operations, and transportation by ensuring timely delivery of fixed-wing services. 2009 Obj: Provide statewide air support for critical incidents, highway safety, law enforcement operations, and transportation by ensuring timely delivery of fixed-wing services. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 EF Percent of time that at least one twin-engine aircraft is available under a scheduled aircraft maintenance program. N/A 100 100 100 2 EF Percent of fixed wing pilot availability, within 2hrs notice, for law enforcement emergency transport missions. N/A 100 100 100 Thursday, August 17, 2006 9:41 AM Page 1 3 2007 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. 2008 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. Objective 2009 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Percent increase in helicopter flights assisting patrol with highway safety and traffic enforcement operations. 2 OP Percent increase in fixed-wing flights supporting highway safety and traffic enforcement in rural or remote areas. (26) FY 2006 Estimate 10 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate (27) 10 10 10 10 10 10 10 Significant reduction in service during FY05 and FY06 due to lack of pilots. ‹ Goal 2 89 10 To deliver exemplary service 1 2007 Obj: Deliver exemplary service by providing community outreach and education programs. Objective 2008 Obj: Deliver exemplary service by providing community outreach and education programs. 2009 Obj: Deliver exemplary service by providing community outreach and education programs. Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OP Number of proactive events that affect public awareness FY 2006 Actual 132 FY 2007 Estimate FY 2008 Estimate 64 64 FY 2009 Estimate 64 Based on each of the four regional Air Rescue Units participating in a minimum of four events each quarter ‹ Goal Objective 3 To embody the highest standards of integrity and professionalism 1 2007 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. 2008 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. 2009 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of Division personnel attending at least 8hrs of in-service training FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 90 FY 2008 Estimate 90 FY 2009 Estimate 90 In service training includes Advanced Officer Training (AOT) for sworn or Advanced Civilian Training (ACT) for civilians or participation in AzGU programs. Thursday, August 17, 2006 9:41 AM Page 2 PROGRAM SUMMARY PSA CRIMINAL INVESTIGATIONS 3. 0 Contact Mikel Longman, Division Chief Phone: (602) 223-2812 A.R.S. § 41-1761 et. seq. Mission: To protect the public by deterring crime using innovative investigative and specialized enforcement strategies and resources. Description: The Criminal Investigations Division provides statewide investigative, specialized enforcement, and high risk response support to federal, state, and local criminal justice agencies. The Division conducts investigations regarding narcotic trafficking, organized crime, intelligence, vehicle theft, gangs, computer and financial crimes, as well as major crime investigations when requested by other criminal justice agencies. The Division provides specialized high risk response to acts of extraordinary violence and domestic preparedness incidents. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Ensure the safe and expeditious use of highways by supporting traffic safety efforts with professional vehicular crime investigations. 2008 Obj: Ensure the safe and expeditious use of highways by supporting traffic safety efforts with professional vehicular crime investigations. 2009 Obj: Ensure the safe and expeditious use of highways by supporting traffic safety efforts with professional vehicular crime investigations. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 Number of accident reconstruction requests 212 239 279 285 2 Number of DPS officers trained to NHTSA standards in accident reconstruction under a program coordinated by the Investigations Bureau. 41 40 40 40 Objective 2 2007 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. 2008 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. 2009 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Number of counter-terrorism partners co-located at ACTIC 2 4 FY 2006 Estimate 7 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 41 43 45 47 OP Number of personnel committed to task forces combating identity theft. 1 6 6 6 3 OP Number of significant identity theft investigations 6 15 20 20 4 OP Number of investigations completed in support of sexoffender registration programs 28 120 120 120 Improve the quality of life for Arizona residents by enforcing sex offender registration requirements. Thursday, August 17, 2006 10:33 AM Page 1 Objective 3 2007 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. 2008 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. 2009 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Counter-drug assessments published per year. 2 OP Number of intelligence reports disseminated in support of local initiatives drugs, organized crime, gangs and auto theft. 3 OP Number of geospatial products provided in support of local intelligence initiatives. 4 OP Number of serial crime hits provided in support of local intelligence initiatives. 5 FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 0 6 4 4 4 4 1,120 1,200 Unkn 1,200 1,200 1,200 330 380 400 420 Support of local efforts through intelligence initiatives. 6 50 25 25 25 25 OP Number of serial crime reports entered into the Sex Crime Network System 217 300 100 100 100 100 6 OP Number of GITEM street gang intelligence bulletins published 4 12 1 12 12 12 7 IP 247 1,500 Unkn 1,200 1,200 1,200 8 IP 1,006 950 1,022 950 950 950 9 OP Number of agencies with RMIN connectivity 540 750 559 800 850 850 Number of intelligence reports received. Intelligence reports in compliance with 28 CFR Part 23. Number of Rocky Mountain Information Network (RMIN) member agencies served. 10 OC Number of RMIN database inquiries 197,589 75,000 191,163 80,000 85,000 90,000 11 OC Number of RMIN analytical requests 151 200 164 225 250 250 12 OP Number of Gang Liaison Officers 15 15 15 15 13 OP Number of agencies participating in GITEM gang database 50 50 50 50 8 25 In FY06, the GITEM gang database changed to on-line access, GANGNET, from the previous CD-based access. This has increased participation and improved the quality of the database. 14 OP Number of major gang enforcement operations conducted by GITEM. 8 5 4 4 4 4 15 OP Number of minor gang enforcement operations conducted by GITEM. 47 25 25 25 25 25 16 OP Number of information systems available to analysts and officers at the ACTIC Center 2 12 48 53 60 60 17 IP 73 100 1,200 1,200 1,200 1,200 18 OP Number of criminal organizations trafficking in narcotics identified and disrupted. 5 4 4 4 4 4 Number of intelligence reports received from other divisions of DPS. 19 OP Number of clandestine labs dismantled 71 50 66 50 50 50 20 OP Number of reports relating to suspicious precursor chemical transactions. 74 125 35 125 125 125 21 OP Number of reports relating to regulated precursor chemical sales. 2 10 20 10 10 10 22 OP Number of notification packets generated for detectives regarding suspicious sales of precursor chemicals. 42 150 11 150 150 150 23 OP Number of notifications to detectives regarding Internet sources purchasing precursor chemicals. 5 12 4 12 12 12 24 OP Number of stolen vehicles recovered by detectives assigned to the auto theft task force. 2,792 2,750 2,670 2,750 2,750 2,750 25 OP Number of chop shops dismantled by the auto theft task force. 50 45 47 45 45 45 26 OP Number of insurance fraud investigations conducted by detectives in the auto theft task force. 41 50 42 50 50 50 Thursday, August 17, 2006 10:33 AM Page 2 27 OP Number of auto salvage/storage/auction yards inspected by detectives in the vehicle theft task force. 69 60 50 50 50 50 28 OP Number of felony suspects arrested by by detectives in the vehicle theft task force. 287 300 290 300 300 300 29 OP Number of computer search warrant examinations by computer forensic detectives. 143 200 225 200 150 150 30 OP Number of computer forensic training sessions coordinated by DPS forensic detectives. 30 6 6 6 31 OP Number of independent investigations at the request of other jurisdictions 150 50 50 50 DPS supports local jurisdictions with criminal and administrative investigations including officer involved shootings, public corruption, critical incidents and other specialty inquiries. 32 OP Number of responses to police situations involving the use of special weapons or tactics, explosives, dangerous materials or high risk activity. ‹ Goal 2 85 200 200 200 To deliver exemplary service 1 2007 Obj: Provide service and public information by fostering partnerships with the community and stakeholders. Objective 2008 Obj: Provide service and public information by fostering partnerships with the community and stakeholders. 2009 Obj: Provide service and public information by fostering partnerships with the community and stakeholders. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OP Number of gang summits GITEM will coordinate for criminal justice executives. 1 1 1 1 2 OP Number of regional gang public information programs coordinated by GITEM 7 20 20 20 3 OP Number of graffiti abatement programs established with liaisons between GITEM and community groups. 0 10 10 10 4 OP Internet web site established and maintained by GITEM for gang related communication with stakeholders. 1 1 1 1 5 OP Number of community awareness programs conducted by the Arizona Counter Terrorism Information Center. 21 75 75 25 25 25 6 OP Number of Criminal Investigations Division community outreach programs presented. 1 4 4 4 3 4 ‹ Goal Objective 3 To embody the highest standards of integrity and professionalism 1 2007 Obj: Implement training and management concepts to reduce liability and promote core values. 2008 Obj: Implement training and management concepts to reduce liability and promote core values. 2009 Obj: Implement training and management concepts to reduce liability and promote core values. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of CID personnel attending training beyond mandated in-service to increase skills relating to their assignment. Thursday, August 17, 2006 10:33 AM 100 FY 2006 Estimate 100 FY 2006 Actual 66 FY 2007 Estimate 66 FY 2008 Estimate 66 Page 3 FY 2009 Estimate 66 Objective 2 2007 Obj: Improve employee effectiveness and resource utilization. 2008 Obj: Improve employee effectiveness and resource utilization. 2009 Obj: Improve employee effectiveness and resource utilization. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Percent of division personnel attending mandated department in-service training. 2 IP 100 FY 2006 Estimate 100 FY 2006 Actual 100 FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 90 90 90 1 1 1 This includes Az-POST mandated AOT for sworn or DPS mandated ACT for civilians. Develop and implement a comprehensive investigative support information technology plan for the division. Thursday, August 17, 2006 10:33 AM 1 Page 4 SUBPROGRAM SUMMARY PSA SCIENTIFIC ANALYSIS 4. 1 Contact Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. § 41-1761 et. seq. Mission: To assist the Department, the Arizona criminal justice community, and the public in the timely investigation and adjudication of criminal cases by utilizing state-of-the-art analytical techniques, providing the most accurate scientific analysis of evidence, and presenting expert court testimony. Description: The Scientific Analysis subprogram provides scientific analysis of evidence, technical crime scene assistance, secure storage of evidentiary items, training, and expert testimony to all criminal justice agencies in the State. Scientific and technical services are provided in the areas of DNA, Serology, Toxicology (drugs and poisons in biological specimens), Breath and Blood Alcohol, Controlled Substances (drugs), Firearms and Tool Marks, Footwear and Tire Tracks, Trace Evidence (explosives, arson, hairs, fibers, paint, glass, etc.), Latent Fingerprints, Questioned Documents, and Photography. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. Objective 2008 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. 2009 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. Performance Measures: ML Budget Type 1 IP Number of scientific analysis cases 2 EF Percent of crime lab cases over 30 days old FY 2005 Actual FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 45,916 49,590 49,519 54,471 59,919 65,910 6.2 4.0 6.2 5.0 4.0 3.0 2 2007 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. Objective 2008 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. 2009 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Number of evidence disposals completed per month per regional evidence room 2.5 FY 2006 Estimate 3 FY 2006 Actual 3 FY 2007 Estimate 3 FY 2008 Estimate 3 FY 2009 Estimate 3 3 2007 Obj: Promote public safety by enhancing scientific analysis capability and service through a new facility in Southern Arizona Objective 2008 Obj: Promote public safety by enhancing scientific analysis capability and service through a new facility in Southern Arizona 2009 Obj: Promote public safety by enhancing scientific analysis capability and service through a new facility in Southern Arizona Performance Measures: FY 2005 Actual ML Budget Type 1 Percent of crime lab construction cost funding available. ‹ Goal Objective 2 0 FY 2006 Estimate 0 FY 2006 Actual 0 FY 2007 Estimate seek funds FY 2008 Estimate 89 FY 2009 Estimate 11 To deliver exemplary service 1 2007 Obj: Improve customer service by determining staffing needs in proportion to workload. 2008 Obj: Improve customer service by determining staffing needs in proportion to workload. 2009 Obj: Improve customer service by determining staffing needs in proportion to workload. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OC Number of additional scientific analysis positions Monday, August 21, 2006 FY 2006 Estimate Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service. 6:37 AM 11 31 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 1 1 1 11 11 15 15 Page 1 2 2007 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. Objective 2008 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. 2009 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of obsolete scientific equipment replaced 17.5 FY 2006 Estimate 20 FY 2006 Actual 28.8 FY 2007 Estimate 20 FY 2008 Estimate 20 FY 2009 Estimate 20 3 2007 Obj: Deliver exemplary service by providing public outreach and education programs. Objective 2008 Obj: Deliver exemplary service by providing public outreach and education programs. 2009 Obj: Deliver exemplary service by providing public outreach and education programs. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Presentations given per regional crime laboratory ‹ Goal 3 8 FY 2006 Estimate 8 FY 2006 Actual 8 FY 2007 Estimate 8 FY 2008 Estimate 8 FY 2009 Estimate 8 To embody the highest standards of integrity and professionalism. 1 2007 Obj: By June 30, 2007, send 100 percent of all employees to one essential forensic science/professional development training session and send 67 percent to two training sessions. 2008 Obj: By June 30, 2008, send 100 percent of all employees to one essential forensic science/professional development training session and send 75 percent to two training sessions. 2009 Obj: By June 30, 2009, send 100 percent of all employees to one essential forensic science/professional development training session and send 75 percent to two training sessions. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OP Percent of scientific analysis employees receiving one training session 100 100 100 100 100 100 2 OP Percent of scientific analysis employees receiving two training sessions 50 75 54 67 75 75 Monday, August 21, 2006 6:37 AM Page 2 SUBPROGRAM SUMMARY PSA COMMUNICATIONS 4. 2 Contact Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. § 41-1713, 41-1749 Mission: To ensure officer and public safety comes first by giving assistance and information to the public; providing statewide radio dispatch services for the Department of Public Safety, emergency medical services, and other criminal justice agencies; and providing design, coordination, construction, and maintenance services for statewide radio, voice, and data telecommunications systems. Description: Communications operates three dispatch centers located in Phoenix, Tucson, and Flagstaff to facilitate the flow of information and provide assistance to the public, Department of Public Safety officers, criminal justice agencies, and emergency service providers. In addition, this subprogram provides the infrastructure to support public safety services for state, county/local governmental agencies, and the Emergency Medical Communications System (EMSCOMM). ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Protect the public by reducing operational communications response time for 911 calls Objective 2008 Obj: Protect the public by reducing operational communications response time for 911 calls 2009 Obj: Protect the public by reducing operational communications response time for 911 calls Performance Measures: FY 2005 Actual ML Budget Type 1 IP ‹ Goal Objective 2 FY 2006 Estimate Additional call takers FY 2006 Actual 4 FY 2007 Estimate FY 2008 Estimate 4 4 FY 2009 Estimate 4 To deliver exemplary service 1 2007 Obj: Improve customer service by developing a staffing plan based on workload data. 2008 Obj: Improve customer service by implementing a workload based staffing plan as the basis for budget requests. 2009 Obj: Improve customer service by using a workload based staffing plan as the basis for budget requests. Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OC Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service. FY 2006 Actual N/A FY 2007 Estimate 1 FY 2008 Estimate 1 FY 2009 Estimate 1 2 2007 Obj: Improve customer service by developing a scheduled replacement plan for obsolete equipment, computers, and technology 2008 Obj: Improve customer service by implementing a scheduled replacement plan for obsolete equipment, computers and technology. 2009 Obj: Improve customer service by using a scheduled replacement plan for obsolete equipment, computers and technology as the basis for fiscal requests. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OC Number of replacement schedule plans developed and implemented for obsolete equipment, computers and technology. Wednesday, August 23, 2006 6:42 AM Estimate Actual N/A Estimate 1 Estimate 1 Page 1 Estimate 1 3 2007 Obj: Improve customer service by ensuring that no more than 10% of telecommunications equipment exceeds replacement age. 2008 Obj: Improve customer service by ensuring that no more than 10% of telecommunications equipment exceeds replacement age. 2009 Obj: Improve customer service by ensuring that no more than 10% of telecommunications equipment exceeds replacement age. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 OP Portable radios replaced 100 206 92 206 170 170 2 OP Mobile radios replaced 150 136 194 136 140 140 3 OP Base stations replaced 0 10 1 10 10 10 4 OP Microwave radios replaced 0 3 1 3 N/A N/A ‹ Goal Objective 3 To embody the highest standards of integrity and professionalism 1 2007 Obj: By June 30, 2007, provide employees with a minimum of 8 hours skill or professional development training. 2008 Obj: By June 30, 2008, provide employees with a minimum of 8 hours skill or professional development training. 2009 Obj: By June 30, 2009, provide employees with a minimum of 8 hours skill or professional development training. Performance Measures: FY 2005 Actual ML Budget Type 1 FY 2006 Estimate OC Percent of personnel attending in-service training Objective N/A FY 2005 Actual ML Budget Type FY 2006 Estimate OC Percent of dispatch consoles upgraded. Objective FY 2007 Estimate 90 FY 2008 Estimate FY 2009 Estimate 90 90 2 2007 Obj: Improve employee effectiveness and operational communication services by researching and securing funding for dispatch console upgrades. 2008 Obj: Improve employee effectiveness and operational communication services by upgrading 33% of dispatch consoles. 2009 Obj: Improve employee effectiveness and operational communication services by upgrading 33% of dispatch consoles. Performance Measures: 1 FY 2006 Actual FY 2006 Actual N/A FY 2007 Estimate seek funds FY 2008 Estimate 33 FY 2009 Estimate 33 3 2007 Obj: Improve employee effectiveness and operational communication services by researching and securing funding for upgrades to the 24-hour recording system. 2008 Obj: Improve employee effectiveness and operational communication services by upgrading the 24-hour recording system. 2009 Obj: Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of upgrades to the 24-hour recording system Wednesday, August 23, 2006 6:42 AM FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate seek funds FY 2008 Estimate 100 Page 2 FY 2009 Estimate complete 4 2007 Obj: Improve employee effectiveness and resource utilization by improvements to infrastructure supporting microwave, interoperable radio, and mobile data systems. 2008 Obj: Improve employee effectiveness and resource utilization by improvements to infrastructure supporting microwave, interoperable radio, and mobile data systems. 2009 Obj: Improve employee effectiveness and resource utilization by improvements to infrastructure supporting microwave, interoperable radio, and mobile data systems. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OC Interoperable radio suites installed in support of PSCC N/A 2 OC Digital microwave paths N/A 1 0 0 3 OC Microwave sites upgraded N/A 4 6 6 4 OC Mobile Data Computer (MDC) system sites N/A/ 5 5 5 5 OP Mobile Data Computer (MDC) expansions 110 180 100 100 Wednesday, August 23, 2006 6:42 AM 18 18 Page 3 4 SUBPROGRAM SUMMARY PSA INFORMATION SYSTEMS 4. 3 Contact Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. § 41-1713 Mission: To provide information services to internal and external DPS customers in support of public safety and to improve department efficiency through automation and the application of new technology. Description: The Information Systems subprogram designs, develops, maintains, and operates automated computer systems to support the enforcement, investigative, and administrative functions of the Agency. These programs include the statewide criminal justice information on-line network used by all criminal justice agencies in Arizona. ‹ Goal 1 To promote public safety in Arizona 1 2007 Obj: Promote public safety by enhancing the capability of criminal information systems and the sharing of information. Objective 2008 Obj: Promote public safety by enhancing the capability of criminal information systems and the sharing of information. 2009 Obj: Promote public safety by enhancing the capability of criminal information systems and the sharing of information. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OC Percent TCP/IP communications protocol deployed 57 100 100 100 Complete Complete 2 OP Percent of Lotus Notes deployment completed to district and area offices. 90 100 69 100 100 100 3 OP Users trained on new report generating query tools. 0 10 4 OP Complete enhancement of ACJIS message switch with technology to handle XML and web services. 10 10 10 10 Develop Install Complete Complete 2 2007 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. 2008 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. 2009 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 QL ‹ Goal Objective 2 Percent ACJIS system availability 99.9 99.7 99.7 99.7 99.7 99.7 To deliver exemplary service 1 2007 Obj: Improve customer service by determining staffing needs in proportion to workload. 2008 Obj: Improve customer service by determining staffing needs in proportion to workload. 2009 Obj: Improve customer service by determining staffing needs in proportion to workload. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 IP Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service 1 1 1 1 2 OC Additional PC specialists for hardware and software support in northern and southern Arizona 0 2 2 0 Monday, August 21, 2006 6:41 AM Page 1 2 2007 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. 2008 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. Objective 2009 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Implement a 5-yr cycle PC replacement program. 2 OC Personal computers replaced FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate Unfunded Seek Funds Unfunded Seek Funds 1 1 n/a 650 n/a n/a 650 650 3 2007 Obj: Improve customer service by providing information technology users with timely support. Objective 2008 Obj: Improve customer service by providing information technology users with timely support. 2009 Obj: Improve customer service by providing information technology users with timely support. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percentage of network PCs managed by Unicenter software. 2 OC Number of legacy applications converted to technology standard database management system 3 4 ‹ Goal Objective 3 FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate N/A 25 100 100 5 Seek Funds 10 10 OC Number of 3270 applications enabled for the browser N/A Seek Funds 10 10 OC Implement a phased automated, integrated records management system to facilitate agency wide information sharing. N/A Phase I Phase II Phase III 1 5 To embody the highest standards of integrity and professionalism. 1 2007 Obj: By June 30, 2007, provide employees with a minimum of 8 hrs skill or professional training. 2008 Obj: By June 30, 2008, provide employees with a minimum of 8 hrs skill or professional training. 2009 Obj: By June 30, 2009, provide employees with a minimum of 8 hrs skill or professional training. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of personnel attending training Monday, August 21, 2006 6:41 AM FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 90 FY 2008 Estimate 90 Page 2 FY 2009 Estimate 90 SUBPROGRAM SUMMARY PSA CRIMINAL INFORMATION AND LICENSING 4. 4 Contact Georgene Ramming, Division Chief Phone: (602) 223-2400 A.R.S. Titles 24, 26, 32, 41; 41-1750, 41-2401 et. seq. Mission: To provide efficient and responsive criminal information and regulatory services to the criminal justice community and the public as mandated by federal and state law. Description: The Criminal Information and Licensing subprogram includes management of the Arizona central state repository of criminal history information and the statewide Arizona Automated Fingerprint Identification System (AZAFIS). It coordinates access for Arizona Criminal Justice Information System (ACJIS) and administers the concealed weapons, sex offender registration and community notification compliance, and private investigation and security guard licensing programs. It provides training/certification and compliance monitoring for AZAFIS, the central state repository, and the ACJIS network; background checks for private investigation licensing, security guard licensing, concealed carry permits, and other authorized private and government entities. Additionally this subprogram compiles and publishes the Arizona Uniform Crime Report. ‹ Goal Objective 1 To promote public safety in Arizona 1 2007 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. 2008 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. 2009 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OP Percent of all registered sex offender addresses verified annually Objective Number of Sex Offender Compliance Positions converted from grants to general funds FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 2 4 0 4 Complete Complete 47 80 80 90 100 100 2 2007 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. 2008 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. 2009 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. Performance Measures: FY 2005 Actual ML Budget Type 1 IP Additional positions for the criminal history records program. 2 IP 3 4 Objective 0 FY 2006 Estimate 10 FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 0 Seek Funds 10 0 Additional positions for arrest (ACDC) and disposition reporting (ADRS) systems N/A Seek Funds 2 0 IP Additional positions for ACJIS compliance functions N/A Seek Funds 2 0 IP Additional position to manage AZAFIS Operations Section. N/A Seek Funds 1 Complete 3 2007 Obj: Promote public safety by maintaining the Arizona sex offender absconder rate at 7% 2008 Obj: Promote public safety by maintaining the Arizona sex offender absconder rate at 7% 2009 Obj: Promote public safety by maintaining the Arizona sex offender absconder rate at 7% Performance Measures: FY 2005 Actual ML Budget Type 1 Monday, August 21, 2006 Percent of Arizona sex offenders in absconder status 6:43 AM FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 7.0 FY 2008 Estimate 7.0 Page 1 FY 2009 Estimate 7.0 4 2007 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. 2008 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. Objective 2009 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OC Implement an online ACJIS terminal operator certification program. N/A Seek Funds 1 Complete 2 OC Implement Arizona's participation in the National Data Exchange (NDEX) System. N/A Plan 1 Complete 3 OC Additional positions to coordinate implementation and ongoing operation of NDEX system N/A Seek Funds 2 0 4 OC Additional position to supervise ACJIS Compliance and Access Integrity programs N/A Seek Funds 1 0 5 OC Implement an Arizona Automated Fingerprint Identification System MetaMorpho upgrade. N/A Install Complete Complete FY 2008 Estimate FY 2009 Estimate ‹ Goal Objective 2 To deliver exemplary service 1 2007 Obj: Improve customer service by determining staffing needs in proportion to workload 2008 Obj: Improve customer service by determining staffing needs in proportion to workload 2009 Obj: Improve customer service by determining staffing needs in proportion to workload Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OC Number of additional ACJIS Compliance Specialists to conduct criminal history record compliance reviews. Objective FY 2006 Estimate Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service. FY 2006 Actual FY 2007 Estimate 1 1 1 1 N/A Seek Funds 2 0 2 2007 Obj: Improve customer service and reduce licensing delays through electronic transmittal of fingerprints 2008 Obj: Improve customer service and reduce licensing delays through electronic transmittal of fingerprints 2009 Obj: Improve customer service and reduce licensing delays through electronic transmittal of fingerprints Performance Measures: FY 2005 Actual ML Budget Type 1 EF Monday, August 21, 2006 Develop and implement an electronic fingerprint transfer program for the AzAFIS system. 6:43 AM FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate Pilot FY 2008 Estimate FY 2009 Estimate Complete Complete Page 2 3 2007 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. 2008 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. Objective 2009 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 EF Install an electronic document management system for Concealed Weapons, Private Investigator, and Security Guard Licensing functions. N/A Install Complete Complete 2 EF Convert software applications for concealed weapon permits and applicant clearance cards to browser based systems. N/A Study Convert Complete 3 OC Number of Java programmer positions to provide support and development enhancements for information technology software applications. N/A Seek Funds 2 0 4 OP Number of additional fingerprint positions to provide AzAFIS service function. N/A Seek Funds 5 1 5 OC Implement Phase III expansion of AFIS Optical Print and Photo Subsystem to electronically archive paper records. N/A Study Complete Complete 6 QL 98 98 98 98 ‹ Goal Objective 3 Arizona Automated Fingerprint Identification System percent of system reliability 98 98 To embody the highest standards of integrity and professionalism 1 2007 Obj: By June 30, 2007, provide employees with a minimum of 8 hrs skill or professional training. 2008 Obj: By June 30, 2008, provide employees with a minimum of 8 hrs skill or professional training. 2009 Obj: By June 30, 2009, provide employees with a minimum of 8 hrs skill or professional training. Performance Measures: FY 2005 Actual ML Budget Type 1 Monday, August 21, 2006 Percent of personnel attending training 6:43 AM FY 2006 Estimate FY 2006 Actual N/A FY 2007 Estimate 90 FY 2008 Estimate 90 Page 3 FY 2009 Estimate 90 PROGRAM SUMMARY PSA GOVERNOR'S OFFICE OF HIGHWAY SAFETY 5. 0 Contact Richard Fimbres, Director Phone: (602) 255-3216 A.R.S. § 28-611 Mission: To be the focal point for highway safety issues in Arizona, the Governor’s Office of Highway Safety (GOHS) provides leadership by developing, promoting, and coordinating programs; influencing public and private policy; and increasing public awareness of highway safety. Description: The GOHS develops the Arizona Highway Safety Plan (HSP) through annual problem identification and analysis of traffic records, citations, convictions, judicial outcome, incarcerations, assessments, screening, treatment, prevention, and surveys. The HSP serves as a means for the reduction of traffic crashes, deaths, injuries, and property damage resulting from accidents on public roads. GOHS develops, promotes, and implements effective education, engineering, and enforcement programs toward ending preventable crashes and reducing economic costs associated with vehicle use and highway travel. Through the GOHS Director, a channel of communication and understanding has been developed between the Governor's Office, the legislature, state agencies, political subdivisions, and activist groups concerning all aspects of the statewide highway safety program. One emphasis of the highway safety funding process is to provide "seed" money to develop effective programs which can become operational within a three-year period. If the program(s) is/are successful, the state or local jurisdiction will establish the program(s) as a permanent responsibility of the jurisdiction. Problem identification involves the study of relationships between collisions and the characteristics of population, licensed drivers, registered vehicles, and vehicle miles traveled. Drivers can be classified into subgroups according to age, sex, etc. Vehicles can be divided into subgroups according to year, make, body style, etc. Roads can be divided into subgroups according to number of lanes, type of surface, political subdivision, etc. Collisions can be further analyzed in terms of the time, day, and month; age and sex of drivers; primary collision factors; and use of safety equipment. Other factors also influence motor vehicle collisions and are considered in conducting comparative analyses between jurisdictions. For example, variations in composition of population, modes of transportation, the highway system, economic conditions, climate, and the effective strength of law enforcement agencies are influential. The selection of collision comparisons requires the exercise of judgment. ‹ Goal 1 To decrease the fatality rate per 100 million vehicle miles traveled (VMT) from the base level of 2.06 in 2001. 1 2007 Obj: By September 30, 2007, analyze statewide/local traffic data, review proposals & develop a FY2008 Highway Safety Plan with performance measures, project/program descriptions, objectives, costs time frames, evaluation & legislative issues to consider. 2008 Obj: By September 30, 2008, analyze statewide/local traffic data, review proposals & develop a FY2009 Highway Safety Plan with performance measures, project/program descriptions, objectives, costs time frames, evaluation & legislative issues to consider. 2009 Obj: By September 30, 2009, analyze statewide/local traffic data, review proposals & develop a FY2010 Highway Safety Plan with performance measures, project/program descriptions, objectives, costs time frames, evaluation & legislative issues to consider. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 IP Grant Proposals received from Jurisdictions 151 2 OP Contracts negotiated, written, and executed 116 120 184 150 150 150 3 OC Crashes (prior calendar year) n/a 136,000 138,791 140,000 140,000 140,000 150 165 160 160 160 Crash related statistics are being compiled. The statistics must be extrapolated due to differences in the state and federal fiscal year and the calendar year reports. 4 OC Miles traveled fatality rate (prior calendar year) 5 OC Total statewide fatalities (prior calendar year) 6 OC Total persons injured (prior calendar year) n/a 2.0 1.97 2.0 1.95 1.93 Crash related statistics must be extrapolated due to differences in the state and federal fiscal year and calendar year reports. 1151 1,100 1,179 1,100 1,150 1,150 n/a 76,500 70,050 76,500 72,000 72,000 Crash related statistics must be extrapolated due to differences in the state and federal fiscal year and calendar reports. ‹ Goal Objective 2 To have the percentage of increase of the total number of persons killed be less than the percentage of increase of VMT and population in the base year of 2001. 1 2007 Obj: By September 30, 2007, reduce alcohol involvement in crashes and continue to evaluate the countermeasures, make necessary adjustments and research/analyze expected national and state legislative initiatives. 2008 Obj: By September 30, 2008, reduce alcohol involvement in crashes and continue to evaluate the countermeasures, make necessary adjustments and research/analyze expected national and state legislative initiatives. 2009 Obj: By September 30, 2009, reduce alcohol involvement in crashes and continue to evaluate the countermeasures, make necessary adjustments and research/analyze expected national and state legislative initiatives. Thursday, August 10, 2006 11:25 AM Page 1 Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OP Placement/contracts for DUI enforcement vehicles 10 10 5 10 10 5 2 OP Placement/contracts for alcohol-detection devices 65 50 50 20 10 10 3 OC Agencies participating in DUI task forces 60 60 60 60 60 60 4 OP DUI enforcement patrols 60 60 60 60 60 60 5 OC Officers receiving standardized field sobriety/horizontal gaze nystagmus/drug recognition expert training 400 425 425 450 450 450 6 OC Alcohol-related fatalities (prior calendar year) n/a 270 232 270 250 240 2 2007 Obj: By September 30, 2007, GOHS will analyze expected national & state legislative initiatives, continue youth related workshops on liquor laws and revocation/suspension of driving privileges of drivers under 21 who attempt to purchase or use liquor. 2008 Obj: By September 30, 2008, GOHS will analyze expected national & state legislative initiatives, continue youth related workshops on liquor laws and revocation/suspension of driving privileges of drivers under 21 who attempt to purchase or use liquor. 2009 Obj: By September 30, 2009, GOHS will analyze expected national & state legislative initiatives, continue youth related workshops on liquor laws and revocation/suspension of driving privileges of drivers under 21 who attempt to purchase or use liquor. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OC Officers, prosecutors, and judges attending GOHS Summit training on DUI, Speed, Seat Belt, etc ‹ Goal 3 400 Estimate 400 Actual 400 Estimate 400 Estimate 400 Estimate 400 To have the percentage of increase of the total number of persons injured from the base level of 73,962 in 2001 be less than the percentage of increase of VMT and population. 1 2007 Obj: By September 30, 2007, continue enforcement, public information, training, surveys, and research/analyze expected national and state legislative issues. 2008 Obj: By September 30, 2008, continue enforcement, public information, training, surveys, and research/analyze expected national and state legislative issues. 2009 Obj: By September 30, 2009, continue enforcement, public information, training, surveys, and research/analyze expected national and state legislative issues. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OC Agencies participating in public information & education/enforcement projects 45 45 45 45 40 40 2 OP Public information & education campaigns developed each calendar quarter 4 4 4 4 4 4 3 OP Enforcement/training/public information & education events 20 20 24 25 25 25 4 OC Percent of seat belt use (prior calendar year) n/a 90 Ukn 90 90 90 Seat belt and child restraint statistics unavailable due to differences in the Federal and State fiscal year. Once collected, the statistics must be certified by NHTSA. Thursday, August 10, 2006 11:25 AM Page 2 2 2007 Obj: By September 30, 2007, conduct a combined public awareness and enforcement campaign stressing the safety value of properly secured child restraints and urging parents not to transport children in the cargo area of pickup trucks. 2008 Obj: By September 30, 2008, conduct a combined public awareness and enforcement campaign stressing the safety value of properly secured child restraints and urging parents not to transport children in the cargo area of pickup trucks. 2009 Obj: By September 30, 2009, conduct a combined public awareness and enforcement campaign stressing the safety value of properly secured child restraints and urging parents not to transport children in the cargo area of pickup trucks. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OC Percent of child safety belt use n/a Estimate 85 Actual ukn Estimate 90 Estimate Estimate 90 Crash related statistics have to be extrapolated due to differences in the state and federal fiscal year and calendar year reporting. Thursday, August 10, 2006 11:25 AM Page 3 90 PROGRAM SUMMARY PSA ARIZONA PEACE OFFICER STANDARDS AND TRAINING 6. 0 Contact Mr. Tom Hammarstrom, Executive Director Phone: (602) 223-2514 A.R.S. § 41-1822 et. seq. Mission: To ensure professionalism, integrity, and public trust by providing training and maintaining standards for peace officers in the State of Arizona. Description: The Arizona Peace Officer Standards and Training Board (POST) is composed of thirteen members appointed by the Governor according to the provisions of A.R.S. § 41-1828.01. The program provides the following: funding for basic training academies; reimbursement for materials and supplies; continuing training for law enforcement officers (i.e., sponsorship, financial support, and actual delivery); development of standards for law enforcement officers (i.e., physical, educational, and proficiency skills); certification and decertification of law enforcement officers; and the development of standards for correctional officers. ‹ Goal 1 To develop, implement, and update standards for the selection, retention, and training of peace officers and corrections officers. 1 2007 Obj: By June 2007, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. 2008 Obj: By June 2008, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. 2009 Obj: By June 2009, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Percent of curricula review completed 40 Estimate 40 Actual 25.5 Estimate 33 Estimate 33 Estimate 33 2 2007 Obj: By June 30, 2007, review and update model lesson plans covering 100% of the existing law enforcement basic course topics and performance objectives. 2008 Obj: By June 30, 2008, review and update model lesson plans covering 100% of the existing law enforcement basic course topics and performance objectives. 2009 Obj: By June 30, 2009, review and update model lesson plans covering 100% of the existing law enforcement basic course topics and performance objectives. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type Estimate Actual Estimate Estimate Estimate 1 OP Percent of model lesson plans developed for distribution 100 100 100 100 100 100 2 OC Percent of academies utilizing over 80% of model lesson plans 100 100 100 100 100 100 3 QL n/a TBD TBD TBD TBD TBD Percent increase in field training officer satisfaction with academy training programs In FY05, no system in place to measure field training officer's satisfaction with academy training programs. No baseline data established for estimates in FY06 and Fy07. 4 QL Objective Establish a system to monitor field training officer satisfaction with academy training programs. n/a 1 0 1 Complete N/A 3 2007 Obj: By June 30, 2007, ensure 100% of Arizona law enforcement academies use POST standardized exams. 2008 Obj: By June 30, 2008, ensure 100% of Arizona law enforcement academies use POST standardized exams. 2009 Obj: By June 30, 2009, ensure 100% of Arizona law enforcement academies use POST standardized exams. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Percent of academies using standardized competency examinations Monday, August 14, 2006 8:24 AM 100 FY 2006 Estimate 100 FY 2006 Actual 100 FY 2007 Estimate 100 FY 2008 Estimate 100 Page 1 FY 2009 Estimate 100 4 2007 Obj: By June 30, 2007, review and update, if necessary, 100% of POST administrative rules governing the minimum standards and training requirements for peace officers and corrections officers. 2008 Obj: By June 30, 2008, review and update, if necessary, 100% of POST administrative rules governing the minimum standards and training requirements for peace officers and corrections officers. 2009 Obj: By June 30, 2009, review and update, if necessary, 100% of POST administrative rules governing the minimum standards and training requirements for peace officers and corrections officers. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 OP Percent of administrative rules reviewed ‹ Goal Objective 2 100 100 100 100 100 100 To promote and uniformly enforce compliance with the standards prescribed for peace officers and corrections officers. 1 2007 Obj: By June 30, 2007, complete new hire compliance audits in less than 30 days. 2008 Obj: By June 30, 2008, complete new hire compliance audits in less than 30 days. 2009 Obj: By June 30, 2009, complete new hire compliance audits in less than 30 days. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 IP New hires 1464 1600 1599 1700 1800 1850 2 IP Peace officers requiring basic training 896 1000 1058 1100 1150 1200 3 IP Agencies to be audited 169 169 169 169 170 170 4 IP Certified peace officers 13,983 14,500 14,488 15,000 15,500 16,000 5 IP Corrections officers 6330 6400 5672 6000 6100 6200 6 OP New hire minimum qualification compliance audits conducted 1496 1500 1599 1600 1600 1650 7 EF Days required to conduct new hire audits 29 <30 29 30 30 30 8 OP Mandated in-service training compliance audits conducted 1291 1300 1116 1200 1300 1300 2 2007 Obj: By June 30, 2007, maintain a rate of law enforcement agency non-compliance with minimum standards for peace officers of less than 10% 2008 Obj: By June 30, 2008, maintain a rate of law enforcement agency non-compliance with minimum standards for peace officers of less than 10% 2009 Obj: By June 30, 2009, maintain a rate of law enforcement agency non-compliance with minimum standards for peace officers of less than 10% Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OC Percent of agencies in non-compliance Objective 28 Estimate <10 Actual 10 Estimate 10 Estimate 10 Estimate 10 3 2007 Obj: By June 30, 2007, audit 50% of the basic academies. 2008 Obj: By June 30, 2008, audit 50% of the basic academies. 2009 Obj: By June 30, 2009, audit 50% of the basic academies. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Academy audits completed Monday, August 14, 2006 8:24 AM 3 FY 2006 Estimate 6 FY 2006 Actual 3 FY 2007 Estimate 6 FY 2008 Estimate 8 Page 2 FY 2009 Estimate 8 4 2007 Obj: By June 30, 2007, complete decertification investigations for presentation to the board in 100 days. 2008 Obj: By June 30, 2008, complete decertification investigations for presentation to the board in 100 days. Objective 2009 Obj: By June 30, 2009, complete decertification investigations for presentation to the board in 100 days. Performance Measures: FY 2005 Actual ML Budget Type 1 EF ‹ Goal 3 Days to complete decertification investigations 128 FY 2006 Estimate 100 FY 2006 Actual 126 FY 2007 Estimate 100 FY 2008 Estimate FY 2009 Estimate 100 125 To recommend curricula and promote advanced law enforcement courses in universities and colleges in conjunction with their governing bodies. 1 2007 Obj: By June 30, 2007, increase the number of law enforcement courses qualifying for both POST and college training credits. Objective 2008 Obj: By June 30, 2008, increase the number of law enforcement courses qualifying for both POST and college training credits. 2009 Obj: By June 30, 2009, increase the number of law enforcement courses qualifying for both POST and college training credits. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OC Administration of Justice programs giving credit for POST training 2 OC POST courses qualifying for college credit 14 14 14 15 16 16 3 OC College courses qualifying for POST mandated training credit 710 710 710 730 730 730 ‹ Goal 4 12 12 12 12 12 12 To maximize the funds available for peace officer training by using available training facilities, minimizing operational costs, and augmenting funds by seeking grants. 1 2007 Obj: By June 30, 2007, increase the number of partnerships which optimize training fund expenditures through intergovernmental agreements by 5 percent each year. 2008 Obj: By June 30, 2008, increase the number of partnerships which optimize training fund expenditures through intergovernmental agreements by 5 percent each year. 2009 Obj: By June 30, 2009, increase the number of partnerships which optimize training fund expenditures through intergovernmental agreements by 5 percent each year. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 Objective Actual ML Budget Type 1 OC Inter-governmental agreements and partnerships Objective 13 Estimate 14 Actual 21 Estimate 25 Estimate 28 FY 2009 Estimate 30 2 2007 Obj: By June 30, 2007, obtain public sector grant funding to equal 2% of annual CJEF revenues. 2008 Obj: By June 30, 2008, obtain public sector grant funding to equal 2% of annual CJEF revenues. 2009 Obj: By June 30, 2009, obtain public sector grant funding to equal 2% of annual CJEF revenues. Performance Measures: FY 2005 Actual ML Budget Type 1 OC Revenues received from public sources ($ thousands) Monday, August 14, 2006 8:24 AM 350 FY 2006 Estimate 400 FY 2006 Actual 462 FY 2007 Estimate 275 FY 2008 Estimate 400 Page 3 FY 2009 Estimate 400 3 2007 Obj: By June 30, 2007, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. 2008 Obj: By June 30, 2008, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. Objective 2009 Obj: By June 30, 2009, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. Performance Measures: FY 2005 Actual ML Budget Type 1 IP 2 OC Efficiency review ideas considered for implementation ‹ Goal Objective 5 Efficiency review ideas received FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 6 10 6 8 10 10 6 10 6 8 10 10 To enhance the professional development of peace officers through continuous improvement of basic and in-service training, and to provide for a comprehensive system for agency attainment of POST-mandated training. 1 2007 Obj: By June 30, 2007, increase the number of instructors teaching POST-sponsored training programs. 2008 Obj: By June 30, 2008, increase the number of instructors teaching POST-sponsored training programs. 2009 Obj: By June 30, 2009, increase the number of instructors teaching POST-sponsored training programs. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Qualified instructors teaching POST programs Objective 449 FY 2006 Estimate 250 FY 2006 Actual 331 FY 2007 Estimate 300 FY 2008 Estimate 350 FY 2009 Estimate 350 2 2007 Obj: By June 30, 2007, increase the number of POST provided Train-the-Trainer programs. 2008 Obj: By June 30, 2008, increase the number of POST provided Train-the-Trainer programs. 2009 Obj: By June 30, 2009, increase the number of POST provided Train-the-Trainer programs. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Train-the-trainer programs provided to agencies 26 FY 2006 Estimate 25 FY 2006 Actual 62 FY 2007 Estimate 60 FY 2008 Estimate 70 FY 2009 Estimate 80 3 2007 Obj: By June 30, 2007 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. 2008 Obj: By June 30, 2008 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. 2009 Obj: By June 30, 2009 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Calendar School Programs presented by POST and the Community Policing Institute 2 OC Attendees of Calendar Schools Monday, August 14, 2006 8:24 AM Estimate Actual Estimate Estimate Estimate 157 170 161 175 200 175 3,495 5,500 3110 4000 4000 3000 Page 4 4 2007 Obj: By June 30, 2007, improve training consistency in key topics of statewide applicability through distance learning programs. 2008 Obj: By June 30, 2008, improve training consistency in key topics of statewide applicability through distance learning programs. 2009 Obj: By June 30, 2009, improve training consistency in key topics of statewide applicability through distance learning programs. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 OC Attendees for distance learning programs 2,859 DNA DNA DNA DNA DNA 3 6 6 8 6,500 6500 6500 After FY05, distance learning programs replaced by DVD based training program 2 OC DVD training programs produced 6 6 In FY05, both satellite telecourses and DVD productions conducted. In FY06, DVD training programs to replace satellite telecourse and DVD productions conducted. 3 OC Participants in DVD training programs n/a 6,000 4000 5 2007 Obj: By June 30, 2007, improve the consistency of training materials provided by establishing a Training Resource Bulletin Board System containing 50% of the POST model curricula. 2008 Obj: By June 30, 2008, improve the consistency of training materials provided by establishing a Training Resource Bulletin Board System containing 50% of the POST model curricula. 2009 Obj: By June 30, 2009, improve the consistency of training materials provided by establishing a Training Resource Bulletin Board System containing 50% of the POST model curricula. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 OC Percent of POST model curricula available via resource bulletin board Objective 20 25 20 25 50 75 6 2007 Obj: By June 30, 2007, maintain a computer-based training capacity. 2008 Obj: By June 30, 2008, maintain a computer-based training capacity. 2009 Obj: By June 30, 2009, maintain a computer-based training capacity. Performance Measures: FY 2005 Actual ML Budget Type 1 OP Interactive classroom/computer-based programs conducted 2 OP Number of students participating in interactive webbased training program 1 FY 2006 Estimate DNA FY 2006 Actual DNA FY 2007 Estimate DNA FY 2008 Estimate DNA FY 2009 Estimate DNA In FY06, interactive classroom/computer-based programs conducted replaced by interactive web-based training programs 382 400 124 400 400 1000 Program new in FY05 7 2007 Obj: By June 30, 2007, conduct a comprehensive review and revision of 100% of the instructor training programs and materials for high risk, high liability topics and revise as needed. 2008 Obj: By June 30, 2008, conduct a comprehensive review and revision of 100% of the instructor training programs and materials for high risk, high liability topics and revise as needed. 2009 Obj: By June 30, 2009, conduct a comprehensive review and revision of 100% of the instructor training programs and materials for high risk, high liability topics and revise as needed. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Percent high-risk, high liability topics reviewed Monday, August 14, 2006 8:24 AM 100 Estimate 100 Actual 100 Estimate 100 Estimate 100 Page 5 Estimate 100 8 2007 Obj: By June 30, 2007, conduct a comprehensive review of 25 % of the train-the-trainer, specialty, and regional training programs and materials and revise as needed. 2008 Obj: By June 30, 2008, conduct a comprehensive review of 25 % of the train-the-trainer, specialty, and regional training programs and materials and revise as needed. 2009 Obj: By June 30, 2009, conduct a comprehensive review of 25 % of the train-the-trainer, specialty, and regional training programs and materials and revise as needed. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 OP Percent of train-the-trainer, specialty, and regional training programs reviewed Objective 40 Estimate 40 Actual 66 Estimate 40 Estimate 66 Estimate 66 9 2007 Obj: By June 30, 2007, maintain high approval levels for POST services. 2008 Obj: By June 30, 2008, maintain high approval levels for POST services. 2009 Obj: By June 30, 2009, maintain high approval levels for POST services. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 QL Percent of in-service programs achieving an overall evaluation of 8.0 or better 96 90 80 90 90 90 2 QL Percent of Agency CEOs rating overall POST services as 7.0 or greater n/a 90 N/A 90 90 90 Monday, August 14, 2006 8:24 AM Page 6 PROGRAM SUMMARY PSA FINGERPRINT BOARD 7. 0 Contact Mr. Dennis Seavers, Executive Director Phone: (602) 322-8590 A.R.S. § 41-619.52 Mission: To fairly, expeditiously, and responsibly determine good cause exceptions for applicants who have been denied a fingerprint clearance card. Description: The Arizona Board of Fingerprinting reviews requests for good cause exceptions from eligible people who require a fingerprint clearance card and who have been denied clearance by the Department of Public Safety. ‹ Goal 1 To make fair and consistent determinations on good cause exception applications 1 2007 Obj: By June 30, 2007, review board requirements of appellants who desire good cause exceptions to ensure that each continues to be reasonable, essential, and relevant for the board decision making process. 2008 Obj: By June 30, 2008, review board requirements of appellants who desire good cause exceptions to ensure that each continues to be reasonable, essential, and relevant for the board decision making process. 2009 Obj: By June 30, 2009, review board requirements of appellants who desire good cause exceptions to ensure that each continues to be reasonable, essential, and relevant for the board decision making process. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Objective Actual ML Budget Type 1 IP 2 3 4 ‹ Goal 2 Estimate Percent of investigator recommendations for expedited reviews excepted. Actual Estimate Estimate Estimate 97.01 98 98 98 OP Percent of applications approved 65.29 70 70 70 OC Percent of approvals by expedited review 72.85 70 70 70 OC Percent of approvals by administrative hearing 27.15 30 30 30 To provide applicants with timely decisions on their good cause exception applications. 1 2007 Obj: By June 30, 2007, increase application disposition and lower the average turnaround time from receipt to hearing and decision. 2008 Obj: By June 30, 2008, increase application disposition and lower the average turnaround time from receipt to hearing and decision. 2009 Obj: By June 30, 2009, increase application disposition and lower the average turnaround time from receipt to hearing and decision. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 FY 2009 Actual Estimate Actual Estimate Estimate Estimate ML Budget Type Objective 1 IP Number of applications received 1770 2046 2365 2734 2 OP Number of applications disposed 1769 2046 2365 2734 3 EF Ratio of cases opened to cases closed 1:1 1:1 1:1 1:1 4 EF Average number of days to dispose 81.89 70 63 55 5 EF Average number of days spent processing application 55.31 47 42 37 6 EF Average number of days spent processing application from receipt to expedited review 43.50 35 30 25 7 EF Percent of applications that undergo an expedited review within 20 days (processing time) 72.86 80 85 90 8 EF Average days from expedited review to hearing 64.22 55 40 30 9 EF Percent of applications heard within 60 days of expedited review 42.42 60 85 90 10 EF Percent of applications decided within 60 days of hearing 67.83 75 90 90 ‹ Goal 3 To develop fair and comprehensible rules, policies, and procedures for determining good cause exceptions. Thursday, August 10, 2006 10:56 AM Page 1 Objective 1 2007 Obj: By June 30, 2007, continue ongoing review and application of existing rules for relevance, consistency and fairness. 2008 Obj: By June 30, 2008, continue ongoing review and application of existing rules for relevance, consistency and fairness. 2009 Obj: By June 30, 2009, continue ongoing review and application of existing rules for relevance, consistency and fairness. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 IP Number of requests received 3020 3207 3405 3616 2 IP Ratio of requests for good cause exceptions to applications submitted 1:59 1:65 1:70 1:75 3 IP Percent of applications complete on initial submission 37.42 45 50 55 Thursday, August 10, 2006 10:57 AM Page 2 PROGRAM SUMMARY PSA PUBLIC SAFETY COMMUNICATIONS COMMISSION 8. 0 Contact Curt Knight, Executive Director Phone: (602) 223-2257 A.R.S. 41-1830.41 and A.R.S 41-1830.42 Mission: To enable interoperable radio communications between local, county, state, tribal, and federal public safety entities in Arizona Description: The Arizona Public Safety Communications Commission and its support office develop technical standards, oversee conceptual designs, and pursue funding to build and maintain a statewide radio communications system which allows direct, real-time, communications between local, county, state, tribal, and federal public safety agencies in Arizona ‹ Goal 1 To promote interoperability by the development and use of a statewide radio system 1 2007 Obj: By June 30, 2007 hold quarterly meetings 2008 Obj: By June 30, 2008 hold quarterly meetings Objective 2009 Obj: By June 30, 2009 hold quarterly meetings Performance Measures: FY 2005 Actual ML Budget Type 1 OC Hold quarterly meetings of the Commission ‹ Goal 2 2 FY 2006 Estimate 4 FY 2006 Actual 4 FY 2007 Estimate 4 FY 2008 Estimate 4 FY 2009 Estimate 4 To survey and benchmark our efforts statewide and nationally 1 2007 Obj: By June 30, 2007 continue assessing efforts against similar programs and projects. Objective 2008 Obj: By June 30, 2008 continue assessing efforts against similar programs and projects which have a design and implementation plan for an interoperability system that is 50% complete. 2009 Obj: By June 30, 2009 re-assess current programs and projects to benchmark our efforts against other statewide interoperability systems. Performance Measures: FY 2005 FY 2006 FY 2006 FY 2007 FY 2008 Actual ML Budget Type Estimate Actual Estimate Estimate FY 2009 Estimate 1 IP Number of meetings with agencies throughout Arizona to gather current information 5 12 12 12 12 12 2 IP Number of assessments completed regarding interoperability activities throughout Arizona n/a 7 7 8 9 10 3 IP Number of visits to other states that are in the design or implementation stages of statewide interoperability systems n/a 2 2 2 2 2 ‹ Goal 3 To coordinate with Legislative and Executive staff to identify potential funding sources 1 2007 Obj: By June 30, 2007, continue investigating and securing long term funding sources Objective 2008 Obj: By June 30, 2008, continue investigating and securing long term funding sources 2009 Obj: By June 30, 2009, continue investigating and securing long term funding sources Performance Measures: FY 2005 Actual ML Budget Type 1 ‹ Goal OC Number of meetings with Legislative and Executive staff to pursue funding resources 4 2 FY 2006 Estimate 6 FY 2006 Actual 6 FY 2007 Estimate 6 FY 2008 Estimate 6 To deploy statewide interoperable communications system solution Thursday, August 10, 2006 9:44 AM Page 1 FY 2009 Estimate 6 Objective 1 2007 Obj: By June 30, 2007 continue efforts to establish a statewide interoperability plan and goverance ownership model. 2008 Obj: By June 30, 2008 continue efforts to establish a pilot system for a long-term solution system. 2009 Obj: By June 30, 2009 continue efforts to establish a pilot system for a long-term solution system. Performance Measures: FY 2005 Actual ML Budget Type FY 2006 Estimate FY 2006 Actual FY 2007 Estimate FY 2008 Estimate FY 2009 Estimate 1 OC Complete a plan, timeline, and conduct subsequent annual review 1 1 1 1 1 1 2 OP Establish, and conduct a subsequent annual review, of technical strategy and operational standards DNA 1 1 1 1 1 3 OC Establish a governance ownership model DNA DNA DNA 1 1 1 Thursday, August 10, 2006 9:44 AM Page 2 Arizona Department of Public Safety 2102 W. Encanto Blvd., P.O. Box 6638 Phoenix, AZ 85005 - 6638 (602) 223-2000