Annual report Arizona Department of Administration

              Arizona Department
of Administration
Fiscal Year 2002 Report
2
It is my pleasure to present the Arizona Department of Administra-tion’s
Fiscal Year 2002 Report.
The Arizona Department of Administration (ADOA) is a state govern-ment
agency dedicated to enabling, and in many cases, enhancing our
customers’ ability to conduct their business. Our Mission is to provide
effective and efficient support services to enable government agencies,
state employees and the public to achieve their goals. Our primary
customers include Arizona State government agencies consisting of
over 100 state agencies, boards, and commissions, Arizona State em-ployees,
and the public.
Our Vision is to provide a great place to work that delivers "Knock-
Your-Sock's-Off"® service. To guide our actions, we integrate our
Agency Values into our daily work.
Employee Focus – We care about each other, encourage personal
growth and recognize accomplishments.
Customer Focus – We strive to understand and anticipate our cus-tomers’
needs and deliver services that exceed their expecta-tions.
Quality – We provide exceptional value and vigorously pursue im-provement.
Integrity – We accept personal responsibility and behave ethically.
Teamwork – We achieve our greatest success by working together.
It all begins with the citizens of Arizona and their needs. They require
essential government services such as health care; human service pro-grams;
enforcement of standards for the quality of Arizona's air, land
and water; enforcement of standards of practice including opticianry,
banking, accountants, barbers, insurance and educational standards;
protection from criminal activity; law enforcement; and a transporta-tion
system.
For these state agencies and their employees to be successful in pro-viding
essential services to the citizens of Arizona, they in turn need
supporting services so they can concentrate on their critical public
missions. These needs can often be met most effectively and economi-cally
only through common systems and processes shared by all state
government organizations. These common needs include such support
services as:
• Developing employees through training
• Paying employees for the work they do
• Processing claims when the employees get injured
• Providing medical and dental health benefit options to employees
• Maintaining office buildings the employees work in
• Purchasing the goods and services they need in order to conduct
business
• Providing data, voice and video services for employees
• Providing vehicles for business trips
• Providing a pool of qualified applicants to fill job openings
ADOA is committed to providing services that are valued by its cus-tomers,
while meeting or exceeding its customers' needs. ADOA cur-rently
offers up to 73 services to a customer base that includes over
100 state agencies and 61,000 state employees. The available services
include statewide financial services, facilities management, human
resources management, information services, fleet management, ad-ministrative
management, and police services for the Capitol Mall in
Phoenix and the State Mall complex in Tucson.
ADOA is comprised of the Director's Office, the Arizona State Uni-versity
(AzGU), and seven divisions including:
Divisions
♦ Financial Services Division
♦ General Services Division
♦ Human Resources Division
♦ Information Services Division
♦ Internal Technology Services
♦ Management Services Division
♦ Capitol Police
Each division consists of programs usually defined by a major func-tional
area. Each program within the divisions provides services.
ADOA has defined 73 major services that are provided to the external
customers and 33 services that are provided internally to ADOA. In
addition to defining these services, ADOA has further assessed them
based on the necessity of the service to the customer. If the service is
critical to the customer’s ability to function, it has been defined as an
enabling service. If the service enhances the customer’s ability to con-duct
business, it has been defined as an enhancing service. ADOA’s
goals in satisfying customer requirements are more stringent for ena-bling
services than for enhancing services.
The Director's Office consists of the Director (appointed by the Gover-nor
and requires Senate confirmation), Deputy Director, Chief Opera-tions
Officer/ Administrative Counsel, Budget Manager, Special Pro-ject
Administrator/ Public Information Officer, Legislative Liaison,
and support staff. The Director’s Office formulates and advocates
agency policy, ensures compliance with all statutory requirements, and
administers ADOA operations in a cost-effective and efficient manner
that is responsive to our customers' needs.
ADOA Mission
To provide effective and efficient support services to
enable government agencies, state employees and the
public to achieve their goals.
J. Elliott Hibbs, Director
3
Arizona Government University
AzGU was created at the request of state agencies to create a more
efficient, effective, affordable and customer focused learning for the
State of Arizona employees. A Board representing state agencies has
oversight for the direction of AzGU and AzGU's Director reports to
the Director of ADOA.
Service Highlights
• Consolidated training record keeping systems for seven agencies
into one database.
• Obtained award of credit for 33 courses in Indemnity and Leader-ship
through the ten community college districts.
• To date 41 agencies participate.
• Developed AzGU web site.
• Developed Jurisprudence examination for dentists and dental hy-gienists
for the licensure requirements for the Board of Dental
Examiners.
• Delivered training to 3,878 employees representing 115 different
agencies.
• Held 380 training classes.
• Conducted classes in 36 different courses in Indemnity and Lead-ership.
• Centralized training activities for the 127 agencies in the State of
Arizona with a system that accesses 42,000 employees.
• Tracked training records for state employees which allowed em-ployees
to register for training electronically, and provided a track-ing
tool for management.
• Converted two courses, Ethics and AFIS to e-learning, allowing
state employees to take these classes at times convenient to them,
without incurring travel costs.
• Established training partnerships with Arizona State University,
University of Arizona, and Northern Arizona University.
Awards & Recognition
Arizona has become the first state in the nation to take a corporate
model and build a collaborative, across agency boundaries, systemic
approach to workforce development.
Critical Issues & Challenges
• Creation of AzGU as a legal entity requires legislative approval. A
draft bill has been presented to ADOA for the next legislative ses-sion.
• It is anticipated that a minimum of 20 additional courses will be
developed for college credit in the upcoming year.
• It is anticipated that five new customized certification programs
will be completed next fiscal year.
• The primary source of funding for AzGU comes from contribu-tions
provided by state agencies. The current status of the state
budget could have a severe impact.
• Availability and compatibility of information technology and other
technical resources in other agencies may impede services such as
distance and e-learning.
• Strive to achieve 100% participation by state agencies which will
be a cultural change for some state agencies.
AzGu Mission
To create a workforce development program that
delivers critical competencies and skill sets to enable employees to
develop professionally and
deliver cost efficient customer focused
state government services.
Percentage of State Agencies with Access
to Arizona Government University
0%
20%
40%
60%
80%
100%
FY 2002 0% 0% 0% 0% 0% 0% 0% 50% 80% 85% 87% 90%
July Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Percentage of Student Evaluating Course
Content at 5 or Above (6 point scale)
80%
85%
90%
95%
100%
FY 2002 90% 92% 92% 92% 94%
Feb-02 Mar-02 Apr-02 May-02 Jun-02
BETTER
Current Record Maintenance
8500
9000
9500
10000
10500
11000
FY 2002 9300 9400 9600 10000 10700
Feb-02 Mar-02 Apr-02 May-02 Jun-02
BETTER
4
Capitol Police
The Division of Capitol Police, with offices in Phoenix and Tucson,
provides security and police services to state agencies throughout the
State of Arizona. Services include patrols by police vehicle, bike and/
or foot, emergency response, criminal investigations, and training
related to crime prevention and crisis intervention. Capitol Police
operates a communication center that monitors state buildings and
dispatches officers where needed to assure the safety and security of
employees and visitors. Capitol Police Officers are AZPOST Certified
and trained in all aspects of police work, providing high-level law
enforcement services to the public and the employees they serve.
Service Highlights
• Responded to a total of 6,327 calls, 523 of which were emergency
calls.
• Completed 1,421 police reports.
• Made 861 criminal arrests.
• Served 177 criminal warrants.
• Conducted 82,118 building security checks.
• Conducted 42 seminars on Crime Prevention and Personal Safety
and Workplace Violence Prevention for the Fiscal Year with 2,805
state employees attending.
• Maintains the number one response time in the state with an aver-age
of 1 minute 42 seconds for emergencies.
• Completed the evaluation of all state buildings at the Capitol and
Tucson Complex to maximize the effort to protect state assets,
employees, citizens, and elected officials from terrorism or any
other type of safety hazards or potential for crime.
• Established an Emergency Operation Center (EOC), incorporating
essential equip-ment,
computers,
and the informa-tion
needed in
one place for any
crisis.
• Investigated 70
UCR (Uniform
Crime Report)
Part 1 criminal
incidents/serious
felonies.
Awards & Recognition
• Received an award for outstanding results in implementation of the
security assessments for state buildings in Phoenix and Tucson.
• Received national recognition for Workplace Violence Program.
Critical Issues & Challenges
• The Capitol Mall and Tucson Complex are considered high profile
targets for domestic and foreign terrorists.
• A turnover rate of 41.9% due to low wages and better opportunity
outside state employment.
• The Capitol Mall and surrounding area is considered to have one of
the highest crime rates in the state.
• The events of September 11th created a need for additional services,
including mail inspections, specialized training, and expanded
security posts which increased workload of staff.
• The addition of new buildings within the Capitol Mall will increase
the population and significantly impact the demands on Capitol
Police.
• Dependent upon Interagency Service Agreements (ISA’s) for one-third
of operating budget.
• Four additional officers scheduled to be online July 1, 2003, were
eliminated from the budget.
• Increased demands on all personnel could result in even higher
turnover rates.
• Closure of Eighteenth Avenue and Washington creates a need to
provide adequate alternative for traffic flow.
• Completion of the safety and security assessment recommendations
for the Capitol Mall and Tucson Complex are needed to ensure the
safety and security of state employees, elected officials, and visi-tors.
• Emergency Operations Center (EOC) is in need of continued sup-port
to ensure emergency back-up system for business continuity.
Capitol Police Mission
To maintain an orderly, secure, and safe environment where
visitors, employees, and other persons conducting business with the
State of Arizona, within the Capitol Complexes, will be safe
and secure.
Uniform Crime Report FY 2002
0
10
20
30
40
# of Crimes 10 33 36 3 5 9 12
Jul-01 Oct-01 Nov-01 Jan-02 Feb-02 Apr-02 May-
02
BETTER
Response Time Comparisons
0.0
0.5
1.0
1.5
2.0
2.5
3.0
Emerg. 2.30 2.54 2.38 2.25 2.24 2.15
Non-Emerg. 1.16 1.30 1.41 1.00 1.42 1.45
Jul-01 Oct-01 Dec-01 Feb-02 Mar-02 May-02
BETTER
Security Assessment
Recommendations
HVAC
4%
Safety
9% Training
10%
Building
Perimeter
Security
39%
Interior
Security &
Access
Control
38%
5
Financial Services Division
FSD provides statewide financial services through its three units: Gen-eral
Accounting Office (GAO), State Procurement Office (SPO), and
Risk Management.
Service Highlights
• Initiated a “no cost/low cost” CPA program to assist interested
employees in the state’s financial community to prepare for CPA
exams.
• Trained 4,113 employees in Defensive Driving and Van Safety
• Processed 5,178 Workers' Compensation Claims, 5,200 Property
and 3,540 Liability Claims.
• Implemented new procurement training and certification program
• Completed 25 internal agency accounting audits.
• Processed 18 Invitations for Bid (IFB) and 53 Requests for Propos-als
(RFP).
• Administered bi-weekly payroll for approximately 42,000 employ-ees,
equating to approximately $1.5 billion annually.
• Issued approximately 840,000 vendor warrants totaling approxi-mately
$5 billion annually.
• Processed approximately 9,130,000 transactions annually through
AFIS.
• Saved approximately $18 million through refinancing of two exist-ing
Certificates of Participation (COP) issues.
• Conducted safety academies throughout the state.
• Began development of SPIRIT, a revolutionary automated procure-ment
system.
• Began the transition from microfiche to CD technology, reducing
paper and printing costs by approximately $125,000.
• Began implementation of software that will automate virtually all
the claim functions in Risk Management.
Critical Issues & Challenges
• The events of September 11th caused commercial insurance rates to
increase dramatically and has made it far more difficult to insure
state assets against unknown and catastrophic events.
• A data warehouse is needed in AFIS (AZ Financial Information
System) in order to provide more meaningful financial information
for various management purposes.
• SPIRIT’s continuation towards completion of software develop-ment
is essential to begin supplier registration April 2003 and pro-vide
a variety of benefits to all stakeholders in the procurement
process of state government.
Awards & Recognition
• Received the 2002 Governor’s Award of Excellence, Spirit of
Excellence Program, for the Statewide Consolidation of Payroll
Cycles Project.
• Received the 2002 National Association of State Chief Adminis-trators
(NASCA) for demonstration of outstanding leadership skills
and innovation, creativity, advanced knowledge and efficiency in
state government.
• Received the Agency Accreditation Award from the National Insti-tute
of Governmental Purchasing (NIGP) for business processes,
policies, procedures and reporting.
Divisional Units
General Accounting Office
The General Accounting Office is responsible for the Arizona Finan-cial
Information System (AFIS); statewide accounting policies and
procedures; distributing and reconciling all state warrants; providing a
variety of data input, bookkeeping, reporting, and consulting services
to state agencies and coordinating the statewide payroll for state em-ployees.
State Procurement Office
The State Procurement Office conducts complex procurements, in-cluding
statewide contracts for all state agencies; establishes and ad-ministers
procurement policies and procedures; manages the coopera-tive
purchasing program for political subdivisions; establishes stan-dards
and delegates procurement authority to agencies.
Risk Management
Risk Management is responsible for purchases of excess and specialty
insurance to complement its self-insurance program; investigates,
mitigates and settles all property and liability claims against the state;
as well as workers’ compensation claims for state employees and as-sists
agencies in development and administration of loss prevention
programs.
FSD Mission
To make FSD a “good place to work” and provide
high quality, cost effective services to
our customers.
SPIRIT Will Reduce RFP Process Time
0
50
100
150
200
FY 2002 0 55 94 93 165 74 74 76 0 119 0 91
FY 2001 78 78 62 40 86 83 73 75 55 72 0 0
FY 2000 64 69 53 95 51 80 70 78 75 58 56 66
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Workers' Compensation Claims
(per 100 ADOA employees)
0
2
4
6
8
FY 2002 0 2.6 0.9 4.9
FY 2001 5.8 4.9 3.4 4.5
Jul-Sep Oct-Dec Jan-Mar Apr-Jun
BETTER
6
GSD consists of Financial and Administrative Services, Physical Se-curity,
Building and Planning Services, Construction Services, and
Facilities Operations and Maintenance.
Service Highlights
• Managed construction of two new office buildings totaling
485,000 square feet through Privatized Lease-to-Own (PLTO), that
uses existing lease revenues to build lease-purchase facilities pro-viding
a net rent savings of over $200,000 annually. These are the
first two state buildings designed under the LEED Green Building
Guidelines.
• Managed and operated 105 state-owned buildings totaling
1,921,090 square feet.
• Building inventory consists of 2,793 structures, totaling 19.5 M
square feet, with a replacement value of over $2 billion.
• Service calls responded to: 87 emergency service calls; 6,312 P1
(24 hour response); 2,553 P2 (48 hour response); 5,531 P2 (72
hour response); and 17 preventative maintenance requests.
• Completed 239 tenant improvement construction projects.
• Managed $85 million in various new construction projects.
• Implemented the Capital Planning Management System (CPMS).
CPMS provides comprehensive physical condition assessments of
all buildings within the ADOA building system, detailed cost esti-mates,
and accurate forecasts for required maintenance budgets.
• Facilitated $6.5 million in Building Renewal projects.
• Implemented the Maintenance Management system (MP2) module
that captures the cost (labor and materials) on all maintenance
work orders, and enables production of monthly performance re-ports.
• Completed 84% of the third phase of a four year, $77 million,
expansion to the Arizona State Hospital on time and on budget.
• Construction Services inspected and reviewed more than 13,000
detention locks in 10 prison facilities and recommended locks be
replaced or repaired at the cost of approximately $38 million.
• Construction Services achieved three continuous years improve-ment
in customer service levels.
Awards & Recognition
• Received the National Recognition Award from Briggs and Strat-ton
Lawn and Garden Equipment naming Wesley Bolin Plaza as
one of the Top Ten Lawns in the United States.
• Received the 2001 NASFA Innovation Award in honor of Creative
Excellence for Privatized Lease-to-Own (PLTO).
• Received the 2001 NASCA Outstanding Program Award for Crea-tive
Excellence in Public/Private Partnership for Privatized Lease-to-
Own (PLTO).
• Achieved three years of continuous improvement in levels of cus-tomer
satisfaction for the Building Renewal Program which man-ages
tenant improvement projects and manages space and agency
relocations.
• Increased levels of customer satisfaction for the following ser-vices:
reviews and approves office leases, manages building reno-vation
projects and reviews and approves capital projects.
• Received Governor’s Award for Energy Efficiency for exceptional
accomplishment in implementing the ‘Governor’s Smart Energy
Usage” plan.
Critical Issues & Challenges
• Space Management – PLTO (Privatized-Lease-To-Own). The
inability to fund construction of new office facilities by capital
appropriation to keep pace with the rapid growth in demand has
increased the state's reliance on leasing private sector office space
in Phoenix.
• Building Maintenance/Building Renewal – Over the last 10 years
office buildings, with a replacement value of over $2 billion, have
received an annual average of 48% of the formula amount required
to adequately maintain these buildings, which has resulted in the
accumulation of over $100 million of deferred maintenance.
• The electronic security system needs to be converted from tele-phone
to fiber optic lines for increased speed and decreased system
failure.
• Preventive Maintenance Program – a form of extended warranty
program designed to extend the useful life of major equipment
requires additional funding and should be continued.
Divisional Units
Building and Planning Services
Prepares annual Capital Improvement Plan and Building Renewal Plan
for recommending spending on land acquisition and capital develop-ment.
Manages space allocations, tenant improvements, and statutory/
building code compliance. Reviews all state office leases and conducts
building inspections.
Construction Services
Contracts and oversees design and construction of large ($500,000 or
more) capitol improvements, building renewal and Department of
Corrections facilities projects.
GSD Mission
To provide effective and efficient facility planning, design, develop-ment,
construction, operations and maintenance to enable govern-ment
agencies, state employees and the public to
achieve their goals.
1995 1997 1999 2001 2003
0
5
10
15
20
Building Renewal Funding Formula is
Established by Statutory Formula
(Current ly $10 0 .7 M illion in Def erred M aint enance)
Appropriation
Formula
General Services Division
7
HRD consists of six functional units: Benefits, Classification and
Compensation, Employment, Satellite Offices/Employee Relations,
Planning and Quality Assurance, and Consulting Services.
Service Highlights
• Administered approximately $400 million in group benefits on
behalf of over 62,000 state employees and retirees.
• Provided wellness classes to over 42,000 participants.
• Administered nearly 6,300 position classification action requests.
• Implemented a general salary adjustment for state employees.
• Accommodated over 22,400 visitors in the employment lobby.
• Processed approximately 31,500 resumes into the centralized appli-cant
database.
• Compiled over 4,150 hiring lists and requests to fill vacant posi-tions.
• Administered the 29th Annual Joint Governmental Salary and
Benefits Survey, which is the largest salary and benefits survey
conducted in the state.
• Instituted a robust training and career development program to
provide eligible HR employees the opportunity to become a certi-fied
Human Resources Professional by the Society of Human Re-source
Management that costs 50% less than that offered by uni-versities
and professional organizations.
• Aggressively negotiated with benefit providers to successfully
keep the costs of benefits under control.
• Automated the benefits enrollment process saving an estimated
$130,000 and increased customer satisfaction by nearly 30%.
• Published a comprehensive 2002 Annual Report on the ADOA
Human Resources System.
• Researched and published the 2002 Advisory Recommendation for
adjustments to the Salary Plan.
• Dedicated 10 FTEs to the planning and implementation team to
implement a new Human Resources Information Solution (HRIS).
Awards & Recognition
• Received for the second year in a row the Goodwill Industries
Employer of the Year Award for participation in the Workforce
Development Program.
• Received the Leaders of Distinction Gold Medal Achievement
Facilities Operations and Maintenance
Provides maintenance, landscape, grounds, and custodial services to
ADOA owned facilities.
Administrative and Financial
Responsible for monitoring, tracking and reconciling operating and
capital appropriations for the division to ensure funds are appropri-ately
expended. The section also provides division support for all
personnel activity, payroll and fixed asset maintenance.
Physical Security
Provides and maintains security related equipment, processes and
policies to ensure a safe and secure environment for officials, employ-ees,
and visitors of the facilities to the Capitol Mall and the Tucson
Complex.
Human Resources Division
HRD Mission
To provide efficient, timely, customer-driven
professional human resources services to meet our agency,
employee and public customers’ needs.
Percentage of Emergency Work Orders
Responded to Within 30 Minutes
0%
25%
50%
75%
100%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Award for leadership role in providing opportunities to the
Hispanic community.
• The Wellness Office received ADOA Team of the Year award.
• Wellness Office customer satisfaction rating exceeded 6.5.
• Satellite Offices customer satisfaction rating exceeded 6.5.
• Achieved a significant increase in customer satisfaction in the
Benefits Office.
• Achieved three years of continuous improvement in the develop-ment
of personnel rules and policies.
• Achieved three years of continuous improvement in the admini-stration
of the Classification System.
Critical Issues & Challenges
• The 45th Legislature mandated self-insurance for group health and
dental benefits by October 1, 2003. With the uncertain economy
and the state’s current fiscal crisis, ADOA is concerned with the
implementation deadline. Without adequate research on fund pres-ervation,
self-insurance could place the Health Insurance Trust
Diversity of State Government Employees
Unreport ed
1.3%
Asian American
1.9%
American Indian
3.0%
Hispanic
23.5%
Af rican American
Whit e 6.8%
63.5%
8
Fund in a financially precarious position if accrued claim reserves
are not protected.
• The state has been named in a class action lawsuit regarding em-ployees
being asked to work in an “on-call” status without due
compensation. The original lawsuit has been settled. However,
there are approximately 1,600 outstanding claims and the settle-ment
agreement allows late claims to be filed indefinitely. This
puts the state at a significant risk.
• Nearly 50% of new employees voluntarily leave Arizona State
service within the first year of service, and almost 70% voluntarily
leave within 1 to 3 years. The financial impact of turnover is stag-gering.
In addition, indirect costs such as loss of knowledge, break-down
in relationships with customers, inefficiencies in productivity
and the impact on the remaining employees’ morale must all be
considered.
• Human Resources Information Solution (HRIS) will bring Arizona
to the forefront of states by implementing browser-based, Internet-delivered
human resources services. HRIS will streamline current
HR processes, improve access to management information, and
enhance flexibility to manage a rapidly changing workforce.
Timely and proper rollout and training are critical to a successful
implementation and will require a strong team effort statewide,
especially within ADOA.
Divisional Units
Benefits and Insurance
Provides health and welfare benefits to state employees, retirees, long-term
disability recipients, and COBRA participants. Additionally,
provides a Wellness Program for employees at no or low cost in order
to improve their health and wellness.
Classification and Compensation
Administers job evaluations and compensation programs for the
ADOA Human Resources Management System (HRMS) while main-taining
internal and external equity. Conducts and/or participates in
salary benefit studies, evaluates covered and uncovered positions us-ing
the whole job classification method, determines FLSA designation
for all positions, prepares the annual salary recommendation, and ad-ministers
and interprets salary policy.
Employment
Maintains a centralized applicant database, provides training and con-ducts
informational sessions for agency staffing professionals, man-ages
community outreach, coordinates and/or hosts job fairs and com-munity
events, manages turnover data and manages temporary ser-vices.
Satellite Offices
Nine satellite offices provide professional human resources services to
state agencies. Eight large agencies, Department of Administration,
Department of Corrections, Department of Economic Security, De-partment
of Health Services, Department of Juvenile Corrections,
Department of Revenue, Department of Transportation and AHCCCS
have a dedicated on-site human resources office. The remaining 92
agencies are provided dedicated human resources services through the
Capitol Mall Personnel Office (CaMP). These offices provide a full
suite of human resources services.
Employee Relations
Provides rule interpretation, assistance with policy development; and
guidance on employee relations issues. The work unit investigates and
prepares responses to 4th level grievances submitted by agency em-ployees
and 3rd level grievances submitted by ADOA employees, and
investigates and prepares recommendations in response to requests for
2nd level classification reviews.
Consulting
Provides both in-house and external services regarding various human
resources related issues, such as, pending and/or changes to legisla-tion,
inquiries from the public, legislature and other state agencies,
design, development and oversight of pilot programs and special pro-jects.
Planning & Quality Assurance
Recently established to assist state agencies in reviewing their poli-cies,
practices and procedures to provide consistent human resources
practices throughout Arizona State Government. Also provides data
analysis of key human resources information (e.g. turnover, number of
filled positions) and will focus on strategic planning and best practices
research which will assist the division in becoming proactive partners
with its customers.
Customer Satisfaction w ith Administration
of the Classification System
0.00
2.00
4.00
6.00
8.00
Actual 5.44 5.7825 5.79 5.98
1999 2000 2001 2002
BETTER
Working Days to Issue a Hiring List
0
3
6
9
12
15
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
FY 00 FY 01 FY 02
BETTER
Number of Filled Positions
37,500
37,600
37,700
37,800
37,900
38,000
38,100
38,200
38,300
38,400
38,500
38,600
Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02
9
Information Services Division
ISD consists of the following units: Arizona Telecommunications
System (ATS); Information Processing Center (IPC); Finance and
Planning; Security; and 911 Administration.
Service Highlights
• Maintained 99% telephone system availability for 12,000+ sub-scriber
lines.
• Maintained 99% data network availability for shared campus net-work.
• Maintained 99% online/mainframe availability.
• Upgraded carrier-provided telephone circuits, which enable “Caller
ID” capabilities.
• Funded the upgrade of Emergency 9-1-1 equipment for 18 Public
Safety Answering Points utilizing computer telephony integration,
resulting in improved service and expanded coverage to citizens.
• Established a “recovery” site, which will provide like equipment in
the event of a disaster and will allow ADOA, ADOR, ADOT,
AHCCCS, and ADC to continue running their mission critical
applications.
• Reduced delinquent accounts receivable (>60 days) from
$1,651,162 to $83,673.
• Established system and database security for State Benefits Retiree
Payment tracking application.
• Provided technical expertise in the evaluation of the Human Re-source
Information solution (HRIS) RFP.
• Established system and application security for HRIS.
• Completed HRIS hardware planning and installation of networks,
servers and peripheral equipment.
• Completed data center consolidation project and reduced the num-ber
of statewide mainframe computing platforms from five to
three.
• Implemented a division-wide help desk system.
• Increased customer service in mid-range computing services.
Critical Issues & Challenges
• Distinguishing an effective balance between consolidation and
privatization and improving competitiveness of the ISD Enterprise
Operations Center.
• Continued funding for technology disaster recovery is crucial to
providing critical services to Arizona citizens.
• Security of ADOA communication technologies. It is vital that e-government
be protected from information theft and attacks that
can shut down vital business systems or contaminate files to make
them unusable.
• Compliance to the new Health Insurance Portability Accountability
Act (HIPPA) by April 2003 which will require capital investments
in new security equipment and network configurations to ensure
the integrity of this and many other systems.
• 9-1-1 Program funding for long-term requirements is inadequate.
• The present automation and telecommunications billing systems
are antiquated and do not provide customer agencies with the abil-ity
to monitor their bills on a regular basis.
• Continuous personnel training investment in Information Technol-ogy
is required to support contemporary state enterprise services.
• Coordinate the development of statewide Information Technology
service delivery services, grants and contracts.
ISD Mission
To provide effective and efficient information technology
infrastructure and support services to enable
ADOA and other state agencies to
achieve their goals.
IPC End User Requests Resolved First Call
90%
92%
94%
96%
98%
100%
FY 2002 99.3% 99.3% 99.4% 99.2% 100.0% 98.6% 99.3% 99.3%
Jul-01 Sep-01 Oct-01 Dec-01 Jan-02 Mar-
02
Apr-
02
Jun-02
BETTER
Response Time to Security Incidents
(in minutes)
0
50
100
150
200
250
300
FY 2002 45 120 45 240 0 15 0 0 8 24 24
Jul-01
Aug-
01
Sep-
01
Oct -
01
Nov-
01
Dec-
01
Feb-
02
Mar-
02
Apr-
02
May-
02
Jun-
02
BETTER
Percent Voice Repair Within Customer
Timeframe
(4 hours)
90%
92%
94%
96%
98%
100%
FY 2002 100% 100% 99% 97% 100% 100% 100% 100% 100% 100% 100%
Jul-01 Aug- Sep- Oct - Nov- Dec- Feb- Mar- Apr- May- Jun-
BETTER
10
ITSD provides technology services to support the internal functions
within ADOA. The division consists of the following units: Arizona
Financial Information System (AFIS), Data Resource Management
(DRM), Human Resource Management System (HRMS), and Local
Area Network (LAN).
Service Highlights
• Implemented iFolder, enabling telecommuters to automatically
synchronize files with
remote PCs.
• Designed and imple-mented
programming
changes to optimize
the efficiency of
AFIS. Saved $4,000
to $4,500 per month
in processing costs,
while maintaining
full functionality of
AFIS for all state
agencies.
• Along with HR, auto-mated
the benefits
enrollment process saving an estimated $130,000 and increasing
customer satisfaction by nearly 30%.
• Developed a common look and feel for ADOA’s web pages, which
supports GITA standards and ADA compliance.
• Began development of invoice validation enhancement to AFIS,
preventing duplicate payments of the same invoice.
• Made extensive HRMS programming changes to implement a
general salary adjustment for 39,008 state employees.
• Made programming changes to convert the weekly payroll proc-essing
to a consolidated (single-cycle) statewide payroll process.
• Provided technical support for the HRIS development project.
• Centralized additional 120 staff members plus 100 e-mail users
into the ADOA Local Area Network (LAN), which eliminated 1
FTE position.
• Supported 12 servers and 650 PC workstations.
• Completed 934 RFS’s (Request For Services) for computer pro-gramming
changes.
• Ran 7,005 jobs to support 3,386 tables of data for 3,078 DRM
customers.
• Maintained 1,230 AFIS programs, enabling processing of
9,098,349 customer transactions.
• Maintained 8,800 HRMS programs, enabling processing of 42,500
active employee records.
• Responded to 8,330 help desk calls.
Awards & Recognition
• Three years continuous improvement in LAN customer satisfac-tion.
• In conjunction with the Financial Services Division, received the
2002 Governor's Award of Excellence, Spirit of Excellence Pro-gram,
for the Statewide Consolidation of Payroll Cycles Project.
Critical Issues & Challenges
• Training staff to support and maintain the new Human Resource
Information Solution (HRIS) system while maintaining the current
HRMS.
• Lack of new talent seeking to learn mainframe skills, as schools
training future employees favor more “cutting edge” technology.
• Technology changes rapidly. Continual training of staff and up-dating
hardware/software is critical in providing IT systems that
are secure, efficient, and maximize productivity.
Internal Technology Services Division
ITSD Mission
To provide effective and efficient technology
services to ADOA to enable the department to
best serve its customers.
Percent of AFIS Programming Changes
Completed Error-Free
98.0
98.5
99.0
99.5
Target = 99%
Actual 98.4 98.5 98.6 99.1
1999 2000 2001 2002
BETTER
90.0
95.0
100.0
% Time Systems Available
LAN 99.6 99.7 99.6
AFIS 99.1 99.8 98.9
HRMS 100.0 99.9 99.6
DRM 99.9 99.9 99.8
2000 2001 2002
Divisional Units
Arizona Telecommunications System
Provides overall management and support of common statewide voice
and data communications services operating within the Phoenix and
Tucson State campuses. Also establishes statewide telecommunica-tions
service contracts for offices located outside of the State’s cam-puses.
Services are supported 24x7x365.
Information Processing Center
Operates and maintains a shared services mainframe and midrange
computing environment used to process statewide and agency-specific
applications. Services include online and high-volume batch process-ing
and backup and recovery support. Services are supported
24x7x365.
Finance & Planning
Furnishes budget, planning and financial analysis to the Director’s
office, ISD and ITSD. Performs billing for chargeable services, rate
settings, interagency service agreements and inventory control for ISD
and ITSD.
Security
Provides computer system and network access protection and business
continuity services.
911 Administration
Supports the development, planning, financing, implementation and
on-going operation of the 9-1-1 operations and network services
throughout Arizona.
11
MSD consists of Administrative Services, Business Services, Arizona
Office for American’s With Disabilities, Fleet Management, Gover-nor’s
Regulatory Review Council, State Boards Offices, Travel Re-duction
and Ride Share, and Surplus Property.
Service Highlights
• Developed an accounts receivable application for uploading in-voices
into AFIS, which reduced invoice keying time from 6 hours
to 30 minutes.
• Prompt payments to vendors resulted in savings of $63,117.
• Processed 6,348 purchase orders for a total of $100,183,285.
• Handled 6,000 disability technical assistance and information re-quests
and presented 17 ADA training sessions with representa-tives
from 42 state agencies.
• In response to security concerns relating to terrorist activity, mail-room
staff began opening and inspecting all incoming U.S. Mail
for agencies in the Executive Tower.
• Print Shop produced 23,810,314 print impressions (copies).
• Processed 3,229 orders for office supplies.
• Reviewed 109 rulemaking packages, involving 1,238 rules.
• Managed fleet of 2,075 vehicles.
• Increased alternative fuel usage in ADOA fleet vehicles by 10,000
gallons over previous year.
• Replaced the surplus property inventory and invoicing system
which provides faster invoice generation, automated inventory
control, links to web searchable database with imaging capacity
and management data reporting.
• Processed 201,767 items of disposal property, which led to the
recovery of $2,405,859 through re-marketing and sales.
• Managed 1,053 tons of recycled paper.
• Increased the telework goal from 15 to 20 percent.
Awards & Recognition
• Received Best Overall Travel Reduction Program Award and Best
Telework Program from Valley Metro/Regional Public Transporta-tion
Authority.
• Recognized for Creative Excellence for the Special Edition Ride
Line Newsletter that was distributed to state employees following
the terrorist attacks.
Management Services Division
MSD Mission
To provide effective and efficient support services to
enable government agencies, state employees, the public, and
the Arizona Department of Administration to
achieve their goals.
Divisional Units
Human Resource Management System
Provides customer-enabling technical support for the HRMS applica-tion
and its automated subsystems (such as the Bus Card reimburse-ment
system). Provides 24-hour production support, a hands-on train-ing
region for statewide HRMS customers, and a customer help desk.
Suggests technical changes that result in performance efficiency im-provements.
This is the programming unit for the payroll system used
by state agencies.
ADOA Local Area Network
Provides LAN support and related services for ADOA. This includes
support for ADOA employees’ desktop software and network connec-tivity
(e.g. Microsoft Word, Access, Project, PowerPoint, Excel, etc.)
Coordinates and enhances the ADOA divisions' web pages.
Arizona Financial Information System
Provides customer-enabling technical support for the AFIS application
and its automated subsystems. Provides 24-hour production support
and a hands-on training region for statewide AFIS customers. Sug-gests
technical changes that result in performance efficiency improve-ments.
This is the programming unit for the general accounting system
used by state agencies.
Data Resource Management
Provides customer-enabling technical support of database systems for
mainframe and midrange applications. These include AFIS, Remedy,
MP2, BITS, RMIS, and SPIRIT. DRM provides 24-hour support and
facilitates the hands-on training region for statewide AFIS customers.
DRM also assists in environment troubleshooting, software upgrades
and customer problem resolutions.
Percentage of available Vendor Discounts
Taken for Prompt Payment
90%
92%
94%
96%
98%
100%
FY 2002 99.9% 98.9% 98.3% 99.3% 100% 100% 100% 99.8% 100% 100% 99.5%
FY 2001 90.8% 92.7% 93.9% 99.5% 99.3% 99.7% 94.5% 99.5% 99.3%
Jul Aug Sep Oct Nov Dec Feb Mar Apr May Jun
BETTER
LAN Customer Satisfaction
0
2
4
6
8
Actual 3.96 5.39 6.33 6.38
1999 2000 2001 2002
BETTER
12
State Boards Office
Provides centralized administrative services to 10 small agencies
housed within the SBO suite, including receptionist, accounting, pay-roll,
personnel, benefits coordination and agency liaison services.
Fleet Management
Provides taxi fleet services for other agencies, procurement, preventa-tive
maintenance, replacement, proper utilization of the motor pool
vehicle fleet, and operates a refueling station with various alternative
fuels.
Travel Reduction Program
This program encourages state employees in Maricopa County to car-pool,
vanpool, bus, bicycle or walk to work or telecommute.
Governor’s Regulatory Review Council
Provides guidance regarding the rulemaking responsibilities of the
Council and various state agencies.
Surplus Property
Determines the fair market value, disposition and appropriate sale or
disposal of all excess and surplus property.
Critical Issues & Challenges
• Retaining trained employees is increasingly difficult, especially
entry level which can turn over twice in the year.
• Funding for the Arizona Office for Americans with Disabilities.
• Vehicle replacement schedule stretched to replace at six years and
120,000 miles, or later. All data indicates that an aging fleet re-quires
more maintenance.
Divisional Units
Administrative Services
Provides accounting, purchasing and payroll services for the
Department.
Arizona Office for Americans with Disabilities
Provides technical assistance, research and training relevant to the
Americans with Disabilities Act and Section 504 of the Rehabilitation
Act of 1973.
Business Services
Provides printing, design/typesetting, delivery service, office supplies,
mail service, and repair services for light office machines.
Accuracy Rate on Paying Claims
90%
92%
94%
96%
98%
100%
FY 2002 98.83 98.92 98.85 98.99 99.05 98.87 98.91%98.85 98.67 98.90
FY 2001 98.70 99.98 98.34 98.45 99.99 98.96 99.11%98.70
Jul Aug Sep Nov Dec Jan Feb Mar May Jun
BETTER
Percent of ADA Technical Assistance Calls
Answered on Same Day
90%
92%
94%
96%
98%
100%
FY 2002 97% 100% 100% 98% 98% 100% 99% 99% 99% 100% 100% 100%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Percent of Print Orders Delivered
On-schedule and to Specification
80%
85%
90%
95%
100%
FY 2002 91.6% 92.0% 88.4% 89.4% 81.9% 87.8% 92.2% 96.4% 93.3% 94.8%
Jul Aug Sep Nov Dec Jan Feb Mar May Jun
BETTER
Number of Commuter Club Members
1,000
2,000
3,000
4,000
5,000
FY 2002 3029 3181 3340 3569 3660 3703 3787 4050 4151 4215 4234 4391
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Percent of Surplus Property Received and
Entered into System w ithin 2 Days
70%
75%
80%
85%
90%
95%
100%
FY 2002 80% 78% 85% 82% 85% 87% 86% 85% 85% 88% 86% 87%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER
Percent of Rules Approved on 1st Hearing
by the Governor's Regulatory Review
Council
50%
60%
70%
80%
90%
100%
FY 2002 97% 55% 100% 100% 100% 100% 94% 100% 100% 100% 100% 100%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
BETTER