The state has statewide strategic goals that are public, quantitative, published regularly, customer oriented, aligned, equity oriented, and publicly informed.
1. Strategic Goals
Since 2017, the Arizona Governor’s Office has developed and updated the Governor’s Fundamentals Map, which identifies statewide priorities under key goal areas. All cabinet agencies are required to complete an annual strategic plan and to make it available to the public on their agency’s website. The plan includes annual objectives, initiatives, and performance metrics that are tracked in My Agency Scorecards. In 2020, the Governor’s Office of Strategic Planning and Budgeting hired a statewide Strategic Planner to further support the multi-year planning and performance data management processes. Now, in 2021, Arizona is focused on objective metric hierarchy and performance measurement options that reflect outcomes, efficiency, and quality.
The state has achieved better outcomes through an enterprise performance management system that engages state leaders in using performance data to continuously improve results.
2. Performance Management
The governor established the framework for statewide performance management through the implementation of the Arizona Management System (AMS). At the executive level, the Governor’s Office of Strategic Planning and Budgeting (OSPB) and the Government Transformation Office (GTO) collaborate in overseeing strategic planning, performance data management, and process improvement through structured problem-solving. GTO has a full-time staff of leaders in the development and sustainment of continuous improvement and innovation, emphasizing service excellence and process efficiency. Each cabinet agency has established an Office of Continuous Improvement (OCI) to assist in implementing and sustaining AMS.
Cabinet agency executive leadership teams conduct monthly business reviews, at which they discuss the performance of their scorecard metrics against targets established on their scorecards. Agencies that are more mature in their adoption and deployment of AMS will also include progress on their strategic plan and budget status. As part of AMS, agency staff receive training in problem-solving techniques that they apply to underperforming metrics or initiatives. AMS standard work, tools, and training materials are provided at AMS/Resources.
In addition, Arizona has established Communities of Practice (COPs) for agency strategic planners and AMS practitioners throughout the state. These COPs enhance communication, accelerate learning, identify best practices, solve common problems, and develop standard work and resources across state agencies.
The state uses innovation to achieve its priority goals and improve results for residents.
The Arizona Government Transformation Office’s Lean Foundations workshops provide training to state employees as part of the state’s Arizona Management System (AMS), which is designed to implement innovative solutions to improve service delivery. Arizona cabinet agencies have an Office of Continuous Improvement that is responsible for implementing and sustaining AMS. Some agency examples include the Arizona Commerce Authority, which promotes the development of new industries in Arizona. Also, as part of the Be Connected program, the Department of Veterans’ Services (ADVS) conducted a Transportation Survey that revealed a substantial number of veterans live great distances from resources. As a result, ADVS and Be Connected organized a program to deliver food and essentials to this underserved portion of the population.
5. Data Leadership & Governance
The state has senior leadership and governance structures with the mandate to equitably use data to improve results.
The state has data policies that outline the principles, people, and activities that govern its data collection and use.
6. Data Policies
As part of the Arizona Strategic Enterprise Technology Office, the State Data Management Architect promulgates data governance policies that address technology; security; privacy; and communication strategies, policies, and procedures. Arizona operates under a statewide data-sharing memorandum of understanding (MOU). Implemented in 2019 and signed by 29 agencies, the MOU facilitates data sharing between agencies to support state-administered programs. These 29 agencies comprise the State Data Interoperability Council, which meets quarterly to focus on “reducing risk, maximizing efficiency, increasing the value of data exchanges and ensuring that systems are developed and maintained in accordance with Statewide and Budget Unit (BU) strategic plans.”
14. Results-Focused Contracting
The state has improved outcomes by using results-focused contracts for its publicly funded programs.
14. Results-Focused Contracting
In 2019, the Arizona Department of Child Safety (DCS) partnered with the Harvard Kennedy School Government Performance Lab to improve the quality of in-home preservation services. At the time, nearly one in five families receiving supportive in-home preservation services were re-reported for maltreatment, resulting in the removal of a child from that home. Through active contract management, implementation of uniform performance measures for providers, and establishment of a unit to oversee child and family service contracts, DCS was able to reduce the number of families re-reported by 40% and the number of child removals by 50%.