Strategic Plan 2009-2011 dsf Strategic Overview Agency Mission Core Values Human Life - We value, respect, and protect human life and the rights of all persons. 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. Integrity - We are honest and truthful, recognizing integrity as the cornerstone for all that is done by DPS employees. 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. Courage - We demonstrate moral and physical courage in the performance of our duties. Agency Vision Teamwork - We respect and cooperate with fellow employees, other agencies, and the community to identify and achieve common goals. Our vision is to be a national model in providing ethical, effective, efficient, and customer-oriented state-level law enforcement services. 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. Citizenship - We are involved in activities which improve the quality of life in our communities. 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. Agency Goals Goal 1 - To promote public safety in Arizona. Goal 2 - To deliver exemplary service. Goal 3 - To embody the highest standards of integrity and professionalism. Page 1 Strategic Overview • • • • • • • • • • • Agency Internal/External Assessment Planning Assumptions Agency Strengths 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. 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 Crime relating to human and drug smuggling 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. Agency Weaknesses • • • • • • • Competitive salaries Understaffed patrol and investigative services Insufficient support and technical personnel Inability to acquire needed technology and equipment No comprehensive records management system Aging facilities and infrastructure Competition for highest quality recruits Agency Threats • • • • • • • • • State budget limitations Unfunded or under funded mandates Obsolete communication systems Aging technology Urban freeway growth Domestic security Retention of skilled employees Changing society work ethic Legislative support impacted by unfamiliarity with agency services Arizona’s growing population will increase demands for understaffed DPS patrol and criminal enforcement services. Recruitment and retention of skilled, qualified employees will be impacted by changing demographics. The state budget priorities will limit opportunities for new programs and restrict acquisition and upgrades to law enforcement equipment, technology, and facilities. Increases in full-time positions and equipment acquisitions will lag behind demand. A great portion of the agency 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. Agency Opportunities • • • • • • • • • Priority on public safety issues Service gaps on federal level Other agencies demand for services Increased opportunities for public information. Public concern with crime Technological advances Public anxiety over homeland security Public awareness of agency services Executive, legislative and public support for increased staffing Page 2 Strategic Overview Agency Strategic Issues 2009-2011 Issue 1 - Maintain employee compensation at market parity in order to recruit and retain high quality personnel. Description: While economic factors have contributed to hiring reductions, there is still significant competition for suitable law enforcement candidates and a challenge to retain top quality employees. 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 private industry, government, and other law enforcement agencies to attract qualified candidates and ensure the workforce reflects the citizens we serve. Competition for recruits among law enforcement agencies is particularly fierce. Qualified applicants must be sought to meet public safety responsibilities on more than 6,000 miles of highways, initiate effective criminal investigations, disrupt organized crime, and pursue antismuggling cases. In addition, hiring qualified applicants is critical to addressing the loss of current officers to retirement and career changes. As the gap between a DPS officer’s pay and that at other Arizona law enforcement agencies widens it impacts the ability to remain competitive and can cause the agency to lose trained, experienced officers to other organizations. 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. At the same time challenges arising from immigration issues, smuggling, organized crime, auto theft, criminal activity, homeland security, and gangs are demanding more time and resources from uniformed officers as well as investigators. Sufficient numbers of detectives are essential to address issues involving violent crime, narcotics, white collar investigations, and local support resulting from statutory mandates, multi-jurisdictional enforcement activity, and federal resources being redirected. A proportionate need exists for support positions necessary to keep Department operations functioning and minimize administrative tasks for sworn employees. Critical agency functions serving the public, such as the Sex Offender Notification Program and the DPS 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. The rules of criminal procedure have specified periods for laboratory processing with penalties for noncompliance ranging from dismissed charges to release of criminals if scientific reports are not completed on time. Legislative mandates as well as demands from the public and the courts recognize the vast potential for forensic science to identify criminals and exonerate the wrongfully accused. Other support functions such as licensing, records, emergency response, and statutorily mandated services have a high liability associated with work products intended to protect the public, and adequate staffing is critical to meet service demands. Issue 3 - Maintain essential communication and information systems by taking advantage of current technology. Description: With Arizona’s population growth, many DPS functions which serve the state are seriously understaffed. Description: The agency currently relies on increasingly outdated information systems for both internal functions and external links with criminal justice agencies. Changing technology and interoperability requirements are making DPS communications systems obsolete. Patrol officers are needed to meet the Department’s traffic safety and enforcement responsibilities on an expanding system of urban freeways and rural highways. Many of the DPS information systems consist of mainframe-based technology. The most essential of these systems must be supplemented, or replaced, Issue 2 - Maintain adequate staffing to keep pace with service demands and emerging public safety issues. Page 3 Strategic Overview to be compatible with new technology using database management, browsers, and Internet, Intranet, and Extranet solutions for performing processes. The need for components that can eventually be part of a comprehensive records management program 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 (ACJIS) 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 must continue 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 terrorist 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 support for its Mobile Data Computer System outside the Phoenix/Tucson corridor. This system allows rural 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. 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 reliable capability. Equipment 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 and evidence facilities. Facility investments are needed to meet statutory mandates and upgrade existing locations to meet changing standards. The Department aggressively pursues opportunities to help reduce utility costs, comply with environmental requirements, meet federal workplace standards, and address security needs in its efforts to maintain adequate facilities. Issue 4 - Maintain vehicles, equipment and facilities to adequately support law enforcement services. Description: The Department’s mission is heavily dependent on vehicles, capital equipment, and facilities. Vehicles used for patrol and enforcement operations must be maintained for occupant safety and eventually replaced when obsolete. The vehicle maintenance and replacement program allows the department to take Page 4 Agency Strategic Objectives Strategic Overview Goal 1: Promote Public Safety in Arizona With Arizona's 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 crimes, smuggling, organized crime, auto theft, criminal activity, homeland 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: Manage resources to provide for safe and expeditious use of the highways. STRATEGIES DPS Program or Subprogram a. Reduce the rates of vehicle collisions and HPD-Patrol fatalities. b. Focus enforcement efforts toward aggressive HPD-Patrol and impaired drivers. c. Minimize traffic delays on highways as a HPD-Patrol result of unexpected closures. d. Reduce the rate of commercial vehicle HPD-Commercial Vehicle collisions per 100,000 miles traveled. e. Support traffic safety efforts with professional CID vehicular crime investigations. Objective 1.2: Protect the public through crime deterrence, investigative techniques, criminal information and regulatory functions. STRATEGIES DPS Program or Subprogram a. Protect citizens and infrastructure from acts of terrorism under the homeland defense initiative. b. Manage statutory requirements for concealed weapons, security guard, and private investigator licensing. c. Manage statutory requirements for certification of school bus drivers, school buses & tow trucks. d. Protect the public by enforcing sex offender registration requirements. e. Ensure law enforcement access to fingerprint and criminal history records. f. Ensure the capability of criminal information systems and the sharing of information. g. Reduce operational communication response time for 911 calls. h. Protect quality of life for citizens thru criminal investigations and identity theft initiatives. 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 Page 8 of 12 Page 5 Strategic Objectives Strategic Overview Objective 1.3: Provide law enforcement assistance to local agencies and the criminal justice system. STRATEGIES DPS Program or Subprogram a. Support local efforts thru intelligence & CID enforcement of drugs, organized crime, gangs, human smuggling, and auto theft. b. Support local jurisdictions with criminal and CID administrative investigations. c. Maintain professional teams for response to CID situations requiring special weapons and tactics. d. Provide statewide criminal information system CJSD training to criminal justice agencies. e. Provide a statewide judicial training program HP-Commercial Vehicles on commercial vehicle issues. f. Provide assistance to local law enforcement ASD and criminal justice agencies. 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. Ensure ACJIS Network mainframe computer CJSD-Information Systems availability. 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 HPD-Aviation services. b. Ensure timely delivery of fixed-wing air HPD-Aviation support services. c. Utilize aircraft to assist officers with highway HPD-Aviation safety, patrol and traffic enforcement efforts. Page 9 of 12 Page 6 Strategic Objectives Strategic Overview Goal 2: 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: Provide exceptional customer service. STRATEGIES DPS Program and Subprogram a. Envision an automated, integrated records ASD, CJSD management system to facilitate agency wide information sharing. b. Maintain a standardized measurement program ASD for customer satisfaction with department services. c. Determine support staffing needs in proportion to CJSD department growth. d. Utilize a scheduled replacement program for CJSD, ASD obsolete equipment, computers and technology. e. Reduce licensing delays through electronic CJSD-Criminal Info and transmittal of fingerprints. Licensing f. Provide information technology users with timely CJSD-Information Services response, service and support. g. Provide timely response to public records, ASD, CJSD-Criminal Info and criminal history, and license requests. Licensing Objective 2.2: Ensure cost efficient stewardship of public resources. STRATEGIES DPS Program and Subprogram a. Review opportunities for cost reduction on a HPD, CID, ASD, CJSD periodic basis. b. Evaluate effectiveness of implemented cost HPD, CID, ASD, CJSD reductions. Objective 2.3: Ensure effective administration of agency loss prevention & risk reduction services. STRATEGIES DPS Program and Subprogram a. Maintain computerized analysis of agency data ASD related to risk reduction and loss prevention. b. Meet OSHA guidelines and monitor compliance ASD with OSHA standards. Objective 2.4: Provide community service and public information. STRATEGIES DPS Program and Subprogram a. Maintain community outreach and education HPD-Patrol, HPD-Aviation, CJSD (CORE) programs. b. Foster partnerships with the community and CID, HPD, ASD, CJSD stakeholders. Page 10 of 12 Page 7 Strategic Overview Goal 3: 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 DPS Program and Subprogram a. Use successful completion of probation as the standard for training cadet officers. b. Reflect state population diversity by targeting underrepresented protected classes. c. Identify internal and external opportunities for quality diversity programs. d. Maintain employment attrition rate at less than 5%. e. Compensate employees at 100% of market. ASD ASD ASD ASD ASD f. Provide specialized commercial vehicle HPD-Commercial Vehicles enforcement training to new officers on a statewide basis. Objective 3.2: Improve employee effectiveness and resource utilization. STRATEGIES DPS Program and Subprogram a. Maintain a comprehensive division-wide skills development program. b. Maintain proficiency in response to civil and natural emergencies. c. Sustain infrastructure supporting microwave, interoperable radio, and mobile data computer systems. d. Ensure operational communications service delivery through dispatch center upgrades. e. Ensure internal communications to keep employees informed. f. Maximize alternative funding opportunities. g. Maintain a thriving reserve and volunteer program. h. Ensure a building and facilities program for work space needs. i. Continue commitment to unbiased policing. ASD,CID,HPD,CJSD HPD-Patrol CJSD-Communications CJSD-Communications ASD,CID,HPD,CJSD ASD ASD ASD ASD Page 11 of 12 Page 8 Strategic Overview Agency Budget & 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 Patrol PSA 2.1 Scientific Analysis PSA 4.1 Comm. Vehicles PSA 2.2 Communications PSA 4.2 Aviation PSA 2.3 Info. Systems PSA 4.3 AZ POST PSA 5.0 Criminal Info & Licensing PSA 4.4 Strategic Plan as part of the Arizona Master List of State Government Programs 2009-2011 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. Page 9 PSA 1.0 PROGRAM SUMMARY Program: PSA 1 . 0 Contact: Mikel Longman, Division Chief Phone: (602) 223-2537 Statute: A.R.S. §§ 41-1713, 41-1749 AGENCY SUPPORT 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 2009 Obj: Provide training assistance to local law enforcement and criminal justice agencies. Objectives: 2010 Obj: Provide assistance to local agencies and the criminal justice system. 2011 Obj: Provide assistance to local agencies and the criminal justice system. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OC Number of DPS training programs open to local law enforcement and criminal justice agencies. 26 18 19 16 16 2 OP Number of multi-agency emergency management meetings, exercises, or training scenarios attended or coordinated. 0 0 N/A 12 12 3 IP 19 20 17 15 15 NOTE: New performance measure beginning FY10 ‹ Goal: Objectives: 2 Number of contacts with outside agencies requesting fleet services. To deliver exemplary service 1 2009 Obj: Provide exceptional customer service. 2010 Obj: Provide exceptional customer service. 2011 Obj: Provide exceptional customer service. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Percent customers satisfied with agency services. 100 FY 2009 Estimate 85 FY 2009 Actual 100 FY 2010 Estimate FY 2011 Estimate 85 85 Note: results derived from quarterly survey as part of agency performance pay plan. 2 EF Percent of sworn selection files processed by Human Resources within 13 weeks. 71.5 75 74 75 75 3 EF Percent of civilian selection files processed by Human Resources within 5 weeks. 66.7 70 30 70 70 4 EF Number of business days to process public record requests upon receipt of documents. 17 18 12 15 15 5 IP Number of division level representative meetings to review records management system feasibility. 0 0 0 2 2 NOTE: new measure added to ASD in FY10 NOTE: Conceptualization meetings with CJSD Date Printed: 8/20/2009 9:17:55 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 10 Page 1 PSA 1.0 2 2009 Obj: Ensure cost efficient stewardship of public resources. 2010 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OP Number of potential cost reduction opportunities reviewed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 5 5 628,000 335,000 747,937 335,000 335,000 NOTE: new objective and performance measure in FY10 Costs avoided through efficiency measures implemented by the Division. Note: Efficiency measures include custodial, landscaping, logistics, fleet, human resources, and finance other than inmate labor. Costs savings through use of inmate labor. OC 3 109,000 65,000 88,784 65,000 65,000 FY 2010 Estimate FY 2011 Estimate Note: Reflects change in reporting process starting in FY08 3 2009 Obj: Ensure effective administration of agency loss prevention and risk reduction services. 2010 Obj: Ensure effective administration of agency loss prevention and risk reduction services. Objectives: 2011 Obj: Ensure effective administration of agency loss prevention and risk reduction services. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual 1 OC Percent of risk management requirements met for OSHA compliant program. 100 100 100 100 100 2 EF Number of business days to process injury, glass, property and liability claims. 0 0 N/A 30 30 3 OP 0 0 N/A 4 4 4 OP 0 0 N/A 6 6 NOTE: new performance measure in FY10 Number of trend analysis reports prepared on an annual basis. NOTE: new in FY10 Number of safety related publications on an annual basis. NOTE: new in FY10 4 2009 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. Objectives: 2010 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. 2011 Obj: Provide community service and public information by fostering partnerships with the community and stakeholders. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OP FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Number of community events used as recruiting opportunities. 17 8 11 8 8 Asset forfeiture dollars awarded to the community. 4.7 100,000 94,500 100,000 100,000 Note: asset forfeitures returned to the community changed to dollar amount from percentage of available funds in FY08. ‹ Goal: Objectives: 3 To embody the highest standards of integrity and professionalism 1 2009 Obj: Attract, train and retain high quality employees. 2010 Obj: Attract, train and retain high quality employees. 2011 Obj: Attract, train and retain high quality employees. Performance Measures: FY 2008 Actual ML Budget Type 1 OP 2 OP FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of DPS newly hired officers successfully completing probation. 77 75 68.2 75 75 Number of recruitment activities. 47 18 23 18 18 60 25 61 35 35 19.01 20 19.29 20 20 4 4 4 2 2 Note: definition of recruitment activities redefined in FY09. 3 OP Percent of recruitment activities directed toward protected classes. 4 OC Percent of DPS employees that are minorities. 5 IP Number of minority recruiting committee meetings held. Date Printed: 8/20/2009 9:18:01 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 11 Page 2 PSA 1.0 FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 6 OC Percent of employees terminating employment (excludes non- Department of Public Safety task force members and retirements) 5.2 5.0 1.2 5.0 5.0 7 OC Average DPS sworn officer salary as percent of market. 88.27 84.9 84.9 84.9 84.9 OC Average DPS civilian salary as percent of market. 87.18 87.9 87.9 87.9 87.9 8 Objectives: 2 2009 Obj: Improve employee effectiveness and resource utilization. 2010 Obj: Improve employee effectiveness and resource utilization. 2011 Obj: Improve employee effectiveness and resource utilization. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OP Percent of agency employees attending 8-hrs AzPOST or agency mandated training per year. 89.3 90 89.6 90 90 2 OP Number of division bulletins to ensure internal communication and employees are kept informed. 0 0 N/A 4 4 3 OC Dollar value of federal grants received (in millions). 17.4 23 26.2 23 23 4 OC Dollar value of asset forfeitures on an annual basis (in millions). 2.7 4 2.8 4 4 5 OC Dollar value of Federal Stimulus monies received (in millions). 0 0 N/A 5.5 3.4 6 OC 0 0 N/A 24 24 NOTE: new agency wide measurement in FY10 NOTE: new measure in FY10 Number of new civilian volunteers. NOTE: New performance measure in FY10 7 EF Agency indirect cost rate to deliver services (percent). 15.17 TBD TBD TBD TBD 8 IP Dollar value of Building Renewal funds received (in thousands). 465 125 4.6 50 60 9 IP Percent of DPS building renewal formula funded. 67 10 1 10 10 10 IP Percent of DPS Capital Improvement Plan projects funded. 0 10 0 10 10 Objectives: 3 2009 Obj: Continue commitment to unbiased policing. 2010 Obj: Continue commitment to unbiased policing. 2011 Obj: Continue commitment to unbiased policing. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OP Percent of new Highway Patrol and K-9 officers attending NHTSA based traffic stop training course. 100 100 100 100 100 2 IP Percent of traffic stop electronic data retained. 100 100 100 100 100 Date Printed: 8/20/2009 9:18:02 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 12 Page 3 PSA 2.1 SUBPROGRAM SUMMARY Program: PSA 2 . 1 Contact: Jack Lane, Division Chief PATROL Phone: (602) 223-2348 Statute: A.R.S. §§ 41-1711 et. seq. 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: Objectives: 1 To promote public safety in Arizona 1 2009 Obj: Manage resources to provide for safe and expeditious use of the highways by reducing collision and fatality rates. 2010 Obj: Manage resources to provide for safe and expeditious use of the highways by reducing collision and fatality rates. 2011 Obj: Manage resources to provide for safe and expeditious use of the highways by reducing collision and fatality rates. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Identify the top five collision causing driver behaviors as the basis for training relating to enforcement efforts. 2 OP Number of collision reduction details targeting collision causing violations. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 5 5 5 5 5 270 204 258 204 204 Note: 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. Number of Operation CARE periods where special enforcement projects were conducted targeting collision causing violations and seat belt use. 102 3 OP 4 IP Fatal highway collisions on Department of Public Safety patrolled roads 5 IP Number of fatal highway collisions on DPS patrolled roads relating to alcohol. 6 OC 102 76 102 102 289 304 213 275 275 42 41 32 38 38 3.96 4.32 3.67 4.23 4.23 Note: Based on 6 periods per year for each of the 17 patrol districts. Note: new performance measure in FY09 Percent of total Department of Public Safety investigated highway collisions related to alcohol 2 2009 Obj: Manage resources to provide for safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. 2010 Obj: Manage resources to provide for safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. 2011 Obj: Manage resources to provide for safe and expeditious use of the highways by focusing enforcement efforts on aggressive and impaired drivers. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type 1 OC 2 OC Number of multi-agency task force operations directed toward apprehension of impaired and aggressive drivers. 187 Estimate Actual Estimate Estimate 12 167 20 20 84.8 90 89.8 85 85 8.9 10 9.26 10 10 Based on three per each of the four geographical bureaus per year. Percent of officers who are HGN certified. Note: Includes officers and sergeants. 3 QL Percent of sworn officers with DRE certification. Includes officers and sergeants. Date Printed: 7/14/2009 10:29:11 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 13 Page 1 PSA 2.1 3 2009 Obj: Manage resources to provide for safe and expeditious movement of traffic by minimizing traffic delays from unexpected closures. 2010 Obj: Manage resources to provide for safe and expeditious movement of traffic by minimizing traffic delays from unexpected closures. 2011 Obj: Manage resources to provide for safe and expeditious movement of traffic by minimizing traffic delays from unexpected closures. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 IP Percent of mandatory debriefings where half of traffic lanes in a specific direction are closed more than three hours. 100 100 99 100 100 2 OP Percent of reports prepared on instances where half the traffic lanes in a specified direction were closed for more than three hours. 100 100 94 100 100 3 OP 34 34 Reports will address best practices and procedures for minimizing extended road closure. Number of officers receiving additional training in collision investigation and accident scene management. 46 34 57 Two additional officers per district, 17 districts. ‹ Goal: 2 To deliver exemplary service 1 2009 Obj: Provide exemplary service through community outreach and education programs. Objectives: 2010 Obj: Provide exemplary service through community outreach and education programs. 2011 Obj: Provide exemplary service through community outreach and education programs. Performance Measures: FY 2008 Actual ML Budget Type Number of citizens' academy per year. OP 1 17 FY 2009 Estimate 11 FY 2009 Actual 7 FY 2010 Estimate FY 2011 Estimate 6 6 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. Number of pro-active events that affect awareness of the driving age public. OP 2 191 48 231 64 64 Each of the 4 geographical bureaus will participate in three events quarterly for a total of 48 for the Division. 2 2009 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2010 Obj: Ensure cost efficient stewardship of public resources. 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OC Number of times, annually, cost reduction opportunities are reviewed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 5 5 0 0 N/A 10 10 NOTE: New objective in FY10 Dollar value of cost reduction opportunities implemented (in thousands). NOTE: New objective in FY10 ‹ Goal: 3 To embody the highest standards of integrity and professionalism 1 2009 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. 2010 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. 2011 Obj: Embody the highest standards of professionalism by implementing training concepts to reduce liability and promote core values. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual Estimate Actual Estimate Estimate ML Budget Type Objectives: 1 IP Percent of officers receiving a minimum of 2 hours roll call training per quarter. 99.5 95 98.78 95 95 Roll call training was measured in hours through FY07. Date Printed: 7/14/2009 10:29:13 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 14 Page 2 PSA 2.1 Objectives: 2 2009 Obj: Improve employee effectiveness and resource utilization. 2010 Obj: Improve employee effectiveness and resource utilization. 2011 Obj: Improve employee effectiveness and resource utilization. Performance Measures: FY 2008 Actual ML Budget Type 1 OC Percent of employees attending 8-hrs agency mandated training per year. 100 FY 2009 Estimate 90 FY 2009 Actual 95.5 FY 2010 Estimate 90 FY 2011 Estimate 90 In-service training includes Annual Officer Training (AOT) for sworn, Annual Civilian Training (ACT) for civilians, or participation in state government training programs. 2 OP Number of Civil Emergency Task Force training exercises. 35 15 17 12 12 3 IP Number of inspections conducted to ensure availability of civil emergency equipment and report deficiencies. 31 15 37 12 12 4 IP 0 N/A 12 12 A minimum of one inspection in each of the 12 geographical districts. Number of division staff meetings to ensure internal communications. 0 NOTE: New performance measure in FY10 Date Printed: 7/14/2009 10:29:13 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 15 Page 3 PSA 2.2 SUBPROGRAM SUMMARY Program: PSA 2 . 2 COMMERCIAL VEHICLE ENFORCEMENT Contact: Jack Lane, Division Chief Phone: (602) 223-2348 Statute: 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 2009 Obj: Manage resources to provide safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles traveled. 2010 Obj: Manage resources to provide safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles traveled. 2011 Obj: Manage resources to provide safe and expeditious use of the highways by reducing the rate of commercial vehicle collisions per 100,000 miles traveled. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual Estimate Actual Estimate Estimate ML Budget Type Objectives: Number of commercial vehicle enforcement details in high collision areas. 1 OP 2 OP Compliance reviews on targeted motor carriers. 3 OC Number of fatal commercial vehicle involved crashes on DPS patrolled roads. 4 IP 104 40 247 24 24 NOTE: performance measurement changed to two per month per bureau in FY10 115 80 78 80 80 0 0 53 50 48 0 0 0 12 12 NOTE: new performance measure in FY10 Passenger car enforcement in support of Share the Road Program. Note: new measure beginning in FY10 Note: 1 per month 2 2009 Obj: Protect the public through regulatory functions ensuring statutory requirements for certification of school bus drivers and Objectives: school buses. 2010 Obj: Protect the public through regulatory functions ensuring statutory requirements for certification of school bus drivers and school buses. 2011 Obj: Protect the public through regulatory functions ensuring statutory requirements for certification of school bus drivers and school buses. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual ML Budget Type Percent of school bus driver applications processed. OP 1 2,414 Estimate Actual Estimate Estimate 1,800 1,695 100 100 Note: measurement changed from number to percentage in FY10 2 OP Number of school bus driver records audited. 15,783 10,000 9,128 10,000 10,000 3 OP Percent of school bus inspection completed. 100 100 80.2 100 100 Objectives: Note: number of school bus inspections was the measurement through FY07. 3 2009 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. 2010 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. 2011 Obj: Protect the public through regulatory functions ensuring statutory requirements for certifications of tow trucks. Performance Measures: FY 2008 Actual ML Budget Type 1 OP 2 OP FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate Percent of tow truck inspections completed. 100 100 100 100 100 Percent of tow truck applications processed. 654 300 100 100 100 NOTE: performance measure changed from number of applications to percent processed in FY09 3 Date Printed: EF Percent of tow truck applications processed within 30 days. 8/20/2009 9:19:57 AM OSPB AZIPS 100 100 100 100 All dollars are presented in thousands (not FTE). Page 16 100 Page 1 PSA 2.2 4 2009 Obj: Provide law enforcement assistance to local agencies and the criminal justice system through a statewide judicial training program on commercial vehicle issues. 2010 Obj: Provide law enforcement assistance to local agencies and the criminal justice system through a statewide judicial training program on commercial vehicle issues. 2011 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 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual Estimate Actual Estimate Estimate ML Budget Type Objectives: 1 OP 2 OP Number of information and training presentations for judicial officials. 15 10 9 1 1 100 100 100 Note: Measure changed in FY10 to reflect annual training at judges conference. ‹ Goal: 2 Percent of other agency personnel receiving requested commercial vehicle enforcement training. 100 100 To embody the highest standards of integrity and professionalism 1 2009 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. 2010 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. 2011 Obj: Attract, train and retain high quality employees by providing specialized commercial vehicle enforcement training on a statewide basis. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 OP Percent of new Highway Patrol officers trained in commercial vehicle enforcement. 100 100 100 100 100 2 OP Percent of commercial vehicle officers trained in hazardous materials standards. 2 2 2 90 90 Objectives: NOTE: measurement changed in FY10 from classes presented to percent of personnel training in hazardous material standards. 2 2009 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2010 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. 2011 Obj: Improve employee effectiveness and resource utilization by maintaining a division wide skills development program. Performance Measures: FY 2008 Actual ML Budget Type 1 OC Percent of employees attending 8-hrs agency mandated training per year. 100 FY 2009 Estimate 90 FY 2009 Actual 95.5 FY 2010 Estimate 90 FY 2011 Estimate 90 In-service training includes Annual Officer Training (AOT) for sworn or Annual Civilian Training (ACT) for civilians or participation in AzGU programs. Date Printed: 8/20/2009 9:19:58 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 17 Page 2 PSA 2.3 SUBPROGRAM SUMMARY Program: PSA 2 . 3 Contact: Jack Lane, Division Chief Phone: (602) 223-2348 Statute: A.R.S. §§ 28-240, 41-1834 AVIATION 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 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. 2010 Obj: Provide statewide air support for critical incidents, emergency situations, highway safety, and law enforcement operations by ensuring timely delivery of air rescue services. 2011 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 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Percent of time helicopter fleet meets availability standard under scheduled maintenance program. 100 Estimate 95 Actual 96.2 Estimate 95 Estimate 95 1 EF 2 EF Percent of air rescue pilots meeting proficiency standards in the bureau ground and flight training program. 100 100 100 100 100 3 EF Percent air rescue paramedics trained to state standards 100 100 100 100 100 4 EF Percent crew members receiving technical rescue training 100 100 100 100 100 Availability standard is 3 helicopters available statewide Mon-Thurs and 4 helicopters available statewide Fri-Sun. 2 2009 Obj: Provide statewide air support for critical incidents, highway safety, law enforcement operations, and transportation by ensuring timely delivery of fixed-wing services. 2010 Obj: Provide statewide air support for critical incidents, highway safety, law enforcement operations, and transportation by ensuring timely delivery of fixed-wing services. 2011 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 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 EF Percent of time that at least one twin-engine aircraft is available under a scheduled aircraft maintenance program. 100 95 100 95 95 2 EF Percent of fixed wing pilot availability, within 2hrs notice, for law enforcement emergency transport missions. 100 100 100 100 100 Date Printed: 7/14/2009 10:31:41 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 18 Page 1 PSA 2.3 3 2009 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. 2010 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. Objectives: 2011 Obj: Provide statewide air support to assist officers with highway safety, patrol, and traffic enforcement efforts. Performance Measures: FY 2008 Actual ML Budget Type Number of helicopter flights to assist officers with highway safety, patrol, and traffic enforcement efforts. OP 1 130 FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 144 126 144 144 60 52 60 60 Note: Measurement changed from percent of increase starting FY08. Number of fixed-wing flights to assist officers with highway safety, patrol, and traffic enforcement efforts. OP 2 87 Measurement changed from percent of increase in FY08. ‹ Goal: 2 To provide exemplary service 1 2009 Obj: Deliver exemplary service by providing community outreach and education programs. 2010 Obj: Deliver exemplary service by providing community outreach and education programs. Objectives: 2011 Obj: Deliver exemplary service by providing community outreach and education programs. Performance Measures: FY 2008 Actual ML Budget Type Number of proactive events that affect public awareness. OP 1 89 FY 2009 Estimate 64 FY 2009 Actual 64 FY 2010 Estimate 64 FY 2011 Estimate 64 NOTE: Based on each of the four regional Air Rescue Units participating in a minimum of four events each quarter. ‹ Goal: Objectives: 3 To embody the highest standards of integrity and professionalism 1 2009 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. 2010 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. 2011 Obj: Improve employee effectiveness and resource utilization by maintaining a division-wide skills development program. Performance Measures: FY 2008 Actual ML Budget Type 1 OC Percent of employees attending 8-hrs agency mandated training per year. 100 FY 2009 Estimate 90 FY 2009 Actual 95.5 FY 2010 Estimate 90 FY 2011 Estimate 90 In service training includes Advanced Officer Training (AOT) for sworn or Advanced Civilian Training (ACT) for civilians or participation in AzGU programs. Date Printed: 7/14/2009 10:31:42 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 19 Page 2 PSA 3.0 PROGRAM SUMMARY Program: PSA 3 . 0 CRIMINAL INVESTIGATIONS Contact: David Denlinger, Division Chief Phone: (602) 223-2812 Statute: 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 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, illegal immigration and border security, 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 2009 Obj: Manage resources to provide for safe and expeditious use of the highways by supporting traffic safety efforts with professional vehicular collision and crime scene investigations. 2010 Obj: Manage resources to provide for safe and expeditious use of the highways by supporting traffic safety efforts with professional vehicular collision and crime scene investigations. 2011 Obj: Manage resources to provide for safe and expeditious use of the highways by supporting traffic safety efforts with professional vehicular collision and crime scene investigations. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type 1 IP 2 OP Number of collision and crime scene investigation classes by Vehicular Crime Unit. Estimate Actual Estimate Estimate 0 4 2 4 4 0 8 2 2 2 New measure in FY09 Number of accident reconstructions completed utilizing simulation software. New measurement in FY09 Date Printed: 7/13/2009 8:50:32 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 20 Page 1 PSA 3.0 Objectives: 2 2009 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. 2010 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. 2011 Obj: Protect the public through crime deterrence, investigative techniques and criminal information. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OC Number of agencies with IGAs for ACTIC connectivity. 45 40 38 50 40 2 OP Number of personnel committed to identity theft investigation task forces. 4 6 3 3 3 3 OP Number of significant identity theft investigations. 121 20 52 20 20 4 OP Number of investigations and arrests completed in support of sex-offender registration programs. 94 120 113 120 120 5 IP Number of human smuggling organizations identified. 0 4 2 2 2 0 50 37 45 45 0 50 43 45 45 0 5 24 25 25 0 90 100 90 90 0 350 1,261 700 700 0 900 2,409 900 900 6 3 4 3 3 New measurement in FY09. 6 OC 7 OP 8 OP 9 EF 10 OC Number of human smuggling operations disrupted or dismantled. New measurement in FY09. Number of investigations involving violent crimes associated with human smuggling. New measurement in FY09 Number of financial investigations involving human smuggling organizations. New measurement in FY09 Percent of human smuggling victims processed without escape or injury. New measure in FY09 Number of felony fugitives arrested. NOTE: New measure in FY09 11 IP 12 OP Number of non-28CFR crime information cards produced and submitted. NOTE: New measure for FY09 Number of counter-drug assessments published per year. Note: support of local efforts through intelligence initiatives. Date Printed: 7/13/2009 8:50:37 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 21 Page 2 PSA 3.0 Objectives: 3 2009 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. 2010 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. 2011 Obj: Provide law enforcement assistance to local agencies and the criminal justice system. Performance Measures: FY 2008 Actual ML Budget Type 1 OP 2 OP 3 OP 4 OP Number of crime information bulletins developed and distributed to law enforcement agencies. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 0 100 100 0 0 3.180 265 265 Number of GIITEM street gang information bulletins published. 10 12 52 12 12 Number of 28CFR intelligence reports produced. 470 700 437 500 500 NOTE: new measure in FY10. Number of crime information products, excluding bulletins, developed and distributed to law enforcement agencies. NOTE:measurement definition and scope defined for FY10 Note: Intelligence reports in compliance with 28 CFR Part 23. NOTE: performance measure modified in FY10 5 IP Number of Rocky Mountain Information Network (RMIN) member agencies served. 1043 1040 1,036 1045 1050 6 OP Number of agencies with RMIN connectivity. 658 650 740 800 800 7 OC 21,636 22,000 22,361 23,000 24,000 0 6,000 5,243 6,000 6,300 Number of RMIN analytical requests. 176 165 166 175 185 Number of Gang Liaison Officers. 15 20 153 175 175 0 15 15 18 18 Number of RMIN database inquiries. Inquiry definition changed in FY08 8 OC RMIN intelligence research requests. NOTE: New measure in FY09. 9 OC 10 OP NOTE: scope and definition revised in FY09 11 OP Number of Detention Liaison Officers. NOTE: New measure in FY09 12 OP Number of agencies participating in GIITEM gang database. 77 85 87 90 90 13 OP Number of multi-agency gang enforcement operations conducted by GIITEM. 28 9 32 9 9 14 OP Number of criminal organizations trafficking in narcotics disrupted or dismantled. 42 15 81 20 20 15 OP Number of clandestine labs dismantled and distribution networks disrupted 27 30 24 12 12 NOTE: performance measure re-defined beginning in FY10 Note: Performance measure refined to reflect labs dismantled and networks disrupted in FY08 and FY09. Revision under review by OSPB since this is related to a budget issue. Proposed wording of measure is: "Number of clandestine labs dismantled or distribution networks disrupted". 16 OP Number of stolen vehicles recovered by detectives in the auto theft task force. 3,433 2,500 3,098 2,000 2,000 17 OP Number of chop shops dismantled by the auto theft task force. 27 25 36 25 25 18 OP Number of insurance fraud investigations by detectives in the auto theft task force. 50 40 33 25 25 19 OP Number of auto salvage, storage, and auction yards inspected by detectives in the vehicle theft task force. 41 35 63 35 35 20 OP Number of felony suspects arrested by detectives in the vehicle theft task force. 296 300 200 175 175 21 OP Number of computer forensic cases requested for examination. 249 250 275 180 180 22 OP 15,000 18,498 18,000 18,000 Note: Performance measurement redefined beginning in FY08. Amount of gigabytes analyzed by forensic examiners. 13,809 Note: This is a new performance measure beginning in FY08. Date Printed: 7/13/2009 8:50:37 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 22 Page 3 PSA 3.0 FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 23 OP Number of computer forensic training sessions coordinated by DPS forensic detectives. 20 20 16 10 10 24 OP Percent of independent investigations initiated upon written request of other jurisdictions. 24 50 482 80 80 Note: DPS supports local jurisdictions with criminal and administrative investigations including officer involved shootings, public corruption, critical incidents and other specialty inquiries. NOTE: measure changed from number to percentage in FY10 25 OP Number of responses to police situations involving the use of special weapons or tactics, explosives, dangerous materials or high risk activity. 26 OP Number of human smuggling intelligence or information bulletins initiated. 584 500 662 500 500 0 12 12 12 12 NOTE: New measure in FY09 ‹ Goal: 2 To provide exceptional customer service 1 2009 Obj: Provide exceptional customer service and public information by fostering partnerships with the community and stakeholders. 2010 Obj: Provide exceptional customer service and public information by fostering partnerships with the community and stakeholders. 2011 Obj: Provide exceptional customer service and public information by fostering partnerships with the community and stakeholders. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type 1 OP Number of public information bulletins and products developed and distributed by ACTIC Center. 2 OP 3 4 ‹ Goal: Objectives: 3 Estimate Actual Estimate Estimate 235 50 78 50 50 Internet web site established and maintained by GIITEM for gang related communication with stakeholders. 1 1 1 1 1 OP Number of gang summits GIITEM will coordinate for criminal justice executives. 2 1 1 1 1 OP Number of community outreach programs presented by the Criminal Investigations Division. 71 12 134 130 130 To embody the highest standards of integrity and professionalism 1 2009 Obj: Improve employee effectiveness and resource utilization. 2010 Obj: Improve employee effectiveness and resource utilization. 2011 Obj: Improve employee effectiveness and resource utilization. Performance Measures: FY 2008 Actual ML Budget Type Percent of employees attending 8-hrs agency mandated training per year. 100 FY 2009 Estimate 90 FY 2009 Actual FY 2011 Estimate 95 95 100 75 75 40 109 80 80 0 N/A 12 12 1 OP 2 OC Percent of CID personnel attending training beyond mandated in-service to increase skills relating to their assignment. 100 75 3 IP Number of research and development projects conducted by computer forensic examiners. 108 4 IP Number of command staff meetings to ensure internal communications. 0 100 FY 2010 Estimate This includes Az-POST mandated AOT for sworn or DPS mandated ACT for civilians. NOTE: new performance measure beginning FY10 Date Printed: 7/13/2009 8:50:38 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 23 Page 4 PSA 4.1 SUBPROGRAM SUMMARY Program: PSA 4 . 1 Contact: Georgene Ramming, Division Chief SCIENTIFIC ANALYSIS Phone: (602) 223-2400 Statute: 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 2009 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. Objectives: 2010 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. 2011 Obj: Promote public safety by providing scientific analysis services to local law enforcement and criminal justice agencies. Performance Measures: ML Budget Type FY 2008 Actual FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 57,441 62,036 60,107 62,964 66,742 1 IP Number of scientific analysis cases submitted. 2 EF Percent of crime lab cases over 30 days old 4.7 4.0 4.9 4.0 4.0 3 IP Number of arrestee DNA samples submitted. 9,659 19,000 16,425 17,500 17,500 Note: New measure for FY08 as required under HB2787, 48th Legislature Percent of arrestee DNA samples profiled. OP 4 100 40 41.2 80 80 3 50 37 50 50 Note: New measure for FY08. OC 5 Number of arrestee DNA profiles resulting in CODIS hits. Note: New measure for FY08. 2 2009 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. Objectives: 2010 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. 2011 Obj: Promote public safety in Arizona by reducing storage of evidence no longer required for court or investigatory needs. Performance Measures: FY 2008 Actual ML Budget Type OP 1 Number of evidence disposals conducted annually by the Crime Laboratory system. 110 FY 2009 Estimate 108 FY 2009 Actual 144 FY 2010 Estimate 108 FY 2011 Estimate 108 Note: measurement changed from average monthly disposals per region to annual disposals throughout the entire system in FY08. 3 2009 Obj: Promote public safety through the timely scientific analysis of evidence. Objectives: 2010 Obj: Promote public safety through the timely scientific analysis of evidence. 2011 Obj: Promote public safety through the timely scientific analysis of evidence. Performance Measures: FY 2008 Actual ML Budget Type EF 1 ‹ Goal: Objectives: 2 Average number of days required to analyze a blood alcohol submission from evidence receipt to result delivery. 32 FY 2009 Estimate 30 FY 2009 Actual 16 FY 2010 Estimate 24 FY 2011 Estimate 20 To provide exceptional customer service 1 2009 Obj: Improve customer service by determining staffing needs in proportion to workload. 2010 Obj: Improve customer service by determining staffing needs in proportion to workload. 2011 Obj: Improve customer service by determining staffing needs in proportion to workload. Performance Measures: FY 2008 Actual ML Budget Type 1 Date Printed: IP Develop and maintain a formula based on workload data to ensure adequate staffing for exemplary customer service. 7/16/2009 10:45:35 AM OSPB AZIPS 1 FY 2009 Estimate 1 FY 2009 Actual 1 FY 2010 Estimate 1 All dollars are presented in thousands (not FTE). Page 24 FY 2011 Estimate 1 Page 1 PSA 4.1 2 2009 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. 2010 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. Objectives: 2011 Obj: Improve customer service by replacing 20% of the obsolete scientific equipment each fiscal year. Performance Measures: FY 2008 Actual ML Budget Type Percent of obsolete scientific equipment replaced. OC 1 25.5 FY 2009 Estimate 20 FY 2009 Actual 21.4 FY 2010 Estimate 20 FY 2011 Estimate 20 3 2009 Obj: Ensure cost efficient stewardship of public resources. 2010 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OC Number of division level staff meetings where opportunities for cost reduction are addressed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 4 4 0 0 N/A 5 5 NOTE: new objective in FY10 Annual dollar amount saved as a result of cost reduction concepts within the division (in thousands). NOTE: new measure in FY10 reflecting total cost savings, cost avoidance, cost recovery division wide. 4 2009 Obj: Deliver exemplary service by providing public outreach and education programs. Objectives: 2010 Obj: Deliver exemplary service by providing public outreach and education programs. 2011 Obj: Deliver exemplary service by providing public outreach and education programs. Performance Measures: FY 2008 Actual ML Budget Type Presentations given by regional crime laboratories. OP 1 32 FY 2009 Estimate 32 FY 2009 Actual 42 FY 2010 Estimate 32 FY 2011 Estimate 32 Note: Beginning with FY07, measuring system wide rather than by regional lab. ‹ Goal: 3 To embody the highest standards of integrity and professionalism. 1 2009 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific forensic science/professional development training. 2010 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific forensic science/professional development training. 2011 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific forensic science/professional development training. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 OP Percent of scientific analysis employees receiving one job-specific training session. 100 100 100 100 100 2 OP Percent of scientific analysis employees receiving two job-specific training sessions. 75 75 100 75 75 3 OP Percent of employees attending 8hrs agency mandated training per year. 90 90 98 90 90 Objectives: 2 2009 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2010 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2011 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Number of staff meetings held to disseminate information to employees. 0 FY 2009 Estimate 0 FY 2009 Actual N/A FY 2010 Estimate 24 FY 2011 Estimate 24 NOTE: new measure in FY10 to ensure internal dissemination of information to employees. Reflects division and bureau staff meetings. Date Printed: 7/16/2009 10:45:37 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 25 Page 2 PSA 4.2 SUBPROGRAM SUMMARY Program: PSA 4 . 2 COMMUNICATIONS Contact: Georgene Ramming, Division Chief Phone: (602) 223-2400 Statute: 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 2009 Obj: Protect the public by reducing operational communications response time for 911 calls. Objectives: 2010 Obj: Protect the public by reducing operational communications response time for 911 calls. 2011 Obj: Protect the public by reducing operational communications response time for 911 calls. Performance Measures: ML Budget Type FY 2008 Actual FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 IP Number of 9-1-1 calls answered by operational communications. 207,789 208,000 179,249 200,000 200,000 2 IP Number of administrative calls answered by operational communications. 725,060 660,000 713,683 600,000 600,000 3 OC Average percent of 9-1-1 calls answered in 10 seconds or less. 92 93 95 94 94 ‹ Goal: Objectives: 2 To provide exceptional customer service 1 2009 Obj: Improve customer service by using a workload based staffing plan as the basis for budget requests. 2010 Obj: Improve customer service by using a workload based staffing plan as the basis for budget requests. 2011 Obj: Improve customer service by using a workload based staffing plan as the basis for budget requests. Performance Measures: FY 2008 Actual ML Budget Type OC 1 Number of workload formulas developed to ensure adequate staffing for exemplary customer service. 2 FY 2009 Estimate 2 FY 2009 Actual FY 2010 Estimate 2 2 FY 2011 Estimate 2 Note: one per bureau. 2 2009 Obj: Improve customer service by using a scheduled replacement plan for obsolete equipment, computers and technology as the basis for fiscal requests. 2010 Obj: Improve customer service by using a scheduled replacement plan for obsolete equipment, computers and technology as the basis for fiscal requests. 2011 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 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type OC 1 Objectives: Number of replacement schedule plans developed and implemented for obsolete equipment, computers and technology. 1 Estimate 1 Actual Estimate 1 1 Estimate 1 3 2009 Obj: Improve customer service using a scheduled replacement program for obsolete equipment. 2010 Obj: Improve customer service using a scheduled replacement program for obsolete equipment. 2011 Obj: Improve customer service using a scheduled replacement program for obsolete equipment. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OP Number of portable radios replaced. 181 115 65 100 150 2 OP Number of mobile radios replaced. 118 75 60 75 100 3 OP Number of base stations replaced. 10 8 5 5 8 Date Printed: 8/20/2009 9:21:23 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 26 Page 1 PSA 4.2 4 2009 Obj: Ensure cost efficient stewardship of public resources. 2010 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OC Number of division level staff meetings where opportunities for cost reduction are addressed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 4 4 0 0 N/A 5 5 NOTE: new objective in FY10 Annual dollar amount saved as a result of cost reduction concepts within the division (in thousands). NOTE: new measure in FY10 reflecting total cost savings, cost avoidance, cost recovery division wide. 5 2009 Obj: Enhance service to sworn officers by ensuring open communication with Operational Communications Objectives: 2010 Obj: Enhance service to sworn officers by ensuring open communication with Operational Communications 2011 Obj: Enhance service to sworn officers by ensuring open communication with Operational Communications Performance Measures: FY 2008 Actual ML Budget Type Number of squad, district, or commander meetings attended by a representative of Operational Communications. OP 1 ‹ Goal: 3 10 FY 2009 Estimate 16 FY 2009 Actual 16 FY 2010 Estimate 16 FY 2011 Estimate 18 To embody the highest standards of integrity and professionalism 1 2009 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. 2010 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. 2011 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 OC Percent of personnel attending 8-hours agency mandated training per year. 99 90 98 90 90 2 OC Percent of Wireless Systems Bureau employees attending one job-specific training class. 84.8 60 60 60 60 Objectives: Note: new measure beginning in FY08. 2 2009 Obj: Improve employee effectiveness and operational communication services by upgrading dispatch consoles. 2010 Obj: Improve employee effectiveness and operational communication services by upgrading dispatch consoles. 2011 Obj: Improve employee effectiveness and operational communication services by upgrading dispatch consoles. Performance Measures: FY 2008 Actual ML Budget Type Number of obsolete dispatch consoles upgraded. OC 1 0 FY 2009 Estimate 0 FY 2009 Actual 0 FY 2010 Estimate 0 FY 2011 Estimate 20 Note: Anticipated as a substantial fiscal issue. Research, analysis and study scheduled for FY11. 3 2009 Obj: Improve employee effectiveness and operational communication services through infrastructure support to microwave, Objectives: interoperable radio, and mobile data systems. 2010 Obj: Improve employee effectiveness and operational communication services through infrastructure support to microwave, interoperable radio, and mobile data systems. 2011 Obj: Improve employee effectiveness and operational communication services through infrastructure support to microwave, interoperable radio, and mobile data systems. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual ML Budget Type 1 OC Percent of Southern Loop Microwave Project completed. 2 OC 3 4 5 OP Estimate Actual Estimate Estimate 28.5 50 67 75 100 Digital microwave paths installed and activated. 9 5 6 5 5 OC Number of microwave sites upgraded. 3 4 4 3 1 OC Number of mobile data computer (MDC) sites added to the system. 5 5 4 1 1 Number of mobile data computer (MDC) expansions. 283 100 224 50 25 Note: MDCs added to the system. Date Printed: 8/20/2009 9:21:25 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 27 Page 2 PSA 4.2 Objectives: 4 2009 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2010 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2011 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Number of staff meetings held to disseminate information to employees. 0 FY 2009 Estimate 0 FY 2009 Actual N/A FY 2010 Estimate 24 FY 2011 Estimate 24 NOTE: new measure in FY10 to ensure internal dissemination of information to employees. Reflects division and bureau staff meetings. Date Printed: 8/20/2009 9:21:25 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 28 Page 3 PSA 4.3 SUBPROGRAM SUMMARY Program: PSA 4 . 3 INFORMATION SYSTEMS Contact: Georgene Ramming, Division Chief Phone: (602) 223-2400 Statute: 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 2009 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. 2010 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. 2011 Obj: Promote public safety in Arizona by providing technical support services to local law enforcement and criminal justice agencies. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Percent ACJIS system availability. EF 1 ‹ Goal: Objectives: 2 99.9 Estimate 99.7 Actual 99.9 Estimate 99.7 Estimate 99.7 To provide exceptional customer service 1 2009 Obj: Improve customer service by determining staffing needs in proportion to workload. 2010 Obj: Improve customer service by determining staffing needs in proportion to workload. 2011 Obj: Improve customer service by determining staffing needs in proportion to workload. Performance Measures: FY 2008 Actual ML Budget Type Develop 1 staffing formula per bureau. IP 1 Objectives: 1 FY 2009 Estimate 1 FY 2009 Actual 1 FY 2010 Estimate 1 FY 2011 Estimate 1 2 2009 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. 2010 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. 2011 Obj: Improve customer service through a scheduled replacement program for obsolete computers and technology. Performance Measures: FY 2008 Actual ML Budget Type 1 OC Number of personal computers replaced in accordance with 5-yr program. 450 FY 2009 Estimate 300 FY 2009 Actual 99 FY 2010 Estimate 50 FY 2011 Estimate 50 Note: first year funding is in FY08. Date Printed: 7/14/2009 9:33:31 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 29 Page 1 PSA 4.3 3 2009 Obj: Improve customer service by providing information technology users with timely support. 2010 Obj: Improve customer service by providing information technology users with timely support. Objectives: 2011 Obj: Improve customer service by providing information technology users with timely support. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OC Number of legacy applications converted through refreshed technology. 2 5 5 3 3 2 IP Number of conceptualization meetings with ASD management to envision automated, integrated records management system. 75 100 1 1 1 NOTE: Significant fiscal issue for future consideration identified in FY08. NOTE: Needs assessment completed in FY09. NOTE: Conceptualization meetings with ASD beginning in FY10 Average number of PC support work orders over 30 days old. 58 50 3 EF 4 EF Average number of Application Development Data Processing Service Requests more than 60 days old. 32 40 5 OP Number of employees migrated to the web portal 0 100 19 50 50 19 30 30 107 300 500 Note: Revised measure beginning FY08; reported by total function rather than region. Note: web portal to be implemented in FY09 4 2009 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2010 Obj: Ensure cost efficient stewardship of public resources. 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OC Number of division level staff meetings where opportunities for cost reduction are addressed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 4 4 0 0 N/A 5 5 NOTE: new objective in FY10 Annual dollar amount saved as a result of cost reduction concepts within the division (in thousands). NOTE: new measure in FY10 reflecting total cost savings, cost avoidance, cost recovery division wide. ‹ Goal: 3 To embody the highest standards of integrity and professionalism. 1 2009 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. 2010 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. 2011 Obj: Improve employee effectiveness by providing employees with agency in-service training and job-specific development training. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 OC Percent of employees attending 8-hrs agency mandated training per year. 99 90 98 90 90 2 OC Percent of employees attending a job-specific training session. 52 33 100 33 33 Objectives: Note: This is a new performance measure implemented in FY08 2 2009 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2010 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2011 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Number of staff meetings held to disseminate information to employees. 0 FY 2009 Estimate 0 FY 2009 Actual N/A FY 2010 Estimate 24 FY 2011 Estimate 24 NOTE: new measure in FY10 to ensure internal dissemination of information to employees. Reflects division and bureau staff meetings. Date Printed: 7/14/2009 9:33:32 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 30 Page 2 PSA 4.4 SUBPROGRAM SUMMARY Program: PSA 4 . 4 Contact: Georgene Ramming, Division Chief CRIMINAL INFORMATION AND LICENSING Phone: (602) 223-2400 Statute: 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 the 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: Objectives: 1 To promote public safety in Arizona 1 2009 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. 2010 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. 2011 Obj: Promote public safety and improve quality of life for residents by enforcing sex offender registration requirements. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 OP Percent of all registered sex offender files verified annually. 85.3 90 90 90 90 2 EF Percent of all registered sex offender files queried annually for address verification. 0 100 100 100 100 3 OC 4.61 6.0 4.5 6.0 6.0 NOTE: New measurement in FY09 Objectives: Percent of Arizona sex offenders in absconder status. 2 2009 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. 2010 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. 2011 Obj: Promote public safety by expanding law enforcement access to fingerprint and criminal history records. Performance Measures: FY 2008 Actual ML Budget Type Average number of days required to process an arrest disposition. EF 1 Objectives: 13.8 FY 2009 Estimate 4 FY 2009 Actual 3 FY 2010 Estimate 2 FY 2011 Estimate 2 3 2009 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. 2010 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. 2011 Obj: Promote public safety by enhancing capability of criminal information systems and the sharing of information. Performance Measures: FY 2008 Actual ML Budget Type 1 OC Percent of identities verified through fingerprint searches using the MetaMorpho system upgrade. 81 FY 2009 Estimate 80 FY 2009 Actual 82 FY 2010 Estimate 85 FY 2011 Estimate 85 Note: new measure beginning FY08. Date Printed: 7/15/2009 11:23:51 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 31 Page 1 PSA 4.4 4 2009 Obj: Protect the public by ensuring compliance with state statutes and administrative rules. 2010 Obj: Protect the public by ensuring compliance with state statutes and administrative rules. Objectives: 2011 Obj: Protect the public by ensuring compliance with state statutes and administrative rules. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 EF Number of security guard agencies audited annually. 22 36 48 38 40 2 EF Number of open security guard and private investigator complaints exceeding 90 days from receipt to final disposition. 14 7 1 2 0 3 EF 4 1 2 0 Note: calculated based on the average of four quarters per fiscal year. Number of open security guard and private investigator complaints exceeding 120 days from receipt to final disposition. 8 Note: calculated based on the average of four quarters per fiscal year. ‹ Goal: Objectives: 2 To provide exceptional customer service 1 2009 Obj: Improve customer service by determining staffing needs in proportion to workload. 2010 Obj: Improve customer service by determining staffing needs in proportion to workload. 2011 Obj: Improve customer service by determining staffing needs in proportion to workload. Performance Measures: FY 2008 Actual ML Budget Type Develop and maintain one staffing formula per bureau. IP 1 Objectives: 2 FY 2009 Estimate 2 FY 2009 Actual 2 FY 2010 Estimate FY 2011 Estimate 2 2 2 2009 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. 2010 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. 2011 Obj: Improve customer service by providing timely response to public records, criminal history, and license requests. Performance Measures: FY 2008 Actual ML Budget Type Percent of Automated Fingerprint Id System (AFIS) reliability QL 1 99.6 FY 2009 Estimate 98 FY 2009 Actual 99.4 FY 2010 Estimate FY 2011 Estimate 98 98 Note: OSPB designated budget issue. Petitioned for wording change to read: Percent of Automated Fingerprint Id System (AFIS) reliability. 2 EF Average number of days to process a clearance card when applicant has no criminal record. 11 18 9 17 16 3 EF Average number of days to process a clearance card when applicant has a criminal record. 34 41 36 47 46 4 EF Average number of days to process a criminal records check and provide the results. 6 9 7 9 9 5 EF Average number of days to process a concealed weapons permit when research is required. 6 13 27 45 45 NOTE: performance measure will be tracked differently in FY10. Tracking will be changed from time the application was entered to the time the application is received in the unit which is a more accurate reflection. Average number of days to process a concealed weapons permit when no research is required. EF 6 3 6 18 60 35 NOTE: tracking will be changed from time the application was entered to the time the application is received beginning in FY10 OC 7 Objectives: Number of backlogged deceased fingerprint cards processed. 0 4,734 11,371 2,829 0 Note: New issue in FY09. Entering the fiscal year there were 14,200 backlogged fingerprint cards to be processed. 3 2009 Obj: Enhance customer service by implementing automated systems for information sharing and efficiency. 2010 Obj: Enhance customer service by implementing automated systems for information sharing and efficiency. 2011 Obj: Enhance customer service by implementing automated systems for information sharing and efficiency. Performance Measures: FY 2008 Actual ML Budget Type 1 Date Printed: OC Number of criminal justice agencies transitioned to the Arizona Disposition Reporting System. 7/15/2009 11:23:57 AM OSPB AZIPS 3 FY 2009 Estimate 3 FY 2009 Actual 1 FY 2010 Estimate 4 All dollars are presented in thousands (not FTE). Page 32 FY 2011 Estimate 5 Page 2 PSA 4.4 4 2009 Obj: Enhance customer service by ensuring criminal justice agency compliance with state and federal statutes. 2010 Obj: Enhance customer service by ensuring criminal justice agency compliance with state and federal statutes. Objectives: 2011 Obj: Enhance customer service by ensuring criminal justice agency compliance with state and federal statutes. Performance Measures: FY 2008 Actual ML Budget Type 1 OP 2 OP Number of criminal history record review audits conducted annually. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 128 109 0 0 N/A 88 88 NOTE: new, more accurate performance measure in FY10 Number of Arizona Criminal Justice Information System (AJCIS) audits conducted annually. NOTE: new, more accurate performance measure in FY10 5 2009 Obj: Ensure cost efficient stewardship of public resources. Objectives: 2010 Obj: Ensure cost efficient stewardship of public resources. 2011 Obj: Ensure cost efficient stewardship of public resources. Performance Measures: FY 2008 Actual ML Budget Type 1 IP 2 OC Number of division level staff meetings where opportunities for cost reduction are addressed. FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 0 0 N/A 4 4 0 0 N/A 5 5 NOTE: new objective in FY10 Annual dollar amount saved as a result of cost reduction concepts within the division (in thousands). NOTE: new measure in FY10 reflecting total cost savings, cost avoidance, cost recovery division wide. ‹ Goal: Objectives: 3 To embody the highest standards of integrity and professionalism 1 2009 Obj: Improve employee effectiveness by providing employees with agency in-service training. 2010 Obj: Improve employee effectiveness by providing employees with agency in-service training. 2011 Obj: Improve employee effectiveness by providing employees with agency in-service training. Performance Measures: FY 2008 Actual ML Budget Type Percent of employees attending 8-hours agency mandated training per year. OC 1 Objectives: 99 FY 2009 Estimate 90 FY 2009 Actual 98 FY 2010 Estimate 90 FY 2011 Estimate 90 2 2009 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2010 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. 2011 Obj: Improve employee effectiveness by ensuring internal communications to keep employees informed. Performance Measures: FY 2008 Actual ML Budget Type 1 IP Number of staff meetings held to disseminate information to employees. 0 FY 2009 Estimate 0 FY 2009 Actual N/A FY 2010 Estimate 24 FY 2011 Estimate 24 NOTE: new measure in FY10 to ensure internal dissemination of information to employees. Reflects division and bureau staff meetings. Date Printed: 7/15/2009 11:23:58 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 33 Page 3 PSA 5.0 PROGRAM SUMMARY Program: PSA 5 . 0 ARIZONA PEACE OFFICER STANDARDS AND TRAINING Contact: Mr. Lyle Mann, Executive Director Phone: Arizona Peace Officer Standards and Training (602) 223-2514 Statute: 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 2009 Obj: By June 2009, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. 2010 Obj: By June 2010, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. 2011 Obj: By June 2011, review in-depth and update 33% of the existing curricula in the law enforcement and corrections basic courses. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual Estimate Actual Estimate Estimate ML Budget Type Objectives: Percent of curricula review completed. OP 1 35 33 47 33 33 2 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. 2010 Obj: By June 30, 2010, review and update model lesson plans covering 100% of the existing law enforcement basic course topics and performance objectives. 2011 Obj: By June 30, 2011, review and update model lesson plans covering 100% of the existing law enforcement basic course topics and performance objectives. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type Estimate Actual Estimate Estimate 1 OP Percent of model lesson plans developed for distribution. 100 100 100 100 100 2 OC Percent of academies utilizing over 80% of model lesson plans 100 100 1000 100 100 3 QL Percent increase in field training officer satisfaction with academy training programs. TBD TBD TBD TBD TBD System not in place to measure field training officer's satisfaction with academy training programs. No baseline data established for estimates from FY07 on. QL 4 Objectives: Establish a system to monitor field training officer satisfaction with academy training programs. 0 1 1 N/A N/A 3 2009 Obj: By June 30, 2009, ensure 100% of Arizona law enforcement academies use POST standardized exams. 2010 Obj: By June 30, 2010, ensure 100% of Arizona law enforcement academies use POST standardized exams. 2011 Obj: By June 30, 2011, ensure 100% of Arizona law enforcement academies use POST standardized exams. Performance Measures: FY 2008 Actual ML Budget Type OC 1 Percent of academies using standardized competency examinations. 100 FY 2009 Estimate 100 FY 2009 Actual 100 FY 2010 Estimate 100 FY 2011 Estimate 100 4 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. 2010 Obj: By June 30, 2010, review and update, if necessary, 100% of POST administrative rules governing the minimum standards and training requirements for peace officers and corrections officers. 2011 Obj: By June 30, 2011, 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 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type 1 Date Printed: OP Percent of administrative rules reviewed. 7/2/2009 8:16:03 AM OSPB AZIPS 100 Estimate 100 Actual 100 Estimate 100 All dollars are presented in thousands (not FTE). Page 34 Estimate 100 Page 1 PSA 5.0 ‹ Goal: 2 To promote and uniformly enforce compliance with the standards prescribed for peace officers and corrections officers. 1 2009 Obj: By June 30, 2009, complete new hire compliance audits in less than 30 days. Objectives: 2010 Obj: By June 30, 2010, complete new hire compliance audits in less than 30 days. 2011 Obj: By June 30, 2011, complete new hire compliance audits in less than 30 days. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 IP New hires. 1,594 1,650 900 1,000 1,200 2 IP Peace officers requiring basic training. 1,302 1,350 1,117 1,200 1,350 3 IP 0 139 74 100 125 Peace officers via waiver testing. NOTE: New measure FY09 4 IP Agencies to be audited. 170 170 166 170 170 5 IP Certified peace officers. 15,757 16,500 15,709 16,500 17,000 6 IP Corrections officers. 5,578 6,000 5,402 5,500 5,700 7 OP New hire minimum qualification compliance audits conducted. 1,650 1,650 900 1,000 1,200 8 EF Days required to conduct new hire audits. 30 30 30 30 30 9 OP Mandated in-service training compliance audits conducted. 1,357 1,600 1,633 1,600 1,650 2 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%. 2010 Obj: By June 30, 2010, maintain a rate of law enforcement agency non-compliance with minimum standards for peace officers of less than 10%. 2011 Obj: By June 30, 2011, maintain a rate of law enforcement agency non-compliance with minimum standards for peace officers of less than 10%. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Objectives: Actual ML Budget Type OC 1 Percent of agencies in non-compliance. 15 Estimate 10 Actual 22 Estimate 10 Estimate 10 3 2009 Obj: By June 30, 2009, audit 50% of the basic academies. Objectives: 2010 Obj: By June 30, 2010, audit 50% of the basic academies. 2011 Obj: By June 30, 2011, audit 50% of the basic academies. Performance Measures: FY 2008 Actual ML Budget Type OP 1 Academy audits completed. 3 FY 2009 Estimate 4 FY 2009 Actual 2 FY 2010 Estimate 4 FY 2011 Estimate 4 4 2009 Obj: By June 30, 2009, complete decertification investigations for presentation to the board in 100 days. 2010 Obj: By June 30, 2010, complete decertification investigations for presentation to the board in 100 days. Objectives: 2011 Obj: By June 30, 2011, complete decertification investigations for presentation to the board in 100 days. Performance Measures: FY 2008 Actual ML Budget Type EF 1 ‹ Goal: 3 Days to complete decertification investigations. 118 FY 2009 Estimate 125 FY 2009 Actual 120 FY 2010 Estimate 125 FY 2011 Estimate 125 To recommend curricula and promote advanced law enforcement courses in universities and colleges in conjunction with their governing bodies. 1 2009 Obj: By June 30, 2009, increase the number of law enforcement courses qualifying for both POST and college training credits. Objectives: 2010 Obj: By June 30, 2010, increase the number of law enforcement courses qualifying for both POST and college training credits. 2011 Obj: By June 30, 2011, increase the number of law enforcement courses qualifying for both POST and college training credits. Performance Measures: FY 2008 Actual ML Budget Type Administration of Justice programs giving credit for POST training. 12 FY 2009 Estimate 12 FY 2009 Actual 12 FY 2010 Estimate 12 FY 2011 Estimate 12 1 OC 2 OC POST courses qualifying for college credit. 16 16 16 17 17 3 OC College courses qualifying for POST mandated training credit. 730 730 730 730 750 ‹ Goal: 4 To maximize the funds available for peace officer training by using available training facilities, minimizing operational costs, and augmenting funds by seeking grants. Objectives: 1 2009 Obj: By June 30, 2009, increase the number of partnerships which optimize training fund expenditures through Date Printed: 7/2/2009 8:16:06 AM OSPB AZIPS All dollars are presented in thousands (not FTE). Page 35 Page 2 PSA 5.0 intergovernmental agreements by 5 percent each year. 2010 Obj: By June 30, 2010, increase the number of partnerships which optimize training fund expenditures through intergovernmental agreements by 5 percent each year. 2011 Obj: By June 30, 2011, increase the number of partnerships which optimize training fund expenditures through intergovernmental agreements by 5 percent each year. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual ML Budget Type OC 1 Inter-governmental agreements and partnerships. 23 Estimate 25 Actual 16 Estimate 25 Estimate 25 2 2009 Obj: By June 30, 2009, obtain public sector grant funding to equal 2% of annual CJEF revenues. Objectives: 2010 Obj: By June 30, 2010, obtain public sector grant funding to equal 2% of annual CJEF revenues. 2011 Obj: By June 30, 2011, obtain public sector grant funding to equal 2% of annual CJEF revenues. Performance Measures: FY 2008 Actual ML Budget Type OC 1 Revenues received from public sources ($ thousands). 254 FY 2009 Estimate 200 FY 2009 Actual 0 FY 2010 Estimate 200 FY 2011 Estimate 200 3 2009 Obj: By June 30, 2009, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. 2010 Obj: By June 30, 2010, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. Objectives: 2011 Obj: By June 30, 2011, find practical and sensible ways to improve customer service, reduce costs, and eliminate duplication. Performance Measures: FY 2008 Actual ML Budget Type FY 2009 Estimate FY 2009 Actual FY 2010 Estimate FY 2011 Estimate 1 IP Efficiency review ideas received. 6 10 6 10 10 2 OC Efficiency review ideas considered for implementation. 6 10 6 10 10 ‹ Goal: Objectives: 5 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 2009 Obj: By June 30, 2009, increase the number of instructors teaching POST-sponsored training programs. 2010 Obj: By June 30, 2010, increase the number of instructors teaching POST-sponsored training programs. 2011 Obj: By June 30, 2011, increase the number of instructors teaching POST-sponsored training programs. Performance Measures: FY 2008 Actual ML Budget Type OP 1 Objectives: Qualified instructors teaching POST programs. 320 FY 2009 Estimate 320 FY 2009 Actual 744 FY 2010 Estimate 325 FY 2011 Estimate 340 2 2009 Obj: By June 30, 2009, increase the number of POST provided Train-the-Trainer programs. 2010 Obj: By June 30, 2010, increase the number of POST provided Train-the-Trainer programs. 2011 Obj: By June 30, 2011, increase the number of POST provided Train-the-Trainer programs. Performance Measures: FY 2008 Actual ML Budget Type 1 OP Train-the-trainer programs provided to agencies. 40 FY 2009 Estimate 40 FY 2009 Actual 40 FY 2010 Estimate 50 FY 2011 Estimate 50 3 2009 Obj: By June 30, 2009 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. 2010 Obj: By June 30, 2010 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. 2011 Obj: By June 30, 2011 the number of peace officers attending POST-provided, in-service training programs qualifying for mandated training credit. Performance Measures: FY 2008 FY 2009 FY 2009 FY 2010 FY 2011 Actual Estimate Actual Estimate Estimate ML Budget Type Objectives: 1 OP Calendar School Programs presented by POST and the Community Policing Institute. 2 OC Attendees of Calendar Schools. Date Printed: 7/2/2009 8:16:08 AM OSPB AZIPS 93 100 122 100 110 2,704 3,000 3,981 3,000 3,500 All dollars are presented in thousands (not FTE). Page 36 Page 3 ddf (602) 223-2000 | azdps.gov 2102 West Encanto Boulevard Phoenix, Arizona 85009 ©2009 Arizona Department of Public Safety. All Rights Reserved. Design by CORE: Creative Services | MKT-184.4 | 8/2008